A STUDY ON “Budget & Budgetary Control” In.

VISAKHAPATNAM STEEL PLANT (RINL)

Project report submitted to ADIKAVI ANNAYYA UNIVERSITY
RAJAHMAHENDRAVARAM in partial fulfillment for the.
award of the degree of

MASTER OF COMMERCE

Submitted by
Mr. POTHURU LAKSHMANA REDDY
(Regd.No: 1782909028)

Under the guidance of

Dr. G. Alice Joy
 CERTIFICATE

This is to certify that this Project work entitled

“A PROJECT REPORT ON BUDGET & BUDGETARY

CONTROL PROCESS OF VISAKHAPATNAM STEEL PLANT"

is a bona fide work by SUBHADIP SAHA under my

guidance and direction in partial fulfillment of the

requirement for the summer internship program of “MASTER

OF COMMERCE ” during the period 2017-2019.

Place: Visakhapatnam Shri. Subhadip saha

Junior Manager (F&A)
Date:
RINL(Visakhapatnam Steel Plant)
Visakhapatnam.
 ACKNOWLEDGEMENT

As a token of my feeling, I would like to acknowledge

my sincere thanks to Sri. Subhadeep saha Junior Manager
(finance & account) Department Visakhapatnam Steel Plant
for his guidance and support extended through out the
period of study.

I render my sincere thanks to Sri. Junior Manager

(HRD) Visakhapatnam Steel Plant for accepting my
requesting of doing the project work in this esteemed
organization.

It's my pleasure to extend my gratitude to my college

faculty, guide, HOD who have helped and allowed me to do
the project of my choice.

I would like to acknowledge my sincere thanks to all

the employees in the plant and university authorities for
their encouragement throughout the academic period.
Finally I thank my friends who have helped me in
drafting the report.
 DECLARATION

I here by declare that the work present in this project

report entitled, “BUDGET AND BUDGETARY CONTROL” in

VISAKHAPATNAM STEEL PLANT, VISAKHAPATNAM is

original and has been carried out by me towards partial

fulfillment for the award of the degree in “MASTER OF

COMMERCE ” submitted to the RINL (H.R.D). The findings

of the report are based on the information collected by me

during this study.

Place: Visakhapatnam
Date:
 CONTENTS
Page no.
CHAPTER-I INTRODUCTION
1-3
 OBJECTIVES OF THE STUDY
 METHODOLOGY OF THE STUDY
 LIMITATIONS OF THE STUDY
CHAPTER-II INDUSTRIAL PROFILE 4-
13
 Global Scenario
 Present Scenario of Indian Steel Industry
 Production

COMPANY PROFILE
14-38
 Introduction
 Vision
 Mission
 Background
CHAPTER-III THEORETICAL REVIEW OF
39-51
BUDGETARY CONTROL
 Introduction
 Types of Budget
 Characteristics of good budget
 Organization chart of budgetary control
 Key Factor
CHAPTER-IV BUDGET & BUDGETARY 52-81
CONTROL IN RINL (VSP)
CHAPTER-V SUMMARY 82-86
SUGGESTIONS
 summary
  Suggestions
BIBLIOGRAPHY
87

CHAPTER –1
INTRODUCTION

Introduction:
Planning is the basic managerial function. It helps in determining the course of
action to be followed for achieving organizational goals. It is a decision in
advance, what to do, how to do and who will do a particular task? Plans are
framed to achieve better results. Control is the process of checking whether the
plans are being adhered to or not, keeping a record of progress, comparing it with
the plans, and then taking corrective measures for future if there is any deviation.
 Every business enterprise needs the use to control techniques for surveying in the
highly competitive and changing economic world. There are various control
devices in use. Budgets are the most important tool of profit planning and control.
They also act as an instrument of co-ordination.
Budget is defined as “ a plan quantified in monetary terms prepared and
approved prior to a defined period of time showing planned income to be
generated and / or expenditure to be incurred during that period and the capital to
be employed to attain a given objective” (CIMA technology). An analysis of the
definition will bring out the following features of a budget:
It is a plan expressed in monetary terms. But it also contains physical units.
It is prepared prior to the period during which it will operate.
It is approved by the management for implementation.
It is related to a definite future period.
It indicates planned income and expenditure including capital expenditure during the
period.
It is prepared for the purpose of implementing the policy formulated by the
management, and the objective to be achieved during the period.

A budget may be expressed in relation to time, viz. short-term and long-term

budget in relation to functions, viz. production budget, sales budget, cash budget,
capital budget etc., and in relation to behavior. Viz. fixed
 BUDGETARY CONTROL

Introduction:-
Budget is formal plan of future course of action. When the budget is use to
evaluate the actual performance it is known as budgetary control.

“Budgetary control is the planning in advance of various functions of

business so that the business as whole can be controlled.”

Objectives of budgetary of control:

To control departmental activities.

To help in systematic planning of protection and formulation of policies.
To control direct and indirect expenses by limiting the chances of wastages.
To control income and expenditure of production functions.
To compare the pre-determined targets with the amount of actual expenses.

Limitations of budgetary control:

 The budgetary control systems are however not free from short coming which
are as follows;
This system proves useless in that firm where policies, processes, techniques,
etc., are frequently changing since it does not take into account such changes.
It is very costly in case of small firm and ser

osing “Budget and budgetary control” as a study is that Budgetary control is

the process of determining various budgeted figures for the enterprise for
the future period and then comparing the budgeted figures with the actual
performance by calculating variances, and to ensure planning for future by
setting up various budgets. The requirements and expected performance of
the enterprise are anticipated to co-ordinate the activities at different
departments and Fixation of responsibilities on various individuals in the
organization.

SCOPE OF THE STUDY :

Scope of the current study is restricted to selected

budgets that are generally prepared by the organization in the matters of
internal control of the organization affairs. Again in the scope of the study
there is no comparison of the organization budgets with any other
competing company.

Organization like Visakhapatnam Steel Plant. Due to their

nature of activities and places of business requires definite coordination
among all functional activities. Such coordination is automatically achieved
when budgets used as the mean. But today the emphasis being given to the
budgets is not at its best in many organisations. Hence it is necessary to
verify whether there is any correlation among these functional departments
or not.

OBJECTIVES OF THE STUDY:

The study is based upon the part of financial performance that has been taken in to
consideration i.e., budgetary concepts.

 To understand the importance of preparing Budget.

 To apply various theoretical aspects of budget and budgetary control.
 To know the steps taken by RINL (Visakhapatnam Steel Plant) in preparation
of budgets.
 To compare and contrast the variances between budgeted figures and actual.
 To observe cash deficiencies arising during the period of study if any.
 To give suggestions, if any for better role of budgets in performance
management.

METHODOLOGY:
The information for the study has been obtained from two sources namely.

1. Primary Data
2. Secondary Data

Primary data: The data for study has been collected from the management of the
company. The information about the industry profile and company profile was
gathered from HRD, VSP and the data about the budget and budgetary control was
gathered from Financial Department, VSP.

Secondary data: This is taken from the annual reports, websites, company journals,
magazines and other sources of information of steel plant.
LIMITATIONS OF THE STUDY:

1. The period of study that is 6 weeks was not enough to go into the detailed
aspects of the study.
2. The study is carried basing on the information and documents provided by the
organization and based on the interaction with the various employees of the
respective departments.
3. Most of the matters related to budgets were confidential. So it is not possible
to gather much information.
4. Budget that were prepared are only based upon trend at the time of
preparation.
5. Flexibility within the budget is not possible.

CHAPTER - 2

PROFILE
 OF
STEEL INDUSTRY

INDUSTRY PROFILE:

Steel is an alloy of iron usually containing less than 1% carbon is a versatile

material with multitude of useful properties used most frequently in the automotive
and construction industries. Steel can be cast into bars, strips, sheets, nails, spikes,
wire, rods or pipes as needed by the intended user. The consumption of steel is
regarded as the index of industrialization and the economic maturity any country has
attained.

Though the production of steel in significant quantity started only after 1900,
the growth of steel industry can be conveniently studied by dividing the time in to pre
and post independence period.

The major steel and related companies in India are:

1. Bharat Refectories Limited.

2. Hindustan Steel Works Construction Limited.
 3. Jindal Steel and Power Limited
4. Kudremukh Iron Ore Company Limited
5. Manganese Ore (India) limited.
6. Metal Scrap Trade Corporation Limited.
7. Metallurgical and Engineering Consultants India Limited.
8. National Mineral Development Corporation (NMDC)
9. Rashtriya Ispat Nigam Limited.
10. Sponge Iron India Limited.
11. Steel Authority India Limited (SAIL).
12. Tata Iron And steel Company.

Pre-independence:

1830 Joshua Marshall Halting Came can be considered as a pioneer of

modern steel industry in India constructed the first
manufacturing plant at port move in Madras presidency. But it
was a financial failure.
1874 James Erskine founded the Bengal iron works. It passed on to
M/S HOGNE Killer and to M/S Martin and co in 1885
1899 Jamshedji TATA initiated the scheme for integrated steel plant
(first in the country)
1906 Sakchi in Bihar was chosen as the site for the TATA iron and
steel co (TISCO)

1911 TISCO started production, initially 1000 tons of ingots / year

and in 2 years it reached 5000 tons / year by 1939 it reached
production of 15000 tons ingot steel per year.
 1918 Initially Indian iron and steel co (IISCO) was founded and the
Bengal iron and steel co merged with it in 1926. To start with,
IISCO restricted it self for manufacturing of pig iron for export
to UK and JAP AN. It produced steel.

1940-50 Formation of the Mysore iron and steel Ltd. Presently known as
Visveswarayya Iron and Steel Ltd. (VISL) at Bhadravathi in
Karnataka owing to the pioneering efforts of Sri.
Visveswarayya. It started manufacturing Ferro alloys and Sp.
Steels.

Post-independence:
First five-year plan (1951 to 1956):
No new steel plant came up, as the first plan was mainly agriculture oriented.
However, IISCO was allowed to expand form IMT/year to 2 MT/year of ingots, and
from 0.5 MT/year to 1.0 MT/year of steel. And, the first five-year plan contemplated a
new steel plant to be erected in public sector.

Thus the Hindustan Steel Limited (HSL) was born on 19th Jan 1954 with the
decision of setting up three steel plants each with one million tons ingot steel per year
at Rourkela, Bhilai and Durgapur. Though TISCO and IISCO were scheduled to
expand, TISCO started its expansion program.

Second five-year plan (1956 to 1961):

During this period, additional steel producing capacity was added and a
decision was taken to increase the ingot steel output in India to 6 million tons per
year. The three one million ton steel plant one each at Rourkela, Bhilai and Durgapur
were completed during this period. They started production during the end of this
plan. The salient features are given below:

Plant capacity Location Collaboration Production

(tons)
RSP Sundargarh, Orissa Germany 720,000
BSP Durg, M.P. U.S.S.R 770,000
DSP Burdwan, W.B. UK 800,000

In addition to the above BSP and DSP each were having the capacity to
produce 300,000 tons of pig iron for sale.

Third five-year plan (1961 to 1966):

During this period, the three steel plants under HSL, TISCO, and IISCO were
expanded as shown below. However, these could be completed only by 1968 - 1969.

STEEL PLANT ORIGINAL MT/YR EXPANDED TO

MT/YR
ROURKELA 1.0 1.8
BHILAI 1.1 2.5
DURGAPUR 1.0 1.6
TISCO 1.0 2.0
IISCO 0.5 1.0

Recession Period (1966 - 1969):

The ambling expansion program taken up during the third five-year plan could
not be completed during that period. All the expansion programs were actively
executed during this period.

Fourth five-year plan (1969 - 1974):

 Balancing facilities were incorporated in all the steel plants. Salem steel plant
work was taken up during this period. Licenses were given for setting up of many
mini steel plants and rolling mills. Government accepted the idea of setting up two
more steel plants in the south one at Visakhapatnam and other at Hospet in Karnataka.
Both of them were envisaged to produce plain low carbon steel products initially with
a capacity of 2 MT/year of ingots. Steel authority of India ltd., was also formed during
this period on 24th Jan 1973. Central Research and Development Organization was
set up in June 1973 to tackle the research and development problems of Iron and Steel
industry.

Fifth five-year plan (1974 to 1979):

Work on Salem project progressed well. Bokaro with 1.7 MT capacities
started in Feb 1978. The expansions of Bhilai steel plant form 2.5 MT to 4 MT and
Bokaro from 1.7 MT to 4.0 MT picked up momentum. The idea of setting up the 5th
integrated steel plant at Visakhapatnam took a definite shape. By the end of fifth five-
year plan the total installed capacity from six integrated plants was 10.6 MT/year
Annual plans 1979 to 1980: various plans named above were reviewed and the
progress on different plants consolidated. Soviet - Union has agreed to help in setting
up the Visakhapatnam steel plant.

Sixth five-year plan (1980 - 1985):

Work in expansion of Bhilai and Bokaro plant was progressed. Boar’s
intermediate stage of 2.5 MT completed. Many of the units were commissioned e.g. a)
Salem steel plant was commissioned b) on 31.9.81 work on Visakhapatnam steel plant
started with a bang; and c) top priority was accorded to modernize the plant at TISCO.
Schemes for modernization of BSP, RSP, DSP, and IISCO were initiated at the end
of sixth five-year plan. The capacity from six integrated steel plants stood at 11.56
MT.

Seventh five-year plan (1985 to 1991):

Almost all the units in the expansion work of Bhilai and Boar to 4 MT
completed. Progress of Visakhapatnam steel plant picked up and the rationalized
 concept has been introduced to commission the plant with 3 MT liquid steel capacities
by 1990.

Eighth five-year plan (1991 to 1996):

All units of Visakhapatnam steel plant were commissioned by July 1992.
Government of India has given permission to set up mini steel plants in private
sectors.

Ninth five-year plan (1997 to 2002):

National development council under central Government has deposited Rs.
859.200 corers in ninth five year plan that targets an overall 6.5% growth gross
domestic production and will necessitate a 7% growth in the remaining years of plan.

Tenth five-year plan (2002 to 2007):

Steel industry registers a growth of 9.9%. VSP has high regime targets.

Eleventh five year plan (2007-2012):

Details of plan expenditure during 11th five year plan

Cost of schemes/project original approved by Government of India is

Rs.9, 569.18 corers.

Sola Name of 2007- 2008- 2009- 2010- 2011- total

no the scheme 08 09 10 11 12
1 AMR 100 100 100 100 100 500
schemes
2 Coke oven 125.56 - - - - 125.56
battery#4
3 Expansion 2700.30 2966.89 1483.67 463.32 154.44 7768.62
 to 6.3 Mt
4 Pulverized 87 - - - - 87
coal
injection
5 Air 36 - - - - 36
separation
plant
6 Acquisitio - 600 - - - 600
n of mines-
coal &ore

7 R&D 10 10 10 10 10 50
8 BF1 27 - - - - 27
capital
repairs
9 Spl.capex 200 175 - - - 375
value
added
products
Total 3285.86 3851.89 1593.67 573.32 264.44 9569.18

Global Scenario:

As per IISI
 In March 2005 World Crude Steel output was 92.8MT when compared to
March 2004 (87.2 MT), the change in percentage was 6.5%.
 China remained the world's largest Crude Steel producer in 2005 also
(27.5MT) followed by Japan (9.6MT) and USA (8.1MT). India occupied the
8th position (8.8MT)
  USA remained the largest importer of semi-finished and finished steel
products in 2002 followed by China and Germany.
 Japan remained the largest exporter of semi-finished and finished steel
products in 2002 followed by Russia and Ukraine.
 Other significant recent developments in the global steel scenario have been
under the auspices of the OECD (Organization for Economic Co-operation &
Development) the negotiations among the major steel producing countries for
a Steel Subsidy Agreement (SSA) held in 2003 with the objective to agree on
a complete negotiating text for the SSA by the middle of 2004. It also set
subsidies for the Steel Industry of a ceiling of 0.5% of the value of production
to be used exclusively for Research & Development.
 The global economy witnessed a gradual recovery from late 2003 onwards.
China has become one of the major factors currently driving the world
economy.
 As a result of these economic developments IISI has projected an increase by
6.2% or 53 million metric tones in 2004 in the global consumption of finished
steel products. IISI has split the growth into two separate areas, China and the
Rest of the World (ROW). Steel consumption in China has been estimated to
increase by 13.1% or 31 mt in 2004.
 USA has repealed the safeguard measures on import of steel as a result of a
ruling, by a WTO Dispute Resolution Panel, which held these measures to be
illegal under the WTO regime.

Present Scenario of Indian Steel Industry:

India is uniquely placed to become a very large producer and consumer of
finished steel products in the world. Substantial reserves of high grade iron ore, low
wage rates; technical and managerial skills of a high order have all enabled India to
gain this stature, by becoming 8th largest producer of steel in the world.
Unfortunately for the Indian steel industry, the price and distribution controls to
which it was subjected till about economic liberalization process began in the early
1990's did not permit the large integrated steel plants to modernize their steel
manufacturing facilities or to upgrade their technologies to the state of art levels from
time to time.
 With the economic liberalization that was initiated in 1992, Indian steel
Industry has to accept the inevitable i.e. to appreciate the implications of low import
duty rated, face foreign competition and some how improve its strengths and
competitive edge to produce good quality products at lower prices and learn to
survive in the market place. Following liberalization, the steel Industry is well set on
the path of globalization. The dynamics of the world steel industry has a close relation
with Indian steel Industry. Presently in India, Steel products are being produced from
four different sources viz.

 Integrated Steel Plants

 Mini Steel Plants
 Re-rolling Mills
 Alloy & Special Steel Plants.

Integrated Steel Plants have larger capacity and produce Steel from basic raw
materials and the other three categories mentioned are characterized by low
investment and low break-even point. .

Characteristics of Integrated Steel Plants.

 They have large capacities.
 Highly capital intensive.
 They have long gestation period.
 Labor intensive.
 They would have all facilities including raw materials resources, water supply,
power supply, testing and inspection facilities, township facilities, medical,
educational and recreational etc.
 Inter dependency of all the processing units on the proceeding and succeeding
units in the path of material flow.
 A potential source for earning foreign exchange through exports.
 They serve as centers for the development of ancillary industries.
 They are major consumer of refractory materials.
The integrated Steel Plants in India are:
 Rourkela Steel Plant
 Bhilai Steel Plant
 Bokaro Steel Plant
 Durgapur Steel Plant
 Indian Iron and Steel Company (IISCO)
 Tata Iron and Steel Company (TISCO)
 Visakhapatnam Steel Plant (VSP)

INDUSTRY SCENARIO
The Indian econom y grew at 9.4% in 2006-07 on the back of a
high growth base of 9% in 2005 -06 and achieved the fastest growth rate
in 18 years, next only to the 10.5% clocked in 1988 -89. Aided by the
high growth along with a strengthening rupee in the forex market, the
econom y has graduated to a trillion dollar one, the 12 t h such nation
globall y to reach this milestone.

India’s rapid economic growth is being built on a frame of steel.

Soaring demands by sectors like infrastructure, real estate and
automobiles, at home and abroad, has put India’s steel industry on the
world map. Mergers and acquisition like TATA -CORUS and Arcelor -
Mittal led by the Indian Steel companies or Indians have been
dominating the Global Steel happenings. In India, finished steel
production at 49 million tons, s howed a remarkable growth of 10.8% in
2006-07.
 The International Iron and Steel Institute (IIS I) ranked India as
the seventh largest steel producer in the world with an overall
production of about 40 million tons in 2006. During 2006, the global
steel production stood at 1240 million tons, showing a robust growth of
8.8% over 2005. Steel use during the year grew by 8.5% to reach 1113
million tons.

As per IIS I forecast, there will be a growth of 5.9% in the global

steel use in 2007 taking the total to 1,1 79 million tons followed by
6.1% in 2008 to reach 1250 million tons. The global steel demand
projections indicate that India will be one of the engines of the world
steel industry in the future. The National Steel Policy, published by the
Ministry of Steel in 2005, envisages production of 110 million tons In
India by 2020.
Production:
 Steel industry was de-licensed and decontrolled in 1991 and 1992
respectively.
 India is the 8th largest producer of steel in the world.
 Pig iron production in 2009-10 was 4.08 million tones.
 The annual growth rate of crude steel production in 2002-03 was 8% and in
2003-04 was 6%. Last 10 years production performance is as under:

YEAR PIG IRON

SALEABLE STEEL
2000-01 3.39 29.27
2001-02 4.08 30.63
2002-03 5.28 33.67
2003-04 3.76 39.12
2004-05 3.18 41.15
2005-06 4.39 30.84
2006-07 3.52 31.40
 2007-08 4.95 29.74
2008-09 4.95 29.74
2009-10 4.08 23.55

PRODUCTION PERFORMANCE (In Milliontons)

2000-01
45
40 2001-02
35 2002-03
30 2003-04
25 2004-05
20
2005-06
15
10 2006-07
5 2007-08
0 2008-09
PIG IRON SALEABLE STEEL
2009-10
 PROFILE
OF
VISAKHAPATNAM STEEL PLANT

PROFILE OF VISAKHAPATNAM STEEL PLANT

 Introduction
 Origin- History of VSP
 Milestones of VSP
 Vision
 Mission
 Objectives
 Core Values
 Achievements & Awards
 Raw Materials & Sources
 Major Units of VSP
 Production Performance
 Product Mix
 Process
 Department Chart: Finance(Budget)
 Description of Various Departments
 Recent Trend.
 Financial Performance
INTRODUCTION

Steel is such a versatile commodity that every object we seen in our day to day life
have used steels either directly or indirectly in its products. To mention a few it is
used for such a small items as nails, pins, needles etc. Steel comprises one of the
most important inputs in all sectors of economy. Steel industry is both a basic and
a core industry. The economy of any nation depends on a strong base of iron and
steel industry in that nation. Today Steel occupies the foremost place amongst the
materials in use today and pervades all walks of life. All the key discoveries the
human genius – for instance, steam engine, railway, means of communication and
connection, automobile, aero plane and computers are in one way or other,
fastened together with steel and with its sagacious and multifarious application.
Steel is versatile material with multitude of useful properties making it
indispensable for furthering and achieving the continual growth of the economy –
Be it construction, manufacturing, infrastructure or consumables. The level of
steel consumption has been regarded as an index industrialization and economic
maturity attained by a country. Keeping in view the importance of steel, the
following integrated steel plants with foreign collaborations were set up in the
public sector in the post – independence era:
 S. NO. STEEL PLANT COLLABORATED BY
1. DURGAPUR STEEL PLANT BRITAIN
2. BHILAI STEEL PLANT ERSTWHILE USSR
3. BOKARO STEEL PLANT ERSTWHILE USSR
4. ROURKELA STEEL PLANT GERMANY

ORIGIN AND HISTORY OF THE ORGANIZATION

To meet the growing domestic needs of steel, the decision of the

Government of India to set up an Integrated Steel Plant at Visakhapatnam under
Steel Authority of India Ltd. (SAIL) was announced by the Prime Minister Smt.
Indira Gandhi in parliament on 17th April 1970. The Selection Committee choose
the site near Balacheruvu creek at Visakhapatnam. The Prime Minister of India
did the formal inauguration and laid the foundation stone on 20th January 1971.
The consultant, M/s M.N. Dastur and Company Ltd., submitted a techno-
economic feasibility report for the plant, with an annual capacity of about 3.4
million tones of liquid Steel, in October 1977.
The erstwhile USSR Government examined the detailed project report
prepared by Dastur & Company and offered Technical and Economic co-
operation for the same. The Govt.of India and erstwhile USSR signed an
agreement on June 12th 1979, for co-operation in setting up a 3.4 million tones
integrated steel plant at Visakhapatnam. The USSR agreed to provide financial
assistance of 3.4 million Rouble credit to GOI specifically for setting up the steel
plant. In terms of this agreement, Soviets and Indian design organization revised
the earlier detailed project report of Dastur Co., jointly and a comprehensive
revised detailed project report for VSP was submitted in November 1980. A new
company i.e. Rashtriya Ispat Nigam Ltd. (RINL) was incorporated for faster
implementation of the project.
The construction of the project commenced in 1982 with a schedule of 4 and 6
years for the first and second stage respectively. During construction due to
inadequate fund availability, the project schedule could not be adhered to,
resulting in huge cost and time overruns. The project cost escalated to around
Rs.8500 cars. In a bid to reduce the capital investment, Rationalized concept was
adopted in 1985. As per this one Steel Melt Shop and one Rolling Mill i.e. the
universal beam mill were dropped. The other steel melt shop of 2.2 MTPA of
liquid steel was up rated to 3 MTPA without any additional facilities. Further the
capacities of Rolling Mills i.e. Light and Medium Merchant Mill (LMMM),
Medium merchant and structural mill (MMSM) and Wire Rod Mill (WRM) were
also up rated without any modification to make the project economically viable.
The project cost with all these modifications was brought down to about
Rs.6281 crores. However during implementation further cost escalations took
place and finally the project was implemented at a capital cost of around Rs.8500
crores. Various operating units were commissioned one after another from 1989
onwards and entire project was completed by July 1992. Then the Honorable
Prime Minister Sri. P.V. Narasimha Rao dedicated the plant to the Nation on 1st
August 1992. Unlike other integrated steel plants in the country, new technology,
large-scale computerization and automation etc. were incorporated in the plant.
To operate the plant at international levels and attain such labor productivity, the
total manning of the organization was frozen to 17,500 employees. The plant has
a capacity of producing 3.0 MT of liquid Steel and 2.656 MT saleable steel.

Milestones of Visakhapatnam steel plant:

SL NO. DATE MILESTONE

1. 17.04.1970 Prime Minister of India

announces in the parliament to
construct a new steel plant at
Visakhapatnam.
2. June 1970 Site selection committee
appointed.
3. 30.11.1970 Committee’s report approved for
site.
4. 20.01.1971 Foundation stone laid by P.M.
5. 27.02.1971 Consultant appointed. Feasibility
reports submitted in 1972 and
other investigation carried out.
6. 07.04.1974 First block of land taken over for
VSP.
7. 15.10.1977 Detailed project report submitted
by consultant.
9. 12.06.1979 Inter government agreement
signed between India and
Erstwhile U.S.S.R at MOSCOW
for the cooperation in the
construction of VSP.
10. 19.10.1979 Government approved setting up
of
VSP. Soviet side carries out the
revision of detailed project
report.
11. Jan. 1980 Site leveling work started.
12. 30.11.1980 M.N. Dastur & Co., principal
consultant submits the
comprehensive revised detailed
project report.
13. 01.01.1981 Export committee submits
recommendation for approval of
comprehensive revised detailed
project report with certain
modification.
14. 05.02.1981 Contract signed with Erstwhile
soviet union for preparation of
working drawings for coke
ovens, blast furnace and sinter
plant.
15. 23.02.1981 Comprehensive revised detailed
project report along with expert
committee recommendations
approved.
16. 10.07.1981 Protocol signed with Erstwhile
soviet union for supply of
equipments and specialists.
17. 23.01.1982 Blast furnace foundation (1st
mass concreting in the project)
To
lay.
26.02.1982
18. 01.02.1982 Zero date of the construction of
the project.
19. 18.02.1982 Rashtriya Ispat Nigam Ltd.
(RINL) formed.
20 29.01.1987 Commissioning of structural
shop. With this commissioning
of various auxiliary units
commenced.
21. 06.09.1989 Coke oven Battery no.1 starts
pushing of cake. With this the
commissioning metallurgical
unit starts.
22. 14.11.1989 Sinter plant (Machine-1)
commissioned.
23. 28.03.1990 “Godavari” the 1st blast furnace
commissioned.
24. 03.05.1990 PM dedicates “Godavari” to the
nation.
25. 06.09.1990 The 1st converter and the 1st
continuous casting machine of
the steel Melt shop starts
production.
26. 28.08.1990 Billet production in the light and
medium Merchant mil started.
27. 21.11.1990 Wire Rod Mill commissioned.
28. 04.03.1991 The 2nd converter commissioned.
29. 30.06.1991 Yeller Water supply scheme
made ready for supply of water
to VSP.
30. 28.10.1991 Trial production commences in
the bar mill of light and Medium
Merchant Mill.
31. 31.10.1991 Coke oven Battery No.2
commissioned.
32. 27.12.1991 Sinter Machine-2 commissioned.
33. 20.03.1992 Medium Merchant and structural
Mill commissioned.
34. 21.03.1992 “Krishna” Blast furnace-2
commissioned.
35. July 1992 Coke Oven Battery No.3
commissioned.
36. July 1992 Converter no.3of steel milt shop
commissioned. This marks the
completion of commissioning
units of the no.3 million tones
plant.
37. Aug. 1992 Dedication of the plant to the
 Nation by the Prime Minister.

Coke oven battery no.4

38 10.12.2003 Date of approval
39 10.12.2006 Schedule date of commissioning
(36 months from date of approval)

Expansion proposal for 6.3 Mt

40 28.10.2005 Got of India approval ref.6 (1)
2005-vsp approval date
41 28.10.2005 Commencement date

Highlights of Expansion to 6.3 MT Liquid Steel Capacities.

1. Got of India approval ref: 6 (1) 2005-VSP dated 28th October 2005.
2. Commencement Date 28th October 2005
3. Main Units in Expansion
Raw Material Handling Plant
One Sinter Plant
One Blast Furnace 3.25 Mt / year Sinter
One Blast Furnace (BF-3800 C.2.50 Mt/ year Hot Metal
Claiming and Refractory Materials 12x500 t / day
One Steel Melt Shop 2.60 Mt / year Liquid Steel
Rolling Mills
Wire Rod Mill 600,000 t/ year
Light Structural Mill ( LSM) (in stage –II) 700,000 t/ year
Augmentation of existing TPP 1X67.5 MVV turbo – generator with TB
Power Plant (BOO Basis) 2x67.5 MVV capacity with all necessary facilities
Air Separation Plant (BOO basis) 2x1200 t / day Oxygen
Captive Mines Augmentation of capacities at Ashram. Jaggayyapeta
And Garb ham Mines.

Vision:
To be a continuously growing world class company
We shall
 Harness our growth potential and sustain profitable growth.

 Deliver high quality and cost competitive products and be the first choice of

customers.

 Create an inspiring work environment to unleash the creative energy of people.

 Achieve excellence in enterprise management.

 Be a respected corporate citizen, ensure clean and green environment and develop

Mission:

To attain 16 million ton liquid steel capacity through technological up

gradation, operational efficiency and expansion; to produce steel at international
standards of cost and quality and to meet the aspirations of the stakeholders.

Objectives:

The objectives of the company are as follows:

 Expand plant capacity to 6.3 million ton with the Mission to expand
further in subsequent phases as per the corporate plan.

 Revamping existing Blast Furnaces to make them energy efficient to

contemporary levels and in the process increase their capacity by 1 Mt,
thus total hot metal capacity to 7.5 Mt.

 Be amongst top five lowest cost steel producers in world by 2009-10.

 Achieve higher levels of customer satisfaction.

 Vibrant work culture in the organization.

 Be proactive in conserving environment, maintaining high levels of safety

and addressing social concerns.

Core Values:
 The core values of the company are:
 Commitment
 Customer satisfaction
 Continuous improvement
 Concern for environment
 Creativity and innovation.
AWARDS WON BY VSP
Award
First Prize for Organizational
Excellence.
Won the "GRAND FINALE" of
Alma’s 10th National Management
Quiz – 2009 in December 2009.
Bagged third prize in ‘Public
Relations National Awards-2009’
Bagged the First Steel Minister’s
Trophy for the year 2006-07
Adjudged ‘Energy Efficient Unit’
award by Confederation of Indian
Industry Godrej Green Business
Centre at the 10th National award.
Won the TATA-Crucible Corporate
Quiz.
Purpose Year
Efficient suggestion scheme 2010
operation given by INSSAN
VSP won this Quiz 2009
successively for 3 years in a
row (2007, 2008 & 2009)
achieving HAT-TRICK
which is a National Record.
In the ‘Event Management’ 2009
category at the 31st All India
Public Relations conference
held in Chandigarh
For being the best integrated 2009
steel plant in the country
(Runner Up)
For excellence in energy 2009
Management
For the best performance in 2009
the inter corporate business
quiz, TATA-Crucible
Corporate Quiz
QC teams won Gold & Bronze For Quality Circles 2009
medals at the International
Convention on Quality Control
Circles (ICQCC) convention at
Cuba, Philippines in October 2009.

Vishwakarma Rashtriya Puraskar For the best suggestions 2009

Awards for the performance year
2007 5TH Time in a row.

The ‘India Gandhi Rajabhasha’ For the best performance in 2009

Award
ISPAT RAJYA BHASHA
TROPHY.
RINL ranked No.2 globally for the
popularity of website among the
global steel makers.
Hindi implementation during
the year 2007-08 in
September.
For popularizing the usage 2009
of Hindi.
Global survey by Steel guru 2009
for the most popular website
among steel makers all over
the world

The ‘Best Place to work for- 2009’Award given by “The 2009

Economic Times-Great Place
to Work Institute” was won
by VSP in June .
ISPAT RAJYA BHASHA TROPHY For popularizing the usage of 2009
Hindi.
VSP bags ‘top assessed’ award For 2007-08 for paying 2009
highest central excise.
Ukkuvani, the bi-monthly In-house For Employee welfare in 2009
journal was adjudged the ‘Best ‘National Awards for House
House Journal Devoted to Welfare Journals’.
of Employees’

QCFI-NMDC Trophy. For the ‘Best Quality Circle 2008

CII Award for ‘5-S’ to WRM Dept.
of VSP in November .
Implementing Organisation’
given by QCFI
For Workplace Management. 2008
VSP is the 1st organization
in Steel Industry
implementing ‘5-S’ at
workplace management.
Two QC teams, “Harmony” from Quality Circles 2008
WRM and “Vices” from RMHP won
EXCELLENT awards at
International Convention on Quality
Control Circles (ICQCC) at Dhaka,
Bangladesh

“Ispat Suresh Pulaski Award” For ‘No fatal accident’ in 2007

2006 & 2007 given by JCSSI
(Joint Committee on Safety,
Health & Environment in
Steel industry)
“Enterprise Excellence Award 2007” Excellence in overall 2008
conferred by Indian Institute of performance
Industrial Engineering (IIIE) in May
2008.
Sri PK Bishoi, CMD was awarded a For his significant 2008
Gold medal by the Hon’ble Prime achievement for ‘Sustainable
Minister, Dr.Manmmohan Singh at Development’, ‘Improving
the 95th Indian Science Congress at the quality of life in society’
Andhra University, Visakhapatnam and ‘Supporting the cause of
Science& Technology’.

Second Prize for Organisational Efficient suggestion scheme 2008

Excellence. operation given by INSSAN
Best Organisation Award conferred For promoting QCs in the 2008
by QCFI, Visakhapatnam Chapter organization

Sri PK Bishoi, CMD was presented For achieving excellence in 2007

UDYOG RATAN award by the Productivity, Quality,
Institute of Economic studies, New Innovation and Management.
Delhi
Sri PK Bishoi, CMD was presented For significant contribution 2007
“Excellence Award” by the Delhi to the industry.
Telugu Academy
Two QC teams, “Samruddhi” from Best Quality Circles 2007
SMS and “Trishakti” from LMMM
won GOLD Medals at International
Convention on Quality Control
Circles (ICQCC) 2008 at Beijing,
China in October 2007.

Sri PK Bishoi, CMD was awarded India Gandhi Memorial 2007

the Best Chief Executive Gold National Awards
Award of “India Gandhi Memorial
National Awards-2007” by
Institution of Engineers (India)
Hyderabad.
National Award for e-Governance Exemplary usage of ICT by 2007-08
Public Sector Undertakings
Prime Minister's Trophy Best integrated steel plant 2005-06
Commendation prize for strong 2006
commitment to Excellence – CII Exam Overall Excellence in all
Bank Award for Business Excellence activities of the company
2006
Strong Commitment - CII HR Excellence in HR processes 2006
Excellence Award 2006 and practices
1st - 2006

2nd - 2005

1st - 2004
Energy efficiency (First prize
for 3 consecutive years and 1st - 2003
National Energy Conservation Award also a special award for
achieving this). This is the 7th 1st - 2002
award in a row.
2nd - 2001

Merit
Certificate-
2000
Organizational Excellence Award Efficient suggestion scheme 2006, 2004
operation given by INSSAN
Environmental Conservation & 2005
Pollution Control presented by
Business Achievement Award for
Confederation of Asia Pacific
Excellence
Chamber of Commerce &
Industry
CII -GBC National Award Excellence in Energy 2005
management
Energy Conservation Award by AP Best organization in Energy 2005
Productivity Council conservation initiatives
Certificate of Appreciation by Excellence in energy 2005
Institution of Engineers, AP chapter conservation

National Award for Excellence in Excellence in water 2005, 2004

Water Management by CII management
Leadership & Excellence Award in Excellence in SHE by CII 2004
SHE (Safety, Health & South Zone
Environment)
CACCI Business Achievement For environmental 2004
Award conservation & pollution
control by FICCI
World Quality Commitment Performance excellence, 2004
International Star Award quality management &
quality achievement, given
by Business Initiative
Directions, Paris in the Gold
category.
ICWA National Award Good performance for 2004
excellence in Cost
management
Best Enterprise Award For surpassing MOU 2003-04
Targets, awarded by SCOPE
Rolling shield for "Environmental To recognize efforts in 2002, 2003
Protection" environmental protection, by
Directorate of field publicity,
Ministry of Information &
Broadcasting
Prime Minister's Trophy Best integrated steel plant 2002-03
India Priyadarshini Vrikshmitra For massive afforestation 2002-03
Award efforts. Given by Ministry of
Environment & Forests
Best HR Practices Given by Indian Society for 2002
Training & Development
(ISTD)
Environment Excellence Award for Energy conservation by 2002
Greentech Foundation, Delhi
Best Enterprise Award, WIPS Given by SCOPE 2001-02
Award for Best Turnaround Given by SCOPE 2000-01
Best Management Award for outstanding contribution 2000-01
in management of industrial
relations, labour welfare and
productivity given by Govt.
of AP
Shield for "Best efforts in Rain water AP Pollution Control Board 2001
Harvesting"
SAIL Chairman's Silver plaque for no fatal accidents (for 2000
regular employees category)
Paryavaran Parirakshak Award in recognition of it's success 2000
in prevention of industrial
pollution and preservation of
ecological balance by
reducing pollution to the
minimum by installing
sophisticated equipment and
machinery in the factory.
Given by Rotary District
3020 International
Major Sources of Raw Materials:

Raw Materials Source

Iron Ore Lump & Fines Bacheli, Chattisgarh/Gua, Jharkhand
BF Lime Stone Jaggayyapeta, AP
SMS Lime Stone UAE
BF Dolomite Madharam , AP
SMS Dolomite Madharam , AP
Manganese Ore Chipurupalli, AP
Boiler Coal Talcher, Orissa
Coking Coal Australia
Medium Coking Coal (MCC) Gidi/Swang/Rajarappa/Kargali

Major Units of VSP:

Department Annual capacity (‘000 T) Units (3.0MT stage)

Coke ovens 2261 3 batteries of 67 ovens
&7Mtrs.haght

Sinter plant 5256 2 sinter machines of 312

sq.Mtr.grate area

Blast furnace 3400 2 furnaces of 3200Cu .Mr.

volume each
Steel melt shop 3000 3 LD convertors each of
133cu.Mtr.volume and six
4 strand bloom casters

LMMM 710 4 stand finishing mill

WRM 850 2x10 stand finishing mill
MMSM 850 6 stand finishing mill

VSP is one of the most modern steel plants in India incorporating State-of-the-Art
technology. Following are some of the modern technologies adopted:

 7 meter tall Coke Oven Batteries with coke dry quenching.

 Biggest Blast Furnaces in the country
 Bell-less top charging system in Blast Furnace
 100% slag granulation at the BF Cast House
 Suppressed combustion- Ld gas recovery system
 100% continuous casting of liquid steel
 “Temporal” and “steamer” cooling process in LMMM &WRM respectively
 Extensive waste heat recovery systems and pollution control methods

Production Performance (‘000 Tonnes):

Labour
Year Hot Liquid Saleable Productivity
Metal Steel Steel (Tonnes/man year)
2005-2006 4,153 3,603 3,237 414
2006-2007 4,046 3,606 3,290 413
2007-2008 3,913 3,322 3,074 389
2008-2009 3,546 3,145 2,701 359
2009-2010 3900 3,398 2,355 382
 4,500
4,000
3,500
3,000
Hot metal
2,500
Liquid steel
2,000
Saleable steel
1,500
Labour productivity
1,000
500
0
2005-06 2006-07 2007-08 2008-09 2009-10

Commercial Performance (`.in Crs.):

Year Sales Domestic Sales Exports

Turnover
2005-2006 8,469 8,026 443
2006-2007 9,131 8,487 424
2007-2008 10,433 9,878 555
2008-2009 10,411 10,333 78
2009-2010 10,634 10,283 350
 12000

10000

8000
Sales turnover
6000
Domestic sales
4000 exports

2000

0
2005-06 2006-07 2007-08 2008-09 2009-10

Main Products of VSP;

STEEL BY PRODUCTS
PRODUCTS
Angles Nut Coke Granulated Slag
Billets Coke Dust Lime Fines
Channels Coal Tar Ammonium Sulphate
Beams Anthracene oil
Squares HP Naphthalene
Flats Benzene
Rounds Toluene
Re-bars Byline
Wire Rods Wash Oil
Process:
Following are the details of processes of main production units of VSP.
1. Coke ovens & Coal chemicals plant:
Coking coal after selective crushing and proper blending is subjected to
destructive distillation (heating in the absence of air) in the Coke Ovens. After
heating for nearly a period of 16-18 hours at a temperature of about 1100 Degree
Delicious, coke is obtained and is used as a fuel as well as reducing agent in the
Blast Furnace. The Coke Ovens of VSP are engineering feats by themselves.
They are the tallest ovens of 7 meter tall constructed in the country. The Plant has
3 batteries of 67 ovens each. Another feature is the dry cooling of coke carried
out by the inert gas nitrogen thus, reducing pollution considerably. In the process
considerable quantity of gas is generated which carries large number of coal
chemicals and heat value. A by-product plant is provided for each battery to
extract the coal chemicals and make the resulting gas useful for heating various
furnaces. By-products like benzene, toluene, xylem, naphthalene, coal tar,
creosote oil, pitch, and ammonium gas.

2. Sinter Plant

Iron ore fines, coke breeze, limestone and dolomite along with recycled
metallurgical wastes are converted into agglomerated mass at the Sinter Plant,
which forms 80 % of iron bearing charge in the Blast Furnace. The Sinter Plant
comprises of two sinter machines each having 312 square meters of grate area
with a total production capacity of 5.256 million tones per annum.

3. Blast Furnace
VSP has two Blast Furnaces with an effective volume of 3200cu.m. Each,
Which are the largest in the country? Blast Furnace is charged with coke, iron
ore, sinter and fluxes such as lime stone from the top. Hot air at very high pressure
is blown from the bottom. The iron ore and sinter charged from the top gets
 reduced to hot metal by the time it reaches the hearth. Metal is tapped from the
hearth of the furnace at regular intervals. Its novel circular cast house with four
tap holes ensures continuous tapping of hot metal. Each furnace produces about
5000 tones of molten iron per day. The annual Production capacity of these Blast
Furnaces is 3.4 million tones of liquid iron. The furnace is operating at about
125% of their capacity at present.
In addition to hot metal the gang material present in the iron ore and sinter
also comes out in the form of molten slag while tapping. This molten slag is
converted to granulated slag in the slag processing plant. Granulated BF slag is
used for cement making and various other construction purposes. The hot metal
produced is carried to steel melt shop for further processing. The surplus hot metal
is taken to Pig Casting machines and cast into pig iron. The pig iron is sold to
foundries and exported to various other countries. Some pig iron is consumed in
steel melt shop also as coolant.

4. Steel Melt Shop & Continuous Casting:

Three Top blown converters, each of 133 cum. Volume, produce a total of
2.7 million tones of liquid steel per annum. The hot metal from blast furnace is
charged into the converters from the top. Along with hot metal steel scrap
(coolant), lime (flux) and other additives for making special steel if required are
also added. Oxygen is blown from the top for about 50min by which time the hot
metal gets converted to steel. The liquid steel thus produced is casted in six-4
strand bloom casters. A special feature in energy conservation is the collection of
Converter gas to be used as a fuel in the plant. The entire molten steel cast at the
radial type continuous casting machines result in significant energy conservation
and better quality steel. 100% Continuous casting on such a large scale has been
conceived for the first time in India.
5. Rolling Mills:
The cast blooms from continuous casting department are heated and rolled
in the three high speed and fully automated rolling mills namely Light & Medium
Merchant Mill, Wire Rod Mill and Medium Merchant & Structural Mill, to
produce various long products like Reinforcement bars, rounds, squares, flats,
angles, channels, billets, wire rods etc. Rolling Mills adopt steamer cooling
process to get high quality products. VSP Enjoys very high reputation for the
quality of their products both in the domestic and export markets.

6. Thermal power plant and blower house:

VSP has a separate thermal power plant to meet substantial part of its
power requirement. The power plant also includes blower house for blowing hot
air to the blast furnaces. The power plant utilizes surplus coke oven and blast
furnace gasses for heating boilers. To meet the balance requirement of the boilers
thermal coal is procured. Thus the power plant helps in reducing cost of
production of VSP.

Department chart- Finance (Budget):

ED(F&A)

(Corporate A/c, Budget & Costing)

GM(F&A)

(Budget and Costing)

AGM(F&A)

(Budget)
Mgr (F&A)
(F&A(F&A)
 JM(F&A) (Budget)

Major departments of VSP:

To carry out the major functions of Visakhapatnam steel plant

following core departments exist:
1) Marketing Department
2) Works Department
3) Materials Management Department
4) Finance and Accounts Department
5) Personal and Administration Department
6) Corporate strategic Management Department
7) Management services Department
8) Mines Department.
9) Material management Department
10) Production Planning Department

Recent Trends:

VSP becomes Nava Ratna Company:

Considering the Turn Around and the excellent physical and financial
performance in the last 4 years VSP has been awarded NAVA RATNA STATUS
by the GOI in the year 2010 . This confers more DOP and AUTONOMY to VSP
Management in financial and policy matters. The BOD also will be strengthened
with more independent non-executive DIRECTORS.

VSP Expanding Its Capacity:

 VSP has undertaken expansion of capacity from 3-million tone liquid steel
to 6.3 million tone liquid steel at a cost of Rs.8692cr. Their entire expansion work
is to be completed within a period of 4 years from October 2006. The honorable
Prime Minister Of India has inaugurated the expansion project by laying
foundation stone on 20th May 2006. VSP will be producing special grade long
products required for automobile, railways and other special applications in the
new mills which are going to be installed. Further VSP will be producing
Seamless tubes of 3 lakh tones which are presently imported.

Joint Ventures:

VSP does not own any mines for extracting much required iron ore and
low ash metallurgical coal for its production. VSP depends on M/S.NATIONAL
MINERAL DEVELOPMENT CORPORATION for meeting its iron ore
requirements and import sources (Australia) for low ash metallurgical coal. These
sources have been increasing their prices disproportionately in recent times due to
very high demand because of capacity additions taking place in large scale. In
order to have raw material security and control over prices VSP has embarked
upon acquiring interest in coal mines and iron ore mines through joint ventures in
India and abroad.

VSP has Been Allotted Mining Rights In Mahal Coal Block:

GOI has allotted mining rites in Mahal Coal Block for VSP after
continuous persuasion relentless efforts. VSP has started exploratory work in
Mahal coal block to ascertain the feasibility and project cost for opening up a
mining unit in this place.

Implementation of Addition Modification and Replacement:

In order to improve productivity, constantly upgrade the technology and

reduce the cost of production to become one of the worlds lowest cost producers
 VSP is implementing number of AMR schemes on a continuous basis since last 5
years. VSP is spending substantial amount of funds in the AMR schemes which
are yielding incremental benefits year after year.
Utilization of Renewable energy:

In order to meet its ever growing power requirement, to conserve the

natural resources and reduce the cost of energy VSP has taken up implementation
of power generation through renewable energy sources like wind, sunlight etc. A
policy in this regard has been unveiled on 29th May 2006 by the CMD of VSP.

Conservation of Water:

VSP has taken up a number of projects for conservation of precious water.

This is carried out in three methods.

 Reduce the consumption of water in the process.

 Treat the drainage and sewerage water and reuse where ever possible.
 To construct check dams for diverting rainwater to underground.

FINANCIAL PERFORMANCE (`.Crs)

Year Gross Margin Cash Profit Net Profit

2005-2006 2369 2338 1890
2006-2007 2633 2584 2222
2007-2008 3515 3483 1943
2008-2009 2356 2267 1336
2009-2010 1602 1525 1248
 4000
3500
3000
2500 2005-2006
2000 2006-2007
1500 2007-2008
2008-2009
1000
2009-2010
500
0
Gross Cash Profit Net Profit
Margin

Demand – Availability Projection:

 Demand- Availability of iron and steel in the country is projected by Ministry

of Steel annually.
 Gaps in Availability are met mostly through imports.
 Interface with consumers by way of Steel Consumer Council exists, which is
conducted on regular basis.
 Interface helps in redressing availability problems, complaints related to
quality.

Pricing & Distribution:

 Price regulation of iron & steel was abolished on 16.1.1992. ~ Distribution

 controls on iron & steel removed except 5 priority sectors, viz. Defence,
Railways, Small Scale Industries Corporations, Exporters of Engineering
Goods and I North Eastern region.
 Allocation to priority sectors is made by Ministry of Steel.
 Government has no control over prices of Iron & Steel.
 Open market prices are generally on rise.
 Price increases of late have taken place mostly in long products than flat
products.

Location:

The plant is located on the coast of Bay of Bengal, 16Kms to the southwest of the
Visakhapatnam Port. It lies between the northern boundary of the national highway
No.5 from Chennai to Kolkata, and 7Kms to the southwest of Howrah Chennai
Railway line. The decision of Govt. of India to setup an integrated steel plant with an
annual capacity of 3 MT of liquid steel and 2.656 MT of saleable steel at
Visakhapatnam in AP is yet another step towards the country’s steel production
redefining steel imports and removing the regional imbalances in the development.
 CHAPTER – 3

BUDGET AND BUDGETARY

CONTROL (Theoretical view)

BUDGET:

 Introduction

 Definition

 Need of budget

 Essentials of budget

 Advantages of budget

 Limitation of budget

 Types of budget

BUDGETARY CONTROL:

 Nature of budgetary control

 Objectives of budgetary control

 Advantages of budgetary control

 Limitation of budgetary control

 Characteristics of good budgeting

 Requisites for successful budgetary control system

 Organization chart for budgetary control

 Key factor

 Difference between budget and budgetary control

 BUDGET

Introduction:

Planning is the basic managerial function. It helps in determining the course of

action to be followed for achieving organizational goals. It is a decision in
advance, what to do, how to do and who will do a particular task? Plans are
framed to achieve better results. Control is the process of checking whether the
plans are being adhered to or not, keeping a record of progress, comparing it with
the plans, and then taking corrective measures for future if there is any deviation.
Every business enterprise needs the use to control techniques for surveying in the
highly competitive and changing economic world. There are various control
devices in use. Budgets are the most important tool of profit planning and control.
They also act as an instrument of co-ordination.

Budget is defined as “ a plan quantified in monetary terms prepared and

approved prior to a defined period of time showing planned income to be
generated and / or expenditure to be incurred during that period and the capital to
be employed to attain a given objective” (CIMA technology). An analysis of the
definition will bring out the following features of a budget:
1. It is a plan expressed in monetary terms. But it also contains physical units.
2. It is prepared prior to the period during which it will operate.
3. It is approved by the management for implementation.
4. It is related to a definite future period.
5. It indicates planned income and expenditure including capital expenditure
during the period.
6. It is prepared for the purpose of implementing the policy formulated by the
management, and the objective to be achieved during the period.

A budget may be expressed in relation to time, viz. short-term and long-term

budget in relation to functions, viz. production budget, sales budget, cash budget,
capital budget etc., and in relation to behavior. Viz. fixed budget and flexible budget.
Definition:

Budget is defined as a kind of future accounting in which problems of future are

met on the paper before transactions actually occur.

According to CIMA, Official Terminology, “A Budget is a financial and/or

quantitative statement prepared prior to a defined period of time, of the
policy to be pursed during that period for the purpose of attaining a give
objective”.

According to Crown and Howard, “A budget is a predetermined statement

of management policy during a given period, which provided a standard for
comparison with the results actually achieved.”

Need of budget:

 To forecast and to plan for the future to avoid losses and maximize profits i.e.
to help in planning.
 To bring about coordination’s between different function of an enterprise
i.e., to help in co-ordination.
 To control actual actions by ensuring that actual are in tune with target i.e., to
help in controlling.

Advantages of budget:
 It formulates basic policies necessary to achieve organizational objectives.
 It forces all levels of management to participate in the process of setting
and
Fulfillment of targets.
 It creates the feeling of co-operation and understanding between different
Departments of the business
 It ensure optimum utilization of resources with a view to maximize
returns.
 It highlights upon the in efficiency in the business and thus helps the
Management to take remedial actions.
Types of budget:

The Budgets are usually classified according to their nature. The following are the
types of budgets, which are commonly used.

a) Classification According to Time:

1. Long-term budgets
2. Short-term budgets
3. Current budget

b) Classification on the basis of function:

1. Operation Budgets
2. Financial Budgets
3. Master Budgets

c) Classification on the basis of Flexibility:

1. Fixed budget
2. Flexible budget

d) Classification on the basis of nature of business:

1. Capital Expenditure
2. Revenue Expenditure

A) Classification According to Time: -

1) Long Term Budgets — The Budgets are prepared to depict long term planning
of the business. The period of long term budgets various between five to ten years.
The long term planning is done by the top-level management it is not generally
known to lower levels of management’s. Long-term time budgets are prepared for
some sectors of the concern such as capital expenditure research and development.
Long term finances etc these budgets are useful for those industries where
gestation period is long i.e. machinery, electricity, and organization.
2) Short Term Budgets –These budgets are generally for one or five Years and are in
the form of monetary terms. The consumer’s goods industries like sugar, cotton,
textiles, etc. use short-term budget.

3) Current Budget — The Period of current budget is generally of one to twelve

months. The budgets relate to the current activities of the business. According to
I.C.W.A. London. “Current budget is a budget which is established for use over a
short period of time and is related to current conditions.

B) Classification on the basis of function: -

1. Operating Budgets: These budgets relate to the different activities of

operations of a firm. The number of such budget upon the size and nature of
business. The commonly used operating budgets are;
A. Sales Budget
B. Production Budget
C. Production cost Budget
D. Purchase Budget
E. Raw Material Budget
F. Labour Budget

(2) Financial Budget: - Financial Budget are concerned with cash receipts and
disbursements, working capital. Expenditure, financial position and result of
business operations. The commonly used financial budgets are:
a. Cash Budget
b. Working Capital Budget
c. Capital Expenditure Budget
d. Income Statement Budget
e. Statement of Retained Earnings Budget
f. Budget Balance sheet or position statement Budget
(3) Master Budget: - Various functional budgets are integrated into master
budget. This budget is prepared by the ultimate integration of separate function
budgets. According to I.C.W.A. London. “The master budget is the summary
budget in corpora-ting its functional budgets”. Master budget is prepared by the
budget officers remained with the top-level management. This budget is used to
co-ordinate the activities of various departments and also to help as a control
device.

I Classification on the basis of Flexibility:-

(1)Fixed budget: - The fixed budgets are prepared for a given level of activity,
the budget is prepared before the beginning of the financial year, if the financial
year starts in January then the budget will be prepared a month or two earlier, i.e.
November or December. The charge in expenditure arising out of the anticipated
changes will not be adjusted in the budget. There is a difference of about twelve
months in the budgeted and a actual figures. According to I.C.W.A. London,
“Fixed budget is a which is designed to remain unchanged irrespective of the level
of activity actually attained”.
(2) Flexible Budget: - A flexible budget consists of a series of budgets for
different level of activity. It therefore, various with the level of activity attained. A
flexible budget is prepared after taking into consideration unforeseen changes in
the conditions of the Business. A flexible budget is defined as a budget, which by
recognizing the difference between fixed, semi fixed and variable cost is designed
to change in relation to the level of activity.

(d)Classification of on the basis of nature of business:-

(1)Capital expenditure budget:- Budget which are related to the creation of
manufacturing facilities are knows as capital expenditure budgets
(2)Revenue expenditure budget:- Budget which are prepared for routine
activities or operations are called revenue budget
 BUDGETARY CONTROL

Introduction:-
Budget is formal plan of future course of action. When the budget is use to
evaluate the actual performance it is known as budgetary control.

“Budgetary control is the planning in advance of various functions of

business so that the business as whole can be controlled.”

Objectives of budgetary of control:

 To control departmental activities.

 To help in systematic planning of protection and formulation of policies.
 To control direct and indirect expenses by limiting the chances of
wastages.
 To control income and expenditure of production functions.
 To compare the pre-determined targets with the amount of actual
expenses.

Limitations of budgetary control:

 The budgetary control systems are however not free from short coming which
are as follows;
 This system proves useless in that firm where policies, processes, techniques,
etc., are frequently changing since it does not take into account such changes.
 It is very costly in case of small firm and serves no purpose in the event of
abnormal situations, such as strikes, lockouts etc.
 There are many factors over which the management has no control but the
budgetary control depends on them. In that case, if its is prepared, it may be
inaccurate and fails to serve the purpose for which it is meant.
Characteristics of good budgeting:

 A good Budgeting system should involve persons at different levels while

preparing the budgets. The subordinates should not feel any imposition of
them.
 There should be a proper fixation of authority and responsibility. The
delegation of authority should be done in a proper way.
 The targets of the budgets should be realistic; if the targets are difficult to be
achieved then they will not ensure the persons concerned.
 A good system of accounting is also essential to move the budgetary
successful.
 The budgeting system should have a whole-hearted support of the top
management.

Requisites for successful budgetary control system:

1)Clarifying Objectives:
The budgets are used to realize objectives of the business. The objectives must
be clearly spelt out so that budgets are properly prepared. In the absence of
clear goals, the budgets will also be unrealistic.

2) Proper Delegation of Authority and Responsibility:

Budget preparation and control is done at every level of management. Even

though budgets are finalized at top level but involvement of persons from lower,
levels of management are essential for their success. This necessities proper
delegation of authority and responsibility.

3 )Proper Communication System :

An effective system of communication is required for a successful budgetary

control. The flow of information regarding budgets should be quick so that these
are implemented. The upward communication will help in knowing the
difficulties in implementation of budgets.
 4. Budget Education :
The employees should be properly educated about the benefits at budgetary
system. They should be educated about their role in the success of this system.
The employees may not take budgetary control only as a control device but it
should be used as a tool to improve their efficiency.

5. Participation of all Employees :-

Budgeting is done by every segment of the business. It will also require the
active participation and involvement of all employees. In practice the budgets
are to be executed at lower levels of Management. Those for whom the budgets
are framed should be actively associated with their preparation and execution.
The employees, on the basis of their past experience, may give more practical
and useful suggestions.

6. Flexibility :-
Flexbility in budgets is required to make them suitable under changed
circumstances – Budgets are prepared for the future, which is always
uncertain. Even though budgets are prepared by considering the future
possibilities but still some occurrences late on may necessitate more
appropriate and realistic.

Organization chart for budgetary control:

Managing Director

Chief Executive

Budget Committee

Budget Officers

Sales Production Purchase Personnel Developmen Accounta

Manager Manager Manager Manager t Manager nt
Key factors

The factor that sets a limit to the total activity is known as key factor
which influence budgets. It is also called limiting factor or governing factor
principal budget factor. For example, there may be a high demand for a particular
product but due to non-availability of the supply of raw materials, production may
have to be destructed and this factor is known as key factor.
The following are examples of key factor.

1. MATERIALS : I Availability of supply

ii) Restriction imposed by licenses,
quotas etc.,
2. LABOUR : I) General storage
ii) Shortage of skilled labor
3. SALES : Consumer demand
I) Inadequate advertising and
I) warehousing facilities
Dearth of experience or
successful salesman;
iii)
4. PLANT : I) Limited capacity due to lack of
capital;
ii) Limited capacity due to lack of space
iii) In sufficient capacity due to shortage
of supply;
iv) Bottleneck incretion key processes;
5. MANAGEMENT : I) Shortage of efficient executiveness;
ii) Insufficient capital

The key factor does not create any permanent problem in the business
operations since it is possible to solve any problem with proper management
action in figure.
 Organization for budgetary control
For effective budgetary control a sound and efficient organization is essential.
The following requirements are to be fulfilled for establishing a sound system.
1. Budget cost center:

A budget cost center is a section of the organization for which separate

budgets can be prepared and control exercised. They can be same as cost centers
with accountability resting with a responsible person who heads that cost center.

2. Organization chart:
There should be well-defined organization chart, showing the lines of
authority and responsibility of each executive, and his position in relation to
others – both upwards. The design of organization chart will vary depending on
the nature and size of individual business and the extent of control desired.

3. Budget committee:
The responsibility for the preparation of budgets generally rests with
the budget committee, which includes the following executives:
- Chief executive, who will be the chairman of the committee
- Production manager
- Sales manager
- Materials manager
- Standards & quality control manager
- Finance manager
- Other departmental heads
Difference between budget and budgetary control:

 The budget is an act of planning whereas budgetary control is an act of

controlling.
 The budget concerns itself with the future. Budgetary control, is however,
concerned with the present activities although it is prepared on the basis of
data collected from the past budget. But the activities that the budgetary
control involves are not limited to that budget only. It is also related to the
questions as to how far the budget can effectively
 Utilized in future
 The budget fixes the target and budgetary control helps to arrive at that target.
 The actual performance is measured not by the budget by budgetary control.
 But this is not performed by budgets of course they are extremely useful at the
time of preparing a revised budget.
 CHAPTER – 4

BUDGET AND BUDGETARY

CONTROL IN VSP
BUDGETARY PROCESS IN VIASAKHAPATNAM STEEL PLANT:

Every organization prepares budgets so that it can plan for its future and meet
any unforeseen contingencies and Visakhapatnam. Steel plant is no exception to
this rule. In many organizations, the budgetary process is taken up by any senior
executive of finance department. Since Visakhapatnam Steel Plant is a large
organization it has a separate budget section in the finance department, which
takes care of the budgetary process.

Objectives of preparing budget in Visakhapatnam Steel Plant:

The following are the objectives at preparing Budget in Visakhapatnam Steel
Plant:

 To generate profits and formulate the policies to achieve the goal.

 To perform integration and co-ordination among the various departments like
construction department, works department, raw material handling
department, finance department, etc.
 To motivate the closely related departments and the persons for attaining the
desired goal.
 To act as a guide to management decision so that management can know how
successfully the objectives being attained.

STEPS IN BUDGETARY CONTROL IN VISAKHAPATNAM

STEEL PLANT:

Before a well establishment budget comes into being, a number of

things have been done so that there is a strong foundation for budgetary some
of them are:
 1. Preparation of organization chart :-
In Visakhapatnam Steel Plant, the Chairman-cum-Managing Director
(CMD) is the head of the organization. The head of the departments (usually
G.M. or D.G.M.) of each department at Visakhapatnam Steel Plant prepare a
budget for their department and put up to C.M.D. Budget Section of Finance
Department will consolidate the department projection and prepare over all
company budget which indicate the Company projected Financial. The
budgets after being approved by the C.M.D. are placed before the Board of
directors (which includes C.M.D.). It is the board of directors, who approves
the budget for Budget Period (usually coming financial year).

Board of directors

Chairman-cum-managing Director

Budget Committee

(Comprising heads of department of various departments and senior officials

of finance department)

Establishing budget Centers :

A budget center is a section of the organization of an undertaking and
is defined as such from the point of view at budgetary control. Visakhapatnam
Steel Plant has a number of well is on the basis at collection of closely related
works into one budget center.

a) Corporate planning Department:

This department is headed by the General Manger (Corporate Planning) and is
responsible for drawing up the policy to be followed by the company.

b) Medical Department:
 Headed by the chief medical officer, this department is responsible for
maintaining the health of the employees of the company and their department.

c) Marketing Department:
Headed by General Manager (Marketing) this department is responsible for
procuring orders for the company and selling the goods produced by
Visakhapatnam Steel Plant

d) Works Department: Headed by Director (Operation), this is the life and

flood of the company as this department is responsible for manufacturing the

various items.

e) G.M. (Maintenance) Department :

Heads by General Manager, this department is entrusted with the

responsibility of maintaining the various machines and keeping the break
down to a minimum level.

f) Information Technology Department :

This department is responsible for maintaining the various computer facilities

in the company and improving the efficiency of production.

g) Ancillary Development Department:

Headed by General Manager (Ancillary Development) this department is

responsible for over seeing the development at ancillary industries in and
around the plant.

h) Town and Administration Department :

Headed by the Chief Town Administrator, this department is responsible for
maintaining the Steel Plant town ship and meeting its requirements.

j) Personnel Department:
Headed by Director (Personnel), this department is responsible for maintaining
employee records.

k) Commercial Department:
Headed by Director (Commercial), this department is responsible for material
management in the company
 l) Project division:

Headed by Director (Operation) this division is responsible for the construction

activity in the plant.

m) Human Resource Development:

This department is responsible for developing the skills of the employees by

conducting various personality development program.
n) Training Department:
This department is responsible for providing on the job training and off the job
training for fresh recruits.

o) Finance Department:
Headed by Director (Finance) this department is responsible for per forming
the various financial activities at the company. It also prepares the pay rolls.

Budget Manual :

A budget manual is defined as a document which sets out the responsibilities

of the persons engaged in the routine of and the forms and records required for
budgetary control Visakhapatnam Steel Plant also has a well laid out budget
manual which enlists the responsibilities of different managers and Headed of
Department of various budget centers.

Budget Committee :

A budget committee is a group of executives at various major functions eg.

Managing director, Works Manager, Production Manager, Sales Manager,
Accountant etc., in Visakhapatnam Steel Plant, the budget committee consists
of the Board at Directors, Chairman-cum-Managing Director of
Visakhapatnam Steel Plant acts as the chairman of the committee.

Budget Period :

It refers to the period for which the budget is prepared and employed. There is
no fixed time for budget period. The length of the period depends on.

 The nature of the production.

 The native of the demand & supply of the product.
 Extent of control.
Key Factor :

The factor, which sets a limit to the total activity, is known as the key factor
due to difficult and the high costs involved in the procurement of raw
materials and also due to less demand for the product.

Types Of Budgets Prepared By Visakhapatnam Steel Plant:

Visakhapatnam Steel Plant prepares two kindly of budgets

 Capital Budget

 Operation Budget

A) Capital Budget :

Capital Budget deals with the new schemes to be implemented during the
current year and also with the completion of schemes already implemented. It
is prepared and approved by Visakhapatnam Steel Plant and sent to ministry of
Finance to incorporate the projected capital expenditure in the over all Planned
expenditure of GOI.

The capital Budget consists of :

1. Continuing Schemes be divided into :

 Land & Site Development

 Civil Works
 Structural Steel Works
 Plant and Equipment
 Repayment of Loans and credit
 Additional/Modification and replacement schemes.
 Research and development schemes.

2. New Schemes can be Divided into:

 Expansion to 6.3MT Stage

 Land acquisition for mines

 COB-4
B) Operations Budgets :

This is the main budget prepared by Visakhapatnam Steel Plant. This budget
deals with the cash from operations of various items produced by the steel
plant. Operations budget is a short term budget and is prepared for a period of
one year. It is fixed budget there is periodic review of the budget to check
whether the actual figures match the budgeted figures. It may be as follows:

Step – I The Chairman-cum-Managing Director at Visakhapatnam Steel

Plant in consultation with the board at Directors decides the
production schedule for a particular year.

Step – II The production schedule as approved by to board of Directors

is then circulated to all departments.

Step – III The need of each of the 36 budget centers then presents the
budget for his center to CMD’s approval.

Step – IV After discussions with the head of each center with some
modification if necessary is approved.

Step – V After receiving all the budgets, the board of Directors

formulates the master budget for the particular year.

Step –VI The master budget is then circulated to all the department.

Step – VII The budget at each budget center and the master budget are
reviewed frequently, some times even daily, using a
computerized monitoring system in case Administrative
Expenditure.
PROCESS FOR PREPRATION OF MONTHLY WORKING
RESULTS IN RINL(VSP):
Introduction:

Monthly Working Result (MWR) is Management Information Report (MIS)

report compiled by the budget section of the F&A Department.. Every month
based on information obtained from Production Department, Marketing
Department, Cash section, Raw Materials Account, General Account, Work
accounts, Operation bills, Pay section etc. The compilation is done at gross level.
It is rough estimation of monthly profit based on monthly production and sales.
These estimates are purely on volume basis and not based on accounting
transaction data.
Details of Data Collected: The following are details of data collected from
various Deptt/Section:
S.No Details of Data Deptt/Section
1. Daily Flash Statement from by Product By Product sale
Section-Mktg Sections
2. Important Raw Materials Stock at Port T&S
3. Interest on RM Credit Rate Variance Material A/cs Section
4. Voucher data from operation bills accounts Operation bills A/cs
5. Voucher data from general A/cs General A/cs
6. Voucher data from works A/cs Works A/cs
7. Voucher data from stores A/cs Stores A/cs
8. Stores and Spares inventory from Stores A/cs Stores A/cs
9. NSR from by products Section Sales(finance)
10. Raw material Receipts Raw Material Deptt
11. Power details from DNW DNW
12. Production and Closing Balance of main PPM
product
13. Monthly Report from PPM PPM
14. Region wise, Branch wise sales a statement Mktg
15. Export sales and shipment plan Exports Sales Section
16. Cost of production for the month Costing Section
17. Interest Details From cash Section Cash Section
18. Raw Material Prices (Imported) for the month T&S
19. Dispatch money earned T&S
20. Raw Material Prices Variance for the Month MM Deptt
 21. Fuel Rate for the Month MM Deptt
22. NSR for the month and up to the month Branch Sales A/cs
23. Wage Analysis Pay Section
24. By Product Prices Mktg Deptt

The General Format of MWR:

S.No Particulars Previous Current Month Up to Month

Month
Actuals
Sus. Plan Actual Sus. Actual
Plan
A Income
1 Gross Sales
2 Net Sales
3. Export Benefits
4 Sale of Power
5 Interest of Term Deposits
6. Miscellaneous income
Total (1 to 6)
B Expenditure
7 Stock accretion (-) decretion
8 Raw Material Consumptions
9 Stores & Consumables
10 Employees Remn. Benefits
11 Power, Fuel & Water
12 Repairs & Maintenance
13 Other Expenses
Total (7 to 12)
C Gross Margin
D Interest charges
E Cash Profit
F Depreciation & DRE written
off
G Net Profit ( Before Tax) (E-F)
H Provision for income Tax incl.
FBT, Deferred Tax
Provision for income Tax
Provision for FBT
Provision for Deferred Tax
Liability
I Net Profit ( after tax) for the
year (G-H)
J Addl. Income Tax Liability of
the year 2003-04 & 2004-05
 K Net Profit ( after tax) ( i-j)

Computation of Items in MWR:

(i) Gross Sales: This item is derived directly from the data fed from monthly
NSR report given by the Branch sales A/cs.

(ii) Net Sales: This item also derived from the Data fed from Monthly NSR
report given by the branch Sales A/cs

(iii) Export Benefits; This item is derived based on the Export benefits per ton
and Export Quantities given by Export Sales Section. (Export Benefit =
Export benefit per ton X Qty Exported)

(iv) Interest on Term Deposit: This item is derived directly from data given
by the cash Section.

(v) Interest Others: This item is estimated based on previous year ctual,
However current year ctual to be compared and necessary adjustments to
be incorporated.

(vi) Miscellaneous Income: This item is estimated based on previous year.

However current year ctual to be compared and necessary adjustments to
be incorporated.
(vii) Stock accretion /depletion; Excess production over sales Qty is accretion.
If it is other wise it is stock depletion. Accretion /depletion quantities are
valued at cost or NSR which ever is low.

(viii) Raw Material Consumption: Consumption quantities of various Raw

material are valued at weighted average prices of the same consumption
quantities includes Handling loss, Transit losses, Moisture loss etc.

(ix) Stores & Consumables; This item is derived based on stores JV details
obtained from stores accounts. And also from General accounts voucher
details.

(x) Employees Remuneration & Benefits: This item is derived based on

Salary JV generated by pay section and some items under this grouping are
based on estimates based on previous year actual.

(xi) Power, Fuel &Water: This item is derived based on consumption

quantities given by DNW and PPM and pricing information given by MM
Department.

(xii) Repairs & Maintenance: This item is based on voucher data obtained
from General Accounts, Operation Bills, Works bills, Stores Accounts etc.
Some are estimated at previous year level.

(xiii) Other Expenses: This item is based on estimated contractual rates for
scrap processing quantities and some are on the basis of estimations at
previous year actual level.

(xiv) Adjustments: All the above items are subjective to revision or

adjustments based on realities and likely provision that may arise.
 VISAKHAPATNAM STEEL PLANT (RINL)

Projections of financials for the year 2004-2005, 2005-2006

(`. In Crores)

Particulars Budget Actual Budget Actual

2004-05 2004-05 2005-06 2005-06

Income
Gross Sales 5424.83 8181.34 8793.32 8482.44
Net Sales 4528.63 6987.09 7657.20 6998.27
Stock Depletion -6.84 310.39 0.00 -65.85

Export Benefits 85.07 11.30 0.00 24.43

Miscellaneous Income 99.02 266.29 217.55 423.01
Sale of Power 10.46 9.10 0.00 8.44
Total Income 4716.34 7584.17 7874.75 7388.30
Expenditure
Raw Material 2043.70 3019.64 3884.78 3584.62
Stores, Spares 353.06 310.40 400.95 338.95
&Consummates
Employees 465.67 480.58 585.44 572.34
Remuneration
Repair & Maintenance 99.00 89.33 141.51 97.24
Power, Fuel & Water 311.56 224.22 328.03 235.10
Other Expenses 192.34 189.00 301.30 191.10
Total Expenditure 3465.33 4313.17 5642.01 5019.35
Gross Margin (net) 1251.01 3271 2232.74 2368.95
Interest 32.24 11.11 24.58 31.00
Cash Profit 1218.77 3259.89 2208.16 2337.95
Depreciation & DRE 464.51 1006.12 474.00 448.29
Net Profit 754.26 2253.77 1734.16 1889.66

VISAKHAPATNAM STEEL PLANT (RINL)

Projections of financials for the year 2006-2007, 2007-08 ( In Crores)

Particulars Budget Actuals Budget Actuals

2006-07 2006-07 2007-08 2007-08

Income

Gross Sales 8748.84 9150.57 9136.16 10433.07

Net Sales 7325.01 7593.85 7592.16 8669.99
Stock Depletion -5.75 23.760 -6.61 -343.17

Export Benefits 19.50 12.179 12.28 9.84

Miscellaneous Income 558.52 609.91 594.04 169.89
Sale of Power 21.04 19.44 3.13 4.65
Total Income 7918.32 8259.139 8195 9574.36
Expenditure
Raw Material 3998.34 3889.04 4103.31 4280.22
Stores, Spares 460.06 357.27 475.00 364.06
&Consummates
Employees 633.55 746.940 812.05 1030.72
Remuneration
Repair & Maintenance 137 109.70 129.23 125.79
Power, Fuel & Water 322.68 257.650 350.46 281.80
Other Expenses 266.07 243.580 373.25 321.51
Total Expenditure 5817.70 5604.18 6243.3 6060.93
Gross Margin (net) 2100.59 2654.959 1951.7 3513.43
Interest 35.60 48.94 24.84 31.57
Cash Profit 2065.02 2606.019 1926.86 3481.86
Depreciation & DRE 374.34 361.600 317.87 486.50
Net Profit 1690.65 2244.40 1608.99 1942.74

VISAKHAPATNAM STEEL PLANT (RINL)

Projections of financials for the year 2008-09, 2009-10

(`. In Crores)

Particulars Budget Actual Budget Actual

2008-09 2008-09 2009-10 (2009-2010)

Income
Gross Sales 10500.46 10407.94 10919.85 10634.63
Net Sales 8801.88 8839.16 9783.59 9496.50

Stock Depletion 6.71 916.65 18.73 415.35

Export Benefits 34.85 3.05 0.00 0.00

Miscellaneous Income 35.00 71.97 35.80 101.75
Sale of Power 0.00 2.68 0.00 0.00
Total Income 9401.85 10734.83 10078.17 9838.68
Expenditure
Raw Material 4778.79 5858.19 5767.77 5491.85
Stores, Spares 513.00 501.23 498.30 466.48
&Consummates
Employees 957.00 1156.68 1200.00 1399.74
Remuneration
Repair & Maintenance 140.00 149.81 142.00 142.13
Power, Fuel & Water 361.62 372.34 517.53 408.27
Other Expenses 351.44 341.07 439.58 327.84
Total Expenditure 7101.85 8379.32 8565.18 8236.31
Gross Margin (net) 2300.00 2355.51 1512.98 1602.37
Interest 35.00 88.14 82.75 77.55
Cash Profit 2264.50 2267.37 1430.23 1524.82
Depreciation & DRE 306.41 240.78 245 277.17
Net Profit 1958.09 2026.59 418.40 1247.65

VARIANCE BETWEEN BUDGET AND ACTUALS FOR THE

YEAR 2004-2005
(`. In Crores)

Particulars Budget Actual Variance Favorable Adverse

Income
Gross Sales 5424.83 8181.34 2756.51 2756.51
Net Sales 4528.63 6987.09 2458.46 2458.46
Stock Accretion -6.84 310.39 317.23 317.23
& Discretion
Export Benefits 85.07 11.30 73.77 73.77
Miscellaneous 99.02 266.29 167.27 167.27
Income
Sale of Power 10.46 9.10 1.36 1.36
Total Income 4716.34 7584.17 2867.83 2867.83
Expenditure
Raw Material 2043.70 3019.64 975.94 975.94
Stores, Spares & 353.06 310.40 42.66 42.66
Consummates
Employees 465.67 480.58 14.91 14.91
Remuneration
Repair & 99.00 89.33 9.67 9.67
Maintenance
Power, Fuel & 311.56 224.22 87.34 87.34
Water
Other Expenses 192.34 189.00 3.34 3.34
Total 3465.33 4313.17 847.84 847.84
Expenditure
Gross Margin 1251.01 3271 2019.98 2019.98
(net)
Interest 32.24 11.11 21.13 21.13
Cash Profit 1218.77 3259.89 2041.12 2041.12
Depreciation & 464.51 1006.12 541.61 541.61
DRE
Net Profit 754.26 2253.77 1499.51 1499.51

VARIANCE BETWEEN BUDGET AND ACTUALS FOR THE

YEAR 2005-2006
(`. In Crores)

Particulars Budget Actual Variance Favorable Adverse

Income
Gross Sales 8793.32 8482.44 310.88 310.88
Net Sales 7657.20 6998.27 658.93 658.93
Stock 0.00 -65.85 65.85 65.85
Accretion &
Discretion
Export Benefits 0.00 24.43 24.43 24.43
Miscellaneous 217.55 423.01 205.46 205.46
Income
Sale of Power 0.00 8.44 8.44 8.44
Total Income 7874.75 7388.30 486.45 486.45
Expenditure
Raw Material 3884.78 3584.62 300.16 300.16
Stores, Spares 400.95 338.95 62.00 62.00
&
Consummates
Employees 585.44 572.34 13.1 13.1
Remuneration
Repair & 141.51 97.24 44.27 44.27
Maintenance
Power, Fuel & 328.03 235.10 92.93 92.93
Water
Other Expenses 301.30 191.10 110.2 110.2
Total 5642.01 5019.35 622.66 622.66
Expenditure
Gross Margin 2232.74 2368.95 136.21 136.21
(net)
Interest 24.58 31.00 6.42 6.42
Cash Profit 2208.16 2337.95 129.79 129.79
Depreciation & 474.00 448.29 25.71 25.71
DRE
Net Profit 1734.16 1889.66 155.15 155.15

VARIANCE BETWEEN BUDGET AND ACTUALS FOR THE

YEAR 2006-2007
(` In Crores)

Particulars Budget Actual Variance Favorable Adverse

Income
Gross Sales 8748.84 9150.570 401.73 401.73
Net Sales 7325.01 7593.85 268.84 268.84
Stock -5.75 23.760 29.51 29.51
Discretion
Export Benefits 19.50 12.179 -7.321 7.321
Miscellaneous 558.52 609.91 51.39 51.39
Income
Sale of Power 21.04 19.44 -1.6 1.6
Total Income 7918.32 8259.139 340.819 340.819
Expenditure
Raw Material 3998.34 3889.04 109.3 109.3
Stores, Spares 460.06 357.27 102.79 102.79
&
Consummates
Employees 633.55 746.940 113.39 113.39
Remuneration
Repair & 137 109.70 27.3 27.3
Maintenance
Power, Fuel & 322.68 257.650 65.03 65.03
Water
Other Expenses 266.07 243.580 22.49 22.49
Total 5817.89 5604.18 213.52 213.52
Expenditure
Gross Margin 2100.62 2654.95 554.33 554.33
(net)
Interest 35.60 48.94 13.34 13.34
Cash Profit 2065.02 2606.01 540.99 540.99
Depreciation & 374.34 361.600 12.74 12.74
DRE
Net Profit 1690.68 2244.41 553.73 553.73
VARIANCE BETWEEN BUDGET AND ACTUALS FOR THE
YEAR 2007-2008
( ` In Crores)

Particulars Budget Actual Variance Favorable Adverse

Income
Gross Sales 9136.16 10433.07 1296.91 1296.91
Net Sales 7592.16 8669.99 1077.83 1077.83
Stock -6.61 -343.17 349.78 349.78
Discretion
Export Benefits 12.28 9.84 -2.44 2.44
Miscellaneous 594.04 169.89 424.15 424.15
Income
Sale of Power 3.13
Total Income 8195 9574.36 1379.36 1379.36
Expenditure
Raw Material 4103.31 4280.22 176.91 176.91
Stores, Spares 475.00 364.06 110.94 110.94
&
Consummates
(Employees 812.05 1030.72 218.74 218.74
Remuneration
Repair & 129.23 125.79 3.44 3.44
Maintenance
Power, Fuel & 350.46 281.80 68.66 68.66
Water
Other Expenses 373.25 321.51 51.74 51.74
Total 6243.3 6060.93 182.37 182.37
Expenditure
Gross Margin 1951.7 3513.43 1561.73 1561.73
(net)
Interest 24.84 31.57 6.73 6.73
Cash Profit 1926.86 3481.86 1555 1555
Depreciation & 317.87 486.50 168.63 168.63
DRE
Net Profit 1608.99 1942.74 333.75 333.75
GROSS SALES FOR THE PERIOD OF 2004-05 TO
2009-2010
(` In crores)
YEAR BUDGET ACTUAL VARIANCE FAVOURABLE ADVERSE
2004-05 5424.83 8181.34 2756.51 2756.51
2005-06 8793.32 8482.44 -310.88 -310.88
2006-07 8748.84 9150.57 401.73 401.73
2007-08 9136.16 10433.07 1296.91 1296.91
2008-09 10500.46 10407.94 -92.52 -92.52
2009-10 10919.85 10634.63 -285.22 -285.22

GROSS SALES
NET SALES FOR THE PERIOD OF 2004-05 TO
2009-10 (` In crores)

YEAR BUDGET ACTUAL VARIANCE FAVOURABLE ADVERSE

2004-05 4528.63 6987.09 2458.46 2458.46
2005-06 7657.2 6998.27 -658.93 -658.93
2006-07 7325.2 7593.85 268.84 268.84
2007-08 7592.16 8669.99 1077.83 1077.83
2008-09 8801.88 8839.16 37.28 37.28
2009-10 9738.59 9496.5 -242.39 -242.39

NET SALES
TOTAL INCOME FOR THE PERIOD OF 2004-05
TO 2009-2010 (` In crores)

YEAR BUDGET ACTUAL VARIANCE FAVOURABLE ADVERSE

2004-05 4716.34 7584.17 2867.83 2867.83
2005-06 7874.75 7388.3 -486.45 -486.45
2006-07 7918.32 8259.13 340.81 340.81
2007-08 8195 9574.36 1379.36 1379.36
2008-09 9401.85 10734.83 1332.98 1332.98
2009-10 10078.17 9838.68 -239.49 -239.49

TOTAL INCOME
TOTAL EXPENDITURE FOR THE PERIOD OF
2004-05 TO 2009-10 (` In crores)
YEAR BUDGET ACTUAL VARIANCE FAVOURABLE ADVERSE
2004-05 3465.33 4313.17 -847.84 -847.84
2005-06 5642.01 5019.35 622.66 622.66
2006-07 5817.79 5019.35 213.52 213.52
2007-08 6243.03 6066.93 176.36 176.36
2008-09 7101.85 8379.32 1277.47 1277.47
2009-10 8565.18 8236.31 328.87 328.87

TOTAL EXPENDITURE
GROSS MARGIN FOR THE PERIOD OF 2004-05
TO 2009-10 (` In crores)

YEAR BUDGET ACTUAL VARIANCE FAVOURABLE ADVERSE

2004-05 1251.01 3271 2019.98 2019.98
2005-06 2232.74 2368.95 -136.21 -136.21
2006-07 2100.62 2654.95 554.33 554.33
2007-08 1951.7 3513.43 1561.73 1561.73
2008-09 2300 2355.51 55.51 55.51
2009-10 1512.98 1602.37 89.39 89.39

GROSS MARGIN
INTEREST FOR THE PERIOD OF 2004-05 TO
2009-2010 (` In crores)

YEAR BUDGET ACTUAL VARIANCE FAVOURABLE ADVERSE

2004-05 32.24 11.11 -21.13 -21.13
2005-06 24.58 31 6.42 6.42
2006-07 35.6 48.94 13.34 13.34
2007-08 24.84 31.57 6.73 6.73
2008-09 35 88.14 53.14 53.14
2009-10 82.75 77.55 -5.2 -5.2

INTEREST
CASH PROFIT FOR THE PERIOD OF 2004-05 TO
2009-10 (` In crores)

YEAR BUDGET ACTUAL VARIANCE FAVOURABLE ADVERSE

2004-05 1218.77 3259.89 2041.12 2041.12
2005-06 2208.16 2337.95 129.79 129.79
2006-07 2065.02 2606.01 540.99 540.99
2007-08 1926.86 3481.86 1555 1555
2008-09 2264.5 2267.37 2.87 2.87
2009-10 1430.23 1524.82 94.59 94.59

CASH PROFIT
NET PROFIT FOR THE PERIOD OF 2004-05 TO
2009-10 (` In crores)

Year BUDGET ACTUAL VARIANCE FAVOURABLE ADVERSE

2004-05 754.26 2253.77 1499.51 1499.51

2005-06 1734 1889.67 155.15 155.15
2006-07 1690.68 2244.41 553.73 553.73
2007-08 1608.99 1942.74 333.75 333.75
2008-09 1958.09 2026.59 68.5 58.5
2009-10 1185.23 1247.65 62.42 62.42

NET PROFIT
Reasons for Differences in the Budgeted Figures and Actual Figures –
Firstly, for comparing the budgeted and actual figures Income and Expenditure
statement was taken. The Income and Expenditure statements were taken from the period
of 2004-05 to 2009-2010.
Analysis of income and Expenditure statements from 2004-05 to
2009-2010 .
Analysis of Income and Expenditure statement 2004-05 W.R.T to budgeted
statement is as follows –
There are some reasons favorable i.e. which showed a positive sign when
compared the actual figures with the budgeted figures like increase in gross and net sales,
reduction of repairs and maintenance and increase in gross margin etc.
There are some reasons which are adverse and had a negative impact in the
Income and Expenditure statement 2004-05 when compared the actual with the budgeted
ones like increase in employee remuneration which showed a major variance and
decrease of export benefits, increase of miscellaneous expenses have shown major
differences in the statement.
Analysis of Income and Expenditure statement 2005-06 W.R.T to budgeted
statement is as follows –
Income and Expenditure statement of 2005-06 reveals more adverse reasons when
compared to favorable reasons i.e. due to decrease in net sales and gross sales and reduce
in stock accretion & discretion showed a negative impact when compared the budgeted
ones with the actual. The positive sign is increase in cash profit, Gross margin and
interest than the budgeted figures.
Analysis of Income and Expenditure statement 2006-07 W.R.T to budgeted
statement is as follows –
2006-07 reveals more favorable conditions than adverse conditions because
increase in Gross and net sales, reduction of price in the consumption of raw material,
increase in gross margin have shown a positive impact in decreasing the cost and
increasing the profit when compared with the budgeted figures. Some adverse situations
also arise like increase in employee remuneration, increase in total expenditure have
shown major differences negatively when compared with the budgeted statements.

89
Analysis of Income and Expenditure statement 2007-08 W.R.T to budgeted
statement is as follows –
2007-08 reveals more adverse conditions than the favourable conditions when
compared the actual with the budgeted figures, the export benefits have been decreased
than the budgeted reports so the income of the company have been decreased and the
expected miscellaneous income has also decreased as compared to estimated. Like the
previous year the employee remuneration is also increased the unexpected expenses of
the company are increased. The cost of the raw material has been increased to that extent
the expenses of the company are also increased.

Analysis of Income and Expenditure statement 2008-09 W.R.T to budgeted

statement is as follows –
2008-09 statement reveals that when compared the actual and budgeted figures
there are equal and favorable and adverse conditions like decrease in gross sales, net sales
and export benefits etc. And increase in miscellaneous income and total income etc. the
employee remuneration has increased to the extent than the expected so the expenses of
the company are increased.

Analysis of Income and Expenditure statement 2009-2010 W.R.T to budgeted

statement is as follows -
2009-2010 statement reveals that when compared the actual and budgeted figures
there we find both favourable and adverse conditions like decrease in gross sales,net sales
and total income.We can see increase in miscellaneous income ,gross margin,interest
received,cash profit and in net profit.Employee remuneration has increased to the extent
than the expected figure ,so the expenditure of the company has been increased .

90
 CHAPTER- 5

SUMMARY & SUGGESTIONS

91
SUMMARY:

Introduction part of the report portrays to importance

of steel Industry, Iron & Steel Industry scenario. Giving brief
account on, world
and Indian Steel scenario, this explains about the demand &
Production capacities of steel. It also explains about the Birth,
Growth and development of steel in India.
The report gives brief introduction of budget and
budgetary control and the few definitions about budget and
budgetary control, the study explain the need, essentials,
advantages and types of budget and budgetary control. It also
explains about the type of budgeting method is followed by
Viskhapatnam steel plant.

92
SUGGESTIONS:
If we can observe the overall management performance of the
Visakhapatnam steel plant, we find some favorable & adverse impacts on the
organizations profitability. Therefore I would like to recommend some suggestions,
which may useful to maximize the profits.

 If we look at the Stores, R&M, Power & Other expenses it was increased.
Continuously.
 While look at the financial results about employee remuneration expenditure was
observed that the total employee remuneration expenditure was increased.
Continuously from 2000-2001. Therefore the HRD department should concentrate
on this issue although the employee satisfaction is important but employee
performance must be increased to increase the production and reduce the cost of
production.
 In the recent years the demand for the steel is rapidly increasing. Even if the market
survey has been done properly, it is only valid for some period and it is hard to
estimate for whole year. Assuming the market changes budgets should therefore be
revised each and every time there is a change.

 Port is situated at 18 kms from the plant and transportation cost, which is paid, is as
some as 50 kms distance. Talks should be initiated to downstream the costs.

 The power export variance also informed that the actual were less than the budgets
from last two years therefore the top management should take care about the
misuses of power and should motivate the employees at all levels for proper use of
power.

93
FINDINGS:

1)The estimated gross profit for the year 09-10 is

2)The budget and expenditure for the year 09-10 is 1275 & 877
3)Profit before the tax for the year estimated is 721.91

94
Conclusion:

The Visakhapatnam Steel Plant has been dedicated to nation

in 1992 and it is one of the major steel plants in the Asia and having

much more capital investment. We know that the Visakhapatnam Steel

Plant as a large organization might have long gestation period and while

establishing the Visakhapatnam Steel Plant so much of lands were

taken from the local people and provided the jobs to them in VSP

thought they may not skillful. But the top management of VSP conducts

so many training and development programs to improve their

performance, not only this but also frequent technological changes due

to the above factors in the initial stage. The VSP incurred some losses

but with the remedial measures taken by the top management the past

scenario was changed and the organization was stepped towards the

profits and recorded 797 crores as a profit for the year 09-10. However

the top management must take care to improve the profitability and

must try to reduce / remove the accumulated losses, which is important

for the wealth of the organization.

95
BIBILIOGRAPHY

REFERENCE:
FINANCIAL MANAGEMENT: I M PANDEY

ADVANCED ACCOUNTING: R.L, GUPTA,

M.RADHA SWAMY
BUDGETRY CONTROL &
STANDARD COST: J.A. SCOTT

PROJECT MANAGEMENT & Prof. PRASANNA CHANDRA

CONTROL AND REVIEW:

JOURNALS

SOURCES:
ANNUAL REPORT OF VSP 2009-10.
VSP PUBLISHED JOURNALS AND MAGAZINES
THE MANAGEMENT ACCOUNTS JOURNALS

WEBSITES:
www.vizagsteel.com
www.jpcindiansteel.org
www.steel.nic.in

96