Sree Padmavathi Rice Mill Industries

TABLE OF CONTENT
CHAPTER TOPICS PAGE NO

NO

1 Introduction about the organization &

industry

2 Organization profile
I. Back ground
II. Nature of business
III. Vision Mission, quality policy
IV. Workflow model
V. Product/service
VI. Ownership Pattern
VII. Achievements/ awards if any
VIII. Future growth and prospectus

3 Mckensy’s 7S framework and porter’s five

force Model with special reference to
organization under study

4 SWOT Analysis

5 Analysis of financial Statements

6 Learning experience

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CHAPTER 1: INTRODUCTION OF SRI PADMAVATHI RICE MILL

INDUSTRY

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INTRODUCTION
Sree Padmavathi was established in the year 2019 in Bellary district (Karnataka). It was
started under the able leadership of late Nagireddy Thimappa who is said to be the pioneer
of the rice mills in all of the surrounding districts of Bellary. He was considered to be one of
the most experienced and dynamic industries of that area.

His elder son, Smt Rajashekar was the main force behind the starting of current Sree
Padmavathi Rice Mill in 1996. In those periods , he was the one person who had the courage
to setup big industries and worked hard with decipline and dedication for setting up Rice
Mill.

Sree Padmavathi Rice Mill in Bellary is known to satisfactorily cater to the demands of its
customer base. The business came into existence in 2019 and has, since then, been a known
name in its field. It stands located in Andral, Ballari-583101. It is a prominent landmark in
the area and this establishment is in close proximity to the same. The business strives to
make for a positive experience through its offerings.

The food processing units where rice paddy is processed and then introduced in the market
are known as Rice Mills, these mills have a system for removing husk and bran layers to
produce edible rice suitable for the end users. The process also aids in eliminating other
contaminants.

Sree padmavathi Rice Mill is one of the most popular in the market, it maintains all
standards of safety, cleanliness and hygiene for customers.

The rice mill operates on scale model. The decision about its capacity depends on factors
like demand for rice in the market, availability of man power to produce rice etc. The
capacity of rice mill business model is 50 quintal. The plant can operate for 16 hours a day
in two shifts.

Reason for the selection of the site:

 Availability of labour at economically rate

 Adequate supply of electricity power
 Adequate supply of water throughout the year
 The site is well connected with road facility
 Banking facilities and government supports

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 Adequate transport facilities for economical transportation of finished products

 Nearest to the market

STATUS OF RICE MILLING UNITS IN INDIA:

Rice milling is the oldest and the largest Agro processing industry of the country. At present
it has a turnover of more than 25500 cores per annum. It processes about 85 million tons of
paddies per year and provides staple food grain and other valuable products required by over
60% of the population. Paddy grain is milled either in raw condition or after par – boiling,
mostly by single hullers of which over 82000 are registered in the country. Apart from it
there are also a large number of unregistered single hulling units in the country over (60%)
of these are also linked with par boiling units and sun drying yards. Most of the tiny hullers
of about 250 – 300 kg/hr capacities are employed for custom milling of paddy. Apart from it
double hulling units’ number over 2600 units, under run disc sellers cum cone polishers
numbering 5000 units and rubber roll sellers cum friction polishers numbering over 10000
units are also present in the country Further over the years there has been a steady growth of
improved rice mills in the country. Most of these have capacities ranging from 2 tons per
hour to 10 tons per hour. These rice industries has been highlighted in terms of its product
range, growth/trends, trade, investment, technology and other significant issues which
project the clear cut scenario of these industries.

Rice is the staple food for 65% of the population in India. It is the largest consumed calorie
source among the food grains. India is the second largest producer of rice in the world next
to China. West Bengal is the leading producer of paddy in the country. It accounts for
16.39% of the production, and the other leading states are Uttar Pradesh [13.38%], Andhra
Pradesh [12.24%], Punjab [9.47%], Orissa [7.685], and Tamil Nadu (7.38%); the remaining
states account for 33.45% of the production. Indian Basmati rice has been a favorite among
international rice buyers. Indian rice mill is highly competitive and has been identified as
one of the major commodities for export. This provides us with ample opportunity for
development of rice based value – added products for earning more foreign exchange.

Modern rice mills are having high capacity and are capital intensive, although efficient have
been developed for obtaining rice by processing the paddy from its raw form are playing the
significant role in the development of agro processing industries.

THE HISTORY OF RICE:

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According to the Microsoft Encarta dictionary 2004 and the chambers dictionary of
etymology 1988.The word rice as on Indo Iranian origin. It came to English from Greek
royals via Latin orzo. Italian rise and finally old French raise the same as present day French
rise. It has been speculated that the Indo Iranian Trihi itself is borrowed from a Dravidian
very, in Telugu wince or the Tamil Arisi, from which the Arabic ar-ruzz, from which
Portuguese and Spanish word arroza originated. Rice is a grain belonging to the grass
family. The plant which needs both warmth and moisture to grow, measures 2-6 feet toll and
has long, flat, pointy leaves and stalk bearing flowers which produced the grain known as
rice. Rice is consumed by nearly one half the entire world population and many countries,
like Asian are completely dependent on rice as a staple food Rice is one of the few foods in
the world which is entirely non allergenic gluten – free. There are many unproven
methodological tales has to how rice came to the, though historians hold little or no stock in
any. Most believe the routs of rice come 3000 BC India. Where natives discovered the plant
growing in the wild and began to experiment with it. The west rapidly and by medieval
times, southern Europe saw the introduction of rice as a hearty grain.

Today:

Today, rice is grown and harvested on every continent except Antarctica, where conditions
make its growth impossible.

The majority of all rice produced comes from India, chain, Japan, Indonesia, Thailand,
Burma, and Bangladesh. Asian formers still account for 92% of the world’s total rice
production. More than 550 million tons of rice is produced annually around the globe. In the
United States, formers have been successfully harvesting rice for more than 300 years. There
are thousands of strains of rice today, including those grown in the wild and those which are
cultivated as a crop.

Market:

Rice Milling is an age-old activity, which has gone, through many phases of development
from hand pounding, food pounding, hulling and dehusking by energy disk sheller etc.. to
the latest method involving dehusking by rubber roller sheller and polishing by modern
mechanical techniques.

One of the significant factors of paddy milling industry in India is that it consists of large
number of units having obsolete technology, which have low economic value. With the

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adoption of new agriculture strategy, popularly known as high yield, variety program,
introduced in the different parts of the country.

Nutritional information:

Rice remains a staple food for the majority of the world’s populations. More than two thirds
of the world relies on the nutritional benefits of rice. Rice naturally fat, cholesterol and
sodium free. It is a complex carbohydrate containing only 103 calories per one –half cup
serving.

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CHAPTER 2: ORGANISATIONAL PROFILE

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2.1 Background

“Sree Padmavathi Rice Mill Industries” is a partnership firm constituted on 2019 . The
partners of the firm are namely Sri. Suresh, Smt Rajashekar, Smt Saroja and Smt
Kamalamma .

All the partners have experience of the partners in the business of Rice Industry has resulted
in the outcome of this constitution. They are the Wholesaler and Supplier of a wide range of
Sortex Rice and Kolam Rice.

Name of the company Sree padmavathi Rice Mill Industries

Name of the business Manufacturing Company

Additional business Wholesale suppliers

Company CEO Smt Rajshekar Nagireddy

Total No:of Employees 35 Members

Year of establishment 2019

Legal status of the firm Partnership firm

Annual turnover 35lakhs

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2.2 Nature of the business

A rice mill is a food processing facility where paddy is processed to rice to be sold in the
market. The entire products procured from paddy fields, milled and processed hygienincally
in modern machinery and dust-free environment and cleaned through sorting machines. The
company is the first manufacturer of pre-packed rice under the brand of “sortex” and it was
the first brand to succeed in sales and earn consumer trust in quality of the product.

2.3 Vision

The vision is “To achieve a national dominance in the rice industrial sector”
Shree Padmavathi Rice Mill Industry has been investing in developing competencies such as
the automation at each processing’s of the production to deliver superior quality with total
customer orientation.
Mission:

“Empowerment through customer satisfaction there by providing good quality products at an

affordable price”

Quality policy:

“The quality of rice mill industries is to dedicate and to meet the customer requirements and
exceeding customer expectations, while producing healthy, safe and hygienic products”

The realization of the quality policy is achieved through:

 Being focused on “Total customer satisfaction”

 Implementing ‘Continuous Improvement in all activities
 Provide products and services that meet or exceed their customer’s expectation in;
Food safety
Product performance, appearance and value

As a food processor we have a legal, commercial and moral obligation to ensure good
standards of food hygiene are maintained. All necessary steps are taken throughout

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processing to ensure food safety, quality and fulfillment of customer expectations are
maintained.

2.4 Workflow mode:

Work of Raw rice/parboiled rice processing flow chart

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Process flow chart for Super polishing /refining for customized or export market

Functioning of rice mill:

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Production process

 Paddy pre- processing

 Milling of Rice
 Cleaning
 Dehusking
 Husk separation
 Paddy separation
 Compartment Type separator
 Polishing
 Grading
 Color sorter
 Weighting and packing

Paddy pre-processing

It is first step in rice milling systems after rice mill from rice farms. Paddy always comes
yup having a lot of external material including weed, soil, seeds etc and these external things
need to be removed before taking it to the hulling processes, so that the efficiency of the
huller, as well as milling, would not get affected. If they are not removed properly then the
efficiency of the rice mill machinery can be reduced. The capacity of the paddy pre-cleaner
is actually, 1.5 times the milling capacity, it makes rice milling an ideal in this modern age.

Milling of Rice

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Unlike other food grains, rice is mostly cooked and consumed in whole form. Hence the
milling operation should provide maximum out turn of milled rice and with a minimum of
brokens. Before the paddy is kept ready for milling operation, it is necessary to bring all the
grains, preferably to a uniform moisture content level which may vary from 10% to 14% for
optimal milling yields and avoid excessive breakage. The different kinds of milling are
pounding, huller, sheller cum huller.

Cleaning

It enables the production of clean rice and provides protection to other milling machinery,
thereby increasing milling capacity . Impurities that are lighter than the paddy are removed
by an aspirator . Metallic (iron – impurities) are removed by the use of a magnet. Impurities
larger or smaller in size but heavier than paddy are removed by sieves. Vibrating sieves are
used . Impurities that have the same size as paddy but are heavier than paddy are removed
by specific gravity separator namely destoners. Intake paddy is often subjected to a
preliminary partial cleaning prior to storage and prior to the main cleaning in the mill.

Dehusking

A rubber-roll sheller consist of two rubber roller rotating in opposite direction at different
speeds, both rollers have the same diameter, but one roll rotates about 25% faster than the
other. The differences in peripheral speed subject the paddy grains falling between the roll to
a shearing action that strip of the husk. One roller is fixed in position and the other is
adjustable laterally in order to increasing or decreasing the clearance between the two rolls.
Rolls are cooled by blowing air on the roll surface . The shelling i.e., dehusking rate is
generally maintained at about 85% compared to the disc shelling. Some breakage invariably
occurs and the fine brokers may be blown off along with the husk. The degree of shelling
with the rubber roll can be raised to operated at not more than 60-70% degree of shelling , to
keep breakage at a low level. However , rubber roll wear out fast and have to be replaced
often. This, though a disadvantage , is offset by the reduction in breakage and increase in
total rice outturn.

Husk separation

A mixture of dehusked rice (brown rice), remaining unshelled paddy, some broken rice and
husk that has been split off the paddy comes out of the sheller. This mixture is subjected to
sieving cum aspiration to separate brokens and husk. Sieving prior to aspiration helps in

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separating and recovering the small brokens formed during shelling. Light weight paddy
husk is separated from the heavier paddy and rice by aspiration.

Paddy separation

Shelling is not possible to a level of 100% . The grains differ in size due to which some
grains remain unshelled . Therefore, a paddy separator is used to separate the remaining
unhusked paddy from husked brown rice. The unhusked paddy is returned to the dehusker
while the brown rice is carried forward to the polisher. The separation is accomplished in the
difference in physical density (heaviness), size and surface smoothness (or toughness) of
paddy and brown rice.

Compartment type Separator

The oscillating table is divided into zigzag channels and is inclined from one side to the
other along the zigzag channels. The surface of the table is of month steel. The table
oscillates cross wise, i.e., perpendicular to the direction of the grain flow. The mixture of
paddy and brown rice is fed from the hopper to the center of the channels. The impact of the
grains on the sides of each channel causes the dehusked paddy grains to move up the
inclined slope toward high side of the table. The dehusked brown rice slides down the lower
side of the table. The slope and stroke of the table are adjusted to meet the needs of paddy of
difference size or conditions, to ensure complete separation. Usually there are several decks
one above the other to increase capacity.

Polishing

The brown rice is next polished to remove bran layers. Some amount of polishing essential
for easy cooking and storage, although excessive polishing reduces the nutritive value of
rice. There are three whiteners, one glaze master and one silky polisher in the unit for
effective polisher in the unit for effective polishing of brown rice.

Grading

After the polishing operation,the milled rice contains, in addition to white grain, broken
grains of different sizes as well as some bran and dust. Separation of these materials must be
done. Bran and dust particles are removed by aspiration. Broken rice may be separated either
by a plan sifter or by a trieur.

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Color sorter

Color sorter is used for sorting out disclosure grains from the lot. Optical sensors are
adopted here to compare the color of the individual grain. The disclosure grains are blown
out of the main stream.

Weighing and packing

This can be manual or automatic. An automatic intake weigher receives rice in a continuous
flow and release it in exist predetermined quantities by weight. At the same time, the
number of weighments made is recorded by an automatic counter, than giving an accurate
record of the total weight of material processed in the mill. The automatic bagging scale
ensures dust free bagging of the finished products and records the number of weighments
made, by an autotomatic counter.

Rice mixing:

It is generally produced 50−60%

 Head rice (whole kernels),

 5−10% large broken
 10−15% small broken kernels

Moreover, it also depends on country standards as well as what is all about the rice grades in
the market as it will contain from 5−25% broken kernels. If rice mixing is get done in a
sophisticated manner then a volumetric mixer is necessary.

2.5 PRODUCT PROFILE OF THE COMPANY

The products to be obtained through paddy from rice milling are as follows:

Sl. No Particulars

1 Rice

2 Broken Rice

3 Husk

4 Bran

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 Bullet kolam rice

 Nisarga sortex rice

 Tulasi Gold Kolam rice

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 Life line sona masoori rice

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Paddy:

Paddy when milled usually yield apart from marketable rice (head rice, medium and big
broken rice) about 22% husk and 9% bran. The economic utilization of the byproducts is
essential for proper viability of the industry.

Rice:

The product of Sree Padmavathi rice mill industries remains only the rice, but it has the
following different and good varieties of rice available at reasonable prices on the basis of
needs, wants and demands of the customers.

• Kolam Rice

• Sona Masoori Rice

• Sorted Rice

Husk:

Husk is not edible, even by animals’ husk has many possible uses. But the most practical,
profitable use is as fuel, particularly in the rice mill. Par boiling and drying of paddy needs
heat energy. Husk is used as fuel in boilers to produced steel and hot hair required for the
purpose. Husk has colorific value about 3000 kg (nearly one third of that of mineral oil and
half that of coal). The other uses of husk are loose practical boards and insulting material in
building and cold storages; in shipping and packaging material etc. fully burnt white ash of
husk can be used for manufacturing sodium silicate, silica gel, and inserting bricks and also
used as diluents in manner etc.

BRAN:

Rice bran is the most valuable by product of rice milling industries. It contains 12% to 15%
protein, 14% to 20% of oil and is rich source of vitamin B. bran is utilized in several ways. It
is used as feed for animals. It is used as a more valuable source of vegetable oil should be
first solvent extracted to recover the oil. The extracted bran is used as animal feed.

BROKEN RICE:
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The medium and large broken rice is mix with the head rice depending on the marketing
requirements. The small broken rice that is separated during grading of milled rice is sold as
such or used for rice floor making

BRAND NAMES:

• Life line

• Tulsi gold

• Nisarga brand

• Bullet brand

• SKT Suraksha brand

2.6 Ownership Pattern:

Established as a Partnership firm in the year 1996, “ Sree padmavathi Rice Mill Industries”
are a leading Manufacturer, Wholesaler and Supplier of a wide range of Sortex Rice and
Kolam Rice.

2.7 Future growth and prospects:

Prospects are that they are promoting rice production through a combination of support
prices, assured procurement and subsidies on key inputs like irrigation, chemical fertilizers,
and electricity the major proportion of input subsidies is consumed by rice.

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Chapter 3 : Mckineys 7s frame work model and porters five

force model

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Introduction:

The McKinsey 7s model is a strategic tool and framework that helps managers and
businesses assess their performance. The McKinsey 7s model identifies 7 key elements for
an organization that need to be focused and aligned for successful change management
processes as well as for regular performance enhancements.

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Figure 1 McKinsey 7S Model

The 7 elements identified in the McKinsey 7s model can be categorized as being hard or soft
in nature. They are identified as:

Hard Elements Soft Elements

Shared Values
Strategy Skills
Structure Style
Systems Staff
Figure 2 Hard and Soft elements of the McKinsey 7S Model

The Sortex Rice Market and the Origins of Futures Trading makes use of the McKinsey 7s
model to regularly enhance its performance, and implement successful change management
processes. The Sortex Rice Market and the Origins of Futures Trading focuses on the 7
elements identified in the model to ensure that its performance levels are consistently
maintained, and improved for the offerings.

1. Hard elements:

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The hard elements of the McKinsey 7s model comprise of strategy, structure, and systems.
The hard elements of the model are easier to identify, more tangible in nature, and directly
controlled and influenced by the leadership and management of the organization.

1.1. Strategy:

1.1.1. Clearly defined

The strategic direction and the overall business strategy for The Sortex Rice Market and the
Origins of Futures Trading are clearly defined and communicated to all the employees and
stakeholders. This helps the organization manage performance, guide actions, and devise
different tactics that are aligned with the business strategy. Moreover, the business strategy’s
definition and communication also make operations for The soretx Rice Market and the
Origins of Futures Trading more transparent and aligns the responsibilities and actions of the
company.

1.1.2. Guiding behaviour for goal attainment

The strategic direction for The Sortex Rice Market and the Origins of Futures Trading is
also important in helping the business guide employee, staff, and stakeholder behaviour
towards the attainment and achievement of goals. SMART Goals are set with short and long
term deadlines in accordance with the business strategy. The business strategy helps
employees decide tactics and behaviours for attaining the set goals and targets to help the
business grow.

1.1.3. Competitive pressures

The Sortex Rice Market and the Origins of Futures Trading’s strategy also takes into
consideration the competitive pressures and activities of competitors. The strategy addresses
these competitive pressures through suggestive measures and actions to address competition
via strategic tactics and activities that ensure sustainability to The Sortex Rice Market and
the Origins of Futures Trading via adapting to market changes, and evolving consumer
trends and demands.

1.1.4. Changing consumer demands

An important aspect of the strategy at The Sortex Rice Market and the Origins of Futures
Trading is that it takes into constant consideration the changing consumer trends and
demands, as well as the evolving consumer market patterns and consumption behaviour.
This is an important part of the strategic direction at The Sortex Rice Market and the Origins

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of Futures Trading as it allows the company to remain competitive and relevant to its target
consumer groups, as well as allows the company to identify demand gaps in the consumer
market.
The company then strategically addresses these gaps through product offerings and
marketing activities which give the company successful and leading-edge over other patterns
in the market.

1.1.5. Flexibility and adaptability

The strategy at The Sortex Rice Market and the Origins of Futures Trading is flexible and
adaptable. This is an important aspect of the strategic direction, and strategy setting at The
Sortex Rice Market and the Origins of Futures Trading. Rigidity in strategy leads a company
and a business to often become stagnant and obstructs advancement, and progression with
evolving changes in the consumer markets.

With flexibility and adaptability, the The Sortex Rice Market and the Origins of Futures
Trading is not only able to benefit from quickly reacting and responding to changing
consumer patterns globally, but is also able to locally and culturally adapt its products via
localization for different countries and regions. Moreover, the company is often able to
proactively predict consumer market changes, and devise strategic changes accordingly to
meet the market trends.

1.2. Structure

1.2.1. Organizational hierarchy

The Sortex Rice Market and the Origins of Futures Trading has a flatter organizational
hierarchy that is supported by learning and progressive organizations. With lesser
managerial levels in between and more access to the senior management and leadership, the
employees feel more secure and confident and also have higher access to information.
Moreover, the flatter hierarchy also allows quicker decision-making processes for The
Sortex Rice Market and the Origins of Futures Trading and increases organizational
commitment in the employees.

1.2.2. Inter-Departmental coordination

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The Sortex Rice Market and the Origins of Futures Trading has high coordination between
different departments. The company’s departments often form inter-department teams for
projects and tasks that require multiple expertise. All coordination between different
departments is effective and organized. The Sortex Rice Market and the Origins of Futures
Trading has a systematic process for initiating and monitoring coordination between
departments to ensure smooth work operations and processes – and goal attainment.

1.2.3. Internal team dynamics [department specific]

The Sortex Rice Market and the Origins of Futures Trading encourages teamwork and team-
oriented tasks. Where jobs require individual attention and scope, the company also assigns
individual responsibilities and job tasks. However, all employees at The Sortex Rice Market
and the Origins of Futures Trading are expected to be team players who can work well with
and through other members, and who get along well with other people. The teams at The
Sotex Rice Market and the Origins of Futures Trading are supportive of all embers and work
in synch with synergy towards achieving the broader team objectives and goals under the
The Sortex Rice Market and the Origins of Futures Trading designed strategy and values.

1.2.4. Centralization vs. decentralization

The sortex Rice Market and the Origins of Futures Trading has a hybrid structure between
centralization and decentralization. Like many progressive organizations, The Sortex Rice
Market and the Origins of Futures Trading largely supports decentralized decision making.
Job roles at The Sortex Rice Market and the Origins of Futures Trading are designed to be
carried out with responsibility, and employees often set their goals with mutual coordination
and understanding with the supervisors.

However, The Sotrex Rice Market and the Origins of Futures Trading is also centralized in
making sure that supervisors oversee, and approve of the various efforts, and tactics that
employees choose to ensure that they are aligned with the organizational strategy ad values.

1.2.5. Communication
The Sortex Rice Market and the Origins of Futures Trading has a developed and intricate
system for ensuring communication between employees, and different managerial levels.
The communication systems at The Sortex Rice Market and the Origins of Futures Trading
enhance the overall organizational structure. The systematic, defined, and organized

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communication allows an easy flow of information and ensures that no organizational tasks
and goals are compromised because of a lack of communication, or misunderstandings.

1.3. Systems

1.3.1. Organizational systems in place

The Dojima Rice Market and the Origins of Futures Trading has defined and well-
demarcated systems in place to ensure that the business operations are managed effectively
and that there are no conflicts or disputes. The systems at The Sortex Rice Market and the
Origins of Futures Trading are largely departmental in nature, and include, for example:

- Human resource management

- Finance

- Marketing

- Operations

- Sales

- Supply chain management

- Public Relation Management

- Strategic leadership

1.3.2. Defined controls for systems

Each of the defined and demarcated systems at The Sortex Rice Market and the Origins of
Futures Trading has especially designed tools and methods as controls for evaluating
performance and goal attainment. These controls and measures are designed specifically in
different departments based on the nature of their tasks and responsibilities. Moreover, each
department also designs specific controls for members for performance evaluation, as well
as for inter-departmental tasks and responsibilities.

1.3.3. Monitoring and evaluating controls

The Sortex Rice Market and the Origins of Futures Trading continually evaluates its systems
through the designed controls. This monitoring of the performance is continual and ongoing.

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This is largely done through observation and informal discussions. Feedback to employees
and overall department heads is informally given regularly as and when is required. Formal
evaluation of performance is also conducted semi annually – or quarterly, depending on the
need and the urgency of the projects and assigned tasks. This is a formal process that is
undertaken by supervisors and managers to ensure the identification of performance lags,
and suggestive means of improvement.

1.3.4. Internal processes for organizational alignment

The Sortex Rice Market and the Origins of Futures Trading also has special processes and
methods for ensuring that all departments and systems within the organization are aligned
and working in harmony towards the greater business goals and targets. This is made
possible through ensuring that all systems are designing and working towards goals and
targets specific to their expertise under the broader business vision and strategy. Moreover,
the strategic leadership at The Dojima Rice Market and the Origins of Futures Trading also
ensures that all systems are allocated with resources, and set specific targets to achieve
similar business goals in any specific period.

2. Soft elements

The soft elements of the McKinsey 7s model, in turn, include shared values, staff, skills, and
strategy. These elements are less tangible in nature and are more influenced by the
organizational culture. As such, the management does not have direct influence or control
over them. These elements are also harder to describe and directly identify – but are equally
important for an organization’s success and improved performance.

2.1. Shared values

2.1.1. Core values

The core values at The Sortex Rice Market and the Origins of Futures Trading are defined
and communicated to foster a creative and supportive organizational structure that will allow
employees to perform optimally, and enhance their motivation and organizational
commitment. The core values at The Sortex Rice Market and the Origins of Futures Trading
include, but are not limited to:

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- Creativity

- Honesty

- Transparency

- Accountability

- Trust

- Quality

- Heritage

The Sortex Rice Market and the Origins of Futures Trading business also ensures that all its
activities and operations are conducted with high ethical and moral standards that redefined
and benchmarked against international criteria.

2.1.2. Corporate culture

The Sortex Rice Market and the Origins of Futures Trading encourages an inclusive culture
that celebrates diversity. The company has an international presence, and production units
that are spread across different countries, as such, The sortex Rice Market and the Origins of
Futures Trading ensure that its organizational culture is supportive of diversity, and has
internal policies to reduce incidences of discrimination.

The corporate culture at The Sortex Rice Market and the Origins of Futures Trading also
encourages innovation and creativity by allowing independence for growth to individuals
and teams –thus helping them refine their careers as well as personalities. Lastly, the
corporate culture at The Sortex Rice Market and the Origins of Futures Trading also has a
supportive leadership which works towards increasing employee motivation and job
satisfaction by giving way to visibility and accessibility.

2.1.3. Task alignment with values

The Sortex Rice Market and the Origins of Futures Trading ensures that all its job tasks and
roles are aligned with the core values that the company propagates. This means that all
activities, tactics, and strategic tactics employed by The Sortex Rice Market and the Origins
of Futures Trading will reflect its core values, and will not deviate away from these. This is

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to ensure a consistent, and reliable brand image, as well as an honest organizational culture.
In the event of organizational change, the company will continue to ensure that all change
management processes and methods incorporate the core values so that the organizational
culture is consistently maintained, and systematically changed if need be.

2.2. Style

2.2.1. Management/leadership style

The Sortex Rice Market and the Origins of Futures Trading has a participative leadership
style. Through a participative leadership style, The Sortex Rice Market and the Origins of
Futures Trading is able to engage and involve its employees in decision-making processes
and managerial decisions. This also allows the leadership to regularly interact with the
employees and different managerial groups to identify any potential conflicts for resolution,
as well as for feedback regarding strategic tactics and operations. Through its participative
leadership, The Soretx Rice Market and the Origins of Futures Trading is able to enhance
employee motivation, and increase organizational commitment and ownership amongst
employees as well as other stakeholders.

2.2.2. Effectiveness of leadership style

The participative leadership style is highly effective in achieving the business goals and
vision of the organization. Employees feel to be active members of the organization who are
valued for their suggestions, feedback, and input. Moreover, through participative
leadership, leaders and managers are able to identify current and potential conflicts within
the The Sortex Rice Market and the Origins of Futures Trading organization, and actively
work to resolve them as soon as possible.

2.2.3. Cooperation vs competition – internally

With its supportive and encouraging organizational culture, The Sortex Rice Market and the
Origins of Futures Trading gives way to internal collaboration and cooperation between
employees, systems, teams, and departments. This cooperation and collaboration at The
Sortex Rice Market and the Origins of Futures Trading is important since its operations are
spread globally, and also because tasks and responsibilities within the company often require
inter-departmental feedback and input. Moreover, with increased expansion, and synergy,
the business also regularly forms project teams – which function effectively because of the

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cooperative and collaborative culture within the The Dojima Rice Market and the Origins of
Futures Trading organization.

2.2.4. Team vs groups

The Dojima Rice Market and the Origins of Futures Trading has effective and functional
teams and works with them internally to achieve its various business goals and objectives,
and complete tasks. The company’s management is encouraging and supportive, and the
leadership provides a motivating and pragmatic vision toad achieve. The human resource
management system, as well as the organizational training, supports all employees in their
growth fairly and transparently. This leads to effective team formation instead of nominal
groups within the organization for various projects, as well as department-specific tasks and
roles.

2.3. Staff

2.3.1. Employee skill level vs business goals

The Dojima Rice Market and the Origins of Futures Trading has a sufficient number of
employees employed across its global operations. Employees for different job roles and
positions are hired internally as well as externally – depending on the urgency and the skill
levels required. Based on this, it is seen that The Dojima Rice Market and the Origins of
Futures Trading has employees who are skilled as per the requirements of their job roles and
positions. All employees are given in house training to familiarize themselves with the
company and its values. External training along with in-house training is provided for skill
level enhancement.

All job roles and positions are designed to facilitate the achievement of business goals, and
as such, employee skill level at The Dojima Rice Market and the Origins of Futures Trading
is sufficient to achieve the business goals of the company.

2.3.2. Number of employees

The Dojima Rice Market and the Origins of Futures Trading has employed a large number
of employees. The number of employees varies from country to country as per the
requirements and needs of the business and operations. The global team of The Dojima Rice
Market and the Origins of Futures Trading is an inclusive one that accepts, and encourages
diversity, and works in synchronization with members to ensure attainment of business

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goals. The team member sand employees are the most important part of business success for
The Dojima Rice Market and the Origins of Futures Trading.

2.3.3. Gaps in required capabilities and capacities

The Dojima Rice Market and the Origins of Futures Trading has a well-defined system for
identifying potential needs of capabilities and capacities for the organization. The human
resource function of the business has a systematic process that aligns all other departments
to identify potential vacancies or skill gaps. Based on the nature of the need, the human
resource department arranges for recruitments which may be permanent or contractual in
nature, as well as arranges training sessions if need be for the current workforce.

2.4. Skills

2.4.1. Employee skills

The Sortex Rice Market and the Origins of Futures Trading has a commendable workforce,
with high skills and capacities. All employees are recruited based on their merit and
qualifications. The Sortex Rice Market and the Origins of Futures Trading prides itself on
hiring the best professionals and grooming them further to facilitate growth and
development.

2.4.2. Employee skills vs task requirements

The Sortex Rice Market and the Origins of Futures Trading has defined tasks and job roles
and hires and trains employees for skill levels accordingly with respect to those. The
company ensures that all its job requirements are met and that employees have the sufficient
skills to perform their respective jobs in accordance with the values and culture as well as
the business goals and strategy of The Sortex Rice Market and the Origins of Futures
Trading.

2.4.3. Skill management

The Sortex Rice Market and the Origins of Futures Trading pays particular attention to
enhancing the skills and capacities of its employees. It arranges regular training and
workshops – internally as well as externally managed- to provide growth and development
opportunities for its employees. The Sortex Rice Market and the Origins of Futures Trading
focuses on personal as well as professional growth for its employees and works accordingly
with them.

2.4.4. Company’s competitive advantage

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The human resource is one of the core competitive advantages of the company. The skills of
employees are developed specifically for job roles and requirements at The Sortex Rice
Market and the Origins of Futures Trading and provide a competitive benefit to the company
– where players cannot imitate employee skills or training. This creates a unique and non-
substitutable competency for The Sortex Rice Market and the Origins of Futures Trading.

Porters five forces analysis of Sree Padmavathi Rice Mill Industry:

The porter five forces design would assist in gaining insights into the Porter's Five Forces of
Gallo Rice Case Solution industry and determine the likelihood of the success of the options,
which has actually been considered by the management of the company for the purpose of
dealing with the emerging issues connected to the decreasing subscription rate of consumers.

1. Intensity of rivalry

The intensity of competitive rivalry in the rice mills industry is high. There are many rice
mills competing for the same customers and market share. Competition comes from various
factors, including quality, price, service, and branding. To remain competitive, rice mills
must continuously differentiate themselves from their competitors. There is an extreme level
of competitors or competition in the media and home entertainment market, engaging
companies to strive in order to keep the present consumers through providing services at
affordable or
Affordable rates.
Soon, the intensity of rivalry is strong in the market and it is essential for the company to
come up with special and innovative offerings as the audience or customers are more
advanced in such modern-day innovation era.

2. Threats of new entrants

The threats of new entrants to the rice mill industry is moderate to low. One reason for this
is the significant amount of capital required to set up a rice mill. Additionally, the existing
rice mills economies of scale and established customer bases make it challenging for new
entrants to gain market share. In contrast, the existing entertainment provider has been
extensively working on their targeted sectors with the particular expertise, which is why the
danger of brand-new entrants is low.Another essential aspect is the intensity of competitors

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within the essential market gamers in the market, due to which the brand-new entrant be
reluctant while getting in into the market.

3. Threat of substitutes:

The threat of substitute products or services in the rice mills industry is low. Rice is a staple
food , and there is no real substitute that can replace it. Therefore, the demand for rice and ,
consequently , for rice mill remains relatively stable. The hazard of substitutes in the market
position moderate risk level in media and the home entertainment industry.

4. Bargaining power of buyer:

The Bargaining power of buyers in the rice mill industry is high . This is because there are a
large number of buyers , including wholesalers, retailers, and consumers. Therefore, buyers
have the leverage to negotiate prices and set terms of trade with the rice mills.

5. Bargaining power of suppliers:

The bargaining power of suppliers is relatively low in the rice mill industry. This is because
the main raw materials used in rice milling is rice, which is widely available and produced
by many farmers. The rice mills have the option to source rice from different suppliers ,
resulting, in low supplier bargaining power.

Objectives:

 To establish long term relationship with the customers.

 Increase the market share by maximizing sales and improve the quality of the
products offered.
To increase export.
 Enhance the quality of products thereby utilizing the currently adopted Japanese
technology in a better way.

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 Continues updatation of the currently adopted Japanese technology .

 To induce energy conservation and pollution control system.
 To adopt eco-friendly technologies and maintain environmental health.
 To act as a catalyst to accelerate industrial development of the region.

The aim of the organization is to bring reduction in the product prices by increasing the sales
unit for every item. Secondly, the organizational management is involved in decision of
prospective products to offer their client in both long term and short-term indicates. The
organizational strength includes the facility of competitive position within the production
market of sensing unit in the United States of America on the basis of 5 pillars which
includes customer care, performance in operation management, recognition of brand name,
personalized ability.
The organization is a leading one and carrying out as a leader in the sensor market of the
United States for their personalized services and systems of sensing unit. Innovation in
concepts and product designing and provision of services to their consumers are among the
competitive strengths of the organization. The company has employed cross-functional
supervisors who are accountable for modification and understanding of the company's
technique for competitiveness whereas, the company's weakness involves the decision
making in regard to the products' removal or retention just on the basis of monetary
elements. The measurement of ROIC is not associated with the trade incorporation and
concerns of customers.

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Chapter 4 Swot Analysis:

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Swot analysis

It is one of the important steps in formulating a strategy. Its purpose is to develop good
strategy that exploit opportunities and strengths, neutralize threats and avoid weakness.
Strength and weakness are analysis of internal environment and opportunities, threats are
analysis of external environment. This analysis identifies the strong and weakness arears as
well as opportunities and threats envisaged in the sree Padmavathi Rice mill.

Strengths:
 Vast experience of all the partners in the business of Rice Manufacturing and
Trading.
 Labours union doesn’t exist.
 It has its reach throughout the Karnataka states.
 Experienced and qualified people are present in all departments.
 Plant is situated at a place where raw materials are available nearby.
 It provides different varieties and good quality of rice at reasonable prices.
Weaknesses:
 It has concerned market at only Karnataka states but lacks its presence in other parts
of the nation.
 Sufficient amount of promotional policies do not exist in the organization.
 Lack of any clear cut long term marketing strategy, or product positioning has been a
major problem.
 Limited human resources and staff.
 High cost of production.

Opportunities:

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 Rice is the staple food for 65% of the production in India and it is the largest
consumed calorie source among the food grains, hence there is a greater demand for
roce both in the domestic and international market.
 Globalization of Indian economy bond to increase the demand levels.
 The modernization , rationalization and automation in technology implement can
reap the benefits in future.

Threats:

 With liberalization competition will be more from larger companies and from Asian
countries both in the domestic market.
 Recession or political instability will indirectly throw the company into crisis.
 Many industries are expanding their capabilities .
 Imposition of taxes, levies in competition in the neighbouring states may taper down
the industry.
 Lack of its product promotion and competition in the market by players also stand in
the way of its development.
 New substitute products emerging in the market like basmati, motta etc.
 Price competition among the local paddy in comparison to Chitwan padd

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Chapter 5 : Financial Analysis

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Balance sheet as on March 31,2021:

(Unless otherwise stated, all amounts are in INR Lakhs)
Assets As on March31, 2019 As on
March31,2020

Non- current assets

Property, plant & equipment 0.05 38.16

Capital work in progress 587.00 587.00

Financial Assets

Investment 3,3338.24 3,295.09

Deffered tax assets(net) 18.80 18.78

-------------------------------------------------------

3,944.09 3,939.03

-------------------------------------------------------

Current Assets

Financial Assets

Cash & cash equivalents 0.01 0.08

Other financial assets 17.50 2.30

--------------------------------------------------------

17.51 2.38

--------------------------------------------------------

---------------------------------------------------------

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3,961.60 3,941.41

==================================

Equity & liabilities

Equity 5.00 5.00

Equity share capital 907.06 1,247.50

-----------------------------------------------------------
--

Other equity 912.06 1,252.50

-----------------------------------------------------------
--

Liabilities

Non – Current liabilities

Financial liabilities

Borrowings 2,995.16 2,610.84

--------------------------------------------------------
-

2,995.16 2,610.84

--------------------------------------------------------
-

Current Labilities

Financial liabilities

Borrowings 91.18 87.98

Trade payables 2.14 4.96

Other financial liabilities 12.48

Other current liabilities 16.24 15.61

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Provisions 1.13 0.93

Current tax liabilities 4.18 6.32

------------------------------------------------------
-

127.35
115.80

-------------------------------------------------------
-

-------------------------------------------------------
-

3,979.57
3,979.15

================================
=

Statement of Profit and loss for the period ended March 2021

(Unless otherwise stated, all amounts are in Lakhs)

---------------------------------------------------------
-

For the period ended For the Period

ended

Mar31,2021 March31,2020

==================================

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Revenue

Revenue from operations - 1.18

Other Income 46.25 82.53

----------------------------------------------------------
-

Total revenue 46.25 83.71

==================================
=

Expenses

Employees benefit expenses 4.19 5.91

Financial costs 358.48 152.79

Depreciation and amortization expenses 0.00 0.00

Other expenses 24.03 160.56

----------------------------------------------------------

Total expenses 386.70 160.56

==================================

Profit / (loss) for the period (340.45) (73.85)

Tax Expenses - -

Current tax - -

---------------------------------------------------------

Deferred tax - -

==================================
=

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----------------------------------------------------------
-

Profit/(loss) for the period (340.45) (76.85)

==================================
=

Other comprehensive Income

I. Items that will not be reclassified - -

To profit & loss
Income tax relating to items that will - -
not be reclassifies to P&L
II. Income tax relating to items that will - -
not be reclassified to P&L
Income tax relating to items that will - -
Be reclassified to P&L
------------------------------------------------------
-

Total comprehensive Income for (340.45) (76.85)

The period

================================
=

Profit / (loss) per equity share

Basic(in INR) (680.89) (153.70)

Diluted (in INR) (680.89) (153.70)

Statement of cash flow for the year ended March 31st 2018

(Unless otherwise stated ,all amount are in Indian rupees)

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-----------------------------------------------------
--

For the year ended For the year

ended

March 31st 2018 March 31st 2017

===============================
=

A )Cash flow from/ (used in) operating activities

Profit for the period before tax (340.45) (76.85)

Adjustment for

Depreciation 0.00 -

Interest expense 354.16 152.78

Liabilities written back - 5.95

Interest Income (46.25) (82.53)

Amortization of long term Borrowings - (5.95)

Loss of Sale of fixed assets 22.91 -

Operating profit /(loss) before working capital (9.63) (1.83)

Changes

Changes in working capital:

Adjustments for increase/(decrease) in operating assets:

Loans -
1,151.38

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Other financial assets (15.20) 1.00

Adjustments for increase /(decrease) in operating liabilities:

Trade payables (4.78) 3.84

Other financial liabilities 12.48

Other current liabilities 0.63 15.56

Provisions 2.18 -

Cash generated from / (used in) operations (11.10)

1,169.95

Current taxes paid (net of refunds) (2.14) (6.34)

--------------------------------------
--

Net cash generated from / (used in) operating activities (13.24)

1,163.61

======================
=

B) Cash flow from / (used in) investing activities

Purchase of fixed assets (including capital - (587.00)

Work in progress)

Sale of fixed assets 15.20 -

Purchase of investment in subsidiaries (3,275.00)

Fixed deposits placed - (25.74)

Interest received 3.10 396.86

Net cash generated from (used in) investing activities 18.30

(3,490.88)

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-----------------------------------------
-

C) Cash flow from / (used in) financing activities

Proceeds from long term borrowings -

(587.00)2066)

Proceeds from short term borrowings (net) 3.20 87.98

Dividend paid 0.16 -

Interest paid (9.84)

(152.78)

------------------------------------------
-

Net cash generated from /(used in) financing activities (7.72)

2,362.98

-----------------------------------------
--

Net increase in cash and cash equipments (A+B+C) (2.66) 35.71

Cash and cash equipments at the beginning of the year 37.81 2.09

-----------------------------------------
--

Cash and cash equipments at the end of the period 32.98

37.81

=========================

Components of cash equivalents

Cash on hand 0.01 0.07

Balances with bank in current accounts SD/- SD/-

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--------------------------------------
--

0.01 0.
07

======================
=

Note : changes in liabilities on account of financing

activities

Opening balance 2,698.82

182.75

--------------------------------------
-

Add/Less: changes from financing cash flows (7.72)

2,362.98

Add/Less: changes arising due to obtaining merger - -

In common control

Add/Less: Effect of changes in foreign exchange rate - -

Add/Less: Changes in fair value - -

Add/less : Other changes SD/-

SD/-

---------------------------------
-

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Closing balance 3.046

2,698.82

===================
=

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CHAPTER – 6 LEARNING EXPERIENCE

During these 4 weeks of organizational study I gained the knowledge regarding the concept
and need of organizational study. The objective of any organization is not only to earn
profits but also to ensure all the membership and employees and by providing services to
membership (members)

As this organization study was done physically by visiting the organization, by doing this
organization study I can relate theoretical aspects which we learnt in our classroom to the
functioning pf organization practically. Also gained knowledge on how the work flows in
the organization, what is the structure of the organization, how different departments are
handled.

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Annexure -1

Name Of the student Ranjana Poojari

USN 3BR21BA104
Title of the study Organizational study

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Organization(Company) Sree Mahalakshmi Rice Mill Industries

Duration 1/11/2022 to 6/11/2022

Chapters Covered
Chapter 1

Description of Activities done by student

Date:

Review by the guide:

Signature of Internal Guide with date Signature of Student

Annexure -2

Name Of the student Ranjana Poojari

USN 3BR21BA104
Title of the study Organizational Study

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Organization(Company) Sree Mahalakshmi Rice Mill Industries

Duration 7/11/2022 to 12/11/2022
Chapters Covered

Chapter 2

Description of Activities done by student

Date:

Review by the guide:

Signature of Internal Guide with date Signature of Student

Annexure -3

Name Of the student Ranjana Poojari

USN 3BR21BA104
Title of the study Organizational study

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Organization(Company) Sree Mahalakshmi Rice Mill Industries

Duration 14/11/2022 to 19/11/2022
Chapters Covered Chapter 3

Description of Activities done by student

Date:

Review by the guide:

Signature of Internal Guide with date Signature of Student

Annexure -4

Name Of the student Sree Mahalakshmi Rice Mill Industries

USN 3BR21BA104

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Title of the study Organizational Study

Organization(Company) Sree Mahalakshmi Rice Mill Industry
Duration 21/11/2022 to 26/11/2022
Chapters Covered Chapter 4

Description of Activities done by student

Date:

Review by the guide:

Signature of Internal Guide with date Signature of Student

Annexure -5

Name Of the student Ranjana Poojari

USN 3BR21BA104
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Title of the study Organizational study

Organization(Company) SRee Mahalakshmi Rice Mill Industries
Duration 28/11/2022 to 3/12/2022
Chapters Covered Chapter 5

Description of Activities done by student

Date:

Review by the guide:

Signature of Internal Guide with date Signature of Student

Annexure -6

Name Of the student Ranjana Poojari

USN 3BR21BA104
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Title of the study Organizational study

Organization(Company) Sree Mahalakshmi Rice Mill Industries
Duration 5/12/2022 to 10/12/2022
Chapters Covered Chapter 6

Description of Activities done by student

Date:

Review by the guide:

Signature of Internal Guide with date Signature of Student

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