EVALUATION OF THE CASH MANAGEMENT & BANKING

SYSTEM WITH A FINANCIAL ANALYSIS OF INDIAN OIL

CORPORATION LTD.

Submitted By:
Sagar Mehra
Under the guidance of
Mr. Vishal Maheshwari
Manager - Finance
Indian Oil Corporation Limited

&

Prof. Suryanarayan S
Faculty Finance
Institute For Technology & Management, Kharghar
___________________________________________________
_

ITM Business School

ITM Campus, 25 & 26, Institutional Area, Sector 4, Kharghar (E), Navi Mumbai - 410210

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 ACKNOWLEDGEMENT
This project, though an individual project, wouldn’t have been possible without the constant
help and guidance of a few individuals whose support has been vital to the completion of the
project.

At the outset, I would like to thank Mr. Sanjay Khare (Manager – Vigilance department) for
providing me the opportunity to do a project at Indian Oil Corporation limited.

This research project would not have been possible without the support of many people. I wish
to express my gratitude to my supervisor, Mr. Vishal Maheshwari, who was abundantly helpful
and offered invaluable assistance, support and guidance. Deepest gratitude are also due to the
members of the finance department, Ms. Neha Choudhary, Mr. Himanshu Shah & Mr.
Sandeep without whose knowledge and assistance this study would not have been successful.

Special thanks also to all my graduate friends, especially group members; Sonia & Kriselle for
sharing the literature and invaluable assistance. Not forgetting to thank my peers who have
always been there.

I would also like to convey my thanks to my college faculty, Prof. Suryanarayan S.

And finally I wish to express my love and gratitude to my beloved family; for their
understanding & endless love through the duration of my internship.

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 Table of Contents
SR.NO PARTICULARS PAGE NO.
1 EXECUTIVE SUMMARY 5

2 OBJECTIVES OF THE STUDY 6

3 METHODOLOGY 7

4 COMPANY OVERVIEW 8

5 BUSINESS MODEL OF IOCL 12

6 ORGANISATIONAL STRUCTURE 13

7 CASH MANAGEMENT & BANKING SYSTEM 14

8 CASH MANAGEMENT PRODUCT 24

9 SUGGESTIONS 35

10 ELECTRONIC COLLECTIONS 36

11 SUGGESTIONS 45

12 FINANCIAL ANALYSIS 46

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 13 BIBLIOGRAPHY & WEBLIOGRAPHY 70

Executive Summary
This project seeks to evaluate the Cash Management & Banking System at Indian Oil
Corporation along with a financial statement analysis in understanding the profitability,
liquidity & efficiency of the firm.

The company uses system called Cash Management Product (CMP) to get information related
to its cash information. This system performs the required function of speeding up the cash
receipts and payments as well as provides for greater accountability which enables the
management at the top to take efficient decisions in regards of the liquidity available.

State Bank of India (SBI) is one of the main bankers of Indian Oil and provides various facilities.
IOC is one of the main customers of SBI. HDFC is also among the bankers to Indian Oil and its
customers. Though most of IOC’s customers cater to the services of SBI, there are a few who
prefer to carry out their transactions from HDFC bank. Hence Indian Oil Corporation has
appointed HDFC as their second banker which also helps them during contingencies.

Indian Oil has around 500 locations around India which serve as an outlet for the finished
products. Payments are made to these locations on a day to day basis. This project provides an
understanding to the facilities provided by SBI to Indian Oil at various locations.

During the year 2007, Indian Oil started the concept of Electronic Collections (e – Collections)
facility with a view of speeding up the payment procedures for the purchasing party wherein
the delivery of the product can be taken within 15 – 30 minutes whereas in the case of physical
payment, the delivery would take place only after clearing of the particular instrument.

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And lastly, a financial statement analysis of the firm so as to identify its financial strengths and
weaknesses based on a ratio analysis model.

OBJECTIVES OF THE STUDY

• To get an exposure of the actual working environment within a multi-national.

• To thoroughly understand the cash flow management and various aspects related to
banking at Indian Oil.

• To study and analyze all the details of Cash Management Product (CMP) facility
provided by SBI.

• To understand the benefits of electronic solutions in banking functions.

• Evaluate the contents of IOCL Financial Statements.

• Measure IOCL’s Profitability, Efficiency & Liquidity position.

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 METHODOLOGY
The study conducted is investigative in nature that is to say it probes into the cash & banking
department at Indian Oil figuring out its major functions with the help of secondary sources of
data available from the department itself.

The major parameters of the methodology include:

• Data Collection (Cash Flow Statements, Income Statements, Balance Sheets etc)

• Analyzing and interpreting the information available in the financial statements and
drawing meaningful conclusions from them.

• Brainstorming with the personnel in cash department in applying various tools and
techniques to bring out the various results.

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 COMPANY OVERVIEW

INDIAN OIL CORPORATION LTD

IOC (Indian Oil Corporation) was formed in 1964 as the result of merger of Indian Oil Company
Ltd. (Estd. 1959) and Indian Refineries Ltd. (Estd. 1958).

Indian Oil Corporation Ltd. is currently India's largest company by sales with a turnover of Rs. 2
441 329 600, and profit of Rs. 25 994 000 for fiscal 2009.

Indian Oil Corporation Ltd. is the highest ranked Indian company in the prestigious Fortune
‘Global 500’. It is ranked at 109th position in 2010. It is also the 20th largest petroleum
company in the world.

Indian Oil and its subsidiaries today accounts for 49% petroleum products market share in India.

Indian Oil group has sold 59.29mn tonnes of Petroleum including 1.74mn tonnes of natural gas
in the domestic market and exported 3.33mn tonnes in the yr 2008-09.

IOCL GROUP
IOCL Group consists of Indian Oil Corporation Ltd. and the following subsidiaries:

• Lanka IOC Ltd

• Indian Oil (Mauritius) Ltd.
• IOCL Middle East FZE
• Indian Oil Technologies Ltd.

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 • Chennai Petroleum Corporation Ltd. (CPCL)
• Bongaigaon Refinery & Petrochemicals Ltd (BRPL)

VISION OF IOCL

A major diversified, transnational, integrated energy company, with national leadership and a
strong environment conscience, playing a national role in oil security & public distribution.

MISSION OF IOCL

IOCL has the following mission:

• To achieve international standards of excellence in all aspects of energy and diversified

business with focus on customer delight through value of products and services and cost
reduction.

• To maximize creation of wealth, value and satisfaction for the stakeholders.

• To attain leadership in developing, adopting and assimilating state-of- the-art

technology for competitive advantage.

• To provide technology and services through sustained Research and Development.

• To foster a culture of participation and innovation for employee growth and

contribution.

• To cultivate high standards of business ethics and Total Quality Management for a
strong corporate identity and brand equity.

• To help enrich the quality of life of the community and preserve ecological balance and
heritage through a strong environment conscience.

VALUES OF IOCL

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Values exist in all organizations and are an integral part of any it. Indian Oil nurtures a set of
core values:

• CARE
• INNOVATION
• PASSION
• TRUST

OBJECTIVES OF INDIAN OIL

IOCL has defined its objectives for succeeding in its mission. These objectives are:

• To serve the national interests in oil and related sectors in accordance and consistent
with Government policies.

• To ensure maintenance of continuous and smooth supplies of petroleum products by

way of crude oil refining, transportation and marketing activities and to provide
appropriate assistance to consumers to conserve and use petroleum products
efficiently.

• To enhance the country's self-sufficiency in crude oil refining and build expertise in
laying of crude oil and petroleum product pipelines.

• To further enhance marketing infrastructure and reseller network for providing assured
service to customers throughout the country.

• To create a strong research & development base in refinery processes, product

formulations, pipeline transportation and alternative fuels with a view to
minimizing/eliminating imports and to have next generation products.

• To optimize utilization of refining capacity and maximize distillate yield and gross
refining margin.
• To maximize utilization of the existing facilities for improving efficiency and increasing
productivity.

• To minimize fuel consumption and hydrocarbon loss in refineries and stock loss in
marketing operations to effect energy conservation.

• To earn a reasonable rate of return on investment.

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 • To avail of all viable opportunities, both national and global, arising out of the
Government of India’s policy of liberalization and reforms.

• To achieve higher growth through mergers, acquisitions, integration and diversification

by harnessing new business opportunities in oil exploration & production,
petrochemicals, natural gas and downstream opportunities overseas.

• To inculcate strong ‘core values’ among the employees and continuously update skill
sets for full exploitation of the new business opportunities.

• To develop operational synergies with subsidiaries and joint ventures and continuously
engage across the hydrocarbon value chain for the benefit of society at large.

Major Divisions of IOCL:

IOCL

Indian Oil Corporation Limited (Indian Oil) owns and operates a network of crude oil and
petroleum product pipeline in India. It has two divisions: Refineries Division and Marketing

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Division. The Refineries Division is focused on managing the public sector refineries and the
Marketing Division is focused on distribution not only the entire production of public sector
refineries but also the deficit products imported. It is organized in two segments: sale of
petroleum products, and other businesses, which comprises sale of imported crude oil, sale of
gas, petrochemicals, explosives and cryogenics, wind mill power generation and oil and gas
exploration activities jointly undertaken in the form of unincorporated joint ventures. The
Digboi Refinery of Assam Oil Division processed 0.623 million metric tons (MMT) of crude oil
during the year. The Division sold about 1.067 MMT of products. IBP Division comprises the
explosives and cryogenics business.

BUSINESS MODEL OF IOCL:

IOCL has its presence in all spheres of downstream operations.

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PRODUCTS OFFERED BY IOC

Indian Oil is not only the largest commercial enterprise in the country it is the flagship
corporate of the Indian Nation. Besides having a dominant market share, Indian Oil is widely
recognized as India’s dominant energy brand and customers perceive Indian Oil as a reliable
symbol for high quality products and services. Major Products of IOCL are:

Auto LPG Lubricants & Greases

Aviation Turbine Fuel Marine Fuels
Bitumen MS Gasoline
High Speed Diesel Petrochemicals
Industrial Fuels Crude Oil
Liquefied Petroleum Gas Superior Kerosene Oil
ORGANIZATIONAL STRUCTURE

The whole of Indian Oil Corporation (IOC) works under Corporate Office located at New Delhi. It
follows hierarchical structure where the decision flows from top to bottom and the data flows
from bottom to top. Under the corporate office there are 5 divisions namely- Pipelines,
Refineries, R&D, Marketing & Assam oil division. The Marketing division located at Mumbai co-
ordinates with the regional offices i.e. North, South, East & West Region office, the other
Divisional Offices & SBI for decisions regarding investments. The Regional offices co-ordinates
with respective state office that in turn co ordinates with respective location offices.

Corporate Office
New Delhi

R&D Pipelines Marketing

Division Division Refineries Assam Oil
Division Noi Division Division
da Mumbai New Delhi

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 NR ER WR SR

New Delhi Kolkata Mumbai Chennai

Respective State Offices

Respective Location Offices

THE PROJECT

CASH MANAGEMENT &

BANKING SYSTEM
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 Cash management: What is it?

Cash Management involves management of the liquidity of the firm in order to maximize cash
availability and interest income on idle funds. At one end, the function starts when the
customer writes a check to pay the accounts receivable and ends when the funds are realized
the funds on an account payable and accrual. On the other hand, the payment of bills involves
accounts payable and accrual management.

Efficient cash management processes are pre-requisites to execute payments, collect

receivables and manage liquidity. Managing the channels of collections, payments and
accounting information efficiently becomes imperative with growth in business transaction
volumes. This includes enabling greater connectivity to internal corporate systems, expanding
the scope of cash management services to include “full-cycle” processes (i.e., from purchase
order to reconciliation) via ecommerce, or cash management services targeted at the needs of
specific customer segments. Cost optimization and value-add services are customer demands
that necessitate the creation of a mechanism to service the various customer groups.

Banks are increasingly becoming innovative and anticipating the needs of corporates towards
standardization, ERP integration, reconciliation, real-time reporting, providing an end-to-end
view of cash management value chain besides offering the ability to reach and be reached by
their own customers. The mounting pressure from competitors forces the Banks to look for an

15
Information Technology vendor who can offer better solutions and services in Cash
Management and Internet Banking.

The goals of cash management include:

• To minimize idle balances

• To minimize borrowings and interest costs

• To maximize yields on surplus liquidity

• To reduce internal administrative cost

• To control foreign exchange and interest rate exposure risks

HISTORY OF CASH MANAGEMENT AT INDIAN OIL

An organizations cash operating cycle is the complete process of utilizing its resources and
converting them into income through trading activities. Prior to the establishment of the Cash
Management Product module, the Indian Oil transactions took place through the conventional
methods of Regional Cash Credit module. In the RCC module the SBI branches of various states
dispersed over various locations would send the information of remittance of funds to the
Regional office of SBI and they in turn would then forward that information to the SBI head
office.

However, in this module the lead-time on an average was 4-10 days depending on the
accessibility of the location. The delay included 2-7 days for the transfer between the location
and State Office SBI Branch to the Regional Office SBI Branch, and another 2-3 days from the
Regional Office to the Head Office SBI Branch. Therefore, though a collection may be made on

16
the 10th of any month the credit of such a collection may reflect only on the 14th - 20th of that
month.

It is clearly evident that from such a long lead time in the transfer of funds, the cash
requirements of Indian Oil and the interest figure in the income statement are affected directly
by the length of the cycle.

Hence to tackle this problem, Indian Oil’s primary banker, SBI, introduced the CASH
MANAGEMENT PRODUCT (CMP) module which helped the personnel to determine the fund
position (Receipts & Applications) of all the locations in all the 4 regions on the very same day,
thus making it easier to project cash flow requirements or investments more accurately.

CASH FLOW SYSTEM AT INDIAN OIL: TODAY

Indian Oil, being a huge organization, has numerous transactions taking place through out the
country. On an average at least 5000 transactions take place within one working day with an
amount equivalent to Rs.500 crore. All of these transactions take place through banks and since
SBI is the primary banker to IOC, it has established various facilities to oversee that the
transitions take place smoothly.

Since Indian Oil is the biggest customer of SBI, they enjoy certain value added services provided
by the bank. Corporate Accounts Group (CAG) – central office of SBI at Andheri, Mumbai is the
controlling office of SBI, having Sanctioning Authority for the various credit facilities and the
other banking needs of the corporation. CAG of SBI operates with network of branches called
"CAG Branches" in all the Metro Cities. The co-ordination between SBI and IOC is done from the
HO-Marketing Mumbai.

The Credit Facilities provided by SBI to Indian Oil can be summarized as follows:

FUND BASED FACILITY

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It is the amount of overdraft obtained from the Bank. At present the total overdraft limit of the
corporation is controlled through the Main Cash Credit Facility. Other accounts opened at
various branches and other places are just the extension of this limit. It gets renewed from time
to time.

NON FUND BASED FACILITY

These facilities are for pure banking convenience provided by the bank, so that the Corporation
can carry out the Business transactions. Various Non Fund-Based facilities available include:

• Performance/ Financial Bank Guarantee Facility

• Letter of Credit Facility - Inland

• Letter of Credit Facility - Import

HOW TRANSACTIONS TAKE EFFECT:

Undertaking the transactions at more than 500 places and giving effect in a single account of
Mumbai branch is a very complicated process which involves a lot of supervision and most
importantly to administer the various kind of accounts IOC has with SBI to run its operations.
Each and every account has its own advantages towards company.

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CASH BUDGET: PREPARATION AND MANAGEMENT

• Compilation of monthly dollar/rupee cash flow statements from inputs received from all
the divisions.

• Cash flow is monitored on a daily basis

• Debt availment / repayment decided based on cash flow projections -

daily/monthly/yearly

• Variance analysis of actual v/s budgeted cash flow on an ongoing basis.

CASH FLOW FORECASTING OVERVIEW

A key element of treasury management involves projections of inflows and outflows of cash the
corporation. It also requires its constant updation on day to day basis for ensuring effective
fund management.

Projection is done in two stages:

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 • Monthly --- by 7th of every month

• Rolling --- by 22nd of every month for 15 days of next month

For effective forecasting, managers at Indian oil require credible information from multiple
sources. The sources of information for daily updation of accruals and refinement of projections
can be given as follows:

• Cash Management Product- Through downloading data from CMS Service Providers.

• Web-banking / emails from banks.

• Regional Collection Centers - through emails / telephone from:

 All 4 regions of marketing division

 Refinery division

 Pipeline division

 Assam oil division

Information is received from networks spread all over India.

SBI

• 570 collection centers with SBI in 250 locations most of the centers have CMP (Cash
Management Product) facility.

• 460 total withdrawal account with SBI about 150 special withdrawal account with the
facility of transferring the balance at the end of the day to the centralized cash credit
account with SBI, Mumbai.

HDFC (Initiative for Alternate Banking Arrangement)

• 30 collection centers in North India. All the centers have CMP (Cash Management
Product) facility

• 1 withdrawal Account in Delhi

The following is a cash flow reconciliation statement for the month of March 2010, depicting
the total of collections among all the four regions (North, East, West, and South) across India,

20
also including the Assam Oil Division and the head office here in Mumbai. The statement is
divided into three main aspects namely, the budgeted collections, the actual receivables and
the variance among the two.

DATE TOTAL
Budget Actual Variance

377.78
798.38
718.19
816.05
763.00
637.79

935.16
815.26
820.02
712.66
914.94
665.96

961.35
543.40
894.62
786.80
993.01
711.51

995.72
937.72
388.22
909.74
885.80
676.49

998.10
1064.92
1067.29

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 1-Mar 302.04 75.74

2-Mar 951.23 (152.85)

3-Mar 733.91 (15.72)

4-Mar 722.39 93.66

5-Mar 727.41 35.59

6-Mar 584.33 53.46

7-Mar

8-Mar 875.78 59.39

9-Mar 746.36 68.90

10-Mar 791.92 28.10

11-Mar 718.04 (5.38)

12-Mar 897.36 17.58

13-Mar 661.52 4.44

14-Mar

15-Mar 988.28 (26.93)

16-Mar 517.48 25.92

17-Mar 880.06 14.56

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 TOTAL 20888.34 21789.90 901.55

The major problem or bottleneck faced by the cash management department is the huge
variance between the budgeted receivables and the actual accruals. The prime reasons why
variances occur are:

• Debtors failing to make a payment on time.

• Delay in clearance of payment from banks.

• Over estimation of receivables.

• Problems of clearance through the electronic modes of payment.

• Extra Ordinary state of affairs.

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 VARIANCE ANALYSIS FOR MARCH 2010

Rs/Crores
SOURCES (INFLOWS) REASONS
BUDGE ACTUA VARIANC
T L E

Collections 21746 23635 1889 Annexure A

OMC Product Exchange Receipts 94 88 (6)
OMC Imports Receipts 0
-Receipt on Product -Import 207 210 3
Shifting of CPCL collection from
- Receipt on Crude import 1727 2085 358 April
Total 1934 2296 362
0
Exports and Others 957 939 (18)
Subsidy 192 238 46
Interest on Bonds 238 238 0
Sale Of Bonds 1064 1064 0
BD Receipts 281 281 0
Maturity of FD of USD bonds under REG S 850 1100 250 Premature receipt of FD
Receipt of Compensation from GOI 7100 7100 0
Discount from Upstream Companies. 605 605 0
0
Total Inflows 35060 37583 2523

APPLICATIONS (OUTFLOWS)
BUDGE ACTUA VARIANC
T L E
Increase in Import Quantity by
Crude Related FE Payments 12431 13200 (769) around USD 150 MN
Increase in advance Sales tax
including additional demand
Region Payments 5745 6247 (502)
for sales Tax and custom duty
GSO Annexure B
R & P Payments 4583 4792 (209) Reason

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 Shifting of April 51 ml import
Payment for Indegenous Crude 1992 2225 (233) payment
Increased in purchases from
OMC Payments 6389 6557 (168) OMC
Misc. HO Payments 307 555 (248) Annexure A
Interest of FE Loans 8 9 (1)
Payment of Advance Tax 275 275 0
Investment in FD of USD Bonds under REG S 250 250 0
Total Outflows 31980 34111 (2131)

Internal Accrual 3080 3472 392

Budgeted Borrowing 44030

Less : Increase in Internal Accrual 392
Add : Increase in Exchange Loss (181)
Increase in Positive Balance
Add : Other Variations 61 From Budget
Actual Borrowings 43518
44588

REASONS FOR VARIATION IN COLLECTIONS OF Rs. 1889 CRORES.

• 5.85% growth in MS and HSD sales in comparison to last year March 2009 and 9.44% in
comparison to Feb 2010 – Rs.1200 crores.

• Aviation O/s realization in March 2010 – Indian Airlines – Rs. 422 crores.

• Grant from ONGC under RGGLV scheme – Rs. 48 crores.

• Advance collections from M/s Zauri & Nepal Oil – Rs. 99 crores.

REASONS FOR VARIATION IN MISCELLANEOUS HEAD OFFICE PAYMENTS OF Rs. 248 CRORES.

• Interest on WXDL loans & Adhoc Interest for March – Rs. 34 crores.

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 • Equity contribution to Indian Oil Petronas on 31st march – Rs. 34 crores.

• Payment to airport authority of India by - Rs. 69 crores.

• Payment to Lubrizol (against 1 crore in Feb) - Rs. 16 crores.

• Demurrage, Freight, charter hire payment by import section – Rs. 35 crores.

• Misc increased payments in leiu of March closing by LPG & capital assets section – Rs. 40
crores.

CASH MANAGEMENT PRODUCT (CMP):

All the conventional methods and controls outlined by Indian Oil in today’s world have become
obsolete. With the growing availability of relatively inexpensive computer systems, it has
encouraged the firm to introduce a greater level of control and forward planning. The
justifications for introducing a computer system are:

• High volume data processing that would otherwise be prohibitively expensive, difficult
to manage, and too slow.

• Complex task that would otherwise be either impossible or unjustifiably expensive.

Keeping the above considerations in mind, SBI, Indian oil’s primary banker, introduced a
module known as CASH MANAGEMENT PRODUCT or CMP. CMP is a facility provided by SBI,
whereby the collections and withdrawals from the branches all over India are transferred via
electronic mode to the Cash Credit Account in Mumbai.

The CMP facility can be divided into two Main Modules:

• The Credit Module of CMP: This Module deals with the Collection Proceeds.

• The Debit Module of CMP: This Module deals with the Withdrawals.

Under CMP, no new account is opened. On receipt of the request for a new account for a
particular location, the HO Finance gets a separate client code allotted to the location through
CMP Cell Mumbai. Such Client code is unique for each location.

The CMP Charges are divided into 3 broad categories:

0.01 / 100 for all the Metros i.e. A Class City

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0.05 / 100 for all the B Class Cities (that includes mainly Capital Cities)

0.12 / 100 for all the C Class Cities (this includes all the other locations not included in the
above 2 categories)

The CMP Module provides convenience to the Company in the sense that all the decentralized
information flows to the company in a centralized manner through very fast modes and
accordingly the company can have precise information of where the funds are and how to
utilize them more efficiently.

ACCOUNTS AND FACILITIES PROVIDED BY CMP MODULE

In designing the CMP module, SBI established various accounts that would operate under it and
also set up various amenities for the ease of transactions.

These facilities include:

• Collection Account

• Special Current (Withdrawal) Account

• Current Imprest Account

• Letter of Authority Facility

• Railway Credit Note Facility

• Regional Cash Credit Account

• Cash Credit Account

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COLLECTION ACCOUNT:

This account is opened at all the branches / locations/ depots etc. or at any place from where
IOC collects its money from customers or other parties.

Important Terms:

DCR (Daily Collection Report): IOC has a completely different system of depositing their
cheques into bank. Instead of filling in bank slip book they make their own DCR and deposit it
into bank where respective SBI person will check all entries and then credit the amount in the
accounts of IOC at his/her respective branch.

DDP Limit (DD Purchase): A facility provided by SBI from all the branches (where IOC has their
Collection Account) in which they purchase all outstation cheques and gives immediate credit,
to IOC against these. It has to be fixed for every location depending upon the outstation
cheques collection requirement of the Company. Once the DDP limit is granted to a location,
the overall cash credit limit is reduced to that extent by the SBI. Therefore it is necessary for the
location to ensure that the DDP limit is not fixed too high so as to remain unutilized, at the
same time it should be sufficient to meet the outstation cheques requirements for 15 days.

Day Zero / One / Two Centers: Depending upon the clearing house arrangement for local
banking instrument these centers are identified, in which credit and transfer of funds is given to
IOC on same day in Day Zero center, on next day in Day One center and on second day of

28
deposit in Day Two center provided by instruments are deposited with CMP into the branch
before cut-off time.

• If an instrument is not cleared within 15 days of depositing follow-up action is taken

against party or customer.

• If it has been 60 days to deposit an instrument and then it got dishonored, SBI cannot
debit the amount without prior intimation; even in case of Loss in transit same is
applicable.

• There should not be a balance of more than Rs. 1,000 in a branch at the time of day
closing; it should be transferred to regional office.

• The overdue interest for delayed realization of outstation instruments recovered from
the Corporation should not be more than 47 days. Such overdue interest should be at
SBI's Prime Lending Rate at that period. Overdue interest is applicable only in respect of
outstation instruments drawn by the Corporation drawn on a Bank other than SBI and
the Branch on which it is drawn is situated at a place where the SBI does not have a
Branch.

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SPECIAL CURRENT (WITHDRAWAL) ACCOUNT

This account is opened at all Regions and State Offices for the purpose of withdrawal. The
locations having monthly payments of more than Rs. 1 crore have the facility of this account,
for this purpose locations are to assess their fund requirements and put up the proposal for
opening it as this will result in avoidance of blockage of funds.

Features: -

• No pre-funding of this account is done.

• All payments made are centrally funded from the corporation's Main Cash Credit
Account at Mumbai.

• Daily balances are transferred through Regional Cash Credit Account to Main Cash
Credit Account at Mumbai.

• Monthly expenditures should be at least Rs. 1 crore, not less.

Important: -

• There is a fixed monthly limit for this account and it should not exceed, if so, duly
approval from Regional Head should be taken.

• No deposit of any instrument is permitted in this account.

• Only computerized cheque books printed by IOC should be used with "Account-payee
only" printed on.

• On 5th of every month a bank reconciliation statement is taken and a report on same is
submitted to region on a fixed interval basis.

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CURRENT (IMPREST) ACCOUNT:

This account is generally opened at all locations of IOC. Main purpose of the account is to meet
day-today expenses of respective locations. Its transactions are not transferred to the main
account of Mumbai via CMP.

Features: -

• This account has to be pre-funded by State/Region Office.

• It’s safe because locations cannot make payments more than the credit available in the
account.

• It is an independent account and therefore its transactions are not transferred to State/
Region Offices.

• On 5th of every month a bank reconciliation statement is taken and a report on same is
submitted to region on a fixed interval basis.

• No deposit of instrument is permitted in this account except instruments received from

State/ Region Office towards Salary and other payments.

• Only computerized cheque books printed by IOC should be used with "Account-payee
only" printed on.

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LETTER OF AUTHORITY FACILITY:

At every location of IOC some special type of payments are made, e.g. Customs and Excise
Authorities or Payment to Port Trust Authorities or Payment to other refineries for cost of
product etc. With the help of this facility payments can be made to these authorities from
respective locations.

Features: -

• Various payments to only one authority can be made via this facility.

• For payments to different authorities from one branch only there should be approval for
this from IOC as well as SBI and then a new facility for new authority payment is made.

• Finance In-charge of the Region has the power to increase or decrease the limit of
facility.

Important: -

• For the payment of Excise duty, only three LA's in a month can be issued not more than
that.

• For the payment of others e.g. Customs / Port Trust etc. no such restriction is imposed.

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• On 12th of every month a bank reconciliation statement is taken and a report on it is
submitted to Region.

• LA facility can be opened in only such branches, which is authorized to collect Central
Excise/ Customs revenue.

• If in that center the authorized revenue-collecting bank is other than SBI, then the SBI
branch from where the transfer of funds to the other bank is possible in the quickest
time is chosen.

33
RAILWAY CREDIT NOTE FACILITY (RCN):

This is a special facility provided by SBI in which IOC's all locations can make payments for
Railway freight. All locations, under this facility are authorized to make payment of Railway
freight, shunting charges etc.

Three ways of making payment under this facility:-

• By having a special current (withdrawal) account of the location.

• By issuing cheques of special current (withdrawal) account maintained at the RCC

branch.

• By issuing Railway Credit Note (RCN).

Important: -

• Any other payment accept from RCN is not permitted under this facility by the bank.

• Locations need to have pre-printed cheque books with the name of Railway.

• Authority to which payment is made.

• SBI cannot charge any charges for accepting IOC's cheques presented by the Railway's
banker.

• If it is paid by account of RCC, separate cheque book should be given to each location,
and at the time of issuing new cheque book all cross checks for old one should be done.

34
REGIONAL CASH CREDIT ACCOUNT (RCC):

Each Regional Office of the Marketing and other Divisions of the corporation individually
operates a Regional Cash Credit (RCC) Account.

Features:-

• In this account, pooling of Debits and Credits from various accounts other than the
Current (Imprest) Account operated by the locations is effected.

• Debit entries to the RCC Account is from the following three accounts:

 Special Current (Withdrawal) Account

 Letter of Authority payments made

 Railway Credit Notes issued.

• Credit entry to the RCC Account is from the Collection Account.

• Separate code numbers are allotted to identify each type of transactions in the RCC.
They are:

 For Collection (01)

 For Withdrawal (02)

 For LA debits (04)

 For RCN debits (05)

35
Net balances pooled in the RCC accounts have to be transferred daily to the main Cash Credit
Account at Mumbai. A separate code number (19) identifies this transfer amount. No Balance is
retained in this account.

Daily transfer of funds to the cash credit account should be communicated to the HO marketing
division on a daily basis.

CASH CREDIT ACCOUNT:

Cash credit Account is the principle Account operated by the HO Marketing Division.

Features:-

• Transfer of funds from all other accounts like the Collection Account, Special Current
(Withdrawal) Account etc. except the Current Imprest Account are to the Cash Credit
Account.
• Apart from Transfer entries all payments handled by HO like purchase of foreign
currencies, repayment of loan availed, and etc. is directly debited to the Cash Credit
account.
• Loans availed for Working Capital purpose and other major receipts handled by HO are
mostly credited to Cash Credit Account directly.
• Interest payable to the bank are based on daily "Value Dated" balances in the CC
Account and is calculated every quarter by applying the prevalent Prime-Lending rate
and interest amount is debited to Cash Credit Account.

The bank balance of Cash Credit Account is monitored on daily basis to ensure that the
over draft balances do not exceed the sanctioned limit and also no surplus balances are
kept idle. This is done with the help of daily Cash Flow Forecast Statement that is
explained below:

• For the purpose monthly cash flow projection statement is prepared by 17th of
the previous month for the next month by the HO.
• In accordance with the resource gap thus ascertained (cash inflows-cash
outflows), additional finance/ borrowing is planned in order to ensure that
balances remain within the overall sanctioned limit and no fund problem is faced
on any given day in the month. Incase of any surplus situation on any day, the

36
 repayment of short-term borrowing is arranged to obviate the avoidable interest
cost.

Important:-

• Only the Board of Directors can open a Cash Credit Account upon passing a resolution to
that effect.

• The Fund-Based and Non Fund-Based limits sanctioned by SBI for the Cash Credit
Account are required to be renewed every year by submitting yearly Credit Monitoring
Arrangement (CMA) data in the form prescribed by the bank. (The data to be given are
the current and previous year’s actuals and the next two years projections).

• Since the fund-based limit is against hypothecation of Stock-in-Trade, Debtors etc. a

quarterly report of debtors outstanding, stock of raw material, finished goods held etc
are to be submitted to the bank by HO Marketing Division.

37
 SUMMARY
BANKING FUNCTIONS OF INDIAN OIL CORPORATION LIMITED

Collection Withdrawals Current Imprest Letter of Railway

Account Authority Credit
(85-90% CMP) Note
(Pre – Funded)

Regional Cash Credit Account

(RCC)

(ALL FOUR REGIONS)

Cash Credit Account (Head Office SBI CAG Branch Mumbai)

38
UNDER CASH MANAGEMENT PRODUCT (CMP)

• Collections – Cash credited directly in Cash Credit Account.

• Withdrawals - Cash debited directly in Cash Credit Account.
• Letter of Authority - Cash debited directly in Cash Credit Account.
• Railway Credit Note - Cash credited directly in Cash Credit Account.

SUGGESTIONS

Indian Oil needs to make sure that they have a clear view of the true cash position at any point
of time. Since they deal with multiple banks, it may get difficult to know the true cash
standings. For this purpose they need to have better internal controls so that the flow of
information among all the departments is smooth.

They need to have better visibility of the cash standings so that they can effectively disburse
their surpluses and deal with negative cash balances. An obvious place to start is to sweep any
surpluses into deposit accounts or investing in short-term money markets. Where loans exist or
accounts are overdrawn, cash can be more productively used to offset these, thus minimizing
interest payments.

The other areas in which cash has to be efficiently managed include:

• Explore centralizing cash and treasury management.

• Review market counterparties, such as banks, on a regular basis.
• Proactively plan to reduce debt levels.
• Ensure treasury and cash management systems are up to date.
• Consider outsourcing services to free up time to be spent on core treasury activity.

39
Since IOC has large cross border trade so there should be parallel convergence in international
trade towards open account, electronic payment and the automation of information flows. It
should adopt the latest solutions to digitize paper wherever it persists. This will reduce the time
of the transaction and will enhance the safety and authenticity.

ELECTRONIC COLLECTIONS

40
Internet banking or banking via the Internet can be considered a remarkable development in
the banking sector. The ability to carry out banking transactions through the Internet has
empowered customers to execute their financial transactions within the comfort of their
homes. Besides this, the benefits of Internet banking are not limited to a particular group of
people, as it benefits both bankers and customers alike.

Thanks to the information technology and the upgrades in our banking sector and thanks to
Reserve bank of India (RBI) for introducing the paperless work called electronic funds transfer
(EFT) mechanism.

Conventional banking has always been slow and time consuming, so much so that sometimes
you need to wait several hours to process a simple transaction like clearing a check. But,
Internet banking has tremendously reduced the time required to process banking transactions,
thereby making banking faster and convenient. For both the banker (SBI) and the corporate
(IOCL), this system is cost-effective, as it has considerably reduced the administrative costs and
paperwork related to the transactions. Besides, banks can also cater to the needs of thousands
of customers at the same time. All these factors have significantly increased the profit margins
by lowering their operating costs.

With the Internet banking facility, multinationals like IOCL, can bank on the opportunities like:

• Immediate arrangement of Funds

• Reduced float period

• Centralized control

• Almost nil Cost

41
With Internet banking becoming a necessity in today’s business world, Indian Oil along with the
help of its bankers has been able to introduce the concept of E-COLLECTIONS within its working
environment so as to reap all the benefits coming out of it.

E – COLLECTION Models
E Collection uses the internet banking facility by adapting to the latest technology in use. Some
of the important concepts coming under it are:

• Electronic Funds Transfer (EFT)

• Real Time Gross Settlement (RTGS)

• National Electronic Funds Transfer (NEFT)

42
Electronic Funds Transfer (EFT)
Electronic Funds Transfer (EFT) is a method in which the money is transferred from one bank
account to other bank account in without the paper cheque and paper money. The transaction
is done at bank ATM or using Credit Card or Debit card. In RBI-EFT system you authorize the
bank to transfer money from your bank account to other bank account that is called as
beneficiary account. However, this facility is restricted only to the 15 RBI defined cities such as
Mumbai, New Delhi, Chennai, etc. Funds transfers using this service can be made from any
branch of a bank at these centres to any other branch of any bank at these cities, both inter-city
and intra-city. RBI remains intermediary between the sender's bank called as remitting bank
and the receiving bank and affects the transfer of funds. Using this method, funds are credited
into the receiver’s account either on the same day or within a maximum period of 4 days,
depending upon the time at which the EFT instructions are given and the city in which the
beneficiary account is located. Usually the transactions done in first half of the day will get first
priority of transfer than the transaction done in second half.

National Electronic Funds Transfer (NEFT)

This is a better version of RBI-EFT system. In RBI-EFT there is a limit in location, whereas in NEFT
there is no geographical location problem and only requires both the bank to be NEFT enabled
system. Under NEFT, the transfer takes place either on the same day or on the next day,

43
depending on the time of instructions given. NEFT is on net settlement basis that is to say that it
processes transaction in batches. NEFT involves four settlement cycles a day 9.30 am, 10.30 am,
12 pm and 4 pm. Thus if a customer has given instruction to its bank to transfer money through
NEFT to another bank in the morning hours, money would be transferred the same day, but if
the instruction is given later during the day, money would be transferred next day.

NEFT transactions are mostly avoided at Indian Oil. They have their preference more towards
Internet banking and Real Time Gross Settlement.

Real Time Gross Settlement (RTGS)

RTGS is an instantaneous funds-transfer system, wherein the money is transferred on a ‘real
time’ basis and hence, happens in a real time mode. With this system you can transfer money
to other bank account with maximum 2 hours. In this system there is a limit that you have to
transfer money only above Rs 1 lakh and for money below Rs 1 Lakh transactions, banks are
instructed to offer the NEFT facility to their customers. This is because; RTGS is mainly used for
high value clearing. As of now, customers can use the RTGS facility only up to 3.30 pm and
inter-bank transactions are possible up to 5 pm.

Here we outline the major advantages that RTGS has over Core Banking facilities:

DD / Pay Order / Other Instruments RTGS

Customers arrange for instruments in advance Immediate Arrangement

Funds credited on the same day

Funds credited in IOC A/c after 2-3 days
if transaction done within the
subsequent to clearing by bank
RTGS time span

Banks enjoy the float till funds are not cleared Float of 2 –3 days phased out

44
Cost to IOCL

Instrument Collection
DCR Generation & Checking No such cost
Depositing at Branch
Follow Up

No Chances of Dishonour as it’s a

Chances of Dishonour Confirmed mode of Realization of

Collections

Decentralized Control Centralized Control

The RTGS solution at Indian Oil has been implemented by its primary banker i.e. SBI. The main
parameters behind choosing SBI as their RTGS vendor are:

• A Primary & Lead Banker

• Has long term Business Relation with IOCL

• Flexible in the past to accommodate IOCL requirements

• Zero day float of funds

• Besides customer code detail, also provides product details by generating them in the
MIS and then for posting it in SAP

• CMP annual charges currently incurred shall be reduced once replaced by RTGS having
nil cost

• In March 08 during severe liquidity crisis in market RTGS collections were received in
IOC A/c after 5 – 6 hours from the time of remittance. Also there are delayed
settlements due to high volume of transactions at RBI end on next working day of any
holiday – all such instances will lead to loss of float in case BNP or HDFC are explored

• RTGS with one banker is recommended as customer should not have choice to select
banks in which case there may be no control over collections

45
 PROCEDURE OF RTGS COLLECTION AT INDIAN OIL.

Being able to transact with IOCL through RTGS system, its customers need to register
themselves with SBI by mapping in their details. The is just a one time process which will enable
IOCL’s customers to get their username and ID created and involve in electronic transactions
with Indian Oil.

To summarize the role of the user we can say that:

• A Username is created for making payments in his own ID on day to day basis.

• Access rights as “AUTHORIZER” are assigned to the User.

• The role is submitted to the bank branch for approval and follow up is done.

• “IOCL-RTGS” is mapped as “supplier”.

• Liaison with IOCL state office for approval.

46
Once the account is operational, the user is authorized to make payments to IOCL in the
following fashion:

Customer provides following details during remittance at his bank branch.

• Customer’s account number, beneficiary bank, beneficiary customer name, IFSC code of
receiving branch, amount and IOCL account number.

• IOCL A/c No. – An 18 digit Code & Unique for each Customer

• First 11 digits – IOCL SBI RTGS A/c No.

• 12th Digit – Alpha & Variable [A - Y ] denotes CCA code (PRODUCT In Transit)

• Last 6 digits – SAP code of Customer

The remitting bank branch of customer processes the transaction and transmits to RBI which in
turn processes the transaction on real time basis and sends it to the Beneficiary Bank i.e. SBI.

SBI on Receipt of Incoming RTGS affords credit to IOCL RTGs A/c reading the first 11 digits and
simultaneously generates MIS using 12th digit as product code description and 13-18th digit as
SAP Code of remitting customer.

MIS is sent through E-mail by SBI CMP section which is uploaded in SAP for crediting customers
account under respective CCA.

The client who has made the payment can take his delivery as soon as possible as and when the
details appear in SAP.

47
48
Customers
Options Charges Timings
Bank

Internet Banking No Charges 24 x 7 hours

0.1 % of Transaction

Core Banking Amount During Bank Hours only

State
[Max : Rs. 1250]
Bank of
India
Max. Rs. 25 per Transaction for
RTGS transfer in IOCL transfers Rs.1-5 lakh 9am – 4.30 pm [Mon-Fri]
18 digit A/c no with
BNP Paribas Max. Rs. 50 per Transaction for 9am – 12.30 am [Sat]
transfers above Rs.5 lakh

Customers
Options Charges Timings
Bank

State 9am – 4.30 pm [Mon-Fri]

Online RTGS Max. Rs. 25 per Transaction for
Bank of 9am – 12.30 am [Sat]
transfers Rs.1-5 lakh
India
Associates RTGS in 18 digit A/c Max. Rs. 50 per Transaction for 9am – 4.30 pm [Mon-Fri]
no. transfers above Rs.5 lakh
Banks 9am – 12.30 am [Sat]

Max. Rs. 25 per Transaction for

RTGS [IOCL SBI A/c] in 18 transfers Rs.1-5 lakh 9am – 4.30 pm [Mon-Fri]
Any Bank
digit A/c no. Max. Rs. 50 per Transaction for 9am – 12.30 am [Sat]
transfers above Rs.5 lakh

SUGGESTIONS
49
• Integrate system so details of customers directly appear in SAP, so middleman can be
avoided.

• Still a number of people using e-banking is not significant, so create awareness among
customers by telling them advantages of system.

• Giving them assurance about security of payment can increase number of users.

• Indian Oil and its bankers should drive for the convergence towards electronic payments
and collections to better integrate money and information flows. This will help the
treasurers to exactly determine the cash position of the company on the real time basis.

50
 FINANCIAL ANALYSIS OF
INDIAN OIL CORPORATION
LTD.

Financial Statement analysis.

51
Financial statement analysis is defined as the process of identifying financial strengths and
weaknesses of the firm by properly establishing relationship between the items of the balance
sheet and the profit and loss account.

There are various methods or techniques that are used in analyzing financial statements, such
as comparative statements, schedule of changes in working capital, common size percentages,
funds analysis, trend analysis, and ratios analysis.

Financial statements are prepared to meet external reporting obligations and also for decision
making purposes. They play a dominant role in setting the framework of managerial decisions.
But the information provided in the financial statements is not an end in itself as no meaningful
conclusions can be drawn from these statements alone. However, the information provided in
the financial statements is of immense use in making decisions through analysis and
interpretation of financial statements.

The technique of financial statement analysis used by me in this project is ratio analysis.

Ratio Analysis

52
The ratios analysis is the most powerful tool of financial statement analysis. Ratios simply mean
one number expressed in terms of another. A ratio is a statistical yardstick by means of which
relationship between two or various figures can be compared or measured. Ratios can be found
out by dividing one number by another number. Ratios show how one number is related to
another.

Profitability Ratios:

Profitability ratios measure the results of business operations or overall performance and
effectiveness of the firm. Some of the most popular profitability ratios are as under:

• Gross profit ratio

• Net profit ratio
• Operating ratio
• Expense ratio
• Return on shareholders investment or net worth
• Return on equity capital
• Return on capital employed (ROCE) Ratio
• Dividend yield ratio
• Dividend payout ratio
• Earnings Per Share Ratio
• Price earning ratio

Liquidity Ratios:

Liquidity ratios measure the short term solvency of financial position of a firm. These ratios are
calculated to comment upon the short term paying capacity of a concern or the firm's ability to
meet its current obligations. Following are the most important liquidity ratios.

• Current ratio
• Liquid / Acid test / Quick ratio

Activity Ratios:

Activity ratios are calculated to measure the efficiency with which the resources of a firm have
been employed. These ratios are also called turnover ratios because they indicate the speed
with which assets are being turned over into sales. Following are the most important activity
ratios:

• Inventory / Stock turnover ratio

• Debtors / Receivables turnover ratio
• Average collection period
• Creditors / Payable turnover ratio
• Working capital turnover ratio

53
 • Fixed assets turnover ratio
• Over and under trading

Long Term Solvency or Leverage Ratios:

Long term solvency or leverage ratios convey a firm's ability to meet the interest costs and
payment schedules of its long term obligations. Following are some of the most important long
term solvency or leverage ratios.

• Debt-to-equity ratio
• Proprietary or Equity ratio
• Ratio of fixed assets to shareholders funds
• Ratio of current assets to shareholders funds
• Interest coverage ratio
• Capital gearing ratio
• Over and under capitalization

Limitations of Financial Statement Analysis:

Although financial statement analysis is highly useful tool, it has two limitations. These two
limitations involve the comparability of financial data between companies and the need to look
beyond ratios.

Advantages of Financial Statement Analysis:

There are various advantages of financial statements analysis. The major benefit is that the
investors get enough idea to decide about the investments of their funds in the specific
company. Secondly, regulatory authorities like International Accounting Standards Board can
ensure whether the company is following accounting standards or not. Thirdly, financial
statements analysis can help the government agencies to analyze the taxation due to the
company. Moreover, company can analyze its own performance over the period of time
through financial statements analysis.

INCOME STATEMENT FOR THE YEAR ENDED 31ST MARCH 2009

54
 INCOME

Sales Turnover 329,806.88

Excise Duty 22,682.89

Net Sales 307,123.99

Other Income -2,905.92

Stock Adjustments -1,674.56

Total Income 302,543.51

EXPENDITURE

55
Raw Materials 273,708.98

Power & Fuel Cost 447.19

Employee Cost 5,686.96

Other Manufacturing Expenses 1,053.32

Selling and Admin Expenses 10,709.66

Miscellaneous Expenses 804.51

Preoperative Exp Capitalised -544.01

Total Expenses 291,866.61

56
Operating Profit 13,582.82

PBDIT 10,676.90

Interest 4,020.98

PBDT 6,655.92

Depreciation 2,881.71

Other Written Off 317.64

Profit Before Tax 3,456.57

Extra-ordinary items 915.26

PBT (Post Extra-ord Items) 4,371.83

Tax 1,364.71

Reported Net Profit 2,949.55

Total Value Addition 18,157.63

Preference Dividend 0

Equity Dividend 910.48

Corporate Dividend Tax 154.74

57
 PER SHARE DATA

Shares in issue (lakhs) 11,923.74

Earning Per Share (Rs) 24.74

Equity Dividend (%) 75

Book Value (Rs) 368.86

58
 SOURCES OF FUNDS

Total Share Capital 1,192.37

Equity Share Capital 1,192.37

Share Application Money 21.6

Preference Share Capital 0

Reserves 42,789.29

Revaluation Reserves 0

Networth 44,003.26

BALANCE
SHEET FOR Secured Loans 17,565.13
THE YEAR
ENDED 31ST Unsecured Loans 27,406.93
MARCH 2009

Total Debt 44,972.06

Total Liabilities 88,975.32

59
PROFITABILITY RATIOS FOR THE YEAR ENDING 31ST MARCH 2009 (Figures in Crores)

Gross Profit Ratio:

Indicates the relationship between net sales revenue and the cost of goods sold.

Gross Profit
Net Sales

10676/329806

= 3.23%

The gross profit margin has fallen marginally from last year due to the rise in the cost of
expenditure incurred.

Net Profit Ratio:

A measure of net income Rupees generated by each Rupee of sales.

60
 Net Income *
Net Sales

* Refinements to the net income figure can make it more accurate than this ratio computation.
They could include removal of equity earnings from investments, "other income" and "other
expense" items as well as minority share of earnings and nonrecurring items.

2949.55/307123.99

= 0.95

The Net profit margin has fallen considerably due to the fall in gross profit margin and
fulfillment of other obligations by IOCL.

The rising profitability of Indian oil is affected due to high level of global crude oil prices
((Indian Crude Basket: $ 77.72 / bbl in Apr 2010; $ 136.66 /bbl on 27th June 2010)

Under-recoveries on account of LPG (D), SKO (PDS), MS & HSD (Net under recoveries: 2008-09
– Rs 2190 cr; 2009-10 – Rs 9774 cr.)

The future profitability prospects of Indian oil are assured by:

• Issue of Special Oil bonds in lieu of part under recoveries (bonds sanctioned: 2008-09 -
Rs 13943 cr, 2009-10 – Rs 18,997 cr)

• Rationalization of duties.

• Indian Oil’s huge expansion, diversification & globalization plans.

Operating Income Margin:

A measure of the operating income generated by each rupee of sales.

Operating Income
Net Sales

13582.82/307123.99

= 4.42%

61
Operating Profit Margin stands at a decent standpoint. Yet it is lower than the previous years
figures. Contraction in margin is largely on account of Crude cost which as proportion to net
sales (net of stocks) rose sharply to 49.9% compared to 31.5% in the corresponding previous
period. The other cost though has come down significantly that is not good enough to
completely offset the rise in crude cost.

Operating Expense Ratio:

Measures the relationship between the admin, selling & distribution expenses to the ratio of Net
sales.

Administration + Selling & Distribution

Net Sales

= 4.87%This stands at a high percentage as compared to previous years because of higher

acquisition cost and manufacturing within all the four regions.

Return On Equity:

Measures the income earned on the shareholder's investment in the business.

Net Earnings
Shareholders Equity

2949.55/1192.37

= 2.47

A business that has a high return on equity is more likely to be one that is capable of
generating cash internally. For the most part, the higher a company's return on equity
compared to its industry, the better. The Industrial ROE is placed at 5%. Indian Oil is
performing at below the industrial trends, which means that in order to generate higher
wealth, they need to generate higher ROE.

62
Return On Capital Employed:

Measures the income earned on the invested capital.

Net Earnings
Long-term Liabilities + Equity

2949.55/201.47

= 14.64%

The ROCE is higher than the rate of borrowings by the company so this does not pose any
serious threat to the shareholders earnings.

Dividend Payout Ratio:

It calculates the percentage of earnings paid to shareholders in dividends.

Dividend per Share

Earnings per share

7.50/14.64

= 0.51 or 51 %

Here if we subtract the DP ratio with hundred we get to know the retention ratio of IOCL. The
retention ratio indicates what percentage share of net profits are retained in the business.
Hence the retention ratio of IOCL is 49 %, which states that 51 % of the profits are used to pay
dividends and the rest 49 % are ploughed back.

Earnings Per Share:

This measures the management’s success in achieving profits for the owners.

Profit After Tax – Preference Dividend

No. of Equity Shares

2949.55 – 0/ 201.47
63
 = 14.64

Dividend Yield Ratio:

This measures the relationship between cash dividends paid to common shareholders and the
market price per share of common stock.

Dividend Per Share

Market Price per share

7.50/347.15

= 0.021

Price Earning Ratio:

This measures how much the investors are willing to pay per rupee of reported profits.

Market price of Share

Earning per Share

347.15/14.64

= 23.71

This figure measures the investors’ expectations and the market appraisal of the performance
of IOCL. This ratio is used by many security analysts in the Indian market to assess a firm
performance as expected by the investors.

64
LIQUIDITY RATIOS FOR THE YEAR ENDING 31ST MARCH 2009 (Figures in Crores)

Current Ratio:

The current ratio measures the ability of the company to meet its short term obligations i.e. to
pay off short term debts.

Current Assets
Current Liabilities

31884.02/38890.02

= 0.81

The ideal current ratio for any firm is 2:1. Indian Oil carries a big risk of not having enough
cash reserves for meeting its short term obligations.

Acid Test ratio:

A measurement of the liquidity position of the business. The quick ratio compares the cash plus
cash equivalents and accounts receivable to the current liabilities. The primary difference

65
between the current ratio and the quick ratio is the quick ratio does not include inventory and
prepaid expenses in the calculation. Consequently, a business's quick ratio will be lower than its
current ratio. It is a stringent test of liquidity.

Cash + Marketable Securities + Accounts Receivable

Current Liabilities

6734.42/38890.02

= 0.17

The ideal Quick ratio for any firm is 1:1. Indian Oil fails to achieve that target by a huge
margin.

Before moving forward with the concept of Activity and leverage ratios, it is vital to understand
the concept of debt management at Indian oil.

Debt Management at Indian Oil Corporation:

OBJECTIVES:

• Meet funds requirement on time

• Flexibility in capital structure to leverage market opportunities

• Provide exit routes

• Optimize cost

Indian Oil Corporation uses innovatively designed loan structure which would help them
manage their working capital requirement in the most efficient manner. The loans are linked
MIBOR, pre-payment options, interest resets, CBLO, Cross-currency swapping.

66
Features of debt management at Indian Oil:

• Post deregulation of the oil sector foreign currency risk is to be borne by IOC.

• Interest differential between Cash credit facility and other working capital loans have
increased considerably.

• Endeavor to minimize utilization of CC limit while also avoid surplus balances.

• Maximize utilization of FE loans in view of appreciating rupee and low interest rates.

• Accurate cash flow projections for optimum utilization of funds.

Borrowing limits approved by Indian Oil’s Board of Directors:

• Rupee:Rs. 38000 crore

• Foreign Currency: US$ 4.5 billion

• RBI limit for foreign currency borrowings – Short Term USD 2.90 billion

Resource mobilization options available for Indian Oil:

DOMESTIC OVERSEAS

Short term Short term

67
 • Cash credit/overdraft • Buyer’s credit
• MIBOR, T-Bill linked • Supplier’s credit
• loans • Revolving lines of credit
• Access to CBLO market • FCNR (B)
• Commercial paper Long term
• Fixed loan from banks • Term Loans - Bilateral
• Inter corporate deposits • Syndicated Term Loan
• Export packing credit • Bonds
• Repo (on Oil Bonds) • Export credit backed financing
Long term • Long term Notes in Overseas Market
• Term Loans (USPP)
• Bonds

19
18.5 18.50
18 PRESENT SCENARIO IN DOMESTIC FINANCING:
17.5 17.61
17
16.5 • Domestic interest rates at high levels essentially due to policy to rein in inflation.
16
15.5
15 • Rise in Short-term interest rates, with Reverse Repo Rate at 3.75% & Repo rate at
14.5
14 5.25%.
13.5
13
12.5 • Benchmark long-term interest rates following the Northward trend.
12
11.5
11
10.5
10
9.5 MIBOR/ CALL RATE MOVEMENT: 9.16
9 8.77
8.5 7.03 8.96
8 6.81 8.63
7.5 7.30
7 5.80 7.02 6.63
5.78 5.85 5.69 6.13
6.5
6 6.90
5.5 4.38 5.69 6.55
5.80 5.80
5
4.5
4 4.49
3.5 4.25
3
68
J-04 S-04 D-04 M-05 J-05 S-05 D-05 M-06 J-06 S-06 D-06 M-07 J-07 S-07 D-07 M-08 J-08

Call Rate NSE MIBOR

 There is a rising short term interest rates due to high liquidity tightness in the money market.

PRESENT SCENARIO OF INTERNATIONAL FINANCING:

• LIBOR stabilized at low levels, having followed southward trend till March 09.

• Having decreased the rates gradually, Fed maintaining status-quo of late.

47
• High inflation & large capital market 46.05
outflows – causing the rupee to depreciate against
46 45.93
US$. 45.04
45 46.06 43.52
44 44.62 43.48
43.03
43 43.47 43.52
MOVEMENT IN US$/INR RATES:
42
40.90
41
40.71
40 40.12
39 39.42
38
69 S-06D-06M-07J-07 S-07D-07M-08J-08
J-04 S-04D-04M-05J-05 S-05D-05M-06J-06

US$/INR
Here the rupee is depreciating on high FII outflow.

The main objective of Indian Oil’s debt management module is the minimization of the debt
cost. For this purpose the follow certain strategies which help them achieving this target:

• Long Term rupee borrowings to be a judicious mix of fixed, floating & semi-fixed.

• Tapping domestic and international market for maintaining optimum proportion of FE &
rupee loans as well as fixed/floating interest rates taking advantage of interest and
exchange rate movements.

• Raising loans of various maturities to avoid bunching up of loan repayments during any
particular period.

• Availing FE and rupee facilities of significant amounts with put and call option on daily
basis as per requirement.

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 • Development of Broad & Diversified sources of Funding - Recently tapped US market for
raising fixed rate unsecured long-term foreign currency loan.

ACTIVITY RATIOS FOR THE YEAR ENDING 31ST MARCH 2009 (Figures in Crores)

Inventory Turnover Ratio:

This rate measures how fast the merchandise is moving. Indian oil requires huge working
capital requirement (mainly in the form of inventory) for running the business as well as for
maintaining country’s oil security.

Net sales
Average inventory

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 307123.99/ 21968.81

= 13.98

This figure indicates a high rate of inventory turnover. Indian Oil’s Sales are booming.

Debtors Turnover Ratio:

Debtor’s turnover ratio or accounts receivable turnover ratio indicates the velocity of debt
collection of a firm. In simple words it indicates the number of times average debtors
(receivable) are turned over during a year.

Credit Sales
Average Debtors

= 48.15 days

This figure shows how rapidly IOCL collects its receivables. Since IOCL deals with thousands of
big customers both within and outside the country, the days of receivables collections are
different. Such a high ratio is indicative of shorter time lag between credit sales & cash
collection.

Working Capital Turnover ratio:

The Working Capital Turnover ratio measures the company's Net Sales from the Working
Capital generated.

Net Sales
Working Capital

307123.99/3740.03

= 82.11

Fixed asset Turnover Ratio:

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Measures the capacity utilization and the quality of fixed assets.

Net Sales
Net Fixed Assets

307123.99/ 34778.45

= 8.83

Capital Gearing Ratio:

A general term describing a financial ratio that compares some form of owner's equity (or
capital) to borrowed funds. Gearing is a measure of financial leverage, demonstrating the
degree to which a firm's activities are funded by owner's funds versus creditor's funds.

Fixed Charge Bearing Capital

Equity Shareholders funds

17565.13/ 44003.26

= 0.39:1 or 39%

The above figure states that IOCL has a safety margin of 39 % available to the creditors of the
firm. That is to say, IOCL will be able to meet the creditors’ obligations even if the value of its
assets decline by 39 %. This kind of a structure is suitable for a firm like IOCL, as it has neither
a high capital gearing ratio which sometimes leads to inflexibility in the operations of the
firm as the creditors might exercise pressure in the working of the management nor is it too
low which would indicate poor cash management.
LONG TERM SOLVENCY OR LEVERAGE RATIOS FOR THE YEAR ENDING 31ST MARCH 2009

Debt to Equity Ratio:

It is a measure of a company's financial leverage calculated by dividing its total

liabilities by stockholders' equity. It indicates what proportion of equity and debt the company
is using to finance its assets.

Total Liabilities
Shareholders Equity

88975.32/1192.37

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 = 74.62

Fixed Assets to Shareholders funds:

Fixed assets to proprietor's fund ratio establishes the relationship between fixed assets and
shareholders funds.

Fixed Assets
Shareholders funds

34778.45/ 44003.06

=0.79

Interest Coverage ratio:

A ratio used to determine how easily a company can pay interest on outstanding debt. The
interest coverage ratio is calculated by dividing a company's earnings before interest and taxes
(EBIT) of one period by the company's interest expenses of the same period.

EBIT
Interest

10676.90/4020.98

= 2.66

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Looking at this figure form the point of view of lenders of IOCL, the larger the coverage, the
greater is the ability of the firm to handle fixed charge liabilities and more assured is the
payment of interest to them. However, too high a ratio may imply unused debt capacity. In
contrast, a low ratio is a danger signal that the firm is using excessive debt and does not have
the ability to offer assured payment of interest to the lenders. On making a comparison with
the industrial average figure of 2.65, IOCL’s interest coverage ratio seems to foot the bill
exactly.

SUMMARISED RATIO ANALYSIS OF INDIAN OIL CORPORATION

KEY FINANCIAL RATIOS

PROFITABILITY RATIOS

Gross Profit Ratio 3.23 %

Net Profit Ratio 0.95
Operating Income Margin 4.42 %
Operating Expense Ratio 4.87 %

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 Return On Equity 2.47 %
Return On Capital Employed 14.64 %
Dividend Payout Ratio 51 %
Earning Per Share 14.64
Dividend Yield Ratio 0.021
Price Earning Ratio 23.71

LIQUIDITY RATIOS

Current Ratio 0.81

Acid Test/ Quick Ratio 0.17

ACTIVITY RATIOS

Inventory Turnover Ratio 13.98

Debtors Turnover Ratio 48.15
Working Capital Turnover Ratio 82.11
Fixed Asset Turnover Ratio 8.83
Capital Gearing Ratio 39 %

LEVERAGE RATIOS

Debt to Equity Ratio 74.62

Fixed Asset to Shareholders Funds 0.79
Interest Coverage Ratio 2.66
RISK MANAGEMENT AT INDIAN OIL CORPORATION
• Post deregulation of oil sector- Indian Oil has been exposed to currency and interest
rate risk.

• Indian Oil has adopted a risk management policy duly approved by the board of
directors.

• Primary objective of the policy is to limit exposures to tolerable levels under selective
hedging.

INTEREST RATE RISK MANAGEMENT AT INDIAN OIL:

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 • To optimize interest rate risks and costs following parameters are applied to each FC
loan separately

 Floating rates: minimum 25% of outstanding loans

 Fixed rates: minimum 25% of outstanding loans

 Balance amount: fixed/floating depending on views

• Long term rupee borrowings to be a judicious mix of fixed, floating & semi-fixed

• Policy to be constantly reviewed by Indian Oil’s consultants.

OTHER RISK MANAGEMENT FUNCTIONS:

• Weekly monitoring of exposures and finished goods inventory levels

• Monthly report on risk management put up to Director (Finance)

• Quarterly report to Board of Directors on operations of risk management policy

STRATEGIES RECENTLY ADOPTED FOR EXCHANGE RATE MANAGEMENT

• Selective hedging of long term foreign currency loans in addition to short term

• To increase hedging of total foreign currency loans exposure in case of sharp

appreciation of rupee with the approval of Director(F)

• To hedge through forwards & options

• Hedging considering overall cost of loan including forward/option premium within cost
of rupee loan

BIBLIOGRAPHY

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• Managerial Finance - Weston and Copeland Pg.
• Multinational Financial Management – Alan C Sharipo
• Cash Management – R.N. Joshi
• Financial Management - Khan and Jain
• Financial Management - I.M. Pandey

WEBLIOGRAPHY

• http://www.iocl.com/aboutus.aspx
• http://www.iocl.com/products.aspx
• http://www.iocl.com/services.aspx
• www.moneycontrol.com
• www.yahoofinance.com
• http://www.iocl.com/MediaCenter/News.aspx?NewsID=2802

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