THIs PROJECT CONTAINT THE RATIO SAND THEIR INTERPRETATION

1. CONTENTS
SL TOPICS PAGE NO
NO
PART-A
 Introduction to the concept
 Industry profile
 Background and inception of the company
 Nature of the business carried
 Vision, Mission and Quality policy
 Product/Service Profile
 Area of operation-Global/National/Regional
 Ownership pattern
 Competitors Information
 Infrastructural facilities
 Achievement/ Awards
 Work flow model
 McKinney‟s 7‟S Model
PART-B
 Title of the project
 Statement of the problem
 Objectives
 Data collection
 Statistical tools used for research
 Sampling Technique
 Plan of Analysis
 Limitations of the study
 Data Analysis & interpretation
 Summary of findings
 Suggestions
 Conclusions – Future Growth
 Learning Experience

2. Introduction to the concept
India is developing country in which more than 70% population is dependent
upon agriculture. In India Wheat, Cotton, Rice, Tobacco & Sugarcane are the some main crops.
But the sugar cane is one of the important agricultural productions. And or by using the sugar
We produce sugar. Which is very important item of daily meals? Sugar is mainly used for tea,
Coffee and so many food products. It is also important raw material for bakery industry. The
Sugar is produced by so many co-operative and also private factories.
The first scheme of sugar factory in co-operative society has been introduced by
Mr.G.N. Sahastrabudhe & R.N. Hiremath in 1912. But first Co-operative sugar factory started
in 1918, by the Lallubhai Samaldas & G. N. Sahastrabudhe in baramati. But due to lake of
sugar Cane the factory stopped its working in 1924.
After that, in co-operative field, under the guidance of Vilnalirao patil, Dr Dhanjay
Gudgil Tried to start second co-operative sugar factory. He was started pravar -co-operative
Sugar factory in 1950 at loni this factory got success in market therefore some other sugar
Factories were going to start in Pune, after, the late 1970 there was a rapid increase in
trend of co-operative sugar factory.

3. PFROFILE OF THE INDUSTRY

4. INDUSTRIAL PROFILE
ABOUT THE SUGAR INDUSTRY IN INDIA:-
India has been known as the original home of sugar & sugar cane.indian
Mythology supports the above facts as it contains legends showing the origin of sugarcane.
India is the second largest producer of sugarcane next to BRAZIL. Presently above 4 million
Hectors land is under the sugarcane with an average yield of 70 tonnes per hectors.
India is the largest single producer of the sugar including traditional trade
Sugar sweeteners, Khandsari & gur equivalent to 26 million tonnes row value followed by
Brazil in second place at 18.5 millions tonnes. Even in respect of white crystal sugar. India
has ranked No.1 position in 7 out of last 10 years.
HISTORY OF SUGAR INDUSTRY IN INDIA:-
Traditional sweeteners gur & khandsary are consumed mostly by the rural
population in India. In the early 1930‟s nearly 2/3rd of sugarcanes production of alternates
sweeteners gur & khandsari. With better standard of living & higher incomes, the sweetener
demand has shifted to white sugar. Currently about 1/3rd sugarcane production is utilized
by the Gur & Khandsari sectors . being in the small scale sector, these two sectors are
completely free form controls & taxes which are applicable to sugar sector.

5. The advent of the modern sugar processing industry in India began 1930 with
grant of tariff to the Indian sugar industry, The number of sugar mills increased from 30 in
the year 1930-31 to 135 in the year 1935-36 &the production during the same period in
created form 1.20 lakh tonnes to 9.34 lakh tonnes under the dynamic leadership of private
Sector.
The area of planning for industrial development began in 1950-51 & Government
laid down targets of sugar production & consumption, licensed & installed capacity, Sugarcane
production during each of Five year plan periods.
MANUFACTURING PROCESS & TECHNOLOGY:-
Sugar (sucrose) is a carbohydrate that occurs naturally in every fruit & vegetable .
is a major product of pirotosynthesis, the process by which plants transforms the sun‟s
energy into food. Sugar occurs in greatest quantities in sugarcane & sugar beets form which
it is separated for commercial use. The natural sugar stored in the cal stalk or beet root is
separated from rest of the plant material through a process known as refining.
For sugarcane the process of retaining is carried out in following steps.
Pressing of sugarcane to extract the juice.
Boiling the juice unit it begins to thicken & sugar begin to crystallize.

6. Spinning the crystal in a centrifuge to remote the syrup, producing raw sugar.
Shipping the raw sugar to a refinery where it is wasted & filtered to remove
Remaining non –sugar ingredient & colour.
Crystallizing, drying & packing the refined sugar.
Beet sugar processing is the similar but it is alone in one continuous process without the
raw sugar stage. The sugar beets are washed sliced & soaked in hot water to separate the
sugar containing juice from the beet fiber. The sugar laden juice is the purified, filtered,
For the sugar industry, capacity utilization is conceptually different from the
applicable to industries in general. In depends on three crucial factors the actual numbers of
ton sugarcane crushed in a day, the recovery rate which generally depends on the quality of
the cane & actual length of the crushing season.
Since cane is not transported to any great extent, the quality of the cane that a
factory receiver on its location & it outside its control. The length of the crushing season also
depends upon location with the maximum being in south Indian. sugarcane in India is used to
make either sugar, Khandsari or gur . However sugar products produced are divided into four
basic categories; Granulated, brown, liquid, sugar, and invert sugar.

7. PFROFILE OF THE COMPANY
Name of the factory Shree Halasidnath Sahakari
Sakhar Karkhana LTD.
Address Shree Halasidnath Sahakari
Sakhar Karkhana LTD.
Shankaranand nagar, Nipani.
TAL:-Chikodi. DIST:-
Belgaum
PIN:-591237.
Year of Establishment APRIL-1981.
1st Crushing Season JANUARY-1987.
Register Number DSK/REG-2/80-81.
Register Date 22-04-1981.
Phone Number STD CODE (08338)
Chairman-220355
Office-222090
FAX Number (08338)221315

8. BACKGROUND &INCEPTION OF THE COMPANY

9. BACKGROUND & INCEPTION COMPANY.
Halsidhanath sahakari sakhar karkhana is placed 3 km away from Nipani in north
side at Shankaranandnagar , Tal:chikodi Dist: belgaum. Halsidhanath sahakari sakhar karkhana
is the support pillar to the sugar cane producer farme‟s in the Nipani area. The karkhana was
started by the some social worker‟s in nipani area with a view to provide an good option to
the former in this area like sugarcane.
Mr. Baburao Budihalkar was the chief promoter in this project But, some other
The foundation of karkhana building was held on 9-11-1982. The chief guest for
this function was Shri.Rajiv Gandhi who was the prime minister of India in that time. The Karkhana
started its regular working on 30-9-1989. The delay was due to the changing political conditions
in Karnataka state.
The Karkhana developed a very good rapport with the farmers in this area and worked
for their progress . So, the karkhana is operating in entire Chikkodi taluka and Alur,Bhairapur,
Kanagala, Shippur, Karajaga,Rashing,Bad,Nangnur,Mattiwade,Hitani,Shekinhasur,Konankeri,
sadlaga thirteen(13) villages in Hukkeri taluka.

10. Only Belgum in Belgum laluka and Soudatti in Raibag Taluka all these part of Belgaum district
in the Karnataka state. And Arjuni, Chikhali, Gorambe, Shendur, Shankarwadi, Vandur all
these eight (8) villages in Kagal taluka is a part of Kholapur district in the Maharashtra state
Thus, it will comprise of part of Belgaum district and part of Kolhapur district, from two
adjoining states.
OBJECTIVES AND FUNCTIONS:-
The principle object of the karkhana will be to promote the interests of all its
members to attain their social and economic betterment through self help and mutual
aid in accordance with the co-operative principles.
To prepare and implement the programme for harvesting and transportation of
sugarcane on behalf of the member‟s from their field to factory in supply of sugarcane
to factory for crushing and to avoid probable losses of sugar in cane.

11. To manufacture sugar, Jaggery and its allied by products from the sugarcane
supplied by the members and other and to sale these products at good price.
TO install the factory for manufacture sugar on large scale basis and to take all
necessary steps to run it efficiently
To install the necessary machinery required for producing of bagasse, molasses,
Press-mud etc.
To ruchase the means of transportation and to run, to give and to take on hire basis.
To install research centers and to assist the existing research institutions and to
undertake research work helpful to sugarcane, sugar and allied industry. r6

12. NATURE OF THE BUSSINESS CARRIED

13. NATURE OF THE BUSINESS CARRIED:-
S.H.S.S.K.LTD. is co-operative sector firm. It is a manufacturing company.
It produces sugar, molasses And supplies sugar tp Nipani, Chikodi Taluka, Raibag Taluka,
saudatti, and Hukkeri Taluka. It operates within Karnataka as well as outside Karnataka.
Nature of business carried Shri Halasidhanath sahakari Sakhar Karakhana
Ltd is involved in the activity of manufacturing white crystal sugar products which is the
main product. The process of production involves conversion of.
1) Raw sugar cane to sugar,
2) Raw sugar to refined sugar, Molasses, Bagasses are its by products.
MOLASSES:-
Molasses is mainly used for the manufacture of ethyl alcohol(ethanol)
yeast and cattle feed.
BAGASSES:-
Bagasses is usually as a combustible in the furnaces to produce steam,
which in turned is used to generate the power, it is also used as raw materials
for the production of paper and as feedstock for the cattle.

14. VISION, MISSION & QULITY POLICY

15.  VISION:-
The company‟s vision is to become the most efficient
producers of sugar and the largest marketer of sugar and ethanol in the country.
 AIMS:-
To expand its installed capacity, achieve end-to-end integration for all its plants to
improve margins and reduce business cycle.
Achieve greater raw material security.
Increases its focus of cooperate and high volume consumers.
To become the most efficient and market driven integrated processor of sugarcane
in India.
Delivering consistently on returns to all its shareholders.
Briging overall productivity and efficiency throughout the organization, especially by value
addition of it‟s by products in sugar effluent waste etc.
Producing the best quality sugar to satisfy the domestic and internal nor
 MISSION:-
Provide employment & contributed to the welfare to society.
Provide market for sugarcane growers & ensure suitable price for their crop.
To take care of environment, avoid pollution & protect other species.
To avoid wastage of resources & to make optimum utilization of resources.
 QUALITY POLICY:-
To provide quality at lowest possible costs.
To avoid usage of such products which are harmful for the person‟s health & life.

16. PRODUCT PORFILE

17. PRODUCT PROFILE:-
Shri Halasidhanath Sahakar Sakhari Karakhana Ltd established for the purpose
of sugar while producing the sugar some raw juice and raw bagasses become molasses
and some other by-product.
The Shri Halasidhanath Sahakar Sakhari Karakhana Ltd is producing following product
1) Sugar
A) Medium-30
B) Small-30
C) Levy
2) Molasses
3) Compost
4) Bagasses

18. AREA OF OPERATION

19. AREA OF OPREATION:-
The Shri Halasidhanath Sahakar Sakhari Karakhana Ltd has wide range
of area of operation for continuous and regular flow of sugar cane from different
authorized area within the 80 kms. Around the spot of plant includes some region
of two states from Maharashtra and Karanataka under.
SR.NO NAME OF TALUKA DISTRICT NUMBER
1 Chikodi Belgaum 43
2 Hukkeri Belgaum 05
3 Raibag Belgaum 04
4 Belgaum Belgaum 01
5 Jamkhandi Baglkot 01
6 Athani Belgaum 05
7 Kagal Kholapur 09
TOTAL 68

20. OWNERSHIP PATTERN

21. Shri Halasidhanath Sahakar Sakhari Karakhana Ltd established in the year 1981
at Hala sugar gram of chikodi Taluka. It was resolved to collect the share of established this
sugar factory in co-operative basis. Let the late Baburao B patil Budhialkar and other social
workers and leader working in co-operative sector also come forward to assist team in the
starting this factory. It is joint venture with share capital of Rs. 104940000 contributed by
18990 share holders. The company was established in the year April 1981 & started the
crushing in January 1983. The company is registered under the provision of companies
Act-1956.
THERE IS TOTALLY 15 BOD‟S.
Grower member will elect 12 BOD‟S
1 Director will be elected by the co-operative.
1 Director nominated by the principal of financial agency.
Apart from this 14 director, managing director will be deputed by the government

22. PRESENT BOARD OF DIRECTORS ELECTED DIRECTOR
Shri. D.A.Chougale Managing Director
Shri. Babasaheb .S. Saasne Chairman
Shri .Ramagounda .R. Patil Vice- Chairman
Shri .Ganesh .P. Hukkeri Director
Shri .Appasaheb .S. Jolle Director
Shri. Annasaheb .A. Patil Director
Shri. Vishawanath .S. Kamate Director
Shri. Malagounda .P. Patil Director
Shri. Anand .D. Ginde Director
Shri. Chandrakant .S. Kotiwale Director
Shri. Ramagounda .B. Patil Director
Shri. Ramagounda .Y. Patil Director
Shri. Kanthinath .G. Chougale Director

23. MEMBERSHIP OF SHARE CAPITAL:-
The membership of Shri Halsidhanath Sahakari Karakana Ltd has been accepted by
different individuals and firms categorized into three classes as under
„A‟ Class involves the grower (farmers of agricukturist)
„B‟ Class involves the institute and non-grower
These are:-
1. Co-operative Societies
2. The belgaum District Central Co-operative Bank Ltd.
3. Karnataka State Agro –Industrias Co-operation, Bangalor.
„C‟ Class involves the state government of karnakata.
The above said members born their share as share capital as
Sr No Member class No of Shares Share capital
1 A Grower 15,924 613.52
B co-operative society
2 Non-Grower 3065 60.06
3 C Government of Karanataka 1 375.82
Total 18990 1049.40

24. COMPETITORS INFORMATION
The main competitors are as follows
Doodh Ganga Shakari Sakhare Karkhane, Ltd
Crashing capacity-5500 TCD
Recovery -11.5%
Sugar production -10000 Qtls (per day).
Venkateshwer Sugar Ltd
Cashing capacity -2500 TCD
Recovery -10.5%
Sugar production -3000 qtls (par day).
Renuka Sugar Ltd
Crashing capacity -10000 TCD
Recovery -11.2%
Sugar production -14000 Qtls (par day).

25. INFRASTRUCTURAL FACILITY.

26. CATEEN
The management provides multi-purpose cooking range, utensils, working capital, and
installation of gas equipment free building expenditure towards purchase of furniture. Actual
expenditure towards consumption of water, electricity and gas, annual subsidy. the rates of
foodstuffs in the canteen are fixed on no –no profit basis. The workers who are working in
the production department are entitled for Tea free at cost while they are on duty.
TRNSPORTATION
Up to 40 km. three transportation facilities is provided to farmers rate structure of
vehicles as per kilometres
Sr. No KM Rate per km Sr No KM Rate per km
1 5 45.56 11 55 156.77
2 10 57.76 12 60 166.83
3 15 73.12 13 65 174.02
4 20 86.34 14 70 183.80
5 25 98.16 15 75 192.75
6 30 106.30 16 80 199.12
7 35 117.45 17 85 209.24

27. WATER
It is established the river Vedganga. there is sufficient supply of water required for
production process.
POWER
There is provision electricity from KPTCL. & company generates its own power through
boilers during crushing of sugarcane.
ACHIEVEMENTS
In 1996-97 from South Indian Sugar Technologists Association (SISTA) for best
achievement award in cane development.
FATURE GROWTH AND PROSPECTUS
To undertake such activities as are identical and conductive to the development
the socity.
To inn coverage for other crops where sugarcane not grown.
To expand crushing capacity.

28. WORKFLOW MOODEL

29. WORKFLOW MODEL
CANE
Milling
Primary Juice Last Mill Juice Bagasse
Boiler
Mixed Juice Heating 65 C->Lime +SO2 application Elec Generation
Clear Juice Heating 100 C
Syrup Mud Settled (cake)
A M/C B M/C C M/C
Sugar 100/50 kg A.H A.L B Seed B heavy
Molasses Molasses Molasses
Gradation
Weighment C seed C.L Molasses F.M Class
Godowns

30. APPLICATION OF 7‟S MODEL
OF MC, KENSEY‟S
Structure
Strategy System
Shared
Values
Skill Style
Staff

31. Introduction
Strategic planning refer to the management processes in organization which
helps in management to determine the future impact of change and take the current
decisions to reach designed future. The management literature is replace which
instance of organization which have fade stress in strategic planning but not have
been phenomenally successfully.
Consultants at the Mc.Kensy„s company very well known management
consultancy firm the created states develop the 7‟ s frame work towards the end of
7 „s diagnose the causes of organizational problems and to formulate problems for
important. The following is the 7‟s frame related to the Mc. Kenny‟s 7‟s frame work
According to waterman organizational change is not simply matter of structure
although structure is a significant variable in the management of change. Again it is not a
simple relationship between strategy and structure although strategy is also critical as put.
In their view effective organizational change may be understood to be a complex relationship
between strategy, structure, system and style, skill, staff, and super ordinate goals. The
framework suggests that there is a multiplicity of factors that influence an organization and
ability to change and its proper mode of change.

32. STRUCTURE OF ORGNIGIATION
SHARE HOLDER
BOARD OF DIRECTOR
CHAIRMAN
MANAGING DIRECTOR
Share Section Time and labour Purchase Section Store Section Sales Section
Security Section Cane Development Engineering Section Production Section
Sections

33. SHARE SECTION:-
Head:- M.T. PATIL
According to by-law, the factories authorized share capital is Rs 20 crores. At
present the number of shareholders is 18990 and capital collected from all the shareholders.
i.e. Rs 10,49,40,000/-
The membership of Shri Halsidhanath Sahakari Karakana Ltd has been accepted by
different individuals and firms categorized into three classes as under
„A‟ Class involves the grower (farmers of agricukturist)
„B‟ Class involves the institute and non-grower
These are:-
4. Co-operative Societies
5. The belgaum District Central Co-operative Bank Ltd.
6. Karnataka State Agro –Industrias Co-operation, Bangalor.
„C‟ Class involves the state government of karnakata.
The above said members born their share as share capital as
Sr No Member class No of Shares Share capital
1 A Grower 15,924 613.52
B co-operative society
2 Non-Grower 3065 60.06
3 C Government of Karanataka 1 375.82
Total 18990 1049.40

34. TIME OFFICE LABOUR WELFARE DEPARTMENT:-
HEAD: - S.G. MORE.
Time office is one of the main part of the factory because in time office all records
regarding many types of departments and about the details of their employees are recorded so
it must require in each and every organization.
NAME OF PERMANE SEATIONAL GOVT CONSTRU DAILY CONTRA TOTAL
THE DEPT NT CTUAL WAGES CT
Time Office 6 4 - - - 3 13
Security 13 - - 6 - 3 22
Store 6 5 - 1 - 9 21
Civil 4 - - - - - 4
Environment 3 3 - 1 - 9 16
Administrative 15 3 1 5 - 6 30
General A/C 10 - - - - 3 13
Cane A/C 7 2 - 1 - 6 16
Vehicle 7 4 - - - - 11
Medical 1 - - 1 - - 2
Agriculture 28 62 - 5 2 39 136
Engineer 90 70 - 3 3 41 207
Manufacturer 8 99 - - 2 38 147
TOTAL 198 252 1 23 7 157 638

35. There is no special department like HRD or Personal management in the factory
time and labour welfare office is there, in this office there is labour welfare officer & head
time keeper, shift time keeper and wage clerk is there.
WEL-FARE FACILITY:-
To take care of all the workers, the organization will provide the some following
facility those are:-
A. Bonus is 08.33%based on the worker salary.
B. Quarter, hospital etc. facility and allowances
C. Canteen facility
D. Promotion facility
E. Permanent employees get one increment every year.
F. School facility to the worker children.
G. And medical facility are available if any accident occurs.
PURCHASE SECTION:-
Purchasing plays an important and significant role in processing industry.
Purchasing is tough task, which is to be performed very carefully. It functions on the
principal of “ Money saved in purchased is money gained in sales”. Profit can also be
earned in purchasing process by the purchase manager by his knowledge about the
entire market.

36. STORE DEPARMENT
The working flow chart shown below
Store-Department
Assistant Store-Keeper
Clerks
Peon
In this factory the store department in charge will be Shri Kadam sir under their
the information will be here.
Main Points:-
1. The store keeper will check the supplier quantity and afterwards send to the
respective section wise.
For ex.:- Cement, Belt etc.

37. After this the material verification will be taken by under chief engineer.
2. The store keeper will entry the purchased material in a book in systematic
manner.
3. The daily transactions will be held in the books of power house main panel
board.
4. Store department is just like a godown because in department all materials
which are needed to the factory are stored.
5. The store house which contains the 21 heads. They are follows:-
Heads :-
1. Oil and lubricants
Ex :- Bearing oil, Greece, etc being purpose machinery.
2. Manufacturing goods
Ex:- Chemical, sulphur etc uses of sugar processing.
3. Hardware
Ex:- Nutbolt, chain, MS bar etc uses of machinery maintenance.
4. Welding materials
Ex:- Welding rod, screen, black glass uses of welding purpose.
5. Drawing materials
Ex:- Amonia paper, Dressing paper, etc machinery maintenance of engineering
department.

38. 6. Electrical goods
Ex:- Pressure gauge, vacuum gauge, temperature gauge etc for machinery
maintenance.
7. Tools and tackles
Ex:- Spaner, screw driver etc.
8. Transmission of goods
Ex:- Bearing oil, oil seal, bearing glue etc.
9. Iron and steel
These are used for machinery maintenance of engineering department.
10.Building materials
Ex:- Cement, steel, stone crystal, sand etc uses of concrete foundation for
machinery.
11.Machinery and machine spare
Ex:- Bearing, coupling, nutbolt etc.
12.Pipe and pipe fitting
Ex:- pipe, bend, flang etc
13.Furniture and fixtures
Ex:- Chairs, tables etc
14. Stationary
Ex:- Log book , indent book, bucket etc.

39. 15.Rubber goods
Ex:- Bush, rubber belt, wheel, ordinary material.
16.Library
Ex:- Books.
17.Vehcle spare
18.Medical
Ex:- Druds, tablets, syringe, salines etc.
19. Printing
Ex:- Log, book, store recipt book etc..
20. SDF material
Ex:- Pump, pipe, sugar discretion funnel.
21. Computer spare
Ex:- Ribbon, cartridge, pen drive etc.

40. SALES SECTION:-
The main product of H.S.S.K.Ltd is sugar and by-Bagasses, Molasses, and press
mud. These all are sold by calling tenders. Because the factory has no right to sale these
products directly in the open market. The Office Superintendent does this work and sales
officer with the help of sugar directors Bangalore Central Govt. fixes the selling quantity.
There are two types of sales:-
A. Free sale--------- 90% of the produced sugar.
B. Levy sale--------10% of the produced sugar.
The factories‟ by-products like,
A. Bagasses-------used in paper industry.
B. Molasses-------used in distilleries.
C. Press-Mud-----used in fertilizer.
SECURITY SECTION:-
There are 22 security guards and their function are,
1) Checking in-out persons and vehicles.
2) Protecting and securing proper and best use of assets of the factory.
3) Maintaining the below mentioned registers,
A. Attendance registers.
B. Visitors register.
C. Vehicle register.
D. Workers get pass
E. Bagasse, Molasses, Press-Mud get pass.

42. 2. SKILL
Skill is the distinctive capabilities or competence of the organization as a
whole.
Skills developed are,
Product quality awareness.
Time management.
Result orientation.
Dedication.
This type of training also known as job instruction training is the most commonly
used method. Under this method, the individual is placed on a regular job though the skill
necessary to perform that job. The trainee learns under the supervision of a qualified
worker of instructor.
On-the-job training has the advantage of giving firsthand knowledge and experience
under the actual working condition. While the trainee learns how to perform job, he is also a
regular worker rendering the services for which he paid. The problem of transfer of trainee is
also minimized as the person learns on-the –job training methods includes job rotations, coaching
job instruction or training through step-by-step and committee assignment.

43. 3. STYLE
Style includes two things, one management style and organizational
culture. Management style the way in which the managerial personnel behave
and collectively spend their time to achieve organizational goals, it consists
the way of lending. motivating and the style of leadership in the management.
Here they usually use authoritative style means top to down decision
making parameter pertaining to day-to-day operation but they allow subordinates
to participate in the decisions affecting their interest and ask their suggestions for
their decisions. This makes organization more effective.
4. SRTATEGY
Strategy means the actions which a company plans in to or anticipates
of changes in its external environment. In other words it is the determination of basis
long term objectives or courses of action and allocation of resources to achieve the
organizational gaols. They are as follows,
Waste Elimination S.H.S.S.K. Ltd. Produces molasses and sell it to liquor
industries. And it uses biogases boilers in order to generate energy for factory during
crushing process.

44. Cost Reduction: They are reducing the intake of employees and reducing the
number of employees in order to reduce cost. They are not depending on K.P.T.C.L.
for power while crushing process is carrying on. They produce energy by boilers.
5. SYSTEM
A system includes formal and informal procedures that support the strategy
and structure. In other words, it is the processes and flows that shown how an company
gets its day-to-day things done. This includes the procedures and the routines that will
characterized how important work to be done. i.e. financial system, hiring, promotion
and performance appraisal system and information system etc.
PRODUCTION PROCESS:-
*Pressing of sugarcane to extract the juice.
*Boiling the juice until it begins to thicken and sugar begins to crystallizes.
*Spinning the crystals in a centrifuge to remove the syrup, producing raw
sugar.
*Shipping the raw sugar to a refinery where it is washed and filtered to
remove remaining non-sugar ingredients and colour crystallizing, and
drying packing the refined sugar.

45. INVENTORY CONTROL SYSTEM:-
Here in stored department the inventory control used FIFO. Here the
method FIFO is appropriate because the sugarcane is not a durable commodity it is
better to crush the sugarcane freshly. It is not stored for a long time because it turned
in too dry sooner.
6. STAFF
Staffs refer to the people in the enterprise and their socialization into
the socialiseational culture. Productive high performing employees are the companies
most valuable assets. The company follows a progressive policy taking keen interest
in its personnel and well beings and progress, which builds a strong sense of belongingness.
Technical Department:-
A. Machine shop and maintenance quality assurance.
B. Laboratory
C. Tool room
D. Manufacturing engineering departments
E. Production planning and control
F. Research and development
Non-Technical Department:-
A. Administration
B. Clerical

46. DUTIES AND RESPONSIBILITIES:-
 Technical Staff:-
A. Operators/Technicians:-
1. Carry out the work as per the instruction and job allocation.
2. In process inspection wherever applicable.
B. Maintenance in charge:-
1. Planning of preventing maintenance.
2. Attending breaks down maintenance.
3. Taking corrective action for reduce break down.
4. Planning spares and raising purchase intend.
5. Maintaining the quality record.
SHARED VALUE:-
There are values shares by the members of the organization. It is the super ordinate
goal that is centrally responsible for providing a core mission to the organization, Used as an
umbrella, which embraces all the other managerial activities. In short it says what does the
organization stands for and what is believes in. A devoted and sincere contribution to the
mankind through the various business activities of the company and compromise to the
quality.
1. Continues growth is the main force behind the achievement of S.H.S.S.K
ltd.
2. Customer satisfaction through quality services.
3. Quick decision and execution with speed.

47. SWOT ANNALYSIS OF THE COMPANY:-
STRENGHTS:-
 Produces good quality of sugar.
 Its near the river of the Vedganga so there is availability of
the sufficient water


48. RESEARCH ON FINANCIAL ANALYSIS

49. TITLE OF THE PROJECT

50. TITLE OF THE PROJECT
Industrial growth expansion, modernization, computerization, application
of upgraded technology, prompt redemption of payment concerned with short and long
organizational economic strength even utilization of the appropriate opportunity
arisen from market condition.
In order to achieve the primary objective of business enterprise. The firm
should co-ordinate its monetary resources in association with the short and long term
obligation the healthy and strong financial position can lead to many fruitful benefits
to organization. But on the contrary weaker and unhealthy financial position can
result into threats, consequently the problem of survival rises.
Therefore, in order to forecast the future events and take remedial action the
financial statement and ratio analyses should emphasize. Because, It analyses the
strength and weakness, thereby opportunity (SWOT) can be analyzed.

51. STATEMENT OF THE PROBLEM
The study is related to the financial analysis of The Halsidhanath Sahakari Shakar
Karkhana Ltd. Nipani. It deals with the a study of financial performance based on Ratio
Analysis at the sugar factory in recent years.
OBJECTIVES
1. To study the profitability of Halsidhanath Sahakari Sakhar Karkhana Ltd. Nipani.
2. To study the liquidity position.
3. To study inventory turnover.
4. To study operating efficiency of Halsidhanath Sahakari Sakhar Karkhana Ltd Nipani.
5. To find activity turnover.
6. To gives the proper suggestions.
DATA COLLECTION METHOD
The following TWO methods have been used:-
1. Primary Data
2. Secondary Data
1) Primary Data:-
The primary data includes the information which collected through the
interview, observation and discussion with the financial manager‟s and accountants.

52. 2) Secondary Data:-
The secondary data includes the following material which is published
by the Halsisdhanath Sahakari Sakhar Karkhana Ltd Nipani
A. Annual reports of the year 2006-07, 2007-08, 2008-09.
B. Different manual of the organization.
C. Financial statements of the organization.
D. And remaining which is necessary, got from the actual books which are
maintained by the organization.
THEORETICAL FRAME WORK
INTRODCTION:-
Finance is life blood of the business. The financial management is
the study about the process of procuring and judicious use of financial resources is
a view to maximize the value of the firm. There by the value of the owners i.e. the
example of equity share holders in a company is maximized.
The traditional view of financial management looks into the following
function that a finance manager of a business firm will perform.
1. Arrangement of short-term and long-term funds from the financial institutions.
2. Mobilization of funds through financial instruments like equity shares, bond
Preference shares, debentures etc.
3. Orientation of finance with the accounting function and compliance of legal
provisions relating to funds procurement, use and distribution. With increase
in complexity of modern business situation, the role of the financial manager
is not just confirmed to procurement of funds, but his area of functioning is

53. extended to judicious and efficient use of funds available to the firm, Keeping
in view the objectives of the firm and expectations of providers of funds.
DIFINATION:-
Financial Management has been defined differently by different scholars.
1) Howard and Upton:-
“Financial Management is the application of the planning and control function
to the finance functions”
2) Bringham:-
“Financial Management is an area of financial decision making harmonizing,
individual motives and enterprise goals”
MEANING OF RATIOS
Financial Statement contains a wealth of information which, if properly analyzed
and interpreted, can provide valuable insights into a firm‟s performance and position.
Analysis Soft financial statements is of interest to (short terms well as long term)
investors, security analysts, managers, and others financial statement analysis may be
done for a variety of purpose, which may range from a simple analysis of the short
-term liquidity position of the firm to a comprehensive assessment of the strengths
and weaknesses of the firm in various areas.
The principal tool of financial statement analysis is financial ratio analysis . An
absolute figure does not convey much meaning. Ti, there for, become necessary to

54. study a certain figure in relation to some other relevant figure to arrive at certain conclusion
e.g. If we give the figure of only gross profit earned by certain firm, we can not say
whether the gross profit is heavy, reasonable or sufficient for this purpose we must take
into consideration the figure of sales. Thus, the gross profit to is required to be studied
in relation to the sales to decide the percentage of gross profit to sale on the basis of
percentage we can conclude whether the gross profit earned is reasonable or otherwise.
Thus the relationship between the two figures expressed mathematically is called a ratio.
DEFINITIONS
1. Robert Anthony
“One number expressed in terms of another‟
2. “The relationship between the two figures expressed mathematically
is called a ratio‟
OBJECTIVES OF RATIO ANALYSIS:-
 The study of financial statement of any corporate will help in knowing its
present and future earning capacity.
 The study of financial resources can help in knowing whether a company
can pay its long-term or short-term liabilities.
 It‟s very use full to know how much working capital is employed in business
and same effectively used.
 It‟s use full to measure earning capacity and its comparison to other competitive
units.

55.  Help full to known marginal efficiency.
 Use full to future planning.
INTERPRETATION OF RATIOS
The benefit of the ratio analysis depends to great extent upon their
correct interpretation. Interpretation requires considerable ability on the part of
the analyst. He has to decide whether the relationship disclosed by the ratio is
satisfactory or not. He has to base his decision on experience, or on comparison
may be interpreted in any one of the following ways.
1) BASED ON SINGLE RATIO AND GROUP RATIOS:-
The interpretation may be based on individual ratio e.g. If current
ratio persistently falls and goes below one, it can be interpreted as an indication
of short-term insolvency. However, one cannot get the position corrected by
studying individual ratio in isolation. It is therefore a common practice to study
and interpret a set of several related ratios e.g. for short-term solvency both the
ratios, whose significance is not fully understood , are made more meaningful
by the computing and study of additional relevant ratios.
2) COMPARISON OVERTIME:-
Ratio analysis is primarily useful for studying trends, indicating
rise, decline or stability over a period of time. For this purpose, ratios by themselves
are of no particular significance. For reveling such trends, the same ratio or a group
of ratios is studied over period of years. Thus the movements in the ratios, rather
than the ratios themselves, are important.

56. 3) INTER-FIRM COMPARISON:-
Ratios of undertakings are compared with the respective
ratios of other firm in the same industry and with the industry on average
An immense benefit is likely to from such comparison as the concerns similarly
situated are as a matter of fact , “to sail in the same boat.”
 PROCEDURE OF ANALYSIS:-
First or all the depth, object and extent of analysis must be
determined, so that necessary information can collected.
The analysis is required to go through various financial statements
of the business and collect other required information from the management.
The analysis is required to rearrange the data given in the financial
statements in a manner, which will help the to analysis the statements easily and
conveniently.
After analyzing the statement the interpretation is made and the
conclusions are drawn.
TYPES OF RATIOS:-
Classification of ratios is done in two ways.
A. According to nature of items.
B. According to purpose of the function.

57. A) According to nature of items:-
1) Balance Sheet Ratios:-
The ratios exhibiting the relationship between two item or group
of items in the balance sheet e.r. Relation between current Assets and Current
Liabilities.
2) Revenue Statement or Profit and loss account ratios:-
The ratios disclosing the relationship between two items or group
of items in the profit and loss account it. Relationship between Sales and Gross
profit.
3) Inter Statement or Composite Ratio:-
The ratios indicating the relationship of certain items in the balance
sheet with some figures in the revenue statements i.e. Net Profit and Capital or
Sales and Fixed Assets.
B) Functional Classification:-

58. Liquidity Ratios;-
These ratios measure the liquid position of the enterprise i.e.
whether the current assets to pay current liabilities as and when they mature. Thus,
these ratios indicates short-term solvency of the business
Leverage Ratios ;-
They indicate the relative use of debt and equity in financing assets
of the firm. The extent, to which the practice of trading on equity can be carried
on safety, can be known through these ratios.
Activity Ratios:-
These ratios measure the efficiency in the employment of funds in
the business operations. They respect the company‟s level of activities in relation
to its turnover.
Profitability Ratios:-
There ratios measure overall performance. And profits earning
Capacity of the business. They reveal the effect of the business transaction on
the profit position of the enterprise.

59. PROFITABILITY RATIO:-
1) Gross Profit Ratio:-
This ratio reflects the efficiency with which the management
produces each unit product. The ratio is calculated as under:
Gross Profit Ratio= Profit
Sales
It is the ratio which is most commonly employed by accountants
for comparing the earnings of business for one period with those of other or earnings
of one concern with of another in the same industry.
It indicates the degree to which selling prices goods per unit may
decline without in losses on operations for the firm.
Net Profit Ratio:-
Net Profit is that proportion of net sales which remains to the owners
or the shareholders after all costs. Charges and expenses including income-tax have
been deducted. It is calculated as under.

60. Net profit (after tax)
Sales
It differs from the ratio of operating profit is to net sales in as much
as it is calculated after adding non-operating incomes, like interest, dividends on
investment etc. To operating profit and deducting non-operating expenses such
as loss on sale of old assets, provisions for legal damages etc. from such profits.
LIQUIDITY/SOLVENCY RATIO:-
1) Current Ratio or working capital Ratio or 2:1 Ratio
It is a ratio of current assets to current liabilities. The ratio is
calculated by dividing the current assets by the current liabilities.
Current Assets
Current liabilities
Certain authorities have suggested that in order to ensure solvency of a concern.
Current assets should be at least twice the liabilities and therefore. his ration is
known as 2:1 ratio.

61. 2) Liquid Ratio or Acid Test Ratio or Quick Ratio:-
The current Ratio fails to serve as a realistic guide to the solvency
of the concern, as the major portion on the current assets may comprise of such
assets which cannot be converted immediately cash (e.g. stock) to meet the
immediate liabilities.
It this ratio is 1:1, it is considered that all claims will be met when
they arise.
Quick / Liquid Assets
Current liabilities
ACTIVITY RATIO
1) Inventory Turnover Ratio:-
The term “Inventory Turnover “ refers to the number of times in a
year inventories are sold and replaced.
Cost of Goods Sold or sales
Average Inventory at cost

62. It is Indication of the velocity with which merchandize moves
through the business . This is a test of inventory to discover possible trouble in
the form of over stocking or over valuation. It assists the financial manager in
evaluating inventory policy.
2) Operating Ratio:-
The ratio shows the percentage of net sales i.e. observed by the
cost of goods sold operating. Naturally higher the ratio, the less favorable it is.
Because it would leave a small margin to meet interest, dividends and other
corporate needs.
Cost Goods Sold + Operating Expenses
Net Sales
3) Fixed Assets Turnover Ratio:-
The ratio is arrived as under:
Sales
Net Fixed Assets

63. The ratio measures the efficiency in the utilization of fixed assets.
This ratio indicates whether the fixed assets are being fully unitized A high ratio is
an index of the vestment in fixed asset. Normally standard ratio taken as five
times.
4) Total Assets Turnover Ratio:-
The ratio is arrived at by dividing sales by the total assets i.e.
Sales
Total Assets
The ratio indicates the sales generated per rupee of investment in
total assets. Thus, it aims to point out the efficiency or inefficiency in the used of
total assets or capital employed. In crease in ratio indicates that more revenue is
generated per rupee of total investment in assets.
LEAVERGE RATIO
1) Debt Equity Ratio:-
It measure of the relative claims of creditors and owners against
the assets of the firm.

64. Total Debts
Net worth owner‟s Equity
The term “total debt” includes all debts i. e. long – term, short term mortgages.
Bills, debentures etc. whereas the term net worth means equity share capital,
reserves and surplus i.e. proprietor‟s. Funds or equity 1:1 ratio is acceptable.
2) Fixed Assets to worth Ratio:-
Fixed assets
Net worth
It indicates that the company has used short term funds for acquiring fixed
assets, which policy is not desirable. To the extent fixed assets exceed the
amount of capital and reserves, the working capital are depleted . When the
amount of proprietor‟s fund exceeds the value of fixed Assets i.e. when the
percentage is less than 100, a part of the working capital is supplies by the
shareholders. Provided that there are no other non-current assets.

66. DATA ANALIYSIS AND INTERPRETATION

67. 1) PROFITABILITY RATIO:-
Gross Profit
Gross Profit Ratio = X 100
Sales
Gross Profit:-
Year Gross Profit
2006-07 3,79,03,469.81
2007-08 6,09,91,621.57
2008-09 5,44,14,256.14
Sales:-
Year Sales
2006-07 337985566.07
2007-08 349546301.04
2008-09 430543494.12
2006-07 Gross profit ratio
3,79,03,469.81
= *100 =11.2%
337985566.07
2007-08 Gross profit ratio
6,09,91,621.57
= *100 =17.44%
349546301.04

68. 2008-09 Gross profit ratio
5,44,14,256.14
= *100 =12.63%
430543494.12
20.00%
18.00%
16.00%
14.00%
12.00%
Gross-Profit
10.00%
Gross-Profit2
8.00%
Gross-Profit3
6.00%
4.00%
2.00%
0.00%
2006-07 2007-08 2008-09
INTERPRETATION:-
The Gross-Profit Margin ratio of SHSSKL has ups and down in these three years
year period. The high Gross-Profit Margin ratio implies that the cost of production. Of the
firm is relatively low and low gross profit margin ratio implies that the cost of production
Of the firm is relatively high. The Gross-Profit ratio of SHSSKL is 11.2%, 17.44%
and 12.63% for the year 2006-07, 2007-08, and 2008-09 respectively.

69. INFERENCE:-
From the above calculation and bar diagram I conclude that the SHSSKL has
the mixed trend in the gross profit ratio. In the year 2006-07 the firm‟s ratio is decreased
to 11.12% it is because of the increase in raw material cost i.e. sugarcane.
B) Net Profit Margin Ratio:-
Net Profit
Net Profit Ratio = X 100
Sales
Net-Profit:-
Year Net-Profit
2006-07 11,79,916.79
2007-08 21,78,816.10
2008-09 16,53,143.88
Net-Sales:-
Year Sales
2006-07 337985566.07
2007-08 349546301.04
2008-09 430543494.12

70. 2006-2007 Net Profit Ratio
11, 79, 916. 79
= X 100 = 0.35%
337985566.07
2007-2008 Net Profit Ratio
21,87,816.10
= X 100 = 0.62%
349546301.04
2008-2009 Net Profit Ratio
16,53,143.88
= X 100 = 0. 38%
430543494.12

71. 0.70%
0.60%
0.50%
0.40%
Net-profit ratio
0.30% Net-profit ratio2
Net-profit ratio3
0.20%
0.10%
0.00%
2006-07 2007-08 2008-09
INTERPRETATION
The high net profit margin ratio ensures adequate return to the owners The SHSSKL
has the net profit ratio „s are 0.32, 0.65 and 0.38 for year 2006-07, 2007-08 and 2008-09
respectively.

72. INFERENCE
From the calculation we may conclude that the SHSSKL has the very low net profit
margin ratio in the year 2006-07.
LIQUIDITY RATIO:-
CURRENT RATIO:-
Current Ratio = Current Assets
Current Liabilities
CURRENT ASSETS:-
Year Current Assets
2006-07 837912823.46
2007-08 818669121.09
2008-09 1119942805.61
CURRENT LIABILITIES:-
Year Current Liabilities
2006-07 623087336.03
2007-08 592357975.83
2008-09 1165767257.07

73. 2006-07
837912823.46
Current Ratio = = 1.34
623087336.03
2007-08
1119942805.61
Current Ratio = = 1.38
2008-09
16, 37, 16,627.50
Current Ratio = = 0.96
1165767257.07

74. 1.6
1.4
1.2
1
Current-Ratio
0.8
Current-Ratio2
0.6 Current-Ratio3
0.4
0.2
0
2006-07 2007-08 2008-09
INTERPRETATION:-
The current ratios are ups and down over the three year financial year. These
ratios and are relatively lesser than the banker rule of thumb or arbitrary standard of the
liquidity of the firm i. e.,2:1
The calculated ratios indicate the SHSSKL is not liquid and not has the ability
to meet its current obligations in time. The ratio are 1.34,1.38 , and 0.96 for the years
of 2006-07, 2007-08, 2008-09.
INFERENCE:-
From the above calculation I conclude that the SHSSKL has low current
ratios, which indicates lower liquidity position. Because of heavy day to day expenses
for this, it should try to maximize the ratios, which will not affect to the organization.

75. LIQUID RATIO:-
LIQUID ASSETS:-
Liquid Assets= Current Assets-Stock + Other Assets
Year Current Assets _ Stock+ Other = Liquid Assets
Assets
2006-07 837912823.46 378981986.28 458930837.18
2007-08 818669121.09 349800446.19 468868980.09
2008-09 1119942805.61 360415306.81 759527498.08
LIQUID LIABILITIES:-
Year Current Liabilities _ Bank-overdraft = Liquid-Liabilities
2006-07 623087336.03 178640.62 622908695.41
2007-08 592357975.83 460044.62 591897931.21
2008-09 1165767257.07 101332.62 1165665924.45

76. LIQUID RATIO:-
Liquid Assets
=
Liquid-Liabilities
2006-2007 Liquid -Ratio
458930837.18
= = 0.74:1
622908695.41
2007-2008 Liquid -Ratio
468868980.09
= = 0.08:1
591897931.21
2008-2009 Liquid -Ratio
759527498.08
= = 0. 65:1
1165665924.45

77. 0.8
0.7
0.6
0.5
Liquid_Ratio
0.4
Liquid_Ratio2
0.3 Liquid_Ratio3
0.2
0.1
0
2006-07 2007-08 2008-09
INTERPRETATION:-
Usually, a high acid test ratio is an indication of that firms better liquidity
position. The SHSSKL acid test ratios are lower than normal standard (1:1) .These
liquid assets are not sufficient to provide a cover to the current liabilities. The liquid
ratio of the firm are 0.74, 0.08 and 0.65. for the years of 2006-07, 2007-08 and
2008-09. respectively.

78. INFERENCE:-
From the above calculation, the conclusion is that the SHSSKL not has
sufficient funds to meet its current obligation at all times.
NET-WORKING CAPTIAL RATIO:-
Net-Working capital
=
Net-Assets
Net-Working capital:-
Year Net-Working capital
2006-07 276971487.58
2007-08 249718453.58
2008-09 290597788.59

79. Net-Assets:-
Year Net-Assets
2006-07 84613436.87
2007-08 113224518.4
2008-09 126763169.4
2006-2007
Net-Working capital Ratio
276971487.58
= =3.27
84613436.87
2007-2008 Net-Working capital Ratio
249718453.58
= = 2.20
113224518.4
2008-2009 Net-Working capital Ratio
290597788.59
=
= 2.29
126763169.4

80. 3.5
3
2.5
2
Net-Working capital Ratio
1.5 Net-Working capital Ratio2
Net-Working capital Ratio3
1
0.5
0
2006-07 2007-08 2008-09
CASH RATIO:-
Cash
=
Current-Liabilities
CURRENT LIABILITIES:-
Year Current Liabilities
2006-07 623087336.03
2007-08 592357975.83
2008-09 1165767257.07

81. Cash:-
Year Cash
2006-07 3565710.26
2007-08 6735571.44
2008-09 61719589.85
2006-2007
Cash-Ratio
3565710.26
= =0.0057
623087336.03
2007-2008 Cash-Ratio
6735571.44
= = 0.0113
592357975.83
2008-2009 Cash-Ratio
61719589.85
=
= 0.0529
1165767257.07

82. 0.06
0.05
0.04
Cash-Ratio
0.03
Cash-Ratio2
Cash-Ratio3
0.02
0.01
0
2006-07 2007-08 2008-09
ACTIVITY RATIO:-
Sales
Inventory Turn-Over ratio=
Average Inventory
Opening-Stock + Closing-Stock
Average Inventory =
2

83. Average Inventory:-
Year Average Inventory
2006-07 324789674.5
2007-08 342085995.0
2008-09 305513910.0
Sales:-
Year Sales
2006-07 337985566.07
2007-08 349546301.04
2008-09 430543494.12
2006-2007 Inventory Turn-Over ratio
337985566.07
=1.04
=
324789674.5
2007-2008 Inventory Turn-Over ratio
349546301.04
= 1.02
=
342085995.0
2008-2009 Inventory Turn-Over ratio
430543494.12
= = 1.40
305513910.0

84. 1.6
1.4
1.2
1
Inventory Turn-Over ratio
0.8
Inventory Turn-Over ratio2
0.6 Inventory Turn-Over ratio3
0.4
0.2
0
2006-07 2007-08 2008-09
NET ASSETS TURN-OVER RATIO:-
Sales
=
Net-Assets
Sales:-
Year Sales
2006-07 337985566.07
2007-08 349546301.04
2008-09 430543494.12

85. Net-Assets:-
Year Net-Assets
2006-07 84613436.87
2007-08 113224518.4
2008-09 126763169.4
2006-2007 NET ASSETS TURN-OVER
RATIO
337985566.07
=3.99
=
84613436.87
2007-2008 NET ASSETS TURN-OVER
RATIO
349546301.04
= 3.08
=
113224518.4
2008-2009 NET ASSETS TURN-OVER
RATIO
430543494.12
= = 3.39
126763169.4

86. 4.5
4
3.5
3
2.5 NET ASSETS TURN-OVER RATIO
2 NET ASSETS TURN-OVER RATIO2
NET ASSETS TURN-OVER RATIO3
1.5
1
0.5
0
2006-07 2007-08 2008-09
FIXED ASSETS TURN-OVER RATIO:-
Sales
=
Fixed-Assets
Sales:-
Year Sales
2006-07 337985566.07
2007-08 349546301.04
2008-09 430543494.12

87. Fixed-Assets:-
Year
Fixed-Assets
2006-07 363487965.66
2007-08 371470849.66
2008-09 647506096.70
2006-2007 FIXED ASSETS TURN-OVER
RATIO
337985566.07
=0.92
=
363487965.66
2007-2008 FIXED ASSETS TURN-OVER
RATIO
349546301.04
=0.94
=
371470849.66
2008-2009 FIXED ASSETS TURN-OVER
RATIO
430543494.12
=0.66
= =
647506096.70

88. 1
0.9
0.8
0.7
0.6 FIXED ASSETS TURN-OVER
RATIO
0.5 FIXED ASSETS TURN-OVER
0.4 RATIO2
FIXED ASSETS TURN-OVER
0.3
RATIO3
0.2
0.1
0
2006-07 2007-08 2008-09
WORKING CAPTIAL TURN-OVER RATIO:-
Sales
=
Net Working capital
Sales:-
Year Sales
2006-07 337985566.07
2007-08 349546301.04
2008-09 430543494.12

89. Net-Working capital:-
Year Net-Working capital
2006-07 276971487.58
2007-08 249718453.58
2008-09 290597788.59
2006-2007 WORKING CAPTIAL TURN-
OVER RATIO
337985566.07
= =1.22
276971487.58
2007-2008 WORKING CAPTIAL TURN-
OVER RATIO
349546301.04
= =1.39
249718453.58
2008-2009 WORKING CAPTIAL TURN-
OVER RATIO
430543494.12
= = =1.48
290597788.59

90. 1.6
1.4
1.2
1 WORKING CAPTIAL TURN-OVER
RATIO
0.8 WORKING CAPTIAL TURN-OVER
RATIO2
0.6
WORKING CAPTIAL TURN-OVER
RATIO3
0.4
0.2
0
2006-07 2007-08 2008-09
CURRENT ASSETS TURN-OVER RATIO:-
Sales
=
Current Assets
Sales:-
Year Sales
2006-07 337985566.07
2007-08 349546301.04
2008-09 430543494.12

91. CURRENT ASSETS:-
Year Current Assets
2006-07 837912823.46
2007-08 818669121.09
2008-09 1119942805.61
2006-2007 CURRENT ASSETS TURN-
OVER RATIO
337985566.07
= =0.40
837912823.46
2007-2008 CURRENT ASSETS TURN-
OVER RATIO
349546301.04
= =0.42
818669121.09
2008-2009 CURRENT ASSETS TURN-
OVER RATIO
430543494.12
= = =0.38
1119942805.61

92. 0.43
0.42
0.41
CURRENT ASSETS TURN-OVER
0.4 RATIO
CURRENT ASSETS TURN-OVER
0.39 RATIO2
CURRENT ASSETS TURN-OVER
0.38 RATIO3
0.37
0.36
2006-07 2007-08 2008-09
LEVERAGE RATIO:-
Debt-Equity Ratio:-
Total-Debt
=
Net-Worth
TOTAL-DEBT:-
Year TOTAL-DEBT
2006-07 85915406.30
2007-08 26729775.00
2008-09 6317241.93

93. NET-WORTH :-
Year NET-WORTH
2006-07 39462065.1
2007-08 31935186.00
2008-09 29553078.56
*NET-WORTH = Share Capital + Reserve Fund –Accumulated loss.
2006-2007 Debt-Equity Ratio
85915406.30
=
39462065.1 =2.17
2007-2008 Debt-Equity Ratio
26729775.00
=
31935186.00 =0.83
2008-2009 Debt-Equity Ratio
6317241.93
= =
=0.21
29553078.56

94. 2.5
2
1.5
Debt-Equity Ratio
Debt-Equity Ratio2
1
Debt-Equity Ratio3
0.5
0
2006-07 2007-08 2008-09
CAPTIL EMPOLYEED RATIO:-
Net-Assets
=
Net-Worth
Net-Assets:-
Year Net-Assets
2006-07 84613436.87
2007-08 113224518.4
2008-09 126763169.4

95. NET-WORTH :-
Year NET-WORTH
2006-07 39462065.1
2007-08 31935186.00
2008-09 29553078.56
2006-2007 CAPTIL EMPOLYEED RATIO
84613436.87
=
39462065.1 =2.14
2007-2008 CAPTIL EMPOLYEED RATIO
113224518.4
=
31935186.00 =3.54
2008-2009 CAPTIL EMPOLYEED RATIO
126763169.4
= =
=4.28
29553078.56

96. 4.5
4
3.5
3
2.5 CAPTIL EMPOLYEED RATIO
2 CAPTIL EMPOLYEED RATIO2
CAPTIL EMPOLYEED RATIO3
1.5
1
0.5
0
2006-07 2007-08 2008-09
INTERPRETATION:-
The higher ratio indicates the higher performance. Which by means of
utilization of resources at optimal level. In the SHSSKL the efficiency capital employed
in the firm is move from lower to the upper level from the year 2006-07, 2007-08,2008
-09, with the ratio of 2.14, 3.54, 4.28. Respectively.
INFERENCE:-