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N.S.L Sugars Company Ltd, Koppa. 1. INDUSTRY PROFILE HISTIRICAL INDUSTRIAL DEVELOPMENT:
India has been known as the original home of sugar cane and sugar. Indian knew the art of making sugar since the fourth century. However the advent of modern sugar industry in India dates back to mid-1930s when a few vacuum pan units were established in the sub-tropical belts of Uttar Pradesh and Bihar. Unitil the mid-50s, the sugar industry was almost wholly confined to the states of Uttar Pradesh and Bihar. After the fifties or early sixties the industry dispersed into southern India, western India and other parts of northern India. India is the largest consumer and second largest producer of the sugar in the world. The sufficient and well distributed monsoon rains, rapid population growth and substantial increases in sugar production capacity have combined to make India the largest consumer and largest producer of sugar in the world. The Indian sugar industry has not only achieved the singular distinction of being one of the largest producer of white plantation crystal sugar in the world but has also turned out be a massive enterprise of gigantic dimensions. With over 450 sugar factories located throughout the country, the sugar industry is amongst the largest agro processing industries, with an annual turnover of Rs150bn. It plays a major role in rural development and its importance for India stretches far beyond the role of a sweetener supplier. The sugar factories located in various parts of the country work as nuclei for development of rural areas by mobilizing rural resources and generating employment, transport and communication facilities. Over 45mn farmers, their dependent and a large mass of agricultural labour are involved in sugarcane cultivation, harvesting and ancillary activities constituting 7.5% of the rural population. The sugar industry employs over 0.5 MN skilled and unskilled workmen, mostly from the rural areas.
N.S.L Sugars Company Ltd, Koppa. GLOBAL SCANARIO ( INTERNATIONAL TRADE OPPORTUNITY)
International trade is of strategic importance to India has it can help maintain stability in the domestic market and despite the cyclicality in production. If there is a sugar surplus either due to excess production or due to greater economic attractiveness of cane for ethanol and cogen in the future, exports could be used if the surplus cannot be managed in the domestic market. Acceptability as a credible exporter will provide in the Indian sector an alternate set of markets for diverting surplus production. Similarly, in case of deficits, raw sugar imports could help bridge the supply gap. Globally, in the most of the key geographies like Brazil and Thailand, regulations have a significant influence on the sugar sector. Perishable nature of cane, small form land holdings and the need to influence domestic prices; all have been the drivers for regulations. India, too, sugar is highly regulated. Since 1993, the regulatory environment has considerably eased, but sugar skill continues to be an essential commodity under the essential commodity Act. There are regulations across the entire value chain land demarcation, sugarcane price, sugar cane procurement, sugar production and sale of sugar by mills in domestic and international markets. However, fundamental changes in the consumer profile and demonstrated ability of the sector to continuously ensure availability of sugar for domestic consumption has diluted the need for sugar to be considered as an essential commodity. According to a recently conducted nation-wide survey, nearly 75 per cent of the total non-levy sugar is consumed by industrial, small business and high income household segments. Further, even for a low income household.
If we considered NSL Sugars in to account, it suits up the economical standers of rural community in eve of the facts that cane has been declared as commercial crop, as result cash flow into the hands of farmers through the sugar industry which is purchasing the cane. Further NSL Sugars in its walks of life catering an uninterested power supply to the farmers in order to pump the water from the well to their fields so that the water availability is assured. NSL Sugars not only producing sugar and electricity but also producing Ethanol which could be blended with petrol and diesel and thereby it is expected to reduce the cost of the fuels and intern saving of fore exchange. In order to achieve the object narrated above, the role of work force is pivotal where they have to play a prominent role in meeting the ends of the management.
2) PROFILE:
Sri. M. Prabhakar Rao the Chairman and Managing Director of NSL Sugars Ltd., a post graduate in Agriculture, has been accredited as the Champion of the seeds production, processing and marketing throughout the Country and he is a fore runner with diversified visions and missions to combat the challenges being emerged, due to globalization and liberalization. Under his Dynamic Leadership, the said Sugar factory and the Co-gen unit, in a span of 12 months, were taken for commercial operation. The above two projects, which are the brainchild of Mr. M. Prabhakar Rao, under the able assistance of Mr. K. Ramakoteswara Rao, Executive Director, the vision and mission of the management have been brought into realistic, in order to meet the needs of cane growers of the tail end area of Mandya District with the sole intention to provide employment directly and indirectly especially to the rural community, which will pave way to shoot up the entire area Socially Economically and Educationally up. There is no exaggeration to certify that, the conglomerated vision and mission planted by the Managing Director and Executive Director started producing yields thereby, the publics in general and the farming communities in particular are enjoying the fruits. In view of the dedicated workforce and their involvement, this factory is able to complete two cane crushing seasons successfully and marching ahead ecstatic to complete the current crushing season in a grand scale. In order to contain the land becoming infertile, due to usage of excess chemical fertilizers, the management has taken steps to produce Bio/Vermi Compost fertilizers to make them available to the farmers at an affordable price and it is estimated that, the fertility of the land would be improved.
QUALITY POLICY: N.S.L sugar committed to providing quality sugar, power and distillery products on time, with satisfaction to all customers, meeting all requirements, and ensuring continual improvements in performance through development and implementation of appropriate quality management with total dedication and team work of its employees.
MISSION: Amongst the tip 20 globally To be global player in sugar, fuel and energy with a market share of 7% in India and 1% in global.
AREA OF OPARATION: production global and sugar in local and sales national
COMPETITORS:
1 2 I.C.L sugar Bannaram sugars
A BRIEF DISCRIPATION OF DOUBLE SULPHITATION & VACCUM PAN BOILING PLANTATION WHITE SUGAR MANUFACTURING PROCESS:
1. Sugar cane is the raw material. Cane is harvesting and cleaned in the fields and cleaned, dressed canes are bundled about 5 tons with sling iron ropes at the bundles are transported by trucks and tractors to the factory site. 2. After weighment they are unloaded with the help of sling type unloalders on the tables and fed to he apron type cane carrier. 3. The preparation of cane for milling is done by the leveler, cutter and fiblizer, which have sets of rotating knives with different clearances between the tips of knives and cane carrier. The fiblized chips of cane is fed to the milling tandem. 4. Extraction of juice from the prepared cane is done by crushing under pressure in the roller of five mills tandem weighed quality of imbibitions water at about 70 5 C applied on the Bagasse passing through the last two mills to extract the maximum amount of juice contained in the Bagasse. 5. The juice extracted by all mills is mixed and screened by rotary screen and pumped to Boiling through mass flow meter. 6. The raw juice is passed is mixed vertical tubular juice heaters and heated by vapour coming out of evaporators to 700 C.
CANE HANDLING :
The filed force has been entrusted with a kit containing the procedures to supply the cane to the factory through different types of trucks like bullock carts, tractors and Lorries as per the norms prescribed in the kit. NSL Sugars limited has ear marked an area of about 20 acres of land for marshaling of cane laden vehicles which are too parked in lane. To oversee the marshaling of cane laden vehicles, the specified work force are named, including security personnel. In between the marshaling yard and cane carrier there exists the weigh bridges for recording the weighment of cane laden vehicles for which the skilled operators are being put for operation in order to record the cane weighment activities. Once the cane laden vehicles, accosted the cane carrier, the grabbers will put to operation through the skilled workforce to lift the cane from the vehicles to dump the same to the moving cane carrier.
MILL HOUSE:
Once the cane is dumped to the moving cane carrier, the milling process starts initially with chopping of cane into primary fibers by a large hammer teeth (Shredder) which consists of large hammers attached to a rotor by a swing rods which are driven at around 486 rpm revolution per min by means steam turbine. NSL Sugar is maintaining five mills, each mill containing 3 rollers wherein stage by stage the primary fibers will be crushed through a series of crushing mills to extract juice to the maximum extent. Mill rollers exert huge force on the shredded cane which is fed through a vertical chute. The pressure between the rollers is sufficient to break down the shell structures of the fibers so that the sucrose could be extracted within the juice. Juice contains large amount of water which will be removed in subsequent process. After extraction of the juice the fiber powder will be sent to the boiler through the bagasse conveyor so as produce steam, which will be used to drive the mills as well as to produce the power. Extraction of sucrose as much as possible is an important element in milling. In order to augment the extraction of sugar the application of the water to the fiber in the mills is a common factor in the milling process.
3. Clarification/evaporation
The clarification/evaporation stage executes a number of functions such as: a. b. c. d. mixed juice incubation adjusting PH by addition of lime heating addition of flocculent (a product which assists contaminants to subside)
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6. Final sugar
Finally, the sugar crystal is dried and moved to large storage bins awaiting transport to sugar terminals or other areas (such as refineries). Driers are large cylinders which are fluted and rotate to pass the crystal through at an even rate whilst dry air is applied via ducted fans or large air conditioners. Moisture levels and sucrose purity are important measures for sugar quality. Storage bins hold large amounts of raw sugar and the conveyor system supplying them can be directed into different bins dependent on the product type. Low moisture levels in final sugar product and atmospheric conditions can create a risk of sugar dust explosion. Sugar dust explosions are rare, however, they have caused significant damage and loss of life in sugar mills overseas.
8. Associated operations
A range of facilities associated with sugar production are located on site including: a. laboratory and associated processes b. packaging lines c. engineering workshops covering areas such as rolling stock repair, general engineering and fabrication, and electrical d. administration areas e. molasses storage and distribution systems f. water supply and effluent systems g. mud, ash, bagasse and other by-product handling and storage.
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Cane marshaling yard Cane receival Weight bridge tippler and empty bin return system Shredder Milling train Juice heater Evaporator station Filtration Crystallization and separation Bulk sugar handling Bagasse storage bin Boiler station
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ORGANISATIONAL CHART
CHAIRMAN
MANAGING DIRECTOR
FINANCE DEPT
SALES DEPT
H.R DEPT
ORGANISATION DESIGN:
The structure and design of N.S.L Sugar ltd koppa, is functional that is it is a functional organisational structure. The company has subdivided into functional units such as, engineering, production, and maintenance department, finance department, sales department, human resource department and cane development department. It is a traditional kind of organisational design followed by N.S.L Sugar ltd.
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SUGAR DIVISION:
1. CAPACITY: 5000 TCD tons crash per day 2. RAW MATERIAL: sugar cane 3. PRODUCT: sugar 4. BY PRODUCT: bagasse, premade
POWER PLANT:
1. CAPACITY: 26 mega vat, 26 u,p 2. RAW MATERIAL: bagasse 3. PRODUCT: power
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DEPARTMENTS:
1. Administration 2. Accounts 3. Cane 4. Engineering 5. Electrical 6. Manufacturing 7. Civil 8. Power plant 9. Ethanol
10. EDP
EMPLOYEES WELFARE :
1. All workers are being issued with 3 pair uniforms once in a two year and one pair shoe every year 2. Regular health check-up camps are being conducted for the employees invoking the services of medicals fraternities 3. Ambulance has been procured and kept at factory site with full time driver to meet the exigency
SCHEDULED:
1. First shift - 6am-2pm 2. Second shift- 2pm-10pm 3. Third shift- 10pm-6am 4. General shift 8:30am-6pm
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COMPETITORS
1. I C L sugars 2. BANARAM sugar
BONUS: 18.25 last year EMPLOYEES: N.S.L sugar ltd have a total 535 employees in an organisation RECRUITMENT: Analyse application, reference check, interview panel, technical DEPT head, selected by HR people, RECREATIONAL: Safety days, women days, independence day etc. PERFORMANCE APPRAISAL: Once in a year DISPUTS: NO STRIKE: NO
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CASHIER
GODOWN MANAFER
GODOWN KEEPER
ASSISTANTS
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a) c)
Free sugar: (exercise duty) Rate fixed depends upon market condition. : (exercise duty) fixed rate.
b) Levi sugar
Export sale: (no duty) factory rate, rate is fixed by the factory itself.
SALES FIGURES LAST SEVEN YEAR: S.L NO 1 2 3 4 5 6 7 NO.. OF YEARS 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 TOTAL SALES 5,71,432 5,32,356 11,22,290 9,55,034 6,40,121 7,44,567 10,07,323
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PRODUCTIO DEPARTMENT
STRUCTURE OF PRODUCTION DEPARTMENT
GENERAL MANAGER
D.G.M. MECHANICAL
CHIEF CHEMIST
ELECTRICAL ENGINEER
CHIEF ENGINEER
SHIFT CHEMIST
SUPERVISOR
LAB CHEMIST
ELECTRICIAN
HELPER
OPARATER
HELPER
HELPER
FOREMAN
OPERATOR
HELPER
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N.S.L Sugars Company Ltd, Koppa. PROCESS FLOW, QUALITY CONTROL Brief description of Sugar manufacturing process as per process flow chart
1. Sugar cane: sugar cane which is grown in sugar growers fields in harvested on the cutting orders issued by the cash department and the harvested clean canes are bundled and transported to the factory site by means of lorries, tractors and bullock carts 2. Weighbridges: the cane received by the factories weighed along with the vehicles by means of electronic weighbridge after unloading the vehicles take weighment will be taken and net weighment of cane is arrived. The weighment particulars will be saved in the computers system for further action. 3. Cane un loader: cane unloaded are mechanical devices. There are two types of can unloads a. grape type b. sling type for sling type un loaders operations, sling wire ropes for bundling cane, are supplied by the factory to the cane growers on returnable loan basis. 4. Feeder tables: the canes which are un loaded by cane un loaders are kept on the feeder tables from which the canes are un loaded in a controlled way in to the cane carrier. 5. Cane preparatory devices: a). cane pre levellers: it ids a rotating device with news which cuts the un even canes into even layer. b). cane 20revellers: it is also a rotating devise with knives but having less clearness from the cane carrier when compared to the cane pre leveller. It cuts the cane into small pieces and prepares the canes to be in to easily by cane cutter. C).cane cutters: it is also a rotating device having more number of noises and less alertness than the cane levellers. It cuts the small pieces of cane to smaller chips and breaks the rend of the cane which is a hard material. d). Fiberize it is also a rotating devices with hammers. The cane shifts are broken the transformer fibrous material and the cane sells which contain cane juice are opened. But juice is not extracted at this stage.
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6. Imbibition water/added water: Weighed / measured quantity of hot condensate water at about 70 dig C temperature is sprayed on the bagasse (the residue coming out of the penultimate mill) entering into the last mill. The process is called imbibition and the water is called imbibition water. 7. Raw juice: all the juice from the mills are collected and filtered in a rotary screen to remove the Cush Cush. (the fine bagasses particles ) and sent to billing boiling house for further processing. This juice is called raw juice or mixed juice it is blackish green in colour with a Ph. of 5.2 to 5.4. 8. Bagasses: The fibrous residues come out of the last mill is called bagasses. It contains about 50 52% of moisture, 1.82 to 2.0 % sugar contain. 9. Raw juice tank: the screened raw juice received from mill house is collected in a tank. It is about 35c. It pumped to the raw juice heaters. While pumping the quantity is measured by means of on line flow mater. 10. Milk of lime station: in this station burnt stone lime in mixed with hot water in the lime slacker which rotates and slacks the burnt lime. 11. Sulphur burners stations: in this raw sulphur is milted with steam and the molten sulphur is burnt by using compressed air. The SBO 2 gas is cooled to 70c and mixed continuously wed juice in the juice sulphitor. 12. Clarifier: the treated juice from the treated juice heaters in pumped to the clarifier. Clarifier is a big cylindrical vessel having five compartments. 13. Clear juice: clear juice from the top position of the compartments of the clarifier is withdrawn and
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2. Scope:
applied to input products in process products, and output products within the companys quality system.
4. CONCERNED DOCUMENTS:
a. Quality manual b. Working instruction c. Quality control plan d. Quality support table e. Procedure of process control f. Procedure of non
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5. RESPONSIBILITIES:
Quality control in charge directly has responsibility to control and to maintain the implementation of this procedure. Employees working in quality control department have responsibility to follow this procedure. Other concerning person has responsibility to implement the content of this procedure.
6. FLOW CHART:
Not required
7. CONTENTS:
General requirement The inspection and testing of input products The inspection and testing of in process products The inspection and testing of final product Product specifications
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PURCHASE DEPARTMENT
Purchase organisation:
In purchasing organisation: PR: purchase Requisition (MRP: material requirement planning). Enquiry (Request for quotation). Quotation. Purchase order.
Quotation:
A quotation contains information relating to the price and other conditions for supply of a material or a service by a vender, and is termed as the vendors willingness to supply the same based on those condition. You will be able to compare the data from quotations using a Price Comparison List which will help in identifying the most reasonable vendor for supply of that item (s). After you receive the quotation, you will typically enter the quotation data (pricing/delivery) in enquiry.
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In NSL we are mainly using the following types of orders. 1. Regularise purchase order 2. Direct purchase order 3. Repeat purchase order 4. Service/work order 5. Amendment purchase order
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STORE DEPARTMENT
NATURE OF THE STORE DEPARTMENT:
The store department is very important to keeping raw materials in the organisation. N.S.L SUGAR LTD also have one store department. In the N.S.L SUGARS LTD there are many departments are there like COGEN, ELECTRICAL, MACHANIC, FINANCE, MARKETING, They are all department making order materials to the store department when they required. The store department checking in the store the material is there are not and discuss with the general manager and send G.R.I.S good receipt and inspection report to the user department and they check and pass along with 3 copies 1 copy to store departments, 1 copy to account department and 1 copy keep in user department.
MAINTENANCE: Store department maintain gate pass. RAW MATERIALS : Sulphur and liem are the raw material in the store department EMPLOYEES: Store department have 7 employees in the store department.
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CANE DEPARTMENT
STRUCTURE OF CANE DEPARTMENT
GM (CANE
FACTORY FARM
ZONAL PFFICE
CANE OFFICEE
FARM ASST
ASST
CANE OFFICER
SENIOR ASST
CIRCLE OIFFICER
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N.S.L Sugars Company Ltd, Koppa. NEW TECHNOLOGY: TRIPARIGATION this technology save 80% wastage for 1
acre.
DEVELOPMENT: NETWORK:
Organisation having a huge business around 450 villages and divided into three divisions in 13 Taluk. Cane department have a 1 head senior, 1 cane officer and 1 field officer and provide 1 field officer who give information to the formers throughout year is that how can they produce cane and collect information from them. It provide plantation throughout year from June to May. And soil test for free of cost from June to 25th may.
CANE PROCUREMENT:
Take the print out date wise daily, monthly, weekly they called check list seniority basis. We have target daily 5000 tons procure and supply to 13 division.
BRANCHES:
Organisations have a various branches like Bangalore, Hyderabad, Bellary, and local harvest. Average made 1.5, 1.22 and 1.11 local target.
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N.S.L Sugars Company Ltd, Koppa. MAKING SUGAR OUT OF THE CANE:
The organisation recovered sugar is 9.4 this means total sugar produce from 1 TON cane we got 94kg sugar.
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CHIEF ENGINEER
CHIEF ELECTRICAL
CHIEF CHEMIST
INSTRUMENTATION MANAGER
SENIOR ENGINEER
SENIOR ENGINEER
JUNIOR CHEMIST
ENGINEER
SHIFT ENGINEER
SHIFT ENGINEER
OPERATOR
TECHNICIAN
HELPER
HELPER
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FINANCE DEPARTMENT
SOURCE OF CAPITAL :
Finance is the life blood of an a industry. The same applies to NSL, much of the funds are self-generated by the: 1. sale of sugar to different brokers 2. equity and debenture capital 3. term loan from financial institution 4. buffer stock
CAPITAL STRUCTUR:
The debt equity ratio was at 3.00:1 in 2011-12 and 2.77:8 in 2010-11 and has against 2:9 for sugar production
CASH MANAGEMENT:
Cash is the most important current assets for the operation of the business. Cash is the basic input needed to keep the business running on a continuous basis it is also the ultimate output expected to be realized by selling the services or products manufactured by the firm. The fine should keep sufficient cash neither more or less.
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Strategy
System
Shared Values
Skills
Style
Staff
McKinneys 7s elements are distinguished as 3 hard Ss and 4 soft Ss. Hard Ss:- Structure, Strategy, System. Soft Ss:- Style, Staff, Skill, Shared value.
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N.S.L Sugars Company Ltd, Koppa. STRUCTURE:Effective organization achieves a fit between these seven elements. This criterion is the origin of the other name of the model: diagnostic Model for organizational effectiveness. If one element changes then this will affect all the other.
For ex; a change in HR-systems like internal career plans and management training will have an impact on organizational culture (management style) and thus will affect Structure, processes, & finally characteristic competences of the organization
STRATEGY:
Action a company plans in response to or anticipation of changes in its external environment. Major action plan of SSL; prepare to develop sugar production capacity of 10, 00,000 MT per annum. A mission is very reason and jurisdiction for the existence of a firm. It is usually expressed in terms of the benefits the firm that firm provides to its customers. An organization mission statement states that what it is, why it exists and the unique contribution it can make. To emerge as global mining organization with international standards of excellence, rendering optimum satisfaction to all its stakeholders.
E.g.:- Waste elimination During the process of extraction of sugar they are getting many wastes like Bagasses, Molasses, and Press mud. But these wastes are reused as a raw material for some other purposes like bagasse is used to generate power, molasses is used for manufacture chocolate or distilleries and press mud is used for Fertilization.
SYSTEM: Systems refer to all rules and regulations and procedures both formal and informal that complement the organization structure. It includes production, planning and
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STAFF:
The people/human resource management processes used to develop managers, socialization processes, ways of shaping basic values of management cadre, ways of introducing young recruit to the company, ways of helping to manage the careers of employees
SKILLS:
The distinctive competences what the company does best, ways of expanding or shifting competences. The term skill includes those characteristics which people use to describe a company the dominate skill or the distinctive competence of an organization are part of the organization character.
SHARED VALUE:
Guiding concepts, fundamental ideas around which a business is built must be simple, usually stated at abstract level, have great meaning inside the organization even though outsiders may not see or understand them. It refers to a Set of values and aspiration that goes behind the convention formal statement of corporate objectives
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STRENTH
Good cane potentiality. Good water source by K.R.S. Financial facilities etc. Financial sound group of company
WEAKNESS:
Limited area (restricted). Cane price will be fixed by government. Sugar sales quantity will be decide by central government. Sugar cane quantity will be decided by the central government.
OPPORTUNITY:
Capacity expansion. Technology improvement (auto motion). Foreign sugar export. Central Govt. is encouraging for foreign market.
THREAT:
Cyclone in nature. Political intervention. Government policies. The percentage of recovery is comparatively less than other area in the country.
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RATIO ANALYSIS:
A) LIQUIDITY RATIO: current assets / current liability
1, 12,30,13,757,45 / 28, 67, 05,078.55 = 3.92:1 Current assets measure the ability of the firm to meet its current liabilities: current assets get converted into cash during operating of the firm they provide the fund needed to pay current liabilities. The ideal current ratio increased from 3.92 to 4.00 which shows that the liabilities position of the firm increased B)
QUICK RATIO:
=2.17:1 Quick ratio expresses the relationship between quick assets and quick liabilities, The ideal quick ratio is 2.17:1 liquid ratio increased from 2.17 to 3.00 which shows that cash Balance has increased when compare to other current assets
= 3.51% Net profit ratio shows the earning left for shareholders as a percentage of net sales. Net profit is low which shows that the firm is incurring more expenditure on administration, selling and financing etc.
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= 4.99% The company generates the liquidity with the assets of the company how much it Paying the returns. But company having 40% returns for liable holders Return on net worth ratio = net profit after tax / net worth*100 5, 59, 88,332.10 / 83, 63, 08,678.90*100
= 0.06% In this ratio we also know the company insolvency position because it shows 0.06% in the both previous and the current year. D) SOLVENCY RATIO: net profit after tax + deprecation / long term liability + sort term liability
15,59,09,653.68 / 1,39,55,36,569.85
= 0.11:1
Is no such liability in NSL Sugars Company ltd therefore company having 0 level there of solvency position in the current year.
1,10,88,31,491.30 / 36,85,64,570.00
= 3.00:1 The debt equity ratio of the company was 3.00:1 in 2012 which has return to 4.00 in 2013
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3. MOLASSES SALES
5,29,91,091.00
1,27,39,836.00
4. OTHER INCOME
2.01
2,97,82,377.12
63,86,448.95
TOTAL
1,59,08,03,919.16
1,23,46,77,907.55
EXPENDETURE
2,47,90,563.00
57,40,710.00
CANE PROCUREMENT & DEV EXP MANUFACTURING EXPENSES ADMINISTRATING EXPENSES RAW SUGARS CONE
2.02
4,83,78,326.00
1,73,62,738.31
2.03
10,42,37,273.00
10,06,19,886.51
2.04
1,70,15,269.58
1,56,56,050.91
2.05
0.00
0.00
2.06
80,05,581.79
58,71,146.53
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CO-GEN UNIT:
50,70,45,171.80 4,23,29,513.00
18,07,26,782.00 4,40,41,807.00
2.07
2,20,14,743.00
2,74,81,260.49
-4,96,59,242.00
3,58,79,023.00
1,42,64,70,396.05
1,09,92,88,236.97
16,43,33,523.11
13,53,89,670.58
1.05
9,99,21,321.58
10,54,31,593.83
6,44,12,201.53
2,99,58,076.75
LESS: MAT FRINGE BEN TAX PAT 80,62,568.47 3,61,300.96 5,59,88,332.10 34,57,84806 4,22,265.35 2,60,77,963.34
1,42,87,317.48
97,82,681.49
7,02,75,649.58
3,58,60,644.83
7,02,75,649.58
3,69,57,330.81
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50,71,47,296.87
43,68,71,647.29
2) LOAN FUNDS: A. SECURED LOAN B. UNSECURED LOAN TOTAL B 1.03 1.04 1,09,77,11,813.34 1,11,19,677.96 1,20,21,19,191.27 1,11,19,677,96
1,10,88,31,491.30
1,21,32,38,869.23
TOTAL (A+B)
1,61,59,78,788.17
1,65,01,10,516.52
APPLIATION OF FUNDS: 1.FIXED ASSET: A. GROSS BLOCK B. DEP TO DATE C. NET BLOCK D. CAPITAL W.I.P TOOTAL C 1.05 1,36,85,00,318.63 68,63,85,853.17 68,21,14,465.46 1,07,67,316.69 1,32,25,99,159.77 58,83,83,050,33 73,42,16,109,44 1,74,16,362.28
69,28,81,782.15
75,16,32,471,72
1. INVESTMENT TOTAL D
1.06
5,35,900,00
5,35,900.00
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A. INVENTORIES B. SUNNDRY DEBTORS C. CASH AND BANK BALANCE D. LOANS & ADVANCES TOTAL E
1,12,30,13,757.45
1,00,16,17,916.09
LESS: CURRENT LIABILITIES AND PROVISION: PROVISIONS TOTAL F 1.11 28,67,05,078.55 19,77,81,345.58
28,67,05,078.55
19,77,81,345.58
83,63,08,678.90
80,38,95,570.51
2,88,11,118.20 5,74,41,308.92
5,08,92,582.85 4,31,53,991.44
TOTAL (C+D+H+I)
1,61,59,78,788.17
1,65,01,10,516.52
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ORGINISATION FINDINGS:
The production plant and COGEN plant is fully computerized. The company is planning to increase its sugarcane crushing capacity. The company is planning to supply its power to TATA Company limited. The company is showing more interest towards foreign market. The company has a separate department called cane development department where farmers are encouraged by giving loans to grow more and more sugarcane. The company has adopted new techniques and procedures to cut total cost.
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PART-G CONCLUSION:
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Conclusion:
Sugar industry is a seasonal, agro-based industry occupies an important place in the economy. It has an immense potential for transforming the rural economy into selfgenerating one. The industry can except to grow and emerge as a key player in the international arena.
When such is the case, safety and welfare measure observed in the industries have a important role in the development of the industries.
N.S.L SUGAR COMPANY LIMITED has made great efforts after its privatisation and succeeded in market from past 36 year and it is frequently working on its objective that is growth, as N.S.L SCL believes growth as the success of the organization.
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BIBLIOGRAPHY:
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BIBLIOGRAPHY:
COMPANY ANNUAL REPORT 2011 2012
Books:
V S P Rao second Edition, Human Resource Management, Anurag Jain publisher, New Delhi 110 028,PP 23 29 Philip Kotler, Marketing Management, Twelth Edition, Published by Dorling Kindersley (India)
Websites:
http://www.N.S.L Sugars.com/ N.S.L Sugars Company Ltd, last accessed on 15th august 2012
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WEEKLY REPORTS
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