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Small highly saturated interior permanent magnet- synchronous machines (IPMSMs) show a very nonlinear behaviour. Such machines are mostly controlled with a closed-loop cascade control, which is based on a d-q two-axis dynamic model with constant concentrated parameters to calculate the control parameters. This paper aims to present the identification of a complete current- and rotor position-dependent d-q dynamic model, which is derived by using a finite element method (FEM) simulation. The machine’s constant parameters are determined for an operation on the maximum torque per ampere (MTPA) curve. The obtained MTPA control performance was evaluated on the complete FEM-based nonlinear d-q model.

A FEM model was used to determine the nonlinear properties of the complete d-q dynamic model of the IPMSM. Furthermore, a fitting procedure based on the nonlinear MTPA curve is proposed to determine adequate constant parameters for MTPA operation of the IPMSM.

The current-dependent d-q dynamic model of the machine models the relevant dynamic behaviour of the complete current- and rotor position-dependent FEM-based d-q dynamic model. The most adequate control response was achieved while using the constant parameters fitted to the nonlinear MTPA curve by using the proposed method.

The effect on the motor’s steady-state and dynamic behaviour of differently complex d-q dynamic models was evaluated. A workflow to obtain constant set of parameters for the decoupled operation in the MTPA region was developed and their effect on the control response was analysed.

The three cases (Case A: JSW Steel's Ispat Acquisition: The Opportunity; Case B: JSW Steel's Ispat Acqusition: The Setback & Case C: JSW Steel's Ispat Acquisition: The Turnaround Strategy) describe the business situation leading to acquisition of Ispat by JSW, the acquirer company's failure to realize synergies post-acquisition, and the subsequent turnaround initiatives to salvage the situation. In 2010, JSW Steel, a 14 mtpa Indian steel company acquired Ispat Steel with annual production capacity of 3 mtpa. The acquisition was part of JSW's multipronged strategy to realize its aspiration of being a 40 mtpa firm. At the time of acquisition, Ispat had huge debts, a long pipeline of unfinished projects, high production costs and unpredictable cash flows. Its main plant, Dolvi was shutdown for 45 days. However, the plant also had numerous advantages. It was located near the seashore and was technologically very advanced. Case A describes the events leading to acquisition of Ispat by JSW. It captures the facts, opinions and inferences around the acquisition decision, which were used as inputs in the due diligence process to assess synergies between JSW and Ispat. The case describes the economic, competitive, and industry factors prevailing in 2010 when JSW was thinking of acquiring Ispat.

To optimize the performance of direct torque‐controlled interior permanent magnet synchronous motor drives, the purpose of this paper is to modify the constraints and strategies of such a control while accounting for magnetic saturation.

The machine model used to investigate the proposed method is the conventional two‐axis machine model, which is modified to include magnetic saturation in the quadrature axis. With the consideration of magnetic saturation, all optimal strategies, which correspond to the maximum torque per ampere and field weakening strategies, and motor‐inverter limitations are derived in T−|ψ_s| plane to apply in the direct torque control (DTC) method. Such strategies which take magnetic saturation into account and determine the optimal torque and flux commands are derived and implemented in DTC method.

Using the modified strategies ensures that the machine capacity is applied as much as possible. Simulation results emphasize the applicability and effectiveness of the proposed control process.

In order to use the proposed method, it is necessary to define quadrature‐axis inductance as a function of quadrature‐axis current. Since, in this method, a simplified function is applied, it is not required to know exact magnetic behavior of motor and this simplified function can be easily obtained using finite element softwares.

Using the proposed method in practice results in better dynamic operation as well as maximal usage of the motor capacity.

This paper deals with consideration of magnetic saturation in DTC method which is not done in pervious works.

The purpose of this paper is to investigate how the dc-link voltage for the converter of a wind generator should be selected, i.e. to determine the losses in the generator and the converter when using various dc-link voltage levels.

To presents the efficiency evaluation of 5 MW wind turbine generating systems, two 5 MW surface mounted permanent magnet synchronous generators (PMSG) with medium and low rated voltage is designed. A two-level transistor converter is considered for ac/dc conversion. Three different dc-link voltage levels are used. By using these voltage levels the PMSG is utilized in slightly different ways.

It is found that the system with the lower voltage machine has slightly higher annual energy efficiency compare to the higher voltage system. Furthermore, it is shown that the best choice for the dc-link voltage level is a voltage between the minimum voltage which gives the desired torque and the voltage which gives Maximum Torque Per Ampere.

A procedure as well as investigations with quantified results on how to find the highest complete drive system efficiency for a wind turbine application. Based on two given PMSG, the most energy-efficient dc-link voltage has been established.

Karaikal Port Private Limited (KPPL) was a special purpose vehicle created by MARG Group on February 18, 2006 to develop Karaikal port. According to the concession agreement signed for a period of 30 years, KPPL was given rights to Karaikal port on a Build, Operate and Transfer (BOT) basis. It was to phase the building of the port based on short term, midterm and long term demand. By August 22, 2011, Phase I of construction had been completed, and Phase IIA was nearing completion. Though the project had not faced any major problems in its development, there were issues such as restrictions on the availability of land for any future expansion, limited scope of hinterland businesses, small scale environmental issues and others that needed to be addressed for the future development of the port.

The case may give students experience with the types of a situation they may encounter when running their own companies or serving as consultants in terms of identifying relevant information and appropriate approaches to dealing with local communities in projects involving the exploration and exploitation of natural resources. The case encourages students to critique the strategy of a firm in managing their different stakeholders. The case may also enhance their understanding of the “new” roles expected of corporations when engaging in projects involving local communities in developing countries. The case can be used to promote awareness of the social and environmental impact of industries associated with the exploration and exploitation of natural resources. Within developed or developing countries, master’s students are often employed by multinational corporations, many of which operate in natural resource industries. A greater understanding of the economic, social, and environmental challenges inherent in corporate social responsibilities programs in these industries may enhance their ability to deal with such situations. Such students are also increasingly likely to find work with non-governmental organizations (NGOs) helping local communities deal with largescale projects and confront major corporations.

The case is about the POSCO-India’s project to build 12 MTPA integrated steel plant in the Indian state of Odisha in 2005. The case presents the history of the project, recognizing the different stakeholders groups, the perspectives and interests of different stakeholders groups, the various actions taken by POSCO-India, and the results of the various engagement efforts of POSCO to develop the project. The case deals with the perspective of POSCO-India, Government of Odisha (GoO) and the local community getting affected by POSCO’s project on the issues of social, environmental, and economic sustainability. The case also discusses POSCO’s effort to engage with the local community and state government. The case tries to analyze the issues that come with developing big infrastructure projects. The case provides a framework for evaluating the complexity in engaging with the different stakeholder groups. The paper uses a framework for analyzing stakeholders based on their power, legitimacy, and urgency of their claims. The case will also demonstrate the complex institutional set-up in emerging markets and due to which sometimes it becomes difficult for organizations to implement such exploration projects to fulfill their social and environmental commitments. Finally, the case helps students to explore the implications of large-scale industrial projects especially in developing countries and analyze critically the corporate-society relationship.

The case was developed for master’s level course in business strategy, consulting, business policy, corporate governance, and corporate social responsibility, business ethics, and corporate sustainability in a 90 minutes session.

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CSS 11: Strategy.

The three cases (Case A: JSW Steel's Ispat Acquisition: The Opportunity; Case B: JSW Steel's Ispat Acqusition: The Setback & Case C: JSW Steel's Ispat Acquisition: The Turnaround Strategy) describe the business situation leading to acquisition of Ispat by JSW, the acquirer company's failure to realize synergies post-acquisition, and the subsequent turnaround initiatives to salvage the situation. The Case A details the potential synergies that were identified during due diligence process while the Case B details the setbacks which did not allow JSW to realize the anticipated synergies. Nevertheless, not deterred by the setback, JSW salvaged the situation by undertaking a massive turnaround program aimed at plugging strategic, operational and organizational gaps. Concurrently, several initiatives were also taken to integrate the processes and workforce of the two organizations. Eventually the JSW team succeeded in turning around Ispat and merged it with the parent group. Case C provides a rich description of the turnaround and integration initiatives by JSW.