Organisational Structure Training

Report
Surya Roshni Limited

Submitted by
Aditya Manoj Kumar
19221003
MBA 2019-2021

Under the supervision of

Mr. N.K. Varshney Mr. Sanjib Bhattacharjee

(Organizational Guide) (Faculty Guide)

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 Declaration

I hereby declare that this report is a Bonafide record of the organizational structure
study done by me under the supervision of Mr. Sanjib Bhattacharjee, CHRIST (Deemed to be
Univerity), Ghaziabad and Mr. N.K. Varshney, Area Sales Manager (North India), Surya
Roshni Limited in partial fulfillment of the requirements for the award of the degree of
Masters in Business Administration of CHRIST (Deemed to be Univerity), Ghaziabad.

This work has not been taken or submitted elsewhere in connection with any other
academic course.

Place- Delhi

Date- 22nd June 2019

Name- Aditya Manoj Kumar

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 Acknowledgement

The completion of this report would not be possible without the participation, help
and support of the people mentioned here and their contributions are deeply appreciated and
acknowledged here. First and foremost to my organisational mentor, Mr. N.K. Varshney for
providing guidance and continuous support throughout the project and helping with the
research required, without which this project would not have been possible.

Also I am thankful to Mr. Sanjib Bhattacharjee, Assistant Professor, for providing the
direction for this project.

Thank you all,

Aditya Manoj Kumar

3
Certificate of Training

Index

4
Table of Contents
Declaration .............................................................................................................................................. 2
Acknowledgement .................................................................................................................................. 3
Certificate of Training............................................................................................................................. 4
History of the Company .......................................................................................................................... 6
Profile of products................................................................................................................................... 6
Mission, Objective and Strategies of the Organisation ........................................................................... 7
Organisational Chart ............................................................................................................................... 8
Policies and Procedures .......................................................................................................................... 9
Functions of Departments and Managers................................................................................................ 9
SWOT Analysis of the Organisation .................................................................................................... 11
KRA of the Organisation ...................................................................................................................... 11
Significant Factors for Success ............................................................................................................. 12
System of accounting followed ............................................................................................................. 13
Product Promotional Measures ............................................................................................................. 13
Career Planning and Promotion Policies of employees ........................................................................ 14
Training Measure .................................................................................................................................. 14
System followed for the purchase of Materials .................................................................................... 15
IT Systems used .................................................................................................................................... 15
HRD Measures and Welfare Measure .................................................................................................. 17
Manpower Planning .............................................................................................................................. 18
Performance Appraisal System ............................................................................................................. 19
Financial Highlights of the Organisation in the past 3 years ................................................................ 20
Future Plans for growth of the organisation.......................................................................................... 20
Views of Managerial and Non-Managerial staff................................................................................... 21
Advantages and drawbacks of the organization structure ..................................................................... 22
Recommendations to overcome the drawbacks .................................................................................... 22
Modifications, if any, to the organization structure .............................................................................. 23
Bibliography ......................................................................................................................................... 24

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History of the Company
Started in October 1973 (Surya Roshni, n.d.) by Mr. Basudev Agarwal, Surya Roshni
Limited [Formerly Prakash Surya Roshni Limited] setup its first Steel Plant in Bahadurgarh,
Haryana for the production of Steel Tubes. In November of the same year that it was formed
Surya Roshni was converted to a public limited company. In 1984 the company had set-up its
first lighting plant in Kashipur, Uttrakhand. A second lighting plant was set-up in Gwalior,
Madhya Pradesh in 1992 for the production of GLS [General Lamp Shape] and FTL [Filament
tube Lights] which in 1998 became Asia’s largest glass ribbon plant annual capacity of 400
million GLS and 25 million FTL shells.

In 2010, a steel plant was set-up in Gwalior, Madhya Pradesh and Anjar, Gujarat for
the production of Steel pipes. In the same year, production of PVC pipes had started in plant in
original plant in Bahadurgarh. In 2012, an R&D centre was set up in Noida in under the name
“Surya Technology and Innovation Centre” for research into energy efficient LED lights. 2014
started Surya’s venture into consumer electronics with the launch of Surya Fans in the same
year and Surya Home Appliances in 2015. In 2014, the production of LED lights was also
started in the Hasipur Plant. The merger of Surya Global Steel Tubes Limited with Surya
Roshini Limited was finalised in 2018.

Profile of products
The following products are being manufactured or being sold under the Surya brand
 Pipes-
• Steel
• PVC (Poly Vinyl Chloride)

 Lighting fixtures
• CFL (Compact Fluorescent Lamp)
• FTL (Fluorescent Tube light Lamp)
• LED (Light Emitting Diode)

 Home Appliances
• Fans
• Induction Cooktops
• Water Heaters
• Food Preparation appliances

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Mission, Objective and Strategies of the Organisation

Mission:
Energizing lives and beyond
“To be a global leader by consistently exceeding the consumer demands, upgrading
technology, making quality products, building long-term relationships with all our customers,
partners, associates, and employees.” (Surya Roshni, n.d.)

Objectives:
• Customer Satisfaction

• Social Responsibility

• Integrity

• Surya Parivar Philosophy

Vision:
Committed towards a better tomorrow
“To be the largest global enterprise which delivers optimized solutions to its consumers and
value to its stakeholders. To provide the best steel pipe, lighting & electrical products and
technology for markets across the world.” (Surya Roshni, n.d.)

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Organisational Chart
Managing
Director

CEO

Chief Financial Chief Sales and

Head HR Head of IT Operations
Officer Marketing Officer

Hiring/Resource Software and Product

Taxation Retail Sales
Management Hardware Development

Government
Accounting Payroll Cyber Security Quality Control
Sales

Employee International Factory Floor

Reimbursement Administration
Sales Management

Inventory
management

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Policies and Procedures
The company adheres to a 7Ps policy (Surya Roshni, 2018)
 Professionalism: Validation of promise and delivery to the clients
 Product Development: To deliver innovative and energy efficient products to the clients
 Productivity and Perfection: To be able to deliver more with maximum capacity
utilization and perfection
 Promotions: Enhance the brand awareness and visibility
 Performance Evaluation: Regularly monitor the output and evaluate strategies for a
sustainable future
 Payback: Create an enhanced brand value creation for the shareholders
 Profitable Growth: Strengthen revenue and optimize costs

Functions of Departments and Managers

Finance
The primary function of the financial department is to maintain the balance sheet of the
company; to ensure timely payments to vendors and verifying payments from clients on a
timely basis. The taxation department keeps a record of the taxes to be paid across all the
purchases, revenue and profits.
The employee reimbursement department verifies and processes all the travel and daily
allowances of sales and marketing employees along with other reimbursements.
The role of the Finance managers is to authorise the payments and the final budgets of
various departments

HR
The function of HR department is divided into the following
 Recruitment of new employees: At any point when there is a requirement of new
employees or to fill in positions of employees who have resigned or have been let go.
 Retaining existing employee and managing their pay structure and salaries: This
involves dealing with employee complaints and ensuring timely payment or employees.
The functions of the HR managers include the following-
 Setting and finalizing the HRD policies: This entails the leaves, benefits and salaries
of employees at different grades across the company.
 Final approval of the appraisals and the raise to be given is also done by the Head HR

IT
Being an organisation in the 21st century means that constant internet connection is of
the utmost importance. The IT department ensures that all necessary employees have access to

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either a PC or a laptop with constant internet connection. Along with this the IT department
ensures data security so that the data of the company is not exposed outside the company.
The IT Manager has the following functions:
 Deciding and finalizing the IT policies of the company
 Along with suggestions from the department heads, deciding which software are to be
used within certain departments. This would have to be done with consideration of the
budget allocated to the department in question and not the IT department.

Sales
The function of the sales department is to ensure constant revenue and find new clients
especially with government organisations. The sales department also has to maintain a
relationship with the client to ensure repeat contracts especially with private organisations such
as DLF.
The sales department also functions along with the marketing department. This means that all
the promotions of new products have to be done by the sales department by informing existing
clients of these new products as well and convincing retailers to store the new pipes within
their stores.

Operations
The operations department has to work in conjecture with the sales department in order
to ensure a viable product according to customer requirements. Most of the job of the operations
team starts once the sales have been finalized.
After the materials have been acquired the production team ensure that the product is
being made according to the delivery timelines. The production team also makes sure that the
product developed also meets the standards and requirements set by the client (in terms of pipes
material composition). Another function of the production team is to develop new designs or
modify existing designs for pipes in sectors such as for solar water heaters.
The quality control department also falls under the operations team and their job is to
ensure that the final product being shipped does not have any major flaws which could hurt the
reputation of the company in the eyes of the client.
Though the factory floor management is in extent a part of the production team, the
managers are separate and are giving control over the workers on the factory floor. This
involves finalising shifts and ensuring safety standards on the production floor.

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SWOT Analysis of the Organisation
Strengths:
• A strong loyalty of the employees to the organisation due to the connect of the owner
and higher management with all employees at all levels
• A high quality of products which the clients have now expected is integral to the brand.
• Strong market share with both Pipes and Lighting which are the company’s major
products

Weakness:
• A low margin of profits on the products being sold across the different verticals
• Despite of having an export to 50+ countries, there is very low year on year growth in
exports
• The company lacks a young workforce which could adopt new ideas and bring a new
management style to the company

Opportunities:
• Given the company’s strong market hold in lighting sector, it has a good opportunity to
gain a stronghold in the Smart LED market which is currently controlled by
International brands like Phillips and Xiaomi
• The company has not yet tapped into the e-commerce market for the sales of home
appliances and lighting for homes.

Threats:
• There is a significant threat from cheaper Chinese products and unbranded products
form small manufacturers.

KRA of the Organization

Finance
 Maintain and control financial and accounting policies of the organisation
 Design and manage reporting system of cost and revenues
 Negotiation and review of contracts with clients and suppliers
 Direct internal audit of the financials of the organisation

HR
 Formulate staffing policies and plans for future growth of the organisation
 Build talent needs and develop it where required
 Build an environment which rewards performance and innovation
IT
 Identify current and future technology needs of the organisation

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  Build and train employees in new applications
 Standardise IT usage and devices across all departments

Sales and Marketing

 Maximum sales which convert to client reconsidering the company in case of repeat
orders
 Create strategies for customer acquisition and retention. Especially in the case of
private organisations and vendors
 Identify market needs through market research

Operations
 Maximum utilisation of the raw materials with no lag in inventory
 Ensure that the production line in never idle or performing below the minimum
threshold

Significant Factors for Success

1. Brand: Due to the qualities imbued by Mr. Basudev Agarwal when the company was
being formed, the brand has been equated with quality and timely deliverance. Since
the first government contract acquired, the company has had a strong relation with the
minds of the government officials for the excellent product.
2. Locational Advantage: Due to strategic placement of the pipe and lighting plants, it has
been easier for the company to reach consumers across the country. With the first plant
located near Delhi and another plant in the hills of Himachal Pradesh, the company was
able to cut down on transportation costs not only to metropolitan cities but also areas
where transpiration from the major cities would have increased the price of the product
significantly
3. Quality: As mentioned earlier the company has become synonymous with quality. This
is due to the fact that the client organisations trust that the products received will always
meet the exact requirements and safety standards requested.
4. Distribution Network: With over 2,50,000 retailers it has become easier for the
company to reach customer Pan India especially in Tier 2 and Tier 3 cities.
5. Raw Materials: To provide the best quality products, the best raw materials have to be
used which are acquired form vendors such as SAIL, Hindustan Zinc and Tata Steel.
(Surya Roshni, 2018)

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System of accounting followed

Since most of the company’s manufacturing process takes a long time between from
agreement on the sale to the final delivery of the product and the subsequent payment. The
policies of accounting followed are mentioned below (Surya Roshni, 2010)-
1. The financial statements are prepared in accordance with the generally accepted
accounting principles (GAAP) and the provisions of the Companies Act, 1956, as
adopted consistently by the Company except for certain fixed assets which are revalued
each year.
2. The Company follows mercantile system of accounting and records significant items
of income and expenditure on accrual basis.
3. Investments are recorded on the cost at acquisition.
4. Raw material, Stores & Spares are valued at cost on FIFO basis. In this, it is considered
that the raw materials that have been acquired first or the product that has been produced
first is used and sold first respectively
5. Finished Goods are valued at cost or net realisable value whichever is lower. The cost
will include direct costs and appropriate part of overheads.
6. Real Estate work-in-progress is valued at cost or net realisable value whichever is lower

Product Promotional Measures

As a new line of pipes is planned on being launched or is being researched, the
following steps are done:
1. The market for a pipe is first identified and the possible clients for the pipes.
2. After the identification, a prototype of the possible pipe design is created and
showcased to clients along with a document containing all the physical properties of
the pipe and possible changes that can be made to the pipe.
a. As per the company’s policy, the new designs and the documents must be sent
to the private organisations who are the top 20 in terms of revenue share to the
organisation.
b. The product must also be showcased in at least 3 Expo’s within India and is a
must in Expos in emerging markets such as Africa.
3. As for government organisations, there is no promotion policies as the pipe produced
in made as per the tender put forth by the organisation.

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Career Planning and Promotion Policies of employees
There is no formal SOP of career planning with the organisation. This is due to the
company believing a non-hierarchical approach to management.
As for the promotion of employees vertically in the organisation the following steps are
taken:
1. Once a manager of department head resigns, the HR check for suitable candidates
within the organisation.
2. The suitable candidate must have the academic qualification of a graduate ( though in
the current environment, a preference is given to a post graduate degree/diploma
holder), a minimum of 4 years of experience within the company and 7-8 years in total
for managerial level posts and 10+ years for the posts of department head.
a. The post of managers can only be filled by junior managers or staff and that of
department head by managers, though this rule maybe broken in certain cases
3. If there are several such employees their seniority in the company and their performance
during this time is evaluated and the desirable candidate is promoted to the new
position.
4. In the event that no employee is found suitable for the position, an external candidate
is found and the same requirement is

Training Measure
A large majority of the training measures are directed towards the unskilled workers of
the factory floor. As for the managers and employees, there is no training policies in place in
the company for them. If they want to acquire any skills they would have to do so on their own
time or apply for leave for the duration of the training if it would hinder their work.
For the factory staff, the training is targeted towards the operation of the machinery,
handling of material on the factory floor and rules while on the factory floor.
To judge the effect of the training process, the following is done:
 A practical session is conducted under supervision twice to make sure that the worker
has understood the process of manufacturing.
 A practice run is done for the handling of materials to ensure that the employee

14
System followed for the purchase of Materials
The purchase of materials starts post the sale of the pipes has been finalised. This
process varies for both Government and Private Organisations.
For Government organisations, the following process is followed:
1. The initial requirement of the pipes is sent as a tender which is open to all. Tender
documents have to be brought from the government offices before any bid is made.
2. Once the tender documents are acquired, a cost bid which is made along with a Techno
Commercial Bid which contains all the technical characteristics and properties of the
pipes that would be
3. Once the bid is accepted negotiations are started with the organisation over the price of
the contract and the timelines of delivery
4. Once the negotiations are over the final contract is prepared and an EMD (earnest
money deposit) is presented along with it as proof of good faith and a willingness to
complete the transaction.

For Private organisations, the following process is followed:

1. A direct enquiry comes from the client to the company
2. An offer is sent as per the requirements of the client. If the Surya Roshni does not have
the capability to manufacture the product required or as per the specifications, the
enquiring company is told so.
3. If the client finds the offer reasonable, negotiations start on the overall price and
delivery dates
4. As in the case of government contracts, the final contract is prepared and an EMD
(earnest money deposit) is presented along with it.

Once the sale is finalized the process of acquiring the raw materials begins. The raw
materials are acquired form the following vendors
 steel from Tata Steel or SAIL
 zinc from Hindustan Zinc

The following process has to followed in order to obtain the raw materials form the suppliers:
1. Once the contract for the raw materials is finalised it must get the approval of the head
of the finance department in consideration with the budget to be allocated to the project
2. A letter of credit is also issued from the bank of Surya Roshni as a guarantee of
payments to the provider of raw materials. This has to be done with every new contract
of sale and the corresponding raw materials requested.

IT Systems used
The IT systems are decided on a Federal basis i.e. the decisions for IT systems and
infrastructure are done by the IT Head of the vertical of the organisation and the departmental

15
heads. These decisions are decided based on the ideology of co-operation between the
departments. The following decisions have been made:
 The main vendor or choice of computer equipment within the company is DELL
computers
 The servers used are from Cisco. They provide the severs which connect the
different offices of the organisation and also provide the internal data centres for
the organisation. The network connections are provided by Airtel along with the
corporate cellular services.
 The software and services used for cyber security are provided by Kaspersky Labs.
 For financial services, Purchase order requisitions, Purchase order generations and
other internal admin requisitions a customised version of Oracles ERP solution is
used which provided the company with most of the solutions required with the ideal
connection of different departments without opting for multiple software and
additional development for their integration.
 The companies mail system is provided by under the Google Suite solutions which
provides cloud storage along with online document management and email
solutions in one package.

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HRD Measures and Welfare Measure
Hiring
Once a vacancy within the company is informed to the HR representative responsible
for hiring, he/she puts up ads in Newspapers and Online Job Portals. The medium used to
inform the public about a vacancy depends upon the position to be filled.
Once the resumes are received, the candidates are shortlisted based on the skills and
experience and called for interviews. If the applicant is selected, he/she is hired but put on a
probation period based on the position they are filling. This can range from 3- 12 months.
Once the probation period is covered, the salary and grade of the employee is set based
on the performance during the probation period.

Exit from company

If the employee is exiting the company voluntarily, he/she has to serve a notice period
of 1-3 months depending upon the position of the employee.

Benefits
Beside the basic salary, the following perks are also given to an employee (value based on basic
salary)
• House rent allowance (HRA)
• Medical reimbursement
• In cases where the salary is below a certain amount ESI (Employee state
insurance) is provided
• Provident Fund
• Along with this yearly bonus, performance incentives (mostly to sales representatives)
and profit bonuses are given to employees as well
• For workers bonuses are given as 20% of the basic salary of 2.5 months
• Leave travel allowance (for privileged leave) is also given to employees once a year
(equivalent to one month’s salary)
• Accommodation within the factory premises is also provided to the workers and staff
(if needed)

Leave Policies
Leave Type Days allocated Additional remarks
Unused leaves will transfer to
Earned Leave 21
consequent FY
Medical Leave 7
Will lapse if not used
Casual Leave 7

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Manpower Planning
Most of the Manpower planning that occurs within the company is from SOPs set
during the early stages of the organisation. This is because the company still employs the same
level of work place automation that had been set up in the early years of the company. The
planning used is a function of the production capabilities of the factory. This means that every
time a new plant is set up or a new machinery is setup to increase the production capacity, the
number of new employees required in each department is calculated as a ratio of the increase
in production.
For e.g. if a new pipe moulding machine is set up in the plant which increase the
production by a factor 0.5, then 3 new employees would be required per shift on the factory
floor (i.e. a total of 6 new factory workers), an additional truck driver would be required to
transport the material. Since the new machinery is set up in the existing plant no new managers
would be assigned for the management of the factory floor or for quality control. These would
be hired on different increase in production quantity, a book of which is kept with the
operations managers.

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Performance Appraisal System

Setting the KPI:

An employee’s KPI is set based on the department’s as well as the individual’s performance
in the previous Financial year. In case of Department heads, team/ department performance is
also considered while setting the KPI. This KPI is discussed with the employee and finalised
by his/her reporting manager.

Performance Evaluation
At the end of the FY the performance is evaluated based on the values set at the beginning of
the year. Evaluation is done by department head/ reporting manager

Appraisal Approval
Once the evaluation is done final approval of the appraisal process is done by the head HR
based on the budget allocated. Once the appraisal is approved by the HR, the MD or the
Department Head signs off on the final amount and the employee is sent a letter informing
them of the new salary structure.

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Financial Highlights of the Organization in the past 3 years

₹ 5,011.76
₹ 6,000.00

₹ 4,181.03
₹ 5,000.00
₹ 3,196.50

₹ 4,000.00

₹ 3,000.00

₹ 1,047.32
₹ 2,000.00

₹ 950.92
₹ 691.46

₹ 348.59
₹ 313.90
₹ 244.23

₹ 1,000.00

₹ 0.00
2015-16 2016-17 2017-18

Revenue (in ₹ crores) EBITDA (in ₹ crores) Net Worth (in ₹ crores)

(Surya Roshni, 2018)

Future Plans for growth of the organisation

The company has a focus on the following projects which are currently being formulated by
governments and organisations (Surya Roshni, 2018)
 The Gas distribution network: Since the Indian government is focusing efforts on
eliminating the use of gas cylinders especially in the urban cities, there is an opportunity
for the company to acquire the contract for the project.
 Interlinking of Rivers: With the government wanting to link perennial rivers with
seasonal rivers, it provides an opportunity for the company acquire the contract for the
pipelines to be set for the project.
 Smart Cities: With a large number of Smart cities being planned, there is a high demand
for exceptional infrastructure to be provided for these projects.

As for International Projects:

 Surya Roshni is currently in talk with providing the infrastructure require for the
Expo Centre in Dubai and the 2022 World Cup stadiums in Qatar.

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Views of Managerial and Non-Managerial staff
View of managers
The managerial staff, especially those who have been in the organisation of more than
3 years, have held managerial posts in several different departments within the company.
According to them this allowed them to gain a greater understanding of the functioning of the
company and helped them prepare in the eventual rise to the head of a department.
The heads of department with whom I was able to speak did comment on this being the
factor that helped them be promoted to the position and encouraged the managers to practice
the same and take up roles in different departments.

As for the IT department, due to a small team being employed at the plant location, they
were able to take on large tasks with each person in-charge of different aspects of the IT
department. Even here the roles were often shifted so that no one keeps doing to the same task
for a long time and keeps track of their co-workers and helping them were needed. This helped
them cut down on handover times while shifting roles

View of non-managerial staff

A large majority of the non-managerial staff with whom I was able to speak to were
extremely satisfied by the culture and atmosphere with the organisation. They felt as though
they were part of a family and not just employees within an organisation.
The factory workers and transportation workers never felt that they were unskilled
labour. They often gained a lot of support from the managers even on aspects outside the
workplace. Even new managers treated them as teachers and asked their support on learning
the procedures and processes within the factory floor.

Overall the employees praised the managerial skills of the founder and the time he took
to talk with each employee and understand grievances and the fact that he would personally
reward exceptional performance.

21
Advantages and drawbacks of the organization structure
Advantages of organisational structure
 It is the simplest form of organisational structure to understand and operate
 Communication is easy and feedback is acted upon faster
 Responsibility is clearly defined at all levels and reporting and accountability is made
clear so that each person knows who they are responsible to and whom they are
responsible for
 It is easy for the company to adjust to changing conditions as a certain manager or
executive is only responsible for their department

Drawbacks
 There are often chances that in a line structure the rule of the manager is the law, i.e. it
can become a dictatorship
 In maintaining day to day activities often long-term planning and strategy formation
are often forgotten
 This form of structure can lead to interdepartmental conflicts which arise due to self
interest

Recommendations to overcome the drawbacks

A large number of the possible recommendations are already being employed by Surya Roshni,
a few of them being:
1. Rotating managers and experienced employees within different departments:
This allows for employees to not only understand various functions of departments but
also how all the departments interact with each other. This helps in reducing
interdepartmental conflicts
2. Though the structure in paper that of line structure, since there is a non-hierarchical
approach to the work, each employee can contribute and take part in different work
within the department and take up higher roles, and the duties that come along with
them, when required.

22
Modifications, if any, to the organization structure

A possible way to possibly improve and to counteract the neglecting of long-term

planning to identify individuals within each department that would work together towards
creating the long-term plans not only within their respective departments but also within the
whole organisation. These members should be high level managers with decision making
powers to enact the changes when required.
By creating certain roles specifically for this task, it focuses the attention of the
managers towards their departmental functions and allows for others to focus on improvement
through data driven analysis of the performance and to suggest modifications to processes or
training of employees where required.

23
Bibliography
Surya Roshni. (2010). Surya Roshni Annual Report 2009-2010. Retrieved from
http://www.surya.co.in/wp-content/uploads/2016/11/Annual-Report-for-Financial-Year-2009-
10.pdf

Surya Roshni. (2018). Annual Report 2017-18. Retrieved from http://www.surya.co.in/wp-

content/uploads/2016/11/Surya-Roshni-Annual-Report-2017-18.pdf

Surya Roshni. (2018). Annual Report 2017-18. Retrieved from http://www.surya.co.in/wp-

content/uploads/2016/11/Surya-Roshni-Annual-Report-2017-18.pdf

Surya Roshni. (2018). Surya Roshni Annual Report 2017-18. Retrieved from
http://www.surya.co.in/wp-content/uploads/2016/11/Surya-Roshni-Annual-Report-2017-
18.pdf

Surya Roshni. (2018). Surya Roshni Annual Report 2017-18. Retrieved from
http://www.surya.co.in/wp-content/uploads/2016/11/Surya-Roshni-Annual-Report-2017-
18.pdf

Surya Roshni. (n.d.). Milestones. Retrieved from Surya Roshni: http://www.surya.co.in/milestones/

Surya Roshni. (n.d.). Mission and Vision. Retrieved from Surya Roshni:
http://www.surya.co.in/vision-and-mission/

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