“Industrial Development of Indapur Taluka with Special Reference to Period from 2001 to 2011”

MINOR RESEACH PROJECT ON

“INDUSTRIAL DEVELOPMENT OF INDAPUR TALUKA WITH SPECIAL REFERENCE TO PERIOD FROM 2001 TO 2011”

A PROJECT REPORT SUBIMITTEDTO

UNIVERSITY GRANTS COMMISSION, NEW DELHI

FUNDED BY UNIVERSITY GRANTS COMMISSION, NEW DELHI

UNDER THE FACULTY OF COMMERCE

By Mr. Sadashiv V. Umbardand

DEPARTMENT OF COMMERCE

ITSPM’S ARTS, SCIENCE AND COMMERCE COLLEGE, INDAPUR (PUNE)

DECLARATION

I, the undersigned hereby declare that, the research project entitled, “INDUSTRIAL DEVELOPMENT OF INDAPUR TALUKA WITH SPECIAL REFERENCE TO PERIOD FROM 2001 TO 2011” is written by me and submitted to the UGC NEW DELHI in COMMERCE. Further, I declare that I have not violated any of the provisions under Copyright/piracy/Cyber/IPR Acts amended from time to time.

Place: Indapur Mr. Umbardand Sadashiv Vitthal

Date: 30/03/2014 Principal Investigator

CERTIFICATE

This is to certify that the dissertation entitled “INDUSTRIAL DEVELOPMENT OF INDAPUR TALUKA WITH SPECIAL REFERENCE TO PERIOD FROM 2001 TO 2011” being submitted research project report in COMMERCE of UGC NEW DELHI is the result of the original research work completed by Mr. Umbardand S. V. under my supervision and guidance and to the best of my knowledge and belief the work embodied in this thesis has not for made earlier the basis for the award of any degree or similar title of this or any other University or examining body.

Place: Indapur Mr. Umbardand Sadashiv Vitthal

Date: 30/03/2014 Principal Investigator

Forwarded through

Dr. Sanjay Chakane Principal

ACKNOWLEDGEMENT

The present work is the outcome of valuable guidance, help and encouragement extended to me by teachers, friends, my family and many dignitaries. I would like to put on record my deep sense of gratitude to them. I am grateful to U.G.C. Director, for given me opportunity of research. I am deeply grateful to our College Principal Dr. Sanjay Chakane, A.S.C. College, Indapur for his valuable guidance, cordial treatment. He has been the source of inspiration and stimulus to me throughout the arduous of completing this work.

I am thankful to Hon.Shri Harshwardhanji Patilsaheb, President, Indapur Taluka Shikshan Prasarak Mandal, Indapur, Hon. Shri Mukund G. Shah, Secretary, I.T.S.P.M. Indapur and Prof. B.M. Khatake, Joint Secretary, I.T.S.P.M. Indapur for giving me this opportunity to participate in the research work.

I express my thanks to Respected Dr. C.N. Rawal Principal, B.M.C.C. Pune and Dr.N.M. Nare, Vice Principal, T.C. College, Baramati, for his expert and valuable guidance, continuous encouragement given to me during the Research Project. I am deeply grateful to Dr. Sathe P.N. Professor B.M.C.C. Pune for his valuable guidance and inspiration, during the period of my research. I am also grateful to Dr. Sharayu Bhakare, Prof. Vijayalaxmi Kulkarni, Dr. Kishor Jagtap Chairman Accountancy Board, Pune, Prof. Sudam Ghongatepatil, Dr. Manohar Sanap, for thei guidance and help.

I thank to my colleagues Prof. Sunil Hendre, Prof. Madhukar More, Mrs. Mrudul Kambale, Mr. Gautam Yadav, Prof. B.D. Kale, Prof. A.M. Patil, Prof. S.M. Shinde, Mr. V.C. Holkunde, Mr. D.K. Bhosale for their help. I am immensely grateful to the Librarian Mrs. Manisha Gaikwad. I am also grateful to all teaching and non teaching staff members of A.S.C. College, Indapur. I am grateful to Mr.Vishal Mahadik, Shailesh Tarange, Soma Pise, Nilesh Kadam, Ganesh Bhong, Balu Bhagat, Suyog Wagh for his support during the period of data collection of research work. I express my heartily feeling to my beloved parents and all family

members for their constant, emotional and moral support to complete this work and afforded all pains for my higher education and research activities.

I am deeply grateful to Managing Directors, Directors, Managers, Account Officers, Company Staff Members of Industrial units situate in Indapur Taluka for their valuable support during the period of data collection, accounting information of research work.

My sincere thank to Dr. M. P. Shinde, A.R.C. of A.S.C. College, Indapur for his valuable and grateful help in completing my Research Project. It’s my duty to thanks to all those who directly and indirectly assisted me through suggestions, valuable comments and much needed encouragement.

Mr. Umbardand Sadashiv Vitthal

INDEX

Sr. Chapter Page no. No

1 Introduction 7

2 Objectives and Relevance of the study 11

3 Research design and methodology 13

4 Profile of industrial development in study area. 14

5 Analysis and Interpretation of data 73

6 Findings, Conclusions and Recommendations 76

Bibliography/webliography 78

Chapter 1: Introduction

An industry plays a significant role in the economic development of the country. These industries meet the needs viz. solution of unemployment problem, production and economic development, living standard of people. It encourages self-sufficiency, self-reliance and co-ordination. It also provides beneficial reallocation of available sources and their proper utilization and it play a very important role in our economy. Therefore, there is a strong need for proper attention towards the financial performances of these industries.

History:

Indapur has historic significance in the expansion of Mogul empires in central- South India, and subsequent Maratha resistance. Indapur is the Jagir of Malojiraje and Shahajiraje Bhosale. Malojiraje (Grandfather of the great warrior, Shivajiraje) was a Saradar under Nizamshah-the ruler of that region appointed by the Moghul emperor. At the start of his service, Malojiraje received the Jagir of Indapur and Supe from Nizamshah. In Indapur jagir there were about 34 villages. The neighboring ruler, Adilshah, was a constant threat to Nijiam shah, mainly over territorial disputes. In the year 1620, AD, Molojiraje died fighting in the Indapur Battle against Adilshah; at the time, his son (Shivaji’s father) Shahajiraje was only 6 years old. The brother of Malojiraje, Vithojiraje gave 17.5 RUKE( Nearly 1 Acres) of land for the SAMADHI( final resting place) of Malojiraje. However this structure has been destroyed over the years. But the footprints (PADUKA) on the Samadhi are in a good condition and put in the “Indreshwar” in Indapur.  Geographical Location: Maharashtra State, in Pune District there is 13 Taluka out of them Indapur in one Taluka. Indapur is 135 Km away from Pune, total geographical area of Indapur is 1467 Square Km( 118951 Hector), Bhima & Nira rivers is very close to Indapur Taluka, in Maharashtra there is to big dam out of them second largest Ujjani dam is close to Indapur city & also some part of Taluka affected by dam. Out of total geographical area 80% area having Irrigation facility. In Indapur Taluka there are 144 villages. Average rainfall in Taluka is 406 Mm.

 Population: According to 2001 census total population of Indapur Taluka is 326791 out of them male population is 169337 & female population is 157454. Considering sex ratio in Indapur Taluka is 930 female behind per thousand male. population of

Taluka the ratio of SC population is 14.7 %( 48044) & ST population is 0.9 %( 3058). The literacy ratio is 70.5%, out of them male literacy ratio 81.1 %( 116638) & female literacy ratio is 59.1 %( 79659). It means 30% population of Taluka is illiterate. Out of total population 23024 populations is in Below Poverty Line (BPL).

 Agriculture Sector: Out of total geographical area of Indapur Taluka crop wise area is as below: Total cultivation area: 118914 Hector Forest areas: 7743 Hector Uncultivated area: 22024 Hector Cultivation of Fruit trees & Vegetables: 58264 Hector Average holding land is as blow: Holding land Percentage O-1 Hector 47% 1-2 Hector 28% 2-5 Hector 19% More than 5 Hector 6%

 Service Sector: Service sector is rapidly growing sector in Indapur Taluka. One main market committee and having 3 sub units in Bhigwan, Nimgaon & Bawada. In Indapur is also having one Onion Export Centre. Educational & Industrial growth of villages in Indapur Taluka, for the completion of such project it requires personal survey. This project is very helpful for know the Financial performance of industries situated in villages of Indapur Taluka.

 Industry Sector: The most famous among these is the Ordinance factor of Government of India at Walchand Nagar. This factor holds great importance for the defense of India. Industrialization of Indapur Taluka is mostly depending upon Agro-base Industry. In Indapur Taluka 3 Co-operative & 1 Private sugar cane industry, 1factory of Jiggery( raw sugar), for development of Industrialization of Indapur Taluka five star Industrial colony is sanctioned, under this Industrial colony new Industries will start. There is large scope for milk business. Indapur Taluka plays very important role in economy of Pune District. Since industrial revolution take place in India, Industries in Indapur Taluka played very important role for economic development in Pune district. Therefore, study of financial performance of industries becomes very essential. 8

Industrialization of Indapur Taluka is mostly depending upon Agro-base Industry. In Indapur Taluka 4 Co-operative & 1 Private sugar cane industry, 1 factory of Jiggery( raw sugar), for development of Industrialization of Indapur Taluka five star Industrial colony is sanctioned, under this Industrial colony new Industries will start. There is large scope for milk business. Indapur Taluka plays very important role in economy of Pune District. Since industrial revolution take place in India, Industries in Indapur Taluka played very important role for economic development in Pune district. Therefore, study of financial performance of industries becomes very essential. In Indapur Taluka industries such as sugar industries, engineering units, service industries are situated. In Indapur Taluka following industries are at present.  Walchandnagar Industries Ltd. Walchandnagar.  Ballarpur Industries Limited (BILT), Unit-Bhigwan  Valmont India Private Ltd  Anand Techno India Ltd.  Phadtare Group of Industries  Sonai Group of Industries  Harneshawar Agro Industries Ltd.  Small Scale Industries.  Sugar Industries :- 1. Karmayogi Shankarrao Patil Co-operative Sugar Ltd. 2. Shri Chatrapati Co-operative Sugar Factory Ltd, Bhavaninagr. 3. Nira Bhima Co-operative Sugar Factory Ltd. 4. Agro India Sugar Factory Pvt. Ltd 5. Sonai Sugar Factory Pvt. Ltd

The main objective is to evaluate the financial performance of selected industries in Indapur Taluka. To measure and rank the performance of selected industries on the parameters of financial performance. The subject of study is therefore the assessment of financial statements or to know financial performance of industries in Pune district. Technically, studies of the financial performance of industries in study area are useful to know financial growth and development of industry and to know proper preparation and presentation of financial statements. Financial performance can be measure from annual reports and financial statements of industries in study area.

Working definitions of terms used

Financial Performance: - Financial Performance is measured in terms of profitability, liquidity, solvency, activity, efficiency and social accountability. It is the end result of any economic activity.

Financial position: - It is known from statement of Balance sheet. It is a statement of the any business entity or any economic unit disclosing at a given moment of time, its assets, its liabilities and its ownership, i.e. equities. It is the financial state of affairs as at a particular point of time.

Accounting: - Accounting is known as the language of business trade, as a means of communication. Accounting is an art and science of recording business transactions. It is an art and science of recording, classifying and summarizing monetarily and in a meaningful manner, the business transactions and events that are of financial nature.

Accounting policies: - ‘Principles, rules and procedures selected, and consistently followed, by the management of an organization/accounting entity in preparing and reporting the financial statements. Accounting policies must be disclosed in the annual financial statements’. They refer to the specific accounting principles and methods of applying those principles adopted by the enterprise in the preparation, presentation and disclosure of financial statements.

Engineering Industrial units: - Industry in which engineering work is carried out and where manufacturing process on engineering basis. It deals with the optimization of complex processes or systems. It is concerned with the development, improvement, implementation and evaluation of integrated systems of mathematical, physical and social sciences together with the principles and methods of engineering design to specify predict and evaluate the results to be obtained from such systems or processes. Engineering Industrial units may also be known as, operations management, management science, operations research, systems engineering, manufacturing engineering, safety engineering or others depending on the viewpoint or motive of the user.

Chapter 2: Objectives and Relevance of the study

Origin of Research Problem:

The main objective is to evaluate the industrial development in Indapur Taluka. To measure and rank the performance of selected industries on the parameters of financial performance. The subject of study is therefore to know industrial development in Indapur Taluka. The main objective of the study is Industrial development in Indapur Taluka and programmer of self and wage employment generation. As the income of society increase it is estimate that Below Poverty Line (BPL) must be decrease, but unfortunately BPL increase as income increase. Commerce development programmer is reaching the targeted groups & beneficiaries. The involvement of the rural community and Panchayati Raj Institutions has been implementation of those programmers’ which have been entrusted to them. There has been qualitative improvement in the living standard of the rural people and the disadvantaged group in the society. Socio –economic development of Indapur Taluka depend upon agriculture sector because maximum population dependent on agriculture sector for income. Presently no study in available on the Commerce, health, educational& Industrial growth of villages in Indapur Taluka, for the completion of such project it requires personal survey. This project is very helpful for know the Commerce situation of villages of Indapur Taluka. Technically, studies of the financial performance of industries in study area are useful to know financial growth and development of industry & to know proper preparation and presentation of financial statements. Financial performance can be measure from annual reports and financial statements of industries in study area. Presently no study is available in the Commerce on this research work.  Inter disciplinary Relevance: This project is very useful for the resource persons in various faculties like- Sociology, Economics, Geography & remaining all social science faculties.

 Review of Research and Development in the subject: 1. Nation Status - 10th Five year plan successfully completed, but government doesn’t have primary information about villages. Our project help to government provide basic information about industrial development of Indapur Taluka. 2. Significance of the Study- This research project is very helpful to the resource person who wants to study on development of industrial development in villages.  Objectives of the Project  To study economical situation of Indapur Taluka.  To study educational situation of Indapur Taluka.  To study Industrial growth of Indapur Taluka.  To study the social development of Indapur Taluka

This project is very useful for the resource persons in various faculties like- Commerce, Management, Sociology, Economics, Geography & remaining all social science faculties.

Chapter 3: Research design and methodology

 Research Methodology in social sciences by Dr R D Sharma

The book gives basic fundamentals of research methods. It also tells the technique of undertaking the social investigation and the methods of data collection. The book specifically tells that the research in social science is a research of human behavior in past and present on the basis of which the prediction of future behavior can be done. The book also explains the methods of research, objectives of research, designing of hypothesis, methods of data collection, statistical analysis and implementation as well as writing of research thesis. Relevant literature on the topic of present study will be reviewed.

Review of Research and Development in the subject: 1. National Status - 1. Five year plan successfully completed, but government doesn’t have primary information about villages. Our project help to government provide basic information about industrial development and financial performance of industries situated in Indapur Taluka. 2. Significance of the Study This research project is very helpful to the resource person who wants to study on industrial development in villages and to know the financial performances of industries is study area.

Methodology of Research:

Researcher use Primary & Secondary data collection method. Primary data collect with the help of questionnaires, Interviews of Industrialist, Survey and Visits to various industrial units of the Indapur Taluka. The Secondary data collect by Annual Reports of industrial units, journals, Census, books, accounting manuals etc. Project mostly depend on primary survey, to collect information from questionnaires following Industries are selected- 1) Walchand Industries, 2) BILT Bhigwan 3) Sugar Factories. 4) Sonai Group Industries and Indapur Taluka Dairy & Milk Products Pvt. Ltd, Gokhali, Indapur 5) M.I.D.C. Indapur, 6) Fadtare Group Industries, Kalamb Indapur 7) Harneshwar Industries Kalas, Indapur 8) SSI units at Junction, 9) Anand Techno Industries, Loni Deokar, Indapur 10) Ground Nut Oil Industries. 13

Chapter 4: Profile of industries in study area.

Walchandnagar Industries Limited (WIL)

Walchandnagar Industries Limited (WIL), the engineering major that traces its roots to the visionary industrialist, Walchand Hirachand (1882-1953), is preening itself for a massive revamp. The roadmap for growth it has charted for itself is expected to swell its income almost six-fold over the next five years – from the Rs 524.91 crores at present to Rs 3,000 crores. WIL is a brick and mortar engineering enterprise and it was not just liberalization, but commercial opportunities as well, that opened up our businesses over the years. Companies’ whole approach now is to move from design engineering and manufacturing to engineering, procurement and construction (EPC). They span engineering, manufacture of machinery for sugar and cement plants, fabrication of boilers and heavy-duty gears and mineral processing. These are grouped under the three divisions of heavy engineering & industrial machinery (in Walchandnagar), foundry and machine shop (in Satara), and precision instruments (in Dharwad). The intention of company now is to undertake projects in newer business areas as also to execute projects of much larger sizes compared to the past. The necessary technology and project

management capabilities are being augmented to enable the company to do so. Walchandnagar Industries pioneered some of the most path breaking developments in India’s corporate history, among them the country’s first aviation company. All the erstwhile group companies have grown in terms of revenue and profitability.

larger sizes compared to the past. The necessary technology and project management capabilities are being augmented to enable the company to do so.

(WIL) the engineering major that traces its roots to the visionary industrialist, Walchand Hirachand (1882-1953), is preening itself for a massive revamp. The roadmap for growth it has charted for itself is expected to swell its income almost six-fold over the next five years – from the Rs524.91 crore at present to Rs3,000 crore. “WIL is a brick and mortar engineering enterprise and it was not just liberalisation, but commercial opportunities as well, that opened up our businesses over the years,” notes Walchand grandson and company chairman, Chakor L. Doshi. “Our whole approach now is to move from design engineering and manufacturing to engineering, procurement and construction (EPC).” With factories now in Walchandnagar and Satara in Maharashtra and, WIL’s principal activities are rather diverse. They span engineering, manufacture of machinery for sugar and cement plants, fabrication of boilers and heavy-duty gears and mineral processing. These are grouped under the three divisions of heavy engineering & industrial machinery (in Walchandnagar), foundry and machine shop and precision instruments. The sixty-two-year-old Doshi says the intention now is to undertake projects in newer business areas as also to execute projects of much larger sizes compared to the past. “The necessary technology and project management capabilities are being augmented to enable the company to do so,” he points out. To give shape to its aspirations towards developing existing verticals and creating new ones, Walchandnagar is forging technical tie-ups and collaborations with a number of overseas companies. Apart from its partnership with France’s Direction des Constructions Navels Services (DCNS), it tied up recently with ATEC Austria to enable bidding for larger cement projects and in new geographies. It is in discussion with a foreign company for the new thermal power vertical it is pursuing, where it will notch up to 150 MW capacities. It is also negotiating a technical tie-up with a Brazilian company, collaboration with a US company having a presence in the oil and gas exploration field, and a joint venture with a European company fabricating land rigs. “It is yet too early to discuss at this moment as we are still working out details,” explains Doshi’s 35-year-old son and managing director Chirag C. Doshi. Over 90 per cent of his company’s revenue comes from heavy engineering that caters primarily to the capital goods segment within diverse fields such as sugar machinery, boilers and power plants, cement machinery and EPC projects. The business of foundry has a share of 7 per cent, and precision instruments the rest. Foundry is divided mainly into the automotive sector (where the division makes dies for the automotive industry) and the wind turbine sector (for which it produces industrial machinery and equipment 16

applications). It can also execute, on turnkey basis, integrated sugar plants up to 10,000 tones crushing capacity per day, having supplied more than 75 such plants and over 80 major expansion projects. For the cement sector, it can design, manufacture and supply complete projects up to 3 million tones per annum capacity on turnkey basis. More than 40 such projects have been completed, including ones in Indonesia, Lebanon, Kuwait, Zambia, Iran, Ghana and Nepal. “The industrial machinery division, launched in the early 1960s, helped us foray into the high technology heavy engineering business spanning the country’s nuclear, aerospace and naval segments,” mentions Chakor Doshi. He had joined the company in 1974 when his cousin Bharat Doshi had been the managing director. Doshi views WIL and Larsen & Toubro as the two pioneering companies in these fields and the only ones too, though he concedes that the rival company is far larger. So it is. The Rs40,500 crore technology and EPC behemoth was founded as a partnership firm in 1938 by two young Danish engineers, Henning Holck- Larsen and S.K. Toubro, who came to India in the 1930s for business in cement. Chirag Doshi indicates that WIL’s order book is currently worth Rs2,500 crore. “We do not give break-ups of individual orders, but our orders are spread across all our business verticals of power, sugar, cement, aerospace, defence and nuclear power,” he says. Exports account for Rs449.58 crore of the orders. Last year, they totaled Rs96.92 crore, comprising mainly EPC contracts in Africa. These included a mine backfill plant and waste crushing plant at Zambia’s Konkola Copper Mines (KCM) and a 3,500 tonnes per day cement plant for Maweni Limestone Ltd of Tanzania. WIL also has a letter of intent (LoI) from Tamil Nadu Electricity Board (TNEB) for a Rs1,200 crore contract for providing boilers for 13 co-generation power plants attached to sugar factories and ranging between 10 and 18 MW, totalling 230 MW. The company is capable of manufacturing boilers on turnkey basis of capacities ranging from 10 to 250 tonnes per hour. WIL has a market capitalization of Rs741.78 crore. The company follows the October- September fiscal year.

Entering oil and gas The firm is building on its abiding association with defence, nuclear energy and aerospace and venturing into the lucrative oil and gas sector as well. Chakor Doshi foresees these verticals strengthening the balance sheet to a great extent. Anil Kakodkar, former Department of Atomic Energy (DAE) secretary and Atomic Energy Commission (AEC) chairman, says he looks forward to the day Walchandnagar will become a technology donor. “I’ve been witness to the path- breaking developments taking place in WIL in the critical spheres of defence, 17

nuclear energy and aerospace and the spirited striving to accomplish ever more,” he had said, while recently inaugurating the Vinod Doshi Technology Centre at Walchandnagar, situated 130 km from Pune. “I ask, ‘How does this happen?’ and the answer, to my mind, is that the management has created an excellent inter- personal environment for the able team that it has nurtured over the years.” Chakor Doshi says the Vinod Doshi Centre, along with the other, recently started Walchand Technology group in Pune, will focus on R&D and cater to in-house requirements as well as for WIL’s foreign and domestic partners. “Not enough attention has been paid to technology development in the engineering industry and this is now the right time to invest time and money in creating intellectual property (IP) from India,” he explains. Over its 35 years of work for the defence ministry, Walchandnagar has fabricated and supplied equipment like combustion chambers, missile and air booster casings, mobile launchers, portable bridges and ‘knock down containers’ for the Antarctica expeditions. WIL has been a key contractor for Indian Space Research Organization’s satellite launch vehicle (SLV) programme since inception. “We are major equipment manufacturer for ISRO and Vikram Sarabhai Space Centre (VSSC),” mentions Chirag Doshi. “We have supplied large number of critical components which include flight motor casings, nozzles and segments, handling rings, heat shield jigs, domes, nose caps etc. for the SLV, Augmented SLV, Geosynchronous SLV and Polar SLV programmes.” The company worked two years on Chandrayaan 1 as well. Its foundry division manufactured mould and jig fixtures out of maraging, or low alloy, steel for the axially displaced ellipse (ADE) reflector for this maiden unmanned lunar mission of India, that lasted 10 months till last August. “Maraging steel is made of iron alloys that have superior strength but no less malleability than normal steel,” explains Doshi. “This 600 kg casting WIL will be locating its second high- technology heavy fabrication facility after Walchandnagar at an 80- acre waterfront plot it recently acquired in Dahej, near Bharuch. This site will have a heavy engineering workshop for manufacturing oversized structures for the company’s future nuclear and oil and gas businesses, says Vice Admiral S.K.K. Krishnan (retd), who, as senior president’s a critical component WIL, has the prime responsibility of developing the new yard and also a few other aspects of the current business like defence & hydrocarbon segments. “Such items are not easily transportable by road and hence the intention is to transport them by sea by barge,” he explains. WIL entered the petroleum sector in 1997 by manufacturing high pressure, high temperature resistant equipment for such customers as Indian Oil Corporation in Haldia, Gandhar Petrochemicals Complex, in Dahej, ONGC Hazira Phase III A, and Numaligarh Refinery Ltd, Assam. “The confidence and experience gained over the years has encouraged us to enter into other areas of 18

offshore structural fabrication, on-shore drilling rigs, aluminium structures, new drilling technology by using aluminium alloy drill pipes and tubings and equipment for exploration, drilling, production and processing,” remarks Chakor Doshi. His company’s oil & gas division has been set up in Navi Mumbai. Asked if WIL was considering any acquisitions, either in India or overseas, he retorts, “We are constantly on the lookout for good companies, both overseas and domestically, that can offer design and technology to complement Walchandnagar’s manufacturing expertise.” Though they have not narrowed on a particular company to acquire as of now, they have been evaluating a few opportunities and will continue to do so, he says. Despite the expanding business, a Follow on Public Offering (FPO) is, however, not under consideration, he adds. WIL fell to Chakor Doshi when the Walchand empire splintered in 1994 owing to family division. He weathered the debacle, though he had resigned then as managing director, before becoming chairman in 1998. “When I took over, we were raring to go, because I had wanted to professionalise since 2006-07,” he recalls. The Doshi family has now been operating in its own respective niches for the past 16 years since split. He says he personally misses being together, but is not brooding about it, as he sees advantages on being on one’s own, as all family members have done well independently. One of the group’s more profitable companies, Hindustan construction Company, went to Ajit Gulabchand, Walchand Hirachand’s nephew, who was the largest shareholder among the Gulabchands. His elder brother, Bahubali, had been the last chairman of the unified Walchand group. His cousin, Rajas, got Indian Hume Pipe, while another cousin, Harshvardhan, was allotted Ravalgaon Sugar Farms, and the late Vinod Doshi, Premier Automobiles. Terming it ‘our family restructuring’, Vinod Doshi’s son, Maitreya Doshi, who is now CMD, Premier Ltd, deems it inappropriate to comment on this issue as it involves other members of the family and also because it took place years ago. “Since then,” he, however, mentions, “all the erstwhile group companies have grown in terms of revenue and profitability.” Chakor Doshi indicates that his plan for Walchandnagar has always been to consolidate and grow, but not venture wildly into new business terrain. “We are pursuing the Toyota corporate philosophy, that is, to be the third player in new territories,” he observes. “So, while we will not have the first mover advantage, we will at least be growing in familiar terrain.” Saying he is greatly impressed by the levels of quality & technology that WIL has attained, DCNS chairman and CEO Patrick Boissier says, “It is evident that WIL recognises that its workers, its human capital, are its best resource.” The company’s 1,866 managerial and skilled workers, including 800 engineers, are a testimony to this. “Once a Walchand family member, always a Walchand family member,” notes 75-year-old A.G. Pradhan, who joined the firm in 1964, but even 19

after retiring as general manager (special assignment), he now officiates as a director or trustee in various social projects of the company. He finds agreement from S.S. Gangawati (who joined as special trainee 45 years ago and is now president, strategic planning & market research).

Walchandnagar Industries has been associated with the Indian Navy since 2007, helping the service indigenise critical equipment required for various warship projects. Its involvement extended to India’s first indigenously built nuclear powered submarine, Arihant, for which it supplied the steam turbine integrated with the 85 MW pressurised water reactor on board. WIL has been designing, manufacturing and supplying gearboxes for the navy’s Leander class frigates, survey vessels, aircraft carrier, corvettes, and fleet tankers, with horse power of up to 24,000. The company was hence a natural partner that France’s DCNS was scouting for in its 2.4 billion contracts for the construction of its Scorpène class submarines for the Indian Navy. DCNS signed a MoU with WIL in February for the manufacture of critical components for the Scorpène contract, termed Project 75 by the Indian Navy. The MoU was forged into a formal agreement on 30 March during the visit of DCNS chairman & CEO Patrick Boissier to the 50-acre factory at the Walchandnagar Township, which straddles 157 acres of land, some 130 km from Pune. WIL is already a subcontractor of Mazagon Dock Ltd for some high- end structural requirement of Scorpène. Its partnership with DCNS puts it in a prominent position in the manufacture of some of the main equipment for the Scorpène. DCNS is already working with WIL for manufacturing complex cradle- gearbox for the navy’s first anti-submarine warfare (ASW) corvette Project 28 being executed by the Kolkata-based Defense Public Sector Undertaking (DPSU), Garden Reach Shipbuilders and Engineers (GRSE). The partnership is likely to extend to other projects in DCNS’ naval business from Indian or even overseas markets. The 2.8 billion DCNS group is a leading European contractor for naval defense systems, and employs 13,000 people. To expand its presence in India, it set up a subsidiary in Mumbai called DCNS India, which Boissier inaugurated in March 2009. Boissier recalls that his company’s team in India has for years been working with the navy, MDL and various industry organizations to identify potential industrial partners for DCNS as well as its European equipment suppliers involved in the Scorpène programme. “WIL came quickly up to the front, being already a subcontractor of DCNS for the Indian corvette propulsion contract and of Mazagon Dock for some specific works on Scorpène,” he says. “My group wishes to capitalise on this proven cooperation and reinforce it for its joint future in India.” Drawing attention to Walchandnagar’s long history of fabrication of large

and high quality welded and machined equipment for naval and nuclear industries, Boissier pointed out during his visit to the company that he was impressed by its variety of complex operations and the way it was organised. “WIL’s top management has a long term vision for its development, compatible with DCNS’ ambitions in India,” he noted. Vice Admiral S.K. Krishnan, senior president, WIL, who was previously chairman and managing director, MDL, indicates that the partnership with DCNS will help indigenise a variety of mechanical parts required for the Scorpène. He says it will also enable Walchandnagar to supply similar parts for other constructions that DCNS may undertake globally. DCNS India managing director Xavier Marchal mentions that though WIL is the main Indian partner identified by his company, it is still evaluating some potential vendors for electric and electronic components & cabinet and in prospective phase for valves and fluid circuit component. “It is also to be observed that suppliers of Scorpène parts from Europe, other than DCNS, are themselves identifying suppliers/vendors in India,” he adds. The objective is to source to the maximum level in India, he mentions.

Walchandnagar Industries pioneered some of the most path breaking developments in India’s corporate history, among them the country’s first aviation company. WIL had evolved into a multi-divisional multi-location group of companies that counted itself among the 10 largest business houses in the country. All the erstwhile group companies have grown in terms of revenue and profitability. Companies plan for Walchandnagar has always been to consolidate and grow, but not venture wildly into new business terrain. Company is greatly impressed by the levels of quality and technology. Walchandnagar Industries Limited (WIL) is an ISO 9001: 2008 certified Indian company with global presence and diversified business portfolio in Projects, Products and High-tech Manufacturing. Carrying more than 100 years of Engineering Excellence legacy, WIL has established its name as one of the best in its operational areas. WIL is known for pioneering achievements in Indian engineering industry and for its contribution to nation building activities. WIL is a listed company on the BSE and NSE stock exchanges in India.

WIL has a strong engineering, project management and manufacturing infrastructure to undertake projects and supply of machinery and equipments, in the fields of Nuclear Power, Aerospace, Missile, Defense, Oil & Gas, Steam generation plants, Independent power projects, Turnkey Cement plants, Mineral Processing, Bulk Material handling and Turnkey Sugar plants. WIL has a large proven reference list of satisfied customers across the world. First ever

 Indigenously built Sugar project  Company to export Sugar machinery and complete Turnkey project from India  Export of complete Cement plant with largest ever Kiln manufactured by any Indian company  Independent Power project based on municipal solid waste in India.

First to Manufacture

 Critical components for Nuclear Reactor  Main propulsion gear boxes for Indian built Navy Frigates  Components for Satellite launch vehicle for ISRO  Critical components for 235 MW & 500 MW Nuclear Power project 22

 One of the largest Optical Telescope in Asia  Major critical components in the first Indian built nuclear sub-marine ‘INS Arihant’  Critical components for India’s first Moon mission “CHANDRAYAAN-I”  Major critical components for India’s Intercontinental ballistic missile (ICBM) program “Agni V”.  Critical components for India’s first Mars mission “MANGALYAAN”.  “The patriotic industrialist whose life was a triumph of persistence over adversity”.

 “Walchand Hirachand was a dreamer, a visionary, a great builder and a great leader of industry. Above all, he was a patriot, and in his own way, he was an inspiring leader of our struggle for freedom. I salute his memory. When we celebrate the life of an entrepreneur like Walchand Hirachand, we must draw the correct lessons from his life. The lesson I draw is that the ultimate spur to growth and development is individual creativity and enterprise”.  - Dr. Manmohan Singh, Prime Minister of India (2004 – 2014)  About our Founder, Visionary Industrialist and Patriot  Seth Walchand Hirachand was one of the renowned industrialists of pre- independence India. He carved out his name in the industrial world on the basis of his qualities like thinking out of the box, following up on the idea and acting on it without delay and with faith in his own capability. With the belief that India has the potential to become a world leader one day, he strived to make India self sufficient through various industrial and business 23

ventures all his life. He was renowned for practicing appropriate management principles, impeccable planning, unparalleled human resource empowerment and rigorous project management.  Seth Walchand promoted and established business ventures in core sectors like Automobile, Civil Engineering, Aircraft manufacturing, Ship building, Maritime Shipping, Hume Pipes, Construction of dams, bridges and tunnels and organized farming.  Pioneer in Aircraft manufacturing: Founder Hindustan Aircraft Limited  He founded “Hindustan Aircraft Limited” which manufactured planes like Harlow Trainer, Glider, Hawk-P36, Horlow-PC5 etc. Later it was nationalized by Government of India.  Pioneer in Maritime Shipping: Founder Scandia Steam Navigation Company  On 5th April 1919 the ship “SS Loyalty” sailed on its maiden voyage, a crucial step when sea routes were controlled by the British. 5th April is now celebrated as “National Maritime Day” in India.  Pioneer in Shipbuilding Industry: Founder Hindustan Shipyard, Vizag  Seth Walchand recognized the need of country’s infrastructure for ship building and established a shipyard in. Vishakhapatnam in 1948. The company’s 1st ship “Jal-Usha” was commissioned by India’s first Prime Minister Pandit Jawaharlal Nehru. Later on the shipyard was nationalized by Government of India.  Pioneer in Organized Farming  He successfully transformed the barren, rock-strewn, practically uncultivated land near Kalamb village into lush green sugar cane fields and organized sugar cane farming. This led to the foundation of Walchandnagar Industries Limited in 1934 for a sugar factory to process the sugar cane. The township of Walchandnagar was built around this sugar factory.  Heavy Engineering Project Execution and Manufacturing: Founder, WIL  Since 1934 WIL has grown and diversified into a high-tech heavy engineering project execution and manufacturing company across various sectors.

25 WIL 20 BILT 15

2006 2007 2008 2009 2010

40 35 30 25 20 Fixed Assets 15 Net Current Assests 10 5 0

2006 2007 2008 2009 2010

2) Ballarpur Industries Limited (BILT), Unit-Bhigwan

Ballarpur Industries Limited (BILT), Unit-Bhigwan is located at village Paundhwadi, near Bhigwan, District Pune, and Maharashtra. The unit is situated in MIDC Industrial Area, Bhigwan. The company produces superior varieties of paper and paperboard mainly coated papers. The main raw material for the paper manufacturing is bleached pulp imported from Indonesia, Canada and other pulp surplus countries. BILT had been granted clearance from Maharashtra State Pollution Control Board and Ministry of Environment and Forest, New Delhi for manufacture of superior varieties of coated paper and paperboard – for a capacity of 2 lakhs ton per annum based on imported bleached pulp. The irrigation authority has also permitted drawing of water from backwater of Ujjani Dam @ 7.57 million cubic eaters per annum. The unit is termed as most eco-friendly owing to its use of bought out bleached pulp with no pulp manufacturing facilities at the unit. In a short span of time the unit has set benchmarks both in terms of quality and environment standards in the Indian Paper Industry. The unit boosts of exporting 20-25% of its production to various developed countries like USA, Australia, Canada, Europe, Middle East etc. Some of the milestones and awards achieved by the unit are enumerated as under.

Ballarpur Industries Limited (BILT), Unit-Bhigwan is located at village Paundhwadi, near Bhigwan, District Pune, Maharashtra. The unit is situated in MIDC Industrial Area, Bhigwan. The company produces superior varieties of paper and paperboard mainly coated papers. The main raw material for the paper manufacturing is bleached pulp imported from Indonesia, Canada and other pulp surplus countries. BILT had been granted clearance from Maharashtra State Pollution Control Board and Ministry of Environment and Forest, New Delhi for 26

manufacture of superior varieties of coated paper and paperboard – for a capacity of 2 lakhs ton per annum based on imported bleached pulp. The irrigation authority has also permitted drawing of water from backwater of Ujjani Dam @ 7.57 million cubic eaters per annum. The unit is termed as most eco-friendly owing to its use of bought out bleached pulp with no pulp manufacturing facilities at the unit. In a short span of time the unit has set benchmarks both in terms of quality and environment standards in the Indian Paper Industry. The unit boosts of exporting 20-25% of its production to various developed countries like USA, Australia, Canada, Europe, Middle East etc. Some of the milestones and awards achieved by the unit are enumerated as under.

During 2006-07, Bhigwan produced124, 092 MT of coated paper and coated boards, an increase of 6,197 MT over 2005-06. This growth in production was due to improved overall operating efficiency, reduced machine downtime and lower production losses. The unit has also achieved considerable improvement in quality by way of technological improvement and de-bottlenecking at various stages of from employees across the unit. Out of 570 TQM projects initiated so far, 504 have already been completed and have contributed to different aspects of quality improvement, process stability and cost reduction. Shree Gopal received the second runner-up prize in North West Qual Tech Award in 2006 in recognition of its quality improvements. The unit also took several initiatives to improve processes to help conserve resources and energy. The most significant was reduced fiber consumption, which came down from 815 kg/MT of paper in 2005-06 to 792 kg/MT in 2006-07. Similarly, power consumption came down from 1,498 Kwh/ MT to 1,445 Kwh/MT and water consumption came down from 134 m³/MT to 125 m³/MT during the same period. In addition, there have been major efforts to improve housekeeping and safety at work place, for which Shree Gopal received the first prize in Haryana State Safety and Welfare Award (2006) from the Chief Minister of Haryana. On the environment front, the unit has already achieved effluent discharge levels of 110 m³/MT of paper, which is lower than the Corporate Responsible Environment Protection (CREP) norms of 120 m³/MT of paper. During 2008-09, Bhigwan pM1 line produced125, 542 Mt of coated paper and coated boards. The new state of the art pM2 line was commissioned in the month of December 2008 and commercial production commenced in March 2009. The ramp up of production has been in line with project plan and till June 2009, the new machine has produced 22,212 Mt of coated paper. A new product, light weight coated (l WC) paper was developed on the new machine and was well received in the market. Quality of product has stabilised on the new machine and 27

market feedback is good. The successful erection and commissioning of pM2 within 10 months bears testimony to the caliber and efforts put in by the BIlt team working alongside international engineers, consultants and technicians. Several quality improvement initiatives were undertaken in the areas of paper sheeting and packing including the installation of a new synchro Sheeter for improved cut quality of paper, while a new ream wrapping machine was installed for on machine packing of cut reams. In addition, the Unit focused on “on-line monitoring and control” of moisture, basis weight and ash of paper. This was done by installing quality control system at two paper machines. Overall, cleanliness of paper was improved by introducing screens with fine slotted baskets at the approach flow system of paper machines and broke handling system. New products were developed in the retail segment for the export market. This included Colored Matrix grades in five colures namely Vellum Cream, Tropical Green, Mystic Blue, Blush Pink and Canary yellow and BCB 400 gsm for use as “Scratch Coupons”. There were also efforts at process improvement. This involved installation of grabber with table feeder for handling of bamboo and wood logs at the chipper, installation of Bezner screen for screening veneer chips to remove contamination, and revamping of vacuum system at one paper machine. Continuous efforts were made to improve overall housekeeping and safety standards of the plant and also started implementing 5S practices. On cost reduction and energy conservation, Shree Gopal undertook several initiatives. Introduction of the use of higher dosage of hydrogen peroxide at oxidative extraction stage during bleaching reducing chlorine dioxide consumption. Stabilising use of producer gas by substituting furnace oil by 60 per cent at rotary lime kiln. Replacing inefficient motors in the plant, installing variable frequency drives (VFDs) and modification of the mill’s lighting system capacity of the machine is 65,000 MT. This will handle the entire IMAGE Copier A4 production of the mill and help provide better cut-packed A4 reams to customers. Various other quality up-gradation initiatives were also implemented such as use of caliper profiler, new rewinder and new slotted basket approach flow screen on one of the paper machines. Resource conservation continued to be a key focus area for the unit. While the unit was upgraded with additional equipment to increase the electrical load, power consumption was reduced to 816 Kwh/ MT of paper in 2008-09 from 849 Kwh/MT in 2007-08.This was achieved through implementation of various energy saving innovations across the paper manufacturing process. Steam consumption reduced from 3.64 MT/MT of paper in 2007-08 to 3.59 MT/MT of paper in 2008-09. Water consumption also reduced from 38 M3/Mt of paper in 2007-08 to 35 M3/mt in 2008-09. In line with initiatives under the Corporate Responsibility of Environment Protection (CREP) programme, various environmental projects were implemented like installation of 28

lime kiln for re-burning of lime sludge. In addition, complete revamping and upgrading of the pulp mill is being carried out to switch to an even less polluting bleaching sequence. Moreover, the effluent discharge system has also been revamped. Various water conservation initiatives were also implemented to achieve effluent discharge figures of 85 M3/ MT of production, well below CREP Norms of 100 M3/MT of production.

The total production at Bhigwan in 2009-10 was 248,983 MT of coated paper and coated Boards. The existing paper line produced 133,234 MT of coated paper and coated boards - an increase of 9,150 MT over 2008-09. The total export of this Unit was 49,763 MT of paper. To meet requirements from increased production, a new pasaban Sheeter was installed in the finishing house. In order to handle increased export volumes and to satisfy the demand of customers for bulk packing, a new German make shrink hooding machine was also installed. The new paper machine line, which was erected and commissioned in a record period of 10 months and started commercial production from the month of March 2009 produced 115,749 MT of coated paper. The ramp up of production in this machine was as per plan and the machine is now operating at full efficiency. During 2009- 10, the Unit has developed some new products. These include LWC 65 GSM, chromo 65 GSM, SBS and playing cardboard. All the new products were well received by the market. Resource conservation continued to be a key focus area for the Unit. Innovative process changes & further optimization of wet-end chemicals and coating formulation has helped in reducing usage of chemicals and reduction in fiber consumption. A number of energy conservation measures have resulted in significant reduction in power consumption in the existing paper machine from 654 KWH/MT of paper in 2008-09 to 627 KWH/MT of paper in 2009-10. Water consumption in the mill has further reduced from 21.07 M3 /MT of paper in 2008- 2009 to 16.65 M3/MT of paper in 2009-10 by various water conservation measures and changes in manufacturing process. In addition to TQM which has firmly been established in the Unit, the Unit was involved in 5S implementation. The Unit also obtained FSC-COC certification. These efforts have been recognized at various forums and the Unit has received the following awards in the year 2009-10: Good Green Governance award from Srushti Publications, New Delhi. Greentech Environment award for Environment Excellence. Greentech Safety Award. Total production from the newly commissioned paper line was 115,749 tones in 2009-10. This is a capacity utilization of 88 per cent reflecting an effective production ramp up.

During 2010-11, Bhigwan PM-1 line produced 142,646 MT of Coated Paper and Coated Boards - an increase of 9,412 MT over 2009-10. The newly commissioned state of the art PM-2 paper manufacturing line, which started commercial production in March 2009 produced 140,670 MT of Coated Paper during 2010-11, an increase of 24,921 MT over 2009-10. The total production of the Unit was 283,316 MTPA, an increase of 34,333 MTPA over 2009-10. The Unit successfully developed several new products during the year. This includes art paper for digital printing and gravure printing, art card suitable for injection moldings painting process (paint shade cards job) and new shade development (High whiteness) in printed circuit board. All the new products were well received by the market. Resource conservation continued to be a key focus area for the Unit. Innovative process changes, optimization of coating formulations and wet end chemical usage has helped in reducing usage of chemicals and fiber consumption, which has offset the impact of rising input prices to a large extent. A number of energy conservation measures have resulted in significant reduction in power consumption in the existing paper machine by over 9.2 per cent per MT of paper produced in 2010- 11.Water consumption in the mill has further reduced by 22.3 per cent per MT of paper in 2010-11. These efforts have been recognized at various national and international floras and the Unit has received the following prestigious awards in the 2010-11: ƒ Pulp and Paper International award for efficiency improvement from RISI ƒ Greentech Safety Gold Award from Greentech Foundation, New Delhi ƒ National Award for Prevention of Pollution from Ministry of Environment and Forests, India.

Global economic developments between July 2010 and June 2011, which is your Company’s financial reporting year 2010-11, have shown both positive and negative tendencies. On the plus side, most developing economies are back on to their growth momentum, although the rates of growth are lower than the pre-crisis days. The negative clearly is the imperceptibly slow improvement of the US economy and the increasingly serious fiscal crisis in the Euro zone, especially in Greece, Italy, Spain, Portugal and Ireland, which threatens the long term existence of the Euro.

Project Milestones:

1997: Originally Commissioned by Sinar Mas Pulp and Paper (India) Limited, a Sinar Mas Group, Indonesia. 2001: Ballarpur Industries had taken over the unit and named it BILT Graphic Papers Limited. 2003: BILT Graphic Papers was merged with Ballarpur Industries Limited.

Awards/Achievements:

2001: Acquired ISO 14001 Environmental Certification. 2002 & 2006: National Award for Excellence in Energy Management. 2005: Second Prize in Pulp and Paper sector for “National Energy Conservation Award” and Best Practiced Company in CSR activities by FICCI-SEDF 2006: Indian Manufacturing Excellence Award (IMEA) by Frost and Sullivan.

2007: Golden Peacock Global Award for Corporate Social Responsibility in Emerging Economics.

The present installed capacity of the unit is 1, 15,000 T/year. After expansion with the rationalization of product mix the high gram mage of paper and board would be produced on the existing machine, increasing its production from 9000 to 13,500 T/Month and the low gram mages will be produced on the proposed machines to be installed. Considering the market demand and shortage of coated paper, the company has proposed the capacity expansion of the unit.

BHIGWAN, INDIA, Oct. 23, 2009 (RISI) - The new PM 2 of Ballarpur Industries Limited (BILT) in Bhigwan, in the state of Maharashtra in India, is setting new standards for graphic coated paper. BILT operates the Voith PM 1 offline machine at the same location very successfully and can, therefore, directly compare the two methods daily. BILT, as part of the approximately US$3 billion Indian group Avantha, is India's largest paper manufacturer and one of the most efficient producers of printing and writing paper. At the five production locations throughout the country, BILT produces more than 50% of the wood free coated paper needed in India. In doing so, an output of more than 500,000 tons/yr of pulp and paper is achieved. BILT is thus among the top 100 of the largest paper manufacturers worldwide (No. 98 in the PPI Top 100, PPI Sept. 2009). After discussing an offline coating method initially, and a wider machine, BILT and Voith ultimately agreed on a narrower Perfect Fit online variant. It met the market requirements in India. The extensive technical discussions and negotiations with BILT's technical team stretched out for over a year altogether. On March 22, 2007, the negotiations ended with the signing of the contract for supply of the Bhigwan PM 2 production line.

The first paper machine in India with online coating: Bhigwan PM 2. Ultimately, BILT decided in favor of the online method because, along with lower investment costs, it also has lower operating costs

Large delivery

Voith Paper's delivery included the entire line, starting with stock preparation, the approach flow system including broke preparation, the complete paper machine with auxiliary equipment and the online coating machine through finishing with the offline Janus calendar and VariFlex winder. Stock preparation includes both preparation lines for short and long fibers that are equipped with TwinFlo double disc refiners. Mixed tropical hardwood from sustainable timber stands and pine are primarily used as the raw materials. The raw material is supplied on the one hand via market pulp and on the other from BILT's own pulp production.

Sabah Forest Industries (SFI) in Malaysia, which was recently acquired by BILT, also ensures a more independent and sustainable supply of raw material. It operates a pulp mill on Borneo in the Spitting Province in Malaysia and, at the same location, two older paper machines, manufactured in 1988.The entire wet end process - the approach flow system including Turb Air vacuum system, broke preparation, fiber recovery, head box pump and also process pumps and the complete instrumentation - was also included in Voith's delivery. The basic engineering originating from Voith coupled with excellent teamwork with BILT allowed optimal coordination and integration of all process components. The result was a speedy and successful startup in December 2008.

The structure and design of the PM 2 is modeled heavily on the world's largest wood free coated paper machine, the Dagang PM 3 in China. There are differences though, especially in the area of width and machine speed and also in the former. The Bhigwan PM 2 is equipped in the front wet end with a ModuleJet headbox and DuoFormer D for the best formation.

A 10-roll Janus MK2 calender provides for optimum surface treatment

The press concept was also convincing

The Tandem NipcoFlex press was selected for low two-sidedness of the paper, high dry content after the press with the lowest possible volume loss and the highest run ability. Like the online coating method, this press concept is a novelty for India and first had to win over the technical team at BILT.

The delivery included the single-tier Top Duo Run pre-dryer section, the 1x2 EcoSoft calender and the Speed Sizer used for precoat and sizing. Finally, the online dual top coat coating machine follows the flotation dryer and the two- tier CombiDuoRun after-dryer section. Here, DynaCoat AT coaters with JetFlow technology for optimum coat application are used. 34

Stock preparation includes both preparation lines for short and long fibers

In addition to the main components, auxiliary equipment such as hood technology, steam and condensate systems, central oil lubrication, paper web run, edge trimming preparation and splash water system were all part of Voith's delivery. A 10-roll Janus MK2 calender provides for optimum surface treatment after coating. The sophisticated and stable 45° design allows for quick roll changing times and partial deadweight relief in the nip. The VariFex winder with its two specially rubberized reel drums is responsible for optimum reeling conditions during winding of the secondary rolls.

The successful startup team in Bhigwan

In addition to the proven machine units, there was also the entire control system (MCS/ DCS) and quality control system (QCS) of the machine, including five scanners from Voith. That was advantageous for the smooth startup, since there were hardly any interfaces with an external system. Initial general coordination problems with optimizing the drives of the customer's motor supplier, especially in setting the "pulls" in the various areas, were eliminated through the cooperation of all parties. The machine operators who were originally accustomed to various external units were won over by the easy operability of the Voith Automation solution. The customer's personnel were all intensively trained for the startup and to maintain lasting success for the project. An extensive training program was carried out for the future operating and maintenance personnel by startup supervisor, Peter Sprang, and other Voith experts. About 13 months after the contract came into effect; installation of the PM started in May 2008 and successfully concluded after seven months on November 28, 2008. Twenty days after installation was completed, the startup was authorized and at the beginning of April 2009 the operation test run requirements for wood free coated paper were already met. Along with the collaboration between BILT and Voith, Voith's Indian joint venture partner of several years, Larsen & Toubro (L&T), also contributed to the successful installation of the new Bhigwan PM 2. From the Kansbahal plant in the state of Orissa in India, L&T supplied essential parts of the dryer section, especially the machine frame and also dryer cylinder and various other rolls and parts of stock preparation, all the way to the calender machine frame. Now, due to Bhigwan PM 2, BILT can further expand its market leadership in India and has created a showpiece for online coated wood-free paper production in India.

Production capacity for wood-free coated paper at the Bhigwan location can now be increased from the previous 125,000 to 315,000 tons/yr

"Since start-up, the performance of the PM 2 has completely met the high aims that we set when selecting Voith as our machine supplier. Along with its partnership during the design phase and prompt completion, Voith also supported us in the further development of paper qualities. We look to the future with confidence and are sure that this successful project will advance our economic success," notes BILT's managing director R.R. Vederah.

This is an edited version of an article that appeared in Voith's Together magazine, 28/2009. Reprinted with permission of Voith Paper. For more information, contact Joachim Huber, [email protected]

Income 10 Expenditure 5

2006 2007 2008 2009 2010

15 Fixed Assets 10 Net Current Assests

2006 2007 2008 2009 2010

Indapur Sahakari Sakhar Karkhana Ltd.

Company status & workshop details

Company Status :- Shamraj Enercon Technologies a proprietory company having turnover around 30 crore located at Chimbali near Bhosari. We have state of art infrastructure that has been equipped with all modern hitech machineries for designing and manufacturing of heavy-duty equipment.

We have equipped with machineries like soft are Plasma Cutting Machineries, Mig Welding Machineries, Sub Merged Welding Machineries, Heavy Duty Plate Bending & Rolling Machineries, Radial Drilling Machineries. Factory shed area over 720 sq.mtr. with complete flooring, separate fabrication set up for stainless steel & carbon steel fabrication.

Workshop details : We have one fully equipped workshop having an area of 30000 sq.foot. Out of which 10000 sq.foot is covered bay with a 7mtr free height. Uncovered area is 20000 sq.foot and office area is 800 sq.foot. We have 3 EOT Cranes of 10 tonne & 7.5 tonne & 7.5 tonne capacity. However we can fabricate jobs up to present workforce consists of 110 employees working 3 shifts 24hrs.aday, 6daysaweek.

We manufacture complete range of equipments required for process industry such as shell and tube type heat exchangers, evaporators, ecocasing, wet scrubs, separators. We have also manufactured complete range of equipments required for sugar factory such as condensers, cooling system, juice heaters, evaporators, rotary screens, etc. using stainless steel, M.S. alloy steel etc. We work to stringent

specification that requires complex fabrication, detailed inspection & testing requirement. We are also specialized in sheet metal fabrication that involves extra ordinary surface finish to satisfy dairy, brewery, pharmaceutical, food processing & other industries. Capacity of Factory: With our existing working bay & workers strength, we have capability to handle jobs up to 140 tons in M sand 50 tons in SS and alloy steel 30 tons per month. Our 2nd phase of expansion of another covered bay of 2000 sq.foot is planned for completion by October 2008. With this enhanced capability & space availability, our production capacity can go up to 300 tons/month. We have put some of the best machinery & some more are in the pipeline for more automation & better efficiency. Also our company being situated near Pune – Nasik highway and outside octroi limit, there is no octroi duty applicable. This is an added advantage for long term growth.

Cooperative sugar factories in Maharashtra are acting as a tool of economic change in rural Maharashtra since 1960s. Cooperative movement helped in transforming rural agriculture economy in to thriving social movement particularly in western Maharashtra. In developing economy like India, it is important to have social obligations to follow in regard to balance growth of region and to reduce unwanted effects industrialization. In this endeavor agricultural or agro based units can play important role as effective growth centers foe social reforms. This is because of location of these units in rural area and potential of these and its ancillary units to provide employment to population in the vicinity of their home and thereby reducing load on urban infrastructure and creating necessary infrastructure in rural area. Along with industrialization, social welfare schemes implemented by these units played important part in raising standards of living of employees employed in this activity in particular and all population in general The Corporate Social Responsibility (CSR) is generally understood to be the way a company achieves integration of economic, environmental, and social imperative. Many firms believe that the focus on new opportunities as a way to respond to interrelated economic, societal and environmental demands in the marketplace provides a clear competitive advantage and stimulates corporate innovation.

CONSOLIDATED STATEMENT Karmayogi Shankarraoji Patil Sahakari Sakhar Karkhana Limited (KSPSSKL) Modernization cum Expansion of sugar unit and Co-generation project (power plant)

1 Project Modernization cum expansion of sugar unit from 5,000 TCD to 8,000

TCD along with cogeneration unit of 19.5 MW total installed capacity

2 New project/Expansion in existing project / Diversification in exiting project Expansion within existing sugar factory premises.

3 If expansion/ Diversification, Whether environmental clearance has been obtained for existing project (If yes, enclose a copy with compliance table) Not Applicable

4 Name, address, email & contact Number of Proponent Mr. A.V. Nikam. Managing Director Mahatma Phule Nagar, Bijwadi, Taluka Indapur, District Pune, Maharashtra 413106 [email protected] 02111-286144/46/23. 02111- 286105

5 Accreditation of consultant (NABET Accreditation) Yes – provisional accreditation for the Sugar,

6 Type of project: Activity serial Number as per MoEF Notification Industrial Sugar: 5(j) and Cogeneration 1(d) “B ” Category

7 Total plot Area: Built up Area : Notified Industrial Area/Estate: 18 acres built up area, 6 acres provided for green belt development

8 TOR given by SEAC? Yes; in 44th SEAC meeting

9 EIA Submitted? Submitted to State Environment Department, Government of Maharashtra on March 28, 2011

10 Estimated cost of the project : (Pl quote estimation clearly specifying cost for land, building, plant and machinery separately) Cost (Rupees in Lakhs) Land & development Charges 25.00 Plant & machinery with modification cost 9666.93 Civil work 1330.70 Miscellaneous fixed Assets 73.00 Preliminary and pre-operative exp 545.19

11 Location details of the project 1. Latitude 18008’N 2. Longitude 74057’E 3. Elevation above Mean Sea Level (metre) 523 MSL 4. Nature of terrain (hilly, valley, plains, Coastal plains etc.) Plain, flat and barren land 5. Nature of Soil (sandy, clayey, sandy loam etc.). Clayey 6. Ground water table levels (Pre & post monsoon) Pre Monsoon – 10-15 Meters Post Monsoon – 5-8 Meters

12 Distance from Protected Areas / Critically Polluted areas / Ecosensitive areas / inter-State boundaries Sanctuary located at Nanaj is the nearest sanctuary to the site located at 140km

13 Water Conservation I. Rain Water Harvesting (RWH):(All details like recharge pits, storage tank capacity etc) Rainwater harvesting plan has been prepared II. II. Water supply-Total water required Source: - River/Groundwater/Industrial Area Source: Ujani dam Requirement: 2,835m3/day Quantity of recycled water:(m3/day) 1975 m3/day Total Water Requirement (M3/day) Domestic Use (Drinking, Toilet, etc.) 10 Process 1800 Washings 320 Boiler feed 200 Spray pond 500 Others (Pump gland sealing) 5 Total 2835

14 Sewage and Wastewater I. Storm water drainage provided II. Total Effluent generation 856 m3/day Domestic Effluent: Quantity & Disposal Quantity : 6 m3/day Disposal : Septic tanks with soak pit Trade Effluent: Quantity & Disposal ,If discharge in CETP then 850 m3/day , treated in own ETP Treated water from ETP will be utilized for gardening purpose Physical- chemical analysis of treated water to be used in project Anticipated to comply proposed limits mentioned below Point of final discharge (Quantity discharged in 3/day) 850m3/day for irrigation purpose; land available about 150 acres Effluent Discharge Parameters(,etc) Treated Effluent Characteristics Proposed Limit MPCB Consent pH BOD COD Oil & grease Total Dissolved Solids Total suspended Solids 5.5 to 9.0 < 100 mg/Lit < 250 mg/Lit

15 Solid waste Management Composition 1. Raw water Treatment Plant 3.0 Sludge Land filling in own gardening area 2. ETP 85 Sludge Utilized for composting along with press mud. 3. Process Ash 1014 Dry/slurry Utilized for composting along with press mud. 4. Spent Catalyst Nil -- -- 5. Oily Sludge Nil -- -- 6. Others like Battery waste, e-waste etc If waste(s) contain any hazardous/toxic Substance/radioactive materials or heavy metals, provide quantity, disposal data, and proposed precautionary measures. Waste is non-toxic, non-hazardous and degradable in nature; Bagasse ash is rich in potash c What are the possibilities of recovery and recycling of wastes? Possible use of Mixed with bio-compost process of Distillery solid waste Method of disposal of solid waste As a bio- compost (manure)

16 Green Belt Development Green belt area ( in Sq. m) 24280Sq. m Existing nos. of trees 10,000 Proposed nos. of trees with plant species 5,000 Number trees being cut/replanted or compensated Proposed project is located within existing sugar factory unit on flat, open land

17 Details of Fuel used: Source of Fuel Mode of Transportation of fuel to site Fuel Daily Consumption (TPD/KLD) Calorific Value (Kcal/kg) % Ash Existing Proposed Gas, Naphtha, HSD, Fuel Oil, Coal, Lignite, Bagasse 1550-1600 TPD 1690 TPD 2,250 1.5 to 2%

18 Energy Total Power Requirement (MW) 10.925( Sugar Factory, ETP, Office, Colony, workshop, Other) Source of Power -Present (in existing) Own cogeneration unit Proposed Own cogeneration unit, DG Sets one Details of Non-conventional renewable energy proposed to be used Bagasse is a renewable energy to be used @1690TPD

19 Environmental Management plan budgetary allocation Rs. 4. 50 crore Capital cost of the project (as proposed to approved by the funding agency/financial Institutions (Rs. Lakhs) Rs. 121 crores Cost of environmental protection measures (Rs. Lakhs) Air Pollution Control 2.0 140.00 Water Pollution Control 10.5 -- Noise Pollution Control 42

Environment Monitoring and Management 0.5 Reclamation borrow/mined area -- Occupational Health 1.0 Green Belt 0.5 10.00 Solid waste management 1.5

20 Public Hearing details category ‘B’ project A. Date of Advertisement 11/11/2011 B. Newspapers in which the advertisement appeared Daily ‘DNA’ and ‘Maharashtra Times’ 21 Manufacturing Process details A. Raw materials (including process chemicals, catalysts, & additives) List of raw Materials to be used Physical and chemical nature of raw material Quantity (tones/month) full production capacity Source of materials Means of Transportation (Source to storage Site) with justification Sugar cane Agriculture 8,000MT/Day Farms of members Carts, tractors, trucks Lime Alkaline 9.8MT/Day Nearby market truck Sulfur Bleaching agent 4.6MT/day Nearby market truck Bagasse (Fuel) Ash contain – 1.5 - 2 % Calorific value -2,250 kcal/kg 106.875 TPH ( 76,950TPM) Own sugar factory Bagasse will be transported from the yard to the furnace by Bagasse handling system in the form of Bagasse conveyors B. Production profile (tones/year) Name of Products, Byproducts and Intermediate Products Existing Proposed activity (new/modernization/expansion) Total A. Main Products White Sugar: 467 MT/Day White Sugar: 920 MT/Day Power: (18.585 MW electricity) White Sugar 920 MT/Day, 18.585 MW Electricity B. By-Products Molasses : 163 MT/Day Bagasse : 1300 MT/Day, Press mud: 173MT/ Day, Molasses : 320 MT/Day Bagasse : 2240MT/Day, Press mud: 320 MT/ Day 320MT 2240MT 320MT C. Intermediate Products ------22. Storage of chemicals (inflammable/explosive/hazardous/toxic substances): Name Number of Storage’s Capacity(MT) Physical and Chemical Composition Consumption (in TPD) Maximum Quantity of storage at any point of time Source of Supply Means Of Transportation-- Sulphur One 60 4.6MT/D 75 Nearby market Authorized transporter

23. Details of Pollution Control Systems i) Air Mechanical Dust collector Wet scrubber ii) Water Effluent Treatment Plant Existing ETP at sugar factory is of 1700m3 43

which is adequate to treat the additional effluent from cogeneration unit. iii) Noise Regular maintenance of machinery and greenbelt Boiler and power house in closed area Greenbelt development for proposed unit iv) Solid Waste Bio-compost unit Adequate for disposal of additional ash due to cogeneration unit

24. Atmospheric Emissions Flue gas characteristics (SPM, SO2, NOx, CO) Pollutant Source of Emission rate (kg/hr) Concentration in flue gas (g/m3) 1. SPM Boiler 10.944 kg/hr 0.00340 g/m3 2 SO2 Boiler 1.404 kg/hr 0.390 g/m3 Stack emission Details: Plant Section & units Stack Height from Ground level (m) Internal Diameter (Top) (m) Emission Rate Temp of Exhaust Gases Cogeneration unit boilers 01 60.0 m 3.0 m 14.1 m/s 160oC

25. Emission Standard Pollutants Emission Standard Limit (mg/Nm3) Proposed Limit (mg/Nm3) MPCB Consent (mg/Nm3) SPM < 100 < 100 100 SO2 < 80 < 80 80 NOx < 80 < 80 80

26. Ambient Air Quality Data Pollutant Permissible Standard Proposed Concentration (ing/m3) Remarks SPM (PM10) 100 g/m3 62.95 g/m3 The baseline concentration (maximum) recorded in downwind direction 3.5 km west of the site (i.e. village Kauthali) where the incremental SPM concentration estimate is maximum upto 67.37g/m3

27. Specific air pollution issues in the project area. – No

Distillery and Cogeneration sectors Cooperative sugar factories in Maharashtra are acting as a tool of economic change in rural Maharashtra since 1960s. Cooperative movement helped in transforming rural agriculture economy in to thriving social movement particularly in western Maharashtra. In developing economy like India, it is important to have social obligations to follow in regard to balance growth of region and to reduce unwanted effects industrialization. In this endeavor agricultural or agro based units can play important role as effective growth centers foe social reforms. This is because of location of these units in rural area and potential of these and its ancillary units to provide employment to population in the vicinity of their home and thereby reducing load on urban infrastructure and creating necessary infrastructure in rural area. Among agro based processing units, cooperative sugar factories in western Maharashtra achieved this 44

expectation to great extend. Their productivity and diversification in the areas of by-product manufacturing such as rectified sprit, paper helped in creating additional employment in these areas. Along with industrialization, social welfare schemes implemented by these units played important part in raising standards of living of employees employed in this activity in particular and all population in general The Corporate Social Responsibility (CSR) is generally understood to be the way a company achieves integration of economic, environmental, and social imperative. Many firms believe that the focus on new opportunities as a way to respond to interrelated economic, societal and environmental demands in the marketplace provides a clear competitive advantage and stimulates corporate innovation. Corporate social responsibility is a concept whereby companies integrate social and environmental concerns in their business activities and in interaction with their stakeholders on a voluntary basis. According to some people, corporate social responsibility usually affords to avoid labour conflicts. In this global context, voluntary social and environmental practices of business, going beyond companies’ existing legal obligations, can play a major role in filling the governance gap in an innovative way. Sugar Industry in India is well developed with a consumer base of more than billions of people. It is also the second largest producer of sugar in the world. The present study focuses on what six major sugar co-operative factories in Pune district, act as per as corporate social responsibility is concern.

Maharashtra is the largest sugar producing State in India. It accounts for more than one third of the total sugar produced in the country. Sugarcane farming is the source of livelihood for nearly 2.5 crore population living in rural areas of Maharashtra. The sugar industry provides direct employment to 1,65,000 workers. Besides 8 lakh workers are engaged in harvesting and transport operations every year for a period of six months. Sugarcane cultivation in the State has become an excellent example of industrial agriculture. The sugar industry provides an annual revenue of over 2,200 crore to the Government. The members in different co- operative factories are gaining from various Social Welfare activities performed by different co-operative factories in their command area. Here it is proposed that a comparative study of Social Welfare activities as performed by different factories in relation to both the member farmer and labors-worker. Sugar industry occupies a pre-dominant position in Maharashtra and Maharashtra ranks second in having large number of sugar factories in India in the co-operative sector. Here the researcher proposed to study the Social Welfare Activities performed the co- operative Sugar factories in Pune District. The researcher has selected Six co- operative sugar factories in the Pune District namely:

The Malegaon Sahakari Sakhar Karkhana Ltd. Tal-Baramati The Someshwar Sahakari Sakhar Karkhana Ltd Tal-Baramati Chatrapati Sahakari Sakhar Karkhana Ltd Tal-Indapur Nira Bhima Sahakari Sakhar Karkhana Ltd Tal-Indapur Karmayogi Shankarao Patil Sahakari Sakhar Karkhana Ltd Tal-Indapur Ghodganga Sahakari Sakhar Karkhana Ltd Tal-Shirur

The main reason of it is, the factories are within the range of researcher. Secondly, they represent all the parts of the Pune District. Researcher has observed the development and progress of these factories being native or rural part of the Pune District The present study is based on published and unpublished data collected from both primary and secondary sources. All the information based in primary source has been collected from the personal departments of the selected six sugar mills of western Maharashtra region in Pune district and through personnel interviews with the workers, union leaders, and officers on the basis of per-structured questionnaires eliciting information on a number of major aspects of social welfare activities to authenticate the research and arrive at genuine conclusions. A major chunk of the portion based on the secondary information is obtained from the magazines, newspapers, journals, books unpublished theses, annual reports of the companies and various other publications of the Government of India and Government of Maharashtra. Some information has been collected/scanned from the Internet also. Finally, all the information and data collected are analyzed and important inferences have been drawn from them. 1. Present study is carried in Pune western Maharashtra which has a tradition of good cooperative leadership. All manufacturing and financial Institution working in cooperative field is in financial good conditions. This condition may not apply equally in other parts of Maharashtra. 2. Area of subject under study is agricultural processing units. This sector of economy is susceptible to extreme condition of natural calamities. So results drawn by researcher are subjected to vary under such conditions of financial instability arising from this natural phenomenon.

The Corporate Social Responsibility (CSR) is generally understood to be the way a company achieves integration of economic, environmental, and social imperative. Corporate, particularly the large ones, want to be seen as being 46

responsible bodies. Participating in social initiatives also helps them interact with the local communities at the grass-root level, which is useful for communicating the corporate vision and their role to the local communities. The question that clearly needs answering is ‘What does CSR mean?’There is no universally accepted definition of this. One extreme view is that a company that complies with laws of the land in which it operates is being socially responsible. The other extreme view is that a socially responsible company is one that is purely philanthropic in that it gives without expecting a return or a benefit. The world business council on Sustainable development has defined corporate social responsibility as the "commitment of business to contribute to sustainable economic development, working with employees, their families, the local community and society at large to improve their quality of life." It is the backbone of today's business sustainability. Kotler cites several benefits of corporate social initiatives on the part of corporate. It includes- 1. Increase in sales 2. Increase in market share 3. Strengthened brand positioning 4. Improve corporate image 5. Increased appeal for customers, employees and investors 6. Reduced operating cost

As "initiative" is necessary to fulfill the unfulfilled business operation and long term profitability as well as sustainability by meeting the ethical, legal, commercial and public expectation that society has from business. What is our new mantra of corporate social initiative The following is the major underlying thought in respect of corporate social responsibility.

CORPORATE SOCIAL RESPONSIBILITY OF THE SUGAR FACTORY

1) Responsibility to the Government

Any organization in having big responsibility to the government, because government is making the essential rules & regulations to the business in the country. Responsibility may be in the form of paying full taxes, active participation in the government’s policies & program of the upliftment & development of rural & economically backward areas, creation of employment &

self employment opportunities in this program such as rural welfare schemes including education etc. Malegaon Sugar Factory is contributing successfully to adding big contribution in the work of the government; Malegaon Sugar Factory is contributing boundary less scheme in the development scheme of the government: some of them are as follows.

Rural Development Cell: - Development of the society, people where sugar factory is existed is contributing through providing them education of school, college of all kind. Children’s are getting education facilities near so they don’t need to go from their house.

Rehabitation program: - Natural calamities are not in the hand of anybody so if we having strong system to reduce the intensity of it or fight with it, loss also reduced at big extent.

Road and Maintenance: - To build the road and maintain the road so that it is easy to transportation of the people and goods from one place to the other is the job of the government. Road is the basic need of the transportation and normal people are using it.

Police Chowky: - The main job of the police is to pick up criminal and to reduce the crime also. To give safety and secure life to the normal people by protecting their property and secure life to the normal police is finally duty of the government but Indapur sugar factory helping the government by building the police chowky, along with all the necessary need of the police like pure drinking water & help them in maintaining the peace in the society.

Education: - Education is the basic right of every child, but Indian is developing country and numbers of people are living below poetry line. If people don’t know that they will get food of evening or not then education is like a dream for them. Government is providing as much possible for them, but as a citizen it is our responsibility too. Work in education field is also the big contribution to the government. 2) Responsibility of the Employees- Employees are the un-separated part of any business till it is active. If employees are having satisfied and competent then and only then the particular business is having long lasting life. Co-operative sector or sugar factory is also not exception to the same related to the employee. So it is duty of the employer to maintain employee’s welfare scheme and amenities such as housing, medical attention, education. Along with this others 48

are good working conditions, arrangement of proper training and education to the workers. Training schemes for employees: - Employees of the Malegaon Sugar Factory get properly trained before appointing them on any particular work in their selected area. So that they can get the proper skills and knowledge of their particular area and employees are able to handle the work independently and successfully. Aid and Help to the Handicap People. If employees are having any physical disability with disease or accident, can helping by giving work relief or making certain changes in the nature of their work rather than leaving them in their critical problem? Also Malegaon Sugar Factory providing a kind of sense that the handicapped people may have ability to the job and the employees become confident. It is a great help to such employee and their family too.

Fire Fighting Unit: - According to the ‘Factories Act’ Fire fighting unit or First Aid is essential in the factory. Due to this, any factory may have probability of fire then they must have to make arrangement of fire fighting unit. Drinking Water / Sanitation / Latrines. According to the ‘Factories Act’ the factories have to provide the pure and cool water to the employees and it must be easily available when employees are in factory. Along with Sanitation and Latrine facilities is provided to the employees. Within the factory there is arrangement of the latrines which is separated for male and female.

Medical Officer :- Every Sugar Factory is having a Medical Officer where employee can check their health regular. An employee can also take aid of medical officer in the seasonal illness. The charge of the medical treatment can be directly cutting through the payment of the employees. Not only employees can take the benefits of it but his family can also take advantage of it.

Night School :- Night School is a place where children of young people can taking education at night and at the day time may be they are earning money to fulfill the need of the family and their own too. It is a kind of earn and learn scheme of which Malegaon Sugar Factory can implement successively in Malegaon. It is a place where people or employees of the Indapur Sugar Factory become self dependent and trying to make self development. It’s collectively, which they can use to fulfill their family regular needs. Then the need may be related to agriculture, medical and education of the great help to them.

Rehabitation Program:- If farmer is failing problem like no rain or heavy rain then it is difficult them to ultimate the crop. At such incident Indapur factory 49

giving financial aid, fee seeds, chemicals etc to the farmers so that they can return from the problem. 3) Responsibility to the customers is the king of the market, so in Co-operative too it is big responsibility towards the customers. Some general responsibilities are supply of quality of goods reasonable prices, reliable after sales service, co-operation with consumer’s organization, protecting customers from. Micro Finance: What the ‘Mohammad Younis’ is implemented the strategy successfully in the Bangladesh to set their economy there. 4) Responsibilities to the Public at Large .This include responsibilities to improving the environment, creation of employment, self employment opportunities like plantation, pollution control. Indapur sugar factory is having wide range of responsibility to the public.

Group Marriage Activity:- Indapur Sugar Factory is having its own marriage hall which is equipped with all the facilities. It can helping to the people at all section to take the benefit of it. Generally poor may manage their marriage in the program of group marriage conducted by the Indapur Sugar Factory. Last year they had managed the marriage of near 25 to 30 couple of the factory.

Financial Assistance to the Higher Education: The people / student from the village or urban area who having the right caliber of education but lack of financial all they can’t manage their education then the Indapur Sugar Factory assisting them to take the benefit of their scheme of higher education. In the last three year Indapur Sugar Factory helped near 50 students to pursue the higher education in metro cities.

Environment Related Activities: - We have to be environment friendly if we have to leave the better future to the next generation. So it is always good to obey the law of nature. Indapur Sugar Factory is creating awareness in the mind of people by having active participation in the environment related activities. Some of them are, 1) it had planted 20,000 trees in the last three years. 2) It is creating awareness in the minds of rural and urban people. 3) It is telling importance of the water. Co-operative Bank. Indapur Sugar Factory having Co-operative Bank where its mission is to help the people to make them financially strong. It is providing loan on interest to the small farmers in their agriculture, medical, marriage and education of children etc. they can use it.

Bus-Stop: Indapur Sugar Factory built up near about 50 bus stops near the villages of the Indapur and it is easy to people while for wait. 5) Philosophy of Labour Welfare is the broad concept referring to the state of an institutional or a group in a 50

desirable relationship with the total environment ecological, economic and the social. The term welfare includes both the social and economic contest of the welfare. Social welfare concern with the various problem of the weaker section of the society like prevention of destitution and poverty, the goals of social welfare is to fulfill the social, financial, health and recreation of all requirements of an institution in the society. The social concept of welfare implies the welfare of man, his family and his community and these three aspects are interrelated and work together in three dimension approach. It is dynamic, flexible concept and hence it’s meaning and county to country that is why we have to use very specialized approach while dealing with the term social responsibility of sugar factories and employee / labour welfare in the particular area.

Financial Assistance: It is one of the important social responsibilities in the business. As we discussed before mainly Sugar Factories situated at agricultural area. The main source of sugar is sugarcane. Indian agricultural is depend upon the rain. Adequate money, adequate fertilizers are the important source for producing any crop. Financial assistant in way at discounted loan or financial assistance for purchasing new machinery, seeds, digging a well is provided by the co-operative sugar factories to the nearby farmers. This financial assistance helps the sugar factory by way at getting more and more sugarcane for producing any product from it. Financial assistance by opening Co-operative Credit Society, Bachat Gat among the workers at the sugar factory, know that all four sugar factories, we came to operative credit societies to provide financial assistance by way of loan to purchase a new machinery, seeds, agri-equipments and also to develop he agriculture land to the farmers and also to the member of the Co-operative Sugar Factory. These Co-operative Credit Societies not only provides loan assistance for the purpose of development in the agricultural land but also provides for education of the children in the rural area and also for the other purpose. 7) Environment Related Activities as we know every business activities have to accept certain moral/ethical and social responsibilities. Doing an environment activities or to protect the environment policy is one of the social activities. Taking about the environmental activities we came to know that everyone is trying to go with the natural things. Some time we may changes natural things to smoothen human life but to preserve the ecological balance everybody has to take a suitable steps such as avoid bad effluent, Smokey Chimneys, Ugly buildings and environmental

pollution of any kind. Environment policies are termed to protect the environment and ecological balance responsibilities. In case at Chhatrapati Shivaji Sugar Factory situated at Bhavaninagar near to Indapur the internal structure of the plant is helping to protect the environment policy but outer layout of the sugar plant is causing to traffic to the other vehicle. Environment base activity is not only to protect atmosphere but also to prevent the people in the society. The Someshwar Sahakari Sakhar Karkhana and Bhima – Patas Sugar Factory have taken a step to protect environment. 8) Educational Facilities: Education means to learn different skills to face different problems and observe them with the help of education facilities such as Schools, Colleges leads to development not only of the individual but also. As we know most of the sugar factories are in agricultural area where most of the people are illiterate education helps to improve awareness towards individual and towards the society. Education facilities provided at the rural areas are important because a rural person improves their standard of living they can cop-up with modern changing environment. Education helps understanding of globalization, with the proper education facilities people came to know of new technology, changes in society and they can work better and in systematic way. With the help of all above advantages of education facilities people improves their standard of living and betterment of their lives. 9) Development Activities Development defines as accepting the new changes or going hand in hand with new ideas of innovation in a specific area. Every firm wants to develop it internal as well as external layout at its organization. Development activities include arranging seminars, field tour, and training to the workers in the co-operative sugar factories. In the Indapur Sugar Factory, Bhavaninagar’s Chhatrapati Sugar Factory is promising factories in the area of Indapur in the development of workers. People who are working in these factories are working in such way that they are producing better and better quality of sugar. 10) Yatra Contribution Yatra contribution is the responsibility of the co-operative factories specifically includes CSR towards to society. Different fairs in the basis of religion develop cultures, social economical and political aspects and they help to create oneness among the citizens of different cast, creeds etc. in such fairs different communication take place with help to bring development of the society. These fairs are also useful in creating social awareness towards different kinds of problems. It helps to flourish different new industries. New commodities are flourished in such fair, for such purpose all sugar factories 52

sponsor different even like corseting, local arts, competition etc. in fairs in the respective areas. 11) Rural Development Every business activity is expected to act as a good citizen of the society. With the development of society, it’s automatically development of the business situated in that area. Rural developments includes developments of the various section of the society, according to the modern global village concept every place is a village where there is a need of development As these sugar factories are located in the rural area these factories are providing employment to the people in a particular village which helps to increase the standard of living of the people and automatically helps in the development of the area. In recent days people are getting surprises to see such a better development in rural area.

4 Valmont Structures Private Limited From the historic streets of Athens, to a soccer arena in seol, to an apartment in Shanghai, to a power plant in Monterrey, to an expressway outside Chicago - Valmont is there. Our world is continually changing and with it, are our ideas, our needs and our challenges. With a company-wide commitment to our core values- passion, excellence, integrity, and positive results, we strive to fulfill our ongoing goal: to conserve resources, to improve life and to help the world a safe, better place to live and work.

At Valmont, we design and build highly engineered products. Leaving a lasting impression. with more than half a century experience, Valmont has the knowledge, expertise and resources to provide the highest quality products and services to the industry on time and at a competitive price. We offer monopole structures for applications like lighting, telecom, traffic and utility. we also offer mechanized irrigation equipment, high mast lighting poles, distribution poles, transmission poles, mechanized irrigation equipment. Our detailed product catalogues will explain the technical details and advantages of our products in the subsequent pages. Products & Services

Valmont is recognized throughout the world as an industry leader in engineered support structures and services for infrastructure and water management for 53

agriculture. We grow our businesses by leveraging our existing products, markets and processes. We are the biggest monopole manufacturer in the world with more than 50 production facilities around the globe. Our poles are being used extensively for applications like power transmission, power distribution, lighting, traffic management and communication. Our products includes: lighting poles, street lighting poles, power transmission poles, traffic signal poles, street lighting poles, substation structures, irrigation systems etc. Conserving Resources: Valmont Industries is a leading producer and distributor of products for the infrastructure and agriculture markets. Valmont Industries began in 1946 when our founder, Robert B. Daugherty combined his $5,000 savings and wholehearted belief that business could and should be done better. Since that modest start more than half a century ago, our company has grown to be an international leader in engineered products and services for infrastructure and water-conserving irrigation equipment for agriculture. From the lighting and traffic structures that guide your way, to communication towers and utility structures that power your home and business, to irrigation equipment that waters the croplands on which your food is grown, Valmont products improve lives worldwide. Valmont Industries operates in four primary business segments: Engineered Infrastructure Products, Utility Support Structures, Irrigation and Coatings; as well as in the tubing, grinding media and electrolytic manganese dioxide businesses. Valmont (VMI) is publicly traded on the NYSE. We focus on two global markets: infrastructure and agriculture. Valmont Industries is present in 23 developed and developing countries, offering 27 brands from more than 90 facilities. International sales represent a significant portion of our revenues. Valmont’s employees are passionate about the products we make. Along with our customers, they are the cornerstone of our success. We pride ourselves on being people of integrity who excel at delivering optimal results. We pursue opportunities for growth by taking our products and processes to new markets, introducing new products to regions where we have a presence, and continually improving our services to ensure that Valmont solutions are second-to- none.

Valmont's Vision Statement: Valmont is recognized throughout the world as an industry leader in engineered products and services for infrastructure, and water

conserving irrigation equipment for agriculture. We grow our businesses by leveraging our existing products, markets and processes. We recognize that our growth will only create shareholder value if, at the same time, we exceed our cost of capital. Essential to our success is a company-wide commitment to customer service and innovation, and the ability to be the best cost producer for all products and services we provide. Recognizing that our employees are the cornerstone of our accomplishments, we pride ourselves on being people of passion and integrity who excel and deliver results. Valmont is a globally recognized leader in the infrastructure and agriculture industries, but, like any company, we had humble beginnings. In 1946, Robert B. Daugherty began looking for a good business opportunity. He recognized the potential of a small manufacturing company on a farm just west of Valley, Nebraska, owned by an inventor named Sam McCleneghan. After careful consideration, Daugherty invested $5,000 - nearly his entire life savings - in Valley Manufacturing and began building farm elevators. In 1947, Frank Zybach developed a prototype center pivot irrigation machine. In the years that followed, he modified and refined the design to improve operational efficiency and, in 1954, licensed his patent to Robert Daugherty. Valmont's engineers spent the next decade refining Zybach's innovation - making it sturdier, taller and more reliable - and converting it from a hydraulic power system to electric drive. Valmont began manufacturing steel pipe and tubing for irrigation equipment in 1959 and saw an opportunity to develop markets throughout the United States for original equipment manufacturers, steel service centers, and public and private projects. In the 1960s, Valmont's development of high-speed, resistance welding for tubular projects led directly to the manufacture of tapered tubes for outdoor lighting, traffic signals and other applications. During the 70s, Valmont expanded into the manufacture of large tubular structures for the electrical utility industry, and developed overseas irrigation markets to form Valmont International. In the 1980s, Valmont integrated computers into modern farming practice and revealed another significant breakthrough: the cams™ Management System, which enables growers to quickly and confidently program 55

and monitor their equipment to automatically accomplish a full range of irrigation, coordination, chemigation and fertilization functions based on different variables. Recognizing that the equipment dealers were working hard and already selling customers on using computers, Valmont established ValCom Microcomputer as a division in 1982.

The need for galvanizing grew in the 1990s and Valmont's facility in Valley was at capacity meeting internal demands. So, Valmont built new galvanizing plants in West Point, Nebraska, and Tulsa, Oklahoma - enabling the Company to meet other manufacturer’s needs for protective coatings. Valmont has continued to add galvanizing operations in the U.S. and worldwide to help fulfill internal galvanization needs and, simultaneously, respond to increasing global demand for protective coatings. Meanwhile, sensing the international opportunity in infrastructure, Valmont started to embark on global expansion by investing in the French steel and aluminum lighting markets in 1989. The Company continued to broaden global scope in structures for lighting, utility and communication through acquisitions and development of new plants. A series of mergers, beginning with Microflect Company, moved Valmont from being just a supplier of communication poles to a broad service provider of towers, components, installation and maintenance for the wireless communication industry. In 1993, Mogens Bay became Chairman and CEO of Valmont and made it a priority to rationalize the Company's portfolio and industry leadership – divesting it of any businesses not tightly aligned with Valmont’s core strengths in infrastructure and agriculture, and concertedly investing in those strengths through global expansion. Valmont acquired a manufacturer of utility poles –Energy Steel Corporation – signifying the Company’s entrance into the utility market in 1994. A 56

decade later, acquisition of new mark International, a manufacturer of concrete poles, led the formation of Valmont’s Utility Segment and strategic integration of new mark management. A series of acquisitions in Europe and expansion of facilities in China, plus entrance into South America in 1997, South Africa in 1999 and the Middle East soon thereafter, greatly enhanced Valmont’s international presence. In 2010, the Delta plc acquisition in the Asia Pacific market brought access systems – engineered grating products designed to enhance worker safety in industrial facilities – to the Valmont family of products. This nearly doubled Valmont’s number of global galvanizing facilities and led to establishment of a regional headquarters in Australia. In 2012, a new Valmont plant opened in India, further responding to global demand for quality infrastructure. In 2013, Valmont acquires assets of Pure Metal Galvanizing of Ontario, Canada. Pure Metal operates five kettles out of three locations in Ontario. Valmont acquires privately-held Locker Group Holdings Pty Ltd., a market leader in Australia and Asia, for the manufacture of perforated and expanded metal for the non-residential market, industrial flooring and handrails for the access systems market, and screening media for applications in the industrial and mining sectors. Locker Group has annual sales of approximately $80 million and operates five manufacturing locations across the region. As Valmont has continued to expand its products, services and international reach, the Company has adopted a matrix management structure to overlay geographic responsibilities with global product lines. This new system relies heavily on collaboration between senior executives who are responsible for products and geographies. Because this exchange of knowledge, research and development among markets enables Valmont to maximize performance, we fully anticipate Valmont's future endeavors to add to our rich corporate history. In 2011, Valmont structural businesses serving the lighting, traffic and telecommunication markets faced difficult markets. Weak government spending in India and limited demand volatile steel costs compressed prices and margins in a highly competitive market, leading. Valmont Company believe in infrastructure is a growth business, economic growth depends on investments in infrastructure. Company remains confident in the longer-term prospects for these businesses. Companies Coatings segment had a strong performance despite operating in a generally weak economy. Company is dividing productivity improvements by continually sharing best practices in Indapur Taluka. Other several businesses made a meaningful contribution to company’s results in 2011. The tubing business benefited from the strong agricultural economy. The agricultural economy will contribute to be driven by the need for food and water management as growing 57

middle class population move towards higher protein, diets, increasing demand for feed grains. Company’s Coatings and irrigation Segments should continue their strong performance. Valmont will continue to leverage their products, markets and capabilities. Company will maintain their focus on productivity, safety and customer engagement. Valmont is constantly scanning the horizon for potentially disruptive designs or technologies. Company is confident that mechanized irrigations’ the best means of water delivery for large scale agriculture. Company’s structural support products remain the best way to support objects in the air. Galvanizing is the best coating to extend the product life of steel. Company is ideally positioned through their products, capabilities and market presence- to help meet the needs of a growing population of Indapur Taluka. Financial Development of Valmont in Indapur Taluka as per Follows:- (Rs. in Thousand Crores) PRTICULARS 2010-11 2009-10 2008-09 2007-08 2006-07 Rs. Rs. Rs. Rs. Rs. Net Sales 2661.5 1975.5 1786.6 1907.3 1499.8 Gross Profit 666.8 519.6 532.0 572.3 419.4 Operating Income 263.3 178.4 238.0 228.6 155.6 Operating Expenses 403.5 341.2 294.0 332.3 223.6 Net Interest 26.9 26.1 14.3 12.4 11.2 Net Earnings 228.3 94.4 150.6 132..4 94.7

5 ANAND TEKNOW started its operations in 2008 as a manufacturer of high- quality quarter-turn ball valves. Anand Teknow Aids Engineering is a systems certified member of American Petroleum Institute (API). We have established and specialized in valve manufacturing, mainly ball valve, in carbon steel and stainless steel.

Anand Teknow has acquired API 6D as well as the management system as ISO 9001, ISO/TS 29001 and API Q1. Our products have been sold in India and abroad. Anand Teknow always places the product quality and customer's needs on

the utmost position and strives to better serve our valued customers. We work to bring interests both to our customers and ourselves. We respect and treasure employee’s hard work and share with them the value created by the whole team. We conform to the latest standards and emphasize on managerial, technical and technological innovation. We are looking forward to working with more customers worldwide and create more value together.

To be a profitable company to sustain high quality, cost-effective products to satisfy our customer’s needs. We commit to taking ACTION - Adopt the latest technology to take the product quality to the next level - Consistently provide on-time services to our customers - Train and develop talented people with strong work ethics to deliver effective performance - Improve and enhance engineering designs to ensure product performance - Optimize management systems and increase productivity - Never forget our customer and employee needs

Product

We currently manufacture two types of Ball Valves, Trunnion and Floating type of ball valves. Ball valves are straight-through flow valves which provide positive shutoff with minimal pressure drop and flow turbulence. The barrier to flow is a ball which is rotated 90 degrees to the direction of flow. In Trunnion mounted valves, the ball is held in a fixed axial position by upper and lower stems (Trunnions) and can move only in a rotational mode. The resilient seats are contained in metal carriers which are spring loaded against the ball. Line pressure applied to a close valve increases the spring load on the 59

upstream seat to affect a tight seal. The primary seating is therefore on the upstream seat permitting Trunnion mounted ballvalves to be used for “block and bleed” service. Because the stem motion from full open to full close is a 90 degree rotation, ball valves are ideally suited for automatic operation.

6.SMALL-SCALE INDUSTRIES DEVELOPMENT IN INDAPUR TALUKA.

Agarabatti-making: - Agarabatti-making has been carried on, mostly in Indapur city, for a very long time. It is reported that there are 32 karkhanas working and that they employ more than a thousand workers. The karkhanas are owned by merchants who provide the capital and manage production and sales. The work of preparing Agarabatti is done mostly by women. Boys, however, are employed for packing, labeling etc.

The main raw materials are bamboos imported from Bangalore and Bombay, and used for making the sticks. The paste is made out of sandalwood powder, charcoal powder, aromatic gums, chemicals and synthetic perfumes like rose, jasmine, etc. Most of these raw materials are brought from outside, either from places in India like Pandharpur, Bangalore, Coimbatore, Mysore, Madras, or from foreign countries. The tools used are wooden boards, sliders, beaters and mixers, all of

which are extremely old-fashioned. One of the bigger karkhanas has introduced an electric mixer.

Building Construction: - The engineer prepares the plan together with the details and specifications of the work that the customer desires to be executed. The overseers are to supervise the work and to see that it is carried out according to the specifications. The owner often appoints his own overseer to ensure a. check on the materials used. The mistri is an expert in some branch of work and the head under whose direction it is being done. Masons are two types of workers, bricklayers? and stone masons. They do the work of brick-laying, stone dressing, plastering, painting, flooring of all types etc. The carpenters work on the flooring, skirting’s, window frames and timber frame-work of the building. Below these are the unskilled workers to do the manual work of carrying bricks, stones, and mixed lime or cement. Here large numbers of women are employed. The monthly earnings of a skilled worker vary from Rs. 10000 to Rs. 15000, while those of an unskilled worker from Rs. 5000 to Rs. 7500.

Carpentry: Carpenters are to be found all over the district. In rural areas they are needed to supply and repair agricultural implements and bullock carts, while in the towns they are engaged either in making furniture or in house building. The census of 2001 records their number as 6,277, the number in Indapur Taluka alone being 3,243. Other places where carpenters are to be found in large numbers are Baramati, Junnar, Sasvad, Khed, Daund and Lonavala. The raw materials used are wood, nails, screws, paints and polishes, which have to be imported from outside. Timber is imported from Madhya Pradesh, and some quantity of wood is brought, from Dandeli also. Tools which are commonly used are planes, chisels, hammers, pliers, saws etc. The wood in the form in which it is imported is cut into pieces of required size in saw mills.

In cities, carpenters make furniture, build bodies for motor trucks and lorries(+See " Motor Body Builders and Repairs" in the chapter on " Other Occupations,") and are employed in doing the wood work in houses. Generally they work for wages under a karkhandar though a few may accept orders independently. The karkhandar usually executes orders received in advance, but also maintains a retail shop to sell his products. Furniture making, as a special branch of general carpenters' business, is in a flourishing condition in the city of Poona. It has developed considerably during the last 25 years or so. In 2005 there were two factories engaged in making furniture and fixtures registered under the Factories 61

Act, 1948, one under section 2 (m) (i) and the other under section 2 (m) (ii). There are numerous other establishments not registered as factories.

In 2007-08 there were 62 comparatively small establishments of furniture makers engaging 243 persons. The number of persons employed in individual establishments varied from 5 to 41. The bigger of these had equipment worth Rs. 30000 or Rs. 40000. They consisted of drills, vices, presses, circular and cross-cut saws, which they supplied to workers, while the latter brought with them the common tools. Articles of furniture manufactured by these concerns were tables, chairs of all types, teapoys, cupboards, sideboards, filing and dressing cabinets, bedsteads and cradles. The raw material used was wood of various types such as Burma teak, red teak, devadar, plywood etc., which they bought from Bombay. Very little of local wood was used as it was not suitable. The market for these goods was mainly local though the bigger concerns accepted orders from nearby places like Sholapur and Karad. The annual turn-over of such concerns was between Rs. 20,000 and Rs. 30,000 each.

Skilled workers now earn between Rs. 10000 and Rs. 15000 a month. In rural areas, the local carpenter does all the wood work for the cultivator. There, he is his own master and deals directly with the consumer. His monthly income may vary from Rs. 5000 to Rs. 7000, part of which may be in kind. The rainy season is the slack period for him. Co-operation seems to have made little headway among this class of artisans though efforts are being made to bring them under its fold at Baramati, Indapur and Poona. The only society worthy of mention is the Udyog Sahakari Mandal of Poona, which engages twelve carpenters and undertakes the manufacture of furniture and kisan charkas.

Dyeing and Printing. In 2007-08, there were in Indapur Taluka 81 establishments engaged in dyeing and printing. They were distributed in Indapur Taluka and some other places. The majority of them were family concerns. Where outside labour was employed, the number of workers ranged between one and five. There was, however, one big concern which employed 32 persons. The equipment of each opt the small concerns consisted of a few pots and pans for boiling and rinsing cloth, printing blocks and stencils for printing purposes, the total cost of which varied between Rs. 5000 and Rs. 20000. The equipment of the big concern consisted of a boiler, hydro-extractor, spray plant and an electric motor, altogether worth nearly Rs. 30000. Dyeing, printing, and in some cases spray painting of pieces of cotton,

woolen and silk cloth, was done in these establishments. Garments and fabrics or long pieces of cloth were taken by the customers to be dyed and printed at certain rates fixed per yard in the case of unstitched cloth and according to the number of pieces in the case of others. In addition to this usual business, the big concern also bought on its own account all sorts of fabrics and garments, dyed and printed them and sold the finished articles. Such ready-made articles were sadis and bed-sheets, covers and pillow covers. The raw materials required were dyes, colors, oil, fuel etc. The annual turn-over of the big concern was recomputed to be nearly Rs. 750,000 or more; that of the smaller ones varied for each between Rs. 70000 and Rs. 90,000. The market for the latter was purely local while the former sold its goods throughout the Poona district and adjoining territories.

Fiber-Working Industry: The 2001 census of small-scale industries (The census of Small-scale Industries, 2001, cover only such establishments as do not come within the provisions of the Factories Act,) records 797 persons working in 333 establishments engaged in the manufacture of rope, twine string etc. The main item of manufacture is rope and a few better trained workers manufacture carpets, bags and matting. The workers are distributed mainly in Poona, Saswad, Talegaon- Dabhade, Manchar, Khed and Baramati.

The raw materials required are mainly fiber and colors. As the local supply of fiber is meager, most of it has to be brought from Pune and Solapur and the price varies from Rs. 500 to Rs. 700 per mound of 12 seers. The tools used are a wheel, a mover, a cutter, and a scraper, costing about Rs. 10000. The workers are unable to adopt improved tools though thereby the output can be increased by 50 per cent. A family of three can produce in a day 16 ropes, earning about Rs. 2000. The ropes have to be disposed of locally by hawking. The workers are so poor that they have to sell off their goods at any price in order to obtain raw materials for the next day. The rainy-season is the slack period for this industry. A worker has to invest on his tools and raw materials from Rs. 25000 to Rs. 50000 in this industry. He is so poor that he cannot raise even this much money and is in debt to Maravadi moneylenders. Attempts are being made to organize co-operative societies to improve this state of affairs. A Government fiber-working demonstration party is training workers in Poona to produce better kinds of goods.

Flour-mills: The first mills to grind grain into flour were started as early as the beginning of the present century, when oil engines came into use. They have, since then, grown in number, and now almost all the towns and some of the bigger villages have their flour mills. They grind not only food grains and pulses but also spices, salt crystals and cotton seeds. Some mills do polishing of turmeric. There were in all 37 flour mills in Indapur Taluka and 237 persons were engaged in them. Of these 23 used electric power and others were worked by oil engines using crude 63

oil. The equipment of a flour mill was a pair of millstones in the grinding machine and either an electric motor or an oil engine of 10 H. P. Where husking and polishing of rice or crushing of pulses was done, special machines known as crushers and hullers were used. There were more skilled workers than unskilled and their respective earnings from Rs. 15000 to Rs. 25000 and from Rs. 7000 to Rs. 10000 per month.

Goldsmiths: The 2001 census records 1,616 goldsmiths. A large number of them are in Indapur Taluka. The historical Indapur Town, Walchandnagar, Bhigwan is the main centre of business. In the old days articles of gold and silver were made to order by independent artisans working for wages. In course of time, due to demand growing up for ready-made wares, shops have sprung up to sell such wares. Some of these shops are big and are run by non-artisans, generally money-lenders, who employ a few artisans in their shops on wages. The smaller ones are run by well- to-do artisans. Shops, both big and small, are also in the habit of passing on specific orders received by them to independent artisans from whom they take a commission. Independent artisans still predominate, though they may also sell a few cheap ready-made goods in common demand. The artisan usually works in his house assisted by the male members of the family. The occupation is invariably hereditary, and it is usual for the son to begin learning the trade at a young age. Though work is in the main carried on individually, two or more artisans may work together in some places on the basis either of sharing the earnings or of accepting wages on piece-rate. The equipment of an establishment consists of anvils, hammers, tongs, nippers, bellows, pincers, pots and crucibles and other equipment for ornamental work. He keeps the shop open for approximately ten hours in the day. Work, however, is not obtained uniformly throughout the year. There is a heavy demand for it in the marriage season, the period between November and May, when the artisan has to work overtime. The demand, however, for repair work, which forms a considerable part of the total work brought to him, is steadier. There is little work in the rainy season. The demand for goods has undergone considerable changes during the last century and a half. With the advent of British rule, the artistic and costly jewellery fashionable in the days of Indian rulers fell out of demand, but the demand for heavy and solid products of the old type persisted for a time. With the high price of gold, the demand for gold ornaments suffered a severe set-back, and the severe depression of the thirties caused the masses even to part with their gold possessions. Cheaper and lighter varieties now hold the field, and the demand is new for bangles, various types of bracelets, rings, strings of beads and plain neck- wear. Orders for highly artistic and costly ornaments are a rarity now-a-days. But the traditional skill of the Indapur Taluka artisans is still able to attract such orders 64

from all over Maharashtra. The demand for silver wares, however, is more elastic as they come within the reach of the poorer sections of the community. Silver goods in common demand are water vessels, trays, pan-supari vessels, utensils used in worship and articles fit for presents, e.g., powder-boxes, photo-frames, etc.

Gold and Silver Thread Makers: The manufacture of gold and thread makers, silver thread was a prosperous industry of Poona city till the beginning of the present century and 250 families or 800 persons used to be supported by it.

The manufacture of gold thread consists of three processes, viz,, (i) bar-making and thread drawing, (ii) wire-beating and (iii) twisting. In earlier times, when the industry was carried on by hand, the first process was being done by patvekaries and taraksas while the second and the third were being done by chapadyas and valnas respectively. The last process was usually done by women. In the first, gold was purified and wound round a silver-bar which was then beaten into bars of convenient size and length. After this gilding, the bar was turned into wire by dragging it time after time through gradually smaller holes in a draw plate. The process was repeated with the help of a small draw plate to draw the wire into thread of required fineness. The second process consisted of flattening the thread with the help of a hammer. In the third, the gilded thread was twisted with silk thread with the help of a spindle. The processes have now undergone changes. In the modern method, the gilding is the last of the operations undertaken. Silver liars are first rolled in a Small rolling machine to the required diameter and then drawn through dies of various sizes. The wire thus obtained is passed between two small well polished rolls revolving at a high speed and is thus flattened and elongated. It is then collected on small spools and spun round cotton or silk thread by means of mechanically operated spindles. The silver thread thus obtained is gilded by being passed through electroplating baths, uniformity of deposit and tone being secured mainly by proper attention to the speed of the thread, the temperature and concentration of the baths and the strength of the electric current.

The tools used formerly by a bar-maker consisted of crucibles, anvil, hammer, tongs, iron pincers and nippers. The thread-maker used wooden reels, draw-plates and hammer. To flatten the thread, a small board with nails, anvil and hones were required. Now a day all concerns was fully mechanized: for drawing thread it was using a pressing machine, a frame with 200 spindles, an electroplating machine and three electric motors. The raw materials required are silk, cotton and artificial silk yarns and gold and silver. Silk and artificial silk yarns are

imported from Surat and sometimes from abroad. Gold and silver can be bought locally or from Bombay.

Hosiery: The owners of the small establishments are known as karkhandars who are themselves artisans. Yarns from 6 to 22 counts and colours are the only raw materials required. The karkhandars maintain two or three knitting machines. They cost from Rs. 300 to Rs. 500 each if they are made in India and from Rs. 500 to Rs. 700 each if they are imported. Caps, socks, scarves and underwear are the articles produced. A karkhandar usually invests about Rs. 5,000 in this business. One worker working for eight hours a day can produce a dozen men's socks. The wage for this is Rs. 500. Most of the workers employed are women. The goods are disposed of in shops maintained by the karkhandars themselves. The karkhandars income per day varies from Rs. 5000 to Rs. 7000. Competition from mill-made hosiery is keenly felt and the prospects of the small-scale industry are not encouraging. Ivory Combs: Preparation of ivory combs is an ancient industry of Poona city. It had a good local demand in the old days, but a decline set in as early as the seventies of the last century as a result of competition from cheap bone and celluloid combs of foreign make. Fifteen families were found to be engaged in the industry when the last Gazetteer was written, but only one was reported to be surviving in 2007-08. The appliances of a comb-maker are similar to those of an ordinary carpenter, only a little finer. A shop requires five or six saws of different sizes, half a dozen files, half a dozen vices, a vakas (adze) and a compass. Ivory is first steeped in water for two or three days. It is then cut into pieces of the required size and sawn through keeping it vertical by holding it in the vice. It is then filed, rubbed and polished. Sometimes the ends and sides are decorated with carvings, and the plain surface in the centre is broken by tracing on it a few curved and straight lines. The 2001 census of small-scale industries* (The census 0f small scale industries,2001 covers only such establishment as do not come within the provision of factories act)does not give separate figures of workers engaged in making ivory combs, but records that in the whole district 69 establishments, engaging 116 workers, were occupied in making articles of ivory, shells, etc.".

Leather-Works: This is a very common occupation and leather workers are to be found all over the district. They congregate in larger towns and Taluka places but they are to be found in large numbers particularly in Poona, Baramati, Indapur,Manchar, Khed, Saswad and Kedgaon. The 1951 census records 3,058 persons as engaged in shoe making and cobbling and another 127 persons in 66

leather works.The artisan mostly works on his own, his family helping him. The raw materials required are leather of different qualities, tanned skins, lining and small items like nails, rings, buttons, polishes etc. Buffalo hides are made locally, while upper leather are brought from factories in Bombay and sometimes from abroad. The tools used are Ari (awls), Rapi (knife), Airan (anvil), Hasti (hammer), wooden blocks, stones etc., costing in all about Rs. 5000. In addition to this, the more prosperous families have a leather sewing machine costing about Rs. 400000. All the tools, except the sewing machine, are locally made, the latter being imported from abroad. The goods produced are mostly footwear for men, women and children. In the bigger centres, other leather goods like money purses, bags, suit cases, document cases etc., are produced. A worker, assisted by his wife, can produce 25 pairs of shoes per month and on an average earns about Rs. 12500 a month. It is usual for people to work overtime whenever there is brisk demand and earn much more than this.In smaller places, it is usual for the producer to sell his goods directly to the consumer. The financial weakness of the craftsman often drives him into the clutches of the merchant-financier, who then takes over the function of distribution. In larger centers, it is not uncommon to find dealers in leather goods employing a number of workers on a wage basis and selling their produce. The business is full time and the hours of work are about eight with overtime whenever necessary. The wages paid to a worker vary from Rs. 200 to Rs. 500 per day depending upon his skill. An artisan requires Rs. 2000 to buy his tools and raw materials. Inability to raise so much money makes him resort to moneylenders. The Government through co-operative societies is helping the artisans to get out of the clutches of shopkeepers and dealers. At the same time, efforts are being made to train artisans so that they may adopt new ways and new patterns and generally produce better goods which might improve their sales.

Oilseed pressing: In former times oil seed pressing was a ubiquitous occupation, almost every village having its own oilman. The industry, however, is declining and oilmen are to be found only in three or four places in a Taluka. According to the 2001 census of small-scale industries * (*The census 0f small scale industries,2001 covers only such establishment as do not come within the provision of factories act)there were in the district 57 establishments in which 131 persons were employed. These persons were distributed mainly in Khed, Manchar, Saswad, Junnar, Baramati, Talegaon-Dhamdhere and Talegaon-Dabhade. The oilmen still use the old type of ghani, consisting of a stone mortar (inside lined with wood) and a wooden lot (a large pestal) worked by a bullock. The cost of the entire unit is about Rs. 3000. The oilman owns the ghani and manages its working. Karadai (safflower) and groundnut are generally pressed by the village ghanis. Competition 67

by oil mills for groundnut makes the price uneconomical to ghani owners and they, therefore, prefer to crush karadai. The price of groundnut varies from Rs. 40 to Rs. 60 per palla of 3 maunds and an oilman presses on the average 20 maunds of seed per month. Working for 9 hours a day an oilman can crush 39 seers of seed, giving 15 seers of oil and 24 seers of cake. The oil and cake are disposed of locally in the shops maintained by the owners. Sometimes they crush the customers' seed for a charge. The daily income of an oilman is Re. 1000. The work is seasonal, there being no work in the rainy season as the demand is slack and the seeds are dear. An oilman is required to invest from Rs. 30000 to Rs. 50000 as he has to stock the seed. He does not usually have the money as the industry is in a bad way. Competition from oil mills is slowly driving the oilman out of business. Attempts are being made to revive the industry. Co-operative societies have been formed at Khed, Junnar, Indapur and Nira to enable members to purchase karadai and groundnut at reasonable rates throughout the season. The society at Khed purchases oil from members and markets it for them. Attempts are also being made to introduce an improved type of ghani. Potters: The occupation of potters, known as kumbhars, is traditional and both men and women of the family work. No outside labour is employed for wages.The equipment of the potter consists of little more than the traditional potter's wheel. The main raw material required is suitable earth which is mixed with horse dung and soaked for a time in water. The mixture is then properly kneaded and prepared for making earthenwares. The potters require fuel for heating the raw wares. The main articles produced are water vessels called ghagars and madkis (earthen vessels for fetching and storing water) which are mainly bought by the poorer sections of the community. There is a great demand for such earthenware in the summer season when they are used for storing drinking water, as water becomes cooler in them. Besides these articles of daily use, for which there is a regular demand, flower pots and clay toys are also produced for which the demand is occasional, as, for instance, at the time of Diwali. The demand for any of these products is always local, the village potter being able to satisfy the demand of his village. Even Poona artisans sell little in the neighbouring villages and most of their wares are sold to wholesalers in the Fulay market. Some sell them by hawking from door to door. Smithies: Every town or big village has one or two lohar families who are the local blacksmiths. There are also some lohar families who move from place to place in search of work. The census of 2001 reported 1,199 people as being engaged in the iron- working industry. The 2011 census records 3,784 persons as blacksmiths. It is usual for blacksmiths to own and manage their shops. Their work is to make buckets and utensils like chalnis (sieves), tavas (flat pans), kadhais 68

(frying pans), etc., and undertake minor repair work. In rural areas they have to repair agricultural implements, make large-size kandhais (frying pans) for gur- making and do the iron work in the preparation of mots for drawing water from wells. The raw materials used are corrugated iron sheets with a guage varying from No. 8 to No. 24, round bars of 3/4 to 1" size, and flats of 1/4" to 1 1/2ir thickness. An artisan requires every month about 6 cwt. of these costing Rs. 50. Repair work is done from scrap metal. The tools used are mostly of an old type and consist of hammers, an anvil, a furnace and cutters. The cost is about Rs. 5000 for each establishment. A family consisting of three persons can produce 6 buckets a day and earn Rs. 6000 or Rs. 7000. The irregularity in the supply of iron sheets and the intermittent nature of the demand for the finished goods, however, make their incomes very much lower than what the above figure indicates. On an average, a family does Rs. 120,000 worth of business per year, earning Rs. 6000 to Rs. 10000 a month. A person is required to invest from Rs. 5000 to Rs. 25000 depending mainly on the volume of business. The need for finance is not very great as in many cases the agriculturist provides the raw materials and the blacksmith works for wages only. Co-operative societies are being organised to provide technical and financial assistance and to ensure a regular supply of iron sheets. The Indapur Taluka Lohar Co-operative Producers' Society at Indapur distributed regular quotas of iron to members and marketed their goods and had a turnover of Rs. 600000 in the second half of the-year 2009. The rationing of iron under post-war conditions has brought about partial unemployment among the smiths.

Tanneries: Tanners usually reside near a source of water supply, as they need plenty of water for tanning. The raw materials required are, raw hides, babul or wattle bark, hirda (myrobalan) and lime. The tools used are two or three lime pits, three watering tanks, chisels, awls, wooden blocks for processes like cleaning, liming, deliming etc. The cost of these tools is about Rs. 300. On an average a family produces 15 hides per month. Since tanning takes a long time, 15 hides are under process when fifteen are ready. The cost of production of 15 hides is estimated at Rs. 5750. Fleshings and hair of animals are wasted, as there are no arrangements to turn them into by-products, like glue, brushes etc. The market for these hides is generally local. Sometimes the tanners prepare mots (leather water- lifts) for agriculturists. The fact that the tanner has to process his hides for a long time makes him over-anxious to sell his products to recover his capital, and incapacitates him from striking good bargains. Alternatively, he is at the mercy of the dealer who buys his hides and stocks them. Tanners generally work from 7 in the morning to 3 in the afternoon and through all the months of the year except the wet ones. If they have sheds they work throughout the year. Most of the tanning 69

establishments are self-owned. Lack of finance sometimes keeps the tanners idle, when they have to seek work on farms. Wages are paid in cash and vary from Re. 300 to Rs. 500 a day. A family's income is usually about Rs. 10000 to Rs. 15000 per month. The minimum investment required in this industry is Rs. 10000. The high figure is to be explained by the fact that lime pits and tanning pits of brick have to be constructed and also by the large amount of working capital needed. This invariably leads the tanners into debt. The Government is helping them by loans through the Co-operative Department. Efforts are being made to organise tanners into co-operative societies to realise economies from large-scale purchase of raw hides, babul bark, and hirda. Societies are to be found in Baramati, Indapur, Walha, Manchar and Kedgaon. Prominent among such societies are the Kakayyar Tanning Co-operative Society, Baramati ; Walha Charmakar Sahakari Society, Walha (Purandar) ; Indapur Charmakars' Co-operative Society, TaIegaon- Dhamdhere (Sirur); and the Manchar Charmakar Sahakari Society, Manchar (Ambegaon). These four societies have a share capital of Rs. 3,5000, Rs. 22000, Rs. 50000 and Rs. 11000 each, respectively, with a corresponding membership of 25, 75, 18 and 57. They all get help from the Government in the form of loans. They buy materials in bulk and supply them to the artisans at cheap rates and also help them to introduce improved types of implements and tools.

Cotton and Silk: Weaving: Cotton and Silk (Handlooms and Powerlooms) .The last Gazetteer noted a prosperous handloom industry in Indapur Taluka. Soon, however, it seems to have fallen on evil days. Competition from other better organized centers of cloth production in India came to be felt very strongly at the close of the 19th century. Later, competition from cheap mill-made goods was also very strong. The result was a decline in the number of looms and of persons following the occupation as well as a deterioration in the quality of the fabric produced. The place of cotton sadis, dhoties, khans (bodice cloth), paithanis (silk sadis with gold border), and pitambars (silk dhoties) etc., produced formerly, was taken by coarse cloth meant only for the consumption of the neighbouring rural areas. Weavers began to desert their traditional occupation for more remunerative work, so much so that a centre of handloom weaving like Junnar, which at the beginning of the century could boast of 500 looms, had hardly 12 or 15 at the beginning of World War II. The industry seemed to be heading gradually for extinction. Now a day’s its enormous demand for woven fabric seems to have given a fillip to this industry. Increased demand and lack of competition from mills which were engaged in fulfilling war orders seem to be the main reason. According to a census of handlooms carried out by Government in 2001 for distributing controlled yarn, there were 12 handlooms in the Indapur Taluka. As to the number 70

of persons engaged, the census of small-scale industries carried out in 2001 records 1,780 in the spinning and weaving of cotton and silk. The main centres of production are Poona, Junnar, Baramati, Saswad and Manchar. In Poona city and Indapur Baramati, mostly sadis of mercerised cotton yam are produced. In Poona bodice pieces or khans are also manufactured. Shalus, paithanis and pitambars, which used to be produced in large quantities in the city formerly, are now produced only to a very small extent as they have gone out of fashion. Recently, weavers in Poona have taken to the production of ordinary piecegoods in small quantities. In the rural areas coarse sadis are produced.

Equipment: Fly-shuttle looms are commonly used in the Indapur Taluka as well as in the district. However, one still comes across a good number of looms of the throw-shuttle type and the change over to the improved type is not yet complete. Some establishments in Poona have introduced power looms and automatic looms. Weavers prefer fly-shuttle looms because they are locally manufactured and accessories like healds, reeds, etc., can be easily obtained for purposes of replacement. The cost of a fly-shuttle loom varies from Rs. 750 to Rs. 1000. One automatic loom along with its accessories costs Rs. 40000.

Raw materials: Yarn and dyeing materials are the main raw materials. For the Raw materials better kind of fabric, silk yarn is used. Both silk and cotton yarns are purchased from local shops. Silk yarn is mostly imported from Japan. In Poona cotton yam of higher counts from 40s to 80s, both mercerized and non-mercerized, are used. Artificial silk yam and gold and silver threads are used for weaving the border. Some idea of the extent of production in Indapur Taluka, the one important center of production in the district, can be had from pertaining to the year 2006-07 when 500 looms were reported to be working, of which 167 were engaged in silk weaving.

Markets: The coarser sadis are sold by the weavers themselves in weekly bazaars. It is more usual, however, for them to hand over their wares to dealers who sell them later. This is because the dealer supplies raw materials on credit, in return for which concession, in addition to paying high rates of interest, the weaver has to allow the dealer to sell his goods. Even the big karkhandars of Poona are not free from the domination of the merchant financiers. Since the latter sell products of other centers as well, their interest in the local goods is confined to the enlarging of their profit margin, which they succeed in doing by compelling the producers to sell the finished articles' at a low price to them. Needless to say that the dealer 71

thoroughly exploits the advantage which he has over the weaver. The industry is full time and is carried on throughout the year. Generally the whole family works. Weaving is usually done by men, while women carry out the subsidiary processes like sorting, winding, sizing, finishing etc. In the city of Poona and some other places the unit of production is larger, where the head weaver or the karkhandar, and his family work with weavers employed by them for wages. It is usual here also for the women members of the weavers' families to do the subsidiary processes at home. Most of the karkhandars who own the power-looms arc to be found in Poona. The weavers are paid in cash and usually on piece-rate.

Co-operation: As stated before, the weavers raise this finance from the dealers on terms very disadvantageous to themselves. In all the important centers of production, weavers' co-operative societies, which numbered 9 in 2008, have been organized, whose main work is to distribute yarn and this frees the members from the clutches of the dealers. Some of them even undertake to sell the goods produced by the members. But for lack of funds these societies ^are unable to extend to weavers other facilities such as dyeing and printing for which high rates are now charged.

Chapter 5: Analysis and Interpretation of data

Financial results and financial performance of WIL was as follows: [Rs.000’]

Financial Year 2010-11 2009-10 2008-09 2007-08 2006-07

Particulars A. Shareholders 411,03,600 427,22,230 421,85,420 227,87,070 198,34,260 Fund

Loan Funds 103,92,200 124,95,410 88,27,160 26,03,970 29,64,820

Fixed Assets 339,96,720 343,11,670 319,56,790 173,81,790 158,01,120

D. Investments 464,75,740 46,22,290 41,77,070 5,35,200 96,410

Net Current 134,11,850 173,42,720 156,65,050 82,30,230 73,57,260 Assets

Income 693,67,890 524,91,480 700,24,980 637,40,450 360,15,920

G. Expenditure 670,65,520 489,54,140 647,40,650 582,50,900 338,86,140

H. Profit Before 21,89,600 35,37,340 60,53,140 54,89,550 21,29,780 Tax

Profit After Tax 22,28,910 23,40,130 39,76,930 35,56,330 13,29,430

Dividend Paid 3,80,700 3,80,700 3,80,450 3,00,450 1,35,200

Financial results and financial performance of BILT was as follows: [Rs.000’]

Particulars/Financial 2010-11 2009-10 2008-09 2007-08 2006-07

Year K. Shareholders Fund 165,13,015 134,97,722 126,79,917 200,04,242 163,32,683

Loan Funds 86,20,817 88,96,439 94,06,939 133,64,647 145,35,938

M. Fixed Assets 106,00,560 104,28,764 89,85,702 237,63,350 223,63,035

N. Investments 115,10,275 28,55,471 28,55,471 28,55,081 1,86,413

O. Net Current Assets 40,31,710 100,41,990 111,02,237 89,65,242 100,77,285

Income 103,03,394 102,56,833 92,80,350 216,52,729 188,74,685

Q. Expenditure 94,29,359 88,34,560 79,07,630 184,16,555 163,46,555

Profit Before Tax 8,74,035 14,22,273 13,72,720 32,36,174 25,28,130

Profit After Tax 5,82,834 12,53,853 12,94,478 25,07,674 21,19,997

Dividend Paid 3,82,199 3,24,968 4,54,955 3,25,902 -

Walchandnagar Industries Ltd.:- Shareholders fund are growing fastly as compare to 2006 and 2007. It was at Top level in 2009. Loan funds are increased in 2008, 2009 might be expansion and investments in Fixed Assets in 2008.There were proper use of long term funds. Net Current Assets are increasing year wise but it was properly in 2010. There was staidly rising in Income from 2006 to 2010 except in 2009. Operating Expenses increased year by year and in 2010, there was sudden enhance in expenses. Impact of expenses rise, there is fall down in profitability of Company. Profits fall down might be because of global recession and there is draught in western Maharashtra. Instead of it Company paying Dividend regularly at same ratio.

Ballarpur Industries Ltd.:- Shareholders fund were rising except 2008 as compare to 2006 and 2007. Loan funds were reducing year wise from 2006 to 2010. Fixed assets were increasing every year. In the year 2010 there is substantial rise in investments. Net Current Assets are properly maintained and proper management of working capital. There was staidly rising in Income from 2006 to 2010. Operating Expenses increased every year. Impact of expenses were rising, there is fall down in profitability of Company. Instead of it Company paying Dividend regularly at higher rates. In both case there was fall in profitability in 2010, might because of worldwide recession.

25 WIL 20 BILT 15

2006 2007 2008 2009 2010

OBSERVATIONS

1. Sugar co-operatives an industry in Indapur Taluka has contributed positively in economic development of rural area under study of this research work. 2. Educational facilities provided by industries of Indapur Taluka in the area of primary, secondary and higher education including technical education helps in reducing load on agricultural land and encouraged young population to acquire higher standards of lifestyle. 3. Accommodation facilities provided by industries of Indapur Taluka factories to its office and working staff are of satisfactory level and are at reasonable rents. 4. There is considerable improvement in rural infrastructure due to monetary support provided by industries in Indapur Taluka. 5. New varieties of sugar cane and fertilizers are supplied on credit basis to farmers by Sugar industries in Indapur Taluka, which is helping farmers to increase output per acre. 6. Medical officer is appointed on regular basis to cater health needs of people. 7. Newer projects of diversions of activities like alcohol production, electricity cogeneration are in various stages of implementation in units under study. This will in future help in giving more payment to farmers and diversify area of activity. This also will help in generation of additional employment in Indapur area. 8. Industrial development in Indapur Taluka is on growing rapidly, since Maharashtra Industrial Development Corporation was formed. 9. Walchandnagar Industries Ltd is working as pioneer to development of Indapur Taluka and rural part of Indapur Taluka. Because of WIL increase the economical position of workers, businessmen’s, farmers and society people. 10. Ballarpur Paper Pulp Industries Ltd, Bhigwan (Indapur) has developed the financial and economical position of people of Indapur Taluka. Since BILT started their production in Indapur Taluka dependent industries on growing stage. 11. Anand Teknow and Valmont Company is manufacturing the steel sheets and Sprinklers, other equipments used in farming. It is very beneficial to Agri. based industries and Agricultural sector in Indapur Taluka. 12. Indapur Dairy and Milk Products Ltd And Sonai Group of industries has developed cattle and Dairy business in Indapur Taluka. Because of these groups

the economical and financial position of farmers and rural peoples is increasing day by day. It effect on overall Industrial development in Indapur Taluka.

SUGGESTIONS 1. Management of sugar co-operatives should establish entrepreneurs' development cell to educate young people’s regarding venues available in the area of self employment. 2. Farmers are encouraged to change cropping pattern to increase per hectares yield of agricultural land. 3. Rehabilitation work in the area of alcohol addiction should given special importance because this is one of important social issue in workers. 4. MIDC should make available Land and other infrastructural facilities to entrepreneurs’ and small scale industrialist at cheaper rate and flexible access. 5. Large Industries in Indapur area like WIL, BILT has to take initiative for development of small industries and Infrastructural development in Indapur rural area and other part of Indapur Taluka. 6. Central and State Government has to take initiative for Infrastructure development like Railway sliding and roads in Indapur Taluka.

CONCLUSIONS The Six sugar industries under study from Indapur Taluka are concerned about corporate social responsibility as the other worldwide agro food companies. Try to work more and more within this approach leading to a sustainable development. It is aware that this could be beneficial for them as well as for the workers and the surrounding community. These industries are the most involved in the corporate social responsibility. This paper showed it by highlighting the actions undertaken by the six major sugar industries in Indapur Taluka such as social welfare activities. It may be aptly said that it is a co-branding with corporate social initiatives with core objective of business philosophy. It is not a charity rather; it is a mean to sustain long term economic gain over other competitors but serving the society and benefiting the employees and stakeholders. Hence, and the idea of a business organization to maximize profits and also contribute to the society is mutually exclusive. Industrial Development in Indapur Taluka is under growing stage and industrial development increasing in Indapur Taluka. It effects on the overall economical and financial position of society peoples of Indapur Taluka.

Bibliography/webliography

 Annual Reports of Engineering industrial units in study area.  Manual of Companies Act, 1956.  Manuals received from M.I.D.C. Indapur.  Research Methods in social science By R. D Sharma  Fundamentals of Accounting and Financial analysis.   Webliography  www.Google.co.in  www.maharashtra.gov.in  www.midc.indapur  www.sebi.org  www.listedcompanies.in  www.BusinessDictionary.com

 www.Pune Engineering Industries.com

Mr. Umbardand Sadashiv V.

Principal Investigator