Final

AN ONLINE SUMMER TRAINING REPORT ON
“AGRICULTUTE AND ALLIED INDUSTRIES”
SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENT
OF
BACHELOR OF BUSINESS ADMINISTRATION
PREPARED BY:
SUJATA CHOUDHARY – 54
MANAN PATEL – 81
RIDDHI KAHAR – 62
BBA (SEM V – HUMAN RESOURCE)
UNDER THE GUIDANCE OF
PROF. VIRAL VORA
GIDC RAJJU SHROFF ROFEL INSTITUTE OF MANAGEMENT

STUDIES
(BBA PROGRAMME), VAPI

DECLARATION
We, SUJATA CHOUDHARY, MANAN PATEL & RIDDHI

KAHAR; student of GIDC Rajju Shroff Rofel Institute Of
Management Studies (BBA Programme), Vapi ; Affiliated to Veer
Narmad South Gujarat University, Surat. Hereby, declare that this
Online Summer Training Report is a result of culmination of our
sincere efforts.
We declare that this submitted work is done solely by us and to the

best of our knowledge. This is our own work and the report prepared
there in; is based on our study and experience. No such work has been
submitted by any other person for the reward of degree.
We also declare that all the information collected from various

secondary sources has been duly acknowledged in this project report.
ACKNOWLEDGEMENT
A person needs two palms for clapping; similarly in any field one person
cannot claim to be a performerwithout the direct or indirect support from
those near to him/her or from those who are far away.
We would like to thank Veer Narmad South Gujarat University for including
this summer training report in the circular of BBA programme. It was a good
learning experience for the coming future.
We would like to express our special gratitute towards our internal guide Mr.
Viral Vorafor his valuable suggestions throughout the research project. We
are grateful to him for selecting us under his team. He not only guided us but
also kept motivated and encouraged throughout the project report.
We would also like to thank all other faculty members of GIDC Rajju Shroff
ROFEL Institute of Management Studies, Vapi for their kindco-operation
and humble behaviour.
Last but not the least, we would like to thank each and every person who is
directly or indirectly involved in this project report.
EXECUTIVE SUMMARY
In this practical subject we have studied about the AGRICULTURE AND ALLIED INDUSTRIES
Sector, along with certain companies engaged in this sector.
The companies we conducted the research upon, are as follows:
1) BAYER CROP SCIENCE

2) RALLIS INDIA LTD.
3) PI INDUSTRIES
The project report is divided into various chapters with respective departments covered as under; in
detail.
 In chapter 1, we have studied about the complete industrial scenario and working of
Agriculture and Allied Industries Sector; which comprises of History and evolution
of the sector, Overall working, Challenges faced by the sector, SWOC analysis, and
some facts and figures related to the sector.
 In chapter 2, we understood about the profile of the three companies selected
respectively in detail that is, Brief History of company, Location of the plant and
other other branches, Organisational structure and SWOT Analysis.
 In chapter 3, we analyze the Finance Department of all three companies which
includes P&L Account, Balance sheet, Ratio Analysis, Financial Statement Analysis,
Accounting Procedure adopted by firms, CSR activities, etc.
 In chapter 4, we studied the Marketing Department of all three companies it includes
the list of products and services, Number of customers, PLC Stage, Market
Segmentation, Pricing Methods CRM Practices, List of products exported in different
countries, etc.
 In chapter 5, we studied the Human Resource Department of all three companies
which throws light over the Recruitment and selection Process Number of
Employees, Employee Safety Mechanisms, Performance Appraisal Process, Wages
and salary, etc.
 In chapter 6, we studied the Production Department of all three companieswhich
focuses on the Raw Materials used, Turnover, Plant location, Layouts used, Quality
Maintenance, Services Provided, etc.
 In chapter 7, we concluded our research study.
 At last, In bibliography we have attached all the links and references specifically,
related to the information we gathered about respective departments for completion of
the research project.
CONTENTS PAGE:
1. INDUSTRIAL SCENARIO
2. COMPANY PROFILES
3. FINANCE DEPARTMENT
4. MARKETING DEPARTMENT
5. HUMAN RESOURCE DEPARTMENT
6. PRODUCTION DEPARTMENT
7. CONCLUSION
8. BIBLIOGRAPHY
Chapter 1: Industrial/ Sectoral Scenario
1) History/ Evolution of the sector

The history of Agriculture in India dates back to Civilization. India ranks second worldwide in farm
outputs. As per 2018, agriculture employed more than 50% of the Indian work force and contributed
17–18% to country's GDP.
In 2016, agriculture and allied sectors like animal husbandry, forestry and fisheries accounted for
15.4% of the GDP (gross domestic product) with about 41.49% of the workforce in 2020. India ranks
first in the world with highest net cropped area followed by US and China. The economic contribution
of agriculture to India's GDP is steadily declining with the country's broad-based economic growth.
Still, agriculture is demographically the broadest economic sector and plays a significant role in the
overall socio-economic fabric of India.
The total agriculture commodities export was US $3.50 billion in March - June 2020. India exported
$38 billion worth of agricultural products in 2013, making it the seventh largest agricultural exporter
worldwide and the sixth largest net exporter. Most of its agriculture exports serve developing and least
developed nations Indian agricultural/horticultural and processed foods are exported to more than 120
countries, primarily to the Japan, Southeast Asia, SAARC countries, the European Union and
the United States.
Indian agriculture after independence
Despite some stagnation during the later modern era the independent Republic of India was able to
develop a comprehensive agricultural programme.
Blueberry flower harvesting in India. This is a cash crop in Central Gujarat, India.
In the years since its independence, India has made immense progress towards food security. Indian
population has tripled, and food-grain production more than quadrupled. There has been a substantial
increase in available food-grain per capita.
Before the mid-1960s, India relied on imports and food aid to meet domestic requirements. However,
two years of severe drought in 1965 and 1966 convinced India to reform its agricultural policy and
that it could not rely on foreign aid and imports for food security. India adopted significant policy
reforms focused on the goal of food grain self-sufficiency. This ushered in India's Green Revolution. It
began with the decision to adopt superior yielding, disease resistant wheat varieties in combination
with better farming knowledge to improve productivity. The state of Punjab led India's green
revolution and earned the distinction of being the country's breadbasket.
The initial increase in production was centred on the irrigated areas of the states
of Punjab, Haryana and western Uttar Pradesh. With the farmers and the government officials
focusing on farm productivity and knowledge transfer, India's total food grain production soared. A
hectare of Indian wheat farm that produced an average of 0.8 tonnes in 1948, produced 4.7 tonnes of
wheat in 1975 from the same land. Such rapid growth in farm productivity enabled India to become
self-sufficient by the 1970s. It also empowered the smallholder farmers to seek further means to
increase food staples produced per hectare. By 2000, Indian farms were adopting wheat varieties
capable of yielding 6 tonnes of wheat per hectare.
With agricultural policy success in wheat, India's Green Revolution technology spread to rice.
However, since irrigation infrastructure was very poor, Indian farmers innovated with tube-wells, to
harvest ground water. When gains from the new technology reached their limits in the states of initial
adoption, the technology spread in the 1970s and 1980s to the states of eastern India
— Bihar, Odisha and West Bengal. The lasting benefits of the improved seeds and new technology
extended principally to the irrigated areas which account for about one-third of the harvested crop
area. In the 1980s, Indian agriculture policy shifted to "evolution of a production pattern in line with
the demand pattern" leading to a shift in emphasis to other agricultural commodities like oilseed, fruit
and vegetables. Farmers began adopting improved methods and technologies in dairying, fisheries and
livestock, and meeting the diversified food needs of a growing population.
As with rice, the lasting benefits of improved seeds and improved farming technologies now largely
depends on whether India develops infrastructure such as irrigation network, flood control systems,
reliable electricity production capacity, all-season rural and urban highways, cold storage to prevent
spoilage, modern retail, and competitive buyers of produce from Indian farmers. This is increasingly
the focus of Indian agriculture policy.
India ranks 74 out of 113 major countries in terms of food security index. India's agricultural economy
is undergoing structural changes. Between 1970 and 2011, the GDP share of agriculture has fallen
from 43% to 16%. This isn't because of reduced importance of agriculture or a consequence of
agricultural policy; rather, it is largely due to the rapid economic growth in services, industrial output,
and non-agricultural sectors in India between 2000 and 2010.
Agricultural scientist MS Swaminathan has played a vital role in the green revolution. In 2013, NDTV
named him one of 25 living legends of India for outstanding contributions to agriculture and making
India a food-sovereign country.
An irrigation canal in Andhra Pradesh. Irrigation contributes significantly to agriculture in India.
Two states, Sikkim and Kerala have planned to shift fully to organic farming by 2015 and 2016
respectively.
2) Challenges faced by the sector in India

The market for agrochemicals is highly fragmented, comprising of a large number of big and small
players. The majority of players in the market are located in the European region and offer a variety of
products. With the growing demand for various agrochemical products, the major players in the
market are focusing on R&D investments to launch products, which would cater to the requirements
of the consumers. For instance, Compass minerals (US), Bayer (Germany), and Syngenta
(Switzerland) launched a range of products to cater to the demand for new and effective pesticides to
protect crops from various pests. The huge demand has also aided the growth of the distributors in the
market who cater to the demand from niche markets.
Key Challenges……. 1. High R&D costs: R&D to develop a new agrochemical molecule takes an
average of 9 years and ~ USD 180 Mn Indian companies typically have not focused on developing
newer molecules and will face challenges in building these capabilities, while continuing to remain
cost competitive.
2. Threat from Genetically Modified (GM) seeds: Genetically modified seeds possess self-immunity
towards natural adversaries which have the potential to negatively impact the business of
agrochemicals.
3. Need for efficient distribution systems: Since, the number of end users is large and widespread,
effective distribution via retailers is essential to ensure product availability. Lately, companies have
been directly dealing with retailers by cutting the distributor from the value chain thereby reducing
distribution costs, educating retailers on product usage and offering competitive prices to farmers.
4. Support for Integrated Pest Management (IPM) & rising demand for organic farming: Promotion of
IPM, zero budget farming and usage of bio-pesticides by Indian Government and NGOs is gaining
momentum. With increasing demand for organic food, farmers in certain states like Karnataka have
reduced chemical usage and have adopted organic farming. Agrochemical companies will have to
tackle the rising environmental awareness and address concerns on negative impact of pesticide usage.
4) SWOT Analysis :
A) STRENGTHS
1. Low cost manufacturing
2. Availability of process technologies
3. Ample Capacity
WEAKNESSES
1. High R&D expenditure
2. Dependence on Monsoons
3. Consumption imbalance
4. Capital Intensive
5. Registration Norms
6. Health Hazards
OPPORTUNITIES
1. Focus on Innovative Farming Solutions
2. India Advantage
3. Patent Expiry
4. Export Potential
5. Scope for Increase in Usage
6. Rural Infrastructure & IT
7. Availability of Credit facilities
8. Increase in Minimum Support Price (MSP)
9. Rising Cost of Labor: Blessing in Disguise
THREATS
1. Integrated Pest Management (IPM) and Rising demand for organic farming
2. Genetically Modified Seeds
3. Spurious Pesticides
5) Major Players in the sector
10 Major Players in the sector
5) Major Players in the Sectors :

1. Raliis India Ltd.
Rallis, a TATA Enterprise is a subsidiary of Tata Chemicals, with its business presence in the Farm
Essentials vertical. It is one of India’s leading crop care companies. The company’s 2,300 distributors
reach more than 40,000 retail counters across the country covering more than 80% of India’s districts.
Rallis is known for its deep understanding of Indian agriculture, sustained contact with farmers,
quality agrochemicals, branding and marketing expertise and its strong product portfolio of
comprehensive crop care solutions. Rallis is closely connected to around 1 Million farmers through
Rallis Kisan Kutumb programme. It is estimated that around 5 Million+ farmers benefit from the
agriculture solutions provided by Rallis.
2. Bayer Cropscience
Bayer CropScience is a world leader in the areas of crop protection pest control seeds and plant
biotechnology. The company offers comprehensive solutions for modern sustainable agriculture and
non-agricultural applications. The company operates in the area of Crop Protection Environmental
Science and BioScience.
3. PI Industries
PI Industries Limited (PI) is an agri-sciences company with strong presence in both domestic and
export market. The company has three manufacturing facilities in Gujarat and a Research &
Development centre at Udaipur. The manufacturing facilities include 5 multi-purpose plants at Panoli
and 3 multi-purpose plants at Jambusar and dedicated high-pressure reaction facilities equipped with
futuristic is automation. In addition the company's two formulation units at Panoli help it meet the
requirements of local as well as global clientele. PI Industries was founded and incorporated by the
name Mewar Oil & General Mills Ltd. in 1946.
4. Meghmani Organics Ltd.
On 2 January 1995, Meghmani Organics Limited, was incorporated as a joint stock
company with limited liability and acquired the business and all existing assets and
liabilities of the partnership firm M/s Gujarat Industries and the Founders became
shareholders of the Company.
5. UPL
The 5th agrochemical company in the world, after the acquisition of Arysta LifeScience, UPL
is aglobal leader in global food systems.
6) GDP contribution by the sector :

The share of agriculture in gross domestic product (GDP) has reached almost 20 per cent for the first
time in the last 17 years, making it the sole bright spot in GDP performance during 2020-21,
according to the Economic Survey 2020-2021.The resilience of the farming community in the face of
adversities made agriculture the only sector to have clocked a positive growth of 3.4 per cent at
constant prices in 2020-21, when other sectors slid.The share of agriculture in GDP increased to 19.9
per cent in 2020-21 from 17.8 per cent in 2019-20. The last time the contribution of the agriculture
sector in GDP was at 20 per cent was in 2003-04.This was also the year when the sector clocked 9.5
per cent GDP growth, after the severe drought of 2002 when the growth rate was negative.Following
2003-04, the share has remained between 17 and 19 per cent.
As per 2018, agriculture employed more than 50% of the Indian work force and contributed 17–18%
to country's GDP.In 2016, agriculture and allied sectors like animal
husbandry, forestry and fisheries accounted for 15.4% of the GDP (gross domestic product) with
about 41.49% of the workforce in 2020. India ranks first in the world with highest net cropped area
followed by US and China. The economic contribution of agriculture to India's GDP is steadily
declining with the country's broad-based economic growth. Still, agriculture is demographically the
broadest economic sector and plays a significant role in the overall socio-economic fabric of India.
7) Some Facts and figures :
8) Global Perspective :
Agrochemicals have been critical to the production of food and fiber, as well as the control of vectors
of disease. The need for the discovery and development of new agrochemicals continues unabated due
to the loss of existing products through the development of resistance, the desire for products with
more favorable environmental and toxicological profiles, shifting pest spectra, and changing
agricultural needs and practices. As presented in the associated analysis of the agrochemical industry,
the rising costs and complexities of agrochemical discovery have, in part, led to increasing
consolidation, especially in the USA and Europe. However, as demonstrated by the present analysis,
the discovery of new agrochemicals continues in spite of the challenges.
COVID-19 impact on the agrochemicals market
The crop protection sector is in huge demand in recent years, with its increasing importance
on the growth. This is because it has a lot to do with the well-being of the plants and the
consumers. The components that are used in the production of agrochemicals are sometimes
chemicals and sometimes biological species, which ultimately help in controlling the pests
from damaging the crops or helps improve soil fertility. This results in healthy crop
production with no health issues. With these concerns, farmers have started the usage of
various agrochemicals to prevent damage and hence, increase productivity. Due to the
emergence of the COVID-19 pandemic, there has been a supply chain disruption because of
which the agricultural sector had to face problems such as labor unavailability, transportation
barriers, restriction for market access, and lack of inventories in some regions. Many fertilizer
and pesticide manufacturers were facing issues due to lack of raw material availability, which
has led to the reduction of various agrochemical product manufacturing. Post COVID-19, the
agricultural activities have normalized, which has helped the companies to deliver products to
target locations. Agrochemicals, such as pesticides and fertilizers, play an important role, as
they have been able to serve as an important solution for farmers across the globe.
9) Summary :
Chapter 2 : Company profile
Bayer Cropscience
Ltd.
ayer, in full Bayer AG,
B
German chemical
and pharmaceut ical company fou
nded in 1863 by Friedrich
Bayer (1825– 80), who was a
chemical salesman, and
Johann Friedrich
Weskott (1821–76), who owned a dye company. Company headquarters, originally in Barmen
(now Wuppertal), have been in Leverkusen, north of Cologne, since 1912.
Bayer is a Life Science company with a more than 150-year history and core
competencies in the areas of health care and agriculture. With innovative products,
They are contributing to finding solutions to some of the major challenges of our
time.
The Bayer Group is a global enterprise with companies in almost every country. south
Asia headquarters are located in Thane, Maharashtra. They have 7 manufacturing sites
(including one global site) as well as 4 breeding and R&D sites across India. their many
Centers of Excellence cater to global audiences in the fields of procurement, engineering
& technology, data science, information technology for human resources, finance
support, etc
The Bayer Group comprises 385 consolidated companies ** in 83 countries. Global
headquarters are in Leverkusen, Germany.
Name and location:
The Bayer Vapi site in Gujarat, which began production in 1992, is the single largest synthetic
pyrethroids production facility in the world.
The Himatnagar site in Gujarat commenced operations in 1991 with the production of folidol
dust formulations, suspension concentrates (SC), water dispersible granules (WG) and oil
dispersion (OD). Today, the site is a major exporter of WG products to various regions across
the globe.
The Silvassa site in Union Territory of Dadra and Nagar Haveli, has been in operation since
1996 and manufactures key herbicides for Bayer.
Brief History :
The Early Years (1863–1881)
The general partnership "Friedr. Bayer et comp." was founded on
August 1, 1863 in Barmen - now a district of the city of Wuppertal -
by dye salesman Friedrich Bayer (1825–1880) and master
dyer Johann Friedrich Weskott (1821–1876) . The objective of the company was the
manufacturing and selling of synthetic dyestuffs.
The production of these dyes from coal-tar derivatives had only been invented a few years
previously, opening up a new field of business for
the still-young chemical industry.
Becoming an International Company (1881–

1914) Between 1881 and 1913, Bayer developed into a
chemical company with international operations.
Although dyestuffs remained the company's largest
division, new fields of business were joining the fold. Of primary importance for Bayer's
continuing development was the establishment of a major research capability by Carl Duisberg
(1861–1935) . A scientific laboratory was built in Wuppertal-Elberfeld – which was also the
company's headquarters from 1878 until 1912 – that set new standards in industrial research.
Bayer's research efforts gave rise to numerous intermediates, dyes and pharmaceuticals,
including the "drug of the century," Aspirin®, which was developed by Felix Hoffmann and
launched onto the market in 1899.
World War I and Its Consequences (1914–1925)

Bayer's dazzling development was interrupted by the First World
War. The company was largely cut off from its major export markets,
and sales of dyes and pharmaceuticals dropped accordingly. Bayer
was increasingly integrated into the war economy and began to
produce war materials, including explosives and chemical weapons.
In 1917, during the war, Bayer launched its third production site in Dormagen.

I.G. Farbenindustrie AG (1925–1945)
A community of interests had already existed between Bayer, BASF and Agfa since 1905. In
order to regain access to the vital export markets, these and other companies of the German tar
dyes industry joined together in a larger community of interests in 1915/16 on the initiative
of Carl Duisberg .

Dissolution of the I.G. and Reestablishment of Bayer (1945–1951)
In November 1945, the Allied Forces confiscated the I.G. and placed all its sites under the
control of Allied officers. The company was to be dissolved and its assets made available for
war reparations. Yet the British permitted Ulrich Haberland
(1900–1961) , who had been in charge of the Lower Rhine
consortium since 1943, to remain in his position. Soon they
allowed production to resume as well, as the chemical industry's
products were essential to supply the population.
Reconstruction and the "Economic Miracle" (1951–1974)

The reconstruction of Bayer was closely linked with the Wirtschaftswunder, or "economic
miracle", in the Federal Republic of Germany. As a result of World War II, Bayer for the
second time had lost its foreign assets, including its valuable patents. It was clearly vital to
rebuild Bayer's foreign business. Thus in 1946, while still under Allied control, Bayer began to
reestablish its sales activities abroad. By the 1950s, the company was allowed to acquire
foreign affiliates as well. At first the United States and Latin America were the focus of these
activities.

Oil Crisis and Consolidation (1974–1988)

The first mild recession in the Federal Republic of Germany occurred in 1966, but it was the
oil crisis of 1973/74 that ended the "economic miracle" once and for
all. By the time Herbert Grünewald succeeded Kurt Hansen as
Management Board Chairman following the 1974 Annual
Stockholders' Meeting, the global economy was undergoing a
radical transformation. Within just a few months, prices for
chemical raw materials based on oil had risen astronomically. Bayer too was affected by these
developments. The crisis reached its apex in the early 1980s as a severe global recession set
in.

Transformation and Globalization (1988–2001)
The 1990s saw another major structural transformation, with Bayer, like other companies,
facing the challenge of globalization. In the wake of the radical political changes that took
place in Germany and eastern Europe after 1989, the company increased its focus on these
promising markets. As early as 1992, Bayer broke ground on a new site in Bitterfeld in eastern
Germany, where production of Aspirin™ began in 1994.
The importance of North America to the Bayer Group continued to increase. In Canada Bayer
acquired Toronto-based Polysar Rubber Corporation in 1990 – the most significant acquisition
in the company's history up to that point. The transaction made Bayer the world's biggest
supplier of raw materials for the rubber industry. The addition of a new indication (thrombosis
prophylaxis) prompts the World Health Organization (WHO) to include acetylsalicylic acid,
the active ingredient in Aspirin™, in its “List of essential medicines” for a second time. The
active ingredient had already been listed as an “essential medicine” in 1977.

2001–2010 Reorganization of the Group
Bayer acquires Aventis CropScience for €7.25 billion, making it a
world leader in crop protection. On December 6, the company‘s
management announces plans to establish independent operating
subsidiaries under the umbrella of a management holding
company.Bayer CropScience AG is launched in October as the first legally independent Bayer
subgroup.In January the Group’s world-famous trademark, the Bayer Cross, celebrates its
centennial.In June, Bayer becomes the first private-sector partner to the United Nations
Environment Programme (UNEP) in the area of youth and environment.In January, Bayer
completes the acquisition of the Roche consumer health business, advancing to become one of
the world’s top three suppliers of nonprescription medicines.Lanxess AG is spun off from the
Bayer Group on January 28. This company continues Bayer’s chemicals business and parts of
its polymers business. In December, the U.S. Food and Drug Administration approves
sorafenib (tradename: Nexavar™), an active ingredient jointly developed by Bayer HealthCare
and Onyx Pharmaceuticals Inc., for the treatment of advanced renal cell carcinoma.In March,
Bayer announces a public takeover offer for Schering AG, Berlin, Germany. In July, Bayer
gains control of 92.4 percent of the approximately 191 million outstanding Schering shares. In
December, Schering AG is officially renamed Bayer Schering Pharma AG.
2010–2020 Investing in the Future

In June the Aspirin Social Award is presented for the first time. The award honors exemplary
social projects in the health care sector.
Fifty years of successful family planning with the pill:
this innovative contraceptive was first given regulatory
approval in 1960. Till this day Bayer is a global market
leader in the field of hormonal contraception.

Bayer acquires U.S. company Asklepios
BioPharmaceutical (AskBio) in December and launches
a new platform for cell and gene therapy within the Pharmaceuticals Division. Bayer is now
among the leading companies in this rapidly expanding field.

Bayer launches Vitala™, a new short-stature corn variety, as part of a pilot project in Mexico.
The shorter stalks make the corn more resilient to extreme weather events, and the new variety
needs less land, nitrogen and water.
Name of founders:
Friedrich Bayer
Friedrich Bayer (born Friedrich Beyer, 6 June 1825 in Barmen now Wuppertal – 6 May 1880
in Würzburg) was the founder of what would become Bayer,
a German chemical and pharmaceutical company. He founded the dyestuff
factory Friedrich Bayer along with Johann Friedrich Weskott in 1863
in Elberfeld, a flourishing city in the early industrialised region of
the Wuppertal or Wupper Valley.
Johann Friedrich Weskott

Born in 1821 as the son of natural yarn dyer Engelbert Weskott, Johann
Friedrich Weskott came from one of the oldest families in the Barmen district of Wuppertal.
He was one of the founding fathers of the Bayer Group, together with
the businessman Friedrich Bayer.

Vision:
Our vision "Health for all, Hunger for none" with its focus on innovation and sustainability as a
leading life science company is based on values and behaviors that enable our employees to fulfill our
purpose of "Science for a Better Life".
Mission:
Our goal is to achieve and sustain leadership positions in our markets, thus creating value for
our customers, stockholders and employees. To this end, our strategy is designed to help solve
some of the most pressing challenges facing mankind, and by doing this exceptionally well, we
aim to strengthen the company’s earning power. We are committed to operating sustainably and
to addressing our social and ethical responsibilities as a corporate citizen, while at the same
time respecting the interests of all our stakeholders.
Values:
At Bayer, we know our mission of Health for All, Hunger for None is bold. To help us fulfill
that goal, our work is guided by our LIFE values -- Leadership, Integrity, Flexibility
and Efficiency.
Organisational Structure:
SWOT Analysis:
a) Strengths
Strengths are the Bayer Cropscience capabilities and resources that it can leverage to build a
sustainable competitive advantage in the marketplace. Strengths come from positive aspects of five
key resources & capabilities - past experiences and successes, physical resources such as land,
building, activities & processes, financial resources, and human resources .
- Strong Brand Equity and Brand Awareness – Bayer Cropscience has some of the most recognized
brands in the domestic market it operates in.
- Successful Go To Market Track Record – Bayer Cropscience has a highly successful track record of
both launching new products in the domestic market but also catering to the various market based on
the insights from local consumers.
- Strong Balance Sheet and Financial Statement of Bayer Cropscience can help it to invest in new and
diverse projects that can further diversify the revenue stream and increase Return on Sales (RoS) &
other metrics.
- Strong relationship with existing suppliers – As an incumbent in the industry, Bayer Cropscience
has strong relationship with its suppliers and other members of the supply chain.
- High Margins – Bayer Cropscience charges a premium compare to its competitors.
b) Weakness
- Lack of Work force diversity – I believe that Bayer Cropscience is not diverse enough given that
most of its growth so far is in its domestic market.
- Low Return on Investment – Even though Bayer Cropscience is having a stable balance sheet, one
metrics that needs reflection is “Return on Invested Capital”.
- Track record on environment consideration is not very encouraging – Bayer Cropscience track
record on environmental issues is not very encouraging.
c) Opportunity
- Reducing Cost of Market Entry and Marketing into International Markets
- Increasing Standardization – Bayer Cropscience can leverage this trend to reduce the number of
offerings in the market and focus the marketing efforts on only the most successful products.
- Lucrative Opportunities in International Markets – Globalization has led to opportunities in the
international market. Bayer Cropscience is in prime position to tap on those opportunities and grow
the market share.
d) Threats
- Credit Binge post 2008 Recession – Easy access to credit can be over any time, so Bayer
Cropscience should focus on reducing its dependence on debt to expand. The party has lasted for more
than a decade and rollback from Fed can result in huge interest costs for Bayer Cropscience.
- Threats of New Entrants because of Reducing Costs and Increasing Efficiencies – As Bayer
Cropscience can leverage low cost of reaching customers using social media and e-commerce, so can
the competitors – both local and international competitors.
- Government Regulations and Bureaucracy – Bayer Cropscience should keep a close eye on the fast
changing government regulations under the growing pressure from protest groups and non
government organization especially regarding to environmental and labor safety aspects.
Bayer : Science for a better life

Rallis India Limited
Rallis India Ltd was incorporated in the year August 23rd 1948
Rallis India the successor of Rallis Brothers and a member of Tata Group is engaged in the business of
manufacture and marketing of Agri Inputs. From a solo play on agrochemicals the company has come
a long way to make its presence felt across the value chain of agriculture inputs - right from seeds to
organic plant growth nutrients along with a suite of package of practices and services.The company's
Agribusiness division is the distributor of Pesticides fertilisers micronutrients seeds animal feed and
other agro inputs. Rallis India has four production facilities of which two are located in Gujarat (at
Ankleshwar and Dahej) and two in Maharashtra (at Lote and Akola). All its plants are state-of-art and
meet all prescribed norms.
Rallis India Limited's Corporate Identification Number is (CIN) L36992MH1948PLC014083 and its
registration number is 14083. its registered address is 23rd Floor, Lodha Excelus New Cuffe Parade,
Off Eastern Freeway, Wadala Mumbai Mumbai City MH 400037 IN.
Rallis India, presently a Tata Enterprise, was established way back in 1851 as Rallis by Pandias
Stephen Ralli.
Name & Location:

Akola
Plot C 5 and C 6, MIDC Industrial Area, Phase III, Shivani, Akola - 444 104.
Ankleshwar
Plot No.2808, 3000 & 3301 GIDC Estate , Ankleshwar - 393 002, Dist. Bharuch, (Gujarat)
Dahej
Plot no. Z - 110, Dahej SEZ Part-II P.O. Lakhigam, Taluka Vagra, Dist. Bharuch-392130 (Gujarat)
Lote
Plot No. D 26, Lote Parashuram, MIDC Area, Near Hotel Vakratunda, Taluka Khed, Ratnagiri - 415
722.
Brief History :
Pandias Rallis
1815 - 1851
The history of Ralli Brothers is checkered with Greek entrepreneurship and
foresight, qualities, which led them to rule across the trade routes of Europe in
the nineteenth century.
The story began in 1815, south of the island port of Chios, where under the
neutral Ottoman flag, corn, timber and hemp from the Black Sea would be
brought to Leghorn on the Ligurian Sea. The British fleet, stationed in Naples
would ensure safe passage of the goods to England. Ralli Brothers, a family of
As the 1840s drew to a close, there were signs of slowing down. Pandias Stephen
Ralli soon realized that the dominant trade in London lay not in the Black Sea
Trade but in the vast untapped markets of India and China, now opened to
private trading after the abolition of the East India Company's rights. The need to
hedge the risk of over-dependence on the Black Sea business was apparent and a
new opportunity was opening up.
Thus it came to pass that in 1851, Pandias Stephen Ralli, head of the well-known merchant firm of
Ralli Brothers made the momentous decision to launch them selves in India
Jute yarn
1854 - 1931
Rallis' sojourn in India was extremely successful until the great economic crash of 1929 led them to
close down their Indian operations.
Rallis Brothers Office

Church, Lane Kolkata
In 1861, during the American Civil War, the Rallis established a firm in Bombay known as Ralli
Brothers, under the management of Pandias Theodore Ralli and Ambrose Theodore Ralli. The war,
which ended in 1865, dealt a severe blow to the economic health of Bombay. While Rallis' fledgling
office survived and subsequently prospered, the family suffered a setback in the demise of Pandias
Stephen Ralli. His successor, Stephen Avgousti Ralli stepped into
Pandias's shoes. The growth of Ralli Brothers in India continued with the
opening of an office in Karachi.
The cotton crisis of 1866 dealt a blow to the Rallis' business in India.
However, they survived and expanded their establishment to cover North
and North Western India by opening an agency in Cawnpore, in a large
property they had acquired in a strategic location in the market place. In 1866, the firm was re-
constituted under a strong management established in London with its sights set on the India Trade.
G.U. Euthymopoulo
1948 - 1963
Rallis India was re-born in a partitioned and independent India. The
Company diversified, and its fertilizer and pesticides businesses began to
take shape.
Rallis was re-born in India on August 23, 1948 with George Euthymopoulo as the Chairman and
Managing Director. The Company diversified into products such as tractors and Reynolds ballpoint
pens, and also began to trade in fertilizers. A new Chilean Nitrate Agricultural Service was set up in
Madras for educating farmers. The quick acting Chilean Nitrate was highly profitable and became big
business. To offer complete plant protection services, Rallis tied up with Bharat Pulverizing Mills for
supply of pesticides. Agrochemicals as a business had thus come to stay.
Mr. Tata & Mr Fison
1964 - 1978
An Era of Aquisition. Rallis passed though turbulent times, molting and
evolving. Rallis' fertilizer mixtures business was already established. Both
pesticides and fertilizers were integrated and the nation wide distribution
network was formed, which is today the main strength of Rallis. The
distribution of Gujarat State Fertilizer Corporation's products and later of
Coromandel Fertilizers, also turned out to be profitable businesses. During
the same period Rallis tied hands with FMC (USA) for sale of its product Furadan, thus starting a
long standing association.
Ralliwolf Factory,
Mulund
Fertilizers and pesticides grew as the mainstay of the company. Rallis continued the
cotton business even while moving from trading to manufacturing. During this period, the Engineering
Division waxed and waned. In Wolf Tools, Rallis had an excellent factory with good systems but as
time went by, technology became outdated and costs began to rise. A joint venture was agreed with
Rousselot to manufacture gelatin at Ooty, which finally went into production in 1972.
The era of cotton trading
1981 - 2000
Rallis' future is now firmly enmeshed in the future of Indian agriculture. By the end of the eighties,
overheads due to spiraling wages in several under-productive factories began to take their toll. Pharma
and engineering businesses began to lose heavily. The excise and sales tax concessions available to the
small sector virtually killed business in the organized sector. In Rallis' history, every crisis had
produced a survivor and this time, Agrochemicals came to the rescue.
By the early nineties, Rallis became the fourth largest seed company in
India. Tata Chemicals' fertilizer plant manufacturing Urea was set up, a boon
for Rallis. Rallis has been the sole distributor of TCL urea ever since. Realizing
the farmer's need for balanced fertilizers, Rallis introduced the physical mixture
of NPK in granulated form.
Rallis History
2000-2018
The beginning of the 21st century started on a low note for Rallis. A successful
enterprise during its long history, Rallis’ performance however in the previous
decade had a chequered journey. It suffered its worst ever loss of Rs 107 crores in the year 2003. Post
that, the Company did a significant turnaround, thereafter consolidating the performance and creating
a path to grow profitably. It launched a structured approach titled Rallis Poised in 2007 to lead
profitable growth and achieved Rs 100 crs profit in the year 2009.
As a part of expansion of business, Rallis acquired Metahelix Life Sciences, a research based
company on seeds at Bangalore. Metahelix has a strong presence in research, technical knowledge,
germ plasm, hybrids and seed production. Now it is a wholly owned subsidiary of Rallis and selling
quality seeds in Dhaanya brand. This acquisition in year 2010-11 built the strength of Rallis both in
crop protection and seeds.
Name of Founder
Pandias Stephen Ralli
Pandias Ralli was the leader of the original Ralli Brothers and based in London, established the Greek
company at the heart of the British Empire.
Stephen Avgousti Ralli
Stephen Avgousti Ralli took over Ralli Brothers from his uncle Pandias and made it a truly global
company.
Vision :
We aspire to be amongst the top 3 leading enterprises by 2026 in the chosen
areas within farm inputs and chemistry-led businesses
Mission:
Serving Farmers through Science
Values:
• Safety
• Passion
• Integrity
• Customer-centricity
SWOT analysis :
Strength
Consistent Highest Return Stocks over Five Years – Nifty500
Effectively using Shareholders fund – Return on equity (ROE) improving since last 2 year
Efficient in managing Assets to generate Profits – ROA improving since last 2 year
Growth in Net Profit with increasing Profit Margin (QoQ)
Company with Low Debt
Annual Net Profits improving for last 2 years
Book Value per share Improving for last 2 years
Company with Zero Promoter Pledge
FII / FPI or Institutions increasing their shareholding
MFs increased their shareholding last quarter
Weakness
Companies with growing costs YoY for long term projects
Decline in Quarterly Net Profit with falling Profit Margin (YoY)
Declining Net Cash Flow : Companies not able to generate net cash.
Opportunities
Brokers upgraded recommendation or target price in the past three months 8.4% returns for Nifty
500 over 0.3 years.
Threats
Stocks affected by weak monsoons
Stocks with Expensive Valuations according to the Trendlyne Valuation Score 177.2% returns for
Nifty 500 over 4.5 years.
•INTRODUCTION
P I Industries Limited is an Indian multinational chemical company. the company
headquarter is in Udaipur, Rajasthan, India. It is one of the leading and the fastest-
growing Agri Sciences Company and amongst the top 10 in Custom Synthesis in the fine
Chemical Space. the company bringing innovation to the Agri input space productivity,
enhancing output and creating economic value for millions of farmers for a better life.
•LOCATION
The headquarters of the company is situated at Gurgaon.
•Name and Location of other branches

PI Industries Ltd.(Registered Office)
Post Box No.- 20, Udaisagar Road
Udaipur – 313001
Panoli Unit 1
PI Industries Ltd.
237, GIDC, Panoli, District: Bharuch, Gujarat-394116, INDIA
Panoli Unit 2
PI Industries Ltd.
Plot Nos.3133 to 3139 and Others, GIDC, Panoli, District: Bharuch, Gujarat-394116,
INDIA
Jambusar Unit
PI Industries Ltd.
Plot No. SPM-28, Sterling SEZ, AT & PO. Sarod, TA-Jambusar,
Dist: Bharuch, Gujarat- 392180, INDIA
Jambusar Site-2
PI Industries Ltd.
Plot No. SPM 29, Sterling SEZ, At & Post – Sarod, Jambusar,
Dist- Bharuch, Gujarat, 392180, India
Vadodara Office
PI Industries Ltd.
901-905, Ocean Building, Sarabhai Compound,
Near Centre Square Mall, Dr.Vikram Sarabhai Marg,
•Year Of Establishment
PI Industries Limited - Agri inputs, Fine Chemicals and (CRAMS) Contract Research and
Manufacturing Services), Polymers and Engineering Services. - PI was established in 1946
•Name of Founder and promoters
Mr. SalilSinghal was the founder of PI Industries
•History
PI Industries Limited (PI) is an agri-sciences company with strong presence in both domestic
and export market. The company has three manufacturing facilities in Gujarat and a Research
& Development centre at Udaipur. The manufacturing facilities include 5 multi-purpose
plants at Panoli and 3 multi-purpose plants at Jambusar and dedicated high-pressure reaction
facilities equipped with futuristic is automation. In addition the company's two formulation
units at Panoli help it meet the requirements of local as well as global clientele. PI Industries
was founded and incorporated by the name Mewar Oil & General Mills Ltd. in 1946
•VISION OF PI INDUSTRIES
"Building on the foundation of trust, we shall be at the forefront of science - led opportunities by
delivering innovative solutions".
•VALUES OF PI INDUSTRIES
TRUST.
Like the earth, we are dependable.
We work with integrity of purpose, honesty in action and fairness in all our dealings.
ADAPTABILITY.
Adaptive, like water.
Constantly transforming ourselves like water, we are nimble footed and highly responsive to change.
SPEED.
Blazing ahead, like fire.
Quick and agile, like fire we constantly strive to work with speed in the way we observe, think and
act.
INNOVATION.
Enlivening, like the air.
A constant quest for reaching new horizons, the never ending search for a better and novel way to do
things. Innovation is a way of life for us.
SWOT ANALYSIS
•STRENGTHS OF PI INDUSTRIES
 Stocks where Mutual Funds Increased Holdings in Past Month

 Expensive Stars (DVM)
 Consistent Highest Return Stocks over Five Years - Nifty500
 Growth in Net Profit with increasing Profit Margin (QoQ)
 Growth in Quarterly Net Profit with increasing Profit Margin (YoY)
 Company with Low Debt
 Strong cash generating ability from core business - Improving Cash Flow from
operation for last 2 years
 Annual Net Profits improving for last 2 years
 Book Value per share Improving for last 2 years
 Company with Zero Promoter Pledge
 FII / FPI or Institutions increasing their shareholding
 Near 52 Week High
 Strong Momentum: Price above short, medium and long term moving averages
•WEAKNESSES OF PI INDUSTRIES
 MFs decreased their shareholding last quarter

 Inefficient use of capital to generate profits - RoCE declining in the last 2 years
 Inefficient use of shareholder funds - ROE declining in the last 2 years
 Inefficient use of assets to generate profits - ROA declining in the last 2 years
 Declining Net Cash Flow : Companies not able to generate net cash
•OPPORTUNITIES FOR PI INDUSTRIES
 Rising Delivery Percentage Compared to Prev Day

 Companies with 10% increase in share price over three months, with rising net profit
growth
 Brokers upgraded recommendation or target price in the past three months
 Trendlynes high return technically strong value stocks (subscription)
 High Momentum Scores (Technical Scores greater than 50)
 RSI indicating price strength
 Volume Shockers
 Stocks near 52 Week High with Significant Volumes
•THREATS FOR PI INDUSTRIES
 Stocks with Expensive Valuations according to the Trendlyne Valuation Score

 Red Flag: Resignation of Top Management
 Stocks with high PE (PE > 40)
chapter 3 : Finance department
Profit & Loss Account :
Bayer CropScience
------------------- in Rs.
Standalone Profit & Loss account Cr. -------------------
INCOME
Revenue From Operations [Gross] 4,142.80
Less: Excise/Sevice Tax/Other Levies 0
Revenue From Operations [Net] 4,142.80
Other Operating Revenues 118.5
Total Operating Revenues 4,261.30
Other Income 63.8
Total Revenue 4,325.10
EXPENSES
Cost Of Materials Consumed 2,484.00
Purchase Of Stock-In Trade 139.8
Changes In Inventories Of FG,WIP And Stock-In Trade -177.9
Employee Benefit Expenses 362.2
Finance Costs 12.6
Depreciation And Amortisation Expenses 73.5
Other Expenses 641.5
Total Expenses 3,535.70
Profit/Loss Before Exceptional, ExtraOrdinary Items And Tax 789.4

Exceptional Items 5.1
Profit/Loss Before Tax 794.5
Tax Expenses-Continued Operations
Current Tax 293.9
Deferred Tax 7.5
Total Tax Expenses 301.4
Profit/Loss After Tax And Before ExtraOrdinary Items 493.1
Profit/Loss From Continuing Operations 493.1
Profit/Loss For The Period 493.1

Source : Moneycontrol
Rallis India Ltd.
PI Industries
-------------------in in
------------------- Rs. Rs.
Standalone
Standalone Profit
Profit & Loss
& Loss account
account Cr.
Cr.-------------------
-------------------

Revenue From Operations [Gross] 4,225.60
Less:INCOME
Excise/Sevice Tax/Other Levies 0
Revenue
RevenueFrom Operations
From [Net][Gross]
Operations 4,225.60
2,419.03
OtherLess:
Operating Revenues
Excise/Sevice Tax/Other Levies 0 50.6
TotalRevenue
Operating
From Revenues
Operations [Net] 4,276.20
2,419.03
OtherOther
Income
Operating Revenues 113.3
10.4
TotalTotal
Revenue
Operating Revenues 4,389.50
2,429.43
EXPENSES
Other Income 40.44
Cost Of Materials Consumed 2,305.40
Total Revenue 2,469.87
Purchase Of Stock-In Trade 182.2
EXPENSES
Cost In
Changes OfInventories
Materials Consumed
Of FG,WIP And Stock-In Trade 1,407.55
-101.1
Purchase
Employee Of Stock-In
Benefit Trade
Expenses 136.59
365.9
Finance Costs 28.1
Changes And
Depreciation In Inventories Of FG,WIP
Amortisation ExpensesAnd Stock-In Trade -68.93
160.3
OtherEmployee
ExpensesBenefit Expenses 216
541.9
Less:Finance
AmountsCosts
Transfer To Capital Accounts 5.21
3.2
TotalDepreciation
Expenses And Amortisation Expenses 64.07
3,479.50
Other Expenses 415.23
Profit/Loss Before Exceptional, ExtraOrdinary Items And Tax 910
Total Expenses 2,175.72
Profit/Loss Before Tax 910
Tax Profit/Loss
Expenses-Continued OperationsExtraOrdinary Items And Tax
Before Exceptional, 294.15
Current Tax
Exceptional Items 158.8
9.45
Deferred Tax Before Tax
Profit/Loss 25.7
303.6
Tax Tax
For Earlier Years
Expenses-Continued Operations 6.6
Total Tax Expenses 191.1
Current Tax 77.03
DeferredAfter
Profit/Loss Tax Tax And Before ExtraOrdinary Items -2.1
718.9
Total Tax
Profit/Loss Expenses
From Continuing Operations 74.93
718.9
Profit/Loss After Tax And Before ExtraOrdinary Items 228.67
Profit/Loss From Continuing Operations 228.67
Source: Moneycontrol
BALANCE SHEET OF BAYER CROPSCIENCE
(in Rs. Cr.)
EQUITIES AND LIABILITIES
SHAREHOLDER'S FUNDS
Equity Share Capital 44.9
TOTAL SHARE CAPITAL 44.9
Reserves and Surplus 2505.4
TOTAL RESERVES AND SURPLUS 2505.4
TOTAL SHAREHOLDERS FUNDS 2550.3
NON-CURRENT LIABILITIES
Long Term Borrowings 0
Deferred Tax Liabilities [Net] 0
Other Long Term Liabilities 14.1
Long Term Provisions 104.3
TOTAL NON-CURRENT LIABILITIES 118.4
CURRENT LIABILITIES
Short Term Borrowings 0
Trade Payables 830.3
Other Current Liabilities 676.6
Short Term Provisions 63.7
TOTAL CURRENT LIABILITIES 1570.6
TOTAL CAPITAL AND LIABILITIES 4239.3
ASSETS
NON-CURRENT ASSETS
Tangible Assets 393.2
Intangible Assets 1.5
Capital Work-In-Progress 7.6
Other Assets 30
FIXED ASSETS 501
Non-Current Investments 0
Deferred Tax Assets [Net] 17.9
Long Term Loans And Advances 0
Other Non-Current Assets 176.5
TOTAL NON-CURRENT ASSETS 695.4
CURRENT ASSETS
Current Investments 52.2
Inventories 1325.1
Trade Receivables 754.9
Cash And Cash Equivalents 1209.5
Short Term Loans And Advances 0
OtherCurrentAssets 202.2
TOTAL CURRENT ASSETS 3543.9
TOTAL ASSETS 4239.3
BALANCE SHEET OF RALLIS INDIA

(in Rs. Cr.)
SHAREHOLDER'S FUNDS
Equity Share Capital 19.45
TOTAL SHARE CAPITAL 19.45
Reserves and Surplus 1571.93
Interpretation:
Particulars Bayer Rallis India Pi Industries

cropscience Ltd. Ltd. Interpretation
Total
Revenue 4325.1 2469.87 4389.5 After studying this we understand that,
PI ha raised more revenue than the other two
companies
Total After studying this we understand that,Rallis India
Expenses 3535.7 2175.72 3479.5 Ltd.
has incurred the minimum expense and Bayer
Crop
has incured the maximum expense.
Profit before
Tax 789.4 294.15 910 After studying this we understand that, Pi Ind.
has raised the maximum profit than other two
companies.
Profit After
Tax 493.1 228.67 718.9 After studying this we understand that , PI ind.
has raised Maximum Profit after deducting Tax.
Comparison Table:
Particulars Bayer Cropscience Rallis India Ltd. PI industries ltd.
Total share capital 44.9 19.45 15.2
Total Reserves & Surplus 2505.4 1571.93 5275.8
Total Shareholders Fund 2550.3 1591.37 5291
Total Non current liability 1184 81.57 394.7
Total Current Liabilities 1570.6 914.46 1182.8
Total capital & Liabilities 4239.3 2587.4 6868.5
Total Non Current assets 695.4 933.21 2634
Total Current assets 3543.9 1654.19 4234.5
Total Fixed Assets 501 795.46 2132.1
Total Assets 4239.3 2587.4 6868.5
The above table shows that :

1. Bayer cropscience has raised more money in the form of share capital, I.e., 44.9 Cr. Than
other two companies.
2. PI Ind. Is the highest amongst the three companies with total reserves & Surplus of 5275.8
Cr.
3. PI Industries Ltd. has the highest capital & liabilities & Rallis has the lowest capital &
Liabilities.
4. Total capital & Liability of PI ind. is 6868.5 Cr.
5. Total capital & liability of Rallis is 2587.4 Cr.
6. PI Ind. has the highest total Assets and Rallis has the lowest total assets.
7. Total assets of PI Ind. is 6868.5 Cr.
8. Total assets of Rallis is 2587.4 Cr.
Ratios and their interpretation :

1) Current Ratio
Definition : The current ratio is a liquidity ratio that measures a company’s ability to pay
short-term obligations or those due within one year. It tells investors and analysts how a
company can maximize the current assets on its balance sheet to satisfy its current debt and
other payables.
Formula :
Current Ratio = Current Assets/Current Liabilities
Ratio Bayer Cropscience Rallis India Ltd. PI Ind. Ltd.
Current Ratio 2.26 1.81 3.58
Interpretation :
 Current ratio of Bayer cropscience is 2.26
 Current ratio of Rallis India Ltd. is 1.81.
 Current ratio of PI industries Ltd. is 3.58.
 As we know that the idle ratio for current ratio is 2:1. Therefore, PI Ind. Ltd. and
Bayer Cropscience having current ratio 3.58 and 2.26 respectively are more capable
of paying its obligations.
Current Ratio
4
3.5
3
2.5
Current Ratio
2
1.5
1
0.5
0
Bayer Cropscience Rallis India Ltd. PI Ind. Ltd.
2) Quick Ratio(%)
Definition : In finance, the quick ratio, is a type of liquidity ratio, which measures the
ability of a company to use its near cash or quick assets to extinguish or retire its current
liabilities immediately. A normal liquid ratio is considered to be 1:1.
Formula :
Quick Ratio = Current assets – Inventory / Current Liabilities

Quick Ratio 1.41 0.97 2.76
Interpretation :
 Quick ratio of Bayer cropscience is 1.41.
 Quick ratio of Rallis is 0.97.
 Quick ratio of PI Ind. is 2.76.
 As we know that, idle ratio for quick ratio is 1:1. PI has 2.76 quick ratio so we can
assume that this company is most capable of paying its current debts.
Quick Ratio
3
2.5
Quick Ratio
1.5
0.5
0
3) Proprietary Ratio(%)
Definition : The proprietary ratio is the proportion of shareholders equity to total assets, and as such
provides a rough estimate of the mount of capitalization currently used to support a business. If the
ratio is high, this indicates that a company has a sufficient amount of equity to support the functions of
the business, and probably has room in its financial structure to take on additional debt, If necessary.
Formula :
Proprietary Ratio = Equity / Total asset x 100

Proprietory Ratio 60.15 61.5 77.03
Interpretation:
 Proprietary ratio of Bayer is 60.15.
 Proprietary Ratio of Rallis is 61.5
 Proprietary ratio of PI is 77.03.
 As per PI has a high proprietary ratio of 77.05, therefore it indicates a strong financial
position of the company and greater security for creditors.
Proprietory Ratio
90
80
70
60
50 Proprietory Ratio
40
30
20
10
0
4) Gross Profit Ratio(%)
Definition :
Gross profit ratio is a profitability measure that is calculated as the ratio of gross profit
(GP) to Net sales and therefore shows how much profit the company generates after
deducting its cost of revenues.
Formula : Gross Profit = Gross profit / Revenue from Operation x 100

Gross Profit ratio 40.04 41.81 45.44
Interpretation :
 GP Ratio of Bayer is 40.04.
 GP Ratio of Rallis is 41.81.
 GP Ratio of PI is 45.44.
As we know that PI has, a high GP Ratio margin of 45.44 that ,eans the company did well in
managing its costs of sales.
Gross Profit ratio

46
45
44
43
42 Gross Profit ratio
41
40
39
38
37
5) Net Profit ratio (%)
Definition :
It establishes a relationship between net profit earned and net revenue generated from
operations ( Net sales). Net profit ratio is a profitability ratio which helps to determine the
overall efficiency of the business operations , furthermore, it is an indicator of how well a
company’s trading activities are performing.
Formula : Net Profit Ratio = Net Profit / Revenue from operations x 100

Net Profit Ratio 11.9 9.45 17.01
Interpretation :
 Net Profit ratio of bayer is 11.9.
 Net profit ratio of Rallis is 9.45.
 Net Profit ratio of PI is 17.01.
 As we know that, NP ratio is a useful tool to measure the overall profitability of the
business. Thus, PI having a high ratio of 17.01 indicates the efficient management of
the business affairs.
Net Profit Ratio

18
16
14
12
10 Net Profit Ratio
8
6
4
2
0
6) Inventory Turnover
Definition : Inventory turnover is a financial ratio showing how many times a company has
sold and replaced inventory during a given period. Inventory turnover is a financial ratio
showing how many times a company has sold and replaced inventory during a given period.
Inventory turnover is a financial ratio showing how many times a company has sold and
replaced inventory during a given period.
Formula : Inventory Ratio = Cost of revenue for operations / Average Inventory

Inventory Turnover ratio 11.9 9.45 17.01
Interpretation :
 Inventory Ratio of Bayer is 3.62.
 Inventory ratio of Rallis is 3.31.
 Inventory ratio of PI is 5.01.
As we know
having a highthat,
ratioNP
of ratio
17.01isindicates
a useful tool to measure
the efficient the overallofprofitability
management the businessofaffairs.
the business. Thus, PI
Inventory Turnover ratio

18
16
14
12
10 Inventory Turnover ratio
8
6
4
2
0
7) Total assets - to – Debt ratio

Definition :
Total assets - to – Debt ratio, also known simply as the debt ratio, describes how much of a
company’s asstes are financed by borrowed money. Investors consider it, among other
factors, to determine the strength of the business, and lenders may base loan interest rates
on the ratio.
Formula : Total asset to debt ratio = Total assets / Total Debt

Total asset to Debt 1.66 1.62 1.29
Interpretation :
 Total asset to debt ratio of bayer is 1.66.
 Total asset to debt ratio of Rallis is 1.62.
 Total asset to debt ratio of PI is 1.29.
 As we know, a ratio greater than 1 shows that a consideration portion of the assets
is funded by debt. Therefore, it indicates all the 3 companies has more liabilities
than assets.
Total asset to Debt
1.8
1.6
1.4
1.2
1 Total asset to Debt
0.8
0.6
0.4
0.2
0
Financial
statement analysis
1) Bayer Cropscience
Comparative Profit & Loss :
Bayer Crop Science (Rs. In Cr)
Current Previous Absolute Percentage
Profit And Loss A/c of Bayer Crop Science Year Year Change Change
Income 44256 43891 (In Rs.) (In %)
Revenue From Operations [Gross] 4142.8 3519 6238 17.73
Less: Excise/Sevice Tax/Other Levies 0 0 0 0
Revenue From Operations [Net] 4142.8 3519 6238 17.73
Other Operating Revenues 118.5 90.4 28.1 31.08
Total Operating Revenues 4261.3 3609.4 651.9 18.06
Other Income 63.8 66 -2.2 -3.33
Total Revenue 4325.1 3675.4 649.7 17.68
EXPENSES
Cost Of Materials Consumed 2484 1751.4 732.6 41.83
Purchase Of Stock-In Trade 139.8 99.3 40.5 40.78
Changes In Inventories Of FG,WIP And Stock-
In Trade -177.9 59.1 -237 -401.01
Employee Benefit Expenses 362.2 361.6 0.6 0.16
Finance Costs 12.6 13.8 -1.2 -8.69
Depreciation And Amortisation Expenses 73.5 65.3 8.2 12.55
Other Expenses 641.5 611.6 29.9 4.89
3535.7 2962.1 573.6 19.36
Total
Expenses
Profit/Loss Before Exceptional, ExtraOrdinary
Items And Tax 789.4 713.3 76.1 10.67
Exceptional Items 5.1 -130.2 135.3 -103.91
Profit/Loss Before Tax 794.5 583.1 211.4 36.25
Current Tax 293.9 124.8 169.1 135.49
Deferred Tax 7.5 -16.2 23.7 -146.29
Total Tax Expenses 301.4 108.6 192.8 177.53
Profit/Loss After Tax And Before
ExtraOrdinary Items 493.1 474.5 18.6 3.92
Profit/Loss From Continuing Operations 493.1 474.5 18.6 3.92
Profit/Loss For The Period 493.1 474.5 18.6 3.92
Comparative Balance sheet:

Bayer CropScience (Rs. In Cr)
Balancesheet of Bayer Crop Absolute Percentage
Science Current Year Previous Year Change Change
Mar 21 43891 (In Rs.) (In %)
EQUITIES AND
LIABILITIES
SHAREHOLDER'S FUNDS 44.9 44.9 0 0
Equity Share Capital 44.9 44.9 0 0
Total Share Capital 2505.4 2527.6 -22.2 -0.88
Reserves and Surplus 2505.4 2527.6 -22.2 -0.88
Total Reserves and Surplus 2550.3 2572.5 -22.5 -0.87
Total Shareholders Funds 0 0 0 0
Equity Share Application
Money
NON-CURRENT
LIABILITIES 0 0 0 0
Deferred Tax Liabilities
[Net] 14.1 13.8 0.3 2.17
Other Long Term Liabilities 104.3 110 -5.7 -5.18
Long Term Provisions 118.4 123.8 -5.4 -4.36
Total Non-Current Liabilities
CURRENT LIABILITIES 0 1.5 -1.5 -100
Short Term Borrowings 830.3 474.9 355.4 74.84
Trade Payables 676.6 588.6 88 14.95
Other Current Liabilities 63.7 74.4 -10.7 -14.38
Short Term Provisions 1570.6 1139.4 431.2 37.84
Total Current Liabilities 4239.3 3835.7 385.6 10
Total Capital And Liabilities
ASSETS
NON-CURRENT ASSETS 393.2 436.3 -43.1 -9.88
Tangible Assets 1.5 1.7 -0.2 -11.76
Intangible Assets 7.6 3.6 4 111.11
Capital Work-In-Progress 68.7 52.3 16.4 31.36
Intangible Assets Under
Development 30 30.5 -0.5 -1.64
Other Assets 501 524.4 -23.4 -4.46
Fixed Assets 17.9 27 -9.1 -33.7
Deferred Tax Assets [Net] 176.5 269.9 -93.4 -34.6
Other Non-Current Assets 695.4 821.3 -125.9 -15.33
Total Non-Current Assets
CURRENT ASSETS 52.2 40.8 11.4 0.28
Current Investments 1325.1 963.5 361.6 37.53
Inventories 754.9 718 36.9 5.14
Trade Receivables 1209.5 1071 138.5 12.93
Cash And Cash Equivalents 202.2 221.1 -18.9 -8.55
OtherCurrentAssets 3543.9 3014.4 529.5 17.56
Total Current Assets 4239.3 3835.7 403.6 10.52
Total Assets
Rallis India Ltd.

Comparative Profite & Loss :
Rallis India Ltd. (Rs. In Cr)

Profit And Loss A/c of Rallis India Ltd. Year Year Change Change
44256 43891 (In Rs.) (In %)

Income
Revenue From Operations [Gross] 2419.03 2238.25 2180.78 97.43
Revenue From Operations [Net] 2419.03 2238.25 2180.78 97.43
Other Operating Revenues 10.4 13.25 -2.85 -21.51
Total Operating Revenues 2429.43 2251.5 -2002.07 -88.92
Other Income 40.44 34.33 6.11 17.79
Total Revenue 2469.87 2285.83 184.04 8.05
EXPENSES
Cost Of Materials Consumed 1407.55 1280.93 126.62 9.88
Purchase Of Stock-In Trade 136.59 141.21 -4.62 -3.27
Changes In Inventories Of FG,WIP And
Stock-In Trade -68.93 -33.3 -35.63 1.07
Employee Benefit Expenses 216 199.37 16.63 8.34
Finance Costs 5.21 6.11 -0.9 -14.73
Other Expenses 415.23 402.15 13.08 3.25
Total Expenses 2175.72 2057.98 117.74 5.72

Profit/Loss Before Exceptional,
ExtraOrdinary Items And Tax 294.15 227.85 66.3 29.09
Exceptional Items 9.45 11.42 -1.97 -17.25
Current Tax 77.03 69.07 7.96 11.52
Deferred Tax -2.1 -15.26 13.16 -86.23
Comparative Balance sheet :
Rallis India Ltd.

Balancesheet of Rallis India Absolute Percentage
Ltd. Current Year Previous Year Change Change
Mar 21 43891 (In Rs.) (In %)
EQUITIES AND
LIABILITIES
SHAREHOLDER'S FUNDS
Equity Share Capital 19.45 19.45 0 0
Total Share Capital 19.45 19.45 0 0
Reserves and Surplus 1571.93 1390.55 181.38 13.04
Total Reserves and Surplus 1571.93 1390.55 181.38 13.04
Total Shareholders Funds 1591.37 1410 181.37 12.86
NON-CURRENT
LIABILITIES
Long Term Borrowings 7.78 12.36 -4.58 -37.05
Deferred Tax Liabilities [Net] 25.29 27.4 -2.11 -7.7
Other Long Term Liabilities 21.64 20.93 0.71 3.39
Long Term Provisions 26.87 25.65 1.22 4.76
Total Non-Current Liabilities 81.57 86.35 -4.78 -5.5
CURRENT LIABILITIES
Short Term Borrowings 30.05 49.62 -19.57 -39.44
Trade Payables 596.05 637.33 -41.28 -6.48
Other Current Liabilities 274.09 246.89 27.2 11.01
Short Term Provisions 14.26 17.05 -2.79 -16.36
Total Current Liabilities 914.46 950.89 -36.43 -3.83
Total Capital And Liabilities 2587.4 2447.24 140.16 5.73
ASSETS
NON-CURRENT ASSETS
Tangible Assets 424.2 387.22 36.98 9.55
Intangible Assets 206.66 205.48 1.18 0.57
Development 58.77 46.95 11.82 25.17
Other Assets 0.12 0.13 -0.01 -7.69
Fixed Assets 795.46 668.53 126.93 18.9
Non-Current Investments 3.18 3.8 -0.62 -16.31
Long Term Loans And
Advances 10.08 9.07 1.01 11.13
Total Non-Current Assets 933.21 834.24 98.97 17.86
CURRENT ASSETS
Current Investments 280.3 298.67 -18.37 -6.15
Inventories 763.2 699.2 64 9.15
Trade Receivables 406.28 450.02 -43.74 -9.71
Cash And Cash Equivalents 53.91 47.99 5.92 12.33
Short Term Loans And
Advances 0 0 0 0
Total Current Assets 1654.19 1613 41.19 2.55
Total Assets 2587.4 2447.24 140.16 5.72
Pi Industries Ltd. (Rs. In Cr)
Profit And Loss A/c of Pi Industries Year Year Change Change
Mar 21 43891 (In Rs.) (In %)
INCOME
Revenue From Operations [Gross] 4225.6 3248 977 0.3
Revenue From Operations [Net] 4225.6 3248 977 0.3
Other Operating Revenues 50.6 58.8 -8.2 -13.94
Other Income 113.3 47.9 65.4 136.53
Total Revenue 4389.5 3354.7 1034.8 30.85
EXPENSES
Purchase Of Stock-In Trade 182.2 160 22.2 13.88
Changes In Inventories Of FG,WIP And Stock-
In Trade -101.1 -2.3 -98.8 4295.65
Finance Costs 28.1 18 10.1 56.11
Other Expenses 541.9 498.4 43.5 8.73
Less: Amounts Transfer To Capital Accounts 3.2 13.4 -10.2 -76.11
Total Expenses 3479.5 2760.3 719.2 26.05

Profit/Loss Before Exceptional, ExtraOrdinary
Items And Tax 910 594.4 315.6 53.09
Profit/Loss Before Tax 910 594.4 315.6 53.09
Current Tax 158.8 123.6 35.2 28.48
Deferred Tax 25.7 27.2 -1.5 -5.51
Tax For Earlier Years 6.6 1.3 5.3 407.69
Total Tax Expenses 191.1 152.1 39 25.64
Comparative Profit & Loss :
Comparative Balance sheet :

Pi Industries Ltd.
Percentage
BalanceSheet of Pi Industries Current Year Previous Year Absolute Change Change
Mar 21 43891 (In Rs.) (In %)
SHAREHOLDER'S FUNDS
Equity Share Capital 15.2 13.8 1.4 10.14
Total Share Capital 15.2 13.8 1.4 10.14
Employees Stock Options 0 4.2 -4.2 -100
Total Shareholders Funds 5291 2591.1 2699.9 104.19
NON-CURRENT LIABILITIES
Long Term Borrowings 257.4 399.4 -142 -35.55
Deferred Tax Liabilities [Net] 80.9 11.3 69.6 615.93
Other Long Term Liabilities 48.4 74.8 -26.4 -35.29
Long Term Provisions 8 10.7 -2.7 -25.23
Total Non-Current Liabilities 394.7 496.2 101.5 -20.45
CURRENT LIABILITIES
Short Term Borrowings 0 108.3 -108.3 -100
Trade Payables 779.6 553.8 225.8 40.77
Other Current Liabilities 371.6 328.6 43 13.08
Total Current Liabilities 1182.8 1019.1 163.7 16.06
Total Capital And Liabilities 6868.5 4106.4 2762.1 67.26
ASSETS
NON-CURRENT ASSETS
Tangible Assets 1854.4 1657.9 196.5 11.85
Capital Work-In-Progress 228.4 235.9 -7.5 -3.18
Development 38 33.6 4.4 13.09
Fixed Assets 2132.1 1937.3 194.8 10.05
Non-Current Investments 454.4 454.4 0 0
Deferred Tax Assets [Net] 0 0 0 0
Long Term Loans And
Advances 4.2 5.6 -1.4 -25
Total Non-Current Assets 2634 2444.5 189.5 7.75
CURRENT ASSETS
Current Investments 705.9 0 705.9 0
Inventories 965.2 719.9 245.3 34.07
Trade Receivables 620.6 548.3 72.3 13.19
Advances 13.8 15.7 -1.9 -12.1
Total Assets 6868.5 4106.4 2762.1 67.26
1)Bayer Cropscience
Common Size Profit & Loss:
Bayer Crop Science (Rs. In Cr.)
Profit & Loss account of Bayer Crop Current Percentage of Net Previous Percentage of Net
Science Year Sales Year Sales
Mar 21 Mar 21 (%) 43891 Mar 20 (%)
INCOME
Revenue From Operations [Gross] 4142.8 95.78 3519 95.74
Revenue From Operations [Net] 4142.8 95.78 3519 95.74
Other Income 63.8 1.47 66 1.79
Total Revenue 4325.1 100 3675.4 100
EXPENSES
Changes In Inventories Of FG,WIP And
Stock-In Trade -177.9 -4.11 59.1 1.61
Finance Costs 12.6 0.29 13.8 0.37
Depreciation And Amortisation
Expenses 73.5 1.69 65.3 1.78
Other Expenses 641.5 14.83 611.6 16.64
Total Expenses 3535.7 81.74 2962.1 80.59
789.4 18.25 713.3 19.41
ExtraOrdinary Items And Tax
Exceptional Items 5.1 0.11 -130.2 -3.54
Current Tax 293.9 6.79 124.8 3.39
Deferred Tax 7.5 0.17 -16.2 -0.44
Common size Balance sheet:
Bayer Crop Science
Balance Sheet of Bayer Crop Current Percentage of total of Previou Percentage of total of
Science Year Balance Sheet s Year Balance Sheet
Mar 21 Mar 21 (%) 43891 Mar 20 (%)

EQUITIES AND
LIABILITIES
SHAREHOLDER'S FUNDS
Total Share Capital 44.9 1.06 44.9 1,17

Total Shareholders Funds 2550.3 60.16 2572.5 67.06
Equity Share Application
Money 0 0 0 0
NON-CURRENT
LIABILITIES
Deferred Tax Liabilities [Net] 0 0 0 0
Long Term Provisions 104.3 0.25 110 2.87

Total Non-Current Liabilities 118.4 2.79 123.8 3.22
CURRENT LIABILITIES
Short Term Borrowings 0 0 1.5 0.04
Trade Payables 830.3 19.58 474.9 12.38
Rallis India Ltd. Commonsize P&L (Rs. In CR.)
Profit & Loss account of Rallis India Current Percentage of Previou Percentage of
Ltd. Year in Net Sales s Year Net sales
Mar 21 Mar 21 (%) 43891 Mar 20 (%)

INCOME
2419.0
Revenue From Operations [Gross] 3 97.94 2238.25 97.92
2419.0
Revenue From Operations [Net] 3 97.94 2238.25 97.92
2429.4
Total Operating Revenues 3 98.36 2251.5 98.49
Other Income 40.44 1.64 34.33 1.5
2469.8
Total Revenue 7 100 2285.83 100
EXPENSES
1407.5
Changes In Inventories Of FG,WIP
And Stock-In Trade -68.93 -2.79 -33.3 -1.46
Employee Benefit Expenses 216 8.74 199.37 8.72
Finance Costs 5.21 0.21 6.11 0.27
Expenses 64.07 2.59 61.51 2.69
Other Expenses 415.23 16.81 402.15 17.59
2175.7
Total Expenses 2 88.09 2057.98 90.03
ExtraOrdinary Items And Tax 294.15 11.91 227.85 9.97
Exceptional Items 9.45 0.38 11.42 0.49
Current Tax 77.03 3.12 69.07 3.02
Deferred Tax -2.1 -0.08 -15.26 -0.67
Profit/Loss From Continuing
Operations 228.67 9.25 185.47 8.11
Rallis India Ltd. Commonsize
Balance sheet (Rs. In Cr.)
Balance Sheet of Rallis India Current Percentage of total of Previous Percentage of total of
Ltd. Year Balance Sheet Year Balance Sheet
Mar 21 Mar 21 (%) 43891 Mar 20 (%)
EQUITIES AND
LIABILITIES
SHAREHOLDER'S FUNDS
Total Shareholders Funds 1591.37 61.5 1410 57.61
NON-CURRENT
LIABILITIES
Long Term Borrowings 7.78 0.3 12.36 0.5
Deferred Tax Liabilities [Net] 25.29 0.98 27.4 0.99
Long Term Provisions 26.87 1.04 25.65 1.05
Total Non-Current Liabilities 81.57 3.15 86.35 3.53
CURRENT LIABILITIES
Short Term Borrowings 30.05 1.16 49.62 2.03
Trade Payables 596.05 23.04 637.33 26.04
Total Capital And Liabilities 2587.4 100 2447.24 100
ASSETS
NON-CURRENT ASSETS
Tangible Assets 424.2 16.39 387.22 15.82
Development 58.77 2.27 46.95 1.92
Other Assets 0.12 0.004 0.13 0.005
Fixed Assets 795.46 30.74 668.53 27.32
Non-Current Investments 3.18 0.12 3.8 0.15
Long Term Loans And
Advances 10.08 0.39 9.07 0.37
Other Non-Current Assets 124.49 4.81 152.84 6.24
Total Non-Current Assets 933.21 36.07 834.24 34.09
CURRENT ASSETS
Current Investments 280.3 10.83 298.67 12.2
Inventories 763.2 29.49 699.2 28.57
Short Term Loans And 0 0 0 0
Advances
Total Current Assets 1654.19 63.93 1613 65.91
Total Assets 2587.4 100 2447.24 100
Pi Industries Common size P&L (Rs. In Cr.)

Current Percentage of Previous Percentage of
Profit & Loss account Year Net Sales Year Net Sales
Mar 21 Mar 21 (%) 43891 Mar 20 (%)

INCOME
Revenue From Operations [Gross] 4225.6 96.27 3248 96.82
Revenue From Operations [Net] 4225.6 96.27 3248 96.82
Other Income 113.3 2.58 47.9 1.43
Total Revenue 4389.5 100 3354.7 100
EXPENSES
Purchase Of Stock-In Trade 182.2 4.15 160 4.77
Changes In Inventories Of FG,WIP
And Stock-In Trade -101.1 -2.3 -2.3 -0.07
Finance Costs 28.1 0.64 18 0.54
Expenses 160.3 3.65 133.2 3.97
Other Expenses 541.9 12.34 498.4 14.86
Less: Amounts Transfer To Capital
Accounts 3.2 0.07 13.4 0.39
Total Expenses 3479.5 79.27 2760.3 82.28

ExtraOrdinary Items And Tax 910 20.73 594.4 17.72
Profit/Loss Before Tax 910 20.73 594.4 17.72
Current Tax 158.8 3.62 123.6 3.68
Deferred Tax 25.7 0.58 27.2 0.81
Tax For Earlier Years 6.6 0.15 1.3 0.04
Profit/Loss From Continuing 718.9 16.38 442.3 13.18
Operations
Profit/Loss For The

Period 718.9 16.38 442.3 13.18
Pi Industries (Rs. In Cr.)

Balance Sheet of Pi Current Percentage of Total Previou Percentage of Total
Industries Year of Balance Sheet s Year of Balance Sheet
Mar 21 Mar 21 (%) 43891 Mar 20 (%)
SHAREHOLDER'S
FUNDS
Total Reserves and
Surplus 5275.8 76.81 2573.1 62.66
Employees Stock Options 0 0 4.2 0.1
Total Shareholders Funds 5291 77.03 2591.1 63.09
NON-CURRENT
LIABILITIES
Long Term Borrowings 257.4 3.75 399.4 9.73
Deferred Tax Liabilities
[Net] 80.9 1.18 11.3 0.27
Other Long Term
Liabilities 48.4 0.7 74.8 1.82
Long Term Provisions 8 0.12 10.7 0.26
Total Non-Current
Liabilities 394.7 5.75 496.2 12.08
CURRENT LIABILITIES
Short Term Borrowings 0 0 108.3 2.64
Trade Payables 779.6 11.35 553.8 13.49
Total Capital And
Liabilities 6868.5 100 4106.4 100
ASSETS
NON-CURRENT
ASSETS
Tangible Assets 1854.4 26.99 1657.9 40.37
Development 38 0.55 33.6 0.82
Fixed Assets 2132.1 31.04 1937.3 47.17
Non-Current Investments 454.4 6.61 454.4 11.06
Deferred Tax Assets [Net] 0 0 0 0
Long Term Loans And
Advances 4.2 0.06 5.6 0.14
Other Non-Current Assets 43.3 0.63 47.2 1.15
Total Non-Current Assets 2634 38.35 2444.5
CURRENT ASSETS
Current Investments 705.9 10.28 0 0
Inventories 965.2 14.05 719.9 17.53
Cash And Cash
Equivalents 1558.4 22.69 110.2 2.68
Advances 13.8 0.2 15.7 0.38
Total Assets 6868.5 100 4106.4 100
Accounting Procedure
Statement of compliance
These financial statements of the Company have been prepared in accordance with Indian Accounting
Standards notified under the Companies (Indian Accounting Standards) Rules, 2015 (“Ind AS”).
Basis of preparation and measurement

The financial statements have been prepared on the historical cost basis, except for certain financial
instruments which are measured at fair values at the end of each reporting period. Historical cost is
generally based on the fair value of the consideration given in exchange for goods and services.
Fair Value
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly
transaction between market participants at the measurement date, regardless of whether that price is
directly observable or estimated using another valuation technique.The fair value of an asset or a
liability is measured using the assumptions that market participants would use when pricing the asset
or liability, assuming that market participants act in their economic best.
Foreign currency translation

The functional currency used is Indian rupee.
On initial recognition, all foreign currency transactions are translated into the functional currency
using the exchange rates prevailing on the date of the transaction. As at the reporting date, foreign
currency monetary assets and liabilities are translated at the exchange rate prevailing on the Balance
Sheet date and the exchange gains or losses are recognized in the Statement of Profit and Loss
Intangible Assets
Intangible assets are measured on initial recognition at cost and subsequently are carried at cost less
accumulated amortization and accumulated impairment losses, if any.
An intangible asset is derecognized on disposal, or when no future economic benefits are expected
from use or disposal. Gains or losses on derecognition are determined by comparing proceeds with
carrying amount. These are included in profit or loss within other gains/(losses).
Capital work-in-progress and intangible assets under development

Capital work-in-progress/intangible assets under development are carried at cost, comprising direct
cost, related incidental expenses and attributable borrowing cost.
Non-derivative financial instruments

Financial assets and liabilities are recognized when the Company becomes a party to the contractual
provisions of the instrument. Financial assets and liabilities are initially measured at fair value.
Transaction costs that are directly attributable to the acquisition or issue of financial assets and
financial liabilities (other than financial assets and financial liabilities at fair value through profit or
loss) are added to or deducted from the fair value measured on initial recognition of financial asset or
financial liability.
Cash and cash equivalents

The Company considers all highly liquid financial instruments, which are readily convertible into
known amounts of cash that are subject to an insignificant risk of change in value and having original
maturities of three months or less from the date of purchase, to be cash equivalents. Cash and cash
equivalents consist of balances with banks which are unrestricted for withdrawal and usage.
Financial assets at amortized cost

Financial assets are subsequently measured at amortized cost if these financial assets are held within a
business whose objective is to hold these assets in order to collect contractual cash flows and the
contractual terms of the financial asset give rise on specified dates to cash flows that are solely
payments of principal and interest on the principal amount outstanding. Financial assets at fair value
through other comprehensive income (FVTOCI)
Financial assets at fair value through profit or loss (FVTPL)

Financial assets are measured at fair value through profit or loss unless it is measured at amortized
cost or at fair value through other comprehensive income on initial recognition. The transaction
costsdirectly attributable to the acquisition of financial assets and liabilities at fair value through profit
or loss are immediately recognized in profit or loss.
Equity instruments
An equity instrument is a contract that evidences residual interest in the assets of the Company after
deducting all of its liabilities. Equity instruments recognized by the Company are measured at the
proceeds received net off direct issue cost. Offsetting of financial instruments. Financial assets and
financial liabilities are offset and the net amount is reported in financial statements if there is a
currently enforceable legal right to offset the recognized amounts and there is an intention to settle on
a net basis, to realize the assets and settle the liabilities simultaneously.
PPE and intangibles assets

Property, plant and equipment and intangible assets with finite life are evaluated for recoverability
whenever there is any indication that their carrying amounts may not be recoverable. If any such
indication exists, the recoverable amount (i.e.Higher of the fair value less cost to sell and the value-in-
use) is determined on an individual asset basis unless the asset does not generate cash flows that are
largely independent of those from other assets. In such cases, the recoverable amount is determined
for the cash generating unit (CGU) to which the asset belongs.
If the recoverable amount of an asset (or CGU) is estimated to be less than its carrying amount, the
carrying amount of the asset (or CGU) is reduced to its recoverable amount. An impairment loss is
recognized in the Statement of Profit and Loss.
Inventories
Inventories are valued at lower of cost (on weighted average basis) and net realizable value after
providing for obsolescence and other losses, where considered necessary. Cost includes all charges in
bringing the goods to their present location and condition, including octroi and other levies, transit
insurance and receiving charges. Work-in-progress and finished goods include appropriate proportion
of overheads and, where applicable, excise duty. Net realizable value is the estimated selling price in
the ordinary course of business, less the estimated costs of completion and the estimated costs
necessary to make the sale.
Revenue recognition
Revenue is measured at the fair value of the consideration received or receivable. Revenue is reduced
for estimated customer returns, rebates and other similar allowances.
Sale of goods
Revenue from the sale of goods is recognized when the goods are delivered and titles have passed, at
which time all the following conditions are satisfied:
The Company has transferred to the buyer the significant risks and rewards of ownership of the goods;
The Company retains neither continuing managerial involvement to the degree usually associated with
ownership nor effective control over the goods sold;
The amount of revenue can be measured reliably;
It is probable that the economic benefits associated with the transaction will flow to the Company; and
the costs incurred or to be incurred in respect of the transaction can be measured reliably.
Interest Income
Interest income from financial assets is recognized when it is probable that economic benefits will
flow to the Company and the amount of income can be measured reliably. Interest income is accrued
on a time basis, by reference to the principal outstanding and at the effective interest rate applicable,
which is the rate that exactly discounts estimated future cash receipts through the expected life of the
financial assets to that asset’s net carrying amount on initial recognition.
Dividend
Dividend income from investments is recognized when the shareholder’s right to receive payment has
been established (provided that it is probable that the economic benefits will flow to the Company and
the amount of income can be measured reliably).
Research and development expenses

Research expenditure is charged to the Statement of Profit and Loss. Development costs of products
are also charged to the Statement of Profit and Loss unless a product’s technical feasibility has been
established, in which case such expenditure is capitalized. Tangible assets used in research and
development are capitalized.
Leases
Leases are classified as finance leases whenever the terms of lease transfer substantially all the risks
and rewards of ownership to the lessee. Leases where a significant portion of the risks and rewards of
ownership are retained by the less or are classified as operating leases.
Operating Lease:Operating lease payments are recognized as an expense in the Statement of Profit and
Loss on a straight-line basis over the lease term except where another systematic basis is more
representative of the time pattern in which economic benefits from leased assets are consumed. The
aggregate benefit of incentives (excluding inflationary increases where rentals are structured solely to
increase in line with the expected general inflation to compensate for the less or’s inflationary cost
increases, such increases are recognized in the year in which the benefits accrue) provided by the less
or is recognized as a reduction of rental expense over the lease term on a straight-line basis.
Finance Lease:Assets held under finance leases are initially recognized as assets of the Company at
their fair value at the inception of the lease or, if lower, at the present value of the minimum lease
payments. The corresponding liability to the less or is included in the Balance Sheet as a finance lease
obligation.
Employee benefit expenses
Employee benefits consist of contribution to provident fund, superannuation fund, gratuity fund,
compensated absences and supplemental pay.
Income tax
Income tax expense comprises current tax expense and the net change in the deferred tax asset or
liability during the year. Current and deferred taxes are recognized in Statement of Profit and Loss,
except when they relate to items that are recognized in other comprehensive income or directly in
equity, in which case, the current and deferred tax are also recognized in other comprehensive income
or directly in equity, respectively.
Dividend to equity shareholders

Dividend to equity shareholders is recognized as a liability and deducted from shareholdersequity, in
the period in which the dividends are approved by the equity shareholders in the general meeting.
Earnings per share (EPS)

Basic EPS is computed by dividing the profit or loss attributable to the equity shareholders of the
Company by the weighted average number of Ordinary shares outstanding during the year. Diluted
EPS is computed by adjusting the profit or loss attributable to the ordinary equity shareholders and the
weighted average number of ordinary equity shares, for the effects of all dilutive potential Ordinary
shares.
CSR and the expense
Bayer Cropscience CSR and expense

a) Two percent of average net profit of the Company as per Section 135(5): ` 100.98 Million
(b) Surplus arising out of the CSR projects or programmes or activities of the previous financial years:
NIL
(c) Amount required to be set off for the financial year, if any: NIL
(d) Total CSR obligation for the financial year [7(a)+7(b)-7(c)]: ` 100.98 Million
Rallis India Ltd. CSR and expense

a) Education Under RUBY (Rallis Ujjwal Bhavishya Yojana), Rallis works towards improving
the academic performance of students and enhancing the capability of teachers.
b) Horticulture plantation, Floriculture plantation and Vegetable cultivation was implemented.
Cultivators sold vegetables within the villages and also ensured nutritional security. To inculcate
professional agri habits in today’s generation, BAL-TARFAH was launched on Kisan Day, where
horticulture and vegetable cultivation was taken care of by children.
PI Industries Ltd. CSR and Expense

(a) Two percent of average net profit of the company as per section 135(5): ₹ 108.9 Mn
(b) Surplus arising out of the CSR projects or programmes or activities of the previous financial
years: NIL
(c) Amount required to be set off for the financial year: NIL
(d). Total CSR obligation for the financial year (7a+7b-7c). ₹ 108.9 Mn
Listed Company :
Bayer Cropscience is listed company on The Stock exchange, Mumbai stock exchange, National
stock exchange of India Ltd., MCX-SX Stock Exchange. BSE CODE 506285 , NSE CODE
BAYERCROP.
Rallis India Ltd. is listed company on The Stock exchange, Mumbai stock exchange, National
stock exchange of India Ltd., MCX-SX Stock Exchange. BSE CODE 500355, NSE CODE
RALLIS.
PI Industries Ltd. is listed company on The Stock exchange, Mumbai stock exchange, National
stock exchange of India Ltd., MCX-SX Stock Exchange. BSE CODE 523642, NSE CODE
1PIIND.
Chap 4 Marketing Department
Bayer Cropscience
1) List of products & services:

Seeds and Traits:
Xtendflex, Channel, Asgrow, Deltapine, De Ruiter, DroughtGard, Seminis, Westbred.
Digital Tools: Climate Fieldview
Crop Protection: Nativo, Movento, Roundup, Luna, Gaucho, Serenade, Sivanto,

Acceleron.
Environmental Science: Esplanade, K – Othrine, Maxforce, Signature
2) Number of customers /overseas customers:

On December 31, 2020, Bayer employed 99,538 (2019: 103,824) people worldwide.
In Germany we had 23,398 (2019: 24,953) employees, which was 23.5% of the total
Bayer Groupworkforce (2019: 24.0%).
3) Specific distribution channel:

Buyer CropScience has multiple distribution channels. These multiple channel models
focus on providing information, purchase/ fulfilment orders, educating the farmers,
after sale servicing, and technical support. As a proactive strategic move, the
Company has entered into agreements with key corporate retailers.
Multi-Channel
An initial step in building a successful multi – channel strategy involves segmenting customer
whichBayer Crop Science does as part of their Channel design framework. In the multi-channel
framework the customer segmentation scheme is developed based on how customers use various
channel offerings and how Bayer Cropscience can manage their relationships with them. The multi-
channel distribution channel is vertically integrated to allow for firm’s control over thedistribution.
Multiple products through the same channel
Bayer Cropscience distributes multiple products through the same channel also. As the company
distributes multiple products through the same channel, Bayer Cropscience maintains stock balance
for all products by
Low distribution cost
 Inter branch transfers – whenever one branch has excess products than required.
 Stock replenishment - The Company is well integrated through one of the best IT
solutions and SAP ERP.
Bayer Cropscience’s crop protection products are marketed either via wholesalers or directly through
retailers by means of a two- or three-step distribution system, depending on local market conditions.
The products of the Environmental Science Business Group are addressed to both professional users
and consumers in the non-agricultural segment and are distributed through different channels. Bayer
Cropscience green industry, pest control and vector control products are marketed directly to
professional users, while home and garden products are sold to consumers through specialized
retailers.
Duplicate safety stock at branch locations
Company calculates the demand (which is seasonal based) in advance based on past experience and
accordingly distributes the product to the regions. They do not keep any safety stock at branch
location. However, if there is an additional demand of a particular product in a particular region and
the same is available in excess in nearby region, product may be redistributed from the nearby region.
4) PLC – Associate the product with respect to The PLC Stage:

As a leader in agriculture, we have an obligation to oversee the entire life cycle of our
products to ensure they are produced, distributed, and used responsibly.
Product Stewardship sees our products, services, and best practices not only meet all
legal and regulatory requirements, but also our high internal standards.
By maintaining the availability and integrity of our Crop Science products (seed and
traits, crop protection products, and services), Product Stewardship helps to facilitate
trade, maximize product potential, promote sustainability, and minimize risks to
human and animal health, as well as protecting the environment.
5) Market segmentation:
Working with Environmental Science division of Bayer CropScience Ltd. as Market
Segment Manager for Professional Pest Management segment. Responsible for
marketing activity for house hold insecticide products targeting B2B (Pest Control
Operators) & B2C (End customer - Commercial & Residential). Key responsible
areas are
• Brand campaigns & communication development and activation targeting
Distributors, PCO’s, Institutions & other customers to increase awareness &
communicate value.
• New product launch planning & execution from prelaunch to post launch phase.
Preparing go to market strategy plan for sales team to support sales
• Actively handling various digital marketing initiatives like Facebook page, Website,
Email marketing, WhatsApp, Customer support call center, Customer microsites,
Webinars, articles, content creation & audio video development for consents customer
engagement & communication to generate leads and business.
• Running customer engagement initiative targeting internal/external customers
• Run product/brand campaigns leading to brand recall & demand generation
• Supporting marketing excellence process like Marketing Excellence Plan for new
product, Customer database management, developing new product launch business
case
• Event management planning like IPCA, PMA, Food Trade Show, Plywood industry
etc.
• Close coordination with global team on learning & implementation of marketing
projects, process etc.
• Manage product supply planning for entire portfolio with close coordination with
supply chain dept. based on forecast & maintain inventory level. Support import &
export products
• Product label management
• Vendor & stake hold management for marketing operation activities like
Advertising agency, Printers, Gift & promotion tools supplier, event agency,
Procurement
• Tracking & analysis of marketing spend.
6) Positioning Strategies:
We focus on four strategic levers to deliver attractive returns for our shareholders
while also making a positive contribution to society and the environment:
1. We develop innovative products and solutions and leverage cutting-edge research

to address unmet societal challenges. As part of these endeavors, we are improving
our access to innovation by collaborating with third parties. In addition, we are
working on disruptive technologies, for example through our Leaps by Bayer
activities, while also continuing to drive the digitalization of our entire value chain.
2. We drive the operational performance of our business by optimizing our resource

allocation. Alongside our ongoing efficiency and structural measures, we have also
launched a program to accelerate our transformation.
3. Sustainability is an integral part of our business strategy, operations and

compensation system. We make a positive contribution to society and the
environment. Our ambitious targets for 2030 are fully in step with the United Nations’
Sustainable Development Goals and the climate targets of the Paris Agreement.
4. As a global leader in health and nutrition, we continue to develop our business. We

create value with strategy-based resource allocation focused on profitable growth. We
are active in regulated and highly profitable sectors that are driven by innovation and
in which we have the objective to grow ahead of the competition.
7) Promotion tools used:

Promotion Mix or Integrated Marketing Communication strategy is a mix of various
promotion tools that are at disposal of Bayer Cropscience. They areAdvertising,
Sales Promotion, Personal Selling, Public Relations, and Direct Marketing.
Bayer Cropscience can use all these five communication tools to persuasively
communicate to customer – existence of the product, price of the product,
differentiating features of the product, places where people can buy the products, and
finally how consumers can effectively use the products or services.
Sr. No. Promotional Tools Number Percentage
1 Farmers meeting 280 28%
2 Wall 78 7.8%
painting/postering
3 Phone cell 68 6.8%
4 Company 180 18%
people/person
5 Van Campaign 310 31%
6 Demo 30 3%
7 Literature Display 54 5.4%
8) Pricing Methods:
Pricing is a highly complex activity and we will cover only a very limited aspect of
what goes into pricing decisions. To a large extend pricing depends upon the other
3Ps of marketing – product, place and promotion. Conceptually perceived value is the
maximum price a customer is willing to pay for Bayer Cropscience product in the
given competitive context.
Cost Base Pricing
Under cost-based pricing strategy – Bayer Cropscience can work out what it takes to
produce the product and put a markup based on profit it wants earn. In a highly
competitive strategy with dynamic pricing the strategy may not be feasible. For
example, Uber running losses in billions can provide lower prices and sustain
compare to individual taxi service provider who is not backed by private equity and
long-term strategy.
Value Base Pricing
Value Base Pricing is a pricing strategy which is based on customer perception of
value. It inculcates put the number on both tangible and intangible benefits with a
clear understanding of elasticity of demand and competitive pressures.
Market Penetration Pricing
Bayer Cropscience can employ this pricing strategy where it launches a new product
either at loss or at very low margin to get a foothold in the segment.
Market Skimming Pricing
For certain well-established brands, Bayer Cropscience can increase the prices as
customers can pay higher price.
Good Value Pricing
Offering right mix of product features, quality, and service combination at fair price.
For example, offering a limited frill option - customers can have initial product
experience at an accessible price. GoPro use this strategy extensively.
Competition Based Pricing
The pricing strategy is based on the competition in the market. Under this strategy
Bayer Cropscience focus is to match the prices of the competitors and focus on
reducing the cost of operations to increase profitability.
9) Sales force management:

The primary function of professional sales is to generate and close leads, educate
prospects, fill needs and satisfy wants of consumers appropriately, and therefore turn
prospective customers into actual ones. They are the face of the company. Hence it
becomes very crucialfor the company to carefully recruit and select their sales force,
keep them motivated and retained, develop and nurture them.
Bayer CropScience respects and values the ethnic and cultural diversity of their sales
workforceand understands that success is founded on their skills and their
commitment. They are supported in both their professional and their personal
development. Sales force blends their knowledge andexperience across ethnic and
geographical boundaries and provide for a unique mixture ofapproaches and
backgrounds. Bayer Crop Science places great value on their qualification, andalso
commitment to company values.
10) CRM Activitits:

Bayer CropScience is running two global CRM initiatives. Subsidiaries in small &
medium regions, including several European countries, Australia, China and a few
African countries require a CRM solution with the limited complexity for their
operations. The users from these regions have been working with Microsoft Dynamics
CRM in the office and RescoMobile CRM on the go for several years now.
Conversely, bigger regions need to perform more complex processes. Bayer
CropScience implemented Oracle Siebel CRM within its divisions in the UK, Mexico
and Latin America. The major struggle here was to find an appropriate, responsive
mobile solution that would easily integrate with Oracle Siebel CRM.
We realized that our sales representatives were not using the desktop CRM
frequently. Soon, they started to demand a mobile solutionsays Ralf Zickler,
Marketing & Sales IT. The laptop’s remote access to CRM didn’t turn out to be
suitable for a meeting with a client. Bayer CropScience sales reps dedicate most of
their time to interact with a client, thus they needed a CRM able to run offline with
extremely fast synchronization.The key to overcome overall challenges was to find a
light-weight app with several must-have functionalities. We were looking for a
practical mobile CRM solution with offline capabilities. The salesman’s job requires a
mobile CRM that can quickly synchronize with the desktop version.
11) List of products exported and in which countries:

Bayer Cropscience India Limited is a leading exporter of PRODUCT GROUP
INSECTICIDES TRIAZOPHOS TECHNICAL 70% (HOSTATHION 70 CONT.),
BENFURESATE TECH 98%, FREE SAMPLE AROZIN 30 EC, TRIAZOPHOS
TECH 70% (HOSTATHION 70 CONT), TRIAZOPHOS TECH 70%
(HOSTATHION 70 CONT), having HS Codes 38081029.The company primarily
exports products to Indonesia and ships its consignments mainly to Jakarta.
 PRODUCT GROUP INSECTICIDES TRIAZOPHOS TECHNICAL 70%
(HOSTATHION 70 CONT.) – Indonesia
 BENFURESATE TECH 98% - Houston port
 FREE SAMPLE AROZIN 30 EC – Thailand
 TRIAZOPHOS TECH 70% (HOSTATHION 70 CONT) – Brazil
Rallis India Ltd
1) List of products & services:

FUNGICIDES:Blend, Blitox, Captaf, Contaf, Contaf Plus, Ergon, Fujione, Ishaan,
Mantis 75 WP, Master, Samarth, Sultaf, Taqat, Tata M-45, Chlorothalonil,
Hexaconazole, Hexaconazole 5% + Captan 70% WPKresoxim Methyl, Mancozeb +
Metalaxyl (Master)Metalaxyl, Tebuconazole, Thiophanate Methyl, Tricyclazole
HERBICIDES:Atrataf, Duton, Fateh, Fycol, Glytaf, Honcho, Paralac, Plato, Preet,
Sartaj, Taarak, Tata Cylo, Tata Metri, Tata Panida, Tata Vaar, Metribuzin,
Pendimethalin
INSECTICIDES: Applaud 25 SC, Asataf, Cartox G, Hunk, Jashn, Koranda 505,

Manik, Nagata, Neon, Origin, Reeva 2.5, Reeva 5, Sedna, Sonic, Sonic Flo, Tafaban,
Tafethion, Taffin, Tafgor, Takumi, Tata Alpha, Tatafen, Tatamida SL, Acephate,
Acetamiprid, Alpha Cypermethrin, Chlorpyriphos, Chlorpyriphos + Cypermethrin,
Cypermethrin, Dimethoate, Ethion, Imidacloprid, Lambda Cyhalothrin
PCO-PESTICIDES: Imidachloprid 305 SC (Termex), Lambda Cyhalothrin 100 WP

(Sentry)
Service: GEOGREEN, MOPU, SAMRUDHA KRISHI, SPRAYERS, SYSTEM OF RICE
INTENSIFICATION

The number of customers is more than 40,000 and widespread globally across more
than 70 countries.

Rallis dealer and distribution network is spread in all the important rural and urban
markets of agri inputs across the country. Our distribution network covers 80% of
India's districts with more than 1500 dealers and 40,000 retailers across India,
carrying our products to the farmer's doorstep.
We have 11 Regional Offices, 44 Area Sales Offices, more than 25 Depots and 225
well defined sales territories across the country. Our 225 Field Staff and more than
1000 crop advisors are spread out across districts, serving dealers, retailers and
farmers and educating and guiding them.

Input Resources – Material (Organic / Inorganic) & Energy Resources (fossil /
renewable) Human Resource – Actions of People Economic Resource – Equipment,
Machines
Output
Environmental Social Economic
Air Emission Human Capital Creation Subsidy / Trade Certificate
Water discharge Community Development Taxes, Cess
Waste Injury / Illness Compensations
5) Positioning Strategies:
At Rallis every product is treated as an individual entity with strong personality which
occupies a special place in the minds of Indian farmer. Careful and strong brand
building activity starts from the introduction phase of the product itself – bringing the
need based products for farmers which fit in their requirement. Systematic
methodology of creating a brand personality and defining the value proposition help
us in designing suitable packaging and positioning for the product. These concepts are
then taken to the field to test them among farmers and dealers through many rounds of
feedback and improvement cycles before arriving on the brand elements and final
packaging before its introduction. Appealing brand names, innovative packaging,
concept testing with all the stake holders at developmental stage and then designing
the effective brand communication – are some of the key elements to ensure the
successful journey of a new brand.
True to its tradition of high level marketing prowess and customer centricity, Rallis
has created many powerful brands both in products and services. According to the
latest Brand survey conducted to gauge the Top of the mind recall of products in the
agriculture industry, 7 of the top 11 brands were Rallis Brands. Today products like
Asataf, Contaf, Applaud, Takumi, Taqat, Solubor and Ralli Gold are very popular and
trusted brands among the farming community.

TATA Business Excellence Model is the driving force across all the units and
KAIZEN/ TPM with emphasis on analytical tools is used for continuous
improvement. This guarantees total customer satisfaction with value to the money
paid by him to buy our products. Quality of our products & our brand image is a
testimony to the exceptional level of trust that we have built up with our customer
over period of many decades.

The Company is continuously enhancing its existing applications and systems and
incorporating new-age technologies to further drive customer-centricity across the
organisation and align to new ways of working. During the year, the Company
introduced several digital technologies in areas such as Sales Force Automation, MIS
& Reporting, Analytics, Lab Automation, Data Security, Employee Collaboration, E-
Learning and Customer Connect. During the outbreak of Covid-19, these technologies
were leveraged to connect, collaborate and make available information and insights
remotely with customers, consumers, partners and the employees. These digital
platforms helped improve process cycle time, employee engagement and productivity,
IT security and availability of data across the organisation.
8) CRM Activities:
In the domestic market, we have been strengthening our distributor and retail
networks to widen our reach and penetration. We continuously evaluate untapped
geographies to enhance our reach. In the global markets, we leverage our quality and
cost advantages to get more product registrations. We put a strong emphasis on
customer relationship management in terms of the quality and reliability of products
and services. Our R&D team is also continuously exploring new products to improve
the freshness index.

With exports to more than 70 countries around the globe, Rallis continues to expand
its international presence through Alliance partnership and direct distribution. Over
the years, the company has invested substantially on registrations, product
development, production capacities and building relationships to forge ahead on
International business. The export basket includes technical grade pesticides, bulk and
branded formulations and contract manufactured products. Today, International
business is a key contributor to the overall revenue generation of Rallis. The products
meet stringent regulatory & environmental standards in all major crop growing areas
across the Globe.
PENDIMETHALIN 3%EC – United Kingdom
CYPERMETHRIN TECHNICAL – South Africa
PI Industries
1) List of products and services:

Insecticides: KEEFUN, COLT, OSHEEN, COLFOS, FOSMITE, FLUTON,
JUMBO, SNAILKILL, ROKET, CARINA, SIMBAA, VOLTAGE, MAXIMA,
VIBRANT, COSKO GR, COSKO SC
Fungicides
CUPRINA, LURIT, KITAZIN, SANIPEB, CLUTCH, FENDER, HEADER, VISMA
Herbicides
SOLARO, WICKET, NOMINEE GOLD, PIMIX, BUNKER, LEGACEE, MELSA,
ELITE, AWKIRA
Specialty Products
BIOVITA GRANULES, BIOVITA LIQUID, SUPER SPREADER, HUMESOL
Services
R&D Services
 Target Discovery, Molecule Design, Library Synthesis, Lead Optimization, Biological
Evaluation, Route Synthesis
CSM Services
PI’s portfolio of “custom synthesis and manufacturing solutions” covers the entire
gamut of service offerings mentioned below: -
 Process Research and Development
 Analytical Method Development
 Synthesis of Reference Standards
 Structure Elucidation and Synthesis of Impurities
 Physio-Chemical Studies and 5-Batch Analysis under GLP Conditions
 Scale-up Studies
 Safety Data Generation
 Waste Categorization and Treatability Studies
 Process/Plant Engineering
 Large-Scale Commercial ProductionDistribution Services
PI helps bring the above mentioned agri input products to the Indian market to
provide better and cost-efficient solutions to Indian farmers, through strategic tie-ups
with large MNCs by partnering with their product development activities in India,
getting their product registered and marketing them on an exclusive basis
 Evaluation & Trials, CIB Intimation / RTT application / Sample import, Bio - efficacy
Studies, Residue Studies, Toxicity Studies, Packaging Specifications Development,
Registration India, Geography Specific Bio-Efficacy Studies, Evaluation & Trials
Data Compilation, Inclusion in the Schedule, Dossier Preparation & Submission,
Manufacturing, Large Scale Formulations, Marketing & Distribution, Geographical
Potential / Fitment Evaluation.
• 2.5 mn farmers/ retailers
• 70,000 retailers, 10,000 + distributors pan India
• 20+ Global innovator Partners
• Several decades of working with Japan
• Trusted business partnerships – many of them more than a decade old.

•Our 3 tier distribution channel has more than 10,000+ distributors & 100,000
retailers across the country.
•PI has 30 stock points including its own depots and C&F agents who work on hub-
and-spoke distribution model to ensure timely delivery.
•All the stock points, the marketing team members and major channel partners are IT
enabled and are connected with a central ERP system. PI is operating on the latest
state of the art In-Memory SAP system. PI has a huge data base of farmers which
helps us remain connected with them through modern IT tools.
14

Innovative Ideas and branding for enhancing product life cycle
5) Market segmentation:
The company operates in two distinct market segments: Domestic Agri Inputs (AI),
which distributes crop protection chemicals and plant nutrients in the domestic
market, and Custom Synthesis & Manufacturing (CSM), which carries out process
research and manufacturing of chemical products for global agchem innovator
companies.
6) Positioning strategies:
The efforts under our three-pronged positioning strategy are as follows:
• Pre-launch: In this stage, efforts are directed towards mapping the target users and
markets, on-field training, generating testimonials, brand awareness and teaser
campaigns. • Product launch: This stage consists of finalization of theme and venue,
engaging with our stakeholders to help them understand the product benefits and
interaction with press and media for product coverage.
• Post-launch: This stage consists of exhaustive branding and promotional activities,
channel handholding, demand generation activities, geographical and crop label
expansion, and product stewardship.

First in the Industry to implement SAP now on SAP Hana
• Web based integrated tools with connect stakeholders thru mobile and tablets
• ELN for R&D
• LIMS- seamless flow of information between Quality & Production
• ESS & EPM System thru SAP
• Built in strong information security & protection
• Shared Service Centre for centralized transaction processing
• Continuous rigor around EHS management system & practices

We migrated to the Sales Order Module in the mPower app that allows our channel
partners, sales force and depots to execute sales via the mPower app and is available
on Web, Android and iOS platforms. This has been a grand success as users of the
platform are able to order and see the current order status, delivery, inventory levels
etc via the mobile - giving power to the users in the palm of their hands! PI also
augmented mPower Spraying Services module and integrated it with our financial
transaction system of our ERP software.
9) CRM Activities:
To enhance our reach and farmer connect, we have taken several key initiatives in the
digital space which includes customer database creation, CRM tool integrated with
call centre, messaging portal for personalised interactions and social media marketing.
‘Digitalization’ has been a key lever in ensuring that our business aspirations and
growth are met via state-ofthe-art technologies and platforms. Towards this end, we
have embarked on a slew of digital initiatives – we have launched the first phase of
our consolidated platform for our Agri Business, which will ensure that we are
digitally in touch with our partners and customers, developed a customized CRM
(Customer Relationship Management portal), setup a call centre and have logged in
more than 2 million farmers.

 DICHLORVOS TECHNICAL (2,2 DICHLOROVINYL DIMETHYLPHOSPHATE)
SION SR NO A1619 – Japan
 PARA NITROBENZYL ALCOHOL 99.8% MIN (4- NITRO BENZYL ALCOHOL)
– Japan
 PENTOXAZONE TECHNICAL ( 3 (4 CYCLOPENTYL OXY 2 FLUROPHENYL)
5 ISOPROPYLIDINE 13 OXAZOLIDENE 2 – Japan
 PROFENOFOS TECHNICAL 91 PERCENT MIN (PRO FENOFOS TECHNICAL
MIN 91%) – Senegal
 BATTERY (6V, 4.2 AH) WITH STAND - France
Chap 5 Human Resource Development (HRD)
Bayer CropScience
1) Recruitment & Selection process:

As part of Bayer Cropscience’s hiring process, candidates often complete one or more
of the following assessments:
Entry-Level Tests
Specialized Item Sets
Supplements
Personality/Job Fit
Assessment Tools
Police Technician
2) Number of employees:
On December 31, 2020, we employed 99,538 people (2019:103,824)
worldwide. In Germany we had 23,398 (2019: 24,952) employees, which was
23.5% of the total Group workforce (2019: 24.0%).
3) Training methodology:
Vocational & ongoing Training
To meet the need for skilled employees, Bayer provides vocational training in
Germany in more than 26 different occupations and offers more vocational training
places than required to meet its own needs. In total, we have around 1,300 trainees.
Bayer also offers trainee programs in various areas for those embarking on a career
and internships for students around the world.
In addition, our employees have a wide range of further training opportunities
available. We bundle our Group-wide continuing education offerings in the Bayer
Academy, which offers professional training for all employees and has received
numerous international awards. The Bayer Academy also offers courses designed to
systematically develop managerial employees. The courses accompany the managers
from their first leadership roles to future duties in senior management.
Training in ethical standards (e.g. compliance, and fairness and respect at the
workplace) is mandatory for all employees (including employees of contractors).
Participation in training courses dealing with product safety and quality is mandatory
for all employees entrusted with tasks in these areas and is documented in the training
system.
4) Employee safety mechanisms:

Safety management and the continuous development of a safety culture are a
cornerstone of corporate responsibility in the Bayer Group. Preventing accidents and
incidents in day-to-day work, when operating production facilities, and on work-
related travel and transportation routes where people or the environment may suffer
harm or damage has top priority for us.
Responsibility for steering and monitoring health, safety and environmental protection
across the Group lies with Corporate Health, Safety & Environment (CHS), which is
assigned to the member of the Board of Management responsible for Crop Science.
The enabling function establishes responsibilities, targets, key performance indicators
and framework conditions. These include the corporate policy entitled “HSE
Management and HSE Key Requirements,” adopted in April 2018. The continuous
review and revision of corporate policies by the HSE enabling function, regular
mandatory internal audits and external certification processes ensure that the systems
at all sites meet the requirements in each case.
5) Specific HR policies:
We are committed to upholding and supporting human rights and to transparently
reporting about them. In particular we
• have policies, processes and monitoring systems in place to implement human
rights in our own operations
• expect our business partners – suppliers and customers – to share our commitment
to respect human rights, and to conduct their business in an ethical manner and act
with integrity
• supporthuman rights in local communities
6) Wages & Salary administration:

Employees at Bayer CropScience earn an average of ₹21lakhs, mostly ranging from
₹10lakhs per year to ₹48lakhs per year based on 106 profiles. The top 10% of
employees earn more than ₹32lakhs per year.
Eg.i.Territory Manager– Range ₹307k - ₹1m –Average ₹665,570
ii. Human Resources (HR) Business Partner– Range ₹1m - ₹4m – Average ₹2,292,691
7) Grievance handling procedure:

The Compliance function at the Group and country levels monitor compliance with
the relevant laws and regulations, including the Bayer Human Rights Policy. We
maintain and improve operational-level grievance mechanisms. Bayer provides
different communication channels to report possible compliance violations.
Employees may contact any of the following: manager/supervisor, department head,
Law, Patents and Compliance Department, Compliance Officer, Corporate Auditing
or Human Resources (for employment only matters). Additionally, we have
established a worldwide system available to employees and the general public through
which possible compliance violations can be reported – anonymously if desired. We
are committed to enabling the remediation of any adverse human rights impacts
caused by our business activities.
8) Employee feedback mechanism:

Personal development of our employees is crucial and one of the most important ways
we can support their development is through regular feedback. Alongside our
Performance Management approach, we use our individual Development Dialogue as
well as 360 Feedback to strengthen Bayer’s feedback culture and the development of
our employees.
The Development Dialogue encourages managers to take responsibility for their

employees’ development, while empowering employees to drive their own
professional growth. During this dialogue, employees discuss their strengths,
development needs, and career aspirations with their direct supervisor in order to
agree on a personal development plan.
360 Feedback is a development tool to boost leadership by offering a clear picture of
each employee’s performance from the perspective of colleagues and business
associates. By helping our employees to enhance their unique strengths and talents,
we continuously develop our organization and create a working culture where our
employees are empowered to give their best, to learn, and to develop into their full
potential.
Rallis India Ltd

 Personal round with HR
 Interviewed by HOD and DGM
 Introduction with Colleagues
Rallis India ltd. Has 1700 employees.
Male:Female ratio – 1647:53
 Employability / Skill training
 Skill training to women
 Entrepreneurship
 Village development

 Safety is one of our core values and the company and is committed to continually
improve the safety performance by targeting “Zero injury” through world class safety
practices
 Process Safety Management and Behavior Based Safety are two key areas in which
company is working passionately and heading towards benchmarking these processes.
 We are one of the active members in different committee of ICC (RC, SHE &
Sustainability), FICCI, CII, Bombay Chambers, who contributes in spreading Safety
awareness among Chemical industries and other stakeholders.
 We have strong Sharing and learning system within unit / group /outside group. This
has helped in continual improvement in EHS system over the years.
 All our units, warehouse and offices are having strong emergency response system
including infrastructure, trained Emergency response team and tie up with mutual
response group.
 Process Safety Management is one of the key areas in which company is working
passionately and heading towards benchmarking these processes. We have adopted
RC Process Safety guidelines and OSHA PSM guidelines and 14 elements based
process.
 Thorough safety review is being done for any new facility/ process to ensure
implementation of various safety features/standard and recommendations coming out
of PSM & Hazard review process.
 We have strong employee engagement process which includes one to one
communication, Safety & Sustainability Committee Meetings, Monthly Review
Meeting, Daily Plant meetings, Area Effectiveness Team Meeting and various other
forums. In these forums employees put forward their views and suggestions w.r.t
Environment Health & Safety.
 Contractors Safety management procedure is strictly followed which covers selection,
training, meetings, audits & review of various contractors working in premises.
 As a part of strengthening the discipline is Safety to raise our bar and compete with
Benchmark companies, company has formulated a Policy on Consequence
Management for Safety Violation for all its employees.
 As a part of Industrial hygiene we are doing Health & Hygiene assessment and
monitoring is being done for individual working in shop floor (process plants,
packaging) with the help of personal monitors, Illumination survey, and Noise
mapping & ventilation survey. Findings from these surveys are properly evaluated
and corrective/ preventive action deployed on time bound manner.
 Community awareness programs are being conducted which includes Home safety,
Road safety & Emergency preparedness.
Rallis is an equal opportunity employer and as such, considers individuals for
employment or promotion according to their skills, abilities and experience. We value
diversity and are a company that values employees of many backgrounds.
Rallis shall provide equal opportunities to all its employees and all qualified
applicants for employment, irrespective of their race, caste, religion, color, ancestry,
marital status, sex, age, nationality and disability and veteran status. Employees of
Rallis shall be treated with dignity and in accordance with the Tata policy of
maintaining a work environment free of sexual harassment, whether physical, verbal
or psychological.
Employee policies and practices shall be administered in a manner that ensures that in
all matters equal opportunity is provided to those eligible and that decisions are based
on merit.

The average Rallis India Ltd salary ranges from approximately ₹ 1,20,000 per year
for Production Supervisor to ₹ 10,00,000 per year for Area Manager. The average
Rallis India Ltd monthly salary ranges from approximately ₹ 10,000 per month for
Human Resources Specialist to ₹ 18,000 per month for Production Supervisor.
Eg.i. Administrative / Office Manager :Range ₹260k - ₹2m – Average ₹723,986
ii.Finance Manager : Range₹568k - ₹2m - Average₹1,044,012

The Whistle Blower Policy provides a mechanism to employees to report any
concerns or grievances pertaining to any potential or actual violation of Tata Code of
Conduct, which covers all aspects of BR. An Investor grievance mechanism is in
place to respond to investor grievances. The Customer Complaints mechanism
records the grievances of customers on product and service quality and other issues of
interest to them. The supplier, vendor, dealer and channel partner forums and ongoing
communication capture their concerns and grievances. The continual community
engagement, needs assessments, impact assessments serve as means for communities
to represent their concerns and grievances.
8) Employee feedback mechanism :

i) Work life balance is good
Rallis is trusted organization, with good culturemost enjoyable part of the
job,personal development through learning and training,geographic
exposure.
ii) Good place to work
Very good management, I love to work in Rallis.Salary package may be a
challenge. but you can be assured about job security. Good reputation in
industry. If in future I will get the opportunity then definitely i will work
here again.
PI Industries

• Preliminary screening
• Face to face interactions/interviews
• Business case presentations / case studies
• Reference checks
• Medical checks
PI Industries has 2,749 employees and is ranked 1st among it's top 10 competitors.
Learning is an ongoing process at PI Industries Ltd. Learning interventions at PI are
structured around 3 aspects
•Experience - Experiencing new aspects of your role, through stretch assignments,
special projects etc. This is majorly "On the Job Action Learning".
•Exposure - Reflecting & learning from others, e.g. coaches, role models, mentors,
etc.
•Education - Developing new skills, knowledge, and ways of thinking through
learning programs.

•Effluent treatment plant: All sites have effluent treatment plant with primary,
secondary and tertiary treatment facilities.
•Incinerators: manufacturing sites have rotary kiln incinerators designed as per latest
CPCB guidelines.
•Multiple Effect Evaporators: Manufacturing sites have multiple effect evaporators
for high TDS streams.
•Fume Incinerator: Fume incinerator for control of VOCs and odorous gases.
•Scrubbers: Multiple stage scrubbing systems in each plant at all manufacturing sites
•RO plant: RO plant for recycling treated effluent.
•Advance oxidation: Advance oxidation for treatment of refractory COD streams.
•Fire hydrant systems: Fire hydrant system with adequate water reservoirs at all sites.
•Fire tenders: Multi-purpose fire tenders at manufacturing sites.
•Sprinkler systems: Sprinklers in all flammable storage locations.
•Detection and Alarms: Detectors and alarms for fire/ smoke, VOCs, toxic gases and
flammable gases.
•Occupational Health Centre: OHC with ambulances at all sites.
This Policy applies to PI Industries Limited and its subsidiaries. It duly covers its
employees and nonemployees who are probationers, trainees, business associates,
contract workers, consultants.Additionally, third parties with whom we engage such
as all service providers, suppliers, vendors, agents,contractors, and customers are also
covered in its scope.
Our commitment is in line with:
 the principles of the Universal Declaration of Human Rights
 the principles of the United Nations Global Compact
 the employment standards of the International Labour Organization (ILO)
 the principles of the Responsible Care® Global Charter
 Indian Labour Laws concerning minimum wages, child labour, anti-bribery, anti-
corruption, health &safety etc.

Average salary of an employee at PI Industries is ₹22.5lakhs.
Employees at PI Industries earn an average of ₹22.5lakhs, mostly ranging from
₹10.0lakhs to ₹46.0lakhs based on 76 profiles.
Eg:
• Title: Senior Manager (Medical officer)
Experience: 11.8yrs
Annual Salary: Base:₹19.5lakhs
Bonus:₹3.6lakhs
CTC:₹23.1lakhs
• Title: Special Project Lead
Experience: 11.yrs
Annual Salary: CTC:₹35.0lakhs

The Investors’ Grievance Committee aims at redressal of shareholder complaints and
overseeing investor services. The committee looks into the process of share transfers
and reviews the working of Company’s Registrar & Transfer Agent.
Terms of reference
The committee is entrusted with the powers related to transfers, transmissions,
consolidation, splitting, issue of share certificates in exchange of sub-
divided/consolidated etc. and overseeing the performance of Registrar & Transfer
Agents.
The committee focuses on the following:
•Reviewing and redressing Shareholders and Investors complaints/ grievances.
•Replying to the queries received from the investors
•Review of the corporate actions related work. Recommending measures for overall
improvement in the quality of services being provided to the shareholders/investors.
•All the matter related to Share transfer/ transmission etc.
8) Employee feedback mechanism:

•EMPLOYEE EXPERIENCE
Jai Kumar Keshwan, Udaipur
I can proudly say that PI means ‘Pioneers in Innovation”. We anticipate and sieze
business opportunities through disruptive ideas and customer focus. We have great
leadership, talented people and a collaborative culture.
The organization lives its Core values - Adaptability, Trust, Innovation, Speed, and
Growth with Knowledge which makes this place a unique one. I feel PI is an extended
family for me.
•CULTURAL
Dr.Parhalad Ray Sharma, Udaipur
At PI we can try new things without the fear of failure. We have a unique mix of
people coming from various fields, age groups and cultural backgrounds and that
makes work more fun and the environment more vibrant.
•INFRASTRUCTURE
Arvind Nandan Singh, Panoli
Our plants at Panoli and Jambusar are world class. We take our environmental
obligations seriously and have a waste management system comprising Incinerator,
ETP and Multiple Effect Evaporator plants at both locations.
We at PI industries take the health and safety of all our employees very seriously and
provide all our regular employees as well as our contractual workers with adequate
safety gear and have a dedicated Occupational Health Centre as well as a fire tender at
both the locations with trained staff available 24×7 to combat any emergency
•WORK AND BUSINESS ETHICS
Dilip Khatri, Udaipur
At PI, we subscribe to a written code of conduct, principles and are governed by a set
of values like adaptability, speed, trust, and innovation, which together contribute to a
strong work ethics. We follow an old saying “Do unto others as you would have them
do unto you.”
This is an organization that respects and provides fair treatment to employees,
customers, investors, vendors. I would also like to say that a strong work ethic has
definitely played a vital role in the company’s tremendous growth over the years.
Chap 6 Production / Operations Department
Bayer CropScience
1) Raw materials used:

In the Bayer process, bauxite ore is heated in a pressure vessel along with a sodium
hydroxide solution (caustic soda) at a temperature of 150 to 200 °C. At these
temperatures, the aluminum is dissolved as sodium aluminate (primarily [Al(OH)4]−)
in an extraction process.
2) Turnover:
Total Turnover for the financial year 2020-21 is 42,613 Million.Sales Turnoverfor the
financial year 2020-21 is 4261.30 Cr.
3) Plant Location
i) Factory/Plant 677-679 VilLalgadiMalakpetShamirpet MandalRanga Reddy -
India
ii) Factory/Plant1 4 & 5 MadhubanIndl EstMadhuban Dam Road RakholiSilvassa
iii) Factory/PlantPlot No 66/1 To 75/2GIDC Industrial EstateHimatnagar - India
4) Inventory Policies:
Inventory managementrequired the prompt update of inventory changes in Bayer’s
SAP supply chain management system. Bayer also needed to have inventory-related
information made available to each of its customers and the data needed to be updated
regularly and expeditiously.
5) Layouts used:
The facility’s layout is designed to allow for an optimal flow of material and
personnel while also improving efficiency. The plant will be equipped with current
technology, including automation, data visualization and robotics.
6) Products Produced:
Key products include analgesics such as Bayer Aspirin and Aleve, food supplements
Redoxon and Berocca, and skincare products Bepanthen and Bepanthol.Women's
healthcare is an example of a General Medicine business unit. Bayer Pharma produces
the birth control pills Yaz and Yasmin.Both pills use a newer type of progestin
hormone called drospirenone in combination with estrogen. Yaz is advertised as a
treatment for premenstrual dysphoric disorder (PMDD) and moderate acne. Other key
products include the cancer drug Nexavar, the multiple sclerosis drug
betaferon/betaseron and the blood-clotting drug, Kogenate.In May 2014, it was
announced that Bayer would buy Merck & Co's consumer health care unit for $14.2
billion. Bayer also controls Dihon Pharmaceutical Group Co., Ltd in China.
7) Machines / equipment used:

MIC and HCl. The pyrolizer has an inclined orientation to separate the HCl from the
MIC, avoiding any re-formation of MCC. The process, as used at the Bayer
CropScience facility, produced extremely pure MIC (99.9 percent), which was then
stored in liquid form before being transferred for use in production of carbamate
pesticides. A diagram of the process and the equipment used for production of MIC is
shown in Figure
8) Process used (Process in brief):
The Bayer process, discovered in 1887, is the primary process by which alumina is
extracted from bauxite. To produce pure aluminum, alumina is smelted using the
Hall–Héroult electrolytic process. This process is referred to as primary production.
The Bayer process: How alumina is produced from bauxite
The Bayer process is carried out in four steps. First, after the bauxite is crushed,
washed and dried, it is dissolved with caustic soda at high temperatures. Next, the
mixture is filtered to remove the impurities, called “red mud,” which is properly
discarded. The remaining alumina solution is transferred to tall tanks called
precipitators. In the precipitator tank, the hot solution starts to cool and aluminum
hydroxide seeds, very small particles, are added. The aluminum hydroxide seeds
stimulate the precipitation of solid aluminum hydroxide crystals. The aluminum
hydroxide settles at the bottom of the tank and is removed. Finally, the aluminum
hydroxide is washed of any remaining caustic soda and heated to remove excess
water. After this process, alumina (aluminum oxide) emerges as a fine white powder.
It looks much like sugar used in baking, but is hard enough to scratch a pane of glass.
9) Quality Maintenance:
Good Laboratory Practices (GLPs) are principles outlining how safety studies are
planned, performed, monitored, recorded, reported and archived to maintain quality
and integrity of study data that support regulated products.GLPs are followed by test
facilities carrying out studies to be submitted to regulatory authorities for the purposes
of assessing the health and environmental safety of chemicals and chemical products.
Delivering on our mission depends on developing products that are safe and valuable
to our customers when used as directed. Safety is our top priority and rigorous science
conducted according to scientific principles and guidelines, such as the GLPs, ensures
that the responsible use of products is tested appropriately for safety for people,
animals and the environment.
10) Specific Operations policies:

The success of the Bayer Group is based on many factors. Among the most important
– along with our technical expertise - is our employees’ sense of responsibility. Bayer
is committed to conducting its operations not only in compliance with law but also
according to ethical principles as our success is also very much the result of our
values, which we are constantly working to reinforce and communicate to our
employees, shareholders and clients.In order to facilitate operational convenience as
well as better monitoring, the same has now been amended and adopted by the Board
of Directors of the Company at its Meeting held on May 24, 2017. The Board of
Directors have further amended the Code with effect from 1st April, 2019 and later
revised it with effect from 1st April, 2021.
11) Services provided:

Service Centre Bangalore (part of Global Shared Service Centre Delivery Network)
With a growing team of close to 400 colleagues, the center provides support for
finance accounting, procurement, invoice processing & payments, cash applications,
global transformation & process management for Bayer offices across 50 countries in
North America, South America, Europe, Africa & A-PAC and in 25 global languages.
The site which has been operational since 2005 and is today part of a global network
of Service Centers known as Shared Services Centre Delivery Network, through
which select business processes are executed in an efficient, smart, transparent, and
consolidated manner, thereby generating value for Bayer worldwide. The site has a
gender diversity ratio of 1:1 and employs differently yet strongly-abled members
(speech, hearing and visually impaired), acid attack survivors as well as the
LGBTQIA+ community.
Rallis India Ltd
1) Raw Material Used:

 Chemicals-Other
 Active Ingredients (Fertilizer)
 Pesticides-Purchases
 Pesticides-Purchased
 Chemicals-Other
 Active Ingredient forPesticide
 Seeds (Purchase)
 Tannin-Purchased
 Fertilizers-Purchased
2) Turnover:
Rallis India Limited recorded a turnover of over 16 billion Indian rupees in financial
year 2019. The development, manufacturing and distribution of agri-inputs
contributed to 86 percent of the turnover in that year.
3) Plant Location:
i) Factory/Plant: C 44 Port RoadDahejBharuch - India
ii) Factory/Plant:Plot No D-26 Lote ParshuramMIDC Taluka Khed Ratnagiri -
India
iii) Factory/Plant:Z/110 Z/112 Dahej SEZ Part IIP O LakhigamVagra Bharuch -
India
FAX – N.A.
iv) Factory/Plant:Sy No 318 321/2 322 322/2KokkondaVillMulugu Mandal

Medak - India
v) Factory/Plant:GIDC EstatePlot No 2808 Ankleshwar Bharuch - India
vi) Factory/Plant:GIDC EstatePlot No 3000 Ankleshwar Bharuch - India
vii) Factory/Plant:Kh 1287 1288 & 1290 PH No 37SemeriyaVillAhiwara Taluk
Durg - India
viii) Factory/Plant:C 5/6 MIDC Industrial AreaPhase III Shivani Akola - India
ix) Factory/Plant:Sy No 25/1 Gundlapochampally VMedchal Mandal
MedchalMalkajgiri - India
Inventory increased by 3.9% from ` 673 crore as onMarch 31, 2019 to ` 699 crore as
on March 31, 2020. Inventory cycle improved from 124 days as on March 31, 2019 to
113 daysas on March 31, 2020. Higher inventory levels were on accountof the
Government-led lockdown towards the end of March2020 and the build-up of some
raw materials to meet nextseason’s demands.The inventory, except for goods-in-
transit and stocks lying with third parties, has been physically verified by the
management during the year. In our opinion, the frequency of such verification is
reasonable. In respect of stocks lying with third parties at the year-end, written
confirmations have been obtained. The discrepancies noticed on verification between
the physical stocks and the book records were not material and have been dealt with
in books of account.
5) Layouts used:
The layout and unit plotting at every location conform to safety standards of national
and international standards. Waste management approach focuses on controlling
waste volume at source and reduction through reuse, recycle including by product
recovery. The end of the pipe treatment facility is state of art & includes use of
innovative technologies at all stages viz, primary, secondary or tertiary treatment
which not only ensures conformance of treated water to stipulated standards but
allows us to recycle water in substantial quantities.
6) Products used (process in brief):

Some of our popular products are fungicides such as Contaf, Contaf Plus, Master and
Fujione, weedicides such as Fateh, Tata Metri, Tata Panida and insecticides such as
Tata Mida, Reeva, Asataf, Manik etc.
7) Machines / equipment used:

Incinerators & novel evaporation equipment’s have been provided including thermal
oxidation of limited quantities of non-treatable liquid wastes while hazardous solid
wastes are disposed at government approved sites in safest manner. Air emission
control equipment’s ensure adherence to the regulatory air emission standards.
8) Products produced :
GeoGreen (A trademark of Rallis India Limited), is an organic compost soil
conditioner. Custom blended with special organic nutrient additives and enriched with
life giving microbes, it can turn poor soils into productive economic farmlands. Geo
Green is the most advanced organic compost available in India. These materials have
the highest rated stability, which means the materials are fully cured, with the no
potential for odour generation, re-heating and leaching.
The soil conditioning fertilizer GeoGreen is biologically stabilized compost. The

product is most suitable for application at high rates to soils in India due to its low
exchangeable sodium percentage, low chloride concentration and low electrical
conductivity. To maximize soil health, the high soluble and slow-release phosphorus
(P) content of GeoGreen should be offset by an equivalent reduction in the inorganic
P fertilizer applied to plants as pre-plant and post-planting applications. The
immediate nitrogen (N) value of GeoGreen is also good, requiring only a small
amount of soluble and slow-release N fertilizer application for the first year. High
nitrogen application used by Indian farmers and landscapers stimulates luxuriant
shoot growth, at the expense of a healthy root system. We have also observed the
most severe root disease symptoms. The severity of fungal attack reduced the density
of roots in Indian topsoil, increasing the rate at which water infiltrated into the soil.
Reducing the rate of nitrogen fertilizer can substantially improve the resilience of the
crops to disease.
The RICH focus is on developing eco-friendly, sustainable and safe-to-handle
products without losing their efficacy. It offers customised Package of Practice
(‘PoPs’) for farmers and conducts awareness programmes on quality crop protection
products and their safe handling. These initiatives have delivered good results in
improved crop yield and enhanced farmer incomes.The Indian bio-stimulants market
is projected to be a US$ 180.9 million industry by 2023, up from US$ 71.2 million in
2017, implying a CAGR of 16.8%. Bio-stimulants increase crop yield, improve
efficiency of water usage and enhance crop quality

Quality Policy, Whistleblower Policy, Code of Corporate Disclosure Practices

 Domestic Crop Protection.
 International Business.
 Contract Manufacturing.
 Plant Growth Nutrients.
 Agri. Services.
PI Industries
1) Raw Material used:

Insecticides: THM, Flub, SOD, MMTPA, CHDP, TFNA, BNHT, AETF, MTN, PTF,
Q4039, YB449, DPX, BPCA, FNZQ, FMTQ, CCITM, CCMP
Herbicides: DMI, DMAI, IAT, FPES, AE – 743, TMBT, 747 Ether, 2C6SMT, Flurt,
MTAA, PYCL, MY-100, Lake Palace, KPP, MPBS, PCM, EATB, BPS, FRSF,
ESPS, AMSB, OTMA, CNZ, DTPBS, SSF, TRFRN, FNXL, MIPD, ORST, ZXMD,
AMB, Kitazin, CTPE, AZST
2) Turnover:
Pi Industries Limited's operating revenues range is Over INR 500 cr for the financial
year ending on 31 March, 2020. It's EBITDA has increased by 21.74 % over the
previous year. At the same time, it's book net worth has increased by 13.91 %.
3) Plant Location:
i) Factory/plant: Plot No.237,Bharuch - 394116Gujarat – India
ii) Factory/plant: Plot No. 3133 to 3139, 3330 to 3351, 3231 to 3245Bharuch -
394116Gujarat - India
iii) Factory/plant: Plot No. SPM 28,Bharuch – 392180Gujarat - India
Maintaining higher inventory levels / safety stocks to ensure continuity
5) Products Produced :
Insecticides, Fungicides, Herbicides
 State-of-the-art manufacturing facilities of international standards for technical
and formulation.
 Formulations include WDG, WG, SC, EC, DP, etc.
 Three formulation and two technical manufacturing facilities based in North
and West of India.
 Dedicated qualified engineering team to constantly evaluate our process in
order to bring innovative solutions to enhance efficiencies and consistency in
production and quality.
 Complete documentation for input traceability and batch logs.
 Integrated process development team to handle scale up, safety and waste
treatment aspects.
 Regular quality system checks and audits.
 Highest safety standards.
 Strong processes and system for customer evolution and service level
management.
 PI is constantly enhancing it’s infrastructure and operational services in order
to bring innovative approach to customer management and to attain the
highest standards in customer satisfaction.
6) Machines/Equipment used:
Equipment Description Capacity

SS-316 Reactors Jacketed / Limpeted / 2m3 to 32m3
Dimpled
SS-316 Autoclaves Limpeted 1.7m3 to 6m3
MSGL reactors Jacketed 2.5m3 to 32m3
SS:904L Reactor Limpeted 10m3
Hastealloy reactor Limpeted 6.3m3 to 25m3
Distillation systems Upto 50 theoretical plates With fractionations column
Agitated Nutsche Filters SS-316, HC lined 2.5m2 to 8.0m2
Centrifuges SS, SS-Teflon lined 48” to 60”
Rotary Vacuum dryers SS-316 3.0m3 to 7.5m3
Wiped Film Evaporator SS-316, 904L lined 1.5m2 to 5.0m2
Agitated Thin Film SS-316 2.5m2 to 7.5m2

Evaporator
Pan Dryer SS-316 8.0m2
ZMS SS-316 100-800 LPH
Various Solvent storage SS-316/MS 25 Kl to 100 Kl
facility
Bromine Storage facility MSGL tank 100 Mt storage capacity
Isobutylene Storage SS-316 tank 40 KL storage capacity
facility
Liquid Ammonia storage MS Tank 20 Kl Storage capacity
Various gaseous storage Chlorine, MMA, Freon etc 10-12 tonner each can be
Facility in Tonner stored
7) Process used (process in brief):

Description of Manufacturing Process
Raw Material Preparation: Various types of organic and inorganic chemicals are
used in the manufacturing process. In the raw material preparatory stage, the desired
raw materials are weighed and mixed together in proportion. The type of raw
materials depends on the product being manufactured. For e.g. in the manufacturing
of product Orysastrobin raw materials like MIPDKetal, Methoxy Amine
Hydrochloride, Sodium Methylate etc. is utilized in various proportions.
Reaction in Reactor System: The next step in manufacturing process involves
various types of chemical reactions that take place in reactors. The MOC of the
reactors are either SS-316 or MS Glass Lined reactor. The major chemical reactions
involved in production are: alkylation, carboxylation, acetylation, condensation,
cyclization, dehydration, halogenation, oxidation, sulphonation, nitration and
amination. Fractionation: Fractionation is a separation process in which a certain
quantity of a mixture (gas, solid, liquid, enzymes, suspension, or isotope) is divided
during a phase transition, into a number of smaller quantities (fractions) in which the
composition varies according to a gradient. Fractions are collected based on
differences in a specific property of the individual components.
Crystallization: Crystallization is the (natural or artificial) process by which a solid
forms, where the atoms or molecules are highly organized into a structure known as a
crystal. The crystallization process consists of two major events, nucleation and
crystal growth which are driven by thermodynamic properties as well as chemical
properties. In Crystallization, nucleation is the step where the solute molecules or
atoms dispersed in the solvent start to gather into clusters, on the microscopic scale
(elevating solute concentration in a small region), that become stable under the
operating conditions. These stable clusters constitute the nuclei. Therefore, the
clusters need to reach a critical size in order to become stable nuclei. Such critical size
is dictated by many different factors (temperature, supersaturation, etc.). It is at the
stage of nucleation that the atoms or molecules arrange in a defined and periodic
manner that defines the crystal structure — note that "crystal structure" is a special
term that refers to the relative arrangement of the atoms or molecules, not the
macroscopic properties of the crystal (size and shape), although those are a result of
the internal crystal structure.
The crystal growth is the subsequent size increase of the nuclei that succeed in
achieving the critical cluster size. Crystal growth is a dynamic process occurring in
equilibrium where solute molecules or atoms precipitate out of solution, and dissolve
back into solution. Supersaturation is one of the driving forces of crystallization, as
the solubility of a species is an equilibrium process quantified by Ksp. Depending
upon the conditions, either nucleation or growth may be predominant over the other,
dictating crystal size.
Filtration: Filtration is any of various mechanical, physical or biological operations
that separate solids from fluids (liquids or gases) by adding a medium through which
only the fluid can pass. The fluid that passes through is called the filtrate. For
filtration Agitated Nutsche Filter (ANF) is utilized. Agitated Nutsche filters are
fabricated in materials like Hastelloy & stainless steel. A typical unit consists of a
dished vessel with a perforated plate. The entire vessel is kept at the desired
temperature by using a limpet jacket, jacketed bottom dish and stirrer (blade and
shaft) through which heat transfer media flows. The vessel is made completely leak-
proof for vacuum or pressure service.
In Filtration the following five steps are followed:
1. Filling/Charging: The first step involves the transferring of the product to be
filtered, usually an aqueous or solvent based solid/liquid slurry, from the reactor to the
filter. The filter is sized appropriately to handle the solids volume that is being
charged
2. Filtering: The second step involves the use of pressure and/or vacuum to force
liquid through the solid bed and filter media. The process is stopped when solids are
visible, or can be continued until all the liquid is pushed out. There are various types
of filter media available in nutsche filters – cloth, single layer metal screen, or multi-
layer sintered metal. The media is determined based on the characteristics of the
slurry including particle size and shape, cake porosity, and, will determine filtration
rate).
3. Displacement: Washing Here, fresh wash liquid is sprayed on top of the solid cake
taking care not to disturb the surface of the cake. The liquid is forced through with
pressure or vacuum. Displacement washing serves several purposes – it removes the
liquid and its impurities while keeping the cake intact and itreplaces the previous
liquid with fresh liquid. There is also the opportunity prior to this step to try and close
cracks if the cake has any via smoothing.
4.Reslurry: Washing As an additional washing option, a re-slurry washing is
sometimes performed if additional extraction or dissolving of impurities is necessary.
This is executed by the addition of fresh wash liquid that is mixed with the solids. The
agitator is stopped and raised before filtering the wash liquid. The re-slurry process is
also used when a long contact time is needed between the wash fluid and the solids or
the displacement wash does not provide the required wash quality.
5.Smoothing: This next step is used after any filtration or wash, especially after the
final wash, when gas is blown through the cake. The agitator is used to close cracks
and compress the cake to reduce residual moisture level. This function helps to
achieve uniform flow of liquid or gas through the filter cake, while helping to
eliminate liquid and gas channelling that reduces the efficiency of displacement
washing and gas blow through.
Drying: Drying is carried out with the aid of Rotary Vaccum Dryer (RVD) or Pan
Dryer. Rotary Vacuum Dryers (RVD) also known as Vanuleuth Dryer is a cylindrical
jacketed vessel with a central agitator having specially designed blades. The drying in
a rotary vacuum dryer is a batch operation under vacuum. It is done to dry heat
sensitive materials at well below boiling points of water and solvents. Drying time
depends on material being dried, amount of solvent or water to be removed, desired
final moisture content, permissible jacket temperature etc. The volume of wet material
loaded into the dryer is usually restricted to 50% of gross volume. The blades of this
Rotary Vacuum Paddle Dryer (RVPD) are so designed that they sweep the entire
internal surface and at the same time turn the material so that all the particles come in
contact with the heated surface. The central agitator shaft is supported on the two end
bearings housed in bearing housing in such a way that the alignment remains always
intact. This central agitator is driven by means of a Motor & Gear box through the
bull Gear. Cooling is provided by cold water / brine refrigerant through the jacket.
The horizontal shell is jacketed to heat the shell with steam/hot water. Limpet coil is
provided instead of jacket if the heating media is thermic fluid. A Vacuum Pump of
adequate capacity is provided & fitted to the receiver of rotary vacuum dryers to
create the vacuum in the dryer shell through the Receiver, Condenser and Dust
Catcher. PI External Rotary Vacuum Dryer gives drying, mixing and breaking effects
simultaneously. Wet cake or slurry is fed through charging door, while the agitator is
rotating in clockwise direction, vacuum is applied in the dryer and heating media is
circulated in the jacket. Evaporation of moisture takes place under vacuum and
vapours passes through the dust catcher into the condenser, where it is condensed and
collected in the receiver. Dried material is discharged through discharge valve. The
lump breaker rods are provided to achieve good drying effect. Pan Drier: The
atmospheric pan drier has a jacketed round pan in which a stirrer revolves slowly,
driven from below. The slow-moving stirrer exposes fresh surfaces and thereby raises
the rate of evaporation and, hence, of drying. The pan drier is a batch machine and is
limited to small batches. Packing: The final stage of the manufacturing process is
packaging of the finished product. The packaging of the finished product is carried
out in a closed room. Packaging is done using 400 Kg Jumbo Bags or 50/100 Kg
cardboard drum. The packed product is appropriately labelled and stored in the
finished good godown for shipment to various parts of the country and abroad.
PI Committed to the quality of their products

Focus on Quality
 The best quality producer.
 Control of all processes which impacts the quality of the end products.
 Independent QA Team which prepares quality management plan for each
molecule.
 Dedicated quality assurance and control system.
 Continuous training to our people on latest quality management system.
 Online lab facilities in plant for in – process quality check & control.
 Lab staffed with dedicated and experienced Ph.D.’s and Chemists.
 Easy access to top labs in India for collaborative and specialized analysis.
 Continuous training to our people on latest quality management system while
updating their

 Anti bribery& Corruption Policy.
 Code of conduct for Directors and Sr. Management.
 Code of Conduct for Independent Directors.
 CSR Policy.
 Dividend Policy (Approved By Board of Directors)
 Familiarization Programs for Independent Directors.
 Memorandum & Articles of Association.
 Nomination and Remuneration Policy.
 Policy for Board Diversity
 Policy for determining materiality of events
 PI Code of Practices and Procedures for Fair Disclosure of Unpublished Price
Sensitive
 PI's Human Rights Commitment Policy
 PI Policy on Prevention of Sexual Harassment
 Policy for determining Material Subsidiary
 Risk management policy
 Related Party Transaction Policy
 Social Media Policy
 Tax Policy
 Terms and Condition Of Appointment Of Independent Director
 Whistle Blower Policy

R&D Services
R&D Services comprise of the under mentioned services: -
 Target Discovery
 Molecule Design
 Library Synthesis
 Lead Optimization
 Biological Evaluation
 Route Synthesis
CSM Services
PI’s portfolio of “custom synthesis and manufacturing solutions” covers the entire
gamut of service offerings mentioned below: -
 Process Research and Development

 Analytical Method Development
 Synthesis of Reference Standards
 Structure Elucidation and Synthesis of Impurities
 Physio-Chemical Studies and 5-Batch Analysis under GLP Conditions
 Scale-up Studies
 Safety Data Generation
 Waste Categorization and Treatability Studies
 Process/Plant Engineering
 Large-Scale Commercial Production
Distribution Services
PI helps bring the above mentioned agri input products to the Indian market to
provide better and cost-efficient solutions to Indian farmers, through strategic tie-ups
with large MNCs by partnering with their product development activities in India,
getting their product registered and marketing them on an exclusive basis
Evaluation & Trials

 CIB Intimation / RTT application / Sample import
 Bio - efficacy Studies
 Residue Studies
 Toxicity Studies
 Packaging Specifications Development
Registration India
 Geography Specific Bio-Efficacy Studies
 Evaluation & Trials Data Compilation
 Inclusion in the Schedule
 Dossier Preparation & Submission
Manufacturing
 Large Scale Formulations
Marketing & Distribution
 Geographical Potential / Fitment Evaluation
 Product Pre and Post Launch Activities & Campaign
 Product Stewardship
 Crop Diversification / Combination Development
CONCLUSION :
1) Bayer cropscience
After all the research we studied that Bayer is a global enterprise with core competences in the life
science fields of healthcare and nutrition.
Bayer is committed to the principles of sustainable development and the Bayer brand stands for trust
reliability and quality throughout the world.
In FY 2020-21, Bayer crop science limited introduced several initiatives to support small holder
farmers and uplift livelihoods for rural farming communities.Bayer introduced a new global initiative
better farms better lives during the COVID-19 pandemic In response to support Indian smallholder.
The current fiscal year 2020-21 has shown a tremendous growth in its performance in comparison
with the previous financial years.
2) Rallis India Ltd.
After all the research we studied that Rallis India Ltd. Is one of the leading agrochemicals company. It
is known for it’s deep understanding about indian agriculture. It has got it’s strength and expansion
through TATA group of Companies. Rallis is focussing on new product introduction to Increase
market share and drive revenue growth.
Rallis posses Trained and engaged salesforce supported by digital tools and also attained global
leadership in most Active Ingredients . Reported sustained growth, despite a challenging business
Environment.
The company faced loss due to covid 19 and is running on a slow pace. It has good marketing
strategies but still needs to improve in various field areas. And work effectively and efficiently for the
growth of the firm.
3) Pi Industries
After all the research work we studied that Pi Industriesis leading in the race of agro chemical
manufacturers.
Net worth of the Company almost doubled over last year due to Increased operating profits and QIP
fund raise . The company strongly focuses on customer needs and continuous innovation.
To mitigate the effects Of the outbreak of the pandemic Covid-19, PI has undertaken
numerousCommunity initiatives which include awareness On health and safety, provision of food,
oxygen Plants, isolation centres, sanitizers, sanitization. It has a leading position in the market for crop
protection and always stands well to the customers expectations.
They manitain healthy Relationships with 20+ global innovators, built on IP protection.

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AN ONLINE SUMMER TRAINING REPORT ON

“AGRICULTUTE AND ALLIED INDUSTRIES”

SUBMITTED IN PARTIAL FULFILLMENT OF THE

BACHELOR OF BUSINESS ADMINISTRATION

BBA (SEM V – HUMAN RESOURCE)

UNDER THE GUIDANCE OF

PROF. VIRAL VORA

GIDC RAJJU SHROFF ROFEL INSTITUTE OF MANAGEMENT

(BBA PROGRAMME), VAPI

We, SUJATA CHOUDHARY, MANAN PATEL & RIDDHI

We declare that this submitted work is done solely by us and to the

We also declare that all the information collected from various

The companies we conducted the research upon, are as follows:

1) BAYER CROP SCIENCE

1) History/ Evolution of the sector

2) Challenges faced by the sector in India

5) Major Players in the Sectors :

6) GDP contribution by the sector :

7) Some Facts and figures :

Becoming an International Company (1881–

World War I and Its Consequences (1914–1925)

Reconstruction and the "Economic Miracle" (1951–1974)

Oil Crisis and Consolidation (1974–1988)

2010–2020 Investing in the Future

Johann Friedrich Weskott

Bayer : Science for a better life

Name & Location:

Rallis Brothers Office

•Name and Location of other branches

•Name of Founder and promoters

Mr. SalilSinghal was the founder of PI Industries

 Stocks where Mutual Funds Increased Holdings in Past Month

 MFs decreased their shareholding last quarter

•OPPORTUNITIES FOR PI INDUSTRIES

 Rising Delivery Percentage Compared to Prev Day

•THREATS FOR PI INDUSTRIES

 Stocks with Expensive Valuations according to the Trendlyne Valuation Score

Profit/Loss Before Exceptional, ExtraOrdinary Items And Tax 789.4

Profit/Loss For The Period 493.1

BALANCE SHEET OF RALLIS INDIA

Particulars Bayer Rallis India Pi Industries

The above table shows that :

Ratios and their interpretation :

Ratio Bayer Cropscience Rallis India Ltd. PI Ind. Ltd.

Current Ratio 2.26 1.81 3.58

Ratio Bayer Cropscience Rallis India Ltd. PI Ind. Ltd.

Ratio Bayer Cropscience Rallis India Ltd. PI Ind. Ltd.

4) Gross Profit Ratio(%)

Ratio Bayer Cropscience Rallis India Ltd. PI Ind. Ltd.

Gross Profit ratio

5) Net Profit ratio (%)

Ratio Bayer Cropscience Rallis India Ltd. PI Ind. Ltd.

Net Profit Ratio

Ratio Bayer Cropscience Rallis India Ltd. PI Ind. Ltd.

Inventory Turnover ratio

7) Total assets - to – Debt ratio

Ratio Bayer Cropscience Rallis India Ltd. PI Ind. Ltd.

1 Total asset to Debt

Comparative Balance sheet: