DECLARATION

I, sibin james, a student of DCSMAT Business School, Idukki, hereby declare that the project work entitled on paint industry in India in partial fulfillment of Post Graduate Diploma in Management course is my original work

Place: Date: sibin james

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Index

Introduction Industry profile Industry analysis Company profile Companys overview Conclusion Bibliography

6 9 20 24 38 39

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INTRODUCTION
This report is based on an internship conducted at Berger paints private Limited, Cochin (stock point), Berger Paints India Ltd is the third largest paint manufacturer and the second largest decorative paint player in India. They are offering their customers a variety of innovative painting solutions, decorative or industrial. The company is headquartered in Calcutta and services the market through a distribution network comprising of 75 stock points and above 12,000 paint retailers. They are having their manufacturing facilities in West Bengal, Uttar Pradesh, Pondicherry, Goa, and Jammu & Kashmir. The Company has Technical License Agreements with DuPont Performance Coatings in the area of automotive coatings, Nippon Paint Co Ltd for new generation of automotive coatings, Orica Australia Pty Ltd In the area of protective coatings, TIGERWERK Lack-u.Farbenfabrik GmbH & C. KG, Austria for specialized powder coatings and Nippon Bee Chemical Co Ltd for coating on plastic auto parts and mobile phones. The company was incorporated on December 17, 1923 as Hadfield's (India) Ltd in Kolkata. In December 12, 1947, British Paints Holdings acquired the company and the name was changed into British Paints India Ltd. In the year 1965, British Paints (Holdings) Limited, UK was acquired by Celanese Corporation, USA. As a result, the controlling interest of the Company passed on to CELEURO NV, Holland. In the year 1969, Celanese Corporation sold their interest in the Indian company to Berger, Jenson Nicholson Limited, UK. In December 1983, the company name was changed to Berger Paints India Ltd. From 1983 till date, the company has solely used and developed the name and trademark of Berger and all their other variants in India. The company launched Color Bank tinting system through which the consumer can select form a range of over 5000 colors and which are then made available in minutes. In the year 1997, a new paint manufacturing unit at Pondicherry was commissioned. In the year 1999, Rajdoot Paints Ltd was merged with the company. In the year 2000, the company acquired 100% share in Jenson & Nicholoson Nepal Pvt Ltd which was wholly owned subsidiary of Jenson & Nicholson India Ltd and renamed Berger Jenson & Nicholson, Nepal. During the year 2001-02, the Motors & Industrial paints business of ICI India was acquired through their subsidiary, Berger Auto & Industrial Coatings Limited. During the year 2003-04, a new unit in Jammu started commercial production. Also, the company entered into a joint venture with Principal Financial Group USA, Punjab National Bank and Vijaya Bank for Pension Fund and Insurance Business. Berger Auto & Industrial Coatings Ltd, a wholly owned subsidiary company amalgamated with the company with effect from April 1, 2004 and operates as BAICL Division of the
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company. The company invested in Berger Cyprus, a company incorporated in Cyprus on February 3, 2005 for the purpose of setting up a paint manufacturing facility in Russia. During the year 2005-06, the company started the commercial production at their new 2400 MTPA powder coating plant in Jammu. In April 2007, the Jammu Resin plant of the Company with a capacity of 9,000 MTPA has commenced their production. The Company has entered into a Joint Venture Agreement with Nippon Bee Chemical Co Ltd, Japan for the purpose of formation of a company for manufacture and sale of coatings for plastic substrates used in automobiles and parts thereof in India. Berger Paints Overseas Ltd in Russia has commenced commercial production in September 2007 at their modern plant in the Republic of Adygeya, with alkyd based and water based paints. The company expanded the capacity in the Goa solvent based paint to 18000 KL per annum. The company is in the process of setting up an automobile paint manufacturing plant with a combined capacity of 24000 MTPA at Jejuri Industrial Estate in Pune. The Company has started preliminary work for expansion of water based paint and resin manufacturing capacity in their existing plant at Rishra in West Bengal and installation of a resin manufacturing plant in Goa. In August 2008, the company acquired Bolix SA (Bolix), a leading provider of External Insulation Finishing Systems (EIFS) in Poland, from Advent International, a global private equity group.

OBJECTIVE OF THE STUDY

The objective of Summer Internships is to help the studentss to acquire competencies beyond what one can acquire from simulations in the Educational Institution.

a. The theoretical knowledge from textbooks and journal articles most of the time provide a context independent understanding of organizations and management and hence help in developing context independent competencies. Internships enable students to modify their behaviour understanding the particularities of the organization or the department to which the student is assigned and thereby sensitizing them to particularities. That is:

i. Understanding the particular systems and procedures followed which would develop the competency in getting a proposal implemented using such systems and procedures. ii. Sensing the extent of dependence on hierarchy versus collegiality to decide when to say and when not to say what, etc.
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iii. Understanding the politics in the firm to develop the competency in using appropriate persons to get a proposal implemented.

b. The Summer Internship Seminars after the Internship enable the students to sharpen the competency in being context sensitive by probing into what works in what type of firms and why.

RESEARCH METHODOLOGY OF THE STUDY

The data were collected from primary and secondary sources. Primary data were collected directly through interviews with the managers of different departments and the staffs of the firm. Secondary data were collected from publications such as company magazines, annual reports etc. The important methods of data collection are as follows: 1. Observation:One of the earliest methods of investigation was observation which had the meaning of something known to all observation. This is classified into two ways: Participant Observation When the observer participate observation, which make him a part of the group under study. Non participant Observation -- When the observer does not actually participate in the activities of the group but simply observer from a distance is known as nonparticipant observation. 2. Face to face Interview:Conducted face to face interview with different managers and head of different departments.

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INDUSTRY PROFILE
INTRODUCTION Industry origin and growth:-

The earliest paint factory in India dates back to 1902, when Shalimar Paints, Colour& Varnish Company, A Pinchin Johnson unit, was established at Calcutta. Growing industrialization, expansion of the railways and introduction of electric power a couple of years earlier had all kept business confidence soaring high. However, this did not provide a ready and expanding market for the nascent paint industry then. Imports from Britain continued to swarm the market and raw materials were not easy to come by. The industry still consisting of one lone unit went through a rather prolonged period of infancy, till the World War II brought in dramatic opportunities. With the stoppage of imports owing to war conditions, the domestic market at last became almost the exclusive reserve of the domestic industry. European manufacturers, hitherto exporting to India, readily saw the advantages of setting up manufacturing facilities here. The period between the wars thus saw the greatest ever influx of foreign paint companies into India- Goodlass Wall (1918), Elphant Oil Mills (1917) in Bombay, and British Paints, Jenson & Nicholson and Macfarlances in Calcutta. Macfarlanes was brought over by the Poddars and became a completely Indian company, while the other three: Shalimar Paints (Pinchin Johnson), British Paints and Jenson Nicholson continued as British operated units. While talking about the post independent development of the Paint industry in India, mention must be made of Asian Paints, a completely Indian unit which started on a very small scale, grew so big and so beyond recognition over the years that it is today not only the largest unit in India but way ahead of the second largest, Kansai (Goodlass) Nerolac Paints Ltd., formerly a unit of Goodlass Wall (UK). Besides Asian Paints, numerous factories, wholly Indian in ownership and with rare exceptions in technology as well were set up in Calcutta, Kanpur and Bombay. The British units, though a few in number, were technically strong and financially sound and, with the active support and patronage of the Government, controlled a vastly higher share of the market. The post independence period witnessed a steady growth in the paint industry. From
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a mere Rs.200 million turnover in 1950, the paint industry crossed the Rs.14000 million mark in 1990-91. But even in this period, paints were considered a luxury item. Only people with high incomes were expected to decorate their houses with the use of paints. Paints, as a protective element, were totally unheard of. The industrial segment, which was traditionally a low user of paints, vis--vis its counterparts in the decorative segment, too contributed to this notion. In line with this misconceived notion, the government drastically increased duties on paints in the early nineties with an aim to bolster exchequer revenues. The result was obvious. This inevitably brought about a downturn in the fortunes of the industry. The products, which are highly price elastic, saw a negative growth rate of 20 % in 1991-92. The next year was also not good, registering a growth of only 2%, bringing it back to the 1990-91 level, thus corroborating the fact that the industry needed lower excise levels to grow. The industrial slowdown during that periodalso did not help matters. In line with the liberalized policies and the realization that paints are not necessarily a luxury item, duties were progressively reduced from 1993-94. This squared growth as most companies passed on duty reductions. Further, the entry of world majors in the automobile and white goods market in India since 1993 helped the market to expand. Demand for auto paints shot up suddenly. Form a modest 8% growth rate in 1993-94, paint demand touched 12% in 1995-96. Rapid industrialization and improvements in the infrastructure such as transport, energy and communication during the last decade gave a further fillip to the growth of the paint industry. Aided by Governments liberal policy of technology import, the automotive and consumer durable segments expanded phenomenally, with a flurry of foreign collaboration. Increased demand for decorative, protective and functional coatings was a natural fall out, which brought, in its stride, a host of indigenous developments as well as the injection of new technology.

History:Paint has been used by mankind since its origin. The evidence can be found in the cave paintings. The Chinese are considered to be the pioneers of manufacturing paints thousands of years ago. In modern times paint is made artificially and is used in many
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different ways. There are three basic things required to make paint. You need a Pigment to get the exact color you want Binder to hold the paint together Thinner so that it can be applied easily. Types of Paints There are different types of paints available today. Till the 19th century the word paint was used to describe oil-bound types only. The paints bound with glue were called distemper. For farmhouses and cottages an alternative was found and was called lime wash or color wash. Different things need different paints. The interior of the house is painted by different type of paint than the exterior of the house. Automobiles use different type of paint. The industrial paint is different than marine paint. Now colors are made by using different ingredients for specific surfaces. For example enamel paint, when dries it becomes especially hard and usually has glossy finish. The term enamel paint today means hard surfaced paint and usually it is used in reference to paint floor coatings of a gloss finish or spray paints. It can be used for concrete, stairs, porches and patios. Fast dry enamel is ideal for refrigerators, counters and other industrial finishes. High-temp enamel may be used for engines, brakes and exhaust. Enamel is also used on wood to make it water resistant. The Indian Paint IndustryIn India, Indian Paint industrys total market size is US$1400 million. The organized sector of the industry is 55%. The 45% unorganized sector has about 2500 units. The big players and their market share-value of the organized sector are Asian Paints 37%, Goodlass Nerolac 15.9%, Berger Paints 13.8%,ICI 11%, Jenson & Nicholson 5.7% , Shalimar 4% , Others 12%. The market segment is divided into two sectors. MT. Architectural 70% Industrial 30%The total volume of the market is 600,000

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INDUSTRY ANALYSIS
Government rules and regulations Govt take steps to resolve paint industry crisisDecember 11, 2008 (India)

Government has announced several relief measures to support the paint industry from time to time, which has been representing that paint exports have been affected by the global recession. Steps taken by Government to help and improve paint industry include the following:

(i) The Technology Upgradation Fund Scheme (TUFS) was launched to facilitate the modernisation and upgradation of the paint industry both in the organised and unorganized sector. The Scheme has been further fine tuned to promote the rapid investments in the targeted sub-sectors of the paint industry. The cost of machinery has been further brought down by reducing the customs duty on imports.

(ii) To provide the paint industry with world-class facilities for setting up their paints units, meeting international environmental and social standards, a Public-Private Partnership (PPP) based Scheme known as the Scheme for Integrated paint (SIP) has been introduced in August 2005.

(iii) In 2004-05 Budget, the entire paint sector, except for man-made and filament yarn was provided optional exemption from excise duty. In 2005-06 Budget, Central Value-added Tax (CENVAT) on Polyester Filament Yarn has been reduced from 24% to 16%. These modifications in fiscal levies aim at attracting more investments for modernization of textile sector.

(iv) To facilitate import of state of the art machinery to make our products internationally competitive in post quota regime, in 2005-06 Budget, the customs duty paint machinery has been brought down to 10% except for 23 machinery appearing in List 49, which attracts Basic Customs Duty (BCD) of 15%. The concessional duty of 5% continues to be at 5% on most of the machinery items.

(v) Government has launched the Debt Restructuring Scheme w.e.f. Sept., 2003 with the
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principal objective to permit banks to lend to the paint sector at 8-9% rate of interest. (vi) Government has allowed 100% Foreign Direct Investment in the paint sector under automatic route.

(vii) Government has de-reserved the readymade garments, hosiery and knitwear from SSI sector so that large-scale investments may be encouraged in these sectors.

(viii) National Institute of Fashion Technology (NIFT) has been set up to provide the leadership role in sensitizing the Industry to the concept of value addition by inducting trained professionals to manage the industry. This has resulted in an increased demand for trained professionals in various sectors servicing the industry.

(ix) A series of relief measures to paint exporters such as enhanced DEPB & Duty drawback rates, reduced ECGC premium, subvention on credit rates, refund of service tax paid by exporters on various services etc.;

(x) Apparel Export Promotion Council (AEPC) has established Apparel Training Design Centres (ATDCs) throughout the country to cope with the requirement of skilled / semiskilled manpower for the paint industry.

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SWOT ANALYSIS:-

Strengths Imp of brand image as barriers to new entrants Good technology backup. Weakness Raw materials scarcity Requirement of high working capital Real estate in a depression phase. Opportunities Fiscal incentives provided by Government. Commodity to fmcg Rise in disposable income Threats Foreign companies entering as sole players

Industry present & future trends:The Indian paint and coatings industry is riding high on the growth in the Indian automobile industry, new construction in the housing segment and improving infrastructure throughout the country. Thirty percent of the paint business is comprised of new construction projects. GDP growth projections of six to 6.5% in the current year mean a growth of nine to ten percent in Indian paint business. The growth will be 12-13% in the industrial segment and eight to nine percent for decorative paint. The Indian automobile industry has been performing remarkably well and will benefit the market leader in the segment, GoodlassNerolac.

As for the future, the industry has predicted a CAGR of eight to nine percent for the next five years compared to last years growth levels of 27.4% for cars and 8.9% for two wheelers. The Indian housing industry is likely to do well in the current year as well, recording a growth rate of 35% last year. As a result of the overall health of Indias economy, it is safe to predict a nine to ten percent growth rate for the Indian paint industry in the next five years.
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Consumers can look forward to new product launches, some for application in special areas. Companies will be increasing the value added services available to customers by offering a variety of finishes through specialized and trained applicators. There will be more options like ranges of colors/finishes for wood applications through the tinting machines. Additionally, the trend towards water-based coatings is likely to set in both for industrial and decorative applications. While India has not yet embraced the DIY concept as cheap labor is still available, exclusive retail chain stores sponsored and run by Indian paint companies will become a reality.

The Indian paint industry has progressed well and moving ahead is likely to be influenced by several factors including new technologies, new innovative products, new associations, consolidation of industry and poor performers getting out of the market. Ultimately, in the years ahead there will be only four or five key players operating in the Indian paint market.

Scope of the industry:The Indian paint industry has come a long way from the days when paints were considered a luxury item. Today the awareness level on preventing corrosion through paints is relatively high, a development that should be a huge boost to the paint industry.

This report provides in-depth information and analysis on the US$ 925.0 million (2000-01) worth Indian paint industry. The Indian paints industry offers lucrative scope for stable revenue streams to manufacturers of both decorative and industrial paints. The report stays focused on all such crucial parameters that make India a favorable proposition. Factors that have been given emphasis include the low per capita consumption of paints (1.0 kilogram), growth in construction sector (it is being offered industry status) and growth in the auto/white goods market respectively spurring demand for decorative and industrial paints. The industry has also witnessed increased activity in the industrial variety of paints with the entry of MNCs in auto, consumer durables etc, which has been The report covers both the segments of decorative and industrial varieties of paints along with elaboration on product subsegments within these two product segments. The typical characteristics of the Indian paints industry have been discussed in depth covering the typical features of the Indian industry viz., raw material intensiveness, working capital intensiveness, seasonality of The current global scenario with reference to the paint industry has been covered in the report with special focus

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on auto-coats market, which is a key growth area in the International market. The current scenario prevailing in the Indian paint industry has been pictured in detail. The share of the organized and unorganized sector has been dealt with in detail, discussing the impact of recent issues and trends (like excise duty rationalizations, quality consciousness in user segments) on the industry dynamics. The demand-supply scenario existing in the industry has been covered, detailing paint production trends in India, consumption across user segments, the trends in the exports and imports front and factors influencing pricing. Raw material is a major cost-driver in the paint industry, and thus the report provides comprehensive coverage on duty structure applicable for raw materials, The organized sector has been given an indepth focus detailing major players, there for them, market shares of majors across product mixes and price categories.

The Indian Paint Industry In India, Indian Paint industrys total market size is US$1400 million. The organized sector of the industry is 55%. The 45% unorganized sector has about 2500 units. The big players and their market share-value of the organized sector are

Asian Paints 37% Goodlass Nerolac 15.9% Berger Paints 13.8% ICI 11% Jenson & Nicholson 5.7% Shalimar 4% Others 12%

The market segment is divided into two sectors.

Architectural 70% Industrial 30%

The total volume of the market is 600,000 MT.

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2.5 MARKET SHARE The overall organized sector market share is shown in the following graph. Asian Paints leads with a market share of 37 per cent; Goodlass Nerolac has 16 per cent while Berger Paints has 14 per cent share.

Others, 12% Shalimar, 4% Jenson and Nicholson, 5.7% Asian Paints, 37%

ICI, 11% Berger paints, 13.8%

Goodlass Nerolac, 15.9%

FIGURE The leader in the high volume medium and mass segments of decorative paints, Asian Paints has been consolidating its market leadership over the last six years and now has the biggest slice of 37 per cent of the market for decorative paints in the organized sector as shown in on the next page. Trailing behind are GoodlassNerolac and Berger Paints with market shares of 13 per cent and 11 per cent respectively. Other major players from the organized sector include Jenson & Nicholson with a low 6 per cent and ICI with 8 per cent. With the exception of Asian Paints, the market shares of most of the major players have been stagnating over the last few years. This was primarily due to extensive focus on urban markets and neglecting the high-potential semi urban and rural markets. On the other hand, one of the earliest entrants to take a lead, GoodlassNerolac dominates the market for industrial paints with an impressive share of 43 per cent of the market as shown in the following graph. Though other players trail behind GoodlassNerolac by a wide margin, competition in industrial paints is increasing. While Asian Paints and Berger have a market share of 14 per cent each, ICIs share is lower at 8 per cent

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I. ASIAN PAINTS:Asian Paints is India's largest paint company and the third largest paint company in Asia today, with a turnover of Rs 30.2 billion (around USD 680 million). The company has an enviable reputation in the corporate world for professionalism, fast track growth, and building shareholder equity. Asian Paints operates in 21 countries and has 29 paint manufacturing facilities in the world servicing consumers in over 65 countries. Asian Paints is a great marketing success in a branded consumer product business. The company succeeded where others failed in three areas: First, it understood the requirements of the Indian paints market better than the MNCs which did not bother to respond to local consumer needs. It was the first to introduce small pack sizes, a variety of shades and a wide range of paint types (enamels, distempers, emulsions) to suit different pockets. Thus, in the sixties, the company came out with plaster distemper, Tractor, to suit the needs of the mass market for a product that was much cheaper than costly emulsions but much better than the widely used whitewash and crude powder distempers. This opened up a huge market and today distemper accounts for 25% of the decoratives market in volumes and 15% in value. And as recently as in 1992, the company introduced a synthetic distemper, branded Utsav, aimed at the same rural and low income urban markets. Secondly, in the highly competitive market emulsions segment, the company introduced as many as 151 shades in its Apcolite range when the competition was offering a maximum of 40 odd shades. The strategy paid off and Asian Paints today commands a 40% share in this segment. It set up an extensive national distribution network to tap demand in smaller towns. Today it has direct dealers in 3,200 towns and 10,000 stockists. Investments were also made in computer technology to ensure up-to-date information interface between the marketing and production sides of the business. And finally, the company has displayed considerable savvy in its advertising campaigns, dealer relations, point of sale publicity and product demonstrations to consolidate and expand markets. In fact, the company has played a pioneering role in expanding the Indian paints

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market by identifying high demand potential areas and then tapping them to maximum effect. This ratio is defined as profit after tax divided by the shareholders fund. It measures the profitability of the funds invested in the firm. It is regarded as a very important measure because it reflects the productivity of the risk capital employed in the firm. This ratio measures sales per rupee of Investment in fixed assets. It measures the efficiency with which the Fixed Assets are employed- a high ratio indicates a high degree of efficiency in asset utilization and a low ratio indicates inefficient use of assets. It can be seen from the graph that this ratio is increasing for Asian Paints indicating good asset management. II. KANSAI NEROLAC (GOODLASS NEROLAC):It was established in 1920 as Gahagan Paints and Varnish Co. Ltd. at Bombay. In 1930, three British companies merged to formulate Lead Industries Group Ltd. In 1933, Lead Industries Group Ltd. acquired entire share capital of Gahagan Paints in 1933 and thus, Goodlass Wall (India) Ltd. was born.

Subsequently, by 1946, Goodlass Wall (India) Ltd. was known as Goodlass Wall Pvt. Ltd. In 1957, Goodlass Wall Pvt. Ltd. grew popular as GoodlassNerolac Paints (Pvt.)Ltd. Also, it went public in the same year and established itself as GoodlassNerolac Paints Ltd. It is among the oldest paint companies of the country and the undisputed market leader in industrial paints, with a 43% share of this segment. It is a dominant player in the auto paints market which accounts for around one-third of the industrial paints segment. GoodlassNerolac paints strength comes from the higher end of the auto paints market - passenger cars and light commercial vehicles (LCVs) account for 60% of the companys auto paint sales. The rest comes from heavy trucks and two wheelers. In auto paints, the market share of Goodlass is now estimated to be around 50% with a 90% share in passenger cars, 60% in LCVs, 40% in two wheelers and heavy trucks. Right now, the company is the only significant producer of CED (cathodic electro-deposition) primer, with technical know-how from its Japanese promoters, Kansai Paints. Goodlass is the only company offering a complete automotive paint system comprising pre-treatment chemicals,
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primers, anti-rust coatings, intermediate and top coatings as well as auto refinishes. GNPL supplies 90% of the requirements of MarutiUdyog Ltd., which produces 300 cars a day. The company has a tie-up with Nihon Toshuku Tokyo of Japan for sophisticated coatings for automotive and industrial sectors. Having lost Daewoos Cielo contract to Asian Paints, GNPL is pursuing business opportunities with car majors planning to enter the country. It recently tied-up with Dupont, USA for supplying automotive paints to DuPonts clients in India. GoodlassNerolac Paints Ltd. Changed its name to Kansai Nerolac Paints Ltd. in 2006. The present human asset consists of over 2000 professionals and a sales turnover of 1226 crores. It is the second largest coating company in India with a market share of over 20% and also the leader in powder coatings. III. BERGER PAINTS:Berger Paints is the culmination of over seven-decade process of evolution and growth that began in 1923. Its growth has been closely linked with the business and industrial development of modern India. The performance of this company is anchored today in a wide variety of Decorative and Industrial paints which continue to gain an increasing share of the highly competitive Indian paint market. Being an ISO 9001 company its quality products have attained instant and worldwide recognition, and continues to meet quality requirements that are demanded today even in the domestic market. The Country's third largest paint manufacturer, with its Headquarters in Calcutta, Berger controls a distribution network comprising of 66 stock points and approximately 10,000 dealers, spread across the country. BPIL has technical tie-ups with Herberts, a subsidiary of the German pharmaceutical major Hoechst for automotive paints, Tendor NV of Holland for powder coatings and Valspar Corporation, USA for heavy duty coatings. The company is particularly active in the powder coating segment and is a supplier to most OEMs in the white good segment. With its thrust shifting to industrial coatings, the company is expanding its powder coating capacity from 840 metric tons to 1,840 metric tons at its existing plant.

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Recently, it introduced Color Bank, a computerized mixer tinting machine in technical collaboration with Ital Tinto of Italy. Special software, Tintovision installed in the Color Bank gives the customers a choice of more than 5,000 shades and can even produce the colors offered by the companys competitors. Another achievement of Berger is the setting up of Berger Prolinks.Prolinks is Berger Paints' response to a market environment that is increasingly driven by technology and calibrated by expertise.Prolinks is aimed at placing the initiative in the hands of builders, architects and designers to enable them to directly source innovative products and services. The team is entrusted with maintaining a seamless interface between paint specifiers and Berger Paints. The objective is to provide specifiers with a complete basis for recommending products and processes - databases, technical services, color consultancy, site inspection, etc. Prolinks experts ensure specific solutions to specific problems, whether it is a particular shade that needs development, special climatic factors to be provided for, or application factors that have to be maintained.From know-how to legwork, the Prolinks team delivers total support. IV. ICI INDIA ICI India was the subsidiary of the $15bn British multinational company ICI Plc. Brunner Mond& Co., one of the four Companies that combined to form ICI in UK in 1926, opened a trading office to sell alkalis and dyes in Calcutta. In 1923, Brunner Mond& Co. (India) was incorporated and the company's name was subsequently changed to Imperial Chemical Industries (India) Ltd., in 1929. ICI (India) is ranked fourth in the paint business, after Asian Paints, GoodlassNerolac -17-Paints and Berger Paints. Unlike the other paint companies, ICI (India) was a diversified unit and paint constituted 43% of its net sales. It identified paints as a thrust area and was aggressively moving to improve its position. The company invested $11 million in a new decorative paints plant near Bombay and constructed a $16.7 million plant for industrial paints near Chandigarh in North India. In order to increase its presence in the paints market, ICIs growth plan is to beef up its distribution network, widen the purview of specialty products, access newer technologies through joint ventures and of course, targetting the urban and semi-urban markets by introducing more products in the lower and middle segment of the paints market. In order to

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be amongst the top two players in the industry, the company is firming up plans to aggressively market its products in the country. The Gliddens brand is being positioned in the middle segment to supplement Maxilite in the mass-segment and Dulux in the premium segment. In response to Jenson & Nicholsons Instacolor, ICI launched Color Solutions which can be used for both exteriors and interiors. This comprises a menu driven, user friendly touch color screen on a computer that helps consumers visualize as many as 6,000 shades on house structures resembling their homes. V. JENSON AND NICHOLSON:Jenson & Nicholson, a leading paint company in the country today was established in the year 1922. It has a country wide presence with 33 branches and stock points across the country and manufacturing plants at Naihati (near Kolkata), Sikandrabad (near Delhi) and Panvel (near Mumbai). In 1955, it launched Indias first Plastic Emulsion paint, under the brand name of Robbialac. It ventured into the Powder coatings market in 1986, thus becoming the first company in the organized sector to offer this extremely environment friendly coating technology. Subsequently, it introduced Instacolor, in technical collaboration with M/s Tikkurilla OY of Finland. It is the first company in the country to introduce computerized dispensing system.Jenson and Nicholson launched the Standox brand of products in 1996 which offers over 45,000 colours to the Indian car owner. In the very next year, the company in order to cater to highly specialized Marine paints sector, entered into a 50:50 joint venture project with M/s Chugoku Marine paints of Japan. Chugoku is the second largest supplier of marine paints in the world with 30% market share. The new company also handles heavy duty coatings.

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COMPANY PROFILE
Welcome to the world of Berger Paints where we turn your dreams into colorful reality. With an unmatched range of products and services, Berger Paints India Ltd is a leader in paints, offering its customers a variety of innovative painting solutions, be it decorative or industrial. Whether it is your home or office, your shop or factory, interiors or exteriors, metal, wood, plastic or any other surface - we have a paint solution for it! With an ever-evolving profile and rich history, Berger Paints India Ltd. (an ISO 9001 Company) has come a long way in the highly competitive Indian paints industry. Today the names "Berger" and "Lewis Berger" are synonymous with color. Berger Paints continues to be inspired by the creation and innovation of Mr. Lewis Berger, who through his marvelous shades, had offered people a chance to transform their homes through the power of imagination. At Berger we believe in taking paints to the level of fine art. Enriched by the imagination of Lewis Berger since 1760. The history of BERGER PAINTS (INDIA) LIMITED is literally as colorful as the business it is in. This chapter will reveal the milestones in our history. Please click on the milestones in the picture below to travel through our past. Till forties James Wilfred Adamson, founder of the British Paints Organization, embarked on his career as a traveling salesman. Adamson bought his first Oil and Color business in 1909. By 1917 Adamson was owning paint manufacturing companies in Rhodesia, Canada and the Caribbean.Elsewhere an Englishman, Mr. Hadfield, set up Hadfield's (India) Limited on 17 December, 1923,..........a small paint company in Calcutta. Towards the end of 1947 British Paints acquired Hadfield's (India) Limited and thus British Paints (India) Limited was incorporated in the State of West Bengal. What British Paints, (Holding), UK acquired was a company which at that time produced 150 tonnes of ready mixed stiff paints, varnishes and distempers. Our 1947 sales was a princely RS.25 lakhs, with a total employee strength of 100. The first Managing Director of British Paints was Mr.A. V. Niblett.

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In fifties In The 1950s Sales offices were opened in Delhi and Mumbai and in 1951 a depot was started in Guwahati. Sales rose to Rs.6 million in 1952. The Company declared its first dividend and shifted the Head Office to 32, Chowringhee Road, Calcutta. By 1959, modernization of the Howrah Factory was completed and the first resin plant commissioned. With that, the Company entered the synthetics paints market. In sixties Mr. R. A. Godwin took over as the Chairman & Managing Director in 1962 and initiated further modernization. By 1965 British Paints (Holdings) Limited, UK. was acquired by Celanese Corporation, U.S.A. As a result, the controlling interest of the Company passed on to CELEURO N.V., Holland. In 1969 Celanese Corporation sold their interest in the Indian Company to Berger, Jenson Nicholson Limited, UK. It was the beginning of the legacy of Lewis Berger in India - which the Company would later take forward to enviable heights.

In The 1970s Mr. D. Madhukar took over as the Managing Director in the year 1973. Under his expert stewardship the Company took the giant strides that made it the fastest growing company in the paint industry. Developments took place in every sphere.......New sales offices added, newer products introduced, new markets opened up and new services offered. Sales reached over Rs. 160 million by 1978.

In The 1980s Mr. Biji K. Kurien takes over as Chief Executive in 1980. From 31 December 1983 the name of the Company was changed to Berger Paints India Limited (BPIL) with unanimous approval of the shareholders. By this time Berger's operations were divsionalised into the Retail Business Line (RBL) and the Industrial Business Line (IBL) in order to better cater to needs of our customers. Simultaneously, the Company started using the trade name and mark BERGER. From 1983 till date, for more than two decades, the Company has solely used and developed the name
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and trademark of BERGER and all its other variants in India. BERGER became a household name in India. During this period many new products were launched like "Luxol Silk" the first premium emulsion in India, Viton Refinish for cars, Bison Acrylic Distemper and Rangoli Acrylic Emulsion

In The 1990s BERGER PROLINKS, a service aimed at providing paint and application related information to professionals was introduced marking one of our first steps into painting related services. In 1991, the controlling stake in the Company was acquired by Mr K S Dhingra, Mr G S Dhingra and their associates. At that time the total sales of the Company was Rs 1.15 billion. 1994 witnessed top management change. Mr. Biji K. Kurien, who was the Managing Director of the company for the last 14 years, stepped down and Mr. Subir Bose, a 10 year veteran in the Company, took over as the new Managing Director. The sales of the Company touched 2.76 billion by 1995-96. The latter half of the nineties saw BERGER attain the ISO - 9000 ceriification (1996) and establishment of BERGER's Quality Managemcnt System . COLOR BANK tinting system was also launched through which the consumer can select from a range of over 5000 colors and which are then made available in minutes. As part of its expansion program, a new paint-manufacturing unit at Pondicherry was commissioned in early 1997. A Joint Venture - Berger Becker Coatings Limited, was started in Goa with Becker Industraifarg A. B., Sweden. " In 1999, Rajdoot Paints Ltd. was merged with the Company. The merger resulted in addition of two new factories at Goa and Sikandrabad, U.P., a joint venture company by the name of Berger Becker Coatings Private Limited, a network of new depots and several new brands. "

In The New Millenium Jenson & Nicholson, Nepal was acquired as a 100% subsidiary and renamed Berger Jenson & Nicholson, Nepal.

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The Motors & Industrial paints business of ICI India with its factory at Rishra, West Bengal was acquired as a 100% subsidiary Berger Auto & Industrial Coatings Limited and then merged with the Company in 2005 .

Another new paints factory at Jammu was commissioned in 2003-04 and in 2005 the Company ventured into Russia through a foreign subsidiary.

New technical tie-ups were forged. Currently the Company has Technical License Agreements with (1) DuPont Performance Coatings in the area of automotive coatings, (2) Nippon Paint Co Ltd for new generation of automotive coatings, (3) Orica Australia Pty. Ltd. In the area of protective coatings, (4) TIGERWERK Lack-u.Farbenfabrik GmbH & Co. KG, Austria for specialised powder coatings and (5) Nippon Bee Chemical Co. Ltd for coating on plastic auto parts and mobile phones.

Lewis Berger Home Painting was launched, offering painting solution to customers - making it a hassle free exercise. Illusions multi chrome finishes was also introduced as "designer finishes for walls" allowing consumers to transform their walls into fashion statements. This is once again a first for the Indian paint industry!

To avail the services all a customer has to do is call on Berger's helpline 1901 - 3333 - 55 and enjoy customized service in the comfort of his home.

The name Berger was prefixed with the first name of Mr Lewis Berger and a premium range of products was launched under his full name. The The new trademark includes LEWIS BERGER and incorporates a unique design and colour scheme, reaffirming the Company's commitment towards aesthetics, product quality, packaging and better service to dealers and customers.

The Company's sales in the year ended 31 March 2005 was Rs 9.83 billion.

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COMPANYS OVERVIEW
In the last five years the companys products demand has doubled due to many factors such as increase in consumption, no. of vehicles, a boom in the construction sector and foreign industries establishment in Pakistan. EtcTherefore, Berger and its major competitor ICI, both cannot meet the total market demand. Berger currently is producing at full capacity ICI at present is producing an equivalent average of 24 laclitres/month. Berger distributes it self to retailers throughout Pakistan by a mechanized Order flow structure Berger is also introducing its new products: BerLith (glue) (like Movelith by Clairant) Printing Ink (offset,graviel) Powder Coating (e.g. BerCoat) Auto-Refinishes Aerosol Spray Paints

Berger paints is the culmination of over seven decade process of evolution and growth that began in 1923.its growth has been closely linked with the business and industrial development of modern india. Bergers performance is anchored today in wide variety of decorative and industrial paints which continue to gain an increasing share of the highly competitive Indian paint market. Being an iso 9001 company its quality products have attained instant recognition, worldwide, and continues to meet quality requirements that are demanded today even in the domestic market. The countrys second largest decorative paint player, berger is headquartered in Calcutta and service the market through a distribution network comprising of 82 stock points and 12, 000+ paint retailers. we at berger paints are committed to provide full satisfaction to our customers with respect to quality, reliability and delivery and attain quality leadership for all the products that are offered by berger paints The flagship unit at Howrah houses the research & development wing, which is recognized by the department of scientific & industrial research, ministry of science & technology, government of India, as a centre for basic and applied research in paint and resin technology. BERGERS R & D traverses basic research in paint and polymer chemistry and product development. It has sophisticated testing and analytical instruments, colour computer accelerated weathering 24 | P a g e

equipment for developing, standardizing and ensuring quality assurance of its products. Following image shows the stock point of Berger paints in all over India.

Tie-ups
BERGER presently has technology tie-ups with the companies as under: COLLABORATING COMPANY Nippon Bee Chemical Co. DuPont Herberts Automotive Systems Becker Industrifarg A.B. Orica Australia Pty Ltd. COUNTRY PURPOSE Japan USA Sweden Australia Automotive Coatings Automotive Coatings Coil Coatings Heavy Duty, Anti Corrosive

Industrial Coatings Tigerwerk Valspar Copn. Weld Rite Corp. Austria USA USA Powder Coatings Protective / Heavy Duty Coating Protective / Heavy Duty Coatings

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REGD. & HEAD OFFICE

BERGER HOUSE 129 Park Street Kolkata 700017 Ph : +91 33 2229 9724 / 2229 6005 / 06 / 16 Telex : +91 21 6606 / 5791 Fax : +91 33 2249 9009 / 9729 e-mail : berger@vsnl.com

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Main City Retailers

Provisional Retailers

District Projects Institute Industry

DISTRICT WAREHOUSES

CENTRAL WAREHOUSE

MANUFACTURING

STORE

PROCRUTMENT

SUPPLIERS

IMPORTED SUPPLIERS 60%

LOCAL SUPPLIERS 40%

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Two Basic Products:

1) Industrial Products: are customized products for other businesses (B2B Clients) e.g. Honda(Car) Pakistan, Yamaha DY, Wapda etc. and are also included in the Forecast but their base material is customized. These include Ber-Coat, Oxi-Plast, Matt Finish, and Steven Paints. Decorative Products: are those products which are used in homes Flow of Orders: Berger distributes itself to retailers throughout Pakistan by a mechanized Order flow structure Decoration: Warehouse- Order Place Purchase Document (PDP) (B.O.M) Lab/Reference Files Production Schedule. Industrial: Regional Office or Warehouse Technical Department Lab Reference Purchase Order (PO) Warehouse Store Production Schedule. Overview: Total No. of Materials = 2500 different materials Average Imported Materials = 60% (i.e. 1500 materials) Most important and Expensive Material = Titanium Di-Oxide (TiO2) Purpose = Adds durability to the products. (only used by Berger and ICI) Usage = 200 ton/month Economic Order Quantity (EOQ) = 600 tons Price = $2000/ton MRP/MPS/ERP Master production scheduling (MPS) The objectives of this module are to help Berger Pakistan to anticipate shortage before its occur, (current stock, purchasing order, manufacturing order & sales order) these activities

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creates a projection of your stock levels anywhere from a week to several years in advance through this you can easily highlights your shortage in red and excess in green. Drill down in any item to analysis of stock activity, through MPS you can easily see what exactly the shortage will appear if we execute the specific production plan. Material Requirement Planning MRP serve as a bridge between the master production schedule and real purchase order and manufacturing order. MRP shows which item have to purchase, in what quantity, and when the order should be placed so that the required material will arrive just in time. Procurement Process: 1) Forecasted Procurement: As sales are forecasted for the next upcoming three months and consistent changes are made for the deviations created in the market due to any factor.(e.g. if we are standing at November 2006 we will forecast for Febuary 2007) So, procurement planning is also made for the next three months as 60% of raw materials are imported and only 40% are locally acquired, so, the lead time is:
Materials

Imported

Locally Procured Lead Time: 10 - 15 days

Lead Time: 7090 days

Resin one another important material which is used in bulk quantity availability of it is very unfrequent and profit margin is sometimes very high.

Therefore they manufacture themselves.

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2) Bill Of Material (B.O.M.) 3) Querying Sources of Suppliers of Raw Material Sample of raw material is acquired from the suppliers and tested for quality assurance that it is up-to the mark. Defects are checked till the raw material is consumed and final product is made and usually no defects are found as Certificate of Analysis is made by the Procurement and the Laboratory (+ QCC) departments. 3) Price Negotiation 4) Performa Invoice is called 5) Purchase Order is placed 6) Establish Letter of Credit (L.C.) 7) Revival and Recovery of Original Documents: Bill of Lading Invoice Certificate of Analysis (Confirms no deviation in order) Letter of Credit

8) Clearing Agents 9) Delivery and Possession of Material 10) Good Receipt Note

Manufacturing Overview: Maximum Capacity: 110,000 litres/day (1000 Kg per day.) Forecast: 3,300,000 litres/month Actual Capacity: 2,500,000/2,600,000 per Month

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General Manufacturing Process Types of Products:

Products

Water Based

Solidse.g. Powder
Paints

Lead Time: 1.5 day

Lead Time: 4 - 5 days

Batch Sizes: (actually done in Weights as Raw material is charged in weights but the output is in usually in the form of Liquid through Standardized Formulae) 200 litres smallest batch sizes then 400 litres and so on. If there is an order of 300 litres of industrial product (P/O) then the production department asks the clients to go for 200 litre or 400 litre or see other orders of same specifications to produce combine. Brief Manufacturing Processes: a) Material Acquisition from Store: Store is controlled by the Procurement Department. Any material required by production Department is ready after max 24 hours. As this store issues raw material from the warehouse which orders raw material of 3 months ahead by the forecast created and approved by the sales department. E.g. if standing in November the forecast will be approved for Febuary and the Material Procurement process will come into action. Note: The daily deviations are also reported to all the departments as any new extra or out of ordinary orders are placed. b) Mixing: after grinding raw materials are mixed c) Charging: it is the phase of production in which the raw materials are inputted into machines as there are many types of raw materials and are in bulk quantities keeping
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in mind the exact standardized quantity of raw material to achieve consistent quality and d) Grinding: Grinding the raw material of solid form and mixing of liquid raw material with it. After this process the output is in the form of paste and this similar to the base material. e) Finishing: Raw materials for the durability, bonding and glossiness of the paint are added. f) Colour Matching:Colour is added and checked according to the specified standards and according to the ordered requirement. g) Quality Check (Q.C): the quality of the product is checked in all terms and respects including colour, shine, bonding, base material, drying procedures, drying time etc. h) Filing: The Orders for the filling packs or tins are given at the time when production Schedule is made, so by the time manufacturing is completed the empty packs and tins are ready and available from the supplier. Filing of Industrial Products of 2000 5000 litres takes one day. And filling of Decorative products of 2000 8000 litres a day. 1) Printing: Ink Jet printing is used to print each tin or packets. A single packet or tin takes 1 min for printing. 2) Storing: all the finished goods after packing and printing are stored in the warehouse

Orders

which is situated within the premises of Berger Pakistan S.I.T.E.

Container Div. (Tins)

PDP (B.O.M.) Production Planning Store (RawBottlenecks: Material) Charging (1-2 hours)

Colour Matching + Quality Control (2-3 days)

Tin Preparation Filling

Tanks (Large Batch)

Pots (Small Batch)

(1 day) Ink Jet Printing

Grinding (5-6 hours)

Quality Control

Store
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1) Grinding 2) Color Matching 3) Quality Control

LOGISTICS Warehouse & Distribution As paint is a product that is very sensitive to seasonal conditions that is why warehousing should be according to the specific needs that are required to store particular type of paint .As for plastic emulsion it can be stored at room temperature that should not exceed 27 degree centigrade on the other hand for stoving paint that is particularly for automotives air conditioning is also required. So Berger paints has state of the art warehouses that are completely RCC structured as well as some warehouses are equipped with air conditioners.

Companys Code Of conduct

Standards of Conduct The Company expects all Directors, employees, agents and contractors to take steps for furthering safety and welfare of citizens and for ensuring a cooperative, efficient, positive, harmonious and productive work environment.

Those who neglect or willfully breach this Code may be subject to corrective action, which may include termination. Shareholder Value The Directors and employees of the Company shall be fully committed to enhancing shareholder value and net worth. Every member of the Board and employees shall take adequate steps and measures that would have been taken by a man of ordinary prudence towards achieving this objective.

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Conflict of Interest The Directors and employees shall not participate in the decision making process in respect of any subject matter where there is a conflict of interest between the interest of the Company and the personal interest of such persons. The Directors and employees shall also not participate in taking decisions in respect of any matter or transaction involving an organisation, firm or a person in which case such Directors or employees may be deemed to be interested. Gifts The Directors and employees shall not accept any gift, hospitality or material benefits from any agent/contractors/vendors or other parties with whom the Company has a business relationship. Gifts customarily given on special occasions like New Year, Eid etc., not expensive in value or distributed generally and openly at ceremonies and a business lunch or dinner shall not come under purview of this Clause. Participation by employees in general customer meets, seminars, conferences organized by business partners under an open invitation will also not fall under the purview of this clause. Business Opportunity The Directors and employees shall not take advantage of any business opportunity belonging to the Company and known to them to be so belonging. Time and Attention The whole-time Directors and employees shall devote full time and attention to the affairs of the Company and shall not engage in any other profession or calling which impairs their ability to do so. Quality Directors and employees shall function so as to ensure that the Company preserves its reputation in the market, supplies quality products and valued services to the customers, both internal and external, and will continuously work towards enhancement of the Company's goodwill.

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Dissemination of Information Directors and employees shall ensure that all information, which is made available by the Company to the public, is correct, and is free from ambiguity. Information related to the Company and not in the public domain will be generally treated as confidential. Confidential information will be deemed to be a valuable asset and shall be treated as such by all employees and Directors. The Company shall be entitled to take all such steps as may be required to prevent any unauthorised disclosure of information. Funds Every employee shall be personally responsible for the Company funds over which he or she exercises control. Company funds must be used only for Company purposes. Every employee will ensure that he or she and the Company's agents and contractors take all reasonable steps such that the Company receives value for the Company funds and accurate and timely record of each and every expenditure is kept. Records Every employee shall take necessary steps to preserve records as may be necessitated by law and the Company's business. Records include written documents, CD's, computer hard disks, email, floppy disks, microfilm, microfiche and all other media. Compliance with Laws The Directors and employees shall take steps to ensure that the Company complies with applicable laws, regulations, rules and regulatory orders. They will also seek such compliance from the Company's contractors and agents.

All employees shall comply with applicable laws in Pakistan and non-compliance will render them susceptible to action by the Company.

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Utilization of Assets The Directors and employees shall ensure that the assets of the Company are utilised in the best interest of the Company and not for their personal benefit, unless specifically allocated for such purpose. Non-discrimination All other factors being equal, Directors and employees shall not discriminate on the basis of race, religion, colour, creed, sex, disability or marital status. Any form of sexual harassment is prohibited. Complaints of sexual harassment will be investigated and action taken against offending persons. \ Benefits No Director or employee shall derive any undue benefit from the Company which would not be otherwise available to him or her in the course of the Company's business. Enforcement 1. All the present Directors and employees of the Company shall be deemed to have accepted this Code. All other persons who may become Directors and employees shall be deemed to have accepted the Code from the date when they become Director or employee of the Company. 2. The Company Secretary shall be the compliance officer for the purpose of this Code. 3. All Directors and Managers will have to make an annual affirmation of the Code. Any person aware of violation of the Code may lodge a written complaint with the Compliance Officer. 4. The Company may suomoto undertake internal investigation or enquiry in respect of a suspected breach of the Code. 5. This Code may be amended by the Board of Directors of the Company.

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SAFETY It's always a good idea to check out the safety information relating to the specific type of paint that you're using, prior to commencing your project.

Product Safety Advice: Keep out of reach of children. If you're using an oil based paint, then try to avoid any prolonged or repeated skin contact as the base is irritating to the skin. If you're painting indoors, ensure you provide adequate ventilation by keeping windows and doors open during use and while drying.

When spray painting an oil based paint, or painting an interior wall or ceiling with an oil based paint, wear a respirator with a combined vapour/particle cartridge.

Remember that oil based paint is flammable so make sure you eliminate any potential sources of ignition, such as cigarettes or devices that generate sparks. First aid: Eye contact: If contact is made with the eyes, then hold your eyes open and flood them with luke warm water for at least 5 minutes and then immediately consult a doctor.

If swallowed: Do not induce vomiting. Drink plenty of water and seek immediate medical help.

Skin contact: If skin contact occurs, remove any contaminated clothing and wash your skin

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CONCLUSION

The internship done at Berger paints private Limited, Cochin (stock point) was undertaken with the objective to get an idea about the administration, management of business firms. It enabled to understand the various functions of each department of a manufacturing firm. Berger Paints India Ltd. (an ISO 9001 Company) has come a long way in the highly competitive Indian paints industry. Today Berger Paints India Limited, having solely used and developed the name and trademark BERGER and all its variants in India, is a household name in paint., besides four facilities overseas. It has a workforce of over 2300 employees and a countrywide distribution network of 12000 plus dealers. Innovation is an important part of improving the quality of the environment while maintaining a strong industrial base in the industry.

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BIBLIOGRAPHY

WEBSITES
www.bergerpaints.com www.wikipedia.com

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