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Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
Industry: Power Sector
Contents
1. Executive summary of the company and its industry.
9. Comments:
b) Cash position.
d) Credit policy.
1
BHARAT HEAVY ELECTRICALS
Introduction :
In the post Independence era when India was moving towards industrialization the
major thrust of the govt. was in the core sector and this sector was given to the public
sector. With this objective, Heavy Electricals (I) Limited was setup in Bhopal in
August, 1956 with a view to reach self sufficiency in the industrial product and power
equipment. This plant was setup under technical collaboration of M/s AEI, U.K.
Three more plants were subsequently setup Tiruchy, Hyderabad and Haridwar with
Soviet and Czechoslovakian assistance in May 1965, Dec 1965 and Jan 1967 respectively.
As there was need for an integrated approach for the development of power
equipment to be manufactured in India, Heavy Electronics Ltd. Bhopal was merged
into BHEL in 1974.
BHEL has now become the largest Engineering and Manufacturing Company. Its
headquarters is located at Delhi.
BHEL Objectives :
A dynamic is one which keeps its aim high adopts itself quickly to changing
environment. So here we are in BHEL.
The objectives of the company have been redefined in the corporate plan for the 90’s.
Business Mission :
Utilize company’s capabilities and resources to extend business into allied areas and
other priority sector of the economy like defense, communication and electronics.
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
Growth :
Profitability :
Focus :
To build a high degree of customer confidence by providing increased value for his
money though International standards of product quality performance and superior
customer service.
People Orientation :
To enable each employees to achieve his potential, improve his capabilities perceive
his role and responsibilities and participate and contribute to the growth and
success of the company.To invest in human resources and continuously and alive to
there need.
Technology :
Image :
To fulfill the expectation which stakes holders like government as owner. Employees,
customers and the country at large have from BHEL.
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
BUSINESS AREAS
BHEL covers a wide area of business. These areas are mentioned below.
Power:
Provide a gamut of equipment for Thermal, Hydro and Nuclear Power Plants.
Range includes products and systems for the power generation, transmission and
utilization.
Transmission:
BHEL is manufacturing transmission equipments for all voltage rating including the
400 KV class transformers switch gears, control and relay panel, insulators, capacitors
and other substation equipments.
Industry:
Transportation:
Equipment for oil and gas exploration and transportation is manufactured by BHEL.
The range covers super deep drill rigs with matching draw works and hosting
equipment.
Non Conventional:
BHEL is playing a vital role in helping to harness the vest renewable sources of solar,
wind and biogas energy. BHEL has supplied several water heating system, windmills
generators and photo voltaic system.
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
Tele Communication:
BHEL has entered the field of telecom with electronics PABX system based on
indigenous technology from C-DOT.
Manufacturing Technologies:
BHEL has 14 manufacturing plants, which are spread different parts of the country
having unique manufacturing and testing facilities, CNC machines, turbine blade
shape system, system bener, 8000-ton hydraulic press, heavy-duty lathe mailing
machines and many more are available.
System/Services:
♦ Turnkey power station
♦ Data acquisition system
♦ Power system
♦ HVDC commissioning system
♦ Erection and commissioning system
♦ Modernization and rehabilitation
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
Transportation Sector :
Industry Sector :
♦ Boilers
♦ Valves
♦ T G Sets
♦ Power devices
♦ Solar cells
♦ Photo Voltaic cells
♦ Gas turbines
♦ Off rigs
♦ Blow out preventers
♦ Wind mills
♦ Control system for electric devices
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
2
Company’s capital expenditure analysis.
Rs. In crores
Here in this case, the Capital Expenditures is not constant. Capital expenditure has changes considerably
changed. Its has been maximum for the year 2008-09, while for the year 2005-06 it shows
underinvestment. For the year 2008-09 the capital expenditure is very large owing to the new projects
undertaken by the company.
capital expenditure
500
400
300
200 capital expenditure
100
0
-100 2008-09 2007-08 2006-07 2005-06 2004-05
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
3
Account balances for properties, plant and equipment.
Rs. In crores
7 2003 1071.01
As we may see , change in properties, equipments and plant machinery has been the highest for the year
2008-09 which is 22%. While for previous years the company didn’t not focus on technology up gradation.
As we may see that it had shown negative trend in regard to properties, equipments and plant
machinery.
The above increase is due to globalization and increasing competition that company has focused
considerably on it.
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
20
15
10
0
2009 2008 2007 2006 2005 2004
-5
-10
4
Company’s capital structure in comparison with its competitors.
The term capital structure refers to the percentage of capital (money) at work in a business by type.
Broadly speaking, there are two forms of capital: equity capital and debt capital.
In other words, capital structure refers to the way a corporation finances its assets through some
combination of equity, debt, or hybrid securities. A firm's capital structure is then the composition or
'structure' of its liabilities. For example, a firm that sells $20 billion in equity and $80 billion in debt is said
to be 20% equity-financed and 80% debt-financed. The firm's ratio of debt to total financing, 80% in this
example, is referred to as the firm's leverage. In reality, capital structure may be highly complex and
include tens of sources.The Modigliani-Miller theorem, proposed by Franco Modigliani and Merton
Miller, forms the basis for modern thinking on capital structure, though it is generally viewed as a purely
theoretical result since it assumes away many important factors in the capital structure decision. The
theorem states that, in a perfect market, how a firm is financed is irrelevant to its value. This result
provides the base with which to examine real world reasons why capital structure is relevant, that is, a
company's value is affected by the capital structure it employs. These other reasons include bankruptcy
costs, agency costs, taxes, information asymmetry, to name some. This analysis can then be extended to
look at whether there is in fact an optimal capital structure: the one which maximizes the value of the
firm.
For BHEL, currently the debt employed is very less, which means that the debt is much lower than equity.
In other words the firm prefers equity over debt.
Where as other companies, of the same industry, when compared with BHEL show a better mix of debt
and equity. Suzlon energy and BGR energy employs a good mix of debt and equity in the capital structure
as compared to BHEL..
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
Rs in crores
100
80
60
equity
40 debt
20
0
BHEL Larsen Suzlon Energy BEML BGR Energy
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
equity
100
80
60
40 equity
20
0
BHEL Larsen Suzlon BEML BGR
Energy Energy
debt
60
50
40
30
debt
20
10
0
BHEL Larsen Suzlon BEML BGR
Energy Energy
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
5
Beta measure of the company
(Source :http://www.reuters.com/finance/stocks/overview?symbol=BHEL.BO)
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
6
WACC of the Company
The weighted average cost of capital is defined by:
Where,
WACC = wd (1-T) rd + we re
wd = debt portion of value of corporation
T = tax rate
rd = cost of debt (rate)
we = equity portion of value of corporation
re = cost of internal equity (rate)
Amount in “%”
7
Company’s debt-equity ratio in comparison with its competitors.
debt-equity % change
0
-20
Axis Title
-40
-60
-80
-100
2008-09 : 2007-08 2007-08 : 2006-07 2006-07 : 2005-06 2005-06 : 2004-05 2004-05 :2003-04
debt-equity % change 0 0 -87.5 -14.2 -10.9
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
debt-equity ratio
BHEL
0% Larsen
17%
BGR Energy
39%
Suzlon Energy
35%
BEML
9%
Debt-Equity Ratio: Debt equity ratio shows the relationship between long-term debts and shareholders
funds’. It is also known as ‘External-Internal’ equity ratio.
Debt Equity Ratio = Debt/Equity
Where :
Debt (long term loans) include Debentures, Mortgage Loan, Bank Loan, Public Deposits, Loan from
financial institution etc.
Equity (Shareholders’ Funds) = Share Capital (Equity + Preference) + Reserves and Surplus – Fictitious
Assets
Objective and Significance: This ratio is a measure of owner’s stock in the business. Proprietors are
always keen to have more funds from borrowings because:
(i) Their stake in the business is reduced and subsequently their risk too
(ii) Interest on loans or borrowings is a deductible expenditure while computing taxable profits. Dividend
on shares is not so allowed by Income Tax Authorities.
The normally acceptable debt-equity ratio is 2:1.
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
8
Du Pont analysis for the company
The DuPont Model is a technique that can be used to analyze the profitability of a company using
traditional performance management tools. To enable this, the DuPont model integrates elements of the
Income Statement with thos of the Balance Sheet.
The DuPont model of financial analysis was made by F. Donaldson Brown , an electrical engineer who
joined the giant chemical company's Treasury department in 1914. A few years later, DuPont bought 23
percent of the stock of General Motors Corp. and gave Brown the task of cleaning up the car maker's
tangled finances. This was perhaps the first large-scale reengineering effort in the USA. Much of the credit
for GM's ascension afterward belongs to the planning and control systems of Brown, according to Alfred
Sloan, GM's former chairman. Ensuing success launched the DuPont model towards prominence in all
major U.S. corporations. It remained the dominant form of financial analysis until the 1970s.
Return on Assets = Net Profit Margin x Total Assets Turnover = Net Operating Profit After Taxes / Sales x
Sales / Average Net Assets
• The model can be used by the purchasing department or by the sales department to examine or
demonstrate why a given ROA was earned.
• Compare a firm with its colleagues.
• Analyze changes over time.
• Teach people a basic understanding how they can have an impact on the company results.
• Show the impact of professionalizing the purchasing function.
• Simplicity. A very good tool to teach people a basic understanding how they can have an impact on
results.
• Can be easily linked to compensation schemes.
• Can be used to convince management that certain steps have to be taken to professionalize the
purchasing or sales function. Sometimes it is better to look into your own organization first. In stead
of looking for company takeovers in order to compensate lack of profitability by increasing turnover
and trying to achieve synergy.
Du Pont Analysis
0.8
0.6
Axis Title
0.4 ROI
0.2 ROE
0
2004-05 2005-06 2006-07 2007-08 2008-09
As we can see ROE has fallen for the year 2008-09 as compared to the previous year. But if we see overall
the has a ROI close to 3 for years mentioned. Company is consisderably having returns at an average 2.8.
For ROI the company’s return on investments has substantially increased when compared to the year
2004-05.
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
ROI
0.35
0.3
0.25
0.2
0.15 ROI
0.1
0.05
0
2004-05 2005-06 2006-07 2007-08 2008-09
ROE
0.45
0.4
0.35
0.3
0.25
0.2 ROE
0.15
0.1
0.05
0
2004-05 2005-06 2006-07 2007-08 2008-09
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
9
a)Working Capital Position
Positive working capital means that the company is able to pay off its short-term
liabilities. Negative working capital means that a company currently is unable to meet its short-
term liabilities with its current assets (cash, accounts receivable and inventory).
As we can see here, the working capital for BHEL is increasing every year. The financial base is
strong. In last five years, working capital has increased .
The firm can hold good in investing activities, or other activities of similar nature as the current
assets exceeds current liabilities.
working capital
10000
8000
6000
4000 working capital
2000
0
2004-05 2005-06 2006-07 2007-08 2008-09
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
(Rs. in Crore)
Schedule AS AT 31.3.2009 AS AT 31.3.2008
SOURCES OF FUNDS
Shareholders’ Fund
Share Capital 1 489.52 489.52
Reserves & Surplus 2 12449.29 12938.81 10284.69 10774.21
Loan Funds
Secured Loans 3 0.00 0.00
Unsecured Loans 4 149.37 149.37 95.18 95.18 10869.39
13088.18
APPLICATION OF FUNDS
Fixed Assets
Gross Block 5 5224.87 4443.47
Less: Depreciation/Amortisation to-date 3713.25 3403.08
1511.62 1040.39
Less:
Current Liabilities & Provisions
Current Liabilities 10 23357.32 16576.45
Provisions 11 4975.58 3445.85
28332.90 20022.30
d) Credit policy
YEAR 2004-05 2005-06 2006-07 2007-08 2008-09
BHEL Credit policy 1.82 2.02 1.95 1.79 1.90
Debtors’ Turnover Ratio: Debtors turnover ratio indicates the relation between net credit sales and
average accounts receivables of the year. This ratio is also known as Debtors’ Velocity.
Debtors Turnover Ratio = Net Credit Sales/Average Accounts Receivables
Where Average Accounts Receivables = [Opening Debtors and B/R + Closing Debtors and B/R]/2
Credit Sales = Total Sales – Cash Sales
Objective and Significance: This ratio indicates the efficiency of the concern to collect the amount due
from debtors. It determines the efficiency with which the trade debtors are managed. Higher the ratio,
better it is as it proves that the debts are being collected very quickly.
The final result shows us that the credit policy, which is understood as the amount of credit the company
is allowing and the amount of sales.
This gives the idea about the policy of the firm. Here the firm has strict credit policies and as the result
the ratio for last five years is almost constant and the value is around 2.
Though we may see the variation in the debtors’s turnover ratio , for the year 2005-06 its 2.02 which has
considerably fallen to 1.79 for the year 2007-08 but has again picked up for the year 1.90, closing to 2.0. as
we know higher the ratio the better it is, hence company is considerably at an average of 1.8.
This ratio is a relationship between the cost of goods sold during a particular period of time and the cost
of average inventory during a particular period. It is expressed in number of times. Stock turn over ratio /
Inventory turn over ratio indicates the number of time the stock has been turned over during the period
and evaluates the efficiency with which a firm is able to manage its inventory. This ratio indicates whether
investment in stock is within proper limit or not.
To get the idea about the company policy for the inventories, we have found out the ratio of sales and the
inventory.
This ratio for the firm moves around value 4.That means that the firm is moving its inventories. Overall
the firm is doing well.
20000
15000
5000
0
2004-05 2005-06 2006-07 2007-08 2008-09
Tej Inder Singh
Roll No. 29
MBA -General -Section A
Assignment no 1
Company: BHEL
WACC
16
14
12
10
8
WACC
6
4
2
0
2004-05 2005-06 2006-07 2007-08 2008-09
Tej Inder Singh
Roll No. 29
MBA -General -
Section A
Assignment no 1
Company: BHEL
Inventory Valuation
I. Inventory is valued at actual/estimated cost or net realizable value, whichever is
lower.
II. Finished goods in Plant and work in progress involving Hydro and Thermal sets
including gas based power plants, boilers, boiler auxiliaries, compressors and
industrial turbo sets are valued at actual/estimated factory cost or at 97.5% of the
realizable value, whichever is lower.
III. In respect of valuation of finished goods in plant and work-in-progress, cost
means factory cost; actual/estimated factory cost includes excise duty payable on
manufactured goods
IV. In respect of raw material, components, loose tools, stores and spares cost
means weighted average cost.
V. a) For Construction contracts entered into on or after 01.04.2003:
Where current estimates of cost and selling price of a contract indicates
loss, the anticipated loss in respect of such contract is recognized
immediately irrespective of whether or not work has commenced.
b) For all other contracts:
Where current estimates of cost and selling price of an individually
identified project forming part of a contract indicates loss, the anticipated
loss in respect of such project on which the work had commenced, is
recognized.
c) In arriving at the anticipated loss, total income including incentives on
exports/deemed exports is taken into consideration.
VI. The components and other materials purchased / manufactured against
production orders but declared surplus are charged off to revenue retaining
residual value based on technical estimates.
Tej Inder Singh
Roll No. 29
MBA -General -
Section A
Assignment no 1
Company: BHEL
Inventories
YEAR 2008-09
Figures in Rs. Crore
Inventory increased by Rs. 2101 crore over previous year in tune with the increase in volume of
operations. In terms of days of turnover, it has increased from 98(ninety eight) days in 2007-
08 to 102 days in 2008-09.
YEAR 2007-08
Inventory increased by Rs. 1518 crore over previous year in tune with the increase in volume of
operations. In terms of days of turnover, it has increased from 82 days in 2006-07 to 98 days in
2007-08. The inventory build up is also part of the strategies of the management considering
long lead time for certain special steel material and to meet shorter delivery requirements
the customers.
Tej Inder Singh
Roll No. 29
MBA -General -
Section A
Assignment no 1
Company: BHEL
YEAR 2006-07
Inventory increased by Rs. 473.30 crore or 12.64% over previous year in tune with the
increase in volume of operations. In terms of days of turnover, it has decreased from
94(ninety four) days in 2005-06 to 82 days in 2006-07.
YEAR 2005-06
Inventory increased by 28.40% over previous year, i.e. from Rs. 2916.1 crore in 2004-05 to Rs. 3744.4
crore in 2005-06. Inventory, in number of days of turnover, decreased from 103 days in 2004-05 to 94
days in 2005-06.
YEAR 2004-05
Inventory increased by 38.60% over previous year, i.e. from Rs.2103.9 crore in 2003-04 to Rs. 2916.1 crore
in 2004-05. Inventory, in number of days of turnover, increased from 89 days in 2003-04 to 103 days in
2004-05. The increase is mainly attributed to higher inventory holding for steel and pipes on
account of uncertainty of availability, longer deliveries from vendors, steel price increase and to
meet higher turnover targets for the year 2005-06. The increase is also due to some finished goods
awaiting customer clearance.
Tej Inder Singh
Roll No. 29
MBA -General -
Section A
Assignment no 1
Company: BHEL
b) Cash position
Cash and Bank balances
YEAR 2008-09
Figures in Rs. Crore
Financial year 2008-09 2007-08
Cash & Bank balances 10315 8386
The cash and cash equivalents have increased from Rs. 8386 crore in 2007-08 to Rs. 10315 crore in 2008-09
reflecting the sound liquidity of the company.
The company has no accumulated losses as at March 31, 2009 and it has not incurred any cash losses in the
financial year ended on that date or in the immediately preceding financial year.
YEAR 2007-08
Figures in Rs. Crore
Financial year 2008-09 2007-08
Cash & Bank balances 8386 5809
The cash and cash equivalents have increased from Rs. 5809 crore in 2006-07 to Rs. 8386 crore in 2007-08
reflecting the sound liquidity of the company.
The company has no accumulated losses as at March 31, 2008 and it has not incurred any cash losses in the
financial year ended on that date or in the immediately preceding financial year.
YEAR 2006-07
Figures in Rs. Crore
The cash and cash equivalents have increased from Rs. 4133.97 crore in 2005-06 to Rs.5808.91 crore in
2006-07 reflecting the sound liquidity of the company. The company has no accumulated losses as at
Tej Inder Singh
Roll No. 29
MBA -General -
Section A
Assignment no 1
Company: BHEL
March 31, 2007 and it has not incurred any cash losses in the financial year ended on that date or in the
immediately preceding financial year.
YEAR 2005-06
Figures in Rs. Crore
Financial year 2006-07 2005-06
Cash & Bank balances 4133.97 3177.9
Cash and bank balances, including short term deposits, at the year-end stood at Rs. 4134.0 crore as against Rs. 3177.9
crore at the end of last year.
The company has no accumulated losses as at March 31, 2006 and it has not incurred any cash losses in the
financial year ended on that date or in the immediately preceding financial year.
Cash and bank balances, including short term deposits, at the year-end stood at Rs. 3177.9 crore as against Rs. 2659.6
crore at the end of last year.The company has no accumulated losses as at March 31, 2005 and it has not
incurred any cash losses in the financial year ended on that date or in the immediately preceding
financial year.
Tej Inder Singh
Roll No. 29
MBA -General -
Section A
Assignment no 1
Company: BHEL
y
Short Term Financing
YEAR 2004‐05 2005‐06 20o6‐o7 20o7‐o8 2008‐09
BHEL 7120.44 8807.74 11732.86 16576.45 23357.32
short‐term
financing
Taken from SCHEDULE 10 : CURRENT LIABILITIES
It includes Sundry Creditors, Accruals, Advances from the customers, Deposits from
contractor, other liabilities and interest accrued but not due.
The short term financing means the financing that you have got and you will utilize it in next
one year. Here the short term financing, which inclues
YEAR 2008‐09
SCHEDULE 10 : CURRENT LIABILITIES
AS AT 31.03.2009 AS AT 31.03.2008
Acceptances 67.14 59.83
Sundry Creditors
‐ Total outstanding dues of
Micro & Small Enterprises
(incl. interest) 96.50 38.87
‐ Other Sundry Creditors 5756.35 5852.85 4385.13 4424.00
Advances received from 16435.42 11394.62
customers & others
Deposits from Contractors & 325.68 233.81
others
‐ Unclaimed dividend * 1.31 0.91
Other liabilities 674.44 462.56
Interest accrued but not due 0.48 0.72
23357.32 16576.45