BIOCON

LIMITED
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AN ASSIGNMENT REPORT

MASTER OF BUSINESS ADMINISTRATION

(MITTAL SCHOOL OF BUSSINESS)
LOVELY PROFESSIONAL UNIVERSITY

PHAGWARA, PUNJAB

Declaration:
I declare that this Assignment is my work. I have not copied it from any other student’s work or
any other source except where due acknowledgment is made explicitly in the text, nor has
any part been written for me by any other person. I had done this assignment on my own, in
this, I have not been assisted in any way by any person.

NAME: - Aakash Jain

ROLL NO.: - A16
REGISTRATION NO: - 12101551
SUBMITTED TO: - Vishal Goyal
COURSE: - FINANCIAL DERIVATIVES
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TABLE OF CONTENTS
Introduction .4
Stock prices 4
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BIOCON
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BIOCON LIMITED
INTRODUCTION
Biocon Limited is an Indian biopharmaceutical company that is based in Bangalore, India. It
was founded by Kiran Mazumdar-Shaw in 1978.The company manufactures generic active
pharmaceutical ingredients (APIs) that are sold in over 120 countries across the globe,
[citation needed] including the developed markets of the United States and Europe. It also
manufactures novel biologics as well as biosimilar insulins and antibodies, which are sold in
India as branded formulations. Biocon's biosimilar products are also sold in both bulk and
formulation forms in several emerging markets. [citation needed] Syngene International
Limited (Syngene) is a publicly listed subsidiary of Biocon, operating in the contract research
services space.

Biocon's formulations for the Indian market include metabolic, oncology, immunotherapy and
nephrology products. Some of Biocon's key brands in India include INSUGEN (rh-insulin),
BASALOG (Glargine), BIOMAb EGFR (Nimotuzumab), BLISTO (Glimepiride + Metformin),
CANMAb (Trastuzumab), Evertor (Everolimus), TACROGRAF (Tacrolimus), ALZUMAb
(Itolizumab) and KRABEVA (Bevacizumab). Biocon’s CMD Kiran Mazumdar–Shaw joined
Biocon in 1978.
Her efforts in biotechnology have drawn global recognition both for the industry in India and
for Biocon and was called India's "biotech queen" by The Economist and India's "mother of
invention" by The New York Times. She was named among Time magazine's 2010 100 most
influential people in the world based not only on her contribution to the biotech industry but
also because she gives back to the community. Shaw features on the Forbes list of "The
World's 100 Most Powerful Women" and in the Financial Times "Top 50 Women in Business"
list.
Shaw is the recipient of several awards including the Nikkei Asia Prize, 2009 for Regional
Growth, Express Pharmaceutical Leadership Summit Award 2009 for Dynamic Entrepreneur,
The Economic Times 'Businesswoman of the Year', the 'Veuve Clicquot Initiative for
Economic Development For Asia, Ernst & Young's Entrepreneur of the Year Award for Life
Sciences & Healthcare, 'Technology Pioneer' recognition by World Economic Forum and the
Indian Chamber of Commerce Lifetime Achievement Award. She has received two Indian
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national awards—Padma Shri (1989) and Padma Bhushan (2005) for her pioneering efforts in
Industrial Biotechnology.
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ANNUAL REPORT OF SHILPA MEDICARE

LTD
Annual Report of year 2019:

Use this section to give a brief summary of your financials, highlighting

important points. Some of the sample text in this document indicates the name
of the style applied, so that you can easily apply the same formatting again.

Annual Report of year 2020:

Annual Report of year 2021:

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FLEXIBE BUDGET
A flexible budget adjusts to changes in actual revenue levels. Actual revenues or other
activity measures are entered into the flexible budget once an accounting period has been
completed, and it generates a budget that is specific to the inputs. The budget is then
compared to actual expenses for control purposes. The steps needed to construct a flexible
budget are:
 Identify all fixed costs and segregate them in the budget model.
 Determine the extent to which all variable costs change as activity measures change.
 Create the budget model, where fixed costs are “hard coded” into the model, and
variable costs are stated as a percentage of the relevant activity measures or as a cost
per unit of activity measure.
 Enter actual activity measures into the model after an accounting period has been
completed. This updates the variable costs in the flexible budget.
 Enter the resulting flexible budget for the completed period into the accounting system
for comparison to actual expenses.

This approach varies from the more common static budget, which contains nothing but fixed
amounts that do not vary with actual revenue levels. Budget versus actual reports under a
flexible budget tend to yield variances that are much more relevant than those generated
under a static budget, since both the budgeted and actual expenses are based on the same
activity measure. This means that the variances will likely be smaller than under a static
budget, and will also be highly actionable.
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Basic flexible budget. At its simplest, the flexible budget alters those expenses that vary
directly with revenues. There is typically a percentage built into the model that is multiplied by
actual revenues to arrive at what expenses should be at a stated revenue level. In the case of
the cost of goods sold, a cost per unit may be used, rather than a percentage of sales.
Intermediate flexible budget. Some expenditures vary with other activity measures than
revenue. For example, telephone expenses may vary with changes in headcount. If so, one
can integrate these other activity measures into the flexible budget model.
Advanced flexible budget. Expenditures may only vary within certain ranges of revenue or
other activities; outside of those ranges, a different proportion of expenditures may apply. A
sophisticated flexible budget will change the proportions for these expenditures if the
measurements they are based on exceed their target ranges.
In short, a flexible budget gives a company a tool for comparing actual to budgeted
performance at many levels of activity.