BALANCE SHEET AND PROFIT &LOSS FOR 5 COMPANIES

1. Reliance
 History of Reliance
1960–1980
The company was co-founded by Dhirubhai Ambani and Champaklal Damani in 1960's
as Reliance Commercial Corporation. In 1965, the partnership ended and Dhirubhai
continued the polyester business of the firm. In 1966, Reliance Textiles Engineers Pvt. Ltd.
was incorporated in Maharashtra. It established a synthetic fabric mill in the same year
at Naroda in Gujarat.[11] On 8 May 1973, it became Reliance Industries Limited. In 1975, the
company expanded its business into textiles, with "Vimal" becoming its major brand in later
years. The company held its Initial public offering (IPO) in 1977. The issue was over-subscribed
by seven times. In 1979, a textiles company Sidhpur Mills was amalgamated with the
company. In 1980, the company expanded its polyester yarn business by setting up a
Polyester Filament Yarn Plant in Patalganga, Raigad, Maharashtra with financial and technical
collaboration with E. I. du Pont de Nemours & Co., U.S.
1981–2000
In 1985, the name of the company was changed from Reliance Textiles Industries
Ltd. to Reliance Industries Ltd. During the years 1985 to 1992, the company expanded its
installed capacity for producing polyester yarn by over 1,45,000 tonnes per annum.
The Hazira petrochemical plant was commissioned in 1991–92.
In 1993, Reliance turned to the overseas capital markets for funds through a global
depository issue of Reliance Petroleum. In 1996, it became the first private sector company
in India to be rated by international credit rating agencies. S&P rated Reliance "BB+, stable
outlook, constrained by the sovereign ceiling". Moody's rated "Baa3, Investment grade,
constrained by the sovereign ceiling".
In 1995/96, the company entered the telecom industry through a joint venture with NYNEX,
USA and promoted Reliance Telecom Private Limited in India.
In 1998/99, RIL introduced packaged LPG in 15 kg cylinders under the brand name Reliance
Gas.
The years 1998–2000 saw the construction of the integrated petrochemical complex at
Jamnagar in Gujarat, the largest refinery in the world.
2001 onwards
In 2001, Reliance Industries Ltd. and Reliance Petroleum Ltd. became India's two largest
companies in terms of all major financial parameters. In 2001–02, Reliance Petroleum was
merged with Reliance Industries.
In 2002, Reliance announced India's biggest gas discovery (at the Krishna Godavari basin) in
nearly three decades and one of the largest gas discoveries in the world during 2002. The in-
place volume of natural gas was in excess of 7 trillion cubic feet, equivalent to about 120 crore
(1.2 billion) barrels of crude oil. This was the first ever discovery by an Indian private sector
company.
In 2002–03, RIL purchased a majority stake in Indian Petrochemicals Corporation Ltd. (IPCL),
India's second largest petrochemicals company, from the government of India, RIL took over
IPCL's Vadodara Plants and renamed it as Vadodara Manufacturing Division (VMD). IPCL's
Nagothane and Dahej manufacturing complexes came under RIL when IPCL was merged with
RIL in 2008.
In 2005 and 2006, the company reorganised its business by demerging its investments in
power generation and distribution, financial services and telecommunication services into
four separate entities.
In 2006, Reliance entered the organised retail market in India with the launch of its retail store
format under the brand name of 'Reliance Fresh'. By the end of 2008, Reliance retail had close
to 600 stores across 57 cities in India.
In November 2009, Reliance Industries issued 1:1 bonus share to its shareholders.
In 2010, Reliance entered the broadband services market with acquisition of Infotel
Broadband Services Limited, which was the only successful bidder for pan-India fourth-
generation (4G) spectrum auction held by the government of India.
In the same year, Reliance and BP announced a partnership in the oil and gas business. BP
took a 30 per cent stake in 23 oil and gas production sharing contracts that Reliance operates
in India, including the KG-D6 block for $7.2 billion. Reliance also formed a 50:50 joint venture
with BP for sourcing and marketing of gas in India.
In 2017, RIL set up a joint venture with Russian Company Sibur for setting up a Butyl
rubber plant in Jamnagar, Gujarat, to be operational by 2018.
In August 2019, Reliance added Fund primarily for its consumer businesses and mobile phone
services in the e-commerce space.
 Current Ratio and Quick Ratio

Current Ratio = Current Assets/Current liabilities

Reliance
2019 2020
Current Assets 1,52,864 1,66,597
Current Liabilities 2,02,021 3,10,183
Current Ratio 0.76:1 0.54:1

Quick Ratio = Current assets- inventories/Current liabilities

Reliance
2019 2020
Current Assets 1,52,864 1,66,597
Current Liabilities 2,02,021 3,10,183
Inventories 44,144 38,802
Quick Ratio 0.54:1 0.41:1

Reliance

Quick Ratio

Current Ratio

- 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80

2020 2019
2. Indian Oil Corporation Limited
 History of Indian oil corporation limited

1959 – The Company was incorporated on 30th June, under the name and style of the Indian
Oil Company, Ltd. With a view to coordinating the activities of the Indian Refineries, Ltd., and
Indian Oil Company, Ltd., the two were amalgamated on 1st September, 1964, to form a new
corporation, the Indian Oil Corporation Ltd.
1960 - Indian Refineries, Ltd., was merged with the Company. The capital after amalgamation was Rs
34,97,25,000. Later 92,897 shares subscribed for by Government.

1962 - In November, the Corporation signed an agreement with Mobil Petroleum Co., Ltd., New York, for
setting up of two blending plants in Calcutta and Mumbai.

1963 - On 25th March, a new Company was floated under the name and style of Indian Oil Blending Ltd.,
to undertake the erection. The new Company was floated as a joint venture of Mobil and the IOC on 50:50
basis.

1965 - The Corporation entered the field of LPG for domestic cooking and distribution started under the
name `Indene' in selected cities of the Eastern region.

1968 - As part of the Gujarat Refinery, an Ubex plant in collaboration with Nuvo Pigeons S.P.A., Italy, for
extracting benzene, toluene, etc. as basic raw materials for the Petro-chemical industries were
commissioned.

1969 - A wholly owned subsidiary of the Corporation was registered on 24th October, under the name and
style of the Indian Oil International, Ltd., for the sale of the Corporation's POL products within the territory
of Nepal.

1972 - Government gave its decision to set up a refinery at Mathura (U. P).in collaboration with USSR. In
terms of the collaboration, a contract was entered into with U. P export for project report, technical
assistance, supply of materials etc.

1974 - The agreement of the Corporation with Mobil Petroleum Co. Inc. was terminated on 19th July, and
the 4,000 equity shares of Mobil group in the Indian Oil Blending Ltd. were purchased for the IOC.
Consequent upon this the IOBL became a wholly owned subsidiary of the Corporation.

The Corporation undertook to set up a 2.5 million tonnes refinery at Haldia in Collaboration with
TECHNIP/ENSA of France and Industrial Export of Rumania.

1977 - Government approved the feasibility report on secondary process facilities. The project sanctioned
at a cost of Rs 40.11 crores was designed for increasing the production of the lighter and middle distillates.

1979 - The Corporation undertook to set up facilities to produce 15,000 tonnes per year of bright stock
(LVI) to substitute for the import of cylinder oil. The project was completed during 1983-84.

1982 - The project for conversion of MSHE/residue into more valuable products like LPG, motor spirit, HSD,
LDO, etc. was completed.

1984 - The Company was set up with the primary objective of acting as trustees of the two provident funds
of the employees of the erstwhile Assam Oil Company, Ltd. and Oil India, Ltd. Consequent upon the vesting
of the trust fund in the respective successor companies, Indian Oil Corporation, Ltd. and Oil India, Ltd., the
primary purpose for which this Company was set up no longer remained. It was dissolved during the year.

1985 - To ensure maintenance of high-quality control standards by LPG equipment manufacturers it was
proposed to set up a centralised quality assurance laboratory.

1986 - With the conversion of 3,27,000 customers from `F' type to the safer `Pin' type `sled closing'
equipment, all domestic customers were using the new equipment.

Two new Aviation Fuel Stations (AFS) were commissioned at Indira Gandhi International Airport, New Delhi
and Imphal (Manipur). This increases the number of AFS to 77.

1987 - The Corporation commissioned 2 new aviation fuel stations at Jaisalmer and Utterlai in Rajasthan.
It was proposed to extend the hydrant refuelling system at Sahar International Airport, Mumbai (Sahar
Phase III) and put up a modern hydrant refuelling system at Goa and Arkonam.

1988 - The Corporation added 8 new bottling plants at Delhi (Terikalant), Karnal. Halwani, Ajmer, Bhopal,
Jamshedpur, Balasore and Parwanoo (Baddi). With this, the bottling capacity of the Corporation at its 25
plants bottling capacity of the Corporation at its 25 plants went up by 2,49,000 tonnes per annum
representing a 36% increase over the previous year's capacity of 6,98,500 tonnes. The Corporation added
5 more international airlines into its fold; increasing the number of airlines served to 29. The Corporation
concluded during the year a long-term agreement with the Ministry of Defence for supply of aviation fuels
for a period of 20 years.

Current ratio and Quick ratio

Current Ratio = Current assets /Current liabilities

Indian Oil Corporation Limited

2019 2020
Current Assets 1,22,708 1,05,804
Current Liabilities 1,52,168 1,52,907
Current Ratio 0.81:1 0.69:1

Quick Ratio = Current assets- inventories/Current liabilities

Indian Oil Corporation Limited

2019 2020
Current Assets 1,22,708 1,05,804
Current Liabilities 1,52,168 1,52,907
Inventories 71,470 63,678
Quick Ratio 0.34:1 0.28:1

IOCL

Quick Ratio

Current Ratio

- 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90

2020 2019
3.Hindustan Unilever Ltd
 History of Hindustan Unilever Ltd

In the summer of 1888, visitors to the Kolkata harbour noticed crates full of
Sunlight soap bars, embossed with the words "Made in England by Lever
Brothers". With it, began an era of marketing branded Fast Moving Consumer
Goods (FMCG).

Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and Vim.
Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937.

In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing
Company, followed by Lever Brothers India Limited (1933) and United Traders Limited (1935).
These three companies merged to form HUL in November 1956; HUL offered 10% of its equity
to the Indian public, being the first among the foreign subsidiaries to do so. Unilever now
holds 61.9% equity in the company.

The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had
launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited was formed.
Brooke Bond joined the Unilever fold in 1984 through an international acquisition. The
erstwhile Lipton's links with India were forged in 1898. Unilever acquired Lipton in 1972, and
in 1977 Lipton Tea (India) Limited was incorporated.

Pond's (India) Limited had been present in India since 1947. It joined the Unilever fold through
an international acquisition of Chesebrough Pond's USA in 1986.

Since the very early years, HUL has vigorously responded to the stimulus of economic growth.
The growth process has been accompanied by judicious diversification, always in line with
Indian opinions and aspirations.

The liberalisation of the Indian economy, started in 1991, clearly marked an inflexion in HUL's
and the Group's growth curve. Removal of the regulatory framework allowed the company to
explore every single product and opportunity segment, without any constraints on production
capacity.

Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of the

most visible and talked about events of India's corporate history, the erstwhile Tata Oil Mills
Company (TOMCO) merged with HUL, effective from April 1, 1993. In 1996, HUL and yet
another Tata company, Lakme Limited, formed a 50:50 joint venture, Lakme Unilever Limited,
to market Lakme's market-leading cosmetics and other appropriate products of both the
companies. Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its 50%
stake in the joint venture to the company.

HUL formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in 1994,
Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex Sanitary Pads. HUL has
also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and its factory represents the
largest manufacturing investment in the Himalayan kingdom. The UNL factory manufactures
HUL's products like Soaps, Detergents and Personal Products both for the domestic market
and exports to India.

The 1990s also witnessed a string of crucial mergers, acquisitions and alliances on the Foods
and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari General Foods,
with significant interests in Instant Coffee. In 1993, it acquired the Kissan business from the
UB Group and the Dollops Icecream business from Cadbury India.

As a measure of backward integration, Tea Estates and Doom Dooma, two plantation
companies of Unilever, were merged with Brooke Bond. Then in 1994, Brooke Bond India and
Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL), enabling greater focus
and ensuring synergy in the traditional Beverages business. 1994 witnessed BBLIL launching
the Wall's range of Frozen Desserts. By the end of the year, the company entered into a
strategic alliance with the Kwality Icecream Group families and in 1995 the Milkfood 100%
Icecream marketing and distribution rights too were acquired.

Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal restructuring
culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The two companies
had significant overlaps in Personal Products, Speciality Chemicals and Exports businesses,
besides a common distribution system since 1993 for Personal Products. The two also had a
common management pool and a technology base. The amalgamation was done to ensure
for the Group, benefits from scale economies both in domestic and export markets and
enable it to fund investments required for aggressively building new categories.

In January 2000, in a historic step, the government decided to award 74 per cent equity in
Modern Foods to HUL, thereby beginning the divestment of government equity in public
sector undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic
extension of the company's wheat business. In 2002, HUL acquired the government's
remaining stake in Modern Foods.

In 2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the Amalgam
Group of Companies, a leader in value added Marine Products exports.
 Current ratio and Quick ratio

Current Ratio = Current assets /Current liabilities

Hindustan Unilever Ltd

2019 2020
Current Assets 11,370 11,890
Current Liabilities 8,353 9,104
Current Ratio 1.36:1 1.31:1

Quick Ratio = Current assets- inventories/Current liabilities

Hindustan Unilever Ltd

2019 2020
Current Assets 11,370 11,890
Current Liabilities 8,353 9,104
Inventories 2,422 2,636
Quick Ratio 1.07:1 1.02:1

Chart Title

Quick Ratio

Current Ratio

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6

2020 2019
4. Hindustan Aeronautics Limited
 Hindustan Aeronautics Limited history

The history and growth of Hindustan Aeronautics Limited is synonymous with the growth of
Aeronautical industry in India for more than 79 years.

The Company which had its origin as Hindustan Aircraft Limited was incorporated on 23 Dec
1940 at Bangalore by Shri Walchand Hirachand, a farsighted visionary, in association with
the then Government of Mysore, with the aim of manufacturing aircraft in India. In March
1941, the Government of India became one of the shareholders in the Company and
subsequently took over its management in 1942. In collaboration with the Inter-Continental
Aircraft Company of USA, the Company commenced its business of manufacturing of Harlow
Trainer, Curtiss Hawk Fighter and Vultee Bomber Aircraft.

In January 1951, Hindustan Aircraft Limited was placed under the administrative control of
Ministry of Defence, Government of India.

The Company had built aircraft and engines of foreign design under licence, such as
Prentice, Vampire & Gnat. It also undertook the design and development of aircraft
indigenously. In August 1951, the HT-2 Trainer aircraft, designed and produced by the
company under the able leadership of Dr. V.M. Ghatge flew for the first time.
Over 150 Trainers were manufactured and supplied to the Indian Air Force and other
customers. With the gradual building up of its design capability, the company successfully
designed and developed four other aircraft i.e., two-seater 'Pushpak' suitable for flying
clubs, ‘Krishak' for Air Observatory Post (AOP) role, HF-24 Jet Fighter '(Marut)' and the HJT-
16 Basic Jet Trainer '(Kiran)'.

Meanwhile, in August 1963, Aeronautics India Limited (AIL) was incorporated as a Company
wholly owned by the Government of India, to undertake manufacture of MiG-21 aircraft
under licence. Factories were setup at Nasik (Maharashtra) & Koraput (Odisha). In June
1964, the Aircraft Manufacturing Depot which was set up in 1960 at Kanpur as an Air Force
unit to produce the Airframe for the HS-748 transport aircraft was transferred to AIL. Soon
thereafter, the Government decided to amalgamate Hindustan Aircraft Limited with AIL so
as to conserve resources in the field of aviation where the technical talent in the country
was limited and to enable the activities of all the aircraft manufacturing units to be planned
and co-ordinated in a most efficient and economical manner.

Amalgamation of the two companies i.e. Hindustan Aircraft Limited and Aeronautics India
Limited was brought about on 1st Oct 1964 by an Amalgamation Order issued by the
Government of India and the Company after the amalgamation was named as "Hindustan
Aeronautics Limited (HAL)" with its principal business being design, development,
manufacture, repair and overhaul of aircraft, helicopters, engines and related systems like
avionics, instruments and accessories.
In 1970, a separate division was set up exclusively for manufacture of 'Chetak' and 'Cheetah'
Helicopters in Bangalore under licence from M/s SNIAS, France. A new division was also
established to manufacture aircraft instruments and accessories at Lucknow. Licence
agreements were entered into with M/s Dunlop of U.K. for Wheels and Brakes, Dowty for
under carriages and Hydraulic equipment and Normal Air Garret for cabin air pressurisation
and air-conditioning equipment, Smiths of UK, SFENA and SFIM of France for panel
instruments and Gyros, Martin Baker of UK for ejection seats and Lucas for engine fuel
systems; for fitment on Marut, Kiran, Ajeet, Chetak, Cheetah and Jaguar. Similar type of
arrangement was agreed with USSR authorities for manufacture of accessories for MiG-21
series of aircraft.

Design and Development of Basant agricultural aircraft was undertaken between 1970 and
1974 and design and development of Ajeet, an improved version of Gnat, was undertaken
between 1972 and 1980. In 1976, projects were sanctioned for design & development of the
HPT-32 elementary piston engine trainer, Kiran MK II (an improved version of Kiran MK I /
IA) and Ajeet Trainer as well as for Advanced Light Helicopter.

In 1971, Avionics Design Bureau at Hyderabad was formed for the development and
manufacture of IFF, UHF, HF, Radio components, Radio Altimeter, Ground Radars etc.

During 1973, a Design wing was set up at Lucknow for design and development of
accessories such as under-carriage and hydraulic systems, air-conditioning and
pressurization systems, fuel control/gauging systems, generator control and protection
units, static inverters etc.

In 1979, after seeking a licence agreement with British Aerospace, the Company started
manufacture of 'Jaguar' aircraft and with Rolls Royce-Turbomeca for Adour engines. Licence
agreements were also signed with different firms for manufacture of Avionics and
accessories.
 Current ratio and Quick ratio
Current Ratio = Current assets /Current liabilities

Hindustan Aeronautics Limited

2019 2020
Current Assets 39,644 11,890
Current Liabilities 28,193 9,104
Current Ratio 1.41:1 1.33:1

Quick Ratio = Current assets- inventories/Current liabilities

Hindustan Aeronautics Limited

2019 2020
Current Assets 39,644 11,890
Current Liabilities 28,193 9,104
Inventories 19,685 2,636
Quick Ratio 071:1 0.71:1

Hindustan Aeronautics Limited

Quick Ratio

Current Ratio

- 0.20 0.40 0.60 0.80 1.00 1.20 1.40 1.60

2020 2019
5. INFOSYS Ltd.
 INFOSYS Ltd history
Infosys was co-founded in 1981 by CEO Narayan Murthy, Nandan Nilekani, N. S.
Raghavan, S. Gopalakrishnan, S. D. Shibulal, K. Dinesh and Ashok Arora all of whom
were former emplyees of Patni Computer Systems. They started off as Infosys
Consultants Pvt Ltd. in Pune, Maharashtra.

The first client of the company was Data Basics Corporation, New York in 1983. The
company started its business with a mere $167. In a span of few years, Infosys reached
new heights in IT services. It was then that they moved their headquarters to Bangalore,
Karnataka.

Infosys changed its name to Infosys Limited when they went public, they made a public offer in
the year 1993, offering Rs.98 per share. In the year 1994, the company offered 5, 50,000 shares
to public at Rs. 450 each. It has around 890 clients from 30 countries all over the world. Infosys
has its offices in many countries like Australia, China, Japan, etc.

From last few years, Infosys started shifting its operations to United States and some of th e
other countries in the world. There are around 1,200 employees working in the U.S office of the
company. Infosys is a leader in providing software development services to different sectors
like insurance, manufacturing, banking, etc.

The major product of Infosys is Finacle. It is a banking solution catering to almost all of the retail
banking solutions and its working modules for corporate sectors as well. Infosys had been
involved in acquiring some of the other set ups. In the year 2003, the company acq uired an
Australia based IT service for $23 million. Infosys also provides BPO services and in the year
2009, acquired McCamish System in Atlanta.

CEOs of Infosys
At present Vishal Sikka is the CEO and MD of Infosys. Prior to joining Infosys, he was a
Board member of SAP. he took over the reins of the company on August 2014 from one
of the founders, S.D. Shibulal. The complete list of CEOs of Infosys is as follows:
N. R. Narayana Murthy - 1981 to March 2002
Nandan Nilekani - March 2002 to April 2007
Gopalakrishnan - April 2007 to August 2011
S.D. Shibulal - August 2011 to July 2014
Dr. Vishal Sikka - August 2014 to present

There are a total of 193,383 employees working in Infosys. 35% of the employee
strength comprises of women. Out of the total number of employees, 79% of them are
software professionals. Infosys had a gross addition of 53,386 more employees in the
year 2014-15 out of 1,519,678 applications from prospective employees that they had
received.
As of January 2016, they had 1045 clients in over 50 countries.

Infosys is the 15th largest IT service provider in the world. It holds 19th position in the
World’s Most Innovative Companies in the world as listed by Forbes. The company also
received Oracle Excellence Award. The software giant comes under the top 10
companies of the world for its total amount of shareholder returns.

Infosys is the most admired company of India and is considered as a dream workplace
by software professionals. It is also the most trusted brands of India. Infosys also comes
in the top 20 green companies. The youngsters always find career opportunities in
Infosys.
 Current ratio and Quick ratio

INFOSYS Ltd
2019 2020
Current Assets 46,223 43,820
Current Liabilities 15,430 15,220
Inventories
Current Ratio = current assets/current
liabilities 03:01 2.88:1
Quick Ratio = Current assets-
inventories/Current liabilities
03:01 2.88:1
INFOSYS Ltd has no inventories, Hence Current Ratio and Quick Ratio are the same.

INFOSYS Ltd

Quick Ratio

Current Ratio

2.82 2.84 2.86 2.88 2.90 2.92 2.94 2.96 2.98 3.00 3.02

2020 2019
 COMPARING 5 COMPANYS

Amount in crores
2019
Reliance IOCL HUL HAL INFOSYS Ltd
Current Assets 1,52,864 1,22,708 11,370 39,644 46,223
Current Liabilities 2,02,021 1,52,168 8,353 28,193 15,430
Inventories 44,144 71,470 2,422 19,685

Amount in crores
2020
Reliance IOCL HUL HAL INFOSYS Ltd
Current Assets 1,66,597 1,05,804 11,890 41,395 43,820
Current Liabilities 3,10,183 1,52,907 9,104 31,020 15,220
Inventories 38,802 63,678 2,636 19,454

Current Ratio = current

assets/current liabilities Reliance IOCL HUL HAL INFOSYS Ltd
2019 0.76:1 0.81:1 1.36:1 1.41:1 3:1
2020 0.54:1 0.69:1 1.31:1 1.33:1 2.88:1

Quick Ratio = current assets -

inventories/current liabilities Reliance IOCL HUL HAL INFOSYS Ltd
2019 0.54:1 0.34:1 1.07:1 0.71:1 3:1
2020 0.41:1 0.28:1 1.02:1 0.71:1 2.88:1
 Current Ratio
3.50

3.00

2.50

2.00

1.50

1.00

0.50

-
Relience IOCL HUL HAL INFOSYS Ltd

2019 2020

3.50
Quick Ratio
3.00

2.50

2.00

1.50

1.00

0.50

-
Relience IOCL HUL HAL INFOSYS Ltd

2019 2020
 CONCLUSION

As seen above INFOSYS has an excellent

performance followed by HAL and HUL. A
company having a quick ratio equal or
higher than 1 can instantly get rid of its
current liabilities.

Whereas Indian oil corporation limited has

not been able to give a good performance
since the last 2 years. A company that has a
quick ratio of less than 1 may not be able
to fully pay off its current liabilities in the
short term