Asset Management Chaith

Asset Management
CHAPTER NO: I INTRODUCTION
SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE
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Asset Management
INTRODUCTION OF FINANCE
Financial management is essential for every business enterprise to carry out its activities. Because finance is basic foundation of all kinds of modern economic
activities of all the factors of production namely land, labor, capital, and organization capital are the most important factors.
All economic activities have their base in finance. Finance is the master key that provides access to all resources for being employed in business activities. Finance is regarded as the LIFE BLOOD OF BUSINSS.
Financial management is a specialized activity which is concerned with the collection or raising of finance and its effective utilization for the attainment of common objectives of the business enterprise .It includes financial planning, financial administration and financial control.
Financial management is concerned with the management decisions that results in the acquisitions and financing of long term and short term credits for the firm as such it deals with the situations that require selection of specific assets or combination of liabilities as well as the problem of size and growth of an enterprise. The analysis of these decisions is based on the expected inflows and outflows of funds and their effects upon managerial objective.
Meaning of finance
Finance is one of the major elements, which activates the overall growth of the economy. Finance is the lifeblood of economic activity. A well-knit financial system directly contributes to the growth of the economy. An efficient financial system calls for the effective performance of financial institutions, financial instruments and financial markets.
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Importance of finance: Ensure that there are adequate funds available to acquire the resources needed to help the organization to achieve its objectives. Ensure costs are controlled. Ensure adequate cash flow Establish and control profitability levels. One of the major roles of the finance department is to identify appropriate financial information prior to communicating this information to managers and decision makers in order that they may make informed judgments and decisions. Finance also prepares financial documents and final accounts for managers to use and for reporting purposes (AGM etc.)
Meaning of management
In the present day industrial world, management has become universal. The principles of management are being applied not only for managing business concerns, but also to manage various other service sector institutions like hospitals, educational institutions, etc. It is in this context both finance and management functions gained substantial significance in the industry.
Meaning of Financial management:

Financial management is the part of management activity which concerned with planning and controlling of firms financial resources .It is deals with finding out sources of finance, arranging for finance, application of funds, and distribution of profits.
Definition of Financial management:

According to EZRA SOLOMAN, Financial management is concerned with the efficient use of important economic resources, namely capital funds. Financial management is the operational activity of a business that is responsible for obtaining and effectively utilizing the funds necessary for efficient operation
SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE Page 3
Asset Management By Joseph and Massie
Objectives of Financial management

1. Specific objectives: Profit maximization:-Maximization is the condition of achieving the maximum target profit with available resources in an economic and efficient manner. Wealth maximization:-It refers to the maximization of wealth by maximization in the market value of shares of a company.
2. General objectives: Balance sheet structure: -A proper balance between fixed and current assets is an important factor for efficient management funds. Liquidity: -Liquidity refers to available cash and it is an indication of positive growth of the company. Efficiency: - Efficiency and effectiveness are very much necessary in controlling the flow of funds.
Decisions of Financial Management: Investment decision: This decision involves both short term and long term investments which in other words means both capital assets and current assets.The investment in current assets will depend on the credit and inventory policies pursued by the enterprise. The credit policy is determined keeping view the need of growth in sales and the availability of finance. Financing decision: This decision involves selecting appropriate sources of funds for raising money. It is a major challenge for a financial executive. Provision of funds required at the proper time is one of the primary tasks of the finance manager. Every business activity requires funds and hence every financial manager is confronted with this problem. He has to identify the sources from which the funds can be raised.
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Dividend decision: The primary objective of any organization is to fulfill the desire of the investors by promising a good percentage of dividends on their investments.
INTRODUCTION OF ASSET
In financial accounting, assets are economic resources. Anything tangible or intangible that is capable of being owned or controlled to produce value and that is held to have positive economic value is considered an asset. Simply stated, assets represent value of ownership that can be converted into cash (although cash itself is also considered an asset).
The balance sheet of a firm records the monetary value of the assets owned by the firm. It is money and other valuables belonging to an individual or business. Two major asset classes are tangible assets and intangible assets. Tangible assets contain various subclasses, including current assets and fixed assets. Current assets include inventory, while fixed assets include such items asbuildings and equipment.
Intangible assets are nonphysical resources and rights that have a value to the firm because they give the firm some kind of advantage in the market place. Examplesof intangible assets
are goodwill, copyrights, trademarks, patents and computer programs, and financial assets, including such items as accounts receivable, bonds and stocks.
DEFINITION OF ASSET An asset is a resource controlled by the entity as a result of past events or transactionsand from which future economic benefits are expected to flow to the entity.
MEANING OF ASSET
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Asset Management The term asset means resources, things or rights of value owned by a business which benefit future period.
ASSET CHARECTARISTICS: Probably the most accepted accounting definition of asset is the one used by the International Accounting Standards Board. The following is a quotation from the IFRS Framework: "An asset is a resource controlled by the enterprise as a result of past events and from which future economic benefits are expected to flow to the enterprise." This means that: The probable present benefit involves a capacity, singly or in combination with other assets, in the case of profit oriented enterprises, to contribute directly or indirectly to future net cash flows, and, in the case of not-for-profit organizations, to provide services; The entity can control access to the benefit; The transaction or event giving rise to the entity's right to, or control of, the benefit has already occurred.
TYPES OF ASSET 1. Fixed assets 2. Current assets
Fixed assets Also referred to as PPE (property, plant, and equipment), these are purchased for continued and long-term use in earning profit in a business. This group includes as an asset land,buildings, machinery, furniture, tools, IT equipment,e.g., laptops, and certain wasting resources e.g., timberland and minerals. They are written off against profits over their anticipated life by charging depreciation expenses (with exception of land assets). Accumulated depreciation is shown in the face of the balance sheet or in the notes. Asset is important factor in balance sheetThese are also called capital assets in management accounting.
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Asset Management Intangible assets Intangible assets lack of physical substance and usually are very hard to evaluate. They include patents, copyrights, franchises, goodwill, trademarks, trade
names, etc. These assets are (according to US GAAP) amortized to expense over 5 to 40 years with the exception of goodwill.
Tangible assets Tangible assets are those that have physial substance, such as
currencies, buildings, real estate, vehicles, inventories, equipment, and precious metals. Current assets Current assets are cash and other assets expected to be converted to cash or consumed either in a year or in the operating cycle (whichever is longer), without disturbing the normal operations of a business. These assets are continually turned over in the course of a business during normal business activity. There are 5 major items included into current assets:
1. Cash
and
cash
equivalents :-
it
is
the
most liquid
asset,
which
includes currency, depositaccounts, and negotiable instruments (e.g., money orders, cheque, bank drafts). 2. Short-term investments :- include securities bought and held for sale in the near future to generate income on short-term price differences (trading securities). 3. Receivables:- Usually reported as net of allowance for noncollectable accounts. 4. Inventory :- Trading these assets is a normal business of a company. The inventory value reported on the balance sheet is usually the historical cost or fair market value, whichever is lower. This is known as the "lower of cost or market" rule. 5. Prepaid expenses :- These are expenses paid in cash and recorded as assets before they are used or consumed (a common example is insurance). See also adjusting entries.
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Asset Management Marketable securities Securities that can be converted into cash quickly at a reasonable price.The phrase net current assets (also called working capital) is often used and refers to the total of current assets less the total of current liabilities
INTRODUCTION TO ASSET MANAGEMENT

Historical background of asset management Civilization has always relied on its technological assets to support key functions like transport, public health, business, and commerce. There is a clear link between the provision and sophistication of technological assets and our modern lifestyle. Romans built a strong assets. empire through their are construction found of
roads, aqueducts andother
Similarstories
when
examining Asia Africa,Europe and theAmericas.
MEANING: Asset management, broadly defined, refers to any system that monitors and maintains things of value to an entity or group. It may apply to both tangible assets suchas buildings and to intangible concepts such as intellectual property and goodwill.
Asset management is a systematic process of operating, maintaining, upgrading, and disposing of assets cost-effectively.
DEFINITION : Asset management is the process of guiding the acquisition, use and disposal of assets to make the most of their service delivery potential and manage the related risks and costs over their entire life.
OBJECTIVES: The principal objective of asset management is to enable an agency to meet its service delivery objectives efficiently and effectively.
Effective asset management also:

Asset Management Makes the most of the service potential of assets by ensuring they are appropriately used and maintained. Reduces the demand for new assets and saves money through demand management techniques and non-asset service delivery options; Achieves greater value for money through economic evaluation of options that take into account life cycle and full costs, value management techniques and private sector involvement; Reduces unnecessary acquisition of assets by making agencies aware of, and requiring them to pay for, the full costs of holding and using assets; and Focuses attention on results by clearly assigning responsibility, accountability and reporting requirements. Asset management is a continuous process covering the whole life of the asset. An agencys asset management program should encompass all the activities illustrated above
KEY ACTIVITIES OF ASSET MANAGEMENT

1.Needs analysis The starting point for asset management. Agencies must thoroughly examine the need for service and infrastructure provision and consider the full range of options for responding to it. These include both non-asset and asset solutions as well as demand management strategies and the possible role of private sector providers.
2.Economic appraisal The second step. This is a systematic weighing up of the costs and benefits of the various asset based and non-asset based solutions identified. Value management is one technique that assists in this process. The appraisal, taken together with Government policy objectives, should lead agencies to develop recommendations that make the best use of scarce resources.
3.Planning
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Asset Management The essential tool for achieving service delivery objectives by means of assets. Agencies' asset management plans, decisions and activities must be fully integrated with the Government's planning processes, including departmental corporate and business plans. Risk assessment and allocation must start at the planning stage. Agencies must continue to verify service needs throughout the planning process. 4.Budgeting Planning of funding for the asset. Assets require the commitment of funding over their entire lives capital expenditure for their purchase or construction and recurrent expenditure for their ongoing maintenance and operation. The disposal value at the end of their service life must also be considered. Expenditure requirements must be covered by identified sources of funding.
5.Pricing A determination of the charge or price for the use of an asset. It should be based on the true cost of creating, operating, maintaining and eventually disposing of the asset, and should reflect the agency's service objectives and market conditions. The true cost includes a rate of return (ie the opportunity cost of capital investment), the operating and maintenance expenditure and a depreciation allowance. Pricing may also be used as a way of managing demand.
6.Acquisition and disposal Decisions requiring thorough examination and economic appraisal. The options for acquiring assets include creating, purchasing or leasing. Seeking private sector involvement to provide assets or services required must also be considered. The options for disposal include alternative use, rental, sale, or sale and lease-back, and should be considered as part of the acquisition strategy.
7.Recording, valuation and reporting These activities make informed decision-making possible. Agencies are accountable for the physical and financial performance of the assets they control, operate and maintain. Information about the performance and condition of an asset
Asset Management provided by accurate recording, valuation and reporting procedures is critical to decisions to modify, refurbish, find an alternative use for, or dispose of an asset. The maintenance of an asset register which comprises an accurate record and valuation of assets will support effective decision-making about asset utilisation.
8.Management in use Protecting service delivery potential is a priority when making decisions about asset use and maintenance. How long an asset is useful depends on how effectively it is maintained for its purpose. Post-acquisition reviews and evaluations must be carried out periodically to verify that required outcomes are being achieved.
ASSET MANAGEMENT PRINCIPLES:

1. Service delivery needs are to guide asset practices and decisions. Agencies are to undertake asset management activities within a strategic framework that is driven by program and service delivery needs. 2. Asset planning and management are to be integrated with corporate and business plans, budgetary and reporting processes. Planning, budgeting for, and reporting on assets are to be integrated with broader planning processes, both within agencies and between central and other agencies. 3. Asset management decisions are to be based on evaluations of alternatives that take into account full life cycle costs, benefits and risks of assets.Capital expenditure decisions are to be based on rigorous and documented economic appraisals of options that include financial as well as non-financial parameters. The economic appraisals should be evaluated by a party other than the proponent of the project. 4. Ownership, control, accountability and reporting requirements for assets are to be established, clearly communicated and implemented.Ownership and control of all assets are to be fully defined. Accountability and reporting requirements for both ownership and control are to be determined and clearly communicated.
5. Asset management activities are to be undertaken within an integrated
Government asset management policy framework.Agency asset management is

Asset Management to be based on best practice in government and industry and on Government policy as reflected in the Asset Management Series.
CHECKLIST OF ASSET MANAGEMENT:

1. Are assets managed within a strategic framework driven by program and service delivery needs and strategies? 2. Do all asset creation, refurbishment and disposal proposals: Identify the service capacity needs? Assess other options and compare predicted service delivery outcomes with identified service needs? 3. Are performance management of assets and reporting on assets carried out in terms of service delivery potential, service delivery outcomes, continuing service delivery needs and economic viability? 4. Have asset service delivery objectives, outputs and outcomes been explicitly identified Is the asset strategy based on the needs analysis 5. Have non-asset alternatives to asset-based service provision been considered? 6. Have asset strategies been integrated with corporate and business plans? Will they achieve the objectives of these plans 7. Are asset strategies linked to a budgetary process that integrates capital and recurrent resource allocation 8. Are all costs, liabilities and risks incorporated in forward asset planning and budget estimates 9. Are full costs as well as service delivery outcomes monitored and reported on as part of the regular reporting cycle? 10. Are capital expenditure decisions based on rigorous and fully documented economic appraisals that take into account the full life cycle costs, benefits and risks of the asset, and financial as well as non-financial parameters? Are proposals reviewed by a party other than the originator of the proposal
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Asset Management 11. Does the agency maintain an effective asset register that provides an accurate record and valuation of assets? 12. Is the performance of assets regularly reviewed? 13. Have responsibility and accountability for both ownership and control of assets been determined and communicated? 14. Are asset management responsibilities reflected in the performance agreements of the Chief Executive Officer, and in service agreements established between the Chief Executive Officer and service agencies in the portfolio? 15. Have staff been informed about their responsibilities for asset planning, pricing, recording, valuation and reporting, acquisition, management in use and disposal? 16. Are the agencys asset management policies and practices in keeping with the Asset Management Series and with best practice in government and industry?
Infrastructure asset management

Infrastructure asset management is the combination of management, financial, economic, engineering, and other practices applied to physical assets with the objective of providing the required level of service in the most cost-effective manner. It includes the management of the whole life cycle (design, construction, commissioning, operating, maintaining, repairing, modifying, replacing and decommissioning/disposal) of physical and infrastructure assets.Operating and sustainment of assets in a constrained budget environment require some sort of prioritization scheme.
Financial asset management

Investment management: the sector of the financial services industry that manages collective investment schemes and segregated client accounts. Global assets under management List of asset management firms
Enterprise asset management
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Asset Management Enterprise asset management is the business processes and enabling information systems that support management of an organization's assets, both physical (such as buildings, equipment, infrastructure etc.) Physical asset management: the practice of managing the entire life cycle (design, construction, commissioning, operating, maintaining, repairing, modifying, replacing and decommissioning/disposal) of physical and
infrastructure assets such as structures, production and service plant, power, water and waste treatment facilities, distribution networks, transport systems, buildings and other physical assets. Infrastructure asset management expands on this theme in relation primarily to public sector, utilities, property and transport systems. Additionally, Asset Management can refer to shaping the future interfaces amongst the human, built, and natural environments through collaborative and evidence-based decision processes. Fixed assets management: an accounting process that seeks to track fixed assets for the purposes of financial accounting. IT asset management: the set of business practices that join financial, contractual and inventory functions to support life cycle management and strategic decision making for the IT environment. This is also one of the processes defined within IT service management. Digital asset management: a form of electronic media content management that includes digital assets. Public asset management or corporate asset management (CAM): Public asset management (also referred to as corporate asset management) expands the definition of enterprise asset management (EAM) by incorporating the management of all things of value to a municipal jurisdiction and its citizens' expectations.GIS-centric public asset management standardizes data and allows interoperability, providing users the capability to reuse, coordinate, and share information in an efficient and effective manner by making the GIS geodatabase the asset registry. A GIS-centric public asset managemet.
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Steps Of Asset Management

1. Planned maintenance Getting control of maintenance operations 2. Proactive maintenance Getting control of equipment 3. Organizational excellence Integrating Maintenance and Production 4. Engineered Reliability Designing equipment and systems for reliability 5. Operational excellence Building upon asset management to create a decisive competitive advantage
Purpose Of Asset Management

To inform departments of surplus items. To provide mechanism which allows for the viewing of available items. To encourage recycling. To save the cost of purchasing new items. To relocate and recycle usable furniture and equipment
ASSET MANAGEMENT PROCEDURE:

The Aditya Birla nuvo ltd following an CAFEX Procedure for managing an asset. 1. Cafex budget planning In asset management procedure budget planning is first procedure. Purchase department collect the asset requirement from department wise and later planning in budget and later it is finalized by an manager.
2. Cafex Execution. After finalised by an manager purchase department prepares three quotations based on the requirement . Later selecting the best one based on the benefits getting from that quotations that is lower rate of quotation. Preparing the cost sheet. Cost sheet finalized by top level management and getting approval.
Asset Management Purchase department decided to purchase. Raising purchase order. Material in load.
3. Asset accounting. In asset accounting there is some records need to maintained. Goods receipt note. Purchase ocher under capital working progress. Installation certificate after work starts. Asset booking if shortage. Capitalisation procedure is made on the basis of following aspects, Life of asset. Efficiency of asset. Capacity of asset.
4. Asset movement
Asset is moving from factory outside for following reason, Repair purpose. At the time of rejection. Returnable of asset. Transfer to other unit.
5. Asset maintenance
Asset maintenancedivided into two . a. Self maintenance: Means the employees them self need to maintaini.e, insult cleaning and spare parts. b. Plan maintenance:Yearly once or twice maintaining an asset.
6. Physical verification:
Based on the requirement of management yearly once asset physical verification is done by anmaintainance department.
Asset Management
7. Asset delegation and scrap:

Means the sale of un used asset and scrap asset by getting approval from an manager.
8. Asset finalization:
Last procedure in asset management is asset finalization. In this step accounts department calculating the value of an asset at the year end.i.e, Gross block (+)addition (-)sale Net block xxx xxx xxx xxx
BENEFITS OF ASSET MANAGEMENT

Asset Performance track and manage asset availability and performance. Apply maintenance strategies according to an assets criticality, and increase Return on Assets across the entire Asset Lifecycle. Cost Controlbalance maintenance costs against replacement costs, reduce unplanned downtime, and reduce parts inventories through better management across multiple sites. maintenance overtime. Compliancereduce operational risks, and ensure maintenance practices meet corporate and regulatory requirements, including occupational health and safety. Easy to Use clean screen design, intuitive navigation, predictive data-entry, minimal keystrokes, and powerful search capabilities means data entry is a breeze for users, and work tasks are managed more efficiency. Comprehensive Mainpac 2011 provides core asset maintenance functionality, but extends beyond maintenance to provide customers with pre-built tools to improve their maintenance strategies for greater return on assets, to reduce costs and improve compliance throughout the asset lifecycle.
Identify warranty opportunities, and minimise
Asset Management IntegrationMainpac 2011 readily integrates with ERP, operational and SCADA systems for greater visibility and automation across the business. Best of Breed Mainpac has worked with consultants and research partners like CIEAM to design Mainpac 2011 towards Enterprise Asset Management best practices. Mainpac 2011 enables customers to take incremental steps towards best practice, and thereby improving asset performance and reliability across the asset lifecycle. Reliability tools like the Criticality Matrix and the Maintenance Strategy Tool enable customers to quickly identify key assets, and implement the best maintenance strategy according to asset criticality and business objectives. Scalable Mainpac 2011 can be deployed as a single site, yet readily scales to accommodate multiple sites, and can span across other entities with different structures like divisions or capital works projects. Affordable Mainpac 2011 provides comprehensive maintenance and asset management capabilities at a fraction of the cost of alternative Enterprise Asset Management solutions. Built on Microsoft SQL Server 2008, Mainpac 2011 offers the strongest combination of price and performance, manageability and security. Low Cost to Maintain Unlike other systems,Mainpac 2011 uses standard web browsers and common Microsoft platforms such as Microsoft SQL Server 2008, the .NET Framework and Microsoft Reporting Services. Customers report Mainpac 2011 requires little IT resources to maintain the system. Operational Views Segregate and structure asset data to suit an organisations governance requirements, business rules, operational and financial structures. Operational views are flexible and can be arranged in parent-child hierarchies across multiple levels within the same database. An operational view may represent a geographical site, business unit, project, policy repository, or another organizational entity requiring its own configuration, data ownership and security. Operational Assets Define basic asset records including asset structures and spares. Defect and activity logs maintain general asset status, whilst asset meter
Asset Management readings and asset condition may be used to trigger preventive and predictive maintenance work orders. Work Orders Forecasting utilises task frequency rules and work method templates to generate planned maintenance work orders for individual assets, or asset rounds. Unplanned maintenance is supported with internal work requests, defect recording and breakdown orders. The core system supports departmental or cost centre budgets and work order cost estimating and actual cost recording. Labour and Resource Management provides roster management, authorisations and qualifications management for internal and external customer sites. Labour resources, tools and equipment are allocated to maintenance activities within capacity and compliance constraints. Inventory supports flexible stocktake and reorder policies, replenishment planning, internal and external requisitions, issues, returns, stock takes, inter warehouse transfers and costed transactions for stock valuation and integration to external general accounting systems. Purchasing includes management of multi-currency supplier catalogues and supply agreements. Flexible requisition approval processes improve internal controls. Automatic consolidation of requisitions by supplier and integrated receipt and invoice matching processes reduce clerical effort and purchase costs. Operational Dashboards can be populated with a combination of interactive charts and tables, or other user defined web-based components, such as company news feeds, or standard operating procedures. Dashboards may be configured for individual staff members, or applied to user roles. Mainpac Reporting a standard set of customizable reports is available for Mainpac 2011. New ad hoc and saved reports can be easily created with the Search and Query feature. Standard and custom production style reports are developed with Microsoft Reporting Services. Mainpac Audit Tool changes to selected database tables can be tracked with the old and new values and the users name logged at the time of the change.
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Optional Modules:
Mainpac Asset Intelligence delivers visualisation of your operations that cuts through the clutter and allows you to focus on improving the top line through better control of the bottom line. Mainpac Asset Intelligence transforms transactional information from your Mainpac 2011 system into a rich, graphical set of pre-built, standards-based KPIs and metrics that will help you manage compliance, costs and performance. Financial Assets manage acquisitions, depreciation, revaluations, transfers and disposals. Operational asset registers and financial assets registers are linked to support usage based depreciation and provide full visibility of asset lifecycle costs. External Work Requests allows staff or external contractors to safely login and submit work requests via a simple configurable web interface. Staff or external contractors can receive automatic email notifications of changes in work order status. Work Safety work methods and isolation sets may be associated with a work order. This helps to ensure that safety protocols have been reviewed and satisfy compliance standards prior to work commencing. Mainpac for Project Client exporting and importing work orders to and from Microsoft Project for resource levelling and critical path planning. Mainpac Connect import of data via flat files directly into Mainpac. Data imports are processed by the related set of application business rules in order to protect data integrity.
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CHAPTER NO: II RESEARCH DESIGN
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RESEARCH
Research means search of facts answers to questions and solution to problems.
Research design standard for collecting the relevant data and techniques to be used in their \analysis keeping in view the objectives of the research and the availability of staff time and money.
TITLE OF THE STUDY

A Study on ASSET MANAGEMENT towards ADITYA BIRLA NUVO Ltd.
STATEMENT OF THE PROBLEM

Asset management, being an integral part of overall corporate management, throws challenges and an opportunity to study the asset management on the basis of a companys annual statement. The need for this study arose because the management of asset is important to all organization in any sector of the economy. It occupies a major position in a manufacturing and trading organization. if the company not managed the asset properly it face the problems like increase in the cost of the production and effect to the manufacturing of an product and it increases the burden to the management. Therefore it is important to manage an asset carefully by using an systematic procedure.
OBJECTIVES OF THE STUDY

To study the asset management of an company. To analyze the financial performance of an company. To study the different components of assets, that is Fixed assets and Current asset. To determine the actual depreciation on asset and the written down value of an asset. To analyze the functions and procedure of asset management. To know the availability necessary assets to the other department.
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SCOPE OF THE STUDY

Scope of the study is limited only to last five year of asset requirements. Study aims at giving a clear picture of various levels of assets in the current year. Study the financial performance of the company. Study the strategies, remedies in various aspects of the management. Study the procedure of asset management of an company.
RESEARCH METHODOLOGY
The project was complied using facts ,figures ,information and analysis by the researcher leading to analytical research. The information collected by its nature is two types ,which were the tools that is primary sources and secondary sources.
DATA
Data means the facts figures and relevant material past &present serving as basic study analysis for the purpose of preparing the necessary Information divided in to 1. Primary data 2. Secondary data collected are
PRIMARY DATA
Primary sources are original sources from which the researcher directly collected data that have not been previously collected.
The primary information collected was in the form of direct discussion with the staff of the form and through telephonic interview.
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SECONDARY DATA
Secondary data which are not originally collected but rather obtained from published or unpublished sources are called as secondary data.
The secondary sources of data is the internal records like, Balance sheet, Manual brochures and Annual reports of an company.
LIMITATIONS OF STUDY
Time constraint is a major limitation. All the information required could not be revealed by the organization. A through discussion with all related officials was not possible due to their busy schedules. Certain financial functions carried out by firm , detail information regarding such activities was not studied in depth.
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CHAPTER NO: III COMPANY PROFILE
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MANAGEMENT TEAM
PRESIDENT HEADOFTHE MANUFACTURING HEADCOMMERCIAL HRMANAGER WCM MANAGER
ASHISH DIKSHITH LAL SUDHAKARAN
VIKAS AGARWAL ISREIL INBARAJ SHRINATH
The roots of the Aditya Birla Group date back to the 19th century in me picturesque town of Pilani, set amidst the Rajasthan desert. It was here that Seth Shiv Narayan Birla started trading in cotton, laying the foundation for the House of Birlas.
Through India's arduous times of the 1850s, the Birla business expanded rapidly. In the early part of the 20th century, our Group's founding father, Ghanshyamdas Birla. set up industries in critical sectors such as textiles and fiber, aluminum, cement and chemicals. As a close confidante of Mahatma Gandhi, he played an active role in the Indian freedom struggle. He represented India at the first and second round-table conference in London, along with Gandhiji. It was at "Birla House" in Delhi that the luminaries of the Indian freedom struggle often met to plot the downfall of the British Raj. Ghanshyamdas Birla found no contradiction in pursuing business goals with the dedication of a saint, emerging as one of the foremost industrialists of preindependence India.
The principles by which he lived were soaked up by his grandson, AdityaVikram Birla, our Group's legendary leader.
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AdityaVikram Birla
A formidable force in Indian industry, Mr. Aditya Birla dared to dream of setting up a global business empire at the age of 24. He was the first to put Indian business on the world map, as far back as 1969, long before globalization became a buzzword in India.
In the then vibrant and free market South East Asian countries, he ventured to set up world-class production bases. He had foreseen the winds of change and staked the future of his business on a competitive, free market driven economy order. He put Indian business on the globe, 22 years before economic liberalization was formally introduced by the former Prime Minister, Mr. NarasimhaRao and the former Union Finance Minister, Dr. Manmohan Singh. He set up 19 companies outside India, in Thailand Malaysia, Indonesia, the Philippines and Egypt.interestingly, for Mr. Aditya Birla, globalisation meant more than just geographic reach. He believed that a business could be global. even whilst being based in India. Therefore back in his home-territory, he drove single-mindedly to put together the building blocks to make our Indian business a global force. Under his stewardship, his companies rose to be the worlds largest producer of viscose staple fibre, the largest refiner of plam oil, the third-largest producer of
insulators and the sixth-largest producer of carbon black. In India, they attained the
Asset Management status of the largest single producer of viscose filament yarn, apart from being a producer of cement, grey cement and rayon grade pulp. The Group is also the largest producer of aluminum in the private sector, the lowest first cost producers in the world and the only producer of linen in the textile industry in India.
At the time of his untimely demise in 1995, the Group's revenues crossed Rs.8,000crore globally, with assets of over Rs.9,000 crore, comprising of 55 benchmark quality plants, an employee strength of 75,000 and a shareholder community of 600,000.
Most importantly, his companies earned respect and admiration of the people, as one of India's finest business houses, and the first Indian international Group globally.
Through this outstanding record of enterprise, he helped create enormous wealth for the nation, and respect for Indian entrepreneurship in South East Asia. In his time, his success was unmatched by any other industrialist in India.
That India attains respectable rank among the developed nations, was a dream he forever cherished. He was proud of India and took equal pride in being an Indian.
Aditya Birla Group:The Aditya Birla Group is an Indian multinational conglomerate corporation headquartered in Mumbai, India. It operates in over 27 countries with more than 130,000 employees worldwide. The group has diversified business interests and is dominant player in all the sectors which it operates such as viscose staple fibre, metals, cement, viscose filament yam, branded apparel, carbon black, chemicals, fertilizers, insulators, financial services, telecom, BPO and IT services.
The Aditya Birla group is a US$ 30 billion conglomerate which gets 60 % of its revenues from outside India. The Aditya Birla Group has been adjudged the best employer in India and among the top 20 in Asia by the Hewitt Economic Times and Wall Street Journal Study 2007. The origins of the group lie in the conglomerate once held by one of India's foremost industrialists Mr. Ghanshyam Das Birla.
Asset Management
Businesses Aditya Birla is organized into various subsidiaries that operate across different sectors. Among these are viscose staple fibre, non-ferrous metals, cement, viscose filament yam, branded apparel, carbon black, chemicals, Retail (under the 'More' brand of supermarkets), fertilizers, chemicals, insulators. financial services, telecom, BPO and IT services. The Group consists of four main companies, which operate in various industry sectors through subsidiaries, joint ventures, etc. These are Hindalco, Grasim, Aditya Birla Nuvo, Idea cellular and UltraTech Cement.
Non-ferrous metals The Group's non-ferrous metals are under Hindalco. It is a dominant player in
aluminum and copper. Its manufacturing locations are primarily in India, and it owns mines in Australia. On 11 February 2007, the company entered into an agreement to acquire the Canadian company Novelisfor U$6 billion, making the combined entity the world's largest rolled- aluminum producer. On 15 May 2007, the acquisition was completed with common stock. Novelis shareholders receiving $44.93 per outstanding share of
Hindalco makes alumina chemicals, primary aluminum, rolled products, alloy wheels, roofing sheets, wire rods, cast copper rods, copper cathodes and several other products.
Cement The Group's cement business was earlier under both Grasim Industries and UltraTech Cement. The two entities are now merged into UltraTech cement to form India's largest cement company. UltraTech cement was originally the cement business of L&T which was acquired by Aditya Birla Group in 2004.
Carbon black
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Asset Management The Group is the fourth largest manufacturer of Carbon Black worldwide. It operates out of facilities in Egypt, Thailand, India and China. Birla has also announced their intentions to purchase Columbian Chemical Co. Press Release
Textile business The Aditya Birla Group is the world's largest player in the Viscose Staple Fiber industry. It operates out of India, Laos, Thailand, Malaysia and China. It owns the Birla Cellulose brand.
Apart from viscose staple fiber, the group also owns acrylic fiber businesses in Egypt and Thailand, viscose filament yarn businesses and spinning mills it several locations all over India and South East Asia. The group has pulp and plantation interests in Canada and has recently invested in plantations in Laos. The Aditya Birla group is also a major player in the branded garments market in India.
Telecom Services Idea Cellular is now owned by Aditya Birla Group. Idea Cellular started off as a joint venture with the group, AT&T and the Tata Group. However the stakes of the remaining partners was eventually acquired by the group.
After an Initial Public Offering on the Indian Stock Markets, Idea Cellular now accounts for a third of the group's market capitalization. The company is headquartered in Mumbai and has pan-India operations.
MAJOR SUBSIDIARIES AND ASSOCIATES : Aditya Birla Nuvo Grasim Industries Limited Hindalco Industries Limited UltraTech Cement Limited Aditya Birla Minacs Worldwide Limited. Samruddhi Cement
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Asset Management Novelis Inc. Aditya Birla Minerals Aditya Birla Chemicals (India)Limited Utkal Alumina International Limited
Charitable The Group actively involves itself in several community development initiatives - in particular around its manufacturing location. The group also supports development activities in areas like healthcare, education, sustainable livelihood, infrastructure and social causes. The group's philanthropic activities are guided by MrsRajashree Birla,
It works in Alexandria Carbon Black Company SAE Alexandria Fiber Company SAE Liaoning Birla Carbon Company Limited Birla JingweiFibres Company Limited
3,700 villages, reaching out to 7 million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development. It runs 45 schools and 18 hospitals.
External links Official site Hindalco Grasim Ultratech Novelis Aditya Birla Retail
Aditya Birla Nuvo Limited engages in the garments, rayon yarn viscose, carbon black, insulators, fertilizers, financial services, insurance, telecom, and IT businesses in India and internationally. The company offers its garments under Louis Philippe, Van
Asset Management Heusen, Allen Solly, Peter England and The Collective brand names for men and women. It also engages in the retail sale of garments through its Planet Fashion men's store. The company operates 82 stores in India and 5 stores internationally. In addition, it manufactures and markets urea, fertilizers, seeds, pesticides, and micronutrients
primarily through its wholesalers and retailers.
Further, the company produces and sells carbon black products primarily for tires, rubber auto components, printing inks, paints, plastics, and conveyor belts; substation, traction, line post, and transmission insulators for power industry; and linen fabric, knitting yarns, worsted yarn, synthetic yarns, fabrics, and wool tops. Additionally, it provides viscose filament yarn products under the Ray One brand name.
The company also offers business process outsourcing services, such as customer life cycle, marketing, finance and accounting, procurement, and IT solutions and services to manufacturing, retail, telecom, technology, media and entertainment, banking, insurance, healthcare, and public sectors.
In addition, it provides a range of insurance solutions for protection, health, wealth with protection, children, and retirement needs. Further, the company offers financial services, such as retail asset finance, corporate finance, capital market, syndication, advisory, asset management, private equity, brokerage, and stock and commodity broking services. It also offers wireless telecommunication and GPRS services. The company was formerly known as Indian Rayon And Industries Limited and changed its name to Aditya Birla Nuvo Limited in November 2005. Aditya Birla Nuvo Limited was incorporated in 1956 and is based in Mumbai, India.
MADURA GARMENTS (CRAFTED CLOTHING LIMITED)

Madura Garments is a unit of Aditya Birla Nuvo. A leading Indian apparel and retail company for leading brands such as Louis Philippe, Van Heusen, Allen Solly, Allen Solly's Woman's Wear, Peter England, Byford, Elements and SF Jeans. The company
Asset Management plays a significant role as a preferred global supplier for international brands such as Esprit, Marks &Spencers, Tommy's Hilfiger, Polo, Ralph Lauren and several other discerning buyers. The company has a network of exclusive stores/ department chains and premier multi-brand outlets both within and outside India. Madura Garments also distributes its brands through its own retail outlets Planet Fashion and Trouser Town.
Madura Fashion & Lifestyle has revolutionised India's readymade apparel and retail market. A name that is synonymous with panache and modernity, Madura Fashion & Lifestyle is defined by its brands Louis Philippe, Van Heusen, Allen Solly, Peter England and People - brands that personify style, attitude, luxury and comfort.
Madura Fashion & Lifestyle signed a distribution agreement with Esprit, a leading international lifestyle brand, bringing the retailing standards of London to India. Milan, Paris, and
Madura Fashion & Lifestyle launched an inspirational brand, The Collective, as a super premium lifestyle retail chain for a host of international apparel and accessory brands making a foray into India for the first time. It also set up Planet Fashion, offering men a one-stop destination for all their apparel needs.
Madura Fashion & Lifestyle has won several prestigious awards over the years for its brands. Peter England won the Brand Equity Award from the Economic Times for three consecutive years in a row since 2008. More recently, the company won the 'Fashion Retailer of the Year' Award in December 2010.
The company's brand portfolio includes product lines that range from affordable and mass-market to luxurious, high-end style and cater to every age group, from children and youth to men and women. Madura Fashion & Lifestyle is defined by its brands @ Louis Philippe, Van Heusen, Allen, Solly, Peter England and People @ that personify style, attitude, luxury and comfort.
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Asset Management Madura Fashion & Lifestyle reaches its discerning customers through an extensive network comprising more than 850 exclusive and franchise stores, and over 2,000 premium multi-brand trade outlets, both within and outside India.
The company's lifestyle store, The Collective, offers a unique blend of global fashions, international trends and innovative customer services, to customers in Bangalore, Mumbai and Delhi.
Planet Fashion, the multi-brand, apparel-retailing arm of Madura Fashion & Lifestyle, housing the company's in-house and other brands, is the largest chain of stores of its kind in India.
A distribution agreement with international brand Esprit has ensured that this highly growth-oriented company bolsters its international presence.
Each of the company's brands has an integrated Design Department, which
is
constantly at work on innovating designs, concepts and products by incorporating the latest international trends in fashion and clothing styles.
Madura Fashion & Lifestyle, an IT and web-enabled organization, is the
first-ever
apparel company to have successfully implemented the ERP SAP system. It is also the first company globally to integrate Retek ERP with SAP ERP.
Always at the cutting edge of fashion and innovation, Madura Fashion & Lifestyle has for over a decade now sourced technology, fabrics and garments globallY. The company is a global supplier for sophisticated international brands such as Marks & Spencer and Tommy Hilfiger.
Madura Fashion & Lifestyle harnesses the power of young, driven professionals from the country's-best professional institutes and companies. For years now, empowered and motivated employees have propelled Madura Fashion & Lifestyle towards
Asset Management achieving quality, customer service, design and brand equity comparable to the best worldwide.
Madura Fashion & Lifestyle has ISO-9001-2000 accreditation with periodic internal audits. It's manufacturing division recently became the first apparel manufacturing unit to win one of India's most prestigious quality excellence award, the Ramkrishna Bajaj National Quality award, instituted jointly by the Indian Merchants Chamber and the house of Bajaj. Vladura Fashion & Lifestyle sources only from factories that are compliant with the Factory Act, and each factory is independently audited by the international Textile Services (ITS) and Society General de Surveillance (SGS) for international clients such as Louis Philippe, Marks & Spencer and van Heusen.
Madura Fashion & Lifestyle is one of the fastest growing branded apparel companies, recording a blistering growth rate of over 25 per cent year-on- year.
MADURA CLOTHING (FASHION CRAFTED LIMITED)

Madura clothing is the garment manufacturing unit of Madura Fashion and Lifestyle, a division of Aditya Birla Nuvo. It has of 5 factories under its umbrella namely English apparels (established in 1989),Alpha Garments(established in 1996), Crafted clothing(established in 2001),Fashion craft(established in 2007) and Classical Menswear(taken over by MC from OCT 2010).
It has total employee strength of 5000 people, 91% of them being women with an average age of 28 years.It primarly manufactures Shirts ,Trousers and Suits for the Madura fashion and lifestyle brands namely Louis Philippe , Van Heusen and Allen Solly.
Innovation is a way of life and all employee are encouraged to identify opportunities to innovate and implement them to enhance process efficiency , enhance productivity and provide customer delight.
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The company aims to be the undisputed leader in the lifestyle industry, delivering continued value growth for all stakeholders by honoring: Transparency and trust. Human touch. Empowered teams. Promises always honoured. Responsive to customer needs. Ownership for partner success. IT leadership in service. Simple and speedy processes that enable quick decisions. Effective communication.
Competitive Landscape Demand is driven by demographics and the economy. The profitability of individual companies depends on effective marketing and investment strategies and on the ability to accurately estimate future payments. Large companies take advantage of economies of scale in administration and in access to capital, as well as advertising and marketing. Small companies can compete successfully by providing specialized services to communities and organizations, such as current and former military personnel, church affiliations, and fraternal organizations.
The industry is capital-intensive: average annual revenue per worker is more than $1 million. Many life insurance companies are mutual companies rather than publicly traded companies. A mutual company does not issue stock and is owned by its customers. In some states savings banks can also sell life insurance policies, which may be less expensive than products offered through insurance agents or brokers.
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Asset Management Top Aditya Birla Nuvo Limited Competitors Companies AXA Tata Group of Companies Wipro Limited. Location Paris, France Mumbai, India Bangalore, Karnataka
BRANDS:Trends, fashion knowledge, technology and process help in product development and innovation, creating and adding significant value to the fibre-to-fashion value chain. The company has developed and successfully launched many breakthrough products in the last decade. Some of the latest product innovations that were the highlights of FW09 / SS10 season are listed below. Louis Philip:
Silk Route Shirt from Louis Philip :Incorporating an oriental secret that combines the sheen of silk with the breathability of cotton, the Silk Route shirts are tailored from dyed cotton-silk yarn. They offer the soft touch and feel of silk with the comfort of cotton and the convenience of being machine washable.
Creme Collection: Louis Philippe's easy care dress shirts with a silk-protein finish are made from premium fabric woven from the finest single yarn. The yarn is previously
Asset Management treated with special liquid ammonia, and the result is the lustrous, soft-as-silk dress shirts that form the Creme Collection.
Liquid Cotton Shirts: A revolutionary yarn spinning technology and fabric finish developed by Madura Fashion & Lifestyle' has made it possible to craft this brand of 100 per cent cotton yarn-dyed shirts which are so sinfully soft and seamless, they literally flow on your body like water. These shirts look and feel like silk, provide the comfort and convenience of cotton, and yet are easy to maintain. Van Heusen
Eco Story: Van Heusen kicked off the concept of shirts made from 100 percent organic cotton, grown in a sustainable and environmentally-friendly manner. Launched as 'Eco Concept' for men, the shirts have a naturally soft feel to them.
Asset Management
Best white formal shirt: Van Heusen's formal white shirt is fully taped for puckerfree seams. Made of 100 per cent wrinkle-free cotton, it not only has the highest whiteness index of 156+ CIE, but also excellent colour retention with the whiteness remaining at the 150+ CIE index even after 25 washes.
Best Non-Iron shirt: Van Heusen's Best Non-Iron shirt is made from 100 per cent twoply cotton and has a DP rating of 3.8, which gives it superior . lustre. It offers the perfect combination of premium fabric and world-class manufacturing set-up. A Premium dress shirt with superior lustre and good craftsmanship, Van Heusen Non-Iron shirt has been a huge hit among consumers.
Dura Press Ultimatro users: Van Heusen's premium two-ply cotton trousers have wrinkle-free treatment, breathability, and moisture management for superior wearing comfAllen Solly
Allen Solly Go: Allen Sollys Go trousers are tailored from a specially-designed premium fabric that combines comfort with functional performance. The fabric has been treated with a special processing technique that gives it colour durability, lustre and sheen, and has been finished by putting it through a unique wrinkle-free process to give wrinkle-resistant characteristics to the finished pair of trousers.
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Asset Management These stretch, wrinkle-free trousers will stay crease-free for 25 hours. 'Go trousers' promise that you can sit down, get up, leap on, dive in, do all the things you need to do, because they can keep up with you without letting the wrinkles catch up.
The custom-engineered fabric (with olefin XLA elastane) is a unique product cocreated with partner Dow Fibers. It's a high-density fabric made with xla stretch fibre and a special liquid ammonia finish for lustre, coupled with a superior treatment for making the apparel wrinkle-free. It is the most comfortable chino in the market allowing for ease of body movements.
Non-Iron trousers: These premium two-ply trousers can be worn straight from the wash. A true Non-Iron, wash-and-wear offering in the premium segment, these trousers have been tailored from fabric that has been treated with a special wrinkle-free formulation for DP rating 4.
Best casual shirt: Allen Solly's unique shirt collection marries high colour appeal and durability with the softest touch and feel. Special garment dyeing technology is used to give the shirts a unique touch and colour retention in various shades of indigo, white, and black
Peter England
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Asset Management Go Green shirt: These environmentally-friendly shirts are made of a fusion of
traditional cellulose fibre, cotton, and Modal, a modern regenerated cellulose fibre, resulting in shirts that not only drape well, but can also be worn in comfort Royale: The shirts that comprise this segment are true two-tone shirts that set the wearer up in distinguished.
MANAGEMENT TEAMS:PranabBarua, CEO, Textile & Apparels AshishDikshit, President, Madura F&L N V Balachandar, Chief People Officer (Textiles & Apparel) S Visvanathan, Chief Financial Officer (Textiles & Apparel) Neeraj Pal Singh, Chief Information Officer (Textiles & Apparel) AnuragSrivastava, Corporate Head - Strategy & Business Excellence
Executive Committee Jacob John, Brand Head, Louis Philippe Shital Mehta, COO, International Brands R. Satyajit, COO, Casual Business KedarApshankar, COO, Peter England Ajay Ramchandran - Brand Head, Van Heusen SoorajBhat - Brand Head, Allen Solly ShoaibFarooqi, COO, Planet Fashion, International Business And trade Sales Puneet Kumar, Vice President Sales Operation SarathakRaychaudhuri, Head, Human Resources VikasAgarwal- Head, Commercial MohanaSundaram- Head, Controller Dr. NareshTyagi, Head- Product Development & Quality Assurance R. Parthasarathy, Head- Retail Business Development LalSudhakaran, Head, Manufacturing Madura Clothing.
Asset Management
VISION
To be a global bench mark for apparel industry in manufacturing and innovation providing competitive advantage to all stake holders.
MISSION
Being a value driven, socially responsible organization of operational excellence through customer , focus and continuous improvement.
VALUES
Integrity Commitment Passion Seamlessness Speed
OBJECTIVES OF ORANISATION
Increase in productivity and efficiency across all functional areas. Zero customer complaints. Reduction in seconds, rejection and fabric waste. Development of multi skill of employees. Zero deviation in safety practices and human resource development. Ensure 100% keep up of machines. Reduction in manufacturing dead line.
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FUNCTIONAL DEPARTMENT OF ORGANISATION STORES DEPARTMENT

Stores department receives the raw material from both from inside and outside the country. They will check the material condition. If the fabric is passed they will accept if it is not they will reject and return to suppliers.
LAB
Testing all fabric wovens nits receiving from stores and from the head office along with some fabricators. Once all testing results are completed, a report will be prepared and then sent for MDs approval.
CAD AND PATTERN SECTION

Head office will give base measurement, gold seal and pattern to the cad section. The design will marked and sent to cutting section for further process.
SAMPLING SECTION
Sampling section plays an important role in garment industry. After getting work orders it is function of sampling department to prepare the sample for the order, according to which order specification sheet is set.
CUTTING SECTION
The work of the cutting section begins only after receiving the fabric and the work orders placed by the buyers. Once the fabric is received from the fabric stores, the cutting section starts its work such as laying, fabric and segregation of the component, fixing stickers and bundling of components.
PACKING SECTION
Packing gives a pleasant and aesthetic look to the product. Packing is done to give protection to the product.
DISPATCH SECTION
Asset Management The function of dispatch section is to send goods which are ready to move out of the organization to buyers from whom the orders have been received.
WCM DEPARTMENT (world class manufacturing)

The frame work covers the 8 dimensions of WCM model which is deployed through 11 key focus areas (KF As). This ensures a comprehensive approach that covers the entire organization, its people, product, process and results leading to stakeholder satisfaction. The criteria are applicable to all the manufacturing organization or units irrespective of the diversify of product and process. The roadmap provides for analysis of excellence that is both quantitative as well as quantitative.
INDUSTRIAL ENGINEERING DEPARTMENT

Improvements Production Process change Value addition and non value addition Workplace engineering Ergonomic(position)
IT DEPARTMENT
IT department play crucial role in every organization. It supports for desktop machines, laptops, servers and other related issues, it maintains antivirus and data backup servers periodic preventive maintenance and updating of information securit y policies and providing training and awareness and doing lnnovation.
HR DEPARTMENT
Human resource important for development of any organization. None factor is more significant than human resource. The duty of HR department is to start manpower planning. It concentrates not only on managerial and operative function but also the safety and welfare of the workers. HR department take care of the recruitment, training and development, wages and salary, administration, personal record keeping, maintaining industrial relation etc.
FINANCE DEPARTMENT
The finance department has an important and integral part of organizing it aims achieve maximum return and improve the profitability of the organization. It is the life
Asset Management blood of the organization. It is scarce resource and each organization must make the optimum use of it.
CHAPTER NO: IV DATA ANALYSIS AND INTERPRETATION
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Asset Management
NOTE: In analysis and Interpretation ANNUAL REPORTS OF 2007 is taken as a base and compare it to the ANNUAL REPORT OF 2008, 2009, 2010, 2011 and 2012. LAND Land is an tangible asset which we can see and touch. It is utilized to for manufacturing purpose.
FIXED ASSETS AND TANGIBLE ASSETS TABLE- 4.1 TABLE SHOWING VALUE OF LAND
Year 2008 2009 2010 2011 2012
Land 352700 351200 374100 579900 575300
Percentage(%) 135.00 135.08 144.60 223.61 221.84
ANALYSIS: In the above table showing the value of land, in the year 2008 it was 135%, in the year 2009 it was 135%, in the year 2010 it was 144%, in 2011 it was 223% and in the year 2012 it was 221%.
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GRAPH 4.1
GRAPH SHOWING VALUE OF LAND
Value of Land
250 200 percentage 150 100 50 0 2008 2009 2010 year 2011 2012 135 135.08 144.6 223.61 221.84
Value of land
INTERPRETATION: The above graph shows the value of land in Percentage in the year 2008 & 2009 it is 135% no changes its Constant for 2 years. In 2010 it increased to 141% & in 2011 it is 2323&, and in the year 2012 it shows the company going to invest more on the land.
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Asset Management
BUILDING Building is an tangible asset and it is a place where goods are manufactured. TABLE 4. 2 TABLE SHOWING VALUE OF BUILDING
Year 2008 2009 2010 2011 2012
Building 2041000 2019100 2264200 2528500 2552000
Percentage(%) 124 123 138 154 155
ANALYSIS: In the above table showing the value of building in the year 2008 it was 124% and in the year 2009 - 123%, in the year 2010 - 138%, in the year 2011 - 154% and in the year 2012 it was 155%.
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Asset Management
GRAPH -4.2
GRAPH SHOWING VALUE OF BUILDING
Value of Building
180 160 140 percentage 120 100 80 60 40 20 0 2008 2009 2010 year 2011 2012 Value of Building 124 123 154 138 155
INTERPRETATION: The above graph shows the value of building in % in the year 2008 building is 124% but it decreased to 123%in the year 2009 again it increased to 138% and in the Year 2011 2012 increased to 154% & 155% respectively. It show that the company investing their profiles on building.
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Asset Management
PLANT AND MACHINERY: It is an equipment which is used to produce a product. TABLE 4. 3 TABLE SHOWING VALUE OF PLANT & MACHINERY
Year 2008 2009 2010 2011 2012
P&M 10529500 10614700 11335800 13120700 2886200
Percentage(%) 135 136 145 168 165
ANALYSIS: In the above table showing value of table. In the yr 2008 it was 135%, in the yr 2009 it was 136%in the year 2010 - 145%, in the year 2011 - 168% and in the year 2012 it is 168%. & in the 2012 it is 165% it shows the decrease in the value of machinery compare to 2011.
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Asset Management
GRAPH 4. 3
GRAPH SHOWING VALUE OF PLANT & MACHINERY
Value of Plant & Machinery

180 160 140 percentage 120 100 80 60 40 20 0 2008 2009 2010 year 2011 2012 Value of Plant & Machinery 135 136 145 168 165
INTERPRETATION The above graph shows the availability of plant & machinery in an company. I the yr 2008 & 2009 it was at 135% & 136% but in the yr 2010 it increased to 145% & in the yr 2011 it is 168% it shows the company purchasing more machineries but for the yr it decreased to 165% due to sale.
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Asset Management
FURNITURE AND FIXTURES: It is an equipmentwhich is utilized in an organization. Example: Chairs, tables. TABLE 4.4
TABLE SHOWING VALUE OF FURNITURE & FIXTURE
Year 2008 2009 2010 2011 2012
F&F 574200 922600 862200 763500 06400
Percentage(%) 168 270 252 224 236
ANALYSIS:
The above table showing the value of furniture and fixture in the yr 2008 it was 168% in the yr 2009 it was 270 % they spent more on furniture, in the yr 2010 252% in the yr 2011 it decreased to 224% & for the yr 2012 again increased to 236%.
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Asset Management
GRAPH 4. 4
GRAPH SHOWING VALUE OF FURNITURE & FIXTURE
Value of Furniture & Fixture

300 250 270 252 224 168 Value of Furniture and Fixture 236
percentage
200 150 100 50 0
2008
2009
2010 year
2011
2012
INTERPRETATION
The above graph shows the investment of an company towards furniture & fixtures. In the yr 2008 it was at 168% but for the yr 2009 it increased to 270% for the next yr it decreased to 252% due to sale. In the yr 2011 also it decreased to 224% but for the yr 2012 the company increased the investment on furniture to 236%.
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Asset Management
VEHICLES&AIRCRAFT: It is an tangible asset which is used for transferring of goods from one place to another place. TABLE 4. 5
TABLE SHOWING VALUE OF VEHICLES & AIRCRAFT
Year 2008 2009 2010 2011 2012
V&A 145800 133900 106700 139500 154100
Percentage(%) 108 99 79 103 114
ANALYSIS The above table shows the value of an vehicles & aircraft in an company. In the yr 2008 it was 108%, in the yr 2009 it was decreased to 99 % & next yr also it decreased to 79% but for the yr 2011 it increased to 103% & for the yr 2012 it increased to 114%.
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Asset Management
GRAPH4. 5
GRAPH SHOWING VALUE OF VEHICLES & AIRCRAFT
Value of Vehicles & Air craft

120 100 percentage 80 60 40 20 0 2008 2009 2010 year 2011 2012 Value of Vehicles &Aircraft 108 99 79 114 103
INTERPRETATION
The above graph shows the variations in the value of vehicles & aircraft of an company. In the yr the company invested 108% on vehicles but for the next two yr it decreased to 99% & 79% due to sale but again the company increased to invest on vehicles in the yr 2011 & 2012 at 103% & 114% respectively.
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Asset Management
RAILWAY SIDING: Railway sidings are the trolleys which is used for movement of goods from one operation place to another operation place.
TABLE 4. 6 TABLE SHOWING VALUE OF RAILWAY SIDING
Year 2008 2009 2010 2011 2012
Railway siding 4100000 2900000 2900000 2900000 2900000
Percentage(%) 59 42 42 42 42
ANALYSIS
The above table shows the investment of an company on railway siding in the yr 2008 the company invested on railway siding at 59%, in the yr 2009 it was at 49% & next three yrs also it is at 49% only.
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GRAPH 4. 6
GRAPH SHOWING VALUE OF RAILWAY SIDING
Value of Railway Siding

70 60 50 percentage 40 30 20 10 0 2008 2009 2010 year 2011 2012 Value of Railway Siding 59
42
42
42
42
INTERPRETATION The above graph shows the investment of an company on railway siding compare to the yr 2007 the company decreased the investment on railway siding to 59% in the yr 2008 and the next yr also it decreased to 42 % due to sale & it constant for further yrs also.
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INTANGIBLE ASSET: GOODWILL: It is an intangible asset which we cant see and touch. It is maintained in an company as a reputation. TABLE -4.7.
TABLE SHOWING VALUE OF GOODWILL:
Year 2008 2009 2010 2011 2012
Goodwill 203500 203500 204100 204100 204100
Percentage(%) 100 100 100.29 100.29 100.29
ANALYSIS: The above table shows the value of an goodwill in a company in the year 2008. It was at 100% in the year 2009 also it is 100% and for the year 2010, 2011 and 2012 it was same at 100.29%.
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Asset Management
GRAPH-4.7
GRAPH SHOWING VALUE OF GOODWILL:
Value of Goodwill
100.35 100.3 100.25 100.2 100.15 100.1 100.05 100 99.95 99.9 99.85 100.29 100.29 100.29
percentage
100
100
Value of Goodwill
2008
2009
2010 year
2011
2012
INTERPRETATION: The above graph shows the value of Goodwill in an company in percentage. The company maintained Goodwill two years i.e, for 2008 and 2009 at 100%. But for the next year it increased to 100.29% and for two more years it maintained the constant value in Goodwill at 100.29% only.
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Asset Management
TRADEMARK/ BRAND: It is an name or symbal which helps to identify the product of a company.
TABLE -4. 8 TABLE SHOWING VALUE OF TRADE MARK/BRAND:
Year 2008 2009 2010 2011 2012
Trade mark/ Brand 448000 295200 207400 154200 101100
Percentage(%) 73 48 34 25 16
ANALYSIS: The above table shows the value of an Trade mark or Brand of a company in the year 2008 it was at 73% in the year 2010 it was at 34% in the year 2011 it was at 25% and in the year 2012 it is 16%.
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Asset Management
GRAPH4. 8
GRAPH SHOWING VALUE OF TRADE MARK/BRAND
Value of Trade Mark/Brand

80 70 60 percentage 50 40 30 20 10 0 2008 2009 2010 year 2011 2012 48 34 25 16 0 vaiue of trade mark/brand 73
INTERPRETATION: The above graph shows the % of an year 2007 the company started decrease the investment on Trade mark. It is continuously decreasing from year to year i.e., 73%, 48%, 34%, 25% and to 16% for the year 2012 it shows that the company not interested to invert on Trademark.
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Asset Management
COMPUTERSOFTWARE: It is an set of programme in an system which is used to maintaine an accounting information, HR information etc. TABLE 4.9
TABLE SHOWING VALUE OF COMPUTER SOFTWARE: ` Year 2008 2009 2010 2011 2012 Computer Software 9500000 104400000 95400000 54400000 48500000 Percentage (%) 38 421 385 219 196
ANALYSIS: The above table shows the investment of on company on computer software. In the year 2007 it was at 38 %, in the year 2009 it was 421 % in the year 2010 it was 385 %, in the year 2011 it was 219 % and in the year 2012 it is 196 %
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Asset Management
GRAPH 4.9
GRAPH SHOWING VALUE OF COMPUTER SOFTWARE
Value of Computer Software

450 400 350 percentage 300 250 200 150 100 50 0 2008 2009 2010 year 2011 2012 38 219 196 Value of Computer Software 421 385
INTERPRETATION The above graph shows the investment of an company on intangible asset i.e. computer software, in the year 2008 it is only at 38 % but for the year 2009 the company invested 421 % on this asset but for the next 3 years the company decrease the investment on this asset and due to sale the value of this and decreased to 196 % for the year 2012.
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Asset Management
CURRENT ASSETS: INVENTORIES: Inventoriesare the stock of goods. It is an ideal resources of any kind having an economic value.
TABLE-4. 10
TABLE SHOWING VALUE OF INVENTORIES
Year 2008 2009 2010 2011 2012
Inventory 7766000 7476000 8763400 12032400 13206900
Percentage (%) 163 157 184 253 278
ANALYSIS: The above table shows the investment of an company on Current Assets i.e. Inventories. In the year 2008 it was 163 %, in the year 2009 it was 157 % in the year 2010 is184 %, in the year 2011 it was 253 % and in the year 2012 it was 278 %.
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Asset Management
GRAPH -4.10
GRAPH SHOWING VALUE OF INVENTORIES
Value of Inventories
300 253 250 200 percentage 163 157 Value of Inventories 150 100 50 0 2008 2009 2010 year 2011 2012 184 278
INTERPRETATION: The above graph shows the variations in the percentage of an inventory in an company. In the year 2008 it is 163 % but for the year 2009 it decreased to 157 % due to sale of an inventory but for the year 2010 it increased to 184 % and for the year 2011 & 2012 also increased to 253 % & 278 % respectively it shows the company Purchased more inventories.
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Asset Management
DEBTORS Is a person who providing financial facilities to the organization.
TABLE -4.11
TABLE SHOWING VALUE OF DEBTORS
Year 2008 2009 2010 2011 16901900
Debtors 7609800 8872300 6933300 11092900 16901900
Percentage (%) 128 149 116 186 284
ANALYSIS: The above table showing the value of an debtors, in the year 2008 it was 128 %in the year 2009 it was 149 %, in the year 2010 it was 116 %, in the year 2011 it was 186 % & in the year 2012 it was 284 %.
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Asset Management
GRAPH -4.11
GRAPH SHOWING VALUE OF DEBTORS
Value of Debtors
300 250 284
percentage
200 150 100 50 0 2008 2009 2010 year 149 128 116
186
Value of Debtors
2011
2012
Interpretation : The above graph shows the debtors value in an company in the year 2008 it was 128 % and for the year 2009 it increased to 149 % but for the year 2010 debtor value is decreased to 116 % it shows the company follow cash & carry business more in this year, but for the year 2012 it increased to 284 %. It shows the company allowing more debtors to the company.
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Asset Management
CASH AND BANK BALANCE It is an money which is readily available in an organization to use. It shows the liquidity position of an organization.
TABLE- 4.12.
TABLE SHOWING VALUE OF CASH AND BANK BALANCE
Year 2008 2009 2010 2011 2012
Cash & Bank balance 971500 898100 143100 209000 5969500
Percentage (%) 427 % 394 % 63 % 92 % 262 %
ANALYSIS: The above table shows the value of an cash and bank balance in an company. In the year 2008 it was 427 %, in the year 2009 it was 394 % in the year 2010 it was 63 %, in the year 2011 it was 92 % and in the year 2012 it was 262 %.
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Asset Management
GRAPH- 4.12.
GRAPH SHOWING VALUE OF CASH AND BANK BALANCE
Value of Cash & Bank Balance

450 400 350 percentage 300 250 200 150 100 50 0 2008 2009 2010 2011 2012 year 63 92 0 Value of Cash and Bank Balance 262 427 394
INTERPRETATION: The above graph shows the cash and bank balance of an company. In the year 2008 company maintained 427 % but it is suddenly decreased to 63 % in the year 2010, it shows the company invested more amount on other activities and for the year 2012 it increased to 262 % but comparing to the year 2008 the company utilize the cash on other activities.
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Asset Management
LOANS AND ADVANCES: It is a specified lumpsum amount to a customer for a specified period at a certain rate of interest.
TABLE-4. 13
TABLE SHOWING VALUE OF LOANS AND ADVANCES:
Year 2008 2009 2010 2011 2012
Loans and Advance 4765000 4951200 6259000 2730400 3777100
Percentage (%) 143 % 149 % 188 % 82 % 114 %
ANALYSIS: The above table shows the value of loans and advances in an company, in the year 2008 it was 143 %, in the year 2009 it was 149 %, in the year 2010 it was 188 %, in the year it was 82 % and in the year 2012 it was 114 %.
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Asset Management
GRAPH -4.13
GRAPH SHOWING VALUE OF LOANS AND ADVANCES
VALUE OF LOANS & ADVANCES

200% 180% 188% 149% 114% 82% VALUE OF LOANS & ADVANCES
P E R C E N T A G E
160% 140% 120% 100% 80% 60% 40% 20% 0%
143%
2008
2009
2010
2011
2012
YEAR
INTERPRETATION: The above graph shows the percentage of loans and advances maintained in an company, in the year 2008 level of loans in percentages is 143 % and for next 2 years it increased to 188 % but for the year 2011it decreased to 82 %, it shows investment on loans and advances of an company is decreased, for the 2012 it increased to 114 % but comparing to the year 2008 the company decreases investing on loans and advances.
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Asset Management
CHAPTER NO: V FINDING RECOMMENDATIONS AND CONCLUSION
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Asset Management
FINDINGS
A study of asset management with special reference to Aditya Birla NuvoPvt Ltd. has been carried out the study has thrown light on some important factors and they can be summarized as follows. 1. A study shows there is a 135% in the value of land in the year 2008, foe the year 2012 it increased to 220%. 2. A study shows in the year 2008 the building value in % is 124% but for the year 2009 it decreased to 123%. 3. A study shows there is 134% plant and machinery in the year 2008 , and 35%have been increased in the year 2012. 4. A study shows there is 270% of furniture in the year 2009 and 34% has been decreased in the year 2012. 5. A study shows there is 59% of railway siding in the year 2008 and 17% has been decreased in the year 2011. 6. A study shows there is 108% of vehicles in the year 2008 and 6% has been increased in the year 2012. 7. A study shows there is 73% of trademark or brand in the year 2008 and 57% has been decreased in the year 2012. 8. A study shows there is 38% of computer software in the year 2008 and 383% has been increased in the year 2009 again 187% has been decreased in the year 2012. 9. A study shows there is 163% inventories in the year 2008 and 115% has been increased in the year 2012. 10. A study shows there is 427% cash and bank balance in the year 2008 364% has been decreased in the year 2010. 11. A study shows there is 149% loans and advances in the year 2009 and 67%has been decreased in the year 2011. and
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Asset Management
SUGGESTIONS
1. The Fixed assets and Current assets are almost up to the standard requirement. so the asset management in Aditya Birla NuvoPvt Ltd is satisfactory and it has to maintain further . 2. The cash and bank balance should be increased by increasing the investment on loans and advances . 3. The company should increase the investment on trademark or brand to increase the sales in an world market. 4. The company should focus on increase in the value of goodwill to meet the requirement of an company. 5. Proper maintenance and supervision is needed to avoid fluctuations and increases in the cost of asset. 6. Proper environment condition should be maintain in the surrounding areas. 7. Proper depreciation method need to adopt. 8. The company should plan the strong strategies and policies towards marketing of product which increases the sales volume of the company.
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Asset Management
CONCLUSION
The study on Asset Management conducted in ADITYA BIRLA NUVO LTD. to analyze the financial position of company. The company financial position is analyzed by using the tool of annual reports from 2007-08 to 2011-12.
The financial status of Aditya Birla Nuvo Ltd,is good. The policies adopted for the management of asset is improving. The companys liquidity position is good with regard to the investments in asset, there is adequate funds invested in it.
Care should be taken by the company to maintain more cash and bank balance, and the company need to take further measures to improve its Trademark or Brands.
So necessary steps have to be taken by management. They have to adopt new techniques and new method of production in order to increase production of the company.
On the whole the companies policy on Asset Management is sound.The overall performance of company is stable.
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Asset Management
BIBLIOGRAPHY
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Asset Management
BIBILOGRPHY Name of text book 1. Accountancy 2. Financial management 3. Financial management Author B S Raman Maheshwari SubbaRao B S Raman
4. Fundamentals of accounting -
WEBSITE ADDRESS 1. www.Google.com 2. www.abnl.oom
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Asset Management
ANNEXURES
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Asset Management
BALANCE SHEET
BALANCE SHEET
2011-12 USD Million3 Rs. Crore
201011 (Rs. Crore)
200910 (Rs. Crore)
2008-09 (Rs. Crore)
2007-08 (Rs. Crore)
Net Fixed Assets (Including Capital Advances) Goodwill On Consolidation Life Insurance (Policyholders' Investments) Life Insurance (Shareholders' Investments) Other Investments Total Investments
1,881 9,405 625 3,125
8,888 2,995
6,988 2,892
6,672 3,423 8,701 467 1,914 11,082 2,526 23,703
5,448 2,571 6,470 422 427 7,320 2,253 17,592
4,019 20,095 19,063 15,625 203 1,015 159 797 697 1,039 504 827
4,381 21,907 20,799 16,956 Net Working Capital 1 1,192 5,959 Total Funds Utilised 8,079 40,397 35,493 28,985 Net Worth 1,503 7,517 Life Insurance Policyholders' Fund 2 Total Debt 1 NBFC borrowings 595 2,973 Minority Interest 60 Deferred Tax Liabilities (Net) 63 Total Funds Employed 8,079 40,397 35,493 28,985 317 259 241 298 278 186 1,538 722 6,678 5,475 2,811 2,148
5,742 8,726 8,058 778 179 220 23,703
4,033 6,511 5,906 742 174 226 17,592
3,993 19,964 18,977 15,652 1,866 9,328 7,763 6,710
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Asset Management PROFIT AND LOSS ACCOUNT

PROFIT & LOSS ACCOUNT 2011-12 USD Million5 Rs. Crore 1,278 Life Insurance 1,138 Other Financial Services2 140 Telecom3 987 Fashion & Lifestyle (Branded apparels & accessories) IT-ITeS (BPO & IT Services) Manufacturing 1,249 Carbon Black 389 Agri-business (Fertilisers, Agro-Chemicals & Seeds) Rayon (Viscose Filament Yarn, Caustic Soda & Allied Chemicals) Insulators Textiles (Linen Yarn & Fabric, Worsted Yarn & Wool Tops) Others / Inter-segment elimination Revenue 4,368 EBITDA 652 Less : Depreciation &Amortisation 218 EBIT 433 Less: Finance Costs related to NBFC 40 Less : Other Finance Costs 127 Earnings before Tax & Exceptional Items 266 Add: Exceptional Gain / (Loss)4 (21) Less : Tax Expenses 43 Net Profit / (Loss) before Minority Interest 202 Less : Minority Interest & Share in (Profit) / Loss of Associates Net Profit / (Loss) 24 178 1,010 120 890 908 86 822 44 (111) 155 (630) (195) (436) 26 (125) 151 216 183 114 81 126 (104) (104) 1,330 1,195 158 (549) 152 636 438 582 637 415 201 112 80 84 60 2,167 1,745 820 172 628 1,092 941 866 696 525 3,259 2,685 1,686 867 1,153 21,840 18,188 15,523 14,331 11,375 421 136 94 209 (11) 1,943 2,107 680 468 1,046 (54) 1,588 1,244 565 518 774 (53) 1,161 1,022 538 428 577 (38) 1,096 1,250 537 425 573 (14) 864 787 476 399 600 (12) 6,244 4,689 3,725 3,881 3,126 449 416 4,933 2,243 2,082 3,918 1,811 1,692 3,331 1,251 1,530 2,892 1,116 1,777 2,136 1,026 1,677 702 596 416 250 197 5,691 5,534 5,309 4,429 3,225 6,392 2010-11 (Rs. Crore) 6,131 2009-10 (Rs. Crore) 5,725 2008-09 (Rs. Crore) 4,679 2007-08 (Rs. Crore) 3,422
Financial Services
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Asset Management

CHAPTER NO: I INTRODUCTION

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

Meaning of Financial management:

Definition of Financial management:

Asset Management By Joseph and Massie

Objectives of Financial management

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

TYPES OF ASSET 1. Fixed assets 2. Current assets

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

INTRODUCTION TO ASSET MANAGEMENT

roads, aqueducts andother

examining Asia Africa,Europe and theAmericas.

Effective asset management also:

KEY ACTIVITIES OF ASSET MANAGEMENT

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

ASSET MANAGEMENT PRINCIPLES:

Government asset management policy framework.Agency asset management is

CHECKLIST OF ASSET MANAGEMENT:

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

Infrastructure asset management

Financial asset management

Enterprise asset management

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

Steps Of Asset Management

Purpose Of Asset Management

ASSET MANAGEMENT PROCEDURE:

7. Asset delegation and scrap:

BENEFITS OF ASSET MANAGEMENT

Identify warranty opportunities, and minimise

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

CHAPTER NO: II RESEARCH DESIGN

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

TITLE OF THE STUDY

STATEMENT OF THE PROBLEM

OBJECTIVES OF THE STUDY

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

SCOPE OF THE STUDY

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

CHAPTER NO: III COMPANY PROFILE

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

PRESIDENT HEADOFTHE MANUFACTURING HEADCOMMERCIAL HRMANAGER WCM MANAGER

ASHISH DIKSHITH LAL SUDHAKARAN

VIKAS AGARWAL ISREIL INBARAJ SHRINATH

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

primarily through its wholesalers and retailers.

MADURA GARMENTS (CRAFTED CLOTHING LIMITED)

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

Each of the company's brands has an integrated Design Department, which

Madura Fashion & Lifestyle, an IT and web-enabled organization, is the

MADURA CLOTHING (FASHION CRAFTED LIMITED)

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE

SWAMY VIVEKANANDA RURAL FIRST GRADE COLLEGE