THE UNIVERSITY OF BURDWAN

THE DEPARTMENT OF BUSINESS ADMINISTRATION

THE DEPARTMENT OF BUSINESS ADMINISTRATION

A project report on the INDUSTRIAL TOUR 2012 at AMBUJA CEMENT PLANT,DARLAGHAT,

HIMACHAL PRADESH

Amit kumar
MBA 3RD SEMESTER ROLL NO. 28 DEPARTMENT OF BUSINESS ADMINISTRATION THE UNIVERSITY OF BURDWAN

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

CONTENTS
1. INDUSTRY TOUR & ITS IMPORTANCE 2. INDUSTRY TOUR 2012 OF THE DEPARTMENT OF BUSINESS ADMINISTRATION, THE UNIVERSITY OF BURDWAN INDUSTRY VISITED PLACES VISITED. DATE,TIME & PLACE OF COMMENCEMENT & RETURN OF THE TOUR ROUTE MAP OF THE TOUR

3. INDUSTRY VISITED: AMBUJA CEMENT PLANT 3.A. COMPANY PROFILE 3.B. VISION & VALUES 3.C. TOP MANAGEMENT 3.D. CEMENT PRODUCTION PROCESS 3.E. HUMAN RESOURCE ACTIVITIES OF AMBUJA CEMENT 3.F. MARKETING ACTIVITIES OF AMBUJA CEMENT 3.G. FINANCIAL PERFORMANCE OF AMBUJA CEMENT 3.G. (1) FINANCIAL PERFORMANCE FOR THE FULL YEAR ENDED 2011 3.G. (2) FINANCIAL PERFORMANCE IN 2012 (QUARTER 1 & 2) 3.G. (3) FINANCIAL ANALYSIS FOR THE LAST FIVE YEARS

4. PLACES VISITED 4.A. A JOURNEY FROM KALKA TO SHIMLA & OTHER PLACES IN SHIMLA) 4.B. SHIMLA 4.C. DHARMASALA 4.D. DALHOUSIE 4.E. AMRITSAR

Amit kumar Page 2

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

5. PHOTOGRAPHS 5.A. AMBUJA CEMENT PLANT(DARLAGHAT) 5.B. KALKA TO SHIMLA 5.C. SHIMLA 5.D. DHARMASALA 5.E. DALHOUSIE 5.F. AMRITSAR Golden Temple Jallianwala Bagh Wagah Border

6. ANNEXURE 6.A. PROFIT & LOSS ACCOUNT FOR THE LAST FIVE YEARS 6.B. BALANCE SHEET FOR THE LAST FIVE YEARS 6.C. QUARTER 1 & QUARTER 2 RESULTS FOR THE YEAR 2012

Amit kumar Page 3

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012 1.INDUSTRY TOUR AND ITS IMPORTANCE
The concept of Industrial visits has been woven into the academic practices of the institute keeping in mind that experiential learning is the ethos of Xcellon. The motive is to provide the students with a right blend of theoretical learning and an opportunity to witness how those concepts are utilized in the practical environment. The visits provide an excellent opportunity for the students to comprehend the complexities faced by the organizations in various stages and the implications that decisions have. Students also get to know about the intra and interdepartment linkages within the organization and understand behavioral aspects within an organization. The larger aim of the visits is to make the students relate to the value-chain as followed by firms in the Industry. Value chain refers to processes and activities right from the sourcing of raw materials to the point where the final product reaches the end customer

2.INDUSTRY TOUR 2012 OF THE DEPARTMENT OF BUSINESS ADMINISTRATION,THE UNIVERSITY OF BURDWAN

INDUSTRY VISITED

GUJARAT AMBUJA CEMENT PLANT,Darlaghat,Himachal Pradesh PLACES VISITED STATE: HIMACHAL PRADESH(Places:Shimla,Darlaghat,Dharmasala,Dalhousie) Punjab(Amritsar) DATE,VENUE & TIME OF COMMENCEMENT & RETURN OF THE INDUSTRY TOUR DATE OF COMMENCEMENT : 15TH February,2012 PLACE OF COMMENCEMENT : Burdwan Railway Station TIMING OF COMMENCEMENT: 8.54pm DATE OF RETURN ROUTE MAP OF THE TOUR
BURDWAN TO KALKA 1633 KM

: 27TH February,2012

From Burdwan

Kalka(by Kalka mail)

Shimla(by toy train)

KALKA TO SHIMLA 96KM SHIMLA TO DARLAGHAT (AMBUJA) 47KM SHIMLA TO DHARMASALA 152 KM

Darlaghat(Gujarat Ambuja Cement Plant) & Dalhousie Amritsar (by Amrisar Mail) Burdwan Amit kumar Returned to

DHARMASALA TO DALHOUSIE 117KM DALHOUSIE TO AMRITSAR 185 KM AMRITSAR TO BURDWAN 1826KM

Page 4 Returned to Burdwan

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

3. INDUSTRY VISIT: AMBUJA CEMENT PLANT

Ambuja Cements Ltd. (ACL) is one of the leading cement manufacturing companies in India. The Company, initially called Gujarat Ambuja Cements Ltd., was founded by Narotam Sekhsaria in 1983 with a partner, Suresh Neotia. Sekhsarias business acumen and leadership skills put the company on a fast track to growth. The Company commenced cement production in 1986. The global cement major Holcim acquired management control of ACL in 2006. Holcim today holds little over 46% equity in ACL. The Company is currently known as Ambuja Cements Ltd.

3.A.COMPANY PROFILE
Ambuja Cements Ltd is a major cement producing company in India. The principal activity of the company is to manufacture and market cement and clinker for both domestic and export markets. The company has five integrated cement manufacturing plants and eight cement grinding units. The company subsidiaries include Kakinada Cements Ltd, M.G.T Cements (Pvt) Ltd and Chemical Limes Mundwa (Pvt) Ltd. Ambuja Cements Ltd was incorporated in the year 1981 as Ambuja Cements Pvt Ltd. The company was established as a joint venture between the public sector Gujarat Industrial Investment Corporation (GIIC) and Narottam Sekhsaria & Associates. In May 19, 1983, the company was rehabilitated into a public limited company. Also, they changed their name to Gujarat Ambuja Cements Ltd. In the year 1985, the company set up a cement plant up in technical collaboration with Krupp Polysius, Germany, Bakau Wolf and Fuller KCP. During the year 1988-89, the company commissioned the 12.6 MW diesel-generating sets. In the year 1991, they got necessary approvals for setting up another cement plant with 1 million tonne capacity per annum at Himachal Pradesh. In the year 1997, the company started commercial production in Kodinar plant with an enhanced capacity. In the year 1998, they set up a $20 million clinker Grinding unit in Sri Lanka. In the year 2000, giants Larsen & Tubro (L&T) and Gujarat Ambuja Cements entered a unique agreement to reduce transportation costs in dispatching bulk cement in Gujarat. Also, they entered into an annual contract with a Soinhalese firm, Mahaveli Marine Cement, to supply around 2.5 lakh tonnes of cement. In the year 2002, the company started commercial production at Maratha Cement Works plant. In June 2002, they started commercial production in the new 2-million tonne Greenfield cement plant at Chandrapur, Maharashtra. In the year 2004, Ambuja Cement Rajasthan was amalgamated with the company. In February 2005, the company set up a cement mill with a capacity of 80 TPH at Darlaghat and commenced commercial production. They commissioned a captive thermal power plant with two 12 MW Steam Turbo Generators (STG), with two boilers of 45 TPH capacity each at a cost of Rs. 94 crore. The first STG was commissioned in February 2005 and the second in May 2005. In July 2005, Indo-Nippon Special Cements Ltd, a subsidiary company was amalgamated with the company. The company set up new clinker capacity at Bhatapara in Chattisgarh and Rauri in Himachal Pradesh, each having a capacity of 2.2 million tonnes per annum cost of 1600 crore. The company changed their name from Gujarat Ambuja Cements Ltd to Ambuja Cement Ltd in the year 2007. The company commenced commercial production at two new 2.2 million tonne clinker production lines, at Bhatapara (Chattisgarh) and Rauri (HP) in December 2009 and January 2010 respectively.

Amit kumar Page 5

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

In February 24, 2010, the company inaugurated their cement plant (grinding unit) at Dadri, Uttar Pradesh with the capacity of 1.5 million tonnes. In March 27, 2010, they inaugurated their cement plant (grinding unit) at Nalagarh, Himachal Pradesh with the capacity of 1.5 million tonnes. During the year, the company commissioned an additional 30 MW captive power unit at Ambujanagar (Gujarat). In October 2010, the company signed an agreement with the Rajasthan State Industrial Development and Investment Corporation, to set up a 2.2 million tonne clinkerisation unit in Nagaur district. In December 2010, the Dadri Grinding Unit in its very first year of operation received the Integrated Management System (IMS) Certification, including ISO 9001:2008, ISO 14001:2004, and OHSAS 18001:2007 by BSI (U.K.). In the year 2011, the company started commercial production in a new cement mill at a cost of approx Rs. 185 crore at Bhatapara plant. Also, they commissioned a new cement mill of 0.9 million tonne cement grinding capacity at Maratha Cement Works plant at a cost of approx Rs. 61 crore. The company commissioned a 7.5 MW Wind Mill project in Kutch, Gujarat at a cost of Rs. 46 crore. The company increased the installed capacity in Bhatinda grinding unit in Punjab by 0.1 million tonne to reach at 0.6 million tonne. Also, they increased the installed capacity in Farraka grinding unit in West Bengal by 0.25 million tonne to reach at 1.25 million tonnes. In June 2011, the company made strategic investments in Dang Cement Industries Pvt. Ltd, Nepal and acquired 85% shareholding for Rs. 19.13 crore to help further expansion of capacity in the northern region of India and Nepal. In September 2011, they acquired 60% shareholding in Dirk India Pvt Ltd, Maharashtra Rs. 16.51 crore. The company entered into a joint venture for speciality cement manufacturing facility in Goa with Counto Microfine Products Pvt Ltd.

3.B.VISION & VALUES

VISION To be the most sustainable & competitive company in our industry VALUES 1.Delighted Customers My actions speak more about my company than a mere advertisement. My function, however remote to the customer, ultimately leads to satisfying him. My connection to him is like God. I may not see it. But, it exists. 2.Inspired Employees I don't need orders to trust my colleagues. I don't need orders to seek challenges. Or to meet them either. That, I know, is I CAN. 3.Enlightened partners I will build enduring relationships with my dealers and suppliers. The full benefit of our engagement with dealers and suppliers will only come when they act as partners in satisfying

Amit kumar Page 6

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

the customer. I will, therefore, create win-win associations between my dealers, suppliers, my company and my customers.

4.Energised Society I will energise, involve and enable people around me to realize their potential. The communities around me are a part of my support system. A small improvement in their life will have a multiplier effect for everyone. 5.Cleaner Environment - Pollution control & natural resources I will leave a cleaner planet for my children. For this, I dont need the rule book. I will use Nature responsibly and conserve its resources. If I allow Nature to replenish itself, it will provide me with a permanent livelihood. And, the benefit will extend even to my childrens children. 7.Safety I will adopt zero harm practices at work and everywhere. I never forget that my familys future depends on my safety.

3.C.TOP MANAGEMENT OF AMBUJA CEMENT

N. S. Sekhsaria, Chairman Paul Hugentobler, Vice Chairman M L Bhakta, Director Bernard Fontana, Director Nasser Munjee, Director Rajendra P Chitale, Director Shailesh Haribhakti, Director Omkar Goswami, Director Naresh Chandra, Director Onne van der Weijde, Managing Director

Executive Management Team

Mr. Onne van der Weijde, Managing Director Mr. Ajay Kapur, Chief Executive Officer Mr. J.C. Toshniwal - Business Head (North) Mr. S.N. Toshniwal - Business Head (East) Mr. Sanjeev Churiwala, Chief Financial Officer Mr. B.L. Taparia, Company Secretary & Corporate Sustainability Officer Mrs. Meenakshi Narain - Joint President (HR) Mr. Vivek Agnihotri, National Head - Marketing & Commercial Services Mr. Ghassan Broummana , Head - TSS Mr. Shakti Arora, Head - Central Purchase Officer

Amit kumar Page 7

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

3.D.CEMENT PRODUCTION PROCESS

Amit kumar Page 8

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

Amit kumar Page 9

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

3.E. HUMAN RESOURCE ACTIVITIES OF AMBUJA CEMENT

To build and sustain the competencies of employees for continuous growth and development, the company create a Learning Culture in the organisation. The objective is to improve performance of our employees through: Updating knowledge & skills Enabling transfer of new learning to the work environment

This ensures that the manager not only demonstrates excellence in his or her defined role but is able to take on bigger responsibilities and deliver higher levels of performance. All the learning programs are aligned with the 14 core competencies identified for success and effectiveness in the organisation at various managerial levels. All modules are based on the experiential learning approach. Action for Personal Excellence (APEX) for Front Line Managers

Amit kumar Page 10

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

Perspective: APEX aims at inculcating grooming skills and developing the right attitudes among our Front Line Managers, enabling them to enhance their professional and personal performance. APEX is a reflective and interactive module and aims to remove various barriers to growth and professional effectiveness. Program Objectives: To To To To enhance self-awareness and learn how to use this awareness for personal and professional development encourage teamwork develop communication skills align individual and organisational objectives

Building Tomorrows Leaders (BTL) For Middle level Managers Perspective: The organisations middle level managers have achieved high levels of proficiency in technical and functional skills. To enable them to handle larger roles they need to be formally introduced to the next level of managerial competencies. BTL is designed to help middle level managers understand and achieve the required managerial competencies, through continuous learning and practice. Program Objectives To To To To To develop leadership skills foster teamwork enhance self-development align individual goals towards organisational objectives enhance understanding of core functions and the curriculum

Leadership Development Program (LDP) for Middle - Senior management levels Perspective: To develop the potential competencies of future leaders, we have designed an LDP program in partnership with IIMA. The program combines skill building with the exploration of good management practices, as well as exposure to critical new perspectives and approaches in general management and leadership development. Program Objective: To understand general managerial concepts and frameworks in the context of blending the best from both Ambuja Cements and Holcim To develop strategic orientation and ability to integrate long term and short term perspectives Become customer focused; create and deliver customer value To manage operations strategically To understand financial metrics and the impact of operating decisions on financial performance To learn how to lead team members to high performance and lead by example To manage change and transformation in the organisation

Focus:The major focus of the program is on knowledge and skills in order to increase operational performance and managerial effectiveness - both within and across functions. The program focuses less on "what" to achieve and more on "how" to achieve performance targets.

Amit kumar Page 11

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

Corporate Learning Program for Middle Senior management levels Perspective: Our corporate learning events such as the Senior Management Program (SMP) and the Management Seminar (MS), Senior Leadership Program (SLP) and Leadership Seminar (LS), are designed to hone leadership competencies of senior and middle management employees. The programs are in line with our parent companys philosophy of empowering people by enhancing the requisite leadership competencies. Program Objectives: To enhance competence in the areas of strategic execution, effective delegation, fostering team development, networking and collaboration among Holcim managers, leading to self-development and improved professional effectiveness. HR TRANSFORMATION PROGRAMME: The changing market dynamics requires new HR approaches and strategies. Assimilation as part of a global company, also poses new challenges for the organisation. In a rapidly changing business scenario, business leaders provide direction and resources, while Human Resources ensure an enabling organisational culture. To this end, Ambuja Human Resources has undertaken a series of initiatives as part of the HR Transformation Programme. This HR Transformation programme will focus on the following systems and other interventions in order to bring about a healthy cultural change across the organisation: Employee Engagement Survey SAP HR GET Program and Employee Value Proposition KRAs for all executives Job Evaluation Hay MSL Succession Planning and Talent Bank Management Development programs across all levels Knowledge Portal Development Centre Performance management and Dialogue Innovations program Reward and Recognition program

SOME HR Initiatives Stretch Assignment A stretch assignment requires an employee to go beyond the job description. It challenges people to stretch, learn new skills, surprising everyone, specially themselves. the Process First, people who are ready to step out of their comfort zones and are enthused about challenging themselves, are short listed. One by one, each person is given the opportunity to grow and fulfil his or her true potential.

Amit kumar Page 12

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

The persons concerned interact with a panel of experts who assess their backgrounds, capabilities and potential. The most important consideration is whether the person is willing to stretch, do whatever it takes, put it all on the line, to reach the next level and the next. Three important ingredients go into the change factor for every individual: 1.Top management support 2.Self-drive and motivation 3.The Holcim factor: Holcim acts as a catalyst. It allows group companies to develop their own formula and often the formative mettle in the test-tube does turn to gold. Balance ScoreCard This is a modern management tool to monitor the performance of employees at all levels within the organisation. When the concept was explained it was enthusiastically received. It serves literally as a measure of how each one scores on crucial parameters. Leadership Pipeline Under this programme middle to senior level employees are given two weeks of intensive training focusing on their stretch objectives. Each batch consists of 30 people. The programme has been designed in consultation with IIM Ahmedabad and is followed by a 360-degree evaluation of each participant.

3.F. MARKETING ACTIVITIES OF AMBUJA CEMENT

Ambuja Cements formerly Gujarat Ambuja is one of India's largest cement brands. The company came into existence in 1983. Ambuja Cements is a classic example of a successful commodity branding. Indian cement market is different from the rest of the world because the largest segment of buyers of cement in India is the individual home owners rather than the institutions. Although this scenario is witnessing a change due to the boom in the organized realty sector, individual home owners form a significant segment that no cement marketers can ignore. Although these individuals s purchase cement, they are not the decision makers in the buying process. The intermediaries like the contractors , masons etc take up the role of the influencer/decision makers in the purchase of this product. Since the consumers view this product as a commodity, the involvement of ordinary home owners in the purchase . Ambuja Cements is one of the companies that realized the potential of brand as a differentiator. Even in the eighties, Ambuja cements started its activities for building the brand. Infact according to Superbrands report, Ambuja cements

Amit kumar Page 13

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

is the first cement brand to start advertising in television. Ambuja Cements also used the outdoors extensively to reinforce the brand image and enhance brand recall. Ambuja Cements also focused on influencing the other players in the business like the contractors/masons and engineers through camps and meets. These initiatives helped Ambuja to charge a premium over other brands. With the competition hotting up from Grasim + Ultratech, Ambuja Cements could hold on to its share because of the brand equity it had created over these years. While branding the cement commodity,Ambuja Cements concentrated on its core brand promise of " Strength ". All through its campaigns, the brand was very consistent on reinforcing its positioning as the " Strongest " cement . The brand was also very clever in selecting a unique logo. Commodities are boring products . But for smart marketers, this is also an opportunity to make a difference. Ambuja cements bought in lot of humor to this ( otherwise) boring product. Most of its campaigns are humorous which makes the consumers stick to the advertisements . The ad which we like most is the ad where the brothers ( Boman Irani) try to break the wall which they put up to separate their houses when they were fighting with each other.

These ads reinforce the core positioning of Ambuja as a strong cement. Strength is a very highly relevant attribute as far as customer is concerned. While branding a commodity, the critical question is whether these ads can influence the consumers to change their commodity mindset towards this category. The answer is definitely affirmative. We have noticed many home owners directly procuring these products for their home construction because they don't trust the contractors. In these scenarios, high brand recall will give the edge for the brands.

PRODUCTMIX: Cement industry does not have a large product mix and same applies for Ambuja Cements .The product mix can be classified on the basis of the types of cement available Types of cement produced at Ambuja Cementsare: Mortar Cement Portland Pozzolano cement(PPC)-PPC is manufactured by blending a mixture of ordinary portland cement and pozzolan a materials such as fly ash, in proportions not less than 15percent and not over 35percent by weight of cement.The Portland Pozzolana Cements ideally suited for the following construction viz Hydraulicstructures, Massconcreting works. Ordinary Portland cement(OPC) (GRADE-43,GRADE-53,GRADE-33) The 43grade OPC is the most popular general purpose cement in the country today.The production of 43 grade OPC is nearly 50% of the total production of cement in the country.The 43 grade OPC can be used for following applications :General Civil Engineering construction work RCCworks(preferablywheregradeofconcreteisuptoM-30) ,tiles ,pipeset cAsbestos products such as sheets and pipesNon-structural works such as plastering,flooringetc White Cement PPC is manufactured by blending a mixture of ordinary portland cement and pozzolana materials such as fly ash ,in proportions not less than 15 percent and not over 35 percent by weight of cement.It is sold in packets of different quantities:1.OPC contains a mixture of portland clinker and gypsum ground to a very fine powder.About75% of all the cement produced goe sintoready-

Amit kumar Page 14

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

Mix concrete, which is used for buildings,bridges, sidewalks, walls and all types of structures.The rest is used for building materials such as concrete blocks,pipesand pre-casts labs in roadbuilding and repairs and other nation building applications. The Group's principal activity is to manufacture and market cement and for both domestic and expor tmarkets. Now a days cement manufacturing companies also provide ready mix concrete for construction sites. BRAND NAME STRATEGY The company and its product is named after the place where its first manufacturing plant was setup .i.e. Ambuja Nagarin Gujarat Due to limited products they are named under the product family name of Ambuja Cements. The company was initially named Gujarat AmbujaLtd. Which was changed after Holcim bought 46% stake in Gujarat AmbujaLtd. The only way the products in the product line can be differentiated through is the different grades the cements have and the different types of cement i.e PPC,OPC,white cement. PACKAGING Woven sacs are the most cost effective packaging.There are various types of bags made out of PP/HDPE and with or without lamination.Apart from it there are Jumbobags which are used to pack bulk quanitities. Off late Woven fabric which is the first stage of Woven sacks,is a preferred medium for bale wrapping and rain protection in the form of Tarpaulin.Visual appeal is not a major concern.Thus,it does not require any specialized designing of product package to attract customers as other products do.The major concern is ease of transportation,storage,minimizing pilferage.The package of Ambuja cement is yellow in colour with woven ends and has hooks sothat the porters find it easy to load and unload without hampering the main package. Lt also has its trademark logo of a macho holding building which highlights the messageGIANT COMPRESSIVE STRENGTH. The package should not allow entry of water as cement hardens when it comes in contact with water PRICING PRICING The prices of Ambuja Cement bag varies across different states.This variation in prices can be observed all over India.The major factors contributing towards the variation in prices are the regional transportation costs,the variations in regional supply and demand, difference in the intensity of competition amongst local retailers and distributors. Apart from this the prices keep on varying throughout the year depending upon the demand and supply dynamics,the costs of raw material used and other factors. PLACE:DISTRIBUTION CHANNELS INVOLVED They have a nation wide reach with strong footprints in the West,North and EastIndia. Their cement plants cover strategic locations in all these regions. A wide dealer network of over 26000 dealers and retailers nurture done powered partnership enables Ambuja cement to reach even the tiniest village. The concept of a two-tier distribution chain comprising of manufacturers and dealers functions very well.It is a perfect and simple set-up ,in the sense that manufacturers sale cement to dealers.From thereon,the onus is on the dealers who established contact with builders,government and institutional buyers, and sold to retailers. Distributor network in cement industry is highly dominating and companies are compelled to hire as they do not really have that rapport and touch with the end consumer of their product.Apart,from this,the distributors have storage facilities as well which help control well in the entire supply chain as they are the ones who bring orders and therefore are directly responsible for the business that a manufacturer would do However,with the mushrooming of large plants engaging in cut-throat competition to grab a bite of the market pie, Indian cement companies are now beginning to a do innovative strategies that have revolutionized the way cement is sold in India. What was predominantly sold in bags

Amit kumar Page 15

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

is now being sold in bulk,albeit in different quantities. Also,with a view to adding value to their products,manufacturers have now started selling concrete instead of cement. PROMOTION ROLE OF SALES PERSONNEL IN PROMOTION The major customer base which buys cement in India today are the household owners, real estate construction companies. Though the end customer the purchase is influenced by opinion leaders viz. contractors, masons, architects,etc. Thus,to attract them Gujarat Ambuja cements sales teams organize seminars for contractors and masons.They also interact with retailers and distributors who are the channel members representing the company to the end customer.They act as the connecting link.They also act as a channel between the company and contractors.The retailers or distributors play an important part in influencing the end customer. USE OF ADVERTISEMENTS IN PROMOTION Ambuja cements are the pioneer of branding in cement industry.Ambuja Cements is one of the companies that realized the potential of brand as a differentiator.Even in the eighties,Ambuja cements started its activities for building the brand.According to Super brands report,Ambuja cements are the first cement brand to start advertising on television. It also uses outdoors for advertising to enhance the brand recall.These activities include hoardings during major festivals like Ganeshfestival in Maharashtra,wall painting sandboards at retailstores. Ambuja has been harping on itsgiant compressive strengthproposition;the brand even created the visualof agiant and then a broken hammer.Perhaps its most memorable ad was the one involving two estranged brothers trying to breakdown the wall that runs between their houses(Bhai Bhai,featuring Boman Irani).After that humorous attempt, came some ads which presented the brand in a sentimental vein(theDadiad),a move that Vivek Deshpande, Ambuja Cements vice president for brand and promotions,agrees was rather disastrous,so much so that the Bhai Bhai ad wasrecalled.Our new ad is a correction of this,he says,adding that the brand will now strike a balance between emotion and humour. SALES PROMOTION SCHEMES: The sales promotion schemes are not directly implemented for the end user but channel members are the one who benefit from sales promotions.Gujarat Ambuja Cements has anIcan Initiativewhich gives an individual an opportunity in its sales team to comeup with its own idea.Apart from this they also felicitate the best performers.They provide performance based incentives. Besides,Gujarat Ambuja has also launched a host of other performance-linked incentive schemes for its retailers which include gold coins and foreign trips.Also on offer are insurance covers upto Rs5lakh for personal accidents and scholarships for their children.The company has wored out a mechanism under which one particular scheme can be availed of in combination with other available schemes as well.For enjoying a10-day trip to the US or a12-day vacation to Europe or 160 grams of gold,GACL stockists will have to meet a sales target of 2,000 tonnes. To win gold coins,the retailer will have to sell a minimum 100 tonnes upon which he becomes entitled to 8grams of the yellow metal.Thereafter,the retailer can win two grams of gold for every 25 tonnes of cement sold. Retailers can also avail of a combination of two incentive offerings depending on his sales performance.A retailer selling 400 tonnes of cement,for instance, can both enjoy a vacation to Goa and win 16 grams of gold. suit the retailers' wishes.The scheme is an innovative incentive to retailers, and has the effect of tying the retailer closely to the company.

3.G. FINANCE PERFORMANCE

Amit kumar Page 16

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

3.G.(1) FINANCIAL PERFORMANCE FOR THE FULL YEAR ENDED DECEMBER 2011 During the year revenues were up by 14% to Rs. 8587.7 crore which includes Rs. 13.09 crore for sale of power during the current year and Rs. 29.17 crore for the previous year. Raw Material cost for clinker was down by 93% to Rs. 8.82 crore, being 150bps less at 0.1% of sales, other raw material cost was up by 20% to Rs. 568.56 crore which is 40bps more at 6.7% of sales. The power & fuel expenses grew by 18% to Rs. 2006.34 crore and freight charges also by 20% to Rs. 1930.1 crore, each being 110bps and 140bps more at 23.5% and 22.6% of sales respectively. Other expenses grew by 17% to Rs. 1606.66, being 60bps more at 18.8% as a % of sales. These factors dragged the OPM down 300 basis points to 23%. The operating profit was thus up by only 1% to Rs. 1977.02 crore. Other income grew 106% to Rs. 247.88 crore. After providing for the interest cost and the depreciation which grew by 8% to Rs. 52.63 crore and 15% to Rs. 445.15 crore respectively, the PBT before EO grew 6% to Rs. 1727.12 crore during the period under review. During the year, the Company has retrospectively changed its method of measurement of compensation cost relating to method to fair value method for all outstanding unvested employee stock options at the beginning of the year. Accordingly expense was Rs. 33.21 crore. Amount relating to earlier period Rs. 24.25 crore has been disclosed as exceptional item. The EO expense thus stood at Rs. 24.25 crore against gain of Rs. 26.53 crore which included profit on sale of investment in ING Vysya Life Insurance of Rs. 72.63 crore and provision of Rs. 46.1 crore consequent to change in policy of recognizing provision for slow moving inventories of spares based on the age of inventory. PBT after EO grew 2% to Rs. 1702.87 crore. The 400 basis point increase in the effective tax rate to 28% dragged down the PAT by 3% to Rs. 1228.86 crore. Had the Company continued to use the earlier method of measurement for valuation of ESOP cost, the profit after taxation for the current quarter and year higher by Rs. 33.21 crore, Employee Cost for the current quarter and year ended 31st December, 2011 would have been lower b the current quarter and year ended 31st December, 2011 would have been lower by Rs. 24.25 crore.

3.G.(2) FINANCIAL PERFORMANCE IN 2012(QUARTER 1 & 2) Ambuja Cements net profit declines 23.38% in the March 2012 quarter & Sales rise 19.02% to Rs. 2633.31 crore Net profit of Ambuja Cements declined 23.38% to Rs. 312.22 crore in the quarter ended March 2012 as against Rs. 407.48 crore during the previous quarter ended March 2011. Sales rose 19.02% to Rs. 2633.31 crore in the quarter ended March 2012 as against Rs. 2212.51 crore during the previous quarter ended March 2011. The company has net extra-ordinary expense of Rs. 279.13 crore in the quarter ended March 2012 Particulars Sales OPM % PBDT PBT NP Quarter Ended Mar. 2012 Mar. 2011 % Var. 2633.31 39.92 1121.50 721.48 312.22 2212.51 28.34 665.30 559.19 407.48 19 41 69 29 -23

Amit kumar Page 17

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

Ambuja Cements net profit rises 34.94% in the June 2012 quarter & Ambuja Cements net profit rises 34.94% in the June 2012 quarter Ambuja Cements net profit rose 34.94% to Rs. 468.90 crore in the quarter ended June 2012 as against Rs. 347.50 crore during the previous quarter ended June 2011. Sales rose 17.90% to Rs. 2565.95 crore in the quarter ended June 2012 as against Rs. 2176.35 crore during the previous quarter ended June 2011. Particulars Sales OPM % PBDT PBT NP Quarter Ended Jun. 2012 Jun. 2011 % Var. 2565.95 28.64 795.11 673.61 468.90 2176.35 27.50 639.39 532.02 347.50 18 4 24 27 35

Amit kumar Page 18

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

3.G. (3) FINANCIAL ANALYSIS FOR THE LAST FIVE YEARS Key Financial Ratios of Ambuja Cements Dec '11 Investment Valuation Ratios Face Value Dividend Per Share Operating Profit Per Share (Rs) Net Operating Profit Per Share (Rs) Free Reserves Per Share (Rs) Bonus in Equity Capital Profitability Ratios Operating Profit Margin(%) Profit Before Interest And Tax Margin(%) Gross Profit Margin(%) Cash Profit Margin(%) Adjusted Cash Margin(%) Net Profit Margin(%) Adjusted Net Profit Margin(%) Return On Capital Employed(%) Return On Net Worth(%) Adjusted Return on Net Worth(%) Return on Assets Excluding Revaluations Return on Assets Including Revaluations Return on Long Term Funds(%) Liquidity And Solvency Ratios Current Ratio Quick Ratio Debt Equity Ratio Long Term Debt Equity Ratio Debt Coverage Ratios Interest Cover Total Debt to Owners Fund Financial Charges Coverage Ratio Financial Charges Coverage Ratio Post Tax Management Efficiency Ratios Inventory Turnover Ratio Debtors Turnover Ratio Investments Turnover Ratio Fixed Assets Turnover Ratio Total Assets Turnover Ratio Asset Turnover Ratio Average Raw Material Holding Average Finished Goods Held Number of Days In Working Capital Profit & Loss Account Ratios Material Cost Composition Imported Composition of Raw Materials Consumed Selling Distribution Cost Composition Expenses as Composition of Total Sales 2.00 3.20 12.66 55.22 49.43 63.42 22.92 17.25 17.67 17.90 17.90 14.16 14.16 20.96 15.28 13.79 52.38 52.38 21.05 1.14 0.85 0.01 0.01 32.35 0.01 40.81 32.81 10.38 45.92 10.38 0.88 1.05 0.88 15.54 5.97 20.84 19.49 12.18 19.85 0.94 Dec '10 2.00 2.60 12.14 48.18 44.95 63.61 25.18 19.59 19.93 20.01 20.01 16.84 16.84 21.60 17.24 15.19 47.90 47.90 21.63 1.07 0.75 0.01 0.01 32.82 0.01 40.78 34.92 9.19 52.58 9.19 0.85 1.01 0.85 19.91 6.05 10.27 20.01 9.16 20.25 1.33 Dec '09 2.00 2.40 12.58 46.49 39.35 63.86 27.07 22.32 22.87 20.46 20.46 16.78 16.78 27.04 18.83 18.35 42.45 42.45 27.04 0.89 0.57 0.03 0.03 80.15 0.03 93.32 68.63 11.36 37.60 11.36 1.15 1.08 1.15 14.69 4.58 -12.58 23.18 31.66 18.58 2.60 Dec '08 2.00 2.20 11.72 40.60 34.13 63.91 28.85 24.04 24.65 21.17 21.17 22.11 22.11 28.19 24.73 19.07 37.23 37.23 28.19 1.26 0.74 0.05 0.05 52.66 0.05 60.58 52.89 7.54 33.39 7.54 1.10 1.05 1.10 36.96 8.01 28.24 20.23 8.41 19.20 3.69 Dec '07 2.00 3.50 13.49 37.25 27.48 63.92 36.20 31.35 36.26 34.61 23.44 30.53 19.35 38.84 37.95 24.09 30.58 30.58 38.84 1.03 0.64 0.07 0.07 26.02 0.07 28.68 27.45 9.96 48.14 11.13 1.68 1.14 1.09 30.93 7.00 2.53 16.80 11.01 20.95 4.90

Amit kumar Page 19

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

Cash Flow Indicator Ratios Dividend Payout Ratio Net Profit Dividend Payout Ratio Cash Profit Earning Retention Ratio Cash Earning Retention Ratio AdjustedCash Flow Times 46.40 34.06 48.55 63.30 0.03 Dec '11 Earnings Per Share Book Value 8.01 52.38 36.60 28.00 58.47 69.20 0.04 Dec '10 8.26 47.90 35.10 28.19 63.97 71.21 0.11 Dec '09 8.00 42.47 27.94 23.55 63.75 70.81 0.22 Dec '08 9.21 37.26 35.22 31.06 44.44 54.13 0.24 Dec '07 11.62 30.62

3.H. CSR ACTIVITIES

The Ambuja Cement Foundation is the Corporate Social Responsibility wing of Ambuja Cements Ltd. that works with the rural communities surrounding Ambujas manufacturing sites. The Foundation is engaged in a variety of peoplecentric, integrated rural development projects. Since inception, the Foundation has expanded its reach and diversified its programmes to include as many members of its stakeholder group as possible. While working with the participation of the people, ACF has held its mission statement central to all its operations. Presently the Foundation has made its presence felt in ten states across the country and is engaged in programmes like Natural Resource Management, agricultural development and improvement of health status, educational support and economic enhancement.

Amit kumar Page 20

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

4.PLACES VISITED
4.A. JOURNEY FROM KALKA TO SHIMLA
The best way to reach Shimla is to travel by Toy train from Kalka. The railway track is small in width between Kalka and Shimla and is known as meter gauge track opened by British Government in the year 1903. The distance of 96 KM between Shimla and Kalka passes through 102 tunnels and 87 bridges. There are more than 20 stations in this railway system which still uses the old Neals Token Instrument system for track interlocking. It connects Kalka at an height of 656 meter to Shimla at 2076 meter from mean sea level. There are around 900 curves and sharpest curve is of 48 degree. The five hour journey is one of the best train journeys for tourist operated by Indian railway. On July 2nd 2008 UNESCOs world heritage committee has decided to add Kalka Shimla Railway to world heritage list & in a function at Kalka on 9th Nov 2008 this railway line was officially declared by UNESCO as world heritage site. Train No 72451 52457 52451 52453 52455 Train Name Rail Motor KLK SML Pass Shivalk Dlx Exp KLKA SIMLA Exp HIMALYAN QUEEN Dep Time 5.10 4.00 5.30 6.00 12.10 Arr Time 9.50 9.20 10.15 11.05 17.20 Type of Seat FC - First Class FC - First Class CC - Chair Car FC - First Class 2S-Second Sitting CC - Chair Car Remark Temporary Train Regular Train Regular Train Regular Train Regular Train

STATIONS STATIONS KM STATIONS KMS Kalka 0 Taksal 6 Gumman 11 Kanoh 65 Koti 17 Sonwara 27 Dharampur 33 Shoghi 78 Komarhatti 39 Taradevi 85 Barog 43 Jutogh 90 Solan 47 Summerhill 93 Salogra 53 Shimla 96

Kandaghat 59

Kathleeghat 73

TUNNELS Originally 107 tunnels were built on Kalka Shimla Railway Track. In 1930 they were renumbered and four of them were discarded so only 103 were left. In 2006 tunnel number 46 was dismantled so presently only 102 are in use. But tunnel number 103, the last tunnel in Shimla, is still famous as tunnel number 103 as this place has become a famous landmark of the town.The longest tunnel is at Barog, and is associated with local tales and legends INFRASTRUCTURE The line has 864 bridges, one of which is a 18.29 metre (60 ft) plate girder span and steel truss. The others are viaducts with multi-arched galleries like the ancient Roman aqueducts. Bridge No. 493, historically known as the "Arch Gallery", situated between Kandaghat and Kanoh stations, is an arch bridge in three stages, constructed with stone masonry. Bridge No. 226; between Sonwara and Dharampur is an arch gallery bridge having 5 tier galleries of multiple spans, constructed with stone masonry and bridging a deep valley surrounded by high peaks.The railway has a ruling gradient of 1 in 33 or 3%. It has 919 curves, the sharpest being 48 degrees (a radius of 37.47 m or 122.93 feet).

Amit kumar Page 21

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

Climbing from 656 meters (2,152 ft), the line terminates at an elevation of 2,076 meters (6,811 ft) at Shimla. The line originally used 42 lb/yd (21 kg/m) rail but this was later relaid to 60 lb/yd (30 kg/m) rail.

4.B. SHIMLA
Shimla is the capital city of the Indian state of Himachal Pradesh, located in northern India .It is bounded by Mandi and Kullu in the north, Kinnaur in the east, the state of Uttaranchal in the south-east and Solan & Sirmaur to the south . The elevation of the city ranges from 300 to 6000 metres. Shimla is well known as a hub for India's tourism sector. It is among the top 10 preferred entrepreneurial locations in India. As of 2011 Shimla comprises 19 erstwhile hill states mainly Balson, Bushahr, Bhaji and Koti, Darkoti, Tharoch & Dhadi,Kumharsain, Khaneti & Delath, Dhami, Jubbal, Keothal, Madhan, Rawingarh, Ratesh, and Sangri. Shimla lies in the north-western ranges of the Himalayas. It is located at 3137N 7706E / 31.61N 77.10E with an average altitude of 2397.59 meters (7866.10 ft) above mean sea level, the city is spread on a ridge and its seven spurs. The city stretches nearly 9.2 km from east to west. The highest point in Shimla, at 2454 meters (8051 ft), is the Jakhoo hill. Shimla is a Zone IV (High Damage Risk Zone) per the Earthquake hazard zoning of India. Places of interest The Mall is the main shopping street of Shimla. It also has many restaurants, clubs, banks, bars, Post Offices and tourist offices. The Gaiety Theatre is also situated there. People walk up and down The Mall slowly, stopping to gossip, as it is the main meeting place for everyone. The Ridge and Scandal Point are the two main meeting points at The Mall.

The Mall is dotted with many eating places . Christ Church: Situated on The Ridge, Christ Church is the second oldest church in Northern India. It has a very majestic appearance and inside there are stained glass windows which represent faith, hope, charity, fortitude, patience and humility. Jakhu Hill: 2 km from Shimla, at a height of 8000 ft, Jakhu Hill is the highest peak and offers a beautiful view of the town and of the snow-covered Himalayas. At the top of the Hill, is an old temple of Lord Hanuman, which is also the home of countless playful monkeys waiting to be fed by all visitors.A 108 feet (33 metre) statue of Lord Hanuman, a Hindu deity, at 8,500 feet (2,591 metres) above sea level, is single statue to stand at the highest altitude among several other master pieces in the world, overtaking the Christ Redeemer in Rio de Janeiro, Brazil. Shimla State Museum: The Museum, which was opened in 1974, has tried to protect hill-out and the cultural wealth of the state. There is a collection of miniature Pahari paintings, sculptures, bronzes wood-carvings and also costumes, textiles and jewellery of the region. Indian Institute of Advanced Study: This institute is housed at the former Viceregal Lodge, built in 1884-88. Summer Hill: Situated at a distance of 5 km from The Ridge is the lovely township of Summer Hill, at a height of 6,500 ft on the Shimla-Kalka railway line. Mahatma Gandhi lived in these quiet surroundings during his visits to Shimla. Himachal Pradesh University is situated here. Annandale: Developed as the playground of Shimla, Annandale is 24 km from The Ridge at a height of 6,117 ft. It is a favourite spot for cricket, picnics and polo.

Amit kumar Page 22

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

Tara Devi: 11 km from the Shimla bus-stand. Tara Devi hill has a temple dedicated to the goddess of stars on top of the hill. There is a military Dairy Town here as well as the headquarters of Bharat Scouts and Guides. Sankat Mochan: A very famous Lord Hanuman temple is located here. Junga: Junga is near Tehsi, 26 km from Shimla. Its original name (with diacritics) is Jnga and is a former royal retreat of the princely state of Keonthal. It is also known as the Keonthal Estate. Anand Vilas: Midway between Shimla and Junga. "Sarva Dharma Mandir", Temple of all Faiths, is a spiritual group dedicated to Mother Nature. Thousands of visitors and devotees come here every year. There is an "Art is Values" school with students from all over India. Classes are provided free of cost. Mashobra: 13 km from Shimla, site of the annual Sipi fair in June. Kufri: 16 km from Shimla at a height of 8,600 ft, Kufri is the local winter sports centre, and it also has a small zoo. Chharabra: 13 km from Shimla on route to Kufri. Naldehra: 22 km from Shimla, with a nine-hole Naldehra Golf Club. The annual Sipi fair in June is held in Naldehra.

4.C. DHARMASALA
Dharamshala is a city in the upper reaches of the Kangra Valley and is surrounded by dense coniferous forest consisting mainly of stately Deodars. The suburbs of the town includes -- McLeodGanj, Bhagsunath, Dharamkot, Naddi, ForsythGanj, Kotwali Bazaar (the main market of the town), Kaccheri Adda (government offices such as the court, police, post etc.), Dari, Ramnagar, Sidhpur and Sidhbari (where the Karmapa is based) The village of McLeodGanj lying in the upper reaches is known worldwide for the presence of the Tenzin Gyatso. On 29 April 1959, the 14th Dalai Lama established the Tibetan exile administration in the north Indian hill station of Mussoorie. In May 1960, the Central Tibetan Administration (CTA) was moved to Dharamshala. Dharamshala is the centre of the Tibetan exile world in India. Following the 1959 Tibetan uprising there was an influx of Tibetan refugees who followed the 14th Dalai Lama. His presence and the Tibetan population has made Dharamshala a popular destination for Indian and foreign tourists, including students studying Tibet. One of the main attractions of Dharamshala is Triund hill. Jewel of Dharamshala, Triund is one day trek at the upper reaches of McLeodGanj, located at a distance of about 9 kilometres from McLeodGanj. Places of Interest around Dharamshala Mcleod Ganj, Tsuglagkhang (Dalai Lama's Temple), Bhagsunag Falls, St. Johns Church, Dal Lake, Dharamkot, Triund, War Memorial, Kunal Pathri, Kareri, Dehra Gopipur, Nurpur, Trilokpur, Palampur

Jwalamukhi is a famous temple to the goddess Jwalamukhi, the deity of flaming mouth, built over some natural jets of combustible gas, believed to be the manifestation of the Goddess. Raja Bhumi Chand Katoch of Kangra, a great devotee of goddess Durga, dreamt of the sacred place and the Raja set people to find out the whereabouts of the site. The site was traced and the Raja built a temple at that location The building is modern with a gilt dome and pinnacles,

Amit kumar Page 23

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

and possesses a beautiful folding door of silver plates. Under the gaze of the Dhauladhar range and set amidst the undulating hills that character sub-Himalayan Himachal Sati's tongue is believed to have fallen at Jwalamukhi and the goddess is manifest as tiny flames that burn a flawless blue through fissures in the age old rock. The temple located on a small spur on the Dharamsala-Shimla road at a distance of about 20 km from the Jwalamukhi Road Railway Station attracts lakhs of pilgrims every year. No idol is located in the temple and the deity is worshipped in the form of flames which come out from the crevices of the rock. They are natural jets of combustible gas. There is a small platform in front of the temple and a(check usage) big mandap where a huge brass bell presented by the King of Nepal is hung. Usually milk and water are offered and the ahutis or oblations are offered to the sacred flames in the pit, situated in the centre of the temple in between the floor pillars supporting the roof. The deity is offered Bhog of Rabri or thickened milk, Misri or candy, seasonal fruits, milk. There is a mystic Yantra or diagram of the goddess, which is covered with, shawls, ornaments and mantras are recited. The puja has different 'phases' and goes on practically the whole day. Aarti is performed five times in the day, havan is performed once daily and portions of Durga Saptasati are recited. The temple was looted and destroyed by Mahmud of Ghazni in 1009. The Mughal Emperor Akbar, learning about the legends of Jwalamukhi tried to douse the flames with a stream of water. However, the great power of the Goddess, still kept the flames burning. Realizing the power of Jwala Devi, Akbar came with his army to this temple. He brought a Gold umbrella (Chatra) for the Goddess, but on offering, the umbrella turned into an unknown metal suggesting that the Goddess did not accept his offering. Maharaja Ranjit Singh paid a visit to the temple in 1815 and the dome of the temple was gold-plated by him. Just a few feet above the Jwalamukhi temple there is a six-feet deep pit with a circumference of about three-feet. At the bottom of this pit there is another small pit about one and a half feet deep with hot water bubbling all the time. The temple is identified as one among the 52 Shakti Peethas . It is also one of the most renowned temples of Goddess Durga.

4.D.DALHOUSIE
Dalhousie is a hill station in the northern state of Himachal Pradesh, India.The Dalhousie Town was named after Lord Dalhousie who was the British Governor-General in India while establishing this place as a summer retreat. Dalhousie is a hill station in Himachal Pradesh, established in 1854 by the British Empire in India as a summer retreat for its troops and bureaucrats. It is built on and around five hills. Located on the western edge of the Dhauladhar mountain range of the Himalayas, it is surrounded by snow-capped peaks. Dalhousie is situated between 6,000 and 9,000 feet (2,700 m) above sea level. The best time to visit is in the summer, and the peak tourist season is from May to September. Scottish and Victorian architecture is prevalent in the bungalows and churches in the town. Dalhousie is a gateway to the ancient Chamba Hill State, now Chamba District of the state of Himachal Pradesh of India. This hill region is a repository of ancient Hindu culture, art, temples, and handicrafts preserved under the longest-running single dynasty since the mid-6th century. Chamba is the hub of this culture. Bharmour, the ancient capital of this kingdom, is home to the Gaddi and Gujjar tribes and has 84 ancient temples dating from the 7th10th century AD.

Amit kumar Page 24

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

Major attractions Dainkund Peak Khajjiar Bakrota Hills Village Lohali Gandhi Chowk Bakrota Hills Dalhousie Cantonment Sadar Bazar Tibetan Market Panchpula

4.E. AMRITSAR
GOLDEN TEMPLE
The Golden Temple is situated in Amritsar, located in Northern Punjab, India, which is close to the border of Pakistan. It is the central gurdwara, or worship place, for all Sikhs in the world. Its proper name is Harmandir, which means "Temple of God". It is known as the Golden Temple because of its unique features. The gurdwara is constructed of white marble overlaid with gold leaf and stands in the center of a sarovar, or pool of fresh, clear, reflective water which is fed by the Ganges River. Pilgrims bathe and perform ablution in the sacred waters of the tank which is known for its healing properties. Visitors gather inside the gurdwara to worship, listen to hymns, and hear the holy scripture of the Guru Granth Sahib read. The golden gurdwara has four entrances, one on each side, which are a symbolic welcome to all persons regardless of caste, class, color, or creed. A bridge extends from the gurdwara to the Akal Takhat, the governing body of religious authority for Sikhs. The Guru Granth is kept in the Akal Takhat after hours. Langar is a free sanctified meal which is prepared daily and served at the temple. It is available to the tens of thousands pilgrims who visit daily. All cooking of food and maintenance of the golden temple complex is carried out by worshipers, who volunteer their services. All cost is provided for by donations. Langar at the Golden Temple Video History of Harmandir Sahib (Golden Temple) 1574 - Akbar, a Mughal emperor gifts the site to Bibi Bhani, a daughter of the third Guru Amar Das, as a wedding gift when she marries Jetha who later becomes Fourth Guru Raam Das. 1577 - Guru Raam Das begins excavation of a fresh water tank, and construction of the temple site. 1588 - Guru Arjun Dev, the son of Guru Raam Das and the fifth guru of the Sikhs, over-sees the laying of the temple's foundation. 1604 - Guru Arjun Dev completes the temple's construction. He compiles the sacred scripture Adi Granth over a five year period, completing it August 30th, and installing the Granth in the temple on September 1st. He appoints a Sikh named Baba Buddha to be caretaker of the Granth. 1663 - Guru Har Govind lays the foundation of Akal Takhat, throne of spiritual authority, with the assistance of Bhai Gurdas and Baba Buddha. Together they build a platform 12 feet in height in defiance of a decree made by Mughal Emperor Jahangir that no one but his own royal personage be allowed to sit on a dais over three feet in height. 1699 - 1737 - Bhai Mani Singh is appointed curator of Harmandir Sahib by Guru Gobind Singh.

Amit kumar Page 25

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

1757 - 1762 - Jahan Khan, an Afghani general of the invader Ahmad Shah Abdali, attacks the temple. It is defended by illustrious martyr Baba Deep Singh. The damages sustained result in major renovations. 1830 - Maharajah Ranjit Singh sponsors marble inlay, gold plating, and gilding of the temple. 1984 - Operation Blue Star: May 25th (Tuesday): Indian Army troops surround the Golden Temple complex. June 1st (Friday): Several thousand Sikh devotees convene at the Golden Temple to commemorate the June 3rd anniversary of the martyrdom of Guru Arjun Dev. A seven hour barrage of shooting occurs during the night, killing 11 and wounding 25. June 3rd (Sunday): Indian Army troupes impose a curfew shooting dead any who violate it. Ten thousand Sikh devotees are trapped within the Golden Temple complex . June 4th (Monday): The Indian Army fires on the Golden Temple with machine guns and mortars. A five hour battle ensues resulting in 100 deaths. June 5th (Tuesday): The Indian Government sends tanks to surround and invade the temple complex. Heavy crossfire results in many casualties. June 6th (Wednesday): Armored vehicles and tanks break through and pummel the Akal Takhat resulting in the massacre of thousands of innocent worshipers and damage to the entire complex, defacing the temple, destroying the Akal Takhat, and desecrating holy scriptures and sacred texts. June 7th (Thursday): Indian army soldiers trample the grounds without removing their boots, swaggering through the temple complex drinking and smoking. The Golden Temple complex is looted and ancient scriptures are burnt. The sarovar is filled with thousands floating corpses. Relatives are refused the rights to claim their dead. The Bodies of dead devotees are collected, stripped of valuables, loaded onto garbage trucks and cremated without ceremonial rites, before an official count can be made.

1993 - Karan Bir Singh Sidhu, a prominent Sikh, heads up the Galliara renovation project of the Akal Takhat and the Golden Temple Harmandir complex. JALLIANWALA BAGH Jallianwala Bagh is a public garden in Amritsar in the Punjab state of India, and houses a memorial of national importance, established in 1951 to commemorate the murder of peaceful celebrators on the occasion of the Punjabi New Year on April 13, 1919 in the Jallianwala Bagh Massacre. Official British Raj sources placed the fatalities at 379, and with 1100 wounded. Civil Surgeon Dr. Smith indicated that there were 1,526 casualties.[2] The true figures of fatalities are unknown, but are likely to be higher than the official figure of 379. The 6.5-acre (26,000 m2) garden site of the massacre is located in the vicinity of Golden Temple complex, the holiest shrine of Sikhism. The memorial is managed by the Jallianwala Bagh National Memorial Trust, which was established as per the Jallianwala Bagh National Memorial Act passed by the Government of India in 1951. WAGAH BORDER Wagah is the only road border crossing between Pakistan and India, and lies on the Grand Trunk Road between the cities of Amritsar, Punjab, India and Lahore, Punjab, Pakistan. Wagah itself is a village through which the controversial Radcliffe Line, the boundary demarcation line dividing India and Pakistan upon the Partition of India, was drawn.[2] The village was divided by independence in 1947. Today, the eastern half of the village remains in the Republic of India while the western half is in Pakistan.It is particularly known for the elaborate Wagah border ceremony that happens at the border gate before sunset each day.

Amit kumar Page 26

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

5.PHOTOGRAPHS
5.A. AMBUJA CEMENT PLANT,DARLAGHAT

Amit kumar Page 27

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012 5.B. KALKA TO SIMLA

5.C.SHIMLA

Amit kumar Page 28

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

5.D. DHARMASALA

5.E. DALHOUSIE

GOLDEN TEMPLE

Amit kumar Page 29

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

JALLIANWALA BAGH

WAGAH BORDER

Amit kumar Page 30

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

Amit kumar Page 31

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

6.ANNEXURE

Profit & Loss account of Ambuja Cements

Dec '11 12 mths Income Sales Turnover Excise Duty Net Sales Other Income Stock Adjustments Total Income Expenditure Raw Materials Power & Fuel Cost Employee Cost Other Manufacturing Expenses Selling and Admin Expenses Miscellaneous Expenses Preoperative Exp Capitalised Total Expenses 9,601.42 1,128.28 8,473.14 234.38 -57.00 8,650.52 1,652.18 2,006.34 425.46 254.06 1,865.09 256.20 -6.74 6,452.59 Dec '11 12 mths Operating Profit PBDIT Interest PBDT Depreciation Other Written Off Profit Before Tax Extra-ordinary items PBT (Post Extra-ord Items) Tax Reported Net Profit Total Value Addition Preference Dividend Equity Dividend Corporate Dividend Tax Per share data (annualised) Shares in issue (lakhs) Earning Per Share (Rs) Equity Dividend (%)
Amit kumar

------------------- in Rs. Cr. ------------------Dec '10 12 mths 8,286.20 914.68 7,371.52 214.58 54.28 7,640.38 1,475.20 1,697.34 344.91 227.03 1,633.14 199.42 -11.36 5,565.68 Dec '10 12 mths 1,860.12 2,074.70 48.69 2,026.01 387.19 0.61 1,638.21 64.22 1,702.43 435.55 1,263.61 4,090.48 0.00 397.22 65.27 15,298.59 8.26 130.00 Dec '09 12 mths 7,763.93 680.72 7,083.21 180.41 -49.44 7,214.18 1,642.09 1,422.75 274.29 161.66 1,426.15 202.19 -19.33 5,109.80 Dec '09 12 mths 1,923.97 2,104.38 22.43 2,081.95 296.99 1.57 1,783.39 26.52 1,809.91 585.14 1,218.37 3,467.71 0.00 365.59 62.13 15,237.11 8.00 120.00 Dec '08 12 mths 7,089.89 907.80 6,182.09 468.18 62.62 6,712.89 1,251.08 1,325.69 266.94 145.61 1,276.80 215.64 -21.19 4,460.57 Dec '08 12 mths 1,784.14 2,252.32 32.06 2,220.26 259.76 1.72 1,958.78 11.28 1,970.06 567.79 1,402.27 3,209.49 0.00 334.97 56.92 15,225.99 9.21 110.00 Dec '07 12 mths 6,469.68 798.29 5,671.39 965.04 58.79 6,695.22 953.32 1,004.20 209.46 124.50 1,254.41 140.63 -9.47 3,677.05 Dec '07 12 mths 2,053.13 3,018.17 75.85 2,942.32 236.34 0.47 2,705.51 -194.92 2,510.59 741.49 1,769.10 2,723.73 0.00 532.65 90.52 15,223.75 11.62 175.00
Page 32

1,963.55 2,197.93 52.63 2,145.30 445.15 0.19 1,699.96 92.08 1,792.04 541.46 1,228.86 4,800.41 0.00 490.69 79.60 15,343.69 8.01 160.00

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012 Book Value (Rs) 52.38 47.90 42.47 37.26 30.62

Balance Sheet of Ambuja Cements

Dec '11 12 mths Sources Of Funds Total Share Capital Equity Share Capital Share Application Money Preference Share Capital Reserves Revaluation Reserves Networth Secured Loans Unsecured Loans Total Debt Total Liabilities 306.87 306.87 32.12 0.00 7,730.45 0.00 8,069.44 0.00 49.36 49.36 8,118.80 Dec '11 12 mths Application Of Funds Gross Block Less: Accum. Depreciation Net Block Capital Work in Progress Investments Inventories Sundry Debtors Cash and Bank Balance Total Current Assets Loans and Advances Fixed Deposits Total CA, Loans & Advances Deffered Credit Current Liabilities Provisions Total CL & Provisions Net Current Assets Miscellaneous Expenses Total Assets Contingent Liabilities Book Value (Rs) 9,702.29 3,515.83 6,186.46 577.28 864.31 924.97 240.85 175.43 1,341.25 674.03 1,895.80 3,911.08 0.00 2,314.49 1,106.11 3,420.60 490.48 0.27 8,118.80 749.28 52.38

------------------- in Rs. Cr. ------------------Dec '10 12 mths 305.97 305.97 1.34 0.00 7,022.79 0.00 7,330.10 0.00 65.03 65.03 7,395.13 Dec '10 12 mths 8,778.82 3,151.07 5,627.75 930.70 625.95 901.86 128.18 198.40 1,228.44 422.61 1,549.77 3,200.82 0.00 1,893.98 1,096.57 2,990.55 210.27 0.46 7,395.13 754.38 47.90 Dec '09 12 mths 304.74 304.74 0.24 0.00 6,165.92 0.00 6,470.90 100.00 65.70 165.70 6,636.60 Dec '09 12 mths 6,224.13 2,784.09 3,440.04 2,714.43 727.01 683.24 152.20 116.64 952.08 292.65 764.04 2,008.77 0.00 1,582.32 674.04 2,256.36 -247.59 2.71 6,636.60 647.12 42.47 Dec '08 12 mths 304.52 304.52 0.34 0.00 5,368.01 0.00 5,672.87 100.00 188.67 288.67 5,961.54 Dec '08 12 mths 5,706.94 2,514.19 3,192.75 1,947.22 332.39 939.75 224.60 123.73 1,288.08 351.82 728.11 2,368.01 0.00 1,412.55 470.56 1,883.11 484.90 4.28 5,961.54 1,224.42 37.26 Dec '07 12 mths 304.48 304.48 0.00 0.00 4,356.77 0.00 4,661.25 100.00 230.42 330.42 4,991.67 Dec '07 12 mths 5,231.05 2,271.19 2,959.86 696.79 1,288.94 581.60 145.68 114.94 842.22 237.04 535.85 1,615.11 0.00 1,081.70 493.55 1,575.25 39.86 6.22 4,991.67 1,193.08 30.62

Amit kumar Page 33

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

Amit kumar Page 34

[INDUSTRY TOUR 2012] FEB 15,2012 TO FEB 27,2012

Amit kumar Page 35