Chapter 1

General Management

1.1 Introduction to the Industry

1.1.1 Introduction

The global sourcing market in India continues to grow at a higher pace compared to the

IT-BPM industry. India is the leading sourcing destination across the world, accounting for

approximately 55 per cent market share of the US$ 185-190 billion global services sourcing

business in 2017-18. Indian IT & ITeS companies have set up over 1,000 global delivery centers

in about 80 countries across the world. India has become the digital capabilities hub of the world

with around 75 per cent of global digital talent present in the country. India is the world's largest

sourcing destination, accounting for approximately 55 per cent of the US$ 185-190 billion

market in 2017-18. India’s highly qualified talent pool of technical graduates is one of the

largest in the world and the country has a low-cost advantage by being 5-6 times inexpensive

than US. Revenue of India’s IT industry reached US$ 167 billion and exports stood at US$ 126

billion in 2017-18. Export revenue from digital segment forms about 20 per cent of the

industry’s total export revenue. Total export revenue of the industry is expected to grow 7-9

per cent year-on-year to US$ 135-137 billion in FY19. However, IT services exports are

projected to add US$ 10 billion in FY19 to reach US$ 126 billion by the end of the year. Further,

India’s IT-BPM sector is expected to expand to US$ 350 billion by 2025 and BPM is expected

to account for US$ 50-55 billion out of the total revenue. Moreover, revenue from the digital

segment is expected to form 38 per cent of the total industry revenue by 2025. IT industry

employs nearly 3.97 million people in India of which 105,000 were added in FY18. The

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industry added around 105,000 jobs in FY18 and is expected to add over 250,000 new jobs in

2019. Hardware exports from India are expected to grow at 7-8 per cent in FY19. The computer

software and hardware sector in India attracted cumulative Foreign Direct Investment (FDI)

inflows worth US$ 32.23 billion between April 2000 and June 2018 and ranks second in inflow

of FDI, as per data released by the Department of Industrial Policy and Promotion (DIPP).

The Government of India has extended tax holidays to the IT sector for software

technology parks of India (STPI) and Special Economic Zones (SEZs). Further, the country is

providing procedural ease and single window clearance for setting up facilities. Also, the

government has identified Information Technology as one of the 12 champion service sectors

for which an action plan is being developed. It will set up a Rs 5,000 crore (US$ 745.82 million)

fund for realizing the potential of these champion service sectors.

1.1.2 Market Size

Fig. 1 Market Size of Indian IT Industry

India’s IT & ITeS industry grew to US$ 167 billion in 2017-18. Exports from the

industry increased to US$ 126 billion in FY18 while domestic revenues (including hardware)

advanced to US$ 41 billion. Spending on Information Technology in India is expected to grow

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over 9 per cent to reach US$ 87.1 billion in 2018 Revenue from digital segment is expected to

comprise 38 per cent of the forecasted US$ 350 billion industry revenue by 2025.

1.1.3 Investments/ Developments

Indian IT's core competencies and strengths have attracted significant investments from

major countries. The computer software and hardware sector in India attracted cumulative

Foreign Direct Investment (FDI) inflows worth US$ 32.23 billion between April 2000 to June

2018, according to data released by the Department of Industrial Policy and Promotion (DIPP).

Leading Indian IT firms like Infosys, Wipro, TCS and Tech Mahindra, are diversifying their

offerings and showcasing leading ideas in block chain, artificial intelligence to clients using

innovation hubs, research and development centers, in order to create differentiated offerings.

Some of the major developments in the Indian IT and ITeS sector are as follows:

1. Nasscom has launched an online platform which is aimed at up-skilling over 2 million

technology professionals and skilling another 2 million potential employees and

students.

2. Revenue growth in the BFSI vertical stood at 10.3 per cent y-o-y in the first quarter of

2018-19.

3. As of March 2018, there were over 1,140 GICs operating out of India.

4. Private Equity (PE)/Venture Capital (VC) investments in India's IT & ITeS sector

reached US$ 7.6 billion during April-December 2017.

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1.1.4 Government Initiatives

Some of the major initiatives taken by the government to promote IT and ITeS sector in India

are as follows:

1. The government has identified Information Technology as one of 12 champion service

sectors for which an action plan is being developed. Also, the government has set up a

Rs 5,000 crore (US$ 745.82 million) fund for realizing the potential of these champion

service sectors.

2. As a part of Union Budget 2018-19, NITI Aayog is going to set up a national level

programmer that will enable efforts in AI and will help in leveraging AI^ technology

for development works in the country.

Fig. 2. Government Initiatives

Achievements

Following are the achievements of the government during 2017-18:

1. About 200 Indian IT firms are present in around 80 countries.

2. IT exports from India are expected to reach highest ever mark of US$ 126 billion in

2017-18.

3. Highest ever revenue was generated by Indian IT firms at US$ 167 billion in 2017-18.

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1.1.5 Road Ahead

India is the topmost offshoring destination for IT companies across the world. Having

proven its capabilities in delivering both on-shore and off-shore services to global clients,

emerging technologies now offer an entire new gamut of opportunities for top IT firms in India.

Export revenue of the industry is expected to grow 7-9 per cent year-on-year to US$ 135-137

billion in FY19. The industry is expected to grow to US$ 350 billion by 2025 and BPM is

expected to account for US$ 50-55 billion out of the total revenue.

1.1.6 Emerging trends

In today’s fast-paced global economy, manufacturers are facing demands like never

before. Their customers expect products that are more customized to their individual needs, the

speed of innovation and new product releases continues to accelerate and the tolerance for error

has become razor thin. And if that wasn’t enough pressure, the Internet now provides buyers

with more options than ever before.

In order to thrive, manufacturers must deliver excellence. They must accelerate product

introductions, create more agile shop floors and improve order fulfilment through intelligent

connected operations.

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1.1.7 Emerging Technology

The following will explore emerging trends in manufacturing that will help empower

manufacturers to increase their speed of doing business and deliver excellence every time.

1. Internet of Things

The Internet of Things (IoT) is having a major impact on manufacturing, giving

manufacturers more visibility into their operations, enabling predictive maintenance on their

machines and allowing them to provide remote support to their customers.

Highlights

 There will be nearly 20.8 billion devices on the IoT by 2020.

 41% of manufacturing organizations use sensor data frequently.

 Wearables are being used to improve worker safety, education and customer support.

Fig. 3. IOT

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 Since the early days of the Internet, the dream has been to create an ecosystem of

products, from kitchen appliances to HVAC, that were somehow all connected and integrated.

The Internet of Things (IoT) is just that: the interconnection of unique devices within an existing

Internet infrastructure.

The Internet of Things has become a reality thanks to near ubiquitous Internet access,

smaller sensors and cloud computing, but despite the millions of devices that are already

connected to the Internet, the IoT is still in its infancy. Most experts believe the IoT will be the

next big boom. A recent Gartner study projected that by 2020, there will be nearly 20.6 billion

devices on the IoT.1

For manufacturers, the Internet of Things means having more data available for

monitoring and improving operations. This enables more efficient energy management,

remotely monitored safety and emergency notification systems, better infrastructure

management and process automation. The IoT also has big implications for manufacturing

smart capabilities into products themselves. With the ability to monitor remote systems in real

time, IoT connectivity opens the door for an array of other business solutions, like remote

service and support options for customers.

2. Big Data

Brands are trying to manage growing customer expectations by taking greater control

over their value chain, from R&D to delivery. This is forcing manufacturers to shift from B2B

to B2B2C businesses, placing a greater emphasis on the end user’s needs and experience.

Highlights

 Increased customer demands are forcing businesses to take greater control of their value

chain.

 Manufacturers need to be more transparent and end-customer focused.

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 87% of global consumers consider CSR when making a purchase decision.

Fig. 4 Big Data

There are benefits and risks—financially, emotionally and otherwise—involved in

every consumer decision. When consumers make a purchase, they’re not just buying a product,

they are buying an experience. This experience includes their experience with a product, but it

also extends to the complexity of purchasing, how they feel in-store, the packaging, the ease of

setup and their confidence in getting the support they need should an issue arise. “How much

stress is this going to cause me?” “What will my friends think?” “What are the chances this will

break?”

While businesses may differentiate their own parts and products from those of their

suppliers, consumers don’t see this difference. If a fan repeatedly breaks on a car, that consumer

doesn’t associate the failure with the manufacturer of that part, their poor experience reflects

upon the car brand. Thus, many of today’s B2C businesses are taking greater control of their

value chain, from creation to consumption, to protect their own brand reputation and meet

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evolving customer standards. This level of ownership across all touch points helps companies

better control their brand experience and enables them to ensure greater continuity across the

customer journey.

As a result, B2B businesses need to be more end-consumer focused. They can no longer

simply focus on their customers’ needs, they must now consider their customers’ customers’

needs. This transition has turned B2B businesses into B2B2C businesses, causing

manufacturers to reassess their products and services based on these evolving demands.

3. Manufacturing as a Service

Manufacturers are evolving their value chain to provide a stronger focus on customer

experience, better support and more transparency.

Highlights

 64% of companies surveyed said that their ability to negotiate and collaborate with value

chain partners will become more important.

 29% of businesses reported that personalized service through technology was already

disrupting their market.

 59% of manufacturers already use robotics technology.

As manufacturers seek to adapt to a business model that has a greater focus on the end

consumer’s needs, they are being forced to rethink their entire value chain, from R&D to post-

purchase support. Manufacturers need to work more closely with their value chain partners to

provide the elevated level of transparency and service required by today’s consumers.

According to Deloitte’s 2015 Supply Chain Talent of the Future report, 64% of companies

surveyed said that their ability to negotiate and collaborate with value chain partners will

become more important.

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 Fig. 5 Manufacturing as a Services

Manufacturing as a service

The evolving value chain, in conjunction with new technology like 3D printing, has created

new business opportunities for manufacturers, starting with the ability to personalise.

Manufacturers are already starting to offer manufacturing services that are more akin to “on-

demand” ordering (often referred to as “real-time demand fulfilment”) than traditional

manufacturing, and the impact is starting to be felt. 29% of businesses reported that personalised

service through technology was already disrupting their market.18 Personalised products are

already emerging in impactful ways, including personalised medical devices and customised

pharmaceuticals, as well as more playful applications like personalised toys. Technology is

enabling these services both from a manufacturing perspective, as well as from an operations

and logistics perspective.

The growth of the Internet of Things (IoT) has also played a large role in developing

manufacturing as a service. With the added ability to monitor products after they’ve been sold,

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manufacturers can gather usage data and use predictive analysis to offer preventative

maintenance. This will absolutely revolutionize the service industry in the next few years.

Drivers will no longer need to bring their cars in for check-ups. Instead, their car will self-

diagnose problems and report when maintenance is needed. Manufacturers can send any needed

parts to the auto-shop in advance and any mechanic working on the parts will be able to view a

diagnostic report before their customer even shows up.

Some manufacturers, like ThyssenKrupp Elevator, are completely re-envisioning their

business models for manufacturing as a service. By installing smart sensors on their elevators,

old and new, ThyssenKrupp has been able to use the data they’re collecting to provide

predictive and pre-emptive maintenance services to their customers, reducing costs and

downtime. But not only has this solution enabled them to improve how they service their own

elevators, they have expanded this service model to non-ThyssenKrupp elevators, something

that is not typical in the elevator industry.

4. Cloud

Executive summary

With better data collection and cloud-enabled analytics platforms, manufacturers have greater

visibility into their businesses and operations than ever before.

Highlights

 45% of organizations said that gaining access to data from different areas of the business

was a top pressure driving their need for analytics.

 47% of global businesses feel they have insufficient access to the data they need.

 SMAC-stack (Social, Mobile, Analytics and Cloud) is changing the way manufacturers

do business.

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 Fig. 6 Cloud

One of the biggest challenges for big data has been managing the volume and speed. A

2015 study by IBM reported that 2.5 quintillion bytes of data are created every day, so much

that 90% of all data in the world has been created in the last 2 years.28 Without the tools to

better leverage data, its uses have remained relatively niche, but with more intelligent and

powerful cloud computing, big data is finally becoming more useful, helping manufacturers

improve production and build more intelligent operations and supply networks.

New technology, from smaller sensors to more ubiquitous Internet access, now provides

manufacturers access to faster, more reliable data. These advancements allow manufacturing

businesses to collect data from a much wider range of sources than was previously possible,

including user product usage data, machine shop capacity, energy consumption levels, parts

inventory, machine maintenance status and quality control metrics. The Aberdeen Group’s

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2015 Data-Driven Manufacturing in the Age of Insight report, 45% of organisations said that

gaining access to data from different areas of the business was a top pressure driving their need

for analytics.29 With better, more holistic data, manufacturers can gain a more comprehensive

understanding of their business and allow them to optimise operations and address prospective

mechanical or safety issues before problems arise.

5. 3D Printing

Technology has always been a driver of innovation in manufacturing and today’s

emerging technologies are no different. From 3D printing to nanotechnology, these cutting edge

tools and techniques are changing how products are made.

Highlights

 66.7% of U.S. manufacturers have deployed 3D printers in some capacity.

 Autonomous devices are on the cusp of revolutionizing manufacturing operations.

 Nanotechnology is enabling atomically precise manufacturing (APM).

The history of products has largely run parallel to the history of manufacturing

technology. The first leather belt bucket elevator and belt conveyors in 1785; the introduction

of interchangeable parts in 1801;31 the first moving assembly line, introduced by Ford, in

1913;32 the creation of the Televox robot in 1926; 33 CNC machining; Six Sigma in the 80s;

RFID tags; all of these technologies have enabled manufacturers to create new materials, new

processes and assemble the products that we rely on today. So, as we look at past trends in

manufacturing as a way to better understand the future of manufacturing, it is fitting that we

take a close look at some of the latest technology that is driving that future.

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 3D printing is one of the most exciting emerging technologies in business and

manufacturing today. Through an additive layering process, it allows manufacturers to print

virtually any 3D digitally rendered image in physical form. Currently, two-thirds (66.7%) of

U.S. manufacturers reported deploying 3D printers in some capacity, and that number is

growing, with nearly 15.5% expecting to start using them within the next 3 years.34 This growth

has been driven by technological improvements that have resulted in lower machine and

material costs, as well as faster printing times. While 3D printing is not new, these

improvements have made 3D printing much more practical for a larger set of manufacturers. In

fact, 3D printing adoption among small companies is quickly catching up to that among large

companies, 59% compared with 75% respectively, and the gap is closing.34

The applications for 3D printing are expansive, including customized medical devices,

personalized products and packaging and printed replacement parts that allow ships to make

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repairs while at sea. Uses have already emerged allowing users to print their own beauty

products in custom shades and pharmaceutical companies are testing 3D printing technology as

a way to produce more customized medicines for patients. In manufacturing today, 3D printing

is primarily being used for prototyping. 34% of manufacturers report using 3D printing for

prototyping, 28.9% say they’re still experimenting with how to apply it and 2.6% report using

3D printing to build products that cannot be made from traditional methods.34 As 3D printing

technology becomes faster and less expensive, it will inevitably enable new applications for

manufacturers.

6. Agile manufacturing

Executive summary

Many manufacturers are moving towards an agile manufacturing approach to stay responsive

to evolving customer demands and to meet the need for greater product customisation.

Highlights

 Product release cycles are decreasing across many industries.

 Many businesses are moving from larger releases to smaller, iterative updates.

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 Speed-to-market was the top motivation for manufacturers to collaborate on innovation

(25%).

In the high-cost manufacturing sector, lean manufacturing has dominated the

conversation for a long time. Over the last few years, technology has given business leaders

greater visibility into their manufacturing operations, helping them become leaner by

identifying areas to reduce costs and waste and improve efficiency.

But technology has also created new customer demands and expectations for

personalization and speed, both in delivery and rate of innovation. As a result, agile

manufacturing has become a fast-growing trend in the industry. Agile manufacturing is all

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about quickly responding to changing customer demands. With adaptive production processes,

equipment, tools, labor and materials, agile manufacturing is designed to adapt and create new

and custom products on the fly.

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1.2 Introduction to the Company

1.2.1 Introduction

The Hewlett-Packard Company (commonly referred to as HP, and stylized as hp) or

Hewlett-Packard was an American multinational information technology company

headquartered in Palo Alto, California. It developed and provided a wide variety of hardware

components as well as software and related services to consumers, small- and medium-sized

businesses (SMBs) and large enterprises, including customers in the government, health and

education sectors.

The company was founded in a one-car garage in Palo Alto by Bill Hewlett and David

Packard, and initially produced a line of electronic test equipment. HP was the world's leading

PC manufacturer from 2007 to Q2 2013, at which time Lenovo ranked ahead of HP. HP

specialized in developing and manufacturing computing, data storage, and networking

hardware, designing software and delivering services. Major product lines included personal

computing devices, enterprise and industry standard servers, related storage devices,

networking products, software and a diverse range of printers and other imaging products. HP

directly marketed its products to households, small- to medium-sized businesses and enterprises

as well as via online distribution, consumer-electronics and office-supply retailers, software

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partners and major technology vendors. HP also had services and consulting business around

its products and partner products. Hewlett-Packard company events included the spin-off of its

electronic and bio-analytical measurement instruments part of its business as Agilent

Technologies in 1999, its merger with Compaq in 2002, and the acquisition of EDS in 2008,

which led to combined revenues of $118.4 billion in 2008 and a Fortune 500 ranking of 9 in

2009. In November 2009, HP announced the acquisition of 3Com, with the deal closing on

April 12, 2010. On April 28, 2010, HP announced the buyout of Palm, Inc. for $1.2 billion. On

September 2, 2010, HP won its bidding war for 3PAR with a $33 a share offers ($2.07 billion),

which Dell declined to match. Hewlett-Packard spun off its enterprise products and services

business as Hewlett Packard Enterprise on November 1, 2015. Hewlett-Packard held onto the

PC and printer businesses, and was renamed to HP Inc.

1.2.2 History

1. Early development years

Bill Hewlett and David Packard graduated with degrees in electrical engineering from

Stanford University in 1935. The company originated in a garage in nearby Palo Alto during a

fellowship they had with a past professor, Frederick Terman at Stanford during the Great

Depression. They considered Terman a mentor in forming Hewlett-Packard. In 1938, Packard

and Hewlett begin part-time work in a rented garage with an initial capital investment of

US$538. In 1939 Hewlett and Packard decided to formalize their partnership. They tossed a

coin to decide whether the company they founded would be called Hewlett-Packard (HP) or

Packard-Hewlett. HP incorporated on August 18, 1947, and went public on November 6, 1957.

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Hewlett-Packard logo used from 1941 to 1964

The garage in Palo Alto where Hewlett and Packard began their company

Of the many projects they worked on, their very first financially successful product, was a

precision audio oscillator, the Model HP200A. Their innovation was the use of a small

incandescent light bulb (known as a "pilot light") as a temperature dependent resistor in a

critical portion of the circuit, the negative feedback loop which stabilized the amplitude of the

output sinusoidal waveform. This allowed them to sell the Model 200A for $89.40 when

competitors were selling less stable oscillators for over $200. The Model 200 series of

generators continued production until at least 1972 as the 200AB, still tube-based but improved

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in design through the years. One of the company's earliest customers was Walt Disney

Productions, which bought eight Model 200B oscillators (at $71.50 each) for use in certifying

the Fantasound surround sound systems installed in theaters for the movie Fantasia. They

worked on counter-radar technology and artillery shell fuses during World War II, which

allowed Packard (but not Hewlett) to be exempt from the draft.

2. 1960s

HP is recognized as the symbolic founder of Silicon Valley, although it did not actively

investigate semiconductor devices until a few years after the "traitorous eight" had abandoned

William Shockley to create Fairchild Semiconductor in 1957. Hewlett-Packard's HP Associates

division, established around 1960, developed semiconductor devices primarily for internal use.

Instruments and calculators were some of the products using these devices.

The HP200A, a precision audio oscillator, was the company's very first financially successful

product. During the 1960s, HP partnered with Sony and the Yokogawa Electric companies in

Japan to develop several high-quality products. The products were not a huge success, as there

were high costs in building HP-looking products in Japan. HP and Yokogawa formed a joint

venture (Yokogawa-Hewlett-Packard) in 1963 to market HP products in Japan. HP bought

Yokogawa Electric's share of Hewlett-Packard Japan in 1999. HP spun off a small company,

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Dynac, to specialize in digital equipment. The name was picked so that the HP logo "hp" could

be turned upside down to be a reverse reflect image of the logo "dy" of the new company.

Eventually Dynac changed to Dymec, and was folded back into HP in 1959. HP experimented

with using Digital Equipment Corporation (DEC) minicomputers with its instruments, but after

deciding that it would be easier to build another small design team than deal with DEC, HP

entered the computer market in 1966 with the HP 2100 / HP 1000 series of minicomputers.

These had a simple accumulator-based design, with two accumulator registers and, in the HP

1000 models, two index registers. The series was produced for 20 years, in spite of several

attempts to replace it, and was a forerunner of the HP 9800 and HP 250 series of desktop and

business computers.

3. 1970s

The HP 3000 was an advanced stack-based design for a business computing server, later

redesigned with RISC technology. The HP 2640 series of smart and intelligent terminals

introduced forms-based interfaces to ASCII terminals, and also introduced screen labeled

function keys, now commonly used on gas pumps and bank ATMs. The HP 2640 series

included one of the first bit mapped graphics displays that when combined with the HP 2100

21MX F-Series microcoded Scientific Instruction Set enabled the first commercial WYSIWYG

Presentation Program, BRUNO that later became the program HP-Draw on the HP 3000.

Although scoffed at in the formative days of computing, HP would eventually surpass even

IBM as the world's largest technology vendor, in terms of sales.

Hewlett-Packard logo used from 1964 to 1979

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Introduced in 1968, "The new Hewlett-Packard 9100A personal computer is ready, willing, and

able ... to relieve you of waiting to get on the big computer Although Program 101 was the first

commercial "desktop computer", HP is identified by Wired magazine as the producer of the

world's first device to be called a personal computer, the Hewlett-Packard 9100A, introduced

in 1968. Program 101 was called "computer personal" (in Italian), at Fiera di Milano, 1966. HP

called it a desktop calculator, because, as Bill Hewlett said, "If we had called it a computer, it

would have been rejected by our customers' computer gurus because it didn't look like an IBM.

We therefore decided to call it a calculator, and all such nonsense disappeared." An engineering

triumph at the time, the logic circuit was produced without any integrated circuits; the assembly

of the CPU having been entirely executed in discrete components. With CRT display, magnetic-

card storage, and printer, the price was around $5,000. The machine's keyboard was a cross

between that of a scientific calculator and an adding machine. There was no alphabetic

keyboard.

Steve Wozniak, co-founder of Apple, originally designed the Apple I computer while

working at HP and offered it to them under their right of first refusal to his work, but they did

not take it up as the company wanted to stay in scientific, business, and industrial markets.

Wozniak said that HP "turned him down 5 times", but that his loyalty to HP made him hesitant

to start Apple with Steve Jobs.

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 The company earned global respect for a variety of products. They introduced the

world's first handheld scientific electronic calculator in 1972 (the HP-35), the first handheld

programmable in 1974 (the HP-65), the first alphanumeric, programmable, expandable in 1979

(the HP-41C), and the first symbolic and graphing calculator, the HP-28C. Like their scientific

and business calculators, their oscilloscopes, logic analyzers, and other measurement

instruments have a reputation for sturdiness and usability (the latter products are now part of

spin-off Agilent's product line, which were later spun off from Agilent as Keysight

Technologies). The company's design philosophy in this period was summarized as "design for

the guy at the next bench". The 98x5 series of technical desktop computers started in 1975 with

the 9815, and the cheaper 80 series, again of technical computers, started in 1979 with the 85.

These machines used a version of the BASIC programming language which was available

immediately after they were switched on, and used a proprietary magnetic tape for storage. HP

computers were similar in capabilities to the much later IBM Personal Computer, although the

limitations of available technology forced prices to be high.

4. 1980s

In 1984, HP introduced both inkjet and laser printers for the desktop. Along with its

scanner product line, these have later been developed into successful multifunction products,

the most significant being single-unit printer/scanner/copier/fax machines. The print

mechanisms in HP's tremendously popular LaserJet line of laser printers depend almost entirely

on Canon Inc.'s components (print engines), which in turn use technology developed by Xerox.

HP develops the hardware, firmware, and software to convert data into dots for printing.

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Hewlett-Packard logo used from 1979 to 2010

On March 3, 1986, HP registered the HP.com domain name, making it the ninth Internet

.com domain ever to be registered. In 1987, the Palo Alto garage where Hewlett and Packard

started their business was designated as a California State historical landmark.

5. 1990s

In the 1990s, HP expanded their computer product line, which initially had been targeted at

university, research, and business users, to reach consumers. HP also grew through acquisitions.

It bought Apollo Computer in 1989 and Convex Computer in 1995.

Logo with the word "invent" on the bottom

Later in the decade, HP opened hpshopping.com as an independent subsidiary to sell

online, direct to consumers; in 2005, the store was renamed "HP Home & Home Office Store."

From 1995 to 1998, Hewlett-Packard were sponsors of the English football team Tottenham

Hotspur. In 1999, all of the businesses not related to computers, storage, and imaging were spun

off from HP to form Agilent Technologies. Agilent's spin-off was the largest initial public

offering in the history of Silicon Valley. The spin-off created an $8 billion company with about

30,000 employees, manufacturing scientific instruments, semiconductors, optical networking

devices, and electronic test equipment for telecom and wireless R&D and production. In July

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1999, HP appointed Carly Fiorina, formerly of AT&T and Lucent, as the first female CEO of a

Fortune-20 company in the Dow Jones Industrial Average. Fiorina received a larger signing

offer than any of her predecessors. Fiorina served as CEO during the technology downturn of

the early 2000s and led the merger with Compaq that was "disastrous", according to CNN and

led to the firing of 30,000 U.S. employees. Under her leadership, the company doubled in size.

Her tenure as CEO was beset by damaging leaks. The HP Board of Directors asked Fiorina to

step down in 2005 following a boardroom disagreement, and she resigned on February 9, 2005.

Sales to Iran despite sanctions

In 1997, HP sold over $120 million worth of its printers and computer products to Iran through

a European subsidiary and a Dubai-based East distributor, despite U.S. export sanctions

prohibiting such deals imposed by Bill Clinton's executive orders issued in 1995. The story was

initially reported by The Boston Globe, and it triggered an inquiry by the SEC. HP responded

that products worth US$120 million were sold in fiscal year 2008 for distribution by way of

Redington Gulf, a company based in the Netherlands, and that as these sales took place through

a foreign subsidiary, HP had not violated sanctions.

HP named Redington Gulf "Wholesaler of the Year" in 2003, which in turn published a

press release stating that "the seeds of the Redington-Hewlett-Packard relationship were sowed

six years ago for one market — Iran." At that time, Redington Gulf had only three employees

whose sole purpose was to sell HP products to the Iran market. According to former officials

who worked on sanctions, HP was using a loophole by routing their sales through a foreign

subsidiary. HP ended its relationship with Redington Gulf after the SEC inquiry.

6. 2000–2005

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 On September 3, 2001, HP announced that an agreement had been reached with Compaq

to merge the two companies. In May 2002, after passing a shareholder vote, HP officially

merged with Compaq. Prior to this, plans had been in place to consolidate the companies'

product teams and product lines.

Hewlett-Packard Deskjet 3845 printer

Compaq had already taken over Digital Equipment Corporation in 1998. HP therefore

still offers support for the former Digital Equipment products PDP-11, VAX and AlphaServer.

The merger occurred after a proxy fight with Bill Hewlett's son Walter, who objected to

the merger. Compaq itself had bought Tandem Computers in 1997 (which had been started by

ex-HP employees), and Digital Equipment Corporation in 1998. Following this strategy, HP

became a major player in desktops, laptops, and servers for many different markets. After the

merger with Compaq, the new ticker symbol became "HPQ", a combination of the two previous

symbols, "HWP" and "CPQ", to show the significance of the alliance and also key letters from

the two companies Hewlett-Packard and Compaq (the latter company being famous for its "Q"

logo on all of its products).

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 In 2004, HP released the DV 1000 Series, including the HP Pavilion dv 1658 and 1040

two years later in May 2006, HP began its campaign, "The Computer is Personal Again". The

campaign was designed to bring back the fact that the PC is a personal product. The campaign

utilized viral marketing, sophisticated visuals and its own website (www.hp.com/personal).

Some of the ads featured Pharrell, Petra Nemcova, Mark Burnett, Mark Cuban, Alicia Keys,

Jay-Z, Gwen Stefani, and Shaun White.

In January 2005, following years of underperformance, which included HP's Compaq

merger that fell short, and disappointing earnings reports, the board asked Fiorina to resign as

chair and chief executive officer of the company. Following the news of Fiorina's departure,

HP's stock jumped 6.9 percent. Robert Wayman, chief financial officer of HP, served as interim

CEO while the board undertook a formal search for a replacement. Mark Hurd of NCR

Corporation was hired to take over as CEO and president, effective 1 April 2005. Hurd was the

board's top choice given the revival of NCR that took place under his leadership.

7. 2006–2009

In 2006, HP unveiled several new products including desktops, enhanced notebooks, a

workstation and software to manage them, Open View Client Configuration Manager 2.0. In

the same year, HP's share price skyrocketed due to consistent results in the last couple quarters

of the year with Hurd's plan to cutback HP's workforce and lower costs.

28
A sign marking the entrance to the HP corporate headquarters in Palo Alto, California, 2006

iPAQ 112 Pocket PC from 2008

In July 2007, HP signed a definitive agreement to acquire Ops ware in a cash tender

deal that values the company at $14.25 per share. This combined Ops ware software with the

Oracle enterprise IT management software. In the first few years of Hurd's new role, HP's stock

price more than doubled. By the end of Fiscal 2007, HP hit the $100 Billion mark for the first

time. The company's annual revenue reached $104 Billion, allowing HP to overtake competitor

IBM. On May 13, 2008, HP and Electronic Data Systems (EDS) announced that they had signed

a definitive agreement under which HP would purchase EDS. On June 30, HP announced that

the waiting period under the Hart-Scott-Rodino Antitrust Improvements Act of 1976 had

expired. "The transaction still requires EDS stockholder approval and regulatory clearance from

the European Commission and other non-U.S. jurisdictions and is subject to the satisfaction or

29
waiver of the other closing conditions specified in the merger agreement." The agreement was

finalized on August 26, 2008 at $13 billion, and it was publicly announced that EDS would be

re-branded "EDS a HP company." The first targeted layoff of 24,600 former EDS workers was

announced on September 15, 2008. (The company's 2008 Annual Report gave the number as

24,700, to be completed by end of 2009.) This round was factored into purchase price as a $19.5

billion liability against goodwill. As of September 23, 2009, EDS is known as HP Enterprise

Services. On November 11, 2009, 3Com and Hewlett-Packard announced that Hewlett-Packard

would be acquiring 3Com for $2.7 billion in cash. The acquisition is one of the biggest in size

among a series of takeovers and acquisitions by technology giants to push their way to become

one-stop shops. Since the beginning of the financial crisis in 2007, tech giants have constantly

felt the pressure to expand beyond their current market niches. Dell purchased Perot Systems

recently to invade into the technology consulting business area previously dominated by IBM.

Hewlett-Packard's latest move marked its incursion into enterprise networking gear market

dominated by Cisco.

8. 2010–2012

On April 28, 2010, Palm, Inc. and Hewlett-Packard announced that HP would buy Palm

for $1.2 billion in cash and debt. Before this announcement, it was rumored that either HTC,

Dell, Research in Motion or HP would buy Palm. Adding Palm handsets to the HP product line

created some overlap with the iPAQ series of mobile devices but was thought to significantly

improve HP's mobile presence as iPAQdevices had not been selling well. Buying Palm gave

HP a library of valuable patents, as well as the mobile operating platform known as webOS. On

July 1, 2010, the acquisition of Palm was final. The purchase of Palm's webOS began a big

gamble – to build HP's own ecosystem. On July 1, 2011, HP launched its first tablet named HP

TouchPad, bringing webOS to tablet devices. On September 2, 2010, HP won its bidding war

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for 3PAR with a $33 a share offer ($2.07 billion) which Dell declined to match. After HP's

acquisition of Palm, it phased out the Compaq brand.

A Hewlett-Packard Mini 1000 netbook computer, a type of notebook computer

On August 6, 2010, CEO Mark Hurd resigned amid controversy and CFO Cathie Lesjak

assumed the role of interim CEO. Hurd had turned HP around and was widely regarded as one

of Silicon Valley's star CEOs. Under his leadership, HP became the largest computer company

in the world when measured by total revenue. Accused of sexual harassment against a

colleague, the allegations were deemed baseless. The investigation led to questions concerning

between $1000 and $20000 of his private expenses and his lack of disclosure related to the

friendship. Some observers have argued that Hurd was innocent, but the board asked for his

resignation to avoid negative PR. Public analysis was divided between those who saw it as a

commendable tough action by HP in handling expenses irregularities, and those who saw it as

an ill-advised, hasty and expensive reaction, in ousting a remarkably capable leader who had

turned the business around. At HP, Hurd oversaw a series of acquisitions worth over $20 billion.

This allowed the company to expand into services of networking equipment and smartphones.

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Shares of HP dropped by 8.4% in after-hours trading, hitting a 52-week low with $9 billion in

market capitalization shaved off. Larry Ellison publicly attacked HP's board for his ousting,

stating that the HP board had "made the worst personnel decision since the idiots on the Apple

board fired Steve Jobs many years ago."

On September 30, 2010, Léo Apotheker was named as HP's new CEO and President.

Apotheker's appointment sparked a strong reaction from Oracle chief executive Larry Ellison,

who complained that Apotheker had been in charge of SAP when one of its subsidiaries was

systematically stealing software from Oracle. SAP accepted that its subsidiary, which has now

closed, illegally accessed Oracle intellectual property. Following Hurd's departure, HP was seen

by the market as problematic, with margins falling and having failed to redirect and establish

itself in major new markets such as cloud and mobile services. Apotheker's strategy was broadly

to aim at disposing of hardware and moving into the more profitable software services sector.

On August 18, 2011, HP announced that it would strategically exit the smartphone and tablet

computer business, focusing on higher-margin "strategic priorities of Cloud, solutions and

software with an emphasis on enterprise, commercial and government markets" They also

contemplated selling off their personal computer division or spinning it off into a separate

company, quitting the 'PC' business, while continuing to sell servers and other equipment to

business customers, was a strategy already undertaken by IBM in 2005.

HP's stock continued to drop, by about a further 40% (including 25% on one day, August

19, 2011), after the company abruptly announced a number of decisions: to discontinue its

webOS device business (mobile phones and tablet computers), the intent to sell its personal

computer division (at the time HP was the largest personal computer manufacturer in the

world), and to acquire British big data software firm Autonomy for a 79% premium, seen

externally as an "absurdly high" price for a business with known concerns over its accounts.

Media analysts described HP's actions as a "botched strategy shift" and a "chaotic" attempt to

32
rapidly reposition HP and enhance earnings that ultimately cost Apotheker his job. The

Autonomy acquisition had been objected to even by HP's own CFO.

On September 22, 2011, the HP Board of Directors fired Apotheker as chief executive,

effective immediately, and replaced him with fellow board member and former eBay chief Meg

Whitman, with Raymond J. Lane as executive chairman. Though Apotheker served barely ten

months, he received over $13 million in compensation. HP lost more than $30 billion in market

capitalization during his tenure. Weeks later, HP announced that a review had concluded their

PC division was too integrated and critical to business operations, and the company reaffirmed

their commitment to the Personal Systems Group. A year later in November 2012 wrote-down

almost $9 billion related to the Autonomy acquisition (see below: Takeover of Autonomy),

which became the subject of intense litigation as HP accused Autonomy's previous management

of fraudulently exaggerating Autonomy's financial position and called in law enforcement and

regulators in both countries, and Autonomy's previous management accused HP of "textbook"

obfuscation and finger pointing to protect HP's executives from criticism and conceal HP

culpability, their prior knowledge of Autonomy's financial position, and gross mismanagement

of Autonomy after acquisition.

On March 21, 2012, HP said its printing and PC divisions would become one unit

headed by Todd Bradley from the PC division. Printing chief Vyomesh Joshi is leaving the

company. On May 23, 2012, HP announced plans to lay off approximately 27,000 employees,

after posting a profit decline of 31% in the second quarter of 2012. The profit decline is on

account of the growing popularity of smart phones, tablets, and other mobile devices, that has

slowed the sale of personal computers.

On May 30, 2012, HP unveiled its first net zero energy data center. HP data center plans

to use solar energy and other renewable sources instead of traditional power grids. On July 10,

33
2012, HP's Server Monitoring Software was discovered to have a previously unknown security

vulnerability. A security warning was given to customers about two vulnerabilities, and a patch

released. One month later, HP's official site of training center was hacked and defaced by a

Pakistani hacker known to as 'Hitcher' to demonstrate a web vulnerability. On September 10,

2012, HP revised their restructuring figures; they are now cutting 29,000 jobs. HP had already

cut 3,800 jobs – around 7 percent of the revised 29,000 figure – as of July 2012.

9. 2013–Present

On December 31, 2013, HP revised the amount of jobs cut from 29,000 to 34,000 up to October

2014. The current amount of jobs cut until the end of 2013 was 24,600. At the end of 2013 the

company had 317,500 employees. On May 22, 2014 HP announced it would cut a further

11,000 to 16,000 jobs, in addition to the 34,000 announced in 2013. "We are gradually shaping

HP into a nimbler, lower-cost, more customer and partner-centric company that can

successfully compete across a rapidly changing IT landscape," CEO Meg Whitman said at the

time. In June 2014, during the HP Discover customer event in Las Vegas, Meg Whitman and

Martin Fink announced a project for a radically new computer architecture called The Machine.

Based on mersisters and silicon photonics, The Machine is supposed to come in

commercialization before the end of the decade, meanwhile representing 75% of the research

activity in HP Labs.

On October 6, 2014, Hewlett-Packard announced it was planning to split into two

separate companies, separating its personal computer and printer businesses from its technology

services. The split, which was first reported by The Wall Street Journal and confirmed by other

media, would result in two publicly traded companies: Hewlett Packard Enterprise and HP Inc.

Meg Whitman would serve as chairman of HP Inc. and CEO of Hewlett Packard Enterprise,

Patricia Russo would be chairman of the enterprise business, and Dion Weisler would be CEO

of HP, Inc. On October 29, 2014, Hewlett-Packard announced their new Sprout personal

34
computer. In May 2015, the company announced it would be selling its controlling 51 percent

stake in its Chinese data-networking business to Tsinghua Unigroup for a fee of at least $2.4

billion. On November 1, 2015, as previously announced, Hewlett-Packard changed its name to

HP Inc. and spun off Hewlett Packard Enterprise as a new publicly traded company. Because

of this, HP Inc. retains Hewlett-Packard's stock price history and its stock ticker symbol, HPQ,

while Hewlett Packard Enterprise trades under its own symbol, HPE.

1.2.2 Mission

HP doesn’t have an official mission statement but it’s expressed through “The HP Way”, which

states company’s values and objectives.

1.2.3 Corporate Objectives:

1 Customer loyalty - We earn customer respect and loyalty by consistently providing the

highest quality and value.

2 Profit. - We achieve sufficient profit to finance growth, create value for our shareholders

and achieve our corporate objectives.

3 Growth - We recognize and seize opportunities for growth that builds upon our strengths

and competencies.

4 Market leadership - We lead in the marketplace by developing and delivering useful and

innovative products, services and solutions.

5 Commitment to employees - We demonstrate our commitment to employees by promoting

and rewarding based on performance and by creating a work environment that reflects our

values.

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6 Leadership capability - We develop leaders at all levels who achieve business results,

exemplify our values and lead us to grow and win.

7 Global citizenship - We fulfill our responsibility to society by being an economic,

intellectual and social asset to each country and community where we do business.

1.2.4 Shared Values:

1 Trust and respect for individuals - We work together to create a culture of inclusion built

on trust, respect and dignity for all.

2 Achievement and contribution - We strive for excellence in all we do; each person's

contribution is critical to our success.

3 Results through teamwork - We effectively collaborate, always looking for more efficient

ways to serve our customers.

4 Meaningful innovation - We are the technology company that invents the useful and the

significant.

5 Uncompromising integrity - We are open, honest and direct in our dealings.

1.2.5 Vision

To create technology that makes life better for everyone, everywhere — every person, every

organization, and every community around the globe.

1.2.6 Patents

HP’s policy has been to seek patent protection for those inventions likely to be

incorporated into our products and services or where obtaining such proprietary rights will

36
improve our competitive position. At October 31, 2017, our worldwide patent portfolio

included over 18,000 patents. Patents generally have a term of twenty years from the date they

are filed. As our patent portfolio has been built over time, the remaining terms of the individual

patents across our patent portfolio vary. We believe that our patents and patent applications are

important for maintaining the competitive differentiation of our products and services,

enhancing our freedom of action to sell our products and services in markets in which we choose

to participate, and maximizing our return on research and development investments. No single

patent is in itself essential to HP as a whole or to any of HP’s business segments.

In addition to developing our patent portfolio, we license intellectual property (“IP”)

from third parties as we deem appropriate. We have also granted and continue to grant to others

licenses, and other rights, under our patents when we consider these arrangements to be in our

interest. These license arrangements include a number of cross-licenses with third parties. For

a discussion of risks attendant to IP rights, see “Risk Factors—Our financial performance may

suffer if we cannot continue to develop, license or enforce the intellectual property rights on

which our businesses depend,” in Item 1A, which is incorporated herein by reference.

1.2.7 Executive Officers

The following are our current executive officers:

1 Ron Coughlin; age 51; President, Personal Systems

Mr. Coughlin has served as President, Personal Systems since November 2015. Mr. Coughlin

joined Hewlett-Packard Company from PepsiCo in June 2007 as the senior vice president of

the Imaging and Printing Group Worldwide Strategy and Marketing team. In 2010, Mr.

37
Coughlin transitioned to lead the LaserJet and Enterprise Solutions global business unit at

Hewlett-Packard Company and later ran Consumer Personal Systems at Hewlett-Packard

Company.

2 Jon Flaxman; age 60; Chief Operating Officer

Mr. Flaxman has served as Chief Operating Officer since November 2015. Previously, Mr.

Flaxman served as Senior Vice President and Chief Financial Officer for Hewlett-Packard

Company’s Printing and Personal Systems Group. Prior to that role, he was Senior Vice

President of Finance for Hewlett-Packard Company’s Imaging and Printing Group for four

years. From March 2007 to November 2008, Mr. Flaxman was Chief Administrative Officer

and Executive Vice President of Hewlett-Packard Company. Mr. Flaxman joined Hewlett-

Packard Company in 1981.

3 Tracy S. Keogh; age 56; Chief Human Resources Officer

Ms. Keogh has served as Chief Human Resources Officer since November 2015. Previously,

Ms. Keogh served as Executive Vice President, Human Resources of Hewlett-Packard

Company from April 2011 to November 2015. Prior to joining Hewlett-Packard Company, Ms.

Keogh served as Senior Vice President of Human Resources at Hewitt Associates, a provider

of human resources consulting services, from May 2007 until March 2011.

4 Catherine A. Lesjak; age 58; Chief Financial Officer

Ms. Lesjak has served as Chief Financial Officer since November 2015. Previously, Ms. Lesjak

served as Executive Vice President and Chief Financial Officer of Hewlett-Packard Company

38
from 2007 to November 2015. Ms. Lesjak also served as Hewlett-Packard Company’s interim

Chief Executive Officer from August 2010 until November 2010. She also serves as a director

of SunPower Corporation.

5 Enrique Lores; age 52; President, Printing, Solutions and Services

Mr. Lores has served as President, Printing, Solutions and Services since November 2015.

Throughout his 26-year tenure with Hewlett-Packard Company, Mr. Lores held leadership

positions across the organization, most recently leading the Separation Management Office for

HP Inc. Previously, Mr. Lores was the Senior Vice President and General Manager for Business

Personal Systems. Before his Business Personal Systems role, Mr. Lores was Senior Vice

President of Customer Support and Services.

6 Marie Myers; age 49; Global Controller and Head of Finance Services

Ms. Myers has served as Global Controller and Head of Finance Services since November 2015.

Prior to that from October 2014 to October 2015, Ms. Myers was in the Separation Management

Office at Hewlett-Packard Company and held other key leadership roles at Hewlett-Packard

Company, including Vice President for Printing and Personal Systems, HQ and Finance from

May 2012 to October 2015 and Vice President of Finance for Personal Systems Group,

Americas from March 2010 to May 2012.

7 Kim Rivera; age 49; Chief Legal Officer and General Counsel

Ms. Rivera has served as Chief Legal Officer, General Counsel and Corporate Secretary since

November 2015. Prior to joining us, she served as the Chief Legal Officer and Corporate

39
Secretary at DaVita Health Care Partners where she was employed from 2010 to 2015. From

2006 to 2009, she served as Vice President and Associate General Counsel at The Clorox

Company. Prior to that, Ms. Rivera served as Vice President Law and Chief Litigation Counsel

to Rockwell Automation as well as General Counsel for its Automation Controls and

Information Group.

8 Dion J. Weisler; age 50; President and Chief Executive Officer

Mr. Weisler has served as President and Chief Executive Officer since November 2015.

Previously, he served as Executive Vice President of the Printing and Personal Systems Group

of Hewlett-Packard Company from June 2013 to November 2015 and as Senior Vice President

and Managing Director, Printing and Personal Systems, Asia Pacific and Japan from January

2012 to June 2013. Prior to joining Hewlett-Packard Company, he was Vice President and Chief

Operating Officer of the Product and Mobile Internet Digital Home Groups at Lenovo Group

Ltd., a technology company, from January 2008 to December 2011.

1.2.8 Employees

HP had approximately 49,000 employees worldwide as of October 31, 2017.

1.2.9 Headquarters of Geographic Operations

The locations of our geographic headquarters are as follows:

i. Americas

Palo Alto, United States

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 ii. Europe, Middle East, Africa

Geneva, Switzerland

iii. Asia Pacific

Singapore

Product Development and Manufacturing - The locations of our major product development,

manufacturing, data centers and HP Labs facilities are as follows:

i. Americas

United States—Corvallis, San Diego, Boise, Vancouver

ii. Europe, Middle East, Africa

Israel—Kiryat-Gat, Rehovot, Netanya

Spain—Barcelona

iii. Asia Pacific

China—Shanghai

Malaysia—Penang

Singapore—Singapore

iv. Technology office (HP Labs)

United Kingdom—Bristol

United States—Palo Alto

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1.2.10 Case study

1. Digital Animation Studio at Middlebury College chooses HP 3D Structured Light

Scanner Pro S3 with Dual Camera to enhance creativity

Incorporating the HP 3D Scanner into the digital animation workflow enables creators

to focus on art first and technology second

Challenge-

HP 3D scanner fills the gap Daniel Houghton, the Director of Middlebury College

Animation Studio, is working to foster the next wave of digital animators. Despite keeping up

with the latest technological innovations in the digital animation space, there remained a gap in

his process. “How do you go from the concept of a character to a 3-dimensional digital

character, to be animated in your short film?” Creating a digital character from scratch is

extremely difficult. Students were finding that they couldn’t make the character they were

recreating in their digital animation software match what was in their minds. What was being

created in the virtual space lacked the fidelity of their real-world drawings. The digital

animation process was also time-consuming. While a student could draw a character in minutes,

recreating it on screen would take many hours. Adding a third dimension to the character, plus

a virtual world for it to exist in and play out a story, would take even longer. Students were

becoming disillusioned with the digital animation process. They were spending too much time

wrestling with technology. To build up their skill set, they needed to spend time

conceptualizing, drawing and animating. Art was suffering at the expense of technology

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Solution-

Precision, accuracy and speed are key in 2016, Daniel incorporated the HP 3D

Structured Light Scanner Pro S3 with Dual Camera into his setup. Students conceptualize a

character, then sculpt that character out of clay. The sculpted character is placed on the

scanner’s turntable. As the turntable spins, it scans 12 dimensions of the clay model, covering

all 360 degrees. The 3D scanning technology does the rest. Daniel explains, “The scanner bar

has two cameras on it, each pointing in at the object, capturing the object from two angles at

the same time. It allows us, with a single scan, to capture an object with a fidelity that we can

quickly complete.” The HP 3D Structured Light Scanner with dual camera works with

exceptional precision and accuracy, capturing everything to the smallest minute detail. It is fast

and simple to use. It also provides accuracy, enabling Daniel’s students to create high quality

digital characters for animation. “It provides a high-resolution mesh of anything you put in front

of it. This lets us throw a clay object down on the turntable, and within an hour or so, get a

workable 3D mesh that we can start putting into our animation projects.” Multiple scans are

fused together to create a watertight 360-degree digital surface model. The 3D mesh produced

by the 3D scanner is then exported to digital animation software, where the character is brought

to life.

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Results-

Focus on what matters in one sitting, a digital animator can go from a simple line

drawing, to a clay sculpture, to a workable 3D mesh. It was no longer a complicated, technically

challenging process to go from concept to producing a high-quality 3D digital character.

Students could quickly see the results of their concepts and collaborate as a team. Students with

different skill sets are now coming together, playing and experimenting. They can see that

professional standard digital animation is achievable for them. They also can now experience

the raw thrill of seeing something they created come alive. Daniel explains, “They’ve seen

something they made in the real world exist in the virtual world, in a way that they never could

before.” The features of the digital animator’s art that were being lost in the technological aspect

of the process, line, form and shape, now translate perfectly into the digitized world. Daniel

sums it up, “With the arrival of the HP 3D Structured Light Scanner, finally we were able to

begin with art first and wrestle with technology second.”

Summary-

Industry

• Digital Animation

Approach

• Deploy HP 3D Structured Light Scanner with Dual Camera into the digital animation creation

workflow

Challenge

• Fill the gap between creating a concept with physical tools and bringing the concept into the

virtual world of digital animation

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• Focus on art first and technology second for students studying digital animation

•Improve quality in creation of digital characters and keep students engaged in the whole digital

animation process

Solution

•Incorporate HP 3D Structured Light Scanning into the digital animation creation process

• Capture the character concept which was hand sculpted in clay, then digitize this clay model

with the HP 3D Scanner

• Utilize the high-resolution mesh created by the HP 3D Structured Light Scanner as a basis for

digital animation

Results

• Within an hour, animators are able to manipulate their hand sculpted clay model in a virtual

space

• Students are more involved with the creation of digital animation

• Digital animators can concentrate on their art and improve the quality of their digital animation

characters, without wrestling with technology

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 2. Hurlbut Visuals - Leading cinematographer chooses HP Z Workstations for post-

production

Challenge-

Digital filmmakers capture raw footage in the field using high-resolution cameras—4K,

5K, and now 6K. These master files are so large they must be converted—transcoded—to codec

format for editing. In the editing process of cutting and moving clips, raw footage is transformed

into a story. Finally, the edit file is connected back to high-resolution media to create the final

product, color graded and finished to make each pixel perfect. Hurlbut had been shooting 6K

to test RED Dragon cameras and wanted to edit the raw digital footage — which means no

transcoding—using Adobe Premiere Pro® software, into a few dozen videos of up to 15

minutes each to upload online. Once the project went into post-production, however, things did

not go well. The Hurlbut Visuals edit bays at the time used Mac Pro devices. Although equipped

with RED Rocket cards to improve performance and playback, the computers could not deliver

the consistent level of performance necessary to process multiple streams of the high-resolution

media. Struggling to handle the Adobe software, the systems would lock up; the editors would

have to shut down all other programs to get things moving again. David Weldon, creative

director of Hurlbut Visuals, estimates he lost about 10 minutes out of every working hour just

waiting for the slow computer. “The RED Rocket card made it possible to play the video back,

but it was very cumbersome; we were playing back at 1/16th the resolution within Adobe

Premiere” recalls Weldon. “The problem was the limitations of the hardware. When we started

to export the videos, it took 17 hours to export one 15-minute clip from the original native

timeline down to a 4K H.264 YouTube file. With just two days to go online, we were like,

‘We’re never going to get this done!’” Hurlbut resorted to calling in a favor from colleagues at

46
Light Iron, a leading postproduction house, in order to complete the project. Engagement of

outside resources was required and without this one-time option, would have added

substantially to the cost of the project. Using the Hurlbut Visuals in-house system for post-

production, Weldon says, was like running a marathon that narrowed to one lane near the finish

line—a bottleneck at the very end of the race. To meet the demands of the future and avoid

supplemental costs, the company needed a better solution. “We were growing faster than our

tools allowed. It almost crippled us,” he says. “We have to have systems that work, so we’re

not handicapped by our technology.”

Solution-

Transformation with HP Z Workstations, Dream Color This is where HP comes into the picture.

In both of its edit bays, Hurlbut Visuals deployed an HP Z840 Workstation, connected to two

HP Dream Color Z27x Professional Displays. The main edit bay houses two G-Tech 64TB G-

Speed Studio XL storage devices, connected via Thunderbolt™ to the HP Z Workstation, which

is networked to the second HP Z Workstation via 10GB Ethernet lines. One immediate

advantage of the HP Z Workstations, Weldon says, is that they were easy to customize without

having to buy an external chassis. The HP Z840 Workstation features seven PCIe slots, up to

10 internal drive bays, and 16 memory slots supporting up to 2TB of memory1. Weldon added

RED Rocket cards for handling both RED Dragon and Weapon camera footage, as well as

47
Thunderbolt™ and Black magic DeckLink cards. Hurlbut Visuals uses, in addition to Adobe®

software, DaVinci Resolve from Blackmagic for color grading “It’s been a totally different

environment for our post workflow—to be able to sit in the editor bay and play back five

streams of 5K resolution from RED Dragon footage. If I had tried to do that on the Mac Pro, I

could barely hit on one stream at 12-to-1 compression. I’m doing five at 8-to-1. Having the

right NVIDIA® graphics card and the right throughput—the power and performance of the HP

Z Workstations under the hood—makes a world of difference.”

Results-

Goodbye post-production bottlenecks When Hurlbut Visuals creates educational

videos, it often uses five different cameras shooting from different angles. Then, editors work

with all five streams, often captured in several different file formats, to create one video. “I do

a lot of multi-camera editing, working with R3D native files,” says Dylan Leong, lead editor of

Hurlbut Visuals. “Many computers lag up, and my old computer crashed on a lot of things it

shouldn’t have. The HP Workstation just handles its business. It lets me do my work without

waiting for things to load or holding back my ideas because I can’t trust the technology.”

Creative Director Weldon estimates that rendering tasks that consumed three or four hours with

the old system now take about 20 minutes with the HP Z Workstations2. In addition, he’s

stanched the constant slow bleed of a couple of seconds here and there that added up to

significant productivity loss over time. He estimates project turnaround is about one-third

faster, enabling Hurlbut Visuals to tackle more work and avoid paying a premium for extra

editing time to meet deadlines. “When you sit back and think of all the time you spent waiting

for the system to catch up—now we have that time back to be creative, be productive, and run

this business.”

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 HP DreamColor Displays support color accuracy Complementing the HP Z

Workstations, the HP DreamColor Professional Displays with 10-bit color accuracy ease rough

color grading. “I was introduced to the HP DreamColor Display on Act of Valor, which was

my first digitally captured film,” Hurlbut says. “When I began working with Bandito Brothers

on the film, Bandito’s Mike McCarthy brought the DreamColor Display from their color

correction bay to have on set with us. It was a computer monitor with a little stand for your

desk! I asked, ‘Mike, what is this?’ He said, ‘Trust me, this monitor rocks.’ He wasn’t

kidding.3” The HP DreamColor Professional Display becomes my eye. It becomes my

viewfinder. When I’m in the color-correction bay, I’ll have the plasma up there but I’ll correct

off the DreamColor. I love that you can see the subtlety, the nuance and the color on that

monitor better than anything else I’ve seen.” With its post-production bottlenecks now

eliminated, Hurlbut Visuals is tripling the number of projects it takes on, and its staff is free to

pursue creative work they feel passionate about—sharing their knowledge and experience with

other filmmakers. “I have a lot of friends who come into the office and say, ‘How do you like

the HP Workstations?’ I tell them the biggest benefits are time savings, performance and speed.

If I’m in that moment of creative clarity, I don’t have to stop what I’m doing and wait.”

Summary-

Industry

•Media & Entertainment

Objective

• Meet deadlines, control costs in creating educational videos

Approach

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• Speed post-production with HP Z840 Desktop Workstations, HP DreamColor displays

IT matters

• Speed post-production transcoding, editing, color grading

• Playback 5K, 6K native files, multiple formats, in real time

• Dramatically speed up renders and file exports

Business matters

•Meet audience demand; enable business growth

• Eliminate barriers to productivity, creativity

• Eliminate costly time waste, resource consumption

• Speed up total project turnaround time

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 Chapter 2

Functional area

2.1 Introduction

Until the rise of the Industrial Revolution, hand-crafted one off design and

manufacturing was the norm. Blacksmiths were both designer and manufacturer; each pair of

horseshoes they crafted was unique, even when made for the same horse! Production was slow

and things were made to order. Save for a few high value items like coffee, tea and spices,

products were rarely if ever made in advance, inventoried and ready for sale. Supply chains for

manufactured goods were piecemeal. But that changed in the 18th century with the rise of the

machine and the First Industrial Revolution. Textiles went from being hand-spun, to woven

with a spinning wheel and loom, leading to faster production time with lower cost material. The

introductions of the weaving loom, cotton gin, steam engine and factories to assemble product

changed the very nature of how things were made.

Over a period of roughly 75 years, late 1700s to the mid-1800s, production became

increasingly standardized. Each task from design to manufacturing and assembly was broken

down into discrete functions. Henry Ford’s Model T took things to a new level at the start of

the 20th century, gaining speed and efficiency with the introduction of mass production and

factories. New materials and methodologies from metal casting to injection molding helped to

produce most of the products around us today. With refined workforce and manufacturing

practices, and the computer automation of previously manual labor-intensive tasks, things have

continued to be produced faster and in larger quantity throughout the past century.

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 Despite all this, the basic design and manufacturing process hasn’t fundamentally

changed over the past 100+ years. In fact, not only have the processes not improved but they’ve

put a substantial strain on our natural resources, pushed production farther and farther from the

consumer, and constrained design flexibility and customization.

2.1.1 3D Transformation

Fig. Driving the next industrial revolution through the democratization of design and ubiquitous

production

2.1.2 Approaching the perfect storm

Over the next 10 to 15 years’ socioeconomic forces, advanced design and production

innovation, and highly automated printing processes will intersect to create a massive

transformation of design and manufacturing. The HP Innovation Journal, how and where we

design, sell and manufacture products will continue to become both hyper-global and hyper-

local thanks to a globally connected world with a diverse set of local requirements. Production

will move closer to the consumer, with local 3D-print service bureaus throughout the world,

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thus accelerating product delivery, reducing carbon footprint, and simplifying logistics and

inventory management. How those products move from design to production to those 3D

printing hubs will become easier, smarter and faster. Until recently we’ve been designing

products for the 3D world in which we live, using 2D design and compute tools. We’ve been

largely unable to bring our physical inspirations into our digital design process. Sprout by HP

marks a first step to overcoming that obstacle, enabling us to bring 2D and 3D objects directly

into our product design workflow, allowing designers to manipulate and work with those

objects using their hands, seamlessly blending our physical and digital worlds.

2.1.3 Democratizing design and manufacturing

Ultimately the success of this end-to-end transformation will rely heavily on the printing

of the final product. With 3D printing comes the move from the traditional manufacturing

process to additive manufacturing. In the simplest of terms that means rather than

manufacturing mostly 2 dimensional parts and assembling them together to make a product,

you add layers of material thus building a product from the ground up with minimum or no

assembly and more dimension.

Fig. Part sample printed with HP Multi Jet Fusion technology

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 New HP Jet Fusion 3D printer

With the introduction of HP Jet Fusion 3D printers being showcased at drupa 2016, based on a

disruptive HP Multi Jet Fusion technology, new levels of 3D production speed can be achieved,

at reduced operating cost, for parts which offer an unprecedented combination of both fine

detail and end part strength. End part production requires a seamless hand-off between the

design and intended printer or information can be lost, and the design intent and quality

expectations may not be met by the printer. 3D is more than competing for cost and speed

optimizations of the same product. The true potential of 3D is realized when one can develop

products which cannot be manufactured today. The seamlessness of the interface between

design tools and 3D printers becomes even more important as our future printers enable multiple

properties within one object, enabling changing colors, textures, transparency, strength,

elasticity, and more. HP is the largest plastic production 3D printer company globally and

Weisler encourages manufacturers to “accelerate their journey to full-scale 3D production” to

keep up with the changing global economy. 3D printers can reduce design time by more than

50 per cent and save millions of dollars in deferred tooling expenses. The materials 3D printers

use (plastics) can also lead to as much as a 90 per cent reduction in weight, 95 per cent reduction

in cost, and more than 30x reduction in carbon footprint. HP’s most popular 3D printer is the

Multi Jet Fusion 3D, which produced more than three million parts in the last year alone.

Weisler says that manufacturers are seeing its relevance given that just like phone apps,

3D printers can be easily updated at any time and can be sent new parts designs whenever they

are devised. The industry will also increase the personalization of products and parts. “We’re

going to see mass personalization because of 3D printing, and there will be less waste from

both a capital and a materials perspective. It’s reshaping and disrupting for all the right reasons.

We can lead the way to a better industrial and sustainable future,” he concludes.

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HP Jet Fusion creates bold new possibilities for manufacturing and innovation.

Today at RAPID, the largest worldwide 3D printing conference, HP unveiled the world’s first

production-ready 3D printing system for manufacturing: the HP Jet Fusion 3D Printing

Solution. HP has taken a major step toward bringing this disruptive manufacturing solution to

market. And in technology, disruptive is good. 3D printing is a fascinating, complex, and highly

futuristic topic, and here’s what you need to know now.

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2.1.4 HP announcements

In October 2014, we announced our HP Multi Jet Fusion technology. Today, we make

that real by announcing our first 3D Printing Solutions—Jet Fusion 3D 4200 and Jet Fusion 3D

3200—aimed at the prototyping market and short run manufacturing. We did what we said we

were going to do: delivered innovation that will help reinvent the current, colossal $12 trillion

global manufacturing market.

HP Multi Jet Fusion technology is the breakthrough that helps kick open the door to

producing final parts—true manufacturing.

We’re set to ignite the next industrial revolution by producing superior quality physical

parts up to 10 times faster and at half the cost of current 3D print systems.The HP Jet Fusion

3D 4200 will be available in late 2016 and the HP Jet Fusion 3D 3200 will be available in 2017.

2.1.5 Special about HP’s 3D solutions

Speed. It’s worth repeating: this breakthrough technology is up to

10 times faster.

The business model. We’re driving down the cost per part.

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 Service. HP is trusted, and its reputation for service is excellent.

An open platform. Partners can advance the development of materials

and software.

Resellers. We’re building a world-class reseller network of 3D pros.

But ultimately the star of the show is voxel-level control. (Don’t worry. We’ll

explain.)

2.1.6 voxel, again

What a pixel is to 2D printing, a voxel is to 3D printing. So you can think of a pixel in

2D printing and then make it 3 dimensional ... like a tiny square box. In this image, the box is

one voxel. A 3D-printed part is made of millions of these voxels. In the future with Multi Jet

Fusion, we can choose the color, density, or material at the voxel level. Yes, the material! We’ll

be able to print parts that are part rigid and part bendable. In theory, we could make every voxel

a different color. While today’s 3D printing technology is limited to a small palette of materials,

mainly engineering-grade, multi-purpose thermoplastics, HP is looking at new materials using

color, elastomers, ceramics, and more

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2.1.7 customers’ use of technology

Nike, Johnson & Johnson, Jabil, Siemens, Materialise, and Protolabs all have some

ideas, and we’ll share use cases as we can. We’ve already deployed an end-to-end solution to

Shapeways, which will use HP technology to print customers’ 3D designs.

BMW has plans, too:

"BMW is a pioneer and early adopter of innovative technologies in the field of additive

manufacturing, especially for prototyping in concept cars and series-like approval builds"

Jens Ertelhead of BMW Group Additive Manufacturing Center

“For our future roadmap toward serial part production and personal customization, we see major

potential in our partnership with HP to investigate this new kind of 3D printing technology at

an early stage. As one of the first partners, we had the chance to see the constant evolution of

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the machines over time from the first prototype approximately five years ago to the market

ready product that is available now.”

Those examples are large manufacturing companies, in-house model shops, or 3D printing

companies.

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2.2 Objective of the Project

1. To increase the customers value through 3D printing

2. Live visibility of the project

3. To understand the operational implication of 3D printing

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2.3 Literature Reviews

2.3.1 Introduction

3D printing, additionally referred to as additive manufacturing, a method of making a

three-dimensional object from a package model. The thing of just about any form. The method

of making these objects in largely additive. Within the additive method, an object to be written

is built from the base-up by in turn adding it to layers of the development material. The additive

method may be contrasted with the subtractive process, where material is removed from a block

by methods such as sculpting or drilling. The main material utilized in the development of 3D

objects is plastic, though recently, there has additionally been a slew of innovation toward using

alternative materials like metals of various sorts and additionally organic matter like carbon and

its varied derivatives.

2.3.2 Review of Literature

1. Student, Assistant Professor, Dept. of CSE and IT, Saveetha School of Engineering,

Saveetha University, Chennai, INDIA, 3D Printing and Its Applications, 2014

This is a research paper on 3D printing which has become a notable topic in today’s

technological discussion. In this paper explain about additive manufacturing or 3D printing. It

defines what is mean by this term and what is so significant about it and delve a bit into the

history. Then about the process of 3D printing and the materials used in the manufacture of 3D

printed objects. Advantages of 3D printing as compared to conventional methods of

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manufacturing. Observe the numerous applications it is being out to use today. Finally, the

future potential of this technology is outlined

2. A. Ramya, Mechanical, BVRIT Hyderabad College of Engineering for Women,

Bachupally, Hyderabad -500 090, India, Sai leela Vanapalli Mechanical, BVRIT

Hyderabad College of Engineering for Women, Bachupally, Hyderabad - 500 090,

India, 3D printing technologies in various applications ,2016

Industrial adoption of 3D Printing has been increasing gradually from prototyping to

manufacturing of low volume customized parts. The need for customized implants like tooth

crowns, hearing aids, and orthopedic replacement parts has made the life sciences industry an

early adopter of 3D Printing. Demand for low volume spare parts of vintage cars and older

models makes 3D printing very useful in the automotive industry. It is possible to 3D print in a

wide range of materials that include thermoplastics, thermoplastic composites, pure metals,

metal alloys and ceramics. Right now, 3D printing as an end-use manufacturing technology is

still in its infancy. But in the coming decades, and in combination with synthetic biology and

nanotechnology, it has the potential to radically transform many design, production and

logistics processes. 3D printing encompasses a wide range of additive manufacturing

technologies. Each of these builds objects in successive layers that are typically about 0.1 mm

thin. In basic terms there are four categories of 3D printers. Firstly, we have printers that extrude

a molten or otherwise semi-liquid material. Secondly, there are printers that solidify a photo

curable resin. Thirdly, there are printers that bind or fuse the granules of a powder. And finally,

there are printers that stick together cut sheets of paper, plastic or metal.

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 3. Ateeq Khan and Klaus Turowski, A Survey of Current Challenges in Manufacturing

Industry and Preparation for Industry 4.0, 2016

Evolving business needs and shorter product life cycle demand for new methods and

services from production facilities. In the past few decades, research and technology has been

advanced at the rapid pace on enterprise level. Technology used at production level is still quite

old and has not gained much attention in comparison to enterprise level. Enterprises are

interested to invest more resources on production level to overcome problems and satisfy goals

of stakeholders. The paper discusses the term Industry 4.0 and why we need changes in our

traditional manufacturing systems (due to new business models, companies’ competition, and

innovation gap). We find-out what are the current challenges faced by organizations with the

help of a survey. We also list new opportunities and applications possible by introducing new

tools and technologies and provide initial feedback of a scenario from case company. At the

end, we discuss how to solve these challenges, scenarios and summarize our paper.

4. Chandrashekhar Kalnad, A review on 3D Printing, 2016

A 3D printer is a machine that uses a CAD (Computer Aided Design) model to perform

rapid prototyping. While traditional 2D printers use ink to print digital information onto paper

in two dimensions (x and y axes), 3D printers have the ability to print in three dimensions (x,

y, and z axis)

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 5. Shiwpursad Jasveer, Xue Jianbin, Department of Mechanical and Electrical

Engineering, Nanjing University of Aeronautics and Astronautics, Department of

Mechanical and Electrical Engineering, Nanjing University of Aeronautics and

Astronautics, Comparison of Different Types of 3D Printing Technologies ,2018

3D printing is a form of non-traditional machining. Also known as additive

manufacturing, it is a method of creating an object by laying successive layers of material until

the whole object is created. Unlike subtractive manufacturing processes which usually result in

up to 80-90% of the material being wasted, there is seldom any wastage of material in 3D

printing. The concept of 3D printing has been around for a long time and its technology has

evolved over the years. Different 3D printers make use of different kind of technologies,

printing methods and also different kinds of materials. This paper gives a general introduction

to the concept of 3D printing, the different types of printing technologies with their advantages,

limitation and compares each of them to different criteria such as surface finish, dimensional

accuracy, material used, post processing requirements etc.

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2.4 Research

3d printing case studies

1. Crispin Orthotics Invest In Hp Multi Jet Fusion And Siemens Nx Software

Crispin Orthotics are a leading HCPC registered clinic specializing in the production

and maintenance of orthosis. The company provides services to both public and private

healthcare sectors from the 3D design and print of orthotics through to repairs and aftercare, all

undertaken by highly qualified technicians.

Crispin Orthotics approached Europac3D seeking a new 3D printing solution and Computer

Aided Design (CAD) software package that could meet the growing demand for orthotics while

reducing printing costs and increasing the speed of part production.

THE HP AND SIEMENS SOLUTION

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 Europac3D were able to provide a solution for Crispin by introducing them to HP’s

Multi Jet Fusion 3D printers which deliver a solution that is up to 10 time faster and at a 50%

cost-per-part reduction, to comparable SLS technology. The increased speed and cost reduction

achieved from the new HP machines means that hundreds of customized and completely

personal orthotics can be 3d printed overnight in one twelve-hour build process. Another

consideration for Crispin is that the parts produced were strong enough and have enough

flexibility to endure the rigors of every day human movement. The sample parts produced on

the HP machine passed all the tests and what is particularly significant with the HP multi jet

fusion technology is that the parts produced have homogeneous strength in all three axes of

build and therefore the orientation of build does not affect part strength or quality.

The HP 3D printer was paired with Siemens NX software featuring topology

optimization, which not only enables technicians to strip weight from the design but also add

strength to key areas. The software also provides a ‘nesting’ capability which organizes

multiple 3D parts to fit perfectly together on the printer bed, reducing the number of print runs

needed – thus increasing the speed while reducing the cost of production. Crispin orthotics was

able to use their Siemens NX CAD software and HP Multi Jet Fusion printer for a recent project.

The new 3D technologies allowed Crispin to develop a 3D printed orthotic for the arm with an

integrated joint at the elbow and an attachment at the end of the device which allows for the use

of prosthetic devices. The single printed part was made from durable nylon material which is

also very light weight and durable.

Testimonial

Mark Thaxter, Managing Director of Crispin Orthotics, comments: “3D scanning and

printing has revolutionized the speed and quality of parts we’re able to produce for clients

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“Having the ability to create a bespoke devise that is lightweight, durable and accurate to 0.2mm

has obvious benefits to the user.

The business also benefits from the speed of 3D printing parts as well as cost savings of

approximately 40% on each part by removing the need for multiple components in the supply

chain and assembly. “Using 3D scanning and printing also provides greater freedom on the

design of products particularly those with complex geometry. Having the ability to vary the

thickness of the device in certain parts also allows us to produce devices not possible with

current methods of manufacturing.”

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 2. Bowman International Select Hp And Europac3d For Production 3d Printing

Bowman International, a leading innovator in bearing design and manufacture, has

invested in a HP 4200 Multi Jet Fusion 3D printer for the manufacture of end use bearings,

seals and cages. The HP machine, supplied by UK Channel partner Europac3D, will help

reduce the cost of parts whilst increasing the functionality of end products and speed to market.

An Evolution in bearing case design

By embracing 3D printing technology Bowman International have been able to develop

a modern, bespoke solution for the production of their bearing cages. As there are few design

constraints restricting how a part can be manufactured, 3D printing has allowed Bowman to

design specific products around the technology. As a result, Bowman’s patented ‘Rollertrain’

cage technology is truly a stand-out innovation. The Rollertrain Cage boasts a unique

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interlocking structure which uses the rolling elements to pin together each section of the cage.

This revolutionary, design creates enough additional space around the circumference of the

cage to incorporate two to four more rollers than comparative products. It is these additional

rollers which allow the load to be spread over a higher number of rolling elements that increase

the performance of the overall cage, making it a suitable specification choice for any application

which would benefit from higher load capacity or extended life expectancy, without having to

amend any other part of the bearing assembly.

Bowman have reported an up to 70% increase in the load bearing capacity of its split

bearings and an increased working life increase of up to 500%. This is revolutionary for additive

manufacturing as performance has been improved through the use of 3D printing.

Jacob Turner, Head of Bowman Additive Production explains; “The Rollertrain cage

combines the very latest in 3D printing with world-renowned materials science. Together, this

offers OEMs and plant maintenance engineers a split bearing which delivers superior

performance and longer product life, alongside simplified mounting and maintenance

procedures – not forgetting less vibration and noise during operation.”

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 3. 3D Printing Bureau Attracted By Speed Of Hp Jet Fusion

Digital manufacturer, Fluxaxis, is the UK’s first bureau 3d printing company to invest

in HP’s new 4200 Jet Fusion 3D printing solution. The high-tech, high-investment start-up is

a new venture from Stage One, the creative manufacturing & engineering services company

supplying projects to architects, designers, producers and artists.

Investment

The investment will open the technology up to a wide customer base allowing more to

benefit from the machine’s faster and higher print quality at a 50% cost-per-part reduction.

The HP 4200, supplied by Europac3D, was chosen for its ability to produce parts for

prototyping and final use manufactured parts at a speed previously unachievable by other

technologies. A full build, regardless of the number of parts contained within it, takes just 10

hours to complete and looks set to disrupt the 3d printing services market of traditional SLS

parts.

Edwin Stokes, Director at Fluxaxis, comments; “We are thrilled to be amongst the first

to back the HP Multi Jet Fusion. We were attracted not only by the speed and quality of printing

but by the fact the HP Multi Jet Fusion is an open platform that allows external companies to

create new materials with enhanced properties and at lower costs. The next couple of years are

going to be extremely exciting as new materials are developed for applications across the

medical, engineering and creative industries.”

The new HP Jet Fusion printer, with the additional purchase of a HP fast cooling station,

allows for continuous 24-hour 3D printing. After a print is complete, a build unit can be

removed from the machine and immediately wheeled into the fast cooling station, which rapidly

cools the parts contained within. This is a huge leap forward dramatically reducing cooling

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times. The addition of an extra build unit allows for this to be inserted into the 3D printer

immediately after the last build has finished, thus meaning a continuous rotation of build jobs

throughout a 24-hour period.

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72
 These benefits have helped Europac 3D secure more than £1m in sales in the first six

months of the printers being available in the UK, as companies and organizations look to benefit

from the technologies.

John Beckett, managing director of Europac 3D, comments; “It’s becoming increasingly

evident that these new technologies from HP are going to revolutionize 3D printing and open

up the technologies to new and exciting markets. Coupled with an open platform system we’re

excited by the opportunities and look forward to further developments in months to come.

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2.5 Findings

Additive Manufacturing (AM), or 3D Printing, is not a new concept for the

manufacturing sector. What is new is recognition of the transition AM has made from niche

technology to practical production tool. Once limited to the role of rapid prototype design, AM

has permeated the broader production process to deliver a range of efficiency and efficacy

benefits to help manufacturing enterprises of all sizes.

According to a 2016 report by PwC on key industrial manufacturing trends - which

identifies 3D Printing as one of the solutions likely to have the greatest impact on factory

environments - it is a development manufacturers are wise to embrace. By taking advantage of

the current ‘technical renaissance’, enterprises can ‘improve productivity in their own plants,

compete against rivals, and maintain an edge with customers who are seeking their own gains

from innovation.”

The 3D Printing technology enhance manufacturing challenges:

1. Prevent Component Failure

Wear caused by constant throughput, temperature-induced stress, weak weld-points and

multi-component mechanisms, are all factors that can result in mission critical production line

parts, like grippers, suction pads or jigs, becoming compromised or failing completely.

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Resulting unscheduled downtime while a repair is arranged and carried out can be both costly

and frustrating.

3D Printing a part to a different design specification that reduces the number of

individual components required, strengthens structures prone to breakage, or changes surface

topography, could significantly reduce failure rates. AM offers the greatest benefit when it is

applied in a ‘value added’ redesign context such as this. 3D printing key production line parts

also mitigates against supply chain risk i.e. low availability from OEMs, and significantly

reduces turnaround times for MRO (maintenance, repair, operations) parts. This also avoids

having to bulk order replacements which can be costly to store. Instead, a lower volume/greater

variety of AM parts can be printed and kept on site.

2. Reduce Scrap Rate

Eliminating defective products completely, or ensuring scrap rates fall within strict

Acceptance Quality Limits (AQL), is a universal ambition for manufacturers. Process defects

i.e. product issues/failures occurring during standard production conditions - represent a

quality, reputational and cost loss, and threaten lean manufacturing principles.

While human (production line operative) error can be a contributing factor, product

quality issues are more commonly linked to incorrect equipment settings, tooling malfunctions

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and, poor assembly component performance. These are root causes 3D Printing is ideally

positioned to address by improving product handling capabilities at key stages in the production

process and/or by enhancing component performance/consistency through re-design. Where a

component is consistently failing or underperforming redesign to take advantage of 3D printing

benefits may be the solution. For example, a common issue with traditional suction grippers is

that internal assembly points are prone to air leakage – over time this can result in product

slippage which can, in turn, lead to quality issues and higher scrap rates. 3D Printing offers the

ability to create complex channels as single structures, removing the need for multiple assembly

points and therefore reducing the risk of performance issues that may ultimately result in

defects.

3. Make New Product Introduction Easier

One of the biggest benefits of 3D Printing, compared to traditional ‘subtractive’

manufacturing processes, is that it opens up the possibility of developing production line parts

that were previously impractical or simply impossible to produce – either in terms of their

geometry or material composition. This can help solve a significant headache in terms of

developing lines to accommodate new, challenging products or components. Using 3D Printing,

customized tooling - typically time-consuming and problematic to introduce - can be developed,

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tested and implemented in a much-reduced time frame. It is worth remembering AM’s rapid

prototyping routes here.

This key benefit can also mean, in many cases, that new lines/line sections are not

needed at all. Take finger grippers as an example – a part which often needs to be replaced to

accommodate changes in product shape and size. 3D printing these out of an alternative, more

flexible material and with flexibility built into the design, can improve product acceptance

capabilities without compromising accuracy or gripper performance. As well as minimizing

back-end production outlay, this also means that manufacturers can be more responsive to

evolving customer demands.

4. Mitigates Health and Safety Risks

Around 1 in 6 UK manufacturers have reported injuries to employees since 2012. In

fact, in 2015/16 around 0.3 million days were lost to the problem. It’s a national statistic

reflective of a global issue. Process, plant and machine operatives are particularly susceptible

to injury are estimate to have a 40% higher risk of musculoskeletal disorders (MSDs) than other

workers. Lifting and moving heavy parts/equipment, using specific tools, and excessive time in

tiring or painful positions are all common and significant reasons for such injuries to occur.

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Finding ways to make production line equipment lighter, safer and easier to use is therefore a

priority.

AM might not initially spring to mind as an obvious mechanism for addressing such

issues but in many ways it is ideally suited. From simplifying part complexity in order to

improve ergonomic handling, to facilitating internal structures (impossible to create using any

other technology) that distribute strength to enhance component performance while reducing

overall lifting weight, AM is already having a significant impact on health and safety strategies

the world over.

3D Printing also offers a cost-effective method of producing simulation tools for

assessing potential risk, for example proposed production line parts can be quickly and

accurately printed to analyze handling risk, contact clearance and ergonomic efficiency.

5. Reduce Cycle Times

In a competitive global economy where consumers demand low cost, high quality and

often highly differentiated goods, improving product development and production cycles (PC)

to reduce time to market has become a universal manufacturing ambition. Maximizing

production line efficiency is essential. Adaptable equipment/assembly components that

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accommodate evolving product ranges, and short-run/low-lead time 3D-printed replacement

parts that dramatically reduce downtime, are highly applicable.

Arguably however, AM is most significant in terms of its potential to address and

enhance the ergonomics of components. The fact that clamps, jigs, mounts, grippers, and nozzle

can be re-imagined and re-developed from a wider range of materials to be lighter, easier to

handle, more durable and ultimately quicker to deploy, has major implications for keeping

production cycles lean.

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2.6 Limitations of the study

1. Sample size – It doesn’t disclose the character of the entire customer.

2. Time constraints – Time limitation for compelling the project.

3. Financial Resources – Limitation of financial resource to reach all the customers

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 Chapter 3

Corporate Social Responsibility

3.1 Introduction

1.1 HP Philosophy

Founded in 1939, Hewlett Packard Company’s (HP) founders, Bill Hewlett and Dave

Packard started HP with a vision that has transformed HP today into the one of largest providers

of information technology infrastructure, software, services, and solutions to individuals and

organizations of all sizes. HP aims to enrich society and drive sustainable economic growth by

giving people and businesses innovative ways to be more creative, productive, and successful

through the power of information. HP’s founders, Bill and Dave, first put Global Citizenship

on the list of HP’s corporate objectives in 1957. Being a good corporate citizen is integral to

HP’s corporate purpose of advancing the way people live and work.

In the words of one of the founders Dave Packard “The betterment of society is not a

job to be left to a few. It’s a responsibility to be shared by all.” Today, Corporate Social

Responsibility (CSR) remains a core value and one of HP’s seven corporate objectives. With

operations in more than 170 countries, HP’s scale means we can positively impact critical issues

affecting communities worldwide. CSR, through our Living Progress initiatives is incorporated

into HP’s business strategy, guiding where HP can apply its technologies, influence and

expertise to drive shared value and create a positive impact worldwide. HP’s CSR commitments

include, but are not limited to, education, healthcare, energy and climate change, and betterment

of the society through respect for universal human rights and the environment, acting with

integrity and accountability and operating responsibly and sustainably.

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1.2 CSR in India

CSR in India has traditionally been seen as a philanthropic activity. While the corporate

houses have been traditionally engaged in doing CSR activities voluntarily, the new CSR

provisions put formal and greater responsibility on companies to set out clear framework and

process to ensure strict compliance.

The new Companies Act 2013 (hereinafter referred to as ‘the Act’), has introduced the

idea of CSR to the forefront and through its “Comply-or-Explain” mandate. It mandates

qualifying companies to constitute Corporate Social Responsibility Committee to effectively

monitor CSR activities of the Company. Further the Companies (Corporate Social

Responsibility Policy) Rules, 2014 (hereinafter referred to as “CSR Rules”) lays down the

framework and modalities of carrying out CSR activities which are specified in Schedule VII

of the Act.

2 OBJECTIVE & SCOPE

The main objective of the CSR Policy is to lay down guidelines for Hewlett-Packard

India Sales Private Limited (hereinafter referred to as ‘the Company’) to make CSR as one of

the key focus areas to adhere to HP’s Global Living Progress strategy that focuses on making

a positive contribution to society through high impact, sustainable programs.

This Policy covers current as well as proposed CSR activities to be undertaken by the

Company and examining their alignment with Schedule VII of the Act as amended from time

to time. It covers the CSR activities which are being carried out in India only and includes

strategy that defines plans for future CSR activities.

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2.1 The Company proposes to implement its CSR activities in various sectors stated

hereunder:

Targeted Sectors

1. Healthcare

2. Sanitation

3. Drinking Water

4. Education

5. Rural Development

6. Vocational Skills

7. Entrepreneurship Skills

8. Employment Opportunities

9. Facilities for Senior Citizens

10. Medical Aid

11. Old Aged Homes

12. Women Hostels

13. Special Employment Opportunities for Women

14. Environment Protection

15. Animal Welfare

16. Conservation of Natural Resources

17. Protection of National Heritage

18. Promoting and development of Art and Culture

19. Public Libraries

20. Promotion and development of traditional arts and handicrafts

21. Measures for armed forced veterans, war widows and their dependents

22. Promotion and development of rural sports and National Games

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 23. Contribution to funds set by the Central or State Government for development and

welfare of Scheduled Castes, Scheduled Tribes and minorities

24. Rural Development Projects

25. Contribution to technology incubators located within academic institutions

26. Go Green Initiatives

27. Human Rights

28. Any other area as may be prescribed by Schedule VII amended from time to time

The Company will review the sectors from time to time and make

additions/deletions/clarifications to the above sectors.

3 CSR COMMITTEE

3.1 Constitution

Pursuant to the provisions of Section 135 of the Act, the Board of Directors shall constitute the

Corporate Social Responsibility (CSR) Committee. The Members of CSR shall be appointed

by the Board of Directors of the Company which must consist of at least two or more Directors.

3.2 Powers of the Committee

Following are the Powers of the CSR Committee:

(i) Formulate CSR Policy and recommend the same to the Board of Directors of the Company

for approval

(ii) Recommend CSR activities as stated under Schedule VII of the Act

(iii) Approve to undertake CSR activities in collaboration with HP Group companies/ other

Companies/firms/NGOs etc. and to separately report the same in accordance with the CSR

Rules

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(iv) Recommend the CSR Budget

(v) Spend the allocated CSR amount on the CSR activities once it is approved by the Board of

Directors of the Company in accordance with the Act and the CSR Rules

(vi) Create transparent monitoring mechanism for implementation of CSR Initiatives in India

(vii) Submit the Reports to the Board in respect of the CSR activities undertaken by the

Company

(viii) Monitor CSR Policy from time to time

(ix) Monitor activities/charter of Joint Working Group (JWG) who are authorized to ensure that

the CSR activities of the Company are implemented effectively

(x) Authorize executives of the Company to attend the CSR Committee Meetings

3.3 Frequency of the Meetings of the CSR Committee

The CSR Committee shall meet at least once in a quarter. Members of the CSR

Committee can agree upon mutually regarding time and place for the said meetings. Quorum

for the meeting should be two. The Members of the Committee may participate in the meeting

either in person or through video conferencing or other audio visual means in accordance with

the provisions of the Companies Act, 2013 and rules made thereunder from time to time.

Members of the Living Progress Team of HP shall be the Permanent Invitees to the said

Meeting. Other Members of the Senior

Management may attend the CSR Committee Meetings as may be appropriate, subject

to the approval of the CSR Committee. Minutes of the CSR Committee shall be placed before

the Board for noting.

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4 CSR BUDGET/CSR SPEND

The Act mandates companies meeting the qualification criteria to allocate certain

portion of its annual net profits (before tax) during the three immediately preceding financial

years to be spent on CSR Activities that fall under purview of Schedule VII of the Act.

4.1 CSR Expenditure:

Net profit means profit more fully described under Rule 2(f) of the CSR Rules. The

CSR expenditure shall include all expenditure including contribution to corpus or on projects

or programs relating to CSR activities approved by the Board of Directors on the

recommendation of its CSR Committee but does not include any expenditure on an item not in

conformity or not in line with activities stated under Schedule VII of the Act.

4.2 Expenditure on CSR capabilities

The Company may build CSR capabilities of their own personnel as well as of their

Implementing Agencies and such expenditure shall not exceed 5% of the total CSR spend of

the Company as stated in the Rules from time to time. Determination of whether a particular

expenses fall within this 5% cap can be decided in consultation of the Chief Financial Officer

of the Company based on the clarification available from time to time in this regard.

4.3 Failure to spend the CSR Money

In case the Company fails to spend the above targeted amount in that particular financial

year, the Committee shall submit a report in writing to the Board of Directors specifying the

reasons for not spending the amount which in turn shall be reported by the Board of Directors

in their Directors’ Report for that particular Financial Year. Surplus arising out of the CSR

initiatives shall not form part of the business profits of the Company.

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5 CSR INITIATIVES

In line with Schedule VII of the Act and the CSR Rules, the Company shall undertake

CSR activities included in its Annual CSR Plan, as recommended by the CSR Committee at the

beginning of each year. The Committee is authorized to approve any modification to the

existing Annual CSR Plan or to propose any new program during the financial year under

review.

5.1 Annual CSR Plan

The Annual CSR Plan is a yearly plan of CSR activities that would be placed before the

Board of Directors of the Company based on recommendation of its CSR Committee which

outlines the following aspects of CSR initiatives of the Company:

1. Tailor-made CSR projects depending upon allocated spend and geographical presence

2. Partnering agencies/companies/firms

3. Process Owners

4. Project Proposals

5. Targeted Beneficiaries & their key needs

6. Alignment with Schedule VII

7. Project Goals and milestones

8. Activities and Timelines including expected closure dates

9. CSR Budget with projections

10. Monitoring mechanism

11. Progress reporting and frequency of reports

12. Risks and mitigation strategies

13. Any other information as may be required by the CSR Committee

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5.2 Collaboration

The Company may collaborate with other HP Affiliates or its subsidiaries or any other

Company as may be approved by CSR Committee to implement CSR activities and the same

shall form a part of the Annual CSR Plan. The Company may form trusts on its own to carry

out CSR activities in accordance with the CSR Rules and to administer its CSR activities. The

Company may also collaborate its CSR activities with other HP Affiliates or its subsidiaries or

any other Company as may be eligible and approved by the CSR Committee vis-à-vis the Board

of Directors and towards this effort, the Company may jointly along with other HP Affiliates

or its subsidiaries or any other Company Form Trusts to administer the CSR activities.

5.3 Disqualifying Activities for CSR

The CSR Rules prohibit the CSR projects and programs that are implemented by the

Company for benefit of the employees of the Company and their families. The CSR activities

implemented outside India also fall outside the purview of the Rules and hence CSR

expenditure on such activities will not be considered for inclusion in the CSR Report. Any

amount directly or indirectly contributed towards any political party under Section 182 of the

Act shall not be considered as CSR Spend. Activities that are undertaken by the Company in

pursuance of its normal course of business will not be considered as CSR activities.

5.4 Monitoring Mechanism

A Joint Working Group (JWG) comprising of employees of the Company and

representatives of entities with which the Company decides to collaborate for fulfilling its CSR

obligations, will be created to ensure effective implementation and monitoring of the projects

approved by the CSR Committee. The JWG will submit periodic reports to the CSR Committee

of the Company on the progress of the various projects approved by the Committee and

entrusted to the JWG for implementation and monitoring.

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5.5 Reports

JWG shall assist the CSR Committee to prepare reports that are required to be placed

before the Board. The format of the Report shall be the format prescribed under the CSR Rules

stated hereunder:

6 PUBLICATION OF CSR POLICY & PROGRAMS

6.1 Publication of the CSR Policy

As per the CSR Rules, the contents of the CSR Policy shall be included in the Directors’

Report and the same shall be displayed on the Company’s website, if any.

7 POLICY REVIEW & FUTURE AMENDMENT

The Committee shall annually review its CSR Policy from time to time and make

suitable changes as may be required and submit the same for the approval of the Board.

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8. HP Udaan -Scholarship Program

8.1 About The Program

At HP, our endeavor is to make life better for everyone, everywhere and our technology

has been helping people on many fronts. We believe, quality education and right skilling can

bring transformative change in the lives of our students and make them ready for future.

With this objective, we announce HP Udaan Scholarship program for students who have

completed their 10th and 12. The program will support over 1,300 students from low income

groups over a period of next 3 years and to promote girl child education, we have also secured

50% of the total seats for girls. The scholarship program would cater to three separate categories

of students: those requiring assistance to finish their schooling post standard 10, those looking

to pursue an ITI or diploma, and those who are seeking higher education after class 12. 750

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scholars will be selected under the program in its first year, and awarded a scholarship of up to

INR 30,000 per year.

Scholarship Type

1. One-Year Scholarships for Diploma/ITI students

Eligibility Criteria

i. Must be enrolled in a 1 Year Diploma/ITI Course

ii. Must have secured a minimum of 60% in 10th Std

iii. Annual Family Income should be no more than INR 4 Lakhs

Award

INR 20,000

2. Two-Year Scholarship for students enrolled in Class 11

Eligibility Criteria

i. Must be enrolled in 11th Std at a recognized school in India

ii. Must have secured a minimum of 60% in 10th Std.

iii. Annual Family Income should be no more than INR 4 Lakhs

Award

INR 20,000 per year

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 3. Three-Year Scholarships for Undergraduate students

Eligibility Criteria

i. Must be enrolled in the 1st year of college at a recognized university in India

ii. Must have secured a minimum of 60% in 12th Std.

iii. Annual Family Income should be no more than INR 4 Lakhs

Award

INR 30,000 per year

Specialty

i. 300+ Scholar

ii. Pan India Coverage

iii. 50% Seats Reserved for Girls

How to Apply

i. Go to the ‘HP Udaan Scholarship Program 2018-19’ application link

ii. Login/Register using Facebook, Google Plus or Email account

iii. Once signed in, click on 'Start Application' to start filling the form

iv. Fill in all the details and upload the required documents

v. Finally, click on 'Submit'

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9. CSR Solutions

1. HP WOW

A Mobile World of Connectivity

Building on its focus to empower people, wherever they are, to build a more

prosperous life, HP India recently unveiled self-contained, Internet-enabled & solar

powered digital learning labs named "HP World on Wheels" in public-private partnership

model aimed at driving digital literacy, E education, Entrepreneurship training, and other

citizen services in rural India.

Each 20-seat, IT-enabled HP WoW vehicle are equipped with HP computing and

printing equipment, as well as numerous software suites and e-learning tools. On the

environment part, HP WoW Vehicles are designed with leading technology to reduce

emissions and maximize energy efficiency. Each mobile lab is powered by 10 high-

efficiency solar panels and battery packs, generating and storing enough power to sustain

the lab’s daily energy requirements even during cloudy/rainy days. As a secondary power

source, the vehicle also has a silent generator installed below the deck. Needless to mention,

entire vehicle could be connected to direct AC supply wherever available.

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 The offering of the vehicle includes Digital Literacy Training, EDP Training for

youth, E education for students (K-12), Common Citizenship Activities including Aaadhar

Card, Ration card, driving license, Land records, Financial Inclusions etc; Video

conferencing for specific groups etc.

i. 44,000 training hours’ capacity annually per unit.

ii. EDP training for youth, K-12 eContent for students.

iii. KVA solar panels for off-grid connectivity.

iv. HP Classroom Manager and other software suites.

v. Common citizen service and digital literacy training.

vi. Video-conferencing and remote trainings.

vii. Equipped with 20 HP Thin Cients, Workstation,OfficeJet all-in-one printer and others.

2. HP FCR

Future Classroom 2.0 is the upgraded version of HP Lab in a box which was developed

in 2011 in response to the Government’s agenda to implement more creative, sustainable and

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inclusive models of education. The current version is now completely off grid solar-powered,

computing and learning center that overcomes the power, space, infrastructure and equipment

challenges currently faced by schools in India.

Built over standard 30 ft. ISO shipping container, Future Classroom could operate on a

turnkey solution providing services across hard to reach locations with limited or no

infrastructure support. The offerings of these Readily Deployable, Self -Contained, Internet-

Enabled and Solar-Powered Future Classroom 2.0 includes Digital Literacy Training, EDP

Training for youth, E education for students (K-12), Common Citizenship Activities, Video

conferencing for specific groups etc."

i. 30 ft. long standard ISO shipping container.

ii. EDP training for youth, K-12 eContent for students.

iii. 3.15 KVA solar panels for off-grid connectivity.

iv. Equipped with 16 HP Thin Clients, Workstation, Office Jet all-in-one printer and others.

v. 35,200 training hours’ capacity annually per unit.

vi. Common citizen service and digital literacy training.

vii. Video-conferencing and remote trainings.

viii. HP Classroom Manager and other software suites.

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 3. HP-CSL

"HP Common Service Lab" is an integration of e-education, e-health & e-citizen

services built over standard 40 ft. ISO shipping container and could operate on a turnkey

solution providing services across hard to reach locations with limited or no infrastructure

support.

The offerings of these Readily Deployable, Self -Contained, Internet-Enabled and

Solar-Powered Common Service Lab includes Remote Health Consultation & Diagnosis

through Health Kiosk, Digital Literacy Training, EDP Training for youth, E education for

students (K-12), Common Citizenship Activities, Video conferencing for specific groups etc."

Powered by HP’s cloud-enabled solutions, HP Common Services Lab are designed to change

the way services are providing to the citizens in remote locations.

i. 40 ft. long standard ISO shipping container.

ii. Telemedicine consultation, OPDs & diagnostics.

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 iii. Video-conferencing and remote trainings.

iv. EDP training for youth. K-12 eContent for students.

v. HP Classroom Manager and other software suites.

vi. 4.0 KVA solar panels for off-grid connectivity.

vii. 30,800 training hours’ capacity annually per unit.

viii. Common citizen service and digital literacy training.

ix. Equipped with 14 HP Thin Clients, Workstation, printer and others.

10. Our Esteemed Corporate

Project Partners

1. ACC Limited

ACC Limited is India's foremost manufacturer of cement and ready mixed concrete with

17 modern cement factories, more than 57 ready mixed concrete plants, a vast distribution

network of over 10,000 dealers and a countrywide spread of sales offices.

The company has been a trendsetter and noted benchmark in cement and concrete

technology since it was established in 1936. ACC has a unique track record of innovative

research, product development and specialized consultancy services. The name ACC is

synonymous with cement and enjoys a high level of equity in the Indian market.

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 ACC’s commitment to sustainable development and its on-going efforts in community

welfare programmers have won it acclaim as a responsible corporate citizen. Recently the CII-

ITC Centre of Excellence in Sustainable Development cited ACC as a role model in conducting

business sustainably, felicitating it with India’s most coveted honors in this field:

 “India’s Most Sustainable 2015”

 Sustainable Plus Platinum label of CII-ITC

 CII-ITC Sustainability Award 2013, 2015 and 2016 for 'Outstanding Accomplishment'

2. Dalmia Bharat Limited

Dalmia Bharat Limited is a prominent player in India’s core manufacturing sector since

1935, with a national footprint. It has a strong presence in Cement, Refractories and Power. A

leader in specialty cements and the country’s largest producer of slag cement, Dalmia Bharat

has a significant presence in generic sugar, catering to several marquee brands. The Group also

caters to an enduring and growing customer base in refractories and has forayed into sustainable

power/energy. Group is spread across south, east, north and north east.

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 3. Drstikona

Drstikona is a technology platform for Social Impact. The key objective is to facilitate

through technology, a large scale sustained social impact by RETAILISING the Impact

Program requirements to both the Funders and Implementing Entities. We endeavor to help

corporates to enhance their value creation through the funds deployed in the Impact space. The

founders are alumni of IIT, IIM with over 20 years of working in Corporates across Banking

and Technology organizations.

4. Entrepreneurship Development Institute of India

An acknowledged National Resource Institute for Entrepreneurship Education,

Research, Training & Institution Building.

Entrepreneurship Development Institute of India (EDII), an autonomous and not-for-

profit institute, set up in 1983, is sponsored by apex financial institutions - the IDBI Bank Ltd.,

IFCI Ltd., ICICI Bank Ltd. and the State Bank of India (SBI). The Government of Gujarat

99
pledged twenty-three acres of land on which stands the majestic and sprawling EDII campus.

To pursue its mission, EDII has helped set up twelve state-level exclusive entrepreneurship

development centres and institutes. One of the satisfying achievements, however, was taking

entrepreneurship to a large number of schools, colleges, science and technology institutions and

management schools in several states by including entrepreneurship inputs in their curricula. In

view of EDIIs expertise in Entrepreneurship, the University Grants Commission had also

assigned EDII the task of developing curriculum on Entrepreneurship and the Gujarat Textbook

Board assigned to it the task of developing textbooks on Entrepreneurship for 11th & 12th

standards.

In order to broaden the frontiers of Entrepreneurship Research, EDII has established a

Centre for Research in Entrepreneurship Education and Development (CREED), to investigate

into a range of issues surrounding small and medium enterprise sector, and establish a network

of researchers and trainers by conducting a biennial seminar on entrepreneurship education and

research.

In the international arena, efforts to develop entrepreneurship by way of sharing

resources and organizing training programmes, have helped EDII earn accolades and support

from the World Bank, Commonwealth Secretariat, UNIDO, ILO, FNSt, British Council, Ford

Foundation, European Union, ASEAN Secretariat and several other renowned agencies.

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 5. Extramarks

Extramarks provides learning solutions to students of K-12 segment. It’s learning App

has become extremely popular amongst students in India and abroad. Premier schools in India

are already using Extramarks learning solutions to deliver education to students.

Extramarks also prepares students for entrance examinations through Learning App and

Smart Coaching Centers for IIT-JEE and Medical. These centers provide perfect blend of expert

faculty and digital technology to ensure concept based learning instead of rote learning.

Extramarks Learning App and Learning Tablet have become extremely popular amongst

students of K-12 who study at home only with Extramarks.

Offices in : Singapore, India, South Africa, Middle East & Indonesia

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 Jubilant Life Sciences Limited

Jubilant Life Sciences Limited, is an integrated global pharmaceutical and life sciences

company engaged in manufacturing and supply of APIs, Solid Dosage Formulations,

Radiopharmaceuticals, Allergy Therapy Products, Advance Intermediates, Fine Ingredients,

Crop Science Ingredients, Life Science Chemicals and Nutritional Products. It also provides

services in Contract Manufacturing of Sterile Injectables and Drug Discovery Solutions. The

Company’s strength lies in its unique offerings of Pharmaceutical and Life Sciences products

and services.

Over the years, Jubilant Life Sciences has extended its footprint beyond India in the

USA, Canada, Europe, and other countries across the globe. We have also expanded the

business by building capabilities internally, through strategic expansions and acquisitions This

resulted in a network of 7 world class manufacturing facilities in India and 4 in North America

and a team of around 6700 multicultural people across the globe with ~ 1400 in North America

and ~1000 in R&D.

In line with Jubilant Life Sciences continued focus on sustainability of business, we aim

at improving stakeholder value through improved eco efficient use of capital and natural

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resources. Jubilant’s approach to sustainable development focuses on the triple bottom line of

Economics, Environment and Social performance. Corporate Social Responsibility is also an

integral part of how Jubilant Life Sciences conducts business and how the efforts are directed

towards community development through focus on primary education, basic healthcare service,

and livelihood generation programs focused on improving the employability of women and

local youth.

Jubilant Life Sciences Limited have been recognised with several awards and

recognitions, which bear testimony to our commitment towards operational excellence,

innovation, corporate governance and social responsibility.

Jubilant Life Sciences is committed to leverage innovation and scale of operations at

every step of the pharmaceutical value chain to deliver value to our stakeholders.

6. LotusEner Power Solutions

LotusEner Power Solutions Pvt Ltd., is the Indian subsidiary of Lotus Renewables

(G&G Group of companies) which is a multinational renewable energy company that operates

across India, Sri Lanka, Singapore and Australia. The organization provides cutting edge

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technology solutions in Solar photovoltaic systems and also owns and runs mini Hydro power

plants. Together with clients and partners, Lotus is driving the change for a greener world and

has developed an energy efficient, state of the art technology in setting up and commissioning

Megawatt (MW) scale renewable power projects.

7. SRF Limited

SRF with a turnover of INR 5100 crore (US$ 790 million) is a chemical based multi-

business entity engaged in the manufacturing of industrial and specialty intermediates. The

company’s business portfolio covers Fluorochemicals, Specialty Chemicals, Packaging Films,

Engineering Plastics and Technical Textiles. Anchored bya strong workforce of more than

6,300 employees from different nationalities working across 10 manufacturing locations in

India, 2 in Thailand and 2 in South Africa, the company exports to more than 75 countries.

Equipped with State-of-the-Art R&D facilities, SRF has filed 114 patents for R&D and

technology so far, of which nine have been granted.

Market Leadership:

SRF Limited, the erstwhile Shri Ram Fibres, was established in 1970 as a manufacturer

of Nylon TyreCord Fibres, becoming one of the first companies in India to do so. Today, SRF

is a market leader in most of its business segments in India and also commands a significant

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global presence in some of its businesses such as Nylon 6 Tyre Cord (global no 2) and Belting

Fabrics (global no. 2).

Unique Features:

SRF is the only Indian manufacturer of ozone friendly refrigerant HFC 134a and

Polyester TyreCord Fabrics.With the acquisition of DuPont’s Dymel brand in 2015, SRF

became one of the few suppliers of Pharma grade HFC 134a in the world.

Deming Prize:

A winner of the prestigious Deming Prize for two of its businesses, Tyre Cord business

in 2004 and Chemicals business in 2012, SRF continues to redefine its work and corporate

culture with TQM as its management way.

Social Commitment:

The company, through its social wing, SRF Foundation, remains committed to

contributing towards the cause of education, imparting vocational skills, creating awareness

about health,natural resource management and affirmative action.

We are also known for:

Two leading academic institutions in the country namely, Lady Shri Ram College for

Women in Delhi and The Shri Ram Schools in Delhi and Gurgaon were founded by the

promoters of SRF.

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Tata Chemicals Limited

A part of the over $100 billion Tata Group, Tata Chemicals Limited is a global company

with interests in businesses that focus on essentials for LIFE: Living, Industry and Farm

Essentials. Our guiding philosophy is to use the prowess of Science for improving the quality

of life for everyone. Tata Chemicals has evolved into a market-leading international business,

with operations across four continents, and businesses that touch the lives of millions across the

globe. Sustainability as a practice is at the core of all of Tata Chemicals' activities, including

our corporate social responsibility initiatives, and is intricately woven into all our business

functions.

11. 2017 Sustainable Impact Report

Sustainable Impact is at the heart of our reinvention journey—fueling our innovation

and growth, and strengthening our business for the long term.

1. Planet

Rising standards of living and population growth worldwide present market opportunities

for HP and other companies, while putting tremendous pressure on natural resources and

the

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environment. At HP, we seek to decouple growth from consumption and drive progress

toward a more efficient, circular, and low-carbon economy. We aim to deliver the most

environmentally sustainable product and services portfolio in the IT industry so that our

partners and customers can achieve more, with less impact. We aim to reduce our footprint

across our entire value chain, making our business more resilient for the future.

2. People

Global inequality has the potential to stagnate economic growth and hold back

innovation. From our supply chain, to our employees, to our partners and beyond, we stand

for equality and human rights for all so that business and society can thrive. Our

commitment to fostering diversity and inclusion is a core value and essential to delivering

transformational business results. We aim to protect and empower all workers across our

107
value chain and insist that they have fair treatment, safe working conditions, and freely

chosen work. We use our global scope and scale to drive progress among our partners, raise

standards across the industry, and promote a more inclusive society.

Community

We embrace the opportunity and responsibility to positively impact the communities

where we live, work, and do business. Through our products and solutions, global programs,

and key strategic partnerships, we are working to deliver quality technology-enabled

learning that engages students, empowers educators, and unlocks economic opportunity.

Our global employees contribute their time, resources, and skills to help build vibrant,

resilient, healthy communities. When disasters strike, we are there to assist—HP, our

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employees, and the HP Foundation along with our strategic partners provide support for

affected communities.

Modeling Sustainable Impact Reducing energy and water consumption across HP’s global

facilities

1. Accelerating electric vehicle infrastructure

HP is one of 10 founding members of EV100, a new Climate Group initiative to

accelerate technological development of electric vehicles (EVs) worldwide. In support of

this effort, we have committed to install EV infrastructure at all feasible sites worldwide by

2040.

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 2. Sustainable landscaping

HP’s sustainable landscaping project at our Boise, Idaho, United States, campus is

expected to save approximately 82,500 cubic meters of water annually (equivalent to 33

Olympic-size swimming pools) and reduce landscaping costs by 50%, when fully mature in

2019.

3. Engaging employees through the EcoChallenge

In 2017, nearly 300 HP employees from 12 sites in eight countries took part in the

Northwest Earth Institute (NWEI) EcoChallenge. During the two-week challenge, HP

participants used alternative forms of transportation, including walking, biking, and bus,

helping to reduce greenhouse gas (GHG) emissions by about 3 tones.

4. Zeroing waste across our operations

In 2017, our Palo Alto, California, United States, headquarters became the first

corporate campus in the state to achieve The US Green Building Council's Gold TRUE Zero

Waste certification in recognition of achieving a 95% landfill diversion rate at this location.

Across our global operations, HP diverted 90.9% of our nonhazardous waste from landfill.

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12 Latest Updates & Events

1. Children’s Day celebration at Thummanahalli Government School

14th Nov 2018. The best way to celebrate Children’s day is by spending a day with them

and making them happy. This is what our volunteers did on 14th Nov’18. Not just the

children; but even our volunteers had a good time together.

1. HP conducted “Introduction to Computers” session in the World on Wheels Bus to

the 7th& 8th Grade students

2. Nearly 50 students participated in these classes conducted by HP Employees.

3. Teachers from the school also took part in the WoW experience.

4. Our Volunteers later conducted games for the children. We also donated sports

equipment to the school.

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 5. Drawing Competition was held and the winners were awarded

6. Children’s day celebration concluded with some dance and song by the students.

7. Finally, sweets were distributed to the students

A big Thank you to the group of enthusiastic volunteers who share a passion to give

back to our communities. Making It Matter is a part of our HP DNA, and is the HP way of

our lives.

Location: Thummanahalli, Karnataka, India

Volunteering Hours: 104

Beneficiaries: 50

2. Dayout with Kids

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 11th Dec 2018. The foundation of development for every society is the education of

its children. Keeping this in mind, HP volunteers along with NGO UPAY (Underprivileged

Advancement by Youth) spent a day at one of the centers near Sikanderpur Metro Station,

Gurgaon to engage with underprivileged children and bring smiles on the faces. Gurgaon

HR Team, volunteers every year by taking out time from their busy schedules. This time we

wanted to keep the spirit of giving alive by meeting children. It was enriching experience

meeting the freshly scrubbed faces, twinkling eyes, uninhibited laughter even while braving

cold sitting on a mud floor in not so clean environment. The odds are huge but the dreams

to be someone different in future are so strong that you can't help but be contaminated with

that positivity. This is a place the team has decided to visit regularly to keep the kids engaged

in continuing education and support as possible. Activities- Games, Quiz, Dance and

Singing, Stationery and Fruits distribution plus Talk on importance of education. Honor the

teachers with a special token gift. All material was procured by the money pooled in by the

team themselves.

Location: Dlf Phase-ii Rapid Metro, U Block, DLF Phase 3, Sector 24, Gurugram, Haryana

Volunteering Hours: 80

13 Partners View

1. "We are delighted to announce the collaboration of CSCSPV with HP's CSR initiative which

will be key in imparting digital literacy programme in rural India under the aegis of

PMGDISHA. The initiative will give fresh impetus to the Hon'ble Prime Minister's vision of

making 6 crore digitally empowered rural households. I am sure the results will lead us to a

large section of people where enhanced knowledge, skills and behaviour will help the nation

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 carve a niche and with added services of Common Service Centre (CSC), it will benefit the

local population for a hassle free linkage to Government programs and initiatives.

Dr. Dinesh Tyagi

CEO

CSC SPV

2. "HP World on Wheels is a visionary project to reach out rural population specially children and

youth. It is a dynamic platform for digital literacy, education and capacity building that will

help rural communities to take lead in the global digital world and also shape a technologically

empowered society. We are proud to join hands with HP for this unique project as it will set a

milestone in development of this country."

Vivek Prakash

AVP - CSR

Jubilant

3. "Living up to its spirit of innovation, HP's Common Service Lab is an admirable model to

promote digital literacy and tele-medicine facilities in remote villages of India. ACC is honored

to partner and work on this initiative. We are confident that this initiative will bring long-term

benefits to the people and provide a strong platform to develop our communities."

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 Neeraj Akhoury

Managing Director & CEO

ACC Limited

4. "HP’s World on Wheels has the most apt acronym, WoW. I must compliment HP for not only

conceptualizing the program design, but also in putting the incredible infrastructure together!

We are pleased to partner with HP and hope to take the program to a large section of community

in our program areas."

Gautam Dalmia

Managing Director

DALMIA BHARAT

5. “The vision of Digital India is ably supported by efforts that promise a virtuous cycle of

continuous development. One such tangible initiative is the HP-World on Wheels Project, the

brain child of HP Inc. This innovative project will impart and improve digital capabilities as

also understanding on a variety of significant subjects to people in the remotest corners of the

country, especially youths, school children, women and the disadvantaged groups. The

specially designed and equipped buses, for the purpose are a marvel and affirm the technical

foresight of HP. EDII is glad to be associating with such an ambitious project. I am sure the

results will transform lives and place India several notches up.”

115
 Dr. Sunil Shukla

Director

EDII

6. “The launch of HP World on Wheels (HP WoW) IT Mobile Bus is a step ahead towards creating

social values through IT-enabled educational modules for economically disadvantaged Govt.

schools children, promoting entrepreneurship and skill development training for the youth

along with providing CSC services to the community, with the ultimate aim of furthering IT

literacy in the remote areas while covering 45000 beneficiaries through impacting 18 Govt.

schools and villages in Tijara block of Alwar district of Rajasthan. Our partnership with HP is

an example of how we believe the public private partnership leverages can converge the

immense value to our society.”

Dr. Y. Suresh Reddy

Governor & Director

SRF Foundation

7. "We are very happy with this partnership as this enables underprivileged students of rural and

semi-rural area to access same learning solutions that are used by students of metro cities. This

will not only bring equity in education but will also allow an underprivileged student to be

globally competitive."

116
 Atul Kulshrestha

CMD

Extramarks Education

8. "We are committed to achieve Equity in Education through digital learning. We are very happy

to partner with HP’s CSR initiatives, which will mobilize access to quality education to the

underserved population of learners across the country. EEF and HP CSR team share the vision

and passion to bring forth a sustainable model of outreach, working together towards making

learners future ready"

Poonam Singh Jamwal

CEO

Extramarks Education Foundation

9. Pratham InfoTech Foundation and HP came together in March of 2015 to deliver digital literacy

training to underserved communities across 6 states of India. The project offers a Digital

Sakshar Course and has benefitted 13000+ youth with IT skills as well as in some cases

employment in hospitality and ITeS and IT sectors. This program runs in 11 centers set up by

HP which are self-sustained and working well till date. We look forward to grow in our

partnership with HP in working for the upliftment of the underserved communities.

117
 Prem Yadav

Founder and Director

Pratham Infotech Foundation

10. "HP Innovation Incubator” is a visionary project to reach out to the student community to

enhance the culture of research and innovation in the areas of 3D printing, Immersive

experience, Network Security and Social impact. It is a dynamic platform for digital literacy,

education and capacity building that will help the communities to take lead in the global digital

world and also shape a technologically empowered society. We are confident that our joint

initiative will bring long-term benefits to IIT BHU and thank HP and Drstikona for providing

this platform.

Prof. Rajiv Prakash

Dean (Research & Development)

Indian Institute of Technology (BHU)

11. We were looking to partner for an innovative idea for an innovative program for innovation;

What better company than HP which is extending its “innovation culture” to IIT BHU through

an” Innovation Incubator” CSR program. Thank you, HP! This is a win-win value proposition

for all the stakeholders and will help enhance the research output of the institute as well as

impact the social sector multifold.

118
 Sujatha Kshirsagar

Co-Founder & CEO

Drstikona

12. "We are very proud to be the CSR partner for such an innovative company like HP. We believe

through our partnership, we will be able to inculcate a sense of giving back to the society among

their employees across India and create a model to seek convergence among local institutions

such as schools, colleges, old age homes, primary health centres, orphanages, disability centres

etc. We are hopeful that this model will not inspire their internal stakeholder but also influence

the supply chain management and their vendors.

Sudhir Bhatnagar

Chief Executive Officer and General Secretary

SARD

13. “We thank you for your kind help in funding our project under CSR. The whole program & the

equipment brought under this fund has been of great help in running the international student

programs and the Industry connect program. Over 20 international students have accessed the

facilities & more than 5 Industry collaborative program proposals have been initiated. Again,

many thanks and hope to continue this collaboration”.

119
Anurag Kumar

Chief Development Officer

IISc

14. HP-Support

1. Phone Number - +91 8448709545

2. Email ID - [email protected]

3. CONTACT Address- Address: DLF Cyber City, 2nd Floor, Building No.10-A,

Gurugram, Haryana 122002

120
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technology/403937

(2017). 2017 Sustainable Impact Report. HP.

A. Ramya, S. l. (2016). 3D PRINTING TECHNOLOGIES IN VARIOUS APPLICATIONS. International Journal

Bhandari, S. (2014). 3D Printing and Its Applications. International Journal of Computer Science and
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(n.d.). Corporate Social Responsibility Policy. Hewlett-Packard India.

Edward Davis, D. W. (2016). 3D Strategy: Transforming design and manufacturing. Retrieved from
HP: https://www8.hp.com/us/en/hp-labs/innovation-journal-issue3/3D-strategy.html

Europac3d. (n.d.). Retrieved from https://www.jabil.com/content/dam/insights/case-

Europac3d. (n.d.). Retrieved from https://europac3d.com/hp_bowman_3d_printing/

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Fettig, A. (2017). Purposes, Limitations, and Applications of 3D. Culminating Projects in Information
Media, 52.

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HP. (2016, March). Hurlbut Visuals - Leading cinematographer chooses HP Z Workstations for. HP, p.
4.

HP. (2017, July). Digital Animation Studio at Middlebury College chooses HP 3D Structured Light
Scanner Pro S3 with Dual Camera to enhance creativity. HP, p. 4.

hpindiacsr. (n.d.). Retrieved from HP: https://www.hpindiacsr.com/

hpindiacsr-scholarship. (n.d.). Retrieved from HP: https://www.hpindiacsr.com/scholarships

Kalnad, C. (2016). A review on 3D Printing. International Journal of Advanced Research in Electronics

Production Line Challenges . (n.d.). Retrieved from materialise:

Shiwpursad Jasveer, X. J. (2018). Comparison of Different Types of 3D Printing Technologies. 9.

Turowski, A. K. (2016). A Survey of Current Challenges in Manufacturing Industry and Preparation for
Industry 4.0. Springer International Publishing Switzerland 2016, 3.

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3D Printing
ORIGINALITY REPORT

7 %
SIMILARIT Y INDEX
7%
INT ERNET SOURCES
%
PUBLICAT IONS
2%
ST UDENT PAPERS

PRIMARY SOURCES

1
www.hpindiacsr.com
Int ernet Source 5%
2
www.wearestillin.com
Int ernet Source 2%

Exclude quotes On Exclude matches < 1%