A report on

Bharat Heavy Electricals Ltd. (BHEL)

Submitted By:-

Group -9
Pankaj Taneja 09-I-133

Ravi Shanker Pandey 09-I-142

Sandhya Yadav 09-I-150

Saurabh Garg 09-I-151

About Company

BHEL is the largest engineering and manufacturing enterprise in India in the energy-
related/infrastructure sector, today. BHEL was established more than 40 years ago, ushering in
the indigenous Heavy Electrical Equipment industry in India - a dream that has been more than
realized with a well-recognized track record of performance. The company has been earning
profits continuously since 1971-72 and paying dividends since 1976-77. 

BHEL manufactures over 180 products under 30 major product groups and caters to core sectors
of the Indian Economy viz., Power Generation & Transmission, Industry, Transportation,
Renewable Energy, etc. The wide network of BHEL's 14 manufacturing divisions, four Power
Sector regional centers, over 100 project sites, eight service centers, 18 regional offices and one
subsidiary enables the Company to promptly serve its customers and provide them with suitable
products, systems and services -- efficiently and at competitive prices. The high level of quality
& reliability of its products is due to the emphasis on design, engineering and manufacturing to
international standards by acquiring and adapting some of the best technologies from leading
companies in the world, together with technologies developed in its own R&D centers.

BHEL has acquired certifications to Quality Management Systems (ISO 9001), Environmental
Management Systems (ISO 14001) and Occupational Health & Safety Management Systems
(OHSAS 18001) and is also well on its journey towards Total Quality Management.
 
BHEL has
Installed equipment for over 90,000 MW of power generation -- for Utilities, Captive and
Industrial users.
Supplied over 2,25,000 MVA transformer capacity and other equipment operating in
Transmission & Distribution network up to 400 kV (AC & DC).
Supplied over 25,000 Motors with Drive Control System to Power projects, Petrochemicals,
Refineries, Steel, Aluminum, Fertilizer, Cement plants, etc.
Supplied Traction electrics and AC/DC locos to power over 12,000 kms Railway network.
Supplied over one million Valves to Power Plants and other Industries.

BHEL's operations are organized around three business sectors, namely Power, Industry -
including Transmission, Transportation and Renewable Energy - and Overseas Business. This
enables BHEL to have a strong customer orientation, to be sensitive to his needs and respond
quickly to the changes in the market.

BHEL's vision is to become a world-class engineering enterprise, committed to enhancing

stakeholder value. The company is striving to give shape to its aspirations and fulfill the
expectations of the country to become a global player.
Product and Services

 Power  Transmission
Air Preheaters Bushings
Boilers Capacitors
Control Relay Panels Control Relay Panels
Electrostatic Dry-type Transformers
Precipitators Energy Meters
Fabric Filters HVDC Transmission
Fans System
Gas Turbines Insulators
Hydro Power Plant Switchgears
Piping Systems Power Semiconductor
Pulverizers Devices
Pumps Power System Studies
Seamless Steel Tubes Control Shunt Reactor
Soot blowers
 Transportation
Steam Generators
Steam Turbines Electric Rolling Stock
Turbo generators Electrics for Rolling Stock
Valves Electrics for Urban
Transportation System
 Industry
Capacitors  Non Conventional
Ceralin Energy 
 Source
Compressors
Desalination Plants Mini/Micro Hydro Sets
Diesel Generating  Sets Solar Lanterns
Industrial Motors & Solar Photovoltaic’s
Alternators Solar Water Heating
Gas Turbines Systems
Oil Field Equipment Wind Electric Generators
Solar Photovoltaic’s  R&D Products 
Power Semiconductor Fuel Cells
Devices Surface Coatings
Seamless Steel Tubes Automated storage &
Soot blowers Retrievals
Steel Castings & Load Sensors
Forgings Transparent Conducting
Steam Generators Oxide
Steam Turbines
Turbo generators
Main Manufacturing Units

 Bhopal (Madhya Pradesh)

 Bharat Heavy Electrical Limited, Raipur, Hardwar (Uttarakhand) [10]
 Hyderabad (Andhra Pradesh)
 Jhansi (Uttar Pradesh)
 Tiruchirapalli(Tamil Nadu)
 Ranipet (Tamil Nadu)
 Bangalore (Karnataka)
 Jagdishpur (Uttar Pradesh)
 Rudrapur (Uttrakhand)
 Goindwal (Punjab)
 Bharat Heavy Plates and Vessels Limited (Vizag)

Besides these manufacturing units there are four power sectors which undertake EPC contract
from various customers. The Research and Development arm of BHEL is situated in Hyderabad
and two repair shops are at HERP (Heavy Equipment Repair Plant), Varanasi and
EMRP(Electric machines repair plant) Mumbai.

INDUSTRY SECTOR
In Industry Sector, BHEL secured record orders worth Rs. 10254 Crore in Captive Power, Rail
Transportation, Power Transmission, Oil & Gas and other industrial segments. The year
witnessed a growth of 40% over previous year with a number of first-time-ever achievements.
Major orders received during the year / other business highlights- Industry segment-wise include:

Captive Power Plants

 Highest-value order ever received from HINDALCO for 6x150 MW BTG package for
Mahan (MP). This is also the highest value order ever received in Industry sector.

 Largest order in the refinery segment received from HMEL (JV of HPCL & Mittal
Energy Ltd.) for 153 MW Combined cycle CPP on LSTK basis.

 EPC order for Cogeneration Captive Power Plant Package (68 MW) from MRPL
  Cogeneration plant order from Fertilizer sector (GNFC) after a gap of more than 12 years
for Barouche CPP.

 Variety of STG orders from various process industries

Rail Transportation

 Significant order for Traction Electrics for Kolkata Metro, after nearly two decades, from
ICF Chennai. Besides Electrics, the order includes brakes and door mechanism to be
integrated with the propulsion system.

 Orders for 9 nos. of 700 HP DE Shunting Locomotives from JSPL, SAIL and Essar

Other business highlights in this segment include:

 MoU with KEL, Kasaragod for formation of JV for manufacture of Traction alternators
& other rotating electrical machines for Indian Railways and other customers in India.

Industrial Products (Electrical)

 Order for 2 nos 4060 KW, 18P motors from M/s Dresser Rand for compressor drives for
HMEL Bhatinda refinery. This is the highest rating order received so far for slow speed
Pressurised synchronous motors.

 First order for supply of largest vertical motors for CWP application to an Ultra Mega
Power Project – 10 nos. 5200KW, 22 Pole 11KV CACW induction type secured from
M/s Kirloskar Brothers Ltd for CGPL, Mundra.

 Order for highest rating BFP motor - 3 Nos. 17500KW 11KV 4 Pole SCIMs for NTPC
Barh 2 X 660 MW.

Industrial Products (Mechanical)

 Highest ever orders for up-gradation & refurbishment of 12 onshore drilling rigs and
advanced instrumentation system for 53 onshore rigs from ONGC

 Highest ever orders for Compressors: HMELBhatinda, BRPL-Bongaigaon, HPCL-

Mumbai, & MRPL-Mangalore; Turbo Blower Package from SAIL, Rourkela Steel Plant.
  All-time high orders for Well Heads and X-mas trees from ONGC, OIL & private
companies.

 MoU for TCA signed with Nuovo Pignone S.p.A Italy for Centrifugal Compressors
Defence

 First-ever order in Defense business for supply of ACS/IPMS (Auxiliary Control

Systems-Integrated Platform Management System) from Mazagon Dock Ltd.

 Repeat business for 3 nos SRGMs from Mazagon Dock Ltd (Indian Navy) including
spares.

Transmission Systems – Sub-station/switchyards

 Developmental order for 765KV Transformer, Reactor, CT, CVT & CB from PGCIL

 Order for FSC (Fixed Series Compensation) from PGCIL, Wardha. 400 KV switchyards:
ONGC Tripura Power , GIS for 400 KV switchyards: ONGC Tripura Power , GIS for
TNEB, North Chennai, Satluj Jal Vidyut Nigam Ltd, PPCL- Pragati – III.

Other business highlights in this segment include:

 MoU with PGCIL for development of 1200KV transformer and other products BHEL
becomes sole supplier in the world for 420 kN/320 kN porcelain insulators for ± 800KV
HVDC transmission lines, following successful testing at STRI, Sweden; first
consignment for PGCIL flagged-off.

Transmission Products (ROD)

 Bulk order for 40 Transformers from Coastal Gujarat Power Ltd. for Mundra UMPP,
involving country’s highest-rating Generator Transformers (930 MVA, 400KV, 3 phase
banks) reinforcing technological and market leadership in transformers

 Maiden order for Generator Transformers for 660 MW sets from NTPC for Barh Stage-II
followed by order for Generator Transformers for Tirora Project of Adan Power (3x660
MW). 26 nos. 400 KV Shunt Reactors from PGCIL – largest shunt reactor order ever
placed in India.

 First order for supply of Bus ducts for Ultra Mega Power Project: 33 KV IP Busduct and
12 & 7.2 KV SP Bus duct from Coastal Gujarat Power Ltd.

New & Renewable Energies

  PV Modules of various ratings from BEL, Bangalore; Alps Environmental Technologies,
CREDA, Chhattisgarh and other customers.

 MoU signed with BEL for formation of a JV to address Solar Photovoltaic business and
for setting up manufacturing facility for silicon wafers, solar cells and modules.
Projects Commissioning:

 Captive Power Plant equipment (STG & GTG) ranging from 15 MW to 125 MW
commissioned for various industry segments, creating capacity addition of 687 MW.

 In Transmission Sector highest number of sub- stations / switchyards projects (15 nos.)
including two overseas projects commissioned in 2008-09.

Major competitors of BHEL

 ELECTRO CONSULT ITALY

 ABB SWITZERLAND
 BEEHTEL USA
 BLOCK & NEATCH USA
 GENERAL ELECTRIC USA
 RAYTHEON USA
 WESTINGHOUSE USA
 CNMI & EC CHINA
 SANGHAI ELECTRIC CO UK
 GEC-ALSTHOM UK
 ELECTRIM POLAND
 FRANCO TOSI FRANCE
 FUJI JAPAN
 HITECHI JAPAN
 MITSUBISHI JAPAN
 TOSHIBA JAPAN
 ROLLS ROYCE GERMANY
 SIEMENS GERMANY
VISION, MISSION AND VALUES

VISION

A world class engineering enterprise committed to enhancing stakeholder value.

MISSION

To be an Indian Multinational Engineering Enterprise providing total business solutions through

quality products, systems and services in the fields of energy, industry, transportation,
infrastructure and other potential areas.

Mission statement evaluation matrix

Firm Custome Products Market Profit Technolog Self- Publi Employee

r &Service s & y concep c s
s Growt t Image
h
BHE No Yes No No Yes No No No
L

VALUES

 Zeal to excel and zest for change

 Integrity and Fairness in all matters

 Respect for dignity and potential of individuals

 Strict adherence to commitments

 Ensure speed of response

 Foster learning and teamwork

 Loyalty and pride in the company.

Porter’s five forces Model - BHEL:

I. Bargaining power of suppliers:

Here the bargaining power of suppliers is not very high, since government controls the tariff
structure; however this might change in future. Suppliers are well diversified in the globe and
BHEL ensures prompt delivery by the suppliers.

II. Bargaining power of Buyers:

Bargaining power of the retail customers is low, as power is in short supply. However
government is a big buyer and payment by government is more erratic. Wide customer base in
India and in all the parts of the world

III. Barriers to entry:

Barriers to entry are high, as entering this business requires heavy investment initially. The other
barriers are fuel linkages, payment guarantees from state governments, retail distribution
licensed etc. Competitive price and orders are captured by most of the dominant players, like
ABB, L&T, GE etc.

IV. Rivalry among existing players:

Alstom, Mitsubishi, general electric.

The intensity of competition is basically high, since each one is striving to gain their competitive
advantage to gain bigger market share. This is basically achieved by:

Acquisitions & mergers and joint ventures in other countries and technological improvements

V. Threat of Substitutes:

It has many substitutes that might pose a threat

Has less diversification with the sectors, so that concentrated focusing on the respective sector
avoids chance of getting substituted.

Ex: Power sector equipments, industry equipments

MACRO ENVIRONMENTAL FACTORS - BHEL:

Political Factors:

BHEL being a public sector undertaking is greatly influenced by the political forces. There is a
change in policies every time the government changes. The business decisions are steered to a
great extent based on the individual preferences of the new leadership. The company does big
business overseas and these projects are directly dependent on the incumbent ruler’s international
trade policies. The government policies and regulations relating the company’s client industries
can largely affect the future of its business with these customers. For example, power sector has
seen a massive growth in the last few years and has been at the top of the political agenda. Now
power companies are the major clients of BHEL.

Economic Factors:

The economic boom in India particularly in the last one decade has played a significant role in
charting the success of the company. Power Generation is one of the primary indices of a
country’s economic development. Turn key projects are the need of the hour and BHEL has
proven turnkey capabilities for executing power projects from Concept-to Commissioning.

Social Factors:

Companies are taking more interest in corporate social responsibility these days and steps have
been taken by BHEL too to further the same. Its contributions towards CSR till date include
adoption of villages, free medical camps/charitable dispensaries, schools for the underprivileged
and handicapped children, ban on child labor, disaster/natural calamity aid, Employment for
handicapped, Widow resettlement, Employment for Ex-serviceman, irrigation using treated
sewage, pollution checking camps, plantation of millions of trees, energy saving and
conservation of natural resources through environmental management. Companies that are
sensitive to the needs and development of the society normally draw people’s attention and
respect faster and can create a superior moral image in the minds of their partners and clients, the
same showing more interest in working with an ethical and socially conscious group.

Technological Factors:

BHEL being an engineering and manufacturing giant is to a great degree driven by technological
developments and innovations and has its earnest efforts directed towards improving its
technological prowess to meet the changing requirements of a growing economy. At the same
time the company has to keep pace with the developments happening in its business areas, else it
will be knocked out by the competitors. BHEL has been a leader always and the fact that India’s
first underground metro at Kolkata runs on drives and controls supplied by BHEL is a testimony
to this. The Company has proven expertise in Plant Performance Improvement through
renovation and up-rating of a variety of power plant equipments to improve the performance of
existing plants. It has also emerged as a major supplier of controls and instrumentation systems
for various power plants and industries.

Environmental Factors:

BHEL is an environment friendly company in all its activities, products and services besides
providing safe and healthy working environment to all its stakeholders. The depleting water and
energy resources are a cause of concern for all. BHEL has taken certain measures to conserve
these precious resources. It has set up rainwater Harvesting Plants and Energy Conservation
Projects utilizing efficient technologies.

Proper disposal of Chemical and other wastes is also a major concern for which the company has
put up Chemical storage and disposal plants. The company has made the principles of the Global
Compact program of the United Nations a part of its strategy, culture and day-to-day operations.

BHEL and its famous SBU

The Ceramic Business Unit (CBU) of BHEL is a Strategic Business Unit for Ceramics and
Systems. This business unit deals with High Tension Insulators, Ceramic Wear Resistant liners,
Industrial Ceramic Products and associated Systems. CBU is headquartered at Bangalore.

BHEL’s initiatives for 2009-10

The initiatives taken by BHEL are in the form of Joint ventures:

JV Company Venture details

NTPC Power equipments
Toshiba Transmission equipments
NPCIL Nuclear power equipments

Initiatives by Competitors

 ABB has set up a global corporate R&D center in Bangalore which focuses on industrial
IT development and deployment. Its Indian subsidiary is a global factory for high voltage
 72.5 KV circuit breakers, medium voltage outdoor circuit breakers and magnetic
actuators.
 Cummins, taking advantage of India’s technical know-how has opened a new R&D
centre in Pune, Cummins Research & Technology India Pvt Ltd, which would offer
engineering design and analysis capabilities for the company’s technical centers
worldwide.

External Factor Evaluation Matrix ― BHEL

EFE –BHEL(2010)

Key External Factors Weigh Ratin Wtd

t g
Score

Opportunities

1. Capital Goods market segment to grow @40% 0.15 4 0.60

2. The power sector reforms are expected to pick up in the near 0.10 2 0.20
future in India, which would directly benefit BHEL

3. The disinvestment plans of the government would bring in new 0.15 3 0.45
resources and experience into the company

4. Formation of business groups and tie ups for joint bidding 0.20 3 0.60

5. NTPC is planning additional capacities to the tune of 2,800 0.20 4 0.80

MW, at a cost of Rs 52 billion. Significant portion of the project of
NTPC is handled by BHEL. (85% of the NTPC projects were
assigned to BHEL only)
6. Increase in defence budget will increase the business prospects 0.20 1 0.20
for the company

Total 1 2.85

EFE – BHEL (2010)

Wtd
Key External Factors Weight Rating
score

Threats

1. The company is dependent on NTPC to a great extent. 0.20 3 0.60

2. The government has permitted the import of second

hand capital goods that are 10 years old without the need 0.05 1 0.05
for a license.

3. Emergence of new players in the market like Schneider

0.20 2 0.40
etc.

4. Political pulls & pressures may jeopardize growth of

0.10 2 0.20
the company

5. Labour in the Indian Capital Goods sector is highly

cost competitive. The labour cost efficiency (which
captures the cost and productivity aspects of labour) for 0.05 2 0.10
Indian Capital Goods sector is 1.32 times that of China’s
and 1.38 times that of Taiwan’s.

6. Raw material price indices have risen faster than the

machinery price index. With the dismantling of various
price controls, Indian Capital Goods manufacturers now 0.15 3 0.45
procure raw materials at market prices, which move in
line with international prices.
 7. India has a number of high quality R&D institutions,
but the BHEL–institute interactions are low and brain
0.25 3 0.75
drain from India, reduce the chances of creation of
commercially technologies.

Total 1 2.65

KSFs - for Future Competitive Success

1) Power projects are typically awarded through the International Competitive Bidding (ICB)
route, where pricing is an important criterion in awarding the contract. Cost competitiveness is
dependent on factors such as access to technology at low costs, local manufacturing facilities
resulting in lower freight costs, low manpower costs and efficient procurement and processing
practices.

2) As the share of Independent Power Producers in new capacity additions increases over the
long term, the ability to provide finance and take up equity stakes in these projects will influence
the competitive position of Power plant equipment manufactures.

3) Power projects are long gestation projects involving significant risks relating to project
completion and implementation. The past track record of the PPE manufacturer in the country
and in international markets also plays an important role in winning project bids.

4) The Power, Plant and Electric industry is technology intensive, with significant investments
required in R&D to improve efficiency and performance, and keep pace with technological
developments in the sector. The ability and resources to invest in research is a significant
competitive advantage for BHEL in the PPE industry.

BHEL AND THE GLOBAL MARKET - OPPORTUNITY FOR BHEL

Bharat Heavy Electricals Ltd is planning to triple export orders to Rs10300 crore by 2012.
BHEL currently has orders worth Rs1.10 trillion. Its international projects contributed Rs 3,200
crore till date to Rs 24,000 crore worth of orders generated in the fiscal year that began in April.
While organic growth is expected to contribute Rs 6200 crore to its order book by 2012, the
remaining Rs 4,100 crore will come from acquisitions and joint ventures. This is expected to go
up to Rs 8,000 crore each (through organic and inorganic growth) by 2017.
 Overseas Business
7000
6000 6200
5000
Overseas Business
4000
3000
2000
1000 704 1071 1020
0
2006 2007 2008 2012

Chart showing BHEL’s overseas business

FUTURE OUTLOOK OF THE INDUSTRY:

Indian engineering industry

*India’s comparatively cheaper and *A larger number of domestic

skilled workforce can be effectively as well as international players
utilized to set up large low cost production *Highly competetive industry
bases for domestic and export markets

*Huge investments from the companies

for R&D etc Firm strategy,structure&
rivalry

Factor Conditions Demand Condtions

Government Related & Supporting

industries

*Liberalized overall policy regime *Consumers include power utilites,

Industrial majors(refining,auto,textile)
*Import duties on a range of equipment government &retail consumers
have been reduced
*Highy demanding consumers
*Heavy electrical industry has been
de-licensed with 100% FDI allowed
*Demand linked to the industry growth
*The focus to develop road,ports,improve
power generation etc.

*India has well developed teritary and

technical institutions

*Well developed vendor base

BHEL

Analysis of competitive advantage of the firm:-

1) BHEL is a single source for multiple solutions of Infrastructure & Industrial sectors of
the economy. It provides solutions in the field of
power,transmission,transportation,Oil&Gas to name a few

2) A major manufacturer of power plant equipment for various fuels.

3) Fully indigenized technology up to 600 MW from world leaders.

4) Continuously enhancing manufacturing capacity Upto 15GW by 2010.

5) BHEL is bridging the skill deficit and training high pressure welders of contractors

6) BHEL is technological ahead of other companies in the sector like

IGBT technology being pursued in transportation and is the sole supplier in world for 420
kN/320 kN porcelain insulators for 800 kV HVDC lines and has TCA with Sheffield Forge
masters UK for Forgings

7) BHEL has applied innovation in marketing and supply chain with partnerships forged
with NTPC, KEL & HEC and enhancing vendor base & balance of plant. Its applying IT
to manage supply chain management through SAP/ERP, e-procurement and reverse
auctioning.

8) MoU with GE-Hitachi for cooperation in nuclear island equipment for Power plants to
be set up by NPCIL.
 9) MoU with BEL for formation of a JV to address Solar Photovoltaic business. MoU with
Toshiba Japan covering Transformer GIS for EHVAC & UHVAC range etc. MoU with
GE for Diesel Electric Locos & mfg. of propulsion systems

10) Market capitalisation of over One Trillion rupees.

11) Significant growth in Intellectual Capital; one Patent/Copyright filed every alternate
working day.

12) Rs. 2311 Crore export orders from twenty six countries.

13) Breakthrough in transportation business with bulk order for 50 nos. 25 KV Electric
Locomotive type WAG 7 from Indian Railways.

14) Forays in new markets –Belarus, Senegal, Rwanda & new market segments in Syria,
Tajikistan, Japan, Nigeria. Presently executing 40 contracts in 25 countries

Internal Factor Evaluation Matrix ― BHEL

IFE –BHEL(2010)

Key Internal Factors Weigh Ratin Wtd.

t g
Score

Strengths

1. Good corporate Image & established brand name 0.20 4 0.80

2. Single source for multiple solutions for Infrastructure & 0.20 4 0.80
Industrial sector

3. Possessing technology & design ability 0.15 1 0.15

4. Strong & wide network of manpower across India 0.15 2 0.30

Weakness
 1. Role clarity on the requirement of being an equipment supplier 0.10 4 0.40
or a solution provider

2. BHEL being a public sector company various processes for 0.05 2 0.10
procurement and supplying are cumbersome and are subjected to
auditing

3. Bureaucratic structure 0.15 3 0.45

Total 1 3

The score of 3 indicate that BHEL is above average in their overall internal strategic position.

Financial Analysis

 The Company follows Straight Line Method (SLM) of depreciation to value the fixed assets.
SLM is the commonly used method of depreciation used in India. Since BHEL is an Indian
Company, it too follows the follows Straight Line Method (SLM) of depreciation to value the
fixed assets.

 BHEL does not have any commitments and contingencies. This is because it is the Numero
Uno in the Capital Goods industry. It is also generating increasing profits year by year.

Dividend Per Share of BHEL & top 4 competitors

 30

25

20
Dividend Per Share(BHEL)
Dividend Per Share(L&T) 22 13 17
15 10.5 12.5
Dividend Per Share(Suzlon)
Dividend Per Share(BGR ENERGY)
10 Dividend Per Share(BEML)

0
1 2 3 4 5

X axis represents year from 2005 to 2009

Y axis represents rupees in crores

BHEL is constantly paying dividends to its share holders and the closest to paying dividends is
L&T.

Operating Profit Margin (%) of BHEL & top 4 competitors

 30

25

20

15 Operating Profit Margin(%)(BHEL)

Operating Profit Margin(%)(L&T)
10 Operating Profit Margin(%)(Suzlon)
Operating Profit Margin(%)(BGR
Energy)
5 Operating Profit Margin(%)BEML)

0
Mar '05 Mar '06 Mar '07 Mar '08 Mar '09
-5

-10

Y axis represents rupees in crores

Operating Profit margin has decreased considerably in the last two years. An area of concern for
BHEL.BHEL should concentrate on using technology & methodology which can increase
operational efficiency.

Gross Profit Margin (%) of BHEL & top 4 competitors

30

25

20
Gross Profit Margin(%)(BHEL)
15
Gross Profit Margin(%)(L&T)
10 Gross Profit Margin(%)(Suzlon)
Operating Profit Margin(%)(BGR
Energy)
5
Operating Profit Margin(%)BEML)
0
Mar '05 Mar '06 Mar '07 Mar '08 Mar '09
-5

-10

Y axis represents rupees in crores

Gross Profit has decreased in the year 2008 & 2009. One of the factors can be due to decrease in
demand of Capital goods due to the economic slowdown in 2008.

Debt-Equity ratio of BHEL & top 4 competitors

3.5

2.5

Debt Equity Ratio(BHEL)

2
Debt Equity Ratio(L&T)
Debt Equity Ratio(Suzlon)
1.5 Debt Equity Ratio(BGR Energy)
Debt Equity Ratio(BEML)
1

0.5

0
Mar '05 Mar '06 Mar '07 Mar '08 Mar '09

Y axis represents rupees in crores

Debt-Equity ratio for BHEL is one of the lowest in the industry. It is efficiently using its
financial resources. In the year 2008 & 2009 it has decreased to 0.1, indicating that it can again
go for debts as and when required, depending on the requirements of future projects.

Inventory turnover ratio of BHEL & top 4 competitors

180

160

140

120
Inventory Turnover Ratio(BHEL)
100 Inventory Turnover Ratio(L&T)
Inventory Turnover Ratio(Suzlon)
80 Inventory Turnover Ratio(BGR
Energy)
60 Inventory Turnover Ratio(BEML)
40

20

0
Mar '05 Mar '06 Mar '07 Mar '08 Mar '09
Y axis represents rupees in crores

BHEL is able to efficiently manage its inventory as its one of the lowest in the industry.

Earning Per Share of BHEL & top 4 competitors

120

100

80

Earnings Per Share(BHEL)

60 Earnings Per Share(L&T)
Earnings Per Share(Suzlon)
40 Earnings Per Share(BGR Energy)
Earnings Per Share(BEML)
20

0
Mar '05 Mar '06 Mar '07 Mar '08 Mar '09
-20

Y axis represents rupees in crores

The recent decrease in earning per share in the years 2008 & 2009, is due to the fact that BHEL
project take turn key projects for completion , which have high gestation period so it may take
sometime to get returns. EPS is highest for L&T.
OVERALL FUNCTION OF BHEL
 The corporate marketing get the order and splits the work according to the functions of
various units and to the marketing department of the respective unit.

 The marketing departments of the units are responsible for the projects and surrender the
work to the project management and commercials department.

 The project management and commercial department forms all the documentation and
agreements with customer and L2 network schedule for the project and get the necessary
approval from the customer.

 The PMC Department also coordinates the project inside the factory through SAP ERP
systems.

 Then through ERP systems the engineering department view the project details and
prepares the components list and specification of the components.

 After the list of components is prepared by the engineering department, material

management department arrange for the material through procurement or through the
EDN manufacturer.

 The procured materials are under gone quality checks and surrendered to the stores.

 The store maintains the inventory of all the materials and supplies the materials for the
production of control equipments.

 After the production of control equipment are made its under gone quality check and
quality pass certificate is issued or the product returns for the rework.

 After the product passes the quality check it goes to the system testing to check the
working of the control equipments.

 After the systems testing the products are inspected by the customers and approved.

 Once the control equipments are approved by the customer then the control equipments
are packed and dispatched to the site.
 The erection commission department installs the control equipments as per the
appropriate layout.

 Once the control panels are interconnected with other systems the power plant is ready
for the operation.

 To do the above function without interruption and delay there are some more departments
like HR department, information systems and service, factory service, township, security,
vigilance and transport.

 HR department looks after the recruitment, training, personnel management and public
relation.

 The information systems and service department looks after the network connections like
LAN, WAN and computers to carry out the work more efficient.

 Vigilance department monitors the employees and give alarm and alert to the
management before any unwanted and unethical, illegal activity are carried out.
SWOT ANALYSIS

Strengths

➢Good corporate image & established Brand Name

➢Complete range of products for transmission and distribution
➢ Strong relationship with NTPC is a strength as NTPC is planning a capacity expansion of Rs.
52 bn and based on the past, 85% of NTPC projects have been bagged by BHEL. The company
also enjoys purchase price preference.

➢Considered to be having design ability

Weaknesses

➢The procurement process in the company is cumbersome and subject to auditing

➢Low exposure to the needs and dynamics of distribution business
➢Role clarity on the requirement of being an equipment supplier or a solution provider
➢Acceptance of customers to execute low value high volumes jobs. Being a public sector
company BHEL is suffering from sub optimality of control due to:

i. Displacement of social objectives by political objectives, which may lead to

redundant costs and also rising costs.
ii. Direct political intervention in managerial decision over an arm length relationship that would
restrict government’s task of setting appropriate managerial incentive structure.
iii. Private goals that lead to budget growth and employment growth.
iv. Internal inefficiencies in bureaucratic activity

➢ Larger delivery cycles in comparison with international suppliers of similar equipment.

➢ Inability to provide supplier’s credit, soft loans and financing of power projects ➢Non
productive working environment and increased of private sector participation.

Opportunities

➢BHEL has huge investments opportunities in infrastructure by governments & large

organizations leading to greater demand of goods & services. Ageing power plants would give
rise to more spares and services business.

➢Increase in demand (part of economic recovery process) leading to industry operating at full
capacity.
➢Formation of business groups & tie-ups for joint bidding.
➢Early birds to learn faster and thus achieve repeat orders

➢ Demand for power and hence plant equipment is expected to grow

➢ Increased external commercial borrowings opportunities leading to better payment options.

Threats

➢BHEL has number of small contractors leading to price wars & loss of business.
➢Emergence of new players in the market and old players becoming strong and eating away a
part of the market share
➢Political pulls and pressures may jeopardize the whole process, raising alarm about the
privatization and being anti-people

➢ Increased threats from Chinese manufacturers.

Strategies to capitalize the strengths

➢Having a good brand image and product portfolio, they should aggressively defend and
increase the market share.

➢ Improve internal efficiency and productivity of the employees of BHEL.

Strategies to improve the weakness

➢Improve the speed and quality of purchases as the competition in this range is with small
contractors

➢To create channel partners rather than operate as individual companies

Strengths opportunities (SO) strategies

➢Increase market share aggressively

➢Present a better way of performing the jobs in tune with the established brand name

➢To address the demand in all the parts of nation to gain wide spread experience and exploit the
opportunities

➢To offer design solutions to the customers

➢Invest money in the process to have financial advantage

Weakness opportunities (WO) strategies

➢Improve procurement cycle and reduce the process difficulties

➢Execute pilot projects to gain experiences and minimize risks

Strengths Threats (ST) strategies

➢To increase lobbying with the government to prevent extension of purchases preference and
maintaining level playing field in the segment.

➢To check the emergence of new players and be well prepared to counter them

➢To be cautious in the event of change of the government and the process of reforms falling off
the track.

Weakness Threats (WT) strategies

➢Reduce costs to increase margins

➢To train manpower to counter the threats of enhanced competition and to execute the job
efficiently

BHEL in order to get considerable and profitable share in the increasing competitive market,
need greater emphasis on the following areas

➢ Increasing market share aim to increase penetration.

➢Price Competitiveness
➢Brand building exercise- To gain customers confidence in the distribution business also

The above can be achieved through

➢Increased level of public relations with the customer through dedicated marketing and sales
team.

BCG MATRIX

BHEL has its contribution are 6 sectors. These sectors are as follows:

1. Power
 2. Transmission

3. Industries: Petrochemicals

4. Refineries, Cement etc.

5. Oil and Gas

6. Non-Conventional energies

7. Transportation

Power sector:

BHEL is the topmost producer of boilers with two third market share and even turbines and
generators are manufactured making them the market leader.

Transmission sector:

The transmission sector comes under the industry segment which caters to 22% of BHEL’s
industry segment. It consists of gas insulated substation SBU and transformation SBU which
holds a good market share and the growth in this sector is much more than power sector which is
40% y-o-y. Thus these are the question mark products of BHEL and should be invested upon
more to bring it to star position. It should invest more in technology to sustain competition in this
sector and saving it from becoming a dog product.

Refineries and cement sector:

The cement sector does not have any individual player who accounts for more than 12% of
market share. But the growth of cement sector has dropped to 10.43%. Hence, BHEL with a
small market share in a slow growth market is a dog SBU.

The refineries SBU takes a good share of the market and it is growing rapidly in India at 62%
which accounts to a high growth. Thus with a high market share and high growth this is a star
SBU for BHEL and it should reap upon the most on it.
Oil and Gas sector:

The oil and gas sector is growing by 45% in which the major contribution is of gas sector. Since
BHEL is one of the oldest producers of drilling equipments it has a good market share in its
supply. But due to cheap and technologically better equipments supply from international level,
BHEL has lost significant market share. Due to the high growth market and decreasing market
share it is a question mark product now and BHEL should decide fast whether to invest more and
improvise market share or divest from this sector. The BCG matrix can be presented as follows:
Non conventional energies:

The renewable energy sector especially wind energy is seeing a massive growth y-o-y. Thus
it’s a highly growing market. But due to many producers of equipments and foreign competition
BHEL has not succeeded to secure a high market share. In fact all producers hold more or less
similar market share. But due to the overseas expansions of BHEL it has a high market share in
this sector. Thus this is on the verge of becoming a star product for BHEL.
Analysis of major strategies

Strategy1:-BHEL has decided to enter into continent of Africa. Bharat Heavy Electricals Ltd
(BHEL) has secured diamond, cobalt and iron ore mines in the Democratic Republic of Congo.

Analysis: -The above point is listed as an opportunity in SWOT analysis as huge investments by
governments in infrastructure. In India BHEL is able to get orders for supply of equipments like
boilers, turbines etc. But in Africa it has got a bigger order that of EPC (engineering,
procurement, and construction) contract. It is also leveraging India’s relation with Africa and
enhancing diplomatic relation.

Although there are political uncertainties in countries such as Congo, which may affect this
arrangement. It may be difficult for the arrangement to work out so BHEL should look orders
from other politically stable countries.

Strategy2:-BHEL to acquire Czech power plant

Analysis: - Listed in SWOT analysis formation of joint ventures. BHEL failed in acquiring
Czech power plant equipment-maker Skoda Power because its bid was around 10% lower than
Doosan Heavy Industries and Construction, which finally bought the firm.

BHEL is trying by way of M&A to get the technology for large turn key projects and market
access to unexplored areas.

Bhel has also been looking at Romanian and Chinese companies.

Strategy3:- BHEL to compete with overseas vendors for equipment supply orders for nuclear
power projects

Analysis:-BHEL has credibility and has supplied state-of-the-art power generating equipment of
various ratings corresponding to nearly 3,280 MW for various nuclear power plants. This is a
good strategy as it will help BHEL get orders from outside and not depend only on Indian firms
like NTPC. Also it will help BHEL understand its market standing globally.

Startegy4:-BHEL partnership with NPCIL

Analysis:- Listed in SWOT analysis formation of joint ventures. BHEL has been a major partner
in NPCIL's vision to achieve self-reliance in nuclear energy and its association with NPCIL
began in 1970 with the development of technology and manufacture of prototype channel covers
and heavy water heaters. Aimed at synergizing the strengths of the two companies, BHEL and
NPCIL have also recently signed a memorandum of understanding to form a joint venture (JV).
The JV will carry out EPC activities for nuclear power plants both within the country and outside
on mutually beneficial terms.
It will help in the development of BHEL as an indigenous source capable of designing and
manufacturing steam turbine generator sets of these ratings to meet the needs of various nuclear
projects proposed to be set up in the country in the future.

Although NPCIL will eat some of the profit but it’s necessary as then they can capture market as
both are experts in their respective areas as illustrated when they jointly developed turbine
generator sets and steam generators at Tarapur.

Strategy5:- BHEL units plan to re-enter defense business

Analysis:-Defense is one of the areas where government allocates large chunk of it’s money.
BHEL can develop technology so that it can enter into supplying of equipments to defense.

Strategy6:-BHEL puts in place system of performance-based loading

Analysis:-Listed in SWOT analysis as a threat number of small contractors leading to price wars
and loss of business. It’s good on part of BHEL as it will help in monitoring vendors. According
to the system a vendor who performs well in a month will get further orders. The system will
motivate them to perform better. As BHEL's outsourcing target keeps increasing to reach 7.5
lakh tonnes in 2010-11 and 10 lakh tonnes in 2011-12, sub-contractors will have to inevitably
expand their capacities through technology up gradation.

Strategy7:-Time-saving HR systems in BHEL

Analysis: - Listed in SWOT analysis as a weakness that working environment in BHEL is non
productive. Bharat Heavy Electricals Limited (BHEL) has taken up on pilot basis the Release II
of HR systems for Payroll, Time Management, Travel Management, Employee Self Service,
Manager Self Service and Product Development based on SAP model in the Power Sector
Southern Region, Chennai, and the Tiruchi unit.

It will help augment productivity of BHEL. It is aimed at aimed at fulfilling the long-felt need to
synergize and integrate human resource function across the organization to leverage maximum
benefits. Besides reaching out to internal customers for their requirements on real-time basis,
they would also play an increasing role as strategic partner in business.

The system would help in taking quicker decisions

Strategy8:- BHEL nuclear expertise

Analysis:- Bharat Heavy Electronics Limited (BHEL) is facing difficulties in securing timely
supply of basic raw materials for its manufacturing units and its supply commitments for power
projects envisaged for commissioning in the Eleventh Five-year Plan. BHEL should build
suppliers relations well. BHEL should concentrate on less number of suppliers and long term
relationships (like Toyota). This non availability of raw materials is adversely affecting BHEL &
putting a question mark in building equipments for power plants like reactors.
Startegy9:-Implementation of Share point portal

Analysis: - It is a good strategy and save cost of integration & deployment time. Integrate Search
& document management with every day tools- Microsoft internet Explorer & Microsoft office
application to help ,create, manage and share content. Create a division portal website.
Bidding for international and national power project, procuring, integrating all system and
delivering a complete project to the customer within a stipulated timeframes will become
easy. It will help improve the intra- team collaboration.

Startegy10:- Vendor development

Analysis:- Vendor development of 200 vendor @ Hardwar is conducted which helps in

improving relation between BHEL and vendors.

Startegy11:- Research and Development Strategy

Analysis:- The R&D efforts have made significant contributions to almost all areas of operation
of BHEL; a few among them are:

 Atmospheric Bubbling fluidized bed Combustion (FBC) boiler up to 100 tones/hr.

 Direct Ignition of Pulverized Coal (DIPC).

 Ceramic liners for abrasion resistance application in thermal power plants.

Six sigma implementation in PCB sub assembly section

 PCB sub assembly section manufactures power control board (modules) for control
equipments.
 This section act as one of the feeder lines the main assembly of control equipments.
 The six sigma was first implemented in the year 2002 and today it has attained the sigma
level of 5.44.

Production line
 In production line the raw board is feeded at one end and the finished module is received
at one end. The total time consumed for one board manufacturing is 3minites.
  In the manufacturing of modules the various function involved are applying of soldering
paste, feeder of components, oven, connection testing by optical methods, X-ray testing,
manual capacitor mounting.

Applying manual
connectio
Micro medium x-ray mounting
Soldering large feeder oven n testing
of
feeder feeder by optical testing
paste capacitors

Pathway Of Quality Service Department

 The quality service department has completely studied the proces that were taking place
in the production line.
 It has intracted with the operators about the difficulties faced and studied the defected
components to understand where the problem lies in the production line.
 The quality service epartment has follwed the DMAIC principle to implement the six
sigma.
 According to the study they have formerd a list of problems causing defects in the
production line.
 Some of the most affecting problems in the production line are
o Viscosity of soldering paste
o Spreaing of soldering paste
o Pick and place problem of components in the modules
o Faulty components
 o Drying of modules
o Placing of capacitors
 To solve the above problems the qualitydepartment has taken efforts to like finding the
correct viscosity for avoiding the short circuit of the modules when it is energized.
 To stop the spreading of soldering paste it has introduced laser cut stencil for applying the
solerin paste.
 To stop the pick and place problem QS has introduced the special feeder for the
components.And also in to increas the speed and reduce the mismatching of pins the
components in are splited according to the size of the componets and three feeder were
introduced as shown in the above figure.
 To avoid the faulty components the vendors were asked to supply for uniform pin heights
and accoring to strict quality norms and the goods are accepted only after the detailed
inspection.
 The drying of modules are done by gradual process by heating the modules gradualy and
cooling it gradulay for the proper drying of soldering paste and avoid the short circuit of
moules.
 To place the capcitors in the modules by mannualy the fixtures were made for the easy
mounting of capacitors on the modules.
 To monitor and understand the changes made a quality service team member were
appointed in deputation till the growth in the sigma level is achieved.
Six sigma achievement
MODULE 3:

PROJECTED FUTURE OF BHEL:

REVENUES: 50000 CRORE FOR THE FINANCIAL YEAR 2012

GROWTH RATE: 20%

NO OF EMPLOYEES: 50000

PROFITS: MORE PROFITS IN 2011-12 AND PROFIT MARGIN WILL DROP IN THE
YEAR 2012-2013

EXPORTS: ONE SIXTH OF TURNOVER IN 2011-12

MARKET SHARE: 55% IN THE YEAR 2012

PROJECTED BALANCE SHEET:

Factors affecting the projected financials:

 A dominant position, wide product portfolio and strong relationship with government
agencies make BHEL gain advantage over the competitors with aggressive power
capacity addition targets set for the XI and XII five year plans.

 BHEL enjoys 54% share in the XI plan power orders and order book size of 1, 43,800
crore in the financial year 2010 and thereby the company has strong sales visibility in the
coming years.

 New orders are expected to slow down in the coming years since 45% of XII plan orders
have already been placed.

 Robust growth revenues due to enhanced execution capabilities (capacity increased by

50% during 2008-2010 to 15 GW).

 BHEL is well positioned to bag supercritical orders due to its technological partnerships,
joint ventures with state electricity boards.

 BHEL order book will peak in the financial year 2011 since 45% of XII plan power
equipment orders have been already placed (54% share of BHEL). Hence there is limited
scope for growth in the order book in the future.

 Rise of commodity prices, competitive pressures and higher import content in the
proportion of supercritical orders will reduce margins in the financial year 2011.

 BHEL is the preferred supplier of power equipment for government projects but its share
in the private sector is low.

 BHEL enjoys substantial economies of scale with a manufacturing capacity that is 2.5
times of its closest competitor, L&T.

 Dominant industry status (63% of the installed capacity in the financial year 2009).

 BHEL enjoys high EBITDA margins (16.1% in financial year 2009 and 11.5% for L&T).

 It is debt free with a debt equity ratio of 0.012 in the financial year 2009.
TURNOVER OF 27% CAGR: CAPACITY ADDITION:

 Robust growth in power demand leading to more order inflows for BHEL.

 High private sector participation.

 Recently BHEL secured the largest order to date from Indian Railways (990 crore) to
manufacture 150 electric locomotives.

 Industrial segment revenue to increase in the future years(transmission, transport,

renewable and nuclear energy)

RISKS AND CONCERNS:

 L&T, strongest domestic threat to BHEL, plans to increase its production capacity to
6GW.

 Increased price competitiveness in the future leading to market share loss.

 Low cost Chinese manufacturers (No import duty on Chinese goods, superior quality,
timely deliveries)

 Slow execution rate by BHEL may result in lower new order growth

 Deregulation may lead to lower order flows

 Margin contraction due to higher commodity prices

 Currency appreciation may lead to preference for imported equipment

STRATEGIES:

TECHNOLOGICAL STRATEGIES:

 Upgrading its product engineering and manufacturing technology base by induction of

state of the art technologies.

 Upgrading equipment and facilities to maintain quality leadership

FUNCTIONAL LEVEL STRATEGIES:

 Focusing on initiatives such as design to cost, lean manufacturing

 Purchase and supply chain management initiatives through leveraging IT(negotiations

through reverse auctions, e- procurement)

 Have suitable product capabilities including manufacturing capacities and technologies

 Long term rate contracts(copper, steel, transformer, oil)

 Prepare the organization for competition through quality, low cost operations and
efficiencies

 Assess and build enabling HRM & Financial Management

BUSINESS LEVEL STRATEGIES:

 Vendor base expansion

 Outsourcing(low technology, low core manufacturing)

 Plans to go big in defense orders.

GLOBAL STRATEGIES:

 Identify potential future growth drivers in domestic and international market

segments(non renewable energy)
FINDINGS

The major findings from the study of the organization are as follows:

 As it is a public sector company, government interference is more.

 There are no much exports of products in Middle East, southeast, Bangladesh, Africa and
some other nations.

 There is no good relation between and the management.

 The policies and procedures of the company are very out dated.

 There are a stringent rules and regulations. So that does not leave to take some decisions.

 There is a slow pace of development.

 Age factor of the employees, and poor accountability.

 Huge salary bill for the employees and poor accountability.

 Extracurricular activities are more among the employees like sports, other business in the
company campus, etc.

 There is an enormous paper work in the company.

 Not spending more money on Research and Development.

 Technology is mainly depended on the collaborators.

CONCLUSION

Bharat Heavy Electricals Limited is one of the India most dynamic and successful company
which has already attained ISO9000 certification for the Quality Management and ISO14001
Certification for the environment Management.
BHEL has been crowned, as one of the “NAVRATNA” Public Sector Undertakings by the
Government of India, bringing it on the threshold of becoming on world-class player in the
international arena. It is one of the top five organizations in the employee satisfaction. But the
company’s policies and procedures should be updated and all its weaknesses and threats should
also be resolved by having the aggressive and dynamic managers into the top.
It was really worth doing in this company as this study of the organization, has raised my
knowledge about the various functions of the various departments and also to know how the
organization study will helps a lot to a student to know how the organizations should be and how
all the department functions and also to know what type of various major Weaknesses and
Threats arises in the company.