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INTRODUCTION
CHAPTER 2
PROFILE OF COMPANY
The Indian Cement industry dates back to 1914, with first unit was set-up at Porbandar with a
capacity of 1000 tones. Currently The Indian cement industry with a total capacity of about 170
m tones (excluding mini plants) in FY07-08, has surpassed developed nations like USA and
Japan and has emerged as the second largest market after China. Although consolidation has
taken place in the Indian cement industry with the top five players controlling almost 50% of the
capacity, the remaining 50% of the capacity remains pretty fragmented. Per capita consumption
has increased from 28 kg in 1980-81 to 115 kg in 2005. In relative terms, Indias average
consumption is still low and the process of catching up with international averages will drive
future growth. Infrastructure spending (particularly on roads, ports and airports), a spurt in
housing construction and expansion in corporate production facilities is likely to spur growth in
this area. South-East Asia and the Middle East are potential export markets. Low cost technology
and extensive restructuring have made some of the Indian cement companies the most efficient
across global majors. Despite some consolidation, the industry remains somewhat fragmented
and merger and acquisition possibilities are strong. Investment norms including guidelines for
foreign direct investment (FDI) are investor-friendly. All these factors present a strong case for
investing in the Indian market.
Now, the Indian cement industry is on a roll. Riding on increased activity in real estate, cement
production has registered a growth of 9.28 per cent in April, 2008, at 14 million tones as against
11.41 million tones in the corresponding period a year ago.
The growth trend has been on for some time now. If these trends are anything to go by, it will not
be long before the sector will match the demand supply gap.
During the Tenth Plan, the industry, which is ranked second in the world in terms of production,
is expected to grow at 10 per cent per annum adding a capacity of 40-52 million tones, according
to the annual report of the Department of Industrial Policy and Promotion (DIPP). The report
reveals that this growth trend is being driven mainly by the expansion of existing plants and
using more fly ash in the production of cement.
Shree Cement Limited is a Beawar based company, located in Rajasthan. The Company is a part
of the Bangur Group and was incorporated on 25th October1979, at Jaipur with a Vision: To
register strong consumer surplus through a superior cement quality at affordable price.
Commercial production commenced from 1st May1985 with a installed capacity of 6 lacs tones
per annum in Beawar dist. Ajmer, the capacity of this plant was upgraded to 7.6 lacs tones per
annum during 1994-95 by a modernization and up gradation programme.
In 1995 - The
Company undertook the implementation of new unit of 1.24 MT capacity per annum named "Raj
Cement. In 1997 The Company commissioned its second cement plant - Raj Cement with a
capacity of 12.4 lacs tones per annum adjacent to its existing plant in order to take full advantage
of its existing infrastructure and already developed captive mining lease enough to sustain a new
cement plan. The cumulative capacity was enhanced by de-bottlenecking and balancing
equipment in December 2001 to 2.6 MTPA. A product called Tuff Cemento has also launched
by the company in April 2007. At present company is producing over 100% capacity utilization,
it is the largest single location cement producer in north India (sixth in country).
COMPANY
PROFILE
COMPANY
INCORPORATION YEAR
1979
REGISTERED OFFICE
CORPORATE OFFICE
INDUSTRY
CEMENT MANUFACTURING
CHAIRMAN
B.G. BANGUR
MANAGING DIRECTOR
H.M. BANGUR
EXECUTIVE DIRECTOR
M.K. SINGHI
EQUITY CAPITAL
34.84 CRORES
10
EQUITY CAPITAL
34.84 CRORES
10
Cement Limited is one of the fastest growing Cement Companies in India. Presently
Shree Cement has 9.1 MTPA capacity in three plants (Shree in Beawar 2.6 MTPA, Ras in Pali
District 3 MT and Khushkhera capacity is 3.5 MTPA) The organization has performed
exceptionally well in the year 2007-08 increasing the PBT by 95% the reasons for this
remarkable achievement and key strengths of the company are discussed in the report. For
the last 18 years, it has been consistently producing many notches above the nameplate capacity.
The company retains its position as north Indias largest single-location manufacturer. Shrees
principal cement consuming markets comprise Rajasthan, Delhi, Haryana, Punjab, Uttar Pradesh
and Uttranchal. Shree manufactures Ordinary Portland Cement (OPC) and Portland Pozzolana
Cement (PPC). It has three brands under its portfolio viz., Shree Ultra Jung Rodhak Cement,
Bangur Cement and Tuff Cemento.
The Shree Vision
To be one of the Indias most respected enterprise through best-in-class performance and
leading by low carbon philosophy making it a progressive organization that all stakeholders
proud to deal with.
The Shree Mission
The company continues to be one of the most operationally efficient and energy conserving
cements producers in the world. Its mission statement is
To continually add value to its products and operation meeting expectations of all its
stakeholders.
To continually build and upgrade skills and competencies of its human resource for
growth
Shree Cement Ltd (SCL) is located at Beawer, Rajasthan, Indias largest cement producing state.
It was incorporated in 1979. Commercial production at its 0.6 million tones per annum (mtpa)
cement plant in Rajasthan commenced in May 1985. Three companies of the Bangur group
promoted SCL. These companies are Shree Digvijay Company Ltd, Graphite India Ltd and Fort
Gloster Industries Ltd. Over the years, SCL's capacity rose and touched 2 mtpa by 1997-98. Its
current cumulative installed capacity stands at 2.6 mtpa & in 2003-04 the company produced
2.84 million tones of
cement making it the largest single location cement producer in north India. It is operating at
over 100% capacity utilization.
Shree caters to cement demand arising in Rajasthan, Delhi, Haryana, UP and Punjab. What is
strategic for SCL is that it is located in central Rajasthan so it can cater to the entire Rajasthan
market with the most economic logistics cost. Also, Shree Cement is the closest plant to Delhi
and Haryana among all cement manufacturers in its state and proximity to these profitable
cement markets renders the company an edge over other cement companies of the company in
terms of lower freight costs. Shrees total captive power plant capacity today stands at 101.5
MW. In 2000-01, the company has succeeded in substituting conventional coke with 100 per cent
pet coke, a waste from refineries, as primary fuel resulting in lower inventory and input costs. In
the past two years the price of coal has gone up. Earlier dependent on good quality imported
coal, the company's switch to pet coke could not have come at a better time. The company also
replaced indigenous refractory bricks with imported substitutes, reducing its consumption per
tonne of clinker. The company has one of the most energy efficient plants in the world. The
captive plant generates power at a cost of Rs 4.5 per unit (excluding interest and depreciation) as
compared to over Rs 5 per unit from the grid. In appreciation of its achievements in Energy
sector, the Company has been awarded the prestigious 'National Energy Conservation Award" for
the year 1997. Shree is rated best by Whitehople man, an international agency specializing in the
rating of cement plants.
SHREE ULTRA
Launched in 2002, Shree Ultra was the companys first brand, the first manifestation of Shrees
strategic move from commodity to brand marketing.
Its generic OPC version has been joined by a variant, Shree Ultra Jung Rodhak, on the functional
differentiator of rust prevention. Together the two variance have made Shree Ultra the flagship
brand of the company, contributing half of the Shrees total sales.
The brand was launched with powerful media and promotional support, the imaginative
advertising and the momentum has clearly sustained its growth over time.
Today it is present all of Shree Cements market territories. In 07-08 it chalked up its highest
volumes in the home market of Rajasthan, and in the NCR, the main focus of the construction
boom in north India.
Overall, Shree Ultra volumes reflects its acceptance by professional influencers. Which in turn
facilities acceptance by domestic consumers. Their support, as well as sustained local
promotions, has helped to improve brand recall, and prepared the ground for fresh initiatives in
the market place.
BANGUR CEMENT
Bangur Cement was launched in 2006 as a premium brand, competitive with best in the market
designed to full fill user aspiration for high quality construction, the brand tagline reflects its
promise of top-of-market value: Sasta Nahi, Sabse Achcha.
Given the premium profile design for it the brand is supported by a matching network of
business partners and business associates carefully selected for the track record in selling to high
end market segment.
Its early successes are founded on a two tier marketing and distribution programme. At one level
Shrees field forts takes the trades in to the confident with transparent terms and tested and
proven promotional offrings.
On a more exclusive level, it deploys special teams of highly professional technical sales experts
t conduct direct, one on one interaction with opinion builders and influencers if high standing
among the fraternity of respected construction space list.
Bangur Cement has achieved 95% of its total sales in the trade segment. It has made selective
penetration in both urban and rural markets. Bangur cement maintained its zero outstandings
status in this year as well.
TUFF CEMENTO
This is the latest brand offering from Shree Cement, directed at a highly competitive niche
market, with aggressive and establish competitors.
It has been position as rock strong- on the promise of high performance, able to withstand
exceptionally harsh environmental conditions.
Launched in the first month of the year under review, Tuff Cemento was able to secure a network
of the 1000 dynamic and resourceful dealers in a record time of about four months.
The brand is consolidated its position in the market, and the making further headway in
Rajasthan, Delhi, Haryana, parts of south Punjab and Western U.P.
While its current status would otherwise be regarded as reasonable. Tuff Cemento has an
altogether more ambitious agenda: to be aggressively competitive and become a leading brand in
the coming months, and to enable Shree Cement to achieve the maximum possible combined
market share in its market.
Plants : 140
Mini plants were meant to tap scattered limestone reserves. However most set up in
AP
Regional division
The Indian cement industry has to be viewed in terms of five regions:-
North (Punjab, Delhi, Haryana, Himachal Pradesh, Rajasthan, Chandigarh, J&K and
Uttranchal);
South (Tamil Nadu, Andhra Pradesh, Karnataka, Kerala, Pondicherry, Andaman &
East (Bihar, Orissa, West Bengal, Assam, Meghalaya, Jharkhand and Chhattisgarh);
and
POLICIES
Quality Policy:
Customer Satisfaction
Cost EffectivenessSs
Energy Policy:
Conservation of Energy
Blood of Industry, It is the responsibility of all of us to utilize energy effectively and efficiently
Environment Policy:
To ensure :
Water Policy:
To provide sufficient and safe water to people & plant as well as to conserve water, we
To ensure good health and safe environment for all concerned by:
Identifying and minimizing injury and health hazards by effective risk control
measures
Empower People
Honour individuality
Develop Competency
None of the person below the age of 18 years shall be engaged to work
Statute enacted shall be honoured in letter & spirit & standard Labour Practices shall
be followed. Every employee shall be accountable to the law of the land & is expected to follow
the same without any deviation
conduct
IT Policy:
To provide a robust IT platform suitable to the business processes and integrated management
practices of the company, resulting into better speed, efficiency, transparency, internal controls
and profitability of business
COST OF CAPITAL
The main objective of a business firm is to maximize the wealth of its shareholders in the longrun, the Management Should only invest in those projects which give a return in excess of cost of
fund invested in the project of the business. The difficulty will arise in determination of cost of
funds, if is raised from different sources and different quantum. The various sources of funds to
the company are in the form of equity and debt. The cost of capital is the rate of return the
company has to pay to various suppliers of fund in the company. There are main two sources of
capital for a company shareholder and lender. The cost of equity and cost of debt are the rate of
return that need to be offered to those two groups of suppliers of the of capital in order to attract
funds from them.
The primary function of every financial manager is to arrange adequate capital for the firm. A
business firm can raise capital from various sources such as equity and or preference shares,
debentures, retain earning etc. This capital is invested in different projects of the firm for
generating revenue. On the other hand, it is necessary for the firm to pay a minimum return to
each source of capital. Therefore, each project must earn so much of the income that a minimum
return can be paid to these sources or supplier of capital. What should be this minimum return?
The concept used to determine this minimum return is called Cost of Capital. On the basis of it
the management evaluates alternative sources of finance and select the optimal one. In this
chapter, concepts and implications of firms cast of capital, determination of cast of difference
sources of capital and overall cost of capital are being discussed.
Cost of capital is the measurement of the sacrifice made by investors in order to invest with a
view to get a fair return in future on his investments as a reward for the postponement of his
present needs. On the other hand form the point of view of the firm using the capital, cast of
capital is the price paid to the investor for the use of capital provided by him. Thus, cost of
capital is reward for the use of capital. Author Lutz has called itBORROWING AND
LANDING RATES. The borrowing rates means the rate of interest which must be paid to
obtained and use the capital. Similarly, landing rate is the rate at which the firn discounts its
profits.It may also the opportunity cost of the funds to the firm i.e. what the firm would earn by
investing these funds elsewhere. In practice the borrowing rates used indicate the cost of capital
in preference to landing rates.
Technically and Operationally, the cost of capital define as the minimum rate of return a firm
must earn on its investment in order to satisfy investors and to maintain its market value. I.e. it is
the investors required rate of return. Cost of capital also refers to the discount rate which is used
while determining the present value of estimated future cash flows. In the other word of John J.
Hampton, The cost of capital is the rate of return in the firm requires from investment in
order to increase the value of firm in the market place. For example if a firm borrows Rs. 5
crore at an interest of 11% P.A., then the cost of capital is 11%. Hear its the essential for the firm
to invest these Rs. 5 Crore in such a way that it earn at least Rs. 55 lacks i.e. rate of return at
11%. If the return less then this, then the rate of dividend which the share holder are receiving till
now will go down resulting in a decline in its market value thus the cost of capital is the reward
for the use capital. Solomon Ezra, has called It the minimum required rate of return or the cut
of rate for capital expenditure.
The cost of capital is very important concept in the financial decision making. The progressive
management always likes to consider the cost of capital while taking financial decisions as its
very relevant in the following spheres...
1.Designing the capital structure: the cost of capital is the significant factor in designing a
balanced an optimal capital structure of a firm. While designing it, the management has to
consider the objective of maximizing the value of the firm and minimising cost of capita. I
comparing the various specific costs of different sources of capital, the financial manager can
select the best and the most economical source of finance and can designed a sound and balanced
capital structure.
2.Capital budgeting decisions: the cost of capital sources as a very useful tool in the process of
making capital budgeting decisions. Acceptance or rejection of any investment proposal depends
upon the cost of capital. A proposal shall not be accepted till its rate of return is greater then the
cost of capital. In various methods of discounted cash flows of capital budgeting, cost of capital
measured the financial performance and determines acceptability of all investment proposals by
discounting the cash flows.
3.Comparative study of sources of financing: there are various sources of financing a project.
Out of these, which source should be used at a particular point of time is to be decided by
comparing cost of different sources of financing. The source which bears the minimum cost of
capital would be selected. Although cost of capital is an important factor in such decisions, but
equally important are the considerations of retaining control and of avoiding risks.
5.Knowledge of firms expected income and inherent risks: investors can know the firms
expected income and risks inherent there in by cost of capital. If a firms cost of capital is high, it
means the firms present rate of earnings is less, risk is more and capital structure is imbalanced,
in such situations, investors expect higher rate of return.
6.Financing and Dividend Decisions: the concept of capital can be conveniently employed as a
tool in making other important financial decisions. On the basis, decisions can be taken regarding
dividend policy, capitalization of profits and selections of sources of working capital.
them as dividends. Therefore, explicit cost will arise only when funds are raised whereas implicit
cost arises when they are used.
The financial and business risks are not affected by investing in new
investment proposals.
Costs of previously obtained capital are not relevant for computing the
cost of capital to be raised from specific source.
Much theoretical work characterizes the choice between debt and equity, in a trade-off context:
Firms choose their optimal debt ratio by balancing the benefits and costs. Traditionally, tax
savings that occur because interest is deductible while equity payout is not have been modeled as
a primary benefit of debt. Large firms with tangible assets and few growth options tend to use a
relatively large amount of debt. Firms with high corporate tax rates also tend to have higher debt
ratios and use more debt incrementally. A company will use various bonds, loans and other forms
of debt, so this measure is useful for giving an idea as to the overall rate being paid by the
company to use debt financing. The measure can also give investors an idea as to the riskiness of
the company compared to others, because riskier companies generally have a higher cost of debt.
Example-: If a company issues 12% debentures worth Rs. 5 lacs of Rs. 100 each at par, then it
must be earn at least Rs.60000(12% of Rs. 5 lacs) per year on this investment to maintain the
income available to the shareholders unchanged. If the company earnws less than this interest
rate (12%) than the income available to the shareholders will be redused and the market value of
the share will go down. Therefore, the cost of debt capital is the contractual interest rate adjusted
further for the tax liability of the firm. But, to know the real cost of debt, the relation of the
interest rate is to be established with the actual amount realised or net proceeds from the issue of
debentures.
To get the after-tax rate, you simply multiply the before-tax rate by one minus the marginal
tax rate.
Cost of Debt = (before-tax rate x (1-marginal tax))
The before tax rate of interest can be calculated as below:
100
----------------------------------------
Total Debt
Net Proceeds:
1. At par
2. At premium
3. At Discount
Shree Cement has not paid any dividend to the Preference Shareholders. Thus the Cost of Preference
Capital is 0 (Zero).
The computation of cost of euity share capital is relatively diffiult because nether the rate of
dividend is predetermind nor the payment of dividend is legally binding, therefore, some
financial experts hold the opinion the p.s capital does not carry any cost but this is not true.
When additional equity shares are issued, the new equity share holders get propranate share in
future dividend and undistributed profits of the company. If reduces the earning per shares of
excisting share holders resulting in a fall in marker price of shares. Therefore, at the time of issue
of new equity shares, it is the duty of the management to see that the company must earn atleast
so much income that the market price of its ecisting share remains unchanged. This expected
minimum rate of return is the cast o equity share capital. Thus, cost of equity sahre capital may
be define as the minimum rate of return that a firm must earn on the equity financed portion of a
investment- project in order to leave unchanged the market price of its shares. The cost of equity
can be computed by any of the following method:
3.
While computing cost of capital under dividend yield(d\p ratio)method, it had been asumend that
present rate of dividend will remail the same in future also. But, if the management astimates that
companies prestnet dividend will increased continuisly for the year to come, then adjustment for
this increase is essential to compute the cost of capital.
The growth rate in dividend is assumed to be equal to the growth rate in earning per share. For
example if the EPS increase at the rate of 10% per year, the DPS and market price per share
would show an increase at the rate of 10%. Therefore, under this method, cost of equity capital is
computed by adjusting the present rate of dividend on the basis of expected future increase in
companys earning.
Ke= DPS\MP*100+G
G= Growth rate in dividend.
4. Realised yield methd:
In case where future dividend and market price are uncertain, it is very difficult to estimate the
rate of return on investment. In order to overcome this difficulty, the average rate of return
actually relise in the past few year by the investors is used to determine the cost of capital. Unddr
this method, the realised yield is discounted at the present value factor, and then compare with
value of investment this method is based on these assumptions. The companys risk doe not
change i.e. dividend and growth rate are stable.
The alternative investment opportuinities, elsewhere for the investor, yield the return wshich is
equal to realised yiels in the company, and
The market of equity share of the company does not fluctuate widly.
when new equity share are issued by a company, it is not possible to realise the marlet price per
share, because the company has to incur some expenses on new issue, including underwriting
commission, brokerage etc. so, the amount of net proceeds is calculated by deducting the issue
expenses form the expected marlet value or issue price. To acertain the cost of capital, dividend
per share or EPS is divided by the amount of net proceeds. Any of the following formulae may
be used for this purpose:
Ke= DPS\NP*100
Or
Ke= EPS\NP*100
Or
Ke=DPS\NP*100+G
Generally, compnays do not distribute the entire profits by way of dividend among their share
holders. A part of such profit is reatianed for future expantion and development. Thus year by
year, companies create sufficiat fund fior the fianancing thrugh internal sources. But , nether the
company pays any cost nor incur any expenditure for such funds. Therefore, it is assumed to cost
free capital that is not true. Though ratain earnings like retained earnings like equity funds have
no explicit cost but do have opportunity cost. The opportunity cost iof retained earnings is the
income forgone by the share holders. It is equal to the income what a share holders culd have
earn otherwise by investing the same in an alternative investment, If the company would have
distributed the earnings by way of dividend instead of retaining in the busieness. Therefore ,
every share holders expects from the company that much of income on ratined earnings for
which he is deprived of the income arising o its alternative investment. Thus, income forgone or
sacrifised is the cost of retain earnings which the share holders expects from the company.
Once the specific cost of capital of the long-term sources i.e. the debt, the preference share
capital, the equity share capital and the retained earnings have been ascertained, the next step is
to calculate the overall cost of capital of the firm. The capital raised from various sources is
invested in different projects. The profitability of these projets is evaluated by comparing the
exprcted rate of return with overall cost of apital of the firm. The overall cost of capital is the
weighted average of the costs of the various sources of the funds, weights being the proportion of
each sources of funds in the total capital structure. Thus, weighted average as the name
implies, is an average of the cost of specific sources of capital employed in the business
properly weighted by the proportion they held in firms capital structure. It is also termed as
Composite Cost of Capital or Overall Cost of Capital or Average Cost of Capital.
1.Assignment of Weights : First of all, weights have to be assigned to each source of capital for
calculating the weighted average cost of capital. Weight can be either book value weight or
market value weight. Book value weights are the relative proportion of various sources of
capital to the total capital structure of a firm. The book value weight can be easily calculated by
taking the relevant information from the capital structure as given in the balance sheet of the
firm. Market value weights may be calculated on the basic on the market value of different
sources of capital i.e. the proportion of each source at its market value. In order to calculate the
market value weights, the firm has to find out the current market price of each security in each
category. Theoretically, the use of market value weights for calculating the weighted average cost
of capital is more appealing due to the following reasons:
But, the assignment of the weight on the basic of market value is operationally inconvenient as
the market value of securities may frequently fluctuate. Moreover, sometimes, no market value is
available for the particular type of security, especially in case of retained earnings can indirectly
be estimated by Gitmans method. According to him, retained earnings are treated as equity
capital for calculating cost of specific sources of funds. The market value of equity share may be
considered as the combined market value of both equity shares and retained earnings or
individual market value (equity shares and retained earnings) may also be determined by
allocating each of percentage share of the total market value to their respective percentage share
of the total values.
For example:- the capital structure of a company consists of 40,000 equity shares of Rs. 10 each
ad retained earning of Rs. 1,00,000. if the market price of companys equity share is Rs. 18, than
total market value of equity shares and retained earnings would be Rs. 7,20,000 (40,000* 18)
which can be allocated between equity capital and retained earnings as follows-
After assigning the weight; specific costs of each source of capital, as explained earlier, are to be
calculated. In financial decisions, all costs are after tax costs. Therefore, if any source has
before tax cost, it has to be converted in to after tax cost.
Example: Following information is available with regard to the capital structure of ABC Limited
:
Sources of Funds
Amount(Rs.)
E.S. Capital
3,50,000
.12
Retained Earning
2,00,000
.10
P.S. Capital
1,50,000
.13
Debentures
3,00,000
.09
Amount
Rs.
Weights
After
tax Weighted
Cost
Cost
(2)
(1)
(4)
(3)
E.S. Capital
3,50,000
.35
.12
.0420
Retained Earning
2,00,000
.20
.10
.0200
P.S. Capital
1,50,000
.10
.13
.0195
Debentures
3,00,000
.09
.09
.0270
Total
10,00,000
1.00
.1085
.10850 or 10.85%
--------------------------------------------
100
Total Debt
9636.72
Kd (before tax)
---------------------113373.18
100
8.50%
Kd (after tax)
Kd (after tax)
8.50% - 30%
= 5.95%
= 30%
6573.02
Kd (before tax)
----------------------
84827.02
Kd (after tax)
7.75% - 30%
= 5.42%
100
= 7.75%
= 30%
2143.21
Kd (before tax)
----------------------
100
7%
30617.33
Kd (after tax)
7% - 30%
= 4.90%
Particular
2007-08
2006-07
83427.02+1
28617.33+
Bank+Debts)
800
400
2000
=113373.18
=84824.02
=30617.33
9636.72
6573.86
2143.21
8.50%
7.75%
7%
5.42%
4.90%
2008-09
CEMENT
Cements are of two basic types- gray cement and white cement. Grey cement is used only for
construction purposes while white cement can be put to a variety of uses. It is used for mosaic
and terrazzo flooring and certain cements paints. It is used as a primer for paints besides has a
variety of architectural uses. The cost of white cement is approximately three times that of gray
cement. White cement is more expensive because its production cost is more and excise duty on
white cement is also higher. Shree cement does not manufacture white cement at present.