A

Winter Project

Report

On

Analysis of Finance department

In

DCM Shriram Consolidated Ltd. , Kota

SUBMITTED BY:

Lokesh Upadhyay

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS OF

PGDM

Company guide:
 FACULTY GUIDE CERTIFICATE

To,

The Director,

Respected Sir,

This is to certify that Lokesh Upadhyay a student of PGDM in your esteemed

Institute, has undergone a summer training project under my guidance from 15th Dec.
2010 to 6th Jan. 2011.

The project entitled to him was “ Analysis of Finance Department ”, based

on a venture of DCM Shriram Consolidated Ltd. The project has been completed by the
student to my entire satisfaction

Signature of Faculty Guide: _____________

Name: ______________________

Designation: ______________________
 DECLARATION

I here by declare that the project titled “ Analysis of Finance department ” is an original
piece of research work carried out by me under the guidance and supervision of Prof. The
information has been collected from genuine & authentic sources. The work has been
submitted in partial fulfillment of the requirement of PGDM to Pune University.

Place: Pune Signature: ___________________________

Date:
 Contents:
S.no. Particular Pg. no.
1. Preface 5
2. Acknowledgement 6
3. History of dscl 7
4. Business overview 11
5. Process of Financial analysis and availability 35
6. Modes of Transaction & System used for 36
transaction processing
7. Example of Financial Statement 38
8. Balance sheet 39
9. Profit & loss a/c 40
10. Cash flow statement 41
11. Example of Unaudited Financial Report 43
12. Conclusion 47
 Preface :
To survive , thrive and beat the competition in today’s brutually competitive world one
has to manage information and material flow in the organization and analyzing them for
monitory or non-monitory benefits of the organization . This is what we are learning in
our PGDM course at Sinhgad Institute of Management (Pune) .

Finance or Capital plays a significant role in the organization as the

Blood plays its role in human body . It not only provide energy to business but
simoultaneously it is essential for the success for the any business organization easily .

Now a days , the major problem faced by every business is finance because of change in
the size or scale of business and competition . In such environment , the Finance
Department has occupied a key position in the business .

In this regard , I have undergone my winter internship at Account and Finance Department
of DCM Shriram Consolidated Ltd. , Kota .

In our study , our main objective is to reflect our attention on that how we can manage
our finance in DSCL Ltd. And discuss various type of transactions and finance
requirement in the company…

The DSCL is the leading company in the field of fertilizer , Cement , PVC , Resigns
and Caustic Soda . Our study discuss various aspects of the finance department of the
company .

LOKESH UPADHYAY
 ACKNOWLEDGMENT

While preparing this project report I want to acknowledge to the group, one of the major
thought leaders in the Indian scenario today.

I take this opportunity to express my deep sense of devotion and gratitude to Mr. for
giving the opportunity to join the unit and complete my summer training in such a well
managed and a reputed organization.

I also want to acknowledge Mr. K.K.Sharma , Mr. Inder Kundanani , Mr. Pawan
Jain , Mr. D.K. Gangwal ,

Mr. Surendra Gupta who taught me a great deal as we worked together and helped me
in developing an insight into the systems.

Last but not the least I am very grateful to all staff members of DCM Consolidated
Shriram Ltd. for their valuable support and cooperation and for providing a very good and
friendly working environment.

THANKING YOU

YOURS SINCERELY

LOKESH UPADHYAY

(PGDM )
 History :

Founder of DSCL

Sir Shri Ram

Nothing can better sum up the homage paid to great son and philanthropist of Delhi,
Barey Lalaji, Sir Shri Ram who began as a humble worker and went on to set up one of
India's largest business houses - the DCM Group. Not only did Lalaji achieve great
height in business enterprise; he also participated in full measure in the crucial early
stages of nation building. Everyone is familiar with the name of multiple facets of the
industries and institutions on which he left his imprint - be it the DCM Limited, Bengal
Potteries, Jay Engineering Works, many sugar mills, Sindri Fertilizers, the Lady Shri
Ram College, Shriram College of Commerce, Delhi School of Economics and umpteen
others. But who is this Barey Lalaji?

Born into a family of Agarwal banias of modest means, Shri Ram, in the 79 years of his
life, built an industrial empire manufacturing a vast variety of goods like - textiles,
sugar, alcohol, heavy, chemicals, vanaspati, pottery, fans, sewing machines, electric
motors and capacitors. The industrial legacy that he left behind was valued at Rs 600
million at the time of his death.

Reared in milieu which graft nepotism, black marketing and tax evasion were
considered a must for success in business, Shri Ram set for himself rigid standards of
morality in his dealings with the public and government and made no compromises in
order to earn more money or gain a favour. While himself deprived of opportunities for
higher education, he nevertheless understood how, important such education was in
building the future of a nation. As a result he helped to finance a network of schools,
colleges, industrial institutes and research laboratories. He was also the founder
chairman of the Industrial Finance Corporation and Chairman of Sindri Fertilizers, the
first national venture in the public sector in free India.

Little is known of Shri Ram's ancestors. Khuswant Singh writes in his "Shri Ram: A
Biography" of the oldest family name on records, is the one of Kanji Mal. Nothing more
is known about him. One of Kanji Mal's descendants was Rattanchand who was a
confectioner. He was the grandfather of Shri Ram's grandfather. Rattanchand was a man
of influential means. He was able to secure for his son Badri Das, the post of treasurer in
the Karnal Commissariat of the British Army.

Badri Das was very mature for his age and he fared well by saving and investing in
buying real estate in Firozpur and Delhi. He died in 1874 leaving behind four sons of
whom the youngest, Bishambar Das was somewhat more distinguished. Bishambar Das
had three sons - Gopal Rai, Girdhari Lal and Madan Mohan Lal. Shri Ram was born to
Madan Mohan Lal and his wife Chando Devi on April 27, 1884.

While Shri Ram lacked formal education he read extensively. His reading included
religious scriptures, Sanskrit classics, Urdu and Persian poetry and some English
biographies. He assiduously cultivated men of learning and culture. But most of all he
admired scientists on whom he pinned his hopes for the salvation of his country. One of
his lovable eccentricities was that he carried out experiments to produce new varieties of
food in his own room and then subjected his none too robust digestive system to his new
recipes.

The secret of Shri Ram's enlightened approach to people of different faiths lay in his
basic patriotism, making money was of little consequence to him; not once did he
succumb to the temptation of netting an extra buck or two in the black market or by
evading tax. He was an idealist who believed in raising India into an industrial nation.
His love of India did not make him dislike or distrust Pakistan. Many of his friends were
the members of the Muslim League. At the behest of his friend in Lyallpur Cotton Mills
in Pakistan, Khan Sahib Ahmed Islam Khan, he laid the foundation of a mushaira what
in the later years came to be known as the Shanker-Shad Mushaira.

Shri Ram had this uncanny ability to spot the right man for the right job a rare quality
that contributed to his success. He made many mistakes in the choice of friends but
seldom did he err in the selection of a business executive. Shri Ram's choice was not
based on the scrutiny of a "Curriculum Vitae" but on an inborn gift, a sort of built-in
Geiger-counter which ticked when he came across the man he was looking for. This
helped him to pick up a humble mistry and make him a work manager, to convert an
engineer into an administrator, to mould a perfume-seller into the overall head of a vast
enterprises producing precision instruments and so on. So sure was Shri Ram with this
instinct that once he made up his mind about the man, he gave that man every latitude,
there after his sole concern was with the results.

Shri Ram, described by his umpteen friends, was indeed a true friend. He refused to
believe that any of his friends exploited him. And many did quite blantantly. He made
friendship into an article of faith. "His house was like a dharamshala" remarks 90 years
old freedom fighter Aruna Asaf Ali. He was unable to eat food unless every seat at the
table was occupied. This indiscriminate hospitality at times caused great strain to the
members of his family. But his principle was, "the more, the merrier."

While just in his thirties, Shri Ram got himself known in the industrial as well as the
educational circles. He was nominated to the Delhi Municipal Committee. Through his
business connections with Ram Bahadur Lala Sultan Singh and more to with that of his
son, Raghubir Singh, who had started the Modern School in Delhi, Shri Ram began to
think of problems of education in India. He ensured that his sons Murli Dhar, Bharat
Ram and Charat Ram went to the Modern School where childern of more advanced
Indian families were studying. He also was intrumental in setting up several prestigious
institutions of higher learning and arts such as the Lady Shri Ram College and Delhi
School of Economics, Shriram Center for Performing Arts etc.

The initials DCM went on to become known, not only in India, but also in Africa and
Europe as well. Lalaji was knighted by the British Government 'for his distinguished
career as an industrialist and philanthropist'. To the very end Lalaji however retained his
simple demeanor and humbleness, his love for his country and his undyingly loyalty to
his friends.

Business History :
The Delhi Cloth & General Mills Co. Ltd. (DCM), was founded in 1889 with the
establishment of a Spinning Mill at Delhi. Thereafter, the company expanded and
diversified into large segments of industry areas and played a leading role in the
industrialization of India.
In 1990, to create more manageable business entities, DCM Ltd., was restructured into
four separate companies. DCM Shriram Consolidated Ltd. (DSCL) took over 1/6th of the
businesses by the merging of the following units of the erstwhile DCM:

 Shriram Fertilizer & Chemicals, Kota ( Rajasthan) - Fertilizers, Plastics, Chlor

Alkali and Power
 Shriram Cement Works, Kota ( Rajasthan) - Cement
 Swatantra Bharat Mills and DCM Silk Mills (Delhi) - Textiles

In the decade 1990-2000, DSCL added the following units to its portfolio:

 Shriram Alkali & Chemicals, Bharuch (Gujarat) - Chlor Alkali

 Shriram Environment & Allied Services, Gurgaon (Haryana) - Environment &
Allied Services
 Ghaghagra Sugar, Lakhimpur Kheri ( Uttar Pradesh) - Sugar
 Shriram Bioseed Genetics India Limited, Hyderabad (Andhra Pradesh) - Seeds
 DSCL Energy Services Company Limited, New Delhi - An Energy Services
Company
 Hariyali Kisaan Bazaar was started
 Fenesta windows were launched.

The main businesses units of DSCL now comprise of:

Agri Businesses: Sugar, Urea, Agri Inputs, Shriram Bioseeds, Hariyali Kisaan Bazaar
Energy Intensive Businesses : Chemicals, PVC Resins, Cement
Value Added Businesses : Fenesta™ Building Systems, PVC Compounds, Energy
Services
Other Businesses: Textiles
 Business Overview :

Overview
Sugar is a key component of our agri-business portfolio. Our sugar operations functioned
as an independent company within our Group until March 2004 when they were merged
in DSCL.

These sugar operations commenced in 1998 in central Uttar Pradesh, where the first sugar
mill was established through a green field project at Ajbapur. We later acquired an
existing sugar mill in the same region, at Rupapur, in 2003 emerging as a major sugar
producer in central Uttar Pradesh.Two new sugar mills at Hariawan and Loni were
commissioned this year. We now have a combined installed capacity of 33,000 TCD
(tonnes crushed daily) and a power generating capacity of 94.5 MW, with an exportable
surplus of 51.5 MW for the grid. All our sugar plants are self-sufficient to meet their own
power requirements from bagasse. We are also exporting power to the UP state grid.

Manufacturing Overview :
We have four sugar production facilities,at Ajbapur, Rupapur, Hariawan and Loni located
in central UP. All of our production facilities are completely self-sufficient with access to
reliable captive power, based on bagasse which is a sugar by-product, and are equipped
with modern equipment and machinery. These in turn have made us one of the most
efficient crushers and producers of sugar in the country.

We established our Ajbapur facility as a greenfield project in 1998. It is a new and modern
plant with high levels of automation and process control systems similar to a chemical
plant. Resultantly, this plant's output is of premium quality, commanding the highest
prices in our market region. It is also one on India's fastest growing factory in terms of
cane area, crushing and recovery, and capacity. At the time of inception, this plant had a
capacity of 3,125 TCD which has since been expanded to 10,500 TCD. The plant has a
captive power capacity of 38 MW which is used for meeting its own requirements as well
as export to the UP state grid.In addition to having in place a technologically superior
factory, we also have strong business processes in place for continuous improvement of
operating efficiency parameters. Our Ajbapur plant is supported by ERP resources (SAP
R/3) as well as TQM and institutional bidding initiatives. It is the first sugar factory in the
country to receive ISO 9000, ISO 14000, and OHSAS 18000 certifications
simultaneously.

Our Rupapur unit was acquired by us in 2003. This factory had been established in 1996,
with its main machinery and plant supplied by Krupp which is well-regarded for superior
technology. This plant's capacity was increased after acquisition from 3500 TCD to 6500
TCD.

Two new sugar mills were commissioned in February 2007 at Hariawan and Loni taking
our total capacity to 33,000 TCD and making us the fifth largest player in UP.

Raw material
Sugar cane procured from growers around our factories is the primary input for our sugar
operations. Over 2, 00,000 farmers supply us with cane. In order to facilitate the
procurement of sugarcane, we have set-up over 250 cane centres at our sugar mills.This
has significantly reduced the time taken in getting cane to our manufacturing facilities.
The average distance covered by growers is around 5-7 kilometres and within 48 to 72
hours cane reaches our factories after harvesting.

In order to ensure sustainable supply of high quality sugarcane, we invest time and
resources towards training farmers and helping them in improve their yields as well as
recovery. We also assist farmers with soil fertility mapping for judicious fertiliser usage.
Our team of experts have also been engaged in popularising the use of bio-ferlisers,
modern agricultural inputs, and other plant protection measures among cane growers,
resulting in improved yields per hectare. With a view to improve post-harvest recovery,
we help farmers with varietals propagation and replacement of low yield/low recovery
varieties.

We have also implemented an assured irrigation scheme in our cane areas, providing
irrigation means to ensure irrigation to the entire cane crop that we ultimately procure and
use for sugar production. This is also helping us popularise cost-effective irrigation
methods within the farming community.

Our efforts towards ensuring long-term, good quality cane supply are augmented by our
participation in infrastructure development for facilitating cane supplies, including
construction of road networks, providing means of transportation of cane, and assisting in
the computerisation of the local banking operations.

Recognising farmers as our principal partners in progress, our operating philosophy is to

enhance the economic status of sugarcane farmers while pursuing our own growth
objectives.. We believe that our trust-based relations with farmers built on mutual respect
and understanding is an intangible asset that strengthens the overall operating profile of
our sugar business and allows us to also extend to them our other agri-business offerings.
Overview
Leveraging a wide distribution network to build major
agri-based business

The agriculture sector is recognized a strategically important part of the economy and
India is today the world's second largest producer of food after the United States.

DSCL agri-inputs business produces Urea fertilizer, is engaged in marketing of a range of

other fertilizers, pesticides and other agri-related products. The Agri-Business is
leveraging modern management practices to realize significant value:

 A strong "Shriram" brand equity.

 Over 3 decades of direct relationship with the farming community with supply of
agri-inputs, education, training and community development programs.
 Operations spanning the North, West & South of India.
 Infrastructure of over 30 sales offices, 12 distribution warehouses, 200 wholesales
and 4800 retail outlets.
 Shriram BioSeed Genetics India Ltd that produces high quality hybrid seeds at
Hyderabad, AP, India.

DSCL's strategic focus is to build on its existing activities & infrastructure in agri-inputs,
while also exploring opportunities in agri-outputs, food processing and agri-based end use
products.

We offer online agronomy services to farmers through 107 centres – Shriram Krishi Vikas
Kendras – established by us across the country that operate with the objective to increase
farmer profitability by providing them effective agronomy services. We have a team of
102 agricultural graduates, recruited from local institutions and universities, and 15
development officers who work along with farmers to assist them in their endeavours. To
ensure that our agronomists provide knowledgeable and unconditional advice, we have
not assigned any sales responsibilities to our agronomists. The Shriram Krishi Vikas
Kendras help upgrade farming methods and also provide assistance to the farming and
rural community in the educational, hygiene and sanitation needs of the community as
well as health care support for animal husbandry. Such initiatives have made us one of the
most reliable and trusted partners of the Indian agri community.

Overview :
We are amongst the first “urea” manufacturers in the country starting way back in the
1960's. Our fertiliser operations are characterized by highly optimized production process
delivering high capacity utilization & proven abilities in erection, commissioning,
operation & troubleshooting of Ammonia/Urea plant.

Our Urea plant, commissioned in Februrary has a Production capacity of 379,000 TPA
which includes a capacity of about 700 TPD of ammonia which is an ingredient in the
Urea manufacturing process.

We are the lowest cost naphtha-based urea manufacturer in the country. Our urea
operation has consistently earned production and productivity awards for its performance.
Located within our Kota manufacturing complex, our urea plant benefits from access to
efficiently generated captive power and robust technical resources that reduce our cost of
manufacturing.

For the past several years we have been able to manufacture urea in a profitable manner
with naphtha as the feedstock. In line with our intent to continuously explore and adopt
better manufacturing practices and feedstock options, we have converted the plant into
dual feed. The facility can now accept dual feedstock of naphtha and gas in any
proportions.The necessary infrastructure for transporting gas from the source to the plant
has also been put in place. Meanwhile, the Company has started running the plant on gas
from Sep ’07 onwards. This will further reduce our cost of production.

Over the last 4 decades of operations, our brand ‘SHRIRAM' has developed a strong
presence in the rural market and is identified with premium quality reliability and high
trust. The Company has also built up an extensive distribution network over the entire
northern and central India. We have recently made a successful entry into the Southern
region where our products are gaining acceptance. Encouraged by the initial feedback
from the farming community there, we plan to further strengthen our presence in that
market.

Overview

DSCL offers a range of hybrid seeds in the country via its 100% subsidiary Shriram
BioSeed Genetics India Ltd. The Company also operates its seeds business in Vietnam,
Philippines and Thailand and proposes to expand to other locations in Asia Pacific region.
At present, the Company deals in Corn, Bajra ( Pearl Millet), Jowar, Paddy,  BT Cotton,
Vegetables and Sunflower seeds.

Our seeds business is a strong R&D-led operation that develops, produces and markets
high quality hybrid seeds. Currently, hybrid corn seeds account for most of our sales from
this business. The other hybrid seeds in our portfolio include cotton, sunflower, bajra,
jowar, SSG, and paddy. Having established ourselves as one of the country's top three
players in the hybrid corn seeds market, we are now actively engaged in conducting R&D
towards the development of new hybrids that possess robust disease resistance properties
and offer a high and stable yield performance across varying climate conditions, while
ensuring high grain quality.

We have invested in establishing a robust R&D infrastructure in Hyderabad and

Philippines. Our team consists of qualified professionals and scientists working in the
areas of genetics, plant breeding, and seed technology who leverage modern
biotechnology tools and technologies to develop new and better value-added products.

The Company, keeping with best practices has also created a comprehensive physical
infrastructure encompassing a seed conditioning plant, a cold-storage facility besides
quality assurance facilities and multiple parent seed farms. That along with an able
workforce and process competencies allows DSCL to market its products more profitably.
Furthermore, the company's existing marketing and distribution set up provides a ready
platform to sell the hybrid seeds, thus substantially lowering the cost of operations and
time-to-market for new products

The overseas operations for hybrid seeds are gaining traction, with the operations at
Vietnam already supplying to a fifth of the market.

A brief description of the overseas companies are given below :

BRP - Bioseed Research Philippines

BRP was established in 1992 with its main office is in south Philippines in city named
General Santos.The company has a total of 90 people. BRP is one of the most important
Tropical Breeding Station of our seed business and the company also does commercial
sales. BRP's market share in corn in Philippines is 14%, it has also started selling hybrid
rice seed from year 2004-05.

BVL-Bioseed Vietnam Limited

DSCL had two companies in Vietnam namely, Bioseed Genetics Vietnam (BGV) and
Bioseed Research Vietnam (BRV) which were merged in 2008 to become Bioseed
Vitenam Limited.BGV and BRV were established in 1992.This company has presence in
both in North and South Vietnam. BGV was the first operations in Agribusiness in
Vietnam and deals in Hybrid Corn Seeds and is amongst the three top private players in
hybrid corn market.

Going Forward

The Company, encouraged by the potential from this business is investing more resources
to broaden the product basket and is currently engaged in researching different crops like
pearl millet, sorghum, rice and certain vegetable varieties.

The company had also taken initiative to commence Biotechnology based research. For
this purpose work was done using ICRISAT facilities in Hyderabad. BRI also worked
with department of Science and technology for sponsored Biotechnology project.

Further the company has licensed BT technology and has launched BT cotton seeds in the
Indian market

The Company's overseas operations have in a short span of time established themselves as
both serious and large players in those markets and have begun contributing to the
Company's top and bottom-line. Going forward earnings contribution from these
operations can be expected to improve further .

Further,the company has also started its operations in Thailand and plans to enter other
south-asian countries going forward.

Overview
"Hariyali Kisaan Bazaar" - a rural business centre, is a pioneering micro level effort,
which is creating a far-reaching positive impact in bringing a qualitative change and
revolutionizing the farming sector in India. It is also an example of how well meaning
corporates can contribute to development of agriculture by building sustainable business
models.

DCM Shriram Consolidated Ltd. (DSCL), capitalising its over 35 years of experience in
the agri-input markets & first hand knowledge of Indian farmers, is setting up a chain of
centres aimed at providing end-to-end ground level support to the Indian farmer & thereby
improving his "profitability" & "productivity".

The key constraints of the Indian farming sector, being addressed by "Hariyali" are:

 Lack of last mile delivery mechanism of modern agriculture know-how & practices.
 Lack of availability of critical good quality agri-inputs.
 "Middlemen" driven farmer interface.
 High cost credit.
 Lack of direct access to buyers of varied & high value crops.

Hariyali Kisaan Bazaar

The "Hariyali Kisaan Bazaar" chain, seeks to empower the farmer by setting up centres,
which provide all encompassing solutions to the farmers under one roof.

Each "Hariyali Kisaan Bazaar" centre operates in a catchment of about 20 kms. A typical
centre caters to agricultural land of about 50000-70000 acres and impacts the life of
approx. 15000 farmers.

Each centre is engaged in:

 Bridging the last mile: Provides handholding to improve the quality of agriculture
in the area. Provides 24X7 support through a team of qualified agronomists based at
the centre.
 Quality Agri-Inputs: Provides a complete range of good quality, multi-brand agri
inputs like fertilizers, seeds, pesticides, farm implements & tools, veterinary
products, animal feed, irrigation items and other key inputs like diesel, petrol at fair
prices.
 Financial Services: Provides access to modern retail banking & farm credit through
simplified and transparent processes as also other financial services like insurance
etc.
  Farm Output Services: Farm produce buyback opportunities, access to new markets
& output related services.
 Other Products and Services:Fuels, FMCG, Consumer Goods and
Durables,Apparels etc.

These centers provide the much needed respect/dignity and freedom to the Indian farmer.
In the near future, Hariyali Kisaan Bazaars plan to move beyond agri to meet the other
needs of farmers as customers.

Technology as an important enabler

IT has been a critical backbone to the chain of centres. It is being used to provide online
support on latest technical advancements, weather forecasts, mandi (market) prices, fair &
transparent billing to farmers as well as in maintaining extensive farmer databases with
micro information about the farmers' field to provide customized service to the farmers.

Farmer Response

So far over 302 Hariyali outlets hav been set up across eight states- Haryana, Punjab,
Uttar Pradesh, Rajasthan, Chattisgarh, Madhya Pradesh,Maharashtra and Andhra Pradesh

The ground-level agri-support is already yielding results in the farmer's fields. Whether it
is adoption rate of high yielding seeds, right doses of fertilization, productivity of cattle-
feed, moisture conservation measures, adoption of new crops/allied occupations or
adoption of new technologies like zero tillage, the farmers in catchment of Hariyali
centres are already way ahead of the national averages.

Future Plans

Hariyali Kisaan Bazaar has plans to rapidly scale up the operations & create a national
footprint covering all the major agricultural markets of the country. This would mean
catering to cultivable land of over 30 million acres and touching the lives of over 10
million farmers.

Overview
Chemicals Business is a key constituent of our Power intensive commodities businesses
and makes us one of the few fully integrated chloro-vinyl producer in the country .

Our chemicals business comprises chlor-alkalis and related chemicals including caustic
soda lye & flakes, liquid and gaseous chlorine, hydrochloric acid, stable bleaching
powder, compressed hydrogen and sodium hypochlorite.

The company which is also the third largest manufacturer of Chlor-Alkali in the country,
has manufacturing facilities at Kota, Rajasthan 330 TPD and at Bharuch, Gujarat 440 TPD
both based on the environmentally sound membrane cell technology. DSCL is both one of
the lowest cost and most efficient manufacturers of Chlor-alkali in the country. The
company also has 12.5 million cubic meters bottling capacity for Hydrogen produced at
the complex and a 9,900 TPA capacity for stable bleaching powder.

Competitive Strengths

We derive our competitive advantages in this business from our backward and forward
integration, access to efficiently generated captive power and high quality raw materials, a
well-entrenched sales and marketing organisation, and long term customer relationships.

Captive Power Generation

The Chemicals business being highly energy intensive is vulnerable to the availability and
cost of power with such costs constituting two-thirds of all direct costs. Whereas around
35-40% of the capacity in India is based on purchased power, DSCL already has in place a
reliable and un-interrupted source of captive power that it is augmenting further. To this
date cost and efficiencies of power continues to be one of the significant differentiators
across the industry. The company operates two captive power facilities that cater to the
needs of its Chemicals business- a coal-based facility at Kota rated at 130 MW and a 55
MW coal based facility at its Bharuch facility.

Large Captive Consumption of Chlorine

In the chlor-alkali business, the two co-products – chlorine and caustic soda – have
varying demand cycles. This leads to surpluses of chlorine or caustic soda, depending
upon the business cycle and demand conditions. Any surplus of caustic soda is easier to
manage, but a surplus of chlorine, which is hazardous in nature, can pose a challenge to
manufacturers, as they will either need to invest to utilise the surplus chlorine or sell it at
unprofitable prices by reduce operating rates. We have a large captive consumption of
chlorine within our manufacturing facilities, because we use it to produce other value
added products. This advantage emanates from our integrated manufacturing, which also
makes us one of the most efficient players in the sector.

Castic Soda
Caustic Soda is a basic product very widely used in diverse industrial sectors, either as a
raw material or as an auxiliary chemical. As mentioned ealier, it is produced along with
chlorine. It is mainly used in the manufacture of pulp and paper, newsprint, viscose yarn,
staple fiber, Aluminum, cotton, textiles, toilet and laundry soaps, detergents, dyestuffs,
drugs and pharmaceuticals, vanaspati, petroleum refining. Caustic soda is produced in two
forms - lye and solids. Solids can be in the form of flakes or granules.

Three technologies are available world over for production of caustic soda – mercury cell
process, diaphragm process, and membrane cell process. All three processes are in use in
India, although there is strong trend indicating a shift towards the environmentally better
membrane cell process. We manufacture Caustic soda through more environmentally
friendly membrane technology.

Chlorine

Chlorine is co-produced with caustic soda in the electrolysis of brine. For

every ton of caustic soda produced, 0.886 tons of chlorine is also produced.
Being a gas and also due to its hazardous nature it cannot be transported over
long distances. Generally chlorine is liquefied and transferred into 0.9 metric
ton cylinders (called tonners) which are then transported over a limited
geographical radius.

Chlorine is one of the most abundant naturally occurring chemical elements.

It is used in the manufacture of products like vinyls, pharmaceuticals, water
disinfectants, agrochemicals, additives in oil and detergents, refrigerants,
photographic chemicals, adhesives, inks and coatings. Chlorine also finds
application in multiple industries such as electronics and semi-conductors,
food processing, automotives, and public health.

Chlorine is produced industrially from the compound sodium chloride, one

of the many salts found in geologic deposits formed from the slow
evaporation of ancient seawater. Chlorine gas cannot be produced
commercially without producing caustic soda, so chlorine and caustic soda
are known as "co-products," and their economics are inextricably linked

 
Industries We Serve
Chlorine is used as an intermediate in the production of many other polymers. These
include:

 Polyurethanes, used for foams and in applications such as soles of shoes its hard
wearing properties are important.
 Polycarbonates, used where strength is important.
 PTFE, used for its non-stick properties and temperature resistance.
 Polyvinylidene chloride resins, used for their barrier coating properties.
 Titanium dioxide, the non-toxic white pigment used in plastic paints and high
quality paper is most commonly made by a manufacturing process involving
chlorine.

Chlorinated solvents are used as an extraction medium in pharmaceutical processes, in

printing, mining and plastics processing, in the manufacture of adhesives and in paint &
varnish remover

Chlorine compounds are essential ingredients in the production of insecticides,

herbicides, fungicides, plant growth regulators and public health products which control
rodents, mosquitoes, flies and cockroaches. 

Chlorine compounds have been used in pharmaceutical formulations for many years and
play a part in the eradication of infection and disease.  It is not only used in antiseptics,
but in drugs such as chloramphenicol.  This  is an antibiotic which is used to treat a
tremendous range of diseases - typhoid fever, meningitis, septicaemia, pneumonia,
whooping cough, peritonitis and many ear, nose and throat infections.

PVC Resins

DSCL manufactures multiple grades of PVC resins covering a wide array of end-use
markets. The PVC resins produced by Company are renowned for their quality and
reliability offering the distinct benefits of a low fish-eye count and uniform particle size. .

The Company has a 70,000 TPA (after the recent expansion), PVC resins facility at its
integrated manufacturing complex at Kota, Rajasthan.

The Company utilises the calcium carbide route to produce PVC resins whereas all other
manufacturers use the ethylene/EC/VCM route. Chlorine and calcium carbide, the two key
inputs in the manufacture of PVC resins are produced by the Company at the integrated
manufacturing complex itself. After catering to captive consumption, DSCL sells the
calcium carbide to other companies in the chemicals and steel industry. Also, the
Company further processes the waste sludge produced during the manufacture of calcium
carbide to make cement. Of the PVC resins made, the Company is able to consume
between 20-25% through its PVC Compounding division, selling the rest to other
manufacturers and compounders.

As, DSCL produces PVC resins using the calcium carbide route, thereby is insulated from
the cost-cycles routinely associated with the petrochemicals-route of producing the
product that some other players in the sector are exposed to. Furthermore, the Company
has access to reliable and high-quality key inputs; chlorine and calcium carbide, both
manufactured at its integrated facility.

The in-house manufacture of calcium carbide allows the Company to maintain a swing
capability between the key input, calcium carbide and PVC resin thereby allowing it to
maximise profits during adverse cycles in any of the two products.

An interesting feature of the PVC manufacture through the calcium carbide route, which
employs electric arc furnaces, is its energy-intensive nature. DSCL, on is part is able to
exercise control over this key input cost through captive generation and consumption of
power.

The ability of DSCL to consistently deliver high quality PVC resins over the years has
been enabled by the multiple advantages it enjoys on account of the integrated nature of
its operations and a lower cost structure made possible through captive power generation.

With the incorporation of latest technology for polymerization from M/s Chisso
Corporation, the company has developed capability to develop variety of PVC Resins with
extremely high and low polymerization degree ( K Value).

Calcium Carbide
Calcium carbide (CaC2) is manufactured by mixture of lime and carbon in electric
furnace.

The company has enhanced its manufacturing capacity of Calcium carbide from 66,500
TPA to 1, 08,500 TPA by commissioning its state of the art 30 MVA electric furnace in
July 2005. The company utilises its Calcium carbide captively for the manufacture of
PVC resins and also sells in the market to the various industrial users.

The in-house manufacture of Calcium carbide allows the company to maintain a swing
capability between the key products, Calcium carbide and PVC resin.

The demand growth in Calcium carbide is driven by segments like DS compounds due to
shift to high purity steel production with increase in production of steel across the country.
The other users are DA gas and Tri- Chloro ethylene.

Our Key Competitive strengths in this industry are:

 Strong Brand image of Shriram Calcium carbide.

 Competitive cost structure based on Captive coal based power.
 Location advantage in sourcing good raw materials like lime and charcoal.

Overview
Converting waste in to premium-grade products

Our cement business allows us to create wealth from

waste generated from our calcium carbide plant. DSCL is
the only manufacturer in the country that converts waste
into consistent quality, premium grade cement.
We have recently expanded our capacity to 400,000 TPA to profitably utilize additional
sludge that is expected to be generated from the planned expansions of our calcium
carbide and PVC capacities.

The use of sludge and access to economic captive power makes this business a very
efficient and competitive operation. The key quality parameters that differentiate cement
are its high degree of whiteness, superior strength, and quick-setting features that have
translated into premium pricing.

Cement manufactured by us is marketed under the “Shriram” brand. Shriram cement has
created for itself strong brand equity, enjoying a premium over competitors brand, and is
recognized as a market leader in its areas of distribution.

Fenesta Building Systems

Contemporary Window Systems - an application adding value

As the saying goes, "Eyes are the mirror to one's face. It reflects the happenings of the
mind", so does a window to your home.

Windows are often underrated for the importance they play in our homes. Traditionally it
was looked upon as just an opening to allow access to sunlight and air within four walls.
But today a window is measured against tough standards to meet the requirements of a
superior building construction for its functional, aesthetic and environmental impact.
Traditionally, material used for construction of windows comprised of timber and
aluminium. But today with technological advancements, a material dominating the
western construction & building industry is UPVC - unplasticized poly vinyl chloride.

Advanced Window Systems

Fenesta window systems are engineered to suit various climates ranging from the cold
of Scandinavia to the deserts of Arizona.

UPVC window systems rate better than traditional material used for windows and
doors due to the inherent strengths of the material (UPVC) - High impact resistance,
termite resistance, strength, durability, non-corrosive & fire retardant. The engineered
design incorporated in the UPVC fenestrations further enhances the inherent
strengths. UPVC profiles are multi chambered and have low thermal conductivity.
Based on a design that integrates the two, these energy efficient windows* promises
excellent thermal and sound insulation that is further enhanced with a double-glazing
option.

The multi chamber also allows for steel reinforcement to run the entire profile length
giving it additional strength. Specially designed for Indian conditions it is UV
stabilized, weather enduring, requires low maintenance and does not crack or warp.

Contemporary Designs

With modularity and flexibility as basic principles of Fenesta Window System, one
gets freedom to design the best.

Offered in two styles - Casement (openable) and Horizontal Sliding System,

unlimited designs are possible from the traditional 'Double hung openable window
system' to the more contemporary 'Patio Sliding Door'. One can also go for the space
optimising '2 / 3 Track Sling window' or the stylish 'Awning' (top hung window). To
enhance the beauty of the window one could add the arch. Colour selection is never a
problem with the hosts of options available and for the traditional wood finish - light
oak is available.

End to End Service

Fenesta is a complete system right from extrusion to installation. The focus is on

project management - Design support, offsite fabrication, firm commitments on
deliveries and a trained installation team, to ensure consistent quality and better
understanding of the clients needs.

Infrastructure

The strategic intent of the company is to provide high quality product and turnkey
solution for the consumer.

An extrusion plant at Kota (Rajasthan) has been set up to confer the strengths of a
backward integrated process. It has a daily production capacity of over 10 MT. It is
backed by 24 hours supply of captive power and has state of the art equipment.

To service the market with end to end solution, Fabrication units have been set up at
Bhiwadi; Mumbai;Bangalore, Hyderabad and Chennai, along with a network of 40
dealers in 11 cities accross India.

Quality Control

Quality Control is ensured through stringent norms across processes, from

procurement to packing. A dedicated team has been set up to constantly strive for
new benchmarks in quality products and processes.

To ensure highest standards, British Standards are followed for manufacturing

profiles and fabricating windows. Super-precision tooling from Greiner, Austria and
state-of-the-art fabrication machinery from LGF, Italy & GTI, UK, are used to render
superb finish across all styles.

For further information please log on to our website: www.Fenesta.com

Manpower is extensively trained at UK

The Endeavour

Fenesta is available across India with the sales office at - Gurgaon, Mumbai,
Bangalore, Pune, Chennai,Cochin,Coimbatore,Hyderabad,Chandigarh and Kolkata.

A service driven organization, Fenesta Building Systems endeavours to provide

customized solutions, continuous innovations and commitment to the consumer.

For further information please log on to our website : www.Fenesta.com

and contact at :  response@fenesta.com

Energy Efficient Windows

Windows bring light, warmth, and beauty into buildings and give a feeling of
openness and space to living areas. They can also be major sources of heat loss in the
winter and heat gain in the summer.

When air leaks around windows, energy is wasted. Energy is also transferred through
the centers, edges, and frames of windows. Eliminating or reducing these paths of
heat flow can greatly improve the energy efficiency of windows and, ultimately, of
home.
Standard single-pane glass has very little insulating value. It provides only a thin
barrier to the outside and can account for considerable heat loss and gain. Increasing
the number of glass panes in the unit can greatly improve thermal insulation, because
multiple layers of glass increase the window's ability to resist heat flow. A properly
selected and installed window can help minimize a home's heating, cooling, and
lighting costs.

PVC Compounds

DSCL, through its integrated operations has a presence in the entire plastics value
chain encompassing PVC resins, PVC Compounds and value added products like the
Fenesta™ window systems, thereby offering a complete range of products and
solutions covering multitudes of industries and sectors.

PVC is widely used in various applications like pipes, cables and footwear, however,
significant new areas of applications are emerging such as automobiles, medical
disposables, construction and food packaging, which coupled with Central
Government's focus on agriculture and irrigation, is expected to drive the PVC
demand growth rate in the country.

DSCL is one of the largest organized player for PVC compounds and has its
manufacturing facility based at Kota. The compounding facility sources its
requirement from the PVC resin plant. The Company at present has a compounding
facility of 23,400 MT. DSCL has also set up Innovative Polymer Application Center
(i-PAC) to undertake research and development activities in various application areas
and develop new and innovative high end value added products.
Our strength in this business is our deep resident knowledge technical and market
related and unmatched research and development capabilities.

Textiles

The textile group comprising of Swatantra Bharat Mills and DCM Silk Mills
earlier situated in 112 acres of prime land in the heart of Delhi has relocated to
Tonk, Rajasthan. Pursuant to the relocation, the modern facility at Tonk is
operating successfully.

The Company has sold the said prime land in August 2007
Process of Financial Transactions and Availability

In DSCL every day the huge capital or cash is required for purchasing , marketing and
selling.

Personals of finance department have to manage financial transactions and have to prepare
a financial budget for every department of dscl ltd.

Budget is prepared on monthly basis . Every month every department have to send a
report of their finance requirement to finance department .

Before 20th of every month finance department have to send a expected budget to
corporate office to approve budget and allow the budget.

Every day a full report is prepared to check the availability of capital in different accounts
of DSCL in different Banks .

Different banks with whom DSCL is linked are HDFC Bank , SBI , ICICI .
 Modes of Transactions and System used for
Transaction Processing

Due to heavy load of different transaction and different vendors of different departments
of DSCL Ltd. .

SAP system is used to reduce the burden of transaction and increase the speed of
transaction analysis and processing .

SAP system is installed at once by paying Crores of rupees to link the different
departments of DSCL Ltd. And reduce the redundancy of data because of one huge
database .

SAP is not only a system which help to increase the speed of transactions and data
processing are :

1. MICR Cheques
2. Online Banking
3. Electronic fund transfer (EFT)
4. Real time gross settlement (RTGS)
5. National electronic fund transfer (NEFT)
6. Electronic Clearing Services (ECS)

1. MICR Cheques :

MICR Cheques are used for payment and it helps in increasing the settlement
process of funds .

2. Online Banking :
 Facility of online banking allow the user to access account information over a
secure line , request cheque books and stop payment , and even transfer funds
between banks account .

3. Electronic Fund Transfer (EFT) :

It is a system of transferring money from one bank account directly to another,
without any paper money changing hands. One of the most widely-used EFT
program is direct deposit, in which payroll is deposited straight into any employee’s
bank account although EFT refers to any transfer of funds initiated through an
electronic terminal , including credit card , ATM etc .

4. Real time gross settlement (RTGS) :

RTGS is a payment system in which both processing and final settlement of fund
transfer instruction take place on real time basis . It is a gross settlement system
where fund-transfer are settled individually .
RTGS effects final settlement continuously and the settlement immediate , final
and irrevocable . Each Bank branch participating in the RTGS is identified by a
unique Indian financial system Code (IFSC Code) .
RTGS is used only for payment of transactions more than Rs.2 lakh .

5. National electronic fund transfer (NEFT) :

The reserve bank of india officially launched NEFT , a deffered net settlement
system , on 31st jan. 2007
NEFT is also like RTGS but there is no upper and lower limit of transaction for
payment .

6. Electronic Clearing Service (ECS) :

ECS is a mode of payment whereby an institution having to pay interest , dividend ,
salary , pension to a large number of investors/ share holders/ employees/ ex-
employees can make the payments electronically instead of issuing paper warrants .

The above modes of E-payment is used by different personals of different heads of

finance departments like :
 Collection department
Payment department
Billing department
Fund Planning Department

Example of Financial Statement :

Financial Highlights
2001 2002 2003 2004 2005 2006 2007 2008

Gross Sales 1055.4 1180.9 1376.0 1556.6 1977.4 2535.8 2938.2 2770.1
Net Sales
- Own Products 826.0 828.1 1059.7 1182.7 1404.7 1788.9 2063.3 2432.0
- Traded 156.8 280.4 235.0 280.7 464.2 603.0 704.1 141.9
- Total 982.8 1108.5 1294.7 1463.4 1868.9 2391.9 2767.4 2573.9
PBDIT 156.1 143.7 187.2 201.3 235.3 295.1 239.6 227.5
Interest 66.5 65.4 61.9 42.1 34.7 49.4 79.1 87.6
PBDT 89.6 78.3 125.3 159.2 200.6 245.7 160.5 139.9
Depreciation & Misc. exp. w/off 44.5 47.4 54.8 55.2 57.3 73.2 93.4 123.7
PBT 45.1 30.9 70.5 104.0 114.8 172.5 67.1 16.2
Profit after Current Tax 41.3 28.5 58.7 95.7 93.6 153.2 66.8 15.3
Profit after Deferred Tax** 41.3 11.2 52.7 75.6 107.7 121.0 43.4 8.2
Cash Profit 79.8 44.8 104.6 150.9 162.8 226.6 160.2 138.1
Total Funds Employed/ Utilised 895.5 884.7 915.9 920.7 1259.2 1775.0 2288.8 3104.0
Share Capital - Equity 16.7 16.7 16.7 16.7 16.7 33.3 33.3 33.3
Net Worth 324.9 227.3 272.5 333.0 443.2 525.5 554.1 1149.3
Minority Interest - - 10.2 12.0 14.9 17.7 17.4 -
Deferred Tax liability - 84.6 89.5 109.5 95.4 146.7 170.1 171.2
Long term loans 419.3 401.8 403.0 344.7 504.7 740.2 789.5 991.0
Short term loans 146.2 171.0 140.8 121.5 201.1 344.9 757.7 792.5
Net Fixed Assets 594.6 592.5 652.1 652.8 870.0 1272.5 1780.8 2056.6
Net Current Assets 259.7 276.1 256.9 260.1 356.2 490.9 498.9 891.8
Investments 33.3 7.1 6.4 7.7 33.0 11.7 9.1 155.5
Earnings per share (Rs.) * 2.3 0.7 3.2 4.4 6.3 7.1 2.6 0.5
Dividend per share (Rs.)* 0.9 0.9 0.9 1.2 1.6 0.9 0.8 3.3

Ratios
2001 2002 2003 2004 2005 2006 2007 2008
Return on Net Worth ** 13.3 4.1 21.1 25.0 27.8 25.0 8.0 1.0
Return on Capital Employed 15.8 14.5 18.1 20.2 21.6 18.7 10.3 4.5
Operating Margin 18.9 17.4 17.7 17.0 16.8 16.5 11.6 9.4
Capital Employed turnover ratio 1.2 1.2 1.4 1.6 1.6 1.5 1.5 1.1
Interest to Net Sales % 8.1 7.9 5.8 3.6 2.5 2.8 3.8 3.6
PAT to Net Sales % 5.0 1.4 5.0 6.4 7.7 6.8 2.1 0.3
Long term Debt/PBDIT 2.7 2.8 2.2 1.7 2.1 2.5 3.3 4.4
Long term Debt/Net Worth 1.3 1.8 1.5 1.0 1.1 1.4 1.4 0.9
Total Debt/Net Worth 1.7 2.5 2.0 1.4 1.6 2.1 2.8 1.6
Total Outside Liabilities/Net Worth 2.1 3.2 2.5 2.3 2.5 3.2 4.4 2.0
Interest Cover 2.3 2.2 3.0 4.8 6.8 6.0 3.0 2.6

Balance Sheet:
As at March 31.2010 As at March 31, 2009
  Rs. Crores Rs. Crores
Sources of Funds :    
Share holder Funds    
Share Capital 33.34 33.34
Reserve and Surplus 1296.27 1235.19
  1329.61 1268.53
Loans and Funds    
Secured 1141.37 1375.96
Unsecured 239.97 611.18
  1381.34 1987.14
Deffered Tax Liabilities (Net) 176.33 143.91
Total 2887.28 3399.58
Application of Funds    
Fixad Assets    
Gross block 3053.9 3001.55
Less : Depreciation 929.83 774.94
Net Block 2124.07 2226.61
Capital work in Progress 59.3 62.23
  2183.37 2288.84
Investments 12.76 13.44
Current assets , loans and advances    
Inventories 854.87 807.6
Sundry debtors 257.81 409.42
Cash and Bank balance 56.88 53.66
Loans and Advances 288.55 294.17
Other Current Assets   175.52
  1458.11 1740.37
Less : Current liabilities and provisions    
Current liabilities 654.04 533.34
Provisions 112.92 109.73
  766.96 643.07
Net Current Assets 691.15 1097.3
Total 2887.28 3399.58
     

Profit & Loss Account :

As at March As at March 31,
31.2010 Rs. 2009 Rs.
  Crores Crores
Income    
Sale of Products(Gross) 3629.99 3681.35
Less: Excise Duty 110.88 180.56
Sale of products (Net) 3529.22 3500.79
Other Income 51.34 57.28
Total Income 3570.45 3558.07
Expenditure    
Manufacturing and other expenses 2310.19 2380.08
Purchases for resale 892.69 777.7
Interest - On debentures and other fixed loans 78.58 122.46
-Others 9.98 27.97
Depreciation 162.96 148.73
Total expenditure 3454.4 3456.94
Profit for the year before depreciation, tax and 116.05 101.13
exceptional items :    
- Income from sale of subsidiary 6.48  
Profit before tax 122.53 101.13
Provision for taxation 38.28 -21.48
Profit after tax 84.25 122.61
Transfer from debenture redemption reserve - 1.51
Balance brought forward from the previous year 498.74 440.16
Profit available for appropriation 582.99 564.28
Appropriations    
Proposed dividends (equity shares)    
- Interim 6.64  
- Final 6.64 13.27
Corporate dividend tax 2.5 2.26
Statutory Reserve 0.04 0.01
General reserve 50 50
Balance carried to balance sheet 517.17 498.74
Earnings per share - basic/diluted (Rs.)    
(Refer note 8 in schedule 13)    
-Before exceptional items 4.69 7.39
-After exceptional items 5.08 7.39
Notes to the accounts    

Cash Flow Statement :

As at March 31.2010 As at March 31, 2009

  Rs. Crores Rs. Crores
A. Cash flow from operating activities    
Net profit before tax and exceptional item 116.05 101.13
Adjustments for :    
Depreciation 162.96 148.73
Loss on sale of fixed asset 1.11 1.21
Profit on sale of non-trade current investments -0.01 -
Exchange differences on conversation 1.83 5.27
Finance charges 2.08 1.88
Interest expense 88.56 150.43
Less: interest and dividend income -19.63 -21.03
Operating profit before working capital changes 352.95 387.62
Adjustments for :    
Trade and other receivables(net) 378.18 -146.08
Inventories -49.45 2.11
Trade and other payables 129.27 105.4
Cash generated from operations 810.95 349.05
Income taxes paid -22.93 -22.24
Net cash from/(used) in operating activities 788.02 326.82
B. Cash flow from investing activities    
Purchase of fixed assets -95.15 -400
Sale of fixed assets 7.19 3.15
Purchase of non-trade current investments -1092.5 -7080.17
Purchase of non-trade long term investments -0.05 -
Sale of non-trade long term investments   -1.55
Sale of non-trade current investments 1093.05 7079.39
 Sale of trade long term investments - 0.95
Interest received 13.89 18.05
Dividend received 0.42 2.27
Net Cash used in investing activities before exceptional
item -73.15 -378.72
Exceptional items 8.81 -
Net cash from/(used) in investing activities -64.34 -378.72

C. Cash flow from financing activities    

Proceeds from borrowings 4690.81 9691.84
Repayment of borrowings -5166.2 -9404.96
Inter Corporate Deposits received back 0.14 1.3
Finance charges -2.08 -1.88
Changes in working capital borrowings -130.3 -83.08
Dividends paid -19.91 -6.64
Corporate dividend tax paid -3.66 -1.13
Interest paid -89.09 -148.73
Net cash from financing activities -720.29 46.72
Net increase/(decrease) in cash and cash equivalents 3.39 -5.19
Cash and cash equivalents as at opening    
Cash and cheques in hand and balance with banks 51.69 56.88
Cash and cash equivalent on sale of subsidiary -0.41 -
Cash and cash equivalents as at closing    
Cash and cheques in hand and balance with banks 54.67 51.69
Example of Unaudited Financial Report
 Conclusion :

From the analysis done it is clear that it is competitive era of all types of business . To
survive in the corporate each has to be competitive and provide services and products in
lesser cost wit better services and quality which provides hassle free work to the user .

During my project I learned that the current environment is dynamic and so much
competitive that each industry needs to reduce its cost and improve quality to survive . In
my project I found that DSCL needs to reduce its cost and improve quality to survive . I
find that company is paying some that type of expenses which it can save . It can save
some outstation collection charges and full local collection charges .

In my analysis I found that due to high level of transactions and huge finance
planning a proper analysis of funds and capital is required plus proper management of E-
Payment is required . As well as company needs to manage payment and collection of
DSCL Ltd. .

I got knowledge about various financial transactions and I also learned banking
Knowledge from this project .