ORGANIZATION STRUCTURE TRAINING

AT
KARNATAKA ANTIBIOTICS AND PHARMACEUTICALS
LIMITED

A Report submitted in partial fulfilment of the requirements for the degree of

Master of Business Administration

By

Priyanka P

REGISTER
NUMBER 1927844

Under the guidance of

Dr. Bikramaditya Ghosh

CHRIST INSTITUTE OF MANAGEMENT

Bengaluru
June 2019
 Declaration

I hereby declare that the Organization Structure Training report on Karnataka Antibiotics and
Pharmaceuticals Limited, has been undertaken by me for the award of Master of Business
Administration degree. I have completed this study under the guidance of Dr. Bikramaditya
Ghosh.

I also declare that this Organization Structure Training report has not been submitted for the
award of any Degree, Diploma, Associate ship, Fellowship or any other title, in CHRIST
(Deemed to be University) or in any other university.

Place: Bengaluru Signature _

Date: Priyanka P
1927844
 Certificate

This is to certify that the Organization Structure Training report submitted by Priyanka P
is a record of work done by her during the academic year 2019-20 under my guidance and
supervision in partial fulfilment of the requirements of Master of Business Administration
degree.

Place: Bengaluru Signature

Date: Dr. Bikramaditya Ghosh

Christ Institute of
Management Bangalore
Certificate by Corporate in Letterhead
 Acknowledgement

I would like to thank Christ Institute of Management for providing me an opportunity to

execute an organizational structure training.
I would also like to express my gratitude to my OST mentor Dr. Manohar Kapse, Assistant
Professor, Christ Institute of Management for approving the company chosen and guiding me
through my training.
I would like to thank my mentor Dr. Bikramditya Ghosh, Associate Professor, Christ
Institute of Management for his valuable insights.
I would like to thank Mr. Rakesh Nandakumar, Business Solution Leader, Nano Source
Technology, for helping me find internship opportunities.
I would like to express my gratefulness to Mr. Satish Shekar, Production Manager, DPP1,
KAPL, for introducing me multiple managers at KAPL that has helped me build a strong
network.
I wish to express my sincere thanks to Mr. K L Jala, Head of the Department, Purchase Order
Department, KAPL for being my corporate mentor and a huge support system throughout my
training at KAPL.
Mrs. Meenakshi, Senior Inspection Specialist, KAPL for the confidence she imbibed in me
during my training.
Ms. Triveni, Quality Analyst, KAPL for her continuous support throughout my training.

Priyanka
P
1927844
 Synopsis
This report consists of the understandings gained from the Organization Structure Training
from Karnataka Antibiotics and Pharmaceuticals Private Limited (KAPL). This report
presents the learnings gained from various departments such as marketing, finance, human
resource, production, etc., KAPL is a pharmaceutical company located in Bangalore which
focuses on producing drugs at affordable rates. With an immense interest in understanding
the production operations the learning experience at KAPL was surely knowledge gaining.
Chapter Page
TABLE OF CONTENTS
No. No.
1 INTRODUCTION TO ORGANIZATION 1

2 ORGANIZATION STRUCTURE 7

3 FUNCTIONAL DEPARMENTS 9

4 SWOT ANALYSIS 20
FUNCTIONAL HIGHLIGHTS ACROSS KEY RESULT
5
AREAS 22

6 RECOMMENDATIONS AND CONCLUSIONS 24

7 FINANCIALS 26

8 REFERENCES / BIBLIOGRAPHY 32
Fig Page
No. LIST OF FIGURES No.

2.1 Organization Structure at KAPL 8

3.1 Operations at Dry Powder Parenteral 15

3.2 Operations at Small Volume Parenteral 16

3.3 Operations at Non – Parenteral 17

 CHAPTER 1

INTRODUCTION TO
ORGANIZATION

1
 Pharmaceutical Industry in India
Globally, India is the largest provider of generic drugs. Indian pharmaceutical sector industry
supplies over 50 per cent of global demand for various vaccines, 40 per cent of generic
demand in the US and 25 per cent of all medicine in UK.
India has an important position in the global pharmaceuticals sector. Presently over 80 per
cent of the antiretroviral drugs used globally to combat AIDS (Acquired Immune Deficiency
Syndrome) are supplied by Indian pharmaceutical firms.
India's biotechnology industry comprising bio-pharmaceuticals, bio-services, bio-agriculture,
bio-industry and bioinformatics is expected grow at an average growth rate of around 30 per
cent a year and reach US$ 100 billion by 2025.
Indian pharmaceutical sector industry supplies over 50 per cent of global demand for various
vaccines, 40 per cent of generic demand in the US and 25 per cent of all medicine in UK.
India contributes the second largest share of pharmaceutical and biotech workforce in the
world. The pharmaceutical sector in India was valued at US$ 33 billion in 2017. India’s
domestic pharmaceutical market turnover reached ₹129,015 crore (US$ 18.12 billion) in
2018, growing
9.4 per cent year-on-year (in ₹) from ₹116,389 crore (US$ 17.87 billion) in 2017. In
February 2019, the Indian pharmaceutical market grew by 10 per cent year-on-year.
With 71 per cent market share, generic drugs form the largest segment of the Indian
pharmaceutical sector. Based on moving annual turnover, Anti-Infectives (13.6%), Cardiac
(12.4%), Gastro Intestinals (11.5%) had the biggest market share in the Indian pharma
market in 2018.
Indian drugs are exported to more than 200 countries in the world, with the US as the key
market. Generic drugs account for 20 per cent of global exports in terms of volume, making
the country the largest provider of generic medicines globally and expected to expand even
further in coming years. India’s pharmaceutical exports stood at US$ 19.14 billion in FY19
and US$ 3.1 billion in FY20 (up to June 2019). In FY18, 31 per cent of these exports from
India went to the US.
The ‘Pharma Vision 2020’ by the government’s Department of Pharmaceuticals aims to
make India a major hub for end-to-end drug discovery. The sector has received cumulative
FDI worth US$ 15.98 billion between April 2000 and March 2019. Under Budget 2019-20,
allocation to the Ministry of Health and Family Welfare increased by 3.1 per cent to
₹63,298 crore (US$
9.6 billion). Indian pharmaceutical sector is expected to grow at a CAGR of 15 per cent in
the near future and medical device market expected to grow $50 billion by 2025.
Karnataka Antibiotics & Pharmaceuticals Limited – Introduction
Karnataka Antibiotics & Pharmaceuticals Ltd., (KAPL) Bangalore is a Government
Enterprise. From a modest beginning in 1984, KAPL has grown from strength to strength in
the areas of manufacturing and marketing of various life-saving and essential drugs. With an
ISO accreditation from KPMG, Netherlands, KAPL is recognised for its total commitment to
quality and services.
This was a Joint Sector Undertaking promoted by Hindustan Antibiotics Limited (HAL) in
collaboration with Karnataka State Industrial and Investment Development Corporation
(KSIIDC). Subsequently, the shares held by Hindustan Antibiotics Limited have been
transferred to Government of India in the year 2009. Now Govt. of India holds 59% of the
equity shares and the rest is with KSIIDC. The Company was incorporated on 13th March,
1981 and the commercial production started from August, 1984. The manufacturing units
and the registered office of the company is located at Bangalore, Karnataka. The main
products are pharmaceuticals formulations like tablets, capsules, injectables, etc. KAPL,
from the very first year of its operations, earned profits and is an MOU signing company.
The Department of Pharmaceuticals was created on the 1st of July in the year 2008 in the
Ministry of Chemicals & Fertilizers with the objective to give greater focus and thrust on the
development of pharmaceutical sector in the country and to regulate various complex issues
related to pricing and availability of medicines at affordable prices, research & development,
protection of intellectual property rights and international commitments related to
pharmaceutical sector which required integration of work with other Ministries.
KAPL is committed to the primary mission of manufacturing and marketing quality life-
saving drugs to make them available to the masses of India. While fulfilling this objective,
KAPL has made its presence felt both in the Domestic and International Markets consisting
of institutions and trade. KAPL has also providing Veterinary and Agro products.
A highly skilled, professional and motivated management work force has been able to
provide strong presence in Pharma, Veterinary, Agro and export business in a highly
competitive market of pharmaceuticals and others.
Being an ISO – QMS & EMS accredited company, it is equally committed to quality and
environment. KAPL is committed for the quality, reliability and high performance through
highest standard of honest workmanship in whatever it is does will be in line with the latest
GMP requirement and technology.
 Vision, Mission & Objectives
Vision:
To achieve excellence in the field of manufacture and marketing of quality drugs and health
care products at affordable price to all.
Mission:
 To have manufacturing facilities complying with International Standards.
 To strengthen the marketing efforts to achieve 15% growth in Exports and private
trade market every year.
 To continuously improve the quality of products and services to enhance customer
satisfaction.
 To develop highly motivated multi skilled human resources to increase productivity.
Objectives:
 Evolve corporate strategy for Company’s continuous growth and profitability
including Strategic alliances.
 To modernise, upgrade and improve facilities for higher production as well as
productivity.
 To continuously improve the quality of products.
 To strengthen the marketing strategy to effectively compete in national and
international markets.
 To generate enough internal and external financial resources to implement its
diversification projects.
 To maintain and develop highly motivated human resources to achieve professional
competence and ensure career development of its work force.
Commitment:
 To provide impartial, sympathetic and prompt services to the public in matters
relating to the pharmaceuticals industries.
 To take prompt steps to provide quick redressal of the grievances of our personnel
and public at large.
 To formulate policies and initiate consultations with all
Industry Associations/stakeholders and to amend them whenever so required.
 KAPL Policies
Quality Policy
 To manufacture and deliver products and services consistent with accepted standards
towards total customer satisfaction.
 To create at all levels, an environment to promote quality as a way of life with a
strong sense of values and commitment.
 To continuously train themselves, improve machinery, processes and facilities
towards productivity and to maintain consistent quality of products and service.
 To conduct professionally with the shareholders, employees, customers, suppliers,
financial institutions, governments and the public.
 To practise quality system conforming to ISO 9001-2008.
Environmental Policy
 Equipping and enabling each and every individual to take personal accountability to
protect the environment.
 Making provisions to comply with all applicable legal and other requirements.
 Set and track measurable environmental objectives to mitigate adverse impacts on
environment.
 Commitment to environmental compliance and prevention of pollution.
 Exchange of manually beneficial knowledge with interested parties and the public.
 Continually improving upon the control of pollution.
 All related documents are maintained in accordance with rules and acts.
 Profile of the Products
 Pharma Products
 Veterinary Products
 Agro Products
Formulations:
 Dry powder parenteral
 Tablets
 Capsules
 Liquid parenteral
 Oral liquids & dry syrup
Product Range:
 Antibiotics
 Anti-hypertensive
 Anti-diabetic
 Haematinics
 Anti-migraine
 Nsaids
 Animal health products
 General medicines
 Agro-chemical products
 CHAPTER 2

ORGANIZATIONAL
STRUCTURE
 Organization Structure at KAPL

Board of Directors

Corporate Office Factory

Marketing FInance & Human Factory & OperationsQuality Assurance

Research & DevelopmentInformation
Quality
Corporate Planning
Resource Department Service Department
Control

International Pharma & Agro Marketing Engineering

Mantenance

International Marketing and Pharma Trade Production In- charge

Environmental Officer

Stores Department

Production
Planning &
Control

Fig 2.1: Organization Structure at KAPL

 CHAPTER 3

FUNCTIONAL DEPARMENTS
 Marketing Department

Managing Director

Head of International Marketing

Head of Pharma Marketing

Marketing Department at KAPL is responsible for the growth of the company by ensuring
growing revenue with increased and steady sales of the products being manufactured. It is
focussed on meeting the consumers’ needs.
The Marketing Department can be categorized to Marketing Team and Sales Team.
Marketing Team is responsible for developing marketing strategies for promotion of the
product. Whereas, the Sales Team is responsible for ensuring the products manufactured are
sold to the right consumers.
The Marketing Team conducts market research to understand the potential sales at a
particular zone. Data of the physicians, pharmacies and hospitals are gathered and analysed.
Multiple factors are considered in deciding the marketing strategy, such as, market size for a
particular product, return on investment on new products, understanding competitors.
Regular reviews are conducted to understand the effectiveness of the marketing strategy
being used.
The Sales deals deploys Medical Representatives to physicians to present the product. The
physicians are provided with samples to understand the effect of the product. The Medical
Representatives play a crucial role in the development of sales as they directly interact with
the physicians. The Sales Team is trained on relationship building to ensure lasting sales
from the physicians. Since the Sales Team interact with the physicians directly they become
the source of information for manufacturing new products.
Regular campaigns are conducted to build brand image among physicians and hospitals. In
terms of International Marketing Export rules are taken into consideration so as to comply
with the export country rules and regulations.
 Finance & Corporate Planning Department
The role of Finance department is wide spread and it is most vital part of the organization. Its
functions involve,
 Accounts
 Financial Reporting
 Financial Control
 Capital Budgeting
Each department works out the operating capital for the financial year. The Marketing
Department commits with the projection of sales with their inventory. Based on operation
capital provided by each department, an operating budget is built and the sales, expenditure,
profit and forecasting. A monthly pro-rate operating budget is prepared and reviewed if the
there is any distortion and internal P&R is prepared.
The Costing Department looks through the cost and purchase. Their objective is to keep a
check on the price of the materials and what impact it can make on the manufacturing
product’s selling price. The Costing Department should comply with the purchase principles
set by the organization.
Every department is provided with a Cap-Ex (Capital Expenditure) for new projects,
investment and renovations. Any new propositions should match the budget forecasting, if
not it is delegated to higher authorities.
 Human Resource Department
The Human Resource Management at KAPL is focussed on the organization development
ensuring the contentment of the employees. The functions of the Human Resource
Department are wide spread as follows,
 Employee Benefits and Compensation
o The employees are provided with benefits such as leave travel concession,
medical benefit scheme, insurance, pension scheme etc.,
o The employees are provided with numerous allowances which includes house
rent allowance, canteen services, conveyance allowances, shift allowances,
etc., and uniforms.
 Payroll
o The payroll team is responsible for paying the employees with the promised
compensation and deductions and also, ensuring the compliance with tax
laws.
 Learning and Development
o To ensure that the employees at KAPL are skilled and upgraded the learning
and development team conducts regular training sessions which includes
technical as well as personal development training.
 Recruitment and Staffing
o The recruitment team is responsible for recruiting skilled talents from a pool
of resources as per the need of the organization.

 Risk Management
o The Risk Management is focussed on policy making and ensuring safety of
the employees at the organization premises.

Performance Appraisal
The Performance Appraisal Management System is performance based by incorporating
attributes and ingredients like skills, knowledge, abilities, tasks, duties and responsibilities.
The employees are assessed on 3 factors,
 Functional
o Job knowledge
o Effectiveness
o Cost consciousness
o Day-to-day planning
 o Desire to learn
o Acquisition of new skills and knowledge
o Communication
 Human Relations
o Interpersonal Relations
 Personality
o Commitment & integrity
o Dependability
o Office decorum & discipline
o Attendance

HRD Measures
HRD measures aims at the development of the employees as well as the organization,
focussing on the organizational effectiveness. The HRD measures focus on the following
aspects to achieve the motive of organizational effectiveness,
Employee Benefits
The employees at KAPL are provided with multiple benefits such as conveyance allowances,
canteen services, shift allowance, house rent allowance, education allowance, leave facilities,
medical benefits, group insurance, uniforms, PF and pension scheme.
KRA and Performance Appraisals
Key Result Area (KRA) defines the objective for the employee. They are set after a
discussion with the employee after understanding his/her strengths and low points. KRAs are
decided by considering the areas to focus for the effectiveness of the organization. They are
set in the beginning of the financial year that sets the targets & goals for the employee for the
complete year.
At the end of the financial year, the performance of the employee is evaluated based on the
KRAs set at the beginning of the year. The performance appraisals are based on the skills,
knowledge, abilities, duties and responsibilities along with personality attributes.
Promotions
The employees are promoted to higher position as an appreciation and for their dedication
and contribution to the organization. Promotions boosts the motivation of the employee.
Training and Development
KAPL conducts continuous training sessions for its employees with respect to technical and
interpersonal skills. The technical training sessions are usually on the job training.
 Production Planning and Control Department
The Production Planning and Control (PPC) Department is responsible for planning the
production activities of the products alongside with the Production Department.

The marketing team provides the PPC Department with the order details.
The PPC decides the production plan along with the concerned Production Departement and form a Master Production Schedule (M
Marteking provides
Order Details

The Material Procurement Sheet consisting the details of the quantity or raw
materials, primary packing materials and secondary materials are forwarded to the
Purchase Department (PD).
PPC forwards
The Purchase
the Department procures the required materials and notifies the PPC on the availablity of the materials.
Material Procurement Sheet to PD

The materials are then sent to Quality Control (QC) to analize the quality of the
materials received.
After the approval by the Quality Control Department, the work order is released by
Materials are sent ofthe Purchase Department to PPC and Production Department. testing

PPC informs the Production Department to start production and makes sure that the
PPC instructsproduction is as per the Master Production Schedule (MPS). Production
Department to start production
 Factory & Operations: Production Department
Dry Powder Parenteral - Operations
The raw materials are procured in bulk and are either packed into smaller units or blended
with other drugs and packed into smaller units. Vials are small glass containers used to pack
the drugs. The day to day operations of the Production Department involves the following
steps,

Sterilization of Vial

Vial Filling and Stoppering

Vial Sealing

Vial Inspection

Vial Labelling and Packing

Fig 3.1: Operations at Dry Powder Parenteral

 Small Volume Parenteral – Operations
Small Volume Parenteral Department at KAPL is focussed on manufacturing liquid
parenteral packed in either ampoules or vials. Raw materials are procured and processed to
achieve the right mixture of the required quantity of the drug. The production operations at
Small Volume Parenteral Department is as follows,

Ampoules De-cartoning

Sterilization of Ampoules

Ampoule Filling and Sealing

Ampoule Inspection

Ampoule Labelling and Packing

Fig 3.2: Operations at Small Volume Parenteral

 Non – Parenteral Department– Operations
Non – Parenteral Department at KAPL is focussed on manufacturing tablets, capsules and
syrups. The production operations at Non – Parenteral Department is as follows,

Raw Materials Sewing

PreparationDrug

Raw Materials Granulation

Drying and Milling

Raw Materials Blending

Compression

Coating

Packing

Fig 3.3: Operations at Non - Parenteral

 Quality Control
Quality Control Department (QCD) is responsible for quality analysis of the raw materials,
primary packing materials and secondary packing materials. QCD has dedicated
departmental sections for carrying out the analysis of the following,
• Parental, non-parental, veterinary drugs
• Primary packing materials like glass vials, rubber stoppers and aluminium seals
• Secondary packing materials like labels, section cutters, literature, mono or multi
cartons, shipment cartons and other packing materials
All the materials that reach the store are sent to the QCD for analysis. The materials are
moved to Approved Area of the store only after the approval of the QCD. The manufactured
products are sent to the QCD for analysis so as to make sure that the product matches the
quality as promised to the customer. The analysis is carried out in the presence of the Quality
Assurance representative.

Purchase Order Department

•The Material Procurement Sheet (MPS) consisting the details of the quantity or raw
materials, primary packing materials and secondary materials are forwarded by the PPC
to the Purchase Department (PD).
Receives the • The Purchase Department plans to procure the materials based on the
MPS Material Procurement Sheet.

•The Purchase Department releases a tender request to all it's approves vendor list for
the required materials.
•After receiving the tender, the Purchase Department finalizes on the tender providing the
PD releases
best quality and price.
tender
request

•The Purchase Department procures the reqiured materials and notifies the PPC about
the same.
Procures •The PPC sends the samples to Quality Control Department for analaysis of the quality of
materials the materials procured.

Purchase •After QC passes the materials procured, PPC requests for the release of Work Order to
Department the Purchase Department.
releases Work
Order

•The Production Department raises Indent to release the materials to start production.
•Quality Assurance Department (QAD) and Production Planning and Control
Production (PPC) Department approves the request.
Department •Materials are released to teh Production Department to start the production.
raises
Indent
 Quality Management
Quality Management is focussed on assembly and management of all the activities aimed at
the production or quality products. The different components of Quality Management are,

Quality
Planning

Quality Quality Quality

Improvement Assurance
Management

Quality
Control

It is responsible to maintain design controls, auditing, management review, risk management,

handling of complaints, recalls, change control and deviation control.

Deviation Control: All the deviations are carefully captured in order to maintain the
continuous improvement of process and system. All kinds of deviation (planned/unplanned)
should be reported and investigated for corrective and preventive action (CAPA).
Change Control: Written procedures should be established and maintained to control
changes in various units and procedures. The changes should be justified and documented as
all the changes are the potential to impact the quality, safety and efficiency.
Risk Management: Product, process, materials, equipment, facilities, distribution system
should be evaluated and inspected using approximate RM tools. The document of policies,
procedure analysis, specific plans, records and reports should be available to support RM.
Product quality review is evaluating the quality of the product with the objective of verifying
the consistency of the processes and ensuring continuous improvement.
 CHAPTER 4

SWOT ANALYSIS
 SWOT Analysis
The global pharmaceutical market is undergoing rapid transformation. Considering 100%
foreign direct investment (FDI) is allowed under automatic route in the drugs and
pharmaceuticals sector KAPL faces a tough competition in the domestic as well as the
international market. However, KAPL has established its brand name in the pharmaceutical
industry through constant research and development.
The world population explosion and increase in life span has increased the importance of this
industry overtime. KAPL has in-house Research and Development Centre that is responsible
for innovation of new pharmaceutical products. The products manufactured at KAPL ensure
highest quality through stringent quality measures. With various levels of checks at multiple
stages of production, KAPL ensures the delivery of quality drugs to its consumers.
With a W.H.O. approved manufacturing facility, KAPL is a pioneer at manufacturing Dry
Powder Parenteral, Liquid Injectables and Non-Parenteral. KAPL has a reputation for quality
and reliability in the market.
As it is a government enterprise, a lot of process is still recorded in books. This should be
avoided by digitalizing the processes. Technology has transformed the way businesses
function. Technology adaptation is recommended to ensure smooth functioning of the
business.
 CHAPTER 5

FUNCTIONAL HIGHLIGHTS
ACROSS KEY RESULT
AREAS
 Key Result Areas
With a very strong Research & Development team, KAPL is dedicated towards formulating
and manufacturing of life saving drugs at an affordable rate. KAPL has witnessed a
sustainable growth in the past years that has led to be one of the biggest exporter to various
international countries such as Russia, Malaysia, Thailand, Philippines etc., With quality at
its upmost focus, KAPL aims to provide quality life saving drugs at an affordable price.
KAPL has witnessed sustained growth in the past years that has led to a strong customer
base. This in turn assisting the growth of the organization.
With trained employees and regular training programs, KAPL looks out to keep their human
resources well equipped with all the necessary skills required to bring maximum production
capacity. With strong foothold on quality KAPL also has ISO 9001:2015 certification and
ISO 14001:2015 certification ensuring Good Manufacturing Practices (GMP) are followed.
 CHAPTER 6

RECOMMENDATIONS AND
CONCLUSIONS
 Recommendations
With a strong foothold in the pharmaceutical industry, KAPL is expected to grow to an
immensely in the coming years. The following are recommendations to ensure a sustained
growth in the competitive market,
 Upgradation of existing facility to meet international Good Manufacturing Practice
(GMP) requirement.
 Automating a few production facilities to reduce process defects and ensure higher
revenue and higher profits in return.
 Diversifications of business – venturing to manufacturing Active Pharmaceutical
Ingredients (API).
 Expansion of international business ties.
 Digitalization of processes.

Conclusions
Karnataka Antibiotic and Pharmaceuticals Private Limited is a well-organized company. All
the departments are well structured with well-defined roles. KAPL has a well-established
network with reputed customers. All the employees are well skilled and have the required
kind of knowledge necessary their field.

The Company's products are exported which in turn generates foreign exchange and similarly
the Company imports its raw materials whereby hedging its Foreign Exchange against
exports. Hence the risk of foreign currency is minimal as portion of foreign exchange earned
on exports is used for payment of raw materials.
The Organization Structure Study at KAPL has enabled me to understand various functions
of management. The study has provided me with exposure towards understanding the
importance of organization structure, roles, delegation and various responsibilities carried
out by each department.
 CHAPTER 7

FINANCIALS
 Accounting Policies
The financial statements are prepared under the historical cost convention in accordance with
Generally Accepted Accounting Principles (GAAP) in India on accrual basis to comply in all
material aspects with the accounting standards specified under the section 133 of Companies
Act, 2013, read with rules 7 of Companies Accounts Rule, 2014 and relevant provisions of
Companies Act, 2013 as applicable. The preparation of financial statements is in conformity
with Indian GAAP. Provision for current tax is made on the basis of taxable income
estimated in accordance with the provision f Oncome Tax Act, 1961
 Balance Sheet as on 31st March 2018
₹. in lakhs
Particulars 2015 2016 2017 2018
Equity and Liabilities
Shareholder’s funds

Share Capital 1349 1349 1349 1349

Reserves and Surplus 9724 11432 14465 15628
11073 12781 15814 16977
Non-current Liabilities
Long term borrowings 477 310 122 1300
Deferred tax liabilities 0 34
(net)
Long term provisions 1409 1545 1816 2006
1886 1885 1938 3340
Current Liabilities
Short term borrowings 452 429 310 66
Trade Payables 5530 5866 148+7311 198+748
Other current liabilities 2134 2615 2744 3289
Short term liabilities 571 670 510 612
8687 9580 11084 11647
21646 24216 28836 31964
 ₹. in lakhs
Particulars 2015 2016 2017 2018
Assets
Non-current Asset
Fixed Asset
Tangible Asset 1639 1564 5062 7527
Capital work in progress 2325 2623 865 589
Differed tax amount (net) 120 172 118 0

Long-term loans & 1076 1123 211 203

advances
Other non-current assets 724 1043 1256 1428

5664 6525
Current Asset
Inventories 5051 4576 5352 5141
Trade receivables 6424 8131 9180 10324
Cash and bank balance 3684 4383 6166 5273
Short term loans & 584 596 601 1466
advances
Other current assets 19 5 25 13
15762 17691 21324 22217
21646 24216 28836 31964
 Profit and Loss Statement ending on 31st March 2018
₹. in lakhs
Particulars 2015 2016 2017 2018
Income
Revenue from operations 23696 31202 37232 35416
Other income 488 160 371 287
Total Revenue 24184 31362 37603 35703

Expenditure
Cost of materials 10078 12946 13480 13432
consumed
Purchase of stock in trade 2453 2264 4044 3349
Changes in inventories of -550 188 -295 -271
finished goods, work in
progress and stock in
trade
Employee benefits 5322 5997 6478 7877
expense
Finance cost 49 45 68 79
Depreciation and 338 339 401 477
amortization expense
Prior period items 8 2 1 -24
Other expense 4753 6562 8719 8462
Total Expense 22451 28343 32896 33381
Profit before tax
Tax expense:
1. Current Tax 620 1120 4707 715
2. Deferred Tax 13 -52 54 152
Profit for the year 1100 1951 3042 1455
Add: Excess provision for 0 6 0 9
taxes of earlier years
withdrawn
1951 1106 1485 3033
Profits after tax
Earning per equity share:
1. Weight average 82 145 225 108
earning per share
2. Diluted earnings 82 145 225 108
per share
 Sales Turnover
₹. in lakhs

Sl. Particulars 2015-2016 2016-2017 2017-2018

No.
1. Liquid 3257 2671 3294
2. Liquid orals and dry syrup 626 979 1065
3. Vials 8885 8652 8731
4. Tablets 9407 11890 16488
5. Capsules 3320 3536 3027
6. Others 7197 10899 7778
Total 326292 38627 35383

Performance
Highlights
₹. in lakhs

Sl. Particulars 2015-2016 2016-2017 2017-2018

No.
1. Production 34201 40551 36682
2. Sales 32692 38627 35383
3. Exports 3397 2272 2397
4. Profit before Tax 3019 4707 2322
5. Profit after Tax 1951 3033 1455
6. Reserves and Surplus 11432 14465 15628
7. Paid up Share Capital 1349 1349 1349
8. Dividend (%) 15 18 20
9. Earnings per Share (₹.) 145 225 108
(Face Value ₹. 100/-)
10. Book Value of the Share 947 1172 1258
(₹.)
(Face Value ₹. 100/-)
 REFERENCES/BIBLIOGRAPHY
(KAPL, 37th Annual Report, Karnataka Antibiotics and Pharmaceiticals Limited,
2018) (KAPL, 36th Annual Report, Karnataka Antibiotics and Pharmaceiticals
Limited, 2017) (KAPL, 35th Annual Report, Karnataka Antibiotics and
Pharmaceiticals Limited, 2016)