ONLINE SUMMER PROJECT (501)

ON
THE STUDY OF OVERALL SCENARIO
OF ROADS SECTOR
PROJECT SUBMITTED FOR
BACHELOR DEGREE
IN
BBA
SUBMITTED BY
DHRUV PATEL
PAVAN BAROT
SUBMITTED TO
MS. SOPHIA MOSES
(PROJECT GUIDE AND ASSISTANCE PROFESSOR)
RK DESAI COLLEGE OF COMMERCE AND MANAGEMENT, VAPI

VEER NARMAD SOUTH GUJARAT UNIVERSITY

AY.2021-2022
MS. PRINCY THAKUR DR. SHEETAL GANDHI
(HEAD OF DEPARTMENT) (I.C PRINCIPAL)
 DECLARATION
AN ONLINE SUMMER REPORT ON “RENEWABLE ENERGYN” AND ITS
RELATED ACTIVITIES HAS BEEN SUBMITTED TO “VEER NARMAD SOUTH
GUJRAT UNIVERSITY, SURAT IN PARTIAL FULFILLMENT OF BBA DEGREE. I
HEREBY UNDER VERIFY THAT THIS PROJECT HAS BEEN COMPLATE BY
THE UNDER GUIDANCE OF M.S. SOPHIA MOSES (ASSISANT PROFESSOR BBA
PROGRAME R. K. DESAI COLLAGE VAPI)

THIS PROJECT REPORT IS NOT SUBMITTED ENTIRE IN PART OR A WHOLE

TO ANY OTHER INSTITUTE OF UNIVERSITY FOR ANY DEGREE.

PLACE: VAPI SIGNATURE

DATE:
 ACKNOWLEDGEMENT
I DHRUV PATEL & PAVAN BAROT, WOULD TO LIKE EXPRAESS MY DEEP
FEELING OF GRADANCE AND INSPRIRATION BEFORE AND THOUGHOUT
THE PROJECT.
SPECIAL THANKS TO RESPECTED LECTURES MS. SOPHIA MOSES.
MY PROJECT FACULTY, FOR SHOWING ME A PROOER WAY TO WOR, FOR
PROVIDING HELP AND GUIDANCE THROGHOUT THE PROJECT. THEY HAD
ALWAYS BEEN THE SOURCES OF ENCOURAGEMENT US IN ALL ASPECT OF
THE PROJECT WILL THEIR ABUNDANCE AMOUNT OF EXPERIENCE AND
FINNER IDEA.

THANKING YOU
DHRUV PATEL
PAVAN BAROT
 EXECUTIVE SUMMARY

THIS STUDY IS BASED ON THE OBJECTIVE OF UNDERSTANDING THE

FUNCTIONS OF VARIOUS DEPARTMENT OF “RENEWABLE ENERGY”.IT IS
COMPREHENSIVE STUDY THAT INCLUDES MORE THAN ONE
DEPARTMENT OF “RENEWABLE ENERGY”.IT INCLUDES COLLECTION
OF SECONDARY DATA.
 INDEX

SR.NO TOPIC

1. INTRODUCTION

2. CHAPTER-1 INDUSTRIAL SECTORIO

3. CHAPTER-2 COMPANY PROFILE

4. CHAPTER-3 FINANCE DEPARTMENT

5. CHAPTER-4 MARKETING DEPARTMENT

6. CHAPTER -5 HRM DEPARTMENT

7. CHAPTER-6 PRODUCTION DEPARTMENT

8. CHAPTER-7 CONCLUSION

9. BIBILOGRAPHY

10. ANNEXURE
Dear client, if it is going to be complicated, we always like to keep it simple. We believe this
straightforward, simple solution is the most beneficial one for all our technical advice to your
project and help you be a leader in your core business as we are. Please call me if you are
interested in learning more about who we are and how we work

- Dr Gregor
Rinke CEO

INTRODUCTION
Renewable energy is generally defined as energy that comes from resources which
are naturally replenished on a human timescale such as sunlight, wind, rain, tides, waves, and
geothermal heat.
About 16%of global final energy consumption comes from renewable resources, with
10%of all energy from traditional biomass, mainly used for heating, and 3.4% from
hydroelectricity.
New renewables (small hydro, modern biomass, wind, solar, geothermal and
biofuels) accounted for another 3% and are growing very rapidly.
The share of renewables in electricity generation is around 19%, with 16% of
electricity coming from hydroelectricity and 3% from new renewables.
CHAPTER-1 INDUSTRIAL/SECTORAL SCENARIO

RENEWABLE ENERGY HISTORY

It’s safe to say that we’re passionate about renewable energy. Not just solar, but all forms of
energy sources that pose no threat or danger to Mother Earth. If you hadn’t noticed, we’re
always talking about the future of renewable energy – where the technology is going, how
fast it will take to get there, and so on.
What we often don’t appreciate is the long, much-trodden path that led us to where we are
now. It’s a history of intrepid, bold inventors, scientific explorers, and the savviest of
businesspeople.
In this blog we’re starting at the very beginning. Here is the full history of renewable energy;
a story of the great strides taken in the name of environmental health.

OVERALL WORKING OF THE SECTOR

PAPER MILL
A paper mill is a factory devoted to making paper from vegetable fibres such as wood pulp,
old rags, and other ingredients. Prior to the invention and adoption of the Fourdrinier
machine and other types of paper machine that use an endless belt, all paper in a paper mill
was made by hand, one sheet at a time, by specialized laborers.

Paper mills can be fully integrated mills or non-integrated mills. Integrated

mills consist of a pulp mill and a paper mill on the same site. Such mills receive logs or wood
chips and produce paper.

The modern paper mill uses large amounts of energy, water, and wood pulp in an efficient
and complex series of processes, and control technology to produce a sheet of paper that can
be used in diverse ways. Modern paper machines can be 150 metres (500 ft) in length,
produce a sheet 10 metres (400 in) wide, and operate at speeds of more than 97 kilometres
per hour (60 mph). The two main suppliers of paper machines are Metso and Voith.
The modern paper mill uses large amounts of energy, water, and wood pulp in an efficient
and complex series of processes, and control technology to produce a sheet of paper that can
be used in diverse ways. Modern paper machines can be 150 metres (500 ft) in length,
produce a sheet 10 metres (400 in) wide, and operate at speeds of more than 97 kilometres
per hour (60 mph). The two main suppliers of paper machines are Metso and Voith.
The use of human and animal powered mills was known to Muslim and Chinese papermakers.
However, evidence for water-powered paper mills is elusive among both prior to the 11th
century. The general absence of the use of water-powered paper mills in Muslim papermaking
prior to the 11th century is suggested by the habit of Muslim authors at the time to call a
production center not a "mill", but a "paper manufactory".

SOLAR POWER
Solar power in India is a fast-developing industry as part of the renewable energy in India.
The country's solar installed capacity was 40.09 GW as of 31 March 2021.
The Indian government had an initial target of 20 GW capacity for 2022, which was achieved
four years ahead of schedule. In 2015 the target was raised to 100 GW of solar capacity
(including 40 GW from rooftop solar) by 2022, targeting an investment of US$100
billion. India has established nearly 42 solar parks to make land available to the promoters of
solar plants. The Ministry of New and Renewable Energy had stated that a further 36.03 GW
(as of January 31, 2021) of solar projects are under various stages of implementation and
23.87 GW are in the tendering process.
Rooftop solar power accounts for 2.1 GW, of which 70% is industrial or commercial. In
addition to its large-scale grid-connected solar photovoltaic (PV) initiative, India is
developing off-grid solar power for local energy needs. Solar products have increasingly
helped to meet rural needs; by the end of 2015 just under one million solar lanterns were sold
in the country, reducing the need for kerosene. That year, 118,700 solar home lighting
systems were installed and 46,655 solar street lighting installations were provided under a
national program; just over 1.4 million solar cookers were distributed in India.
The International Solar Alliance (ISA), proposed by India as a founder member, is
headquartered in India. India has also put forward the concept of "One Sun One World One
Grid" and "World Solar Bank" to harness abundant solar power on global scale.

TATA POWER
SWOT analysis of Tata Power analyses the brand/company with its strengths, weaknesses,
opportunities & threats. In Tata Power SWOT Analysis, the strengths and weaknesses are the
internal factors whereas opportunities and threats are the external factors.

SWOT Analysis is a proven management framework which enables a brand like Tata Power
to benchmark its business & performance as compared to the competitors and industry. Tata
Power is one of the leading brands in the energy & power sector. The table below lists the
SWOT (Strengths, Weaknesses, Opportunities, Threats), top Tata Power competitors and
includes Tata Power target market, segmentation, positioning & Unique Selling Proposition
(USP).

CHALLENGES FACED BY THAT SECTOR IN INDIA

PAPER MILL
With India becoming a member of WTO, it has become important for the industry to develop
a strategy to (million tonnes) become globally competitive. During the phase of
industrialization after independence, the immediate focus of the industry was essentially on
growth and expansion. In a regulated market under mixed economy, it has developed a
feeling of complacence. For a long time, it often compromised quality, perhaps due to
monopolistic conditions in a closed market scenario. Indeed, for the several decades, a major
part of the India industry never really came to attach significance to terms such as market
force, economy of scale quality and customer satisfaction.
But in the wake of the economic liberalization, triggered by the new economic policy of the
government in 1991, the Indian paper industry found itself confronted with international
competition. This also had an evolutionary effect on the traditional Indian management style,
triggering a serious redesign of strategies to ensure survival. Today, the concept of
globalization, eco cycle compatibility and other environmental issues are being integrated at
the planning level by the major domestic players. With India becoming a member of WTO
and India liberalizing its economy, it has become important for the paper industry also to
evolve a strategy to become a globally competitive one. The industry in the last few decades
faced with a number of challengers, particularly in the areas like.

SOLAR POWER
Development of off-grid systems that are ‘Grid ready’ for rural and remote areas, and making
by-laws for new buildings for grid connected as ‘Rooftop ready’ should be the suggested
goals for the future. If these initiative works are executed as envisaged, it is only a matter
before India becomes one of the world leaders in Solar Energy.
Cost and T&D Losses: Solar PV is some years away from true cost competitiveness and from
being able to compete on the same scale as other energy generation technologies. Adding to
the cost are T&D losses that at approximately 40 percent make generation through solar
energy sources highly unfeasible. However, the government is supporting R&D activities by
establishing research centres and funding such initiatives. The government has tied up with
world-renowned universities to bring down the installation cost of solar power sources and is
focusing on upgradation of substations and T&D lines to reduce T&D losses.
Land Scarcity: Per capita land availability is very low in India, and land is a scarce resource.
Dedication of land area near substations for exclusive installation of solar cells might have to
compete with other necessities that require land
Funding of initiatives like National Solar Mission is a constraint given India’s inadequate
financing capabilities. The Finance Ministry has explicitly raised concerns about funding an
ambitious scheme like NSM.
Manufacturers are mostly focused on export markets that buy Solar PV cells and modules at
higher prices thereby increasing their profits. Many new suppliers have tie-ups with foreign
players in Europe and United States thereby prioritizing export demand. This could result in
reduced supplies for the fast-growing local market.
The lack of closer industry-government cooperation for the technology to achieve scale.
The need for focused, collaborative and goals driven R&D to help India attain technology
leadership in PV.
The need for a better financing infrastructure, models and arrangements to spur the PV industry
and consumption of PV products
Training and development of human resources to drive industry growth and PV adoption.
The need for intra-industry cooperation in expanding the PV supply chain, in technical
information sharing through conferences and workshops, in collaborating with BOS (balance
of systems) manufacturers and in gathering and publishing accurate market data, trends and
projections.
The need to build consumer awareness about the technology, its economics and right usage.
Complexity of subsidy structure & involvement of too many agencies like MNRE, IREDA,
SNA, electricity board and electricity regulatory commission makes the development of solar
PV projects difficult.
Land allotment & PPA signing is a long procedure under the Generation Based Incentive
scheme.

TATA POWER
It is a business with terrific future and we will grow this business in India and outside. The
challenges are also daunting. The challenges are not for the private sector alone, but they also
have to do with the government and infrastructure. We hope these issues will be addressed,”
said Tata
He said land acquisition and coal block auctions, and water were challenges impeding the
growth of the sector. “The price of coal had doubled in the last year and will increase the cost
of power generation. Availability of energy at affordable rates will be an area of challenge,” he
said.
Tata also addressed queries on the Rs 1,800 crore impairment charge the company took on its
ultra-mega power project at Mundra in Gujarat, last quarter.
“We have discussed it with the state regulator and making it across that it is because of matters
beyond our control, escalation should be treated as force majeure,” he said. After Indonesia
changed regulations regarding coal exports, the company, which owns stake in assets there,
saw an unexpected increase in costs for the imported coal-based 4,000-megawatt (Mw) Mundra
project.
Anil Sardana, the company’s managing director said they had filed a petition with the Central
Electricity Regulatory Commission (CERC), asking it to allow the firm to pass on the increased
cost to buyers. “I hope for a landmark judgment from CERC. Otherwise, we as a country,
cannot have imported coal,” he said.
While these issues are yet to be decided, he said the company might commission the rest of the
three units of Mundra ahead of schedule. “We were supposed to commission them in 2013-
14,” Sardana said.
The company on Friday launched and completed an offering of 60-year debentures of Rs 1,500
crore. “They were oversubscribed by noon,” said Sardana.
Tata Power has already arranged for funding that would push its current capacity from 6,100
Mw to 10,500 Mw. It also has a line of sight for two more projects to increase its capacity by
around 3,000 Mw, but is waiting for clarity on coal blocks to go ahead with them.
In the future, however, Sardana feels import duty on power equipment might hamper
international finance from Exim Banks and other foreign banks which lend when
Indian companies buy equipment from abroad. “Domestic manufacturers also might increase
prices. Theoretically, there is a chance of 21 per cent increase in prices. These will reflect in
consumer prices,” said Sardana

SWOC ANALYSIS

PAPER MILL

1. The largest paper and pulp company in the world with over 60,000 employees
2. Bad press, it is blamed for deforestation in America
3. The increase in e-commerce industry has resulted in high demand for packaging solutions
4. Focus on digitalizing all mass media content which will ultimately lead to decrease in
consumption of paper and related items

SOLAR POWER
1. Floating solar power generating systems typically generate more electricity than ground-
mount and rooftop systems due to the cooling effect of the water.
2. The emergence of new markets and investments in India, China, Thailand, Malaysia and
other developing countries.
3. Long-term maintenance requirements and durability of floating solar PV is yet to be seen.
4. Large dependency on land-based PV generation.

TATA POWER
1. Can leverage on the “Tata” brand which signifies Trust
2. Capable of expansion since it has large reserves and low Debt-Equity Ratio
3. Access to newer technologies
4. Tata Power uses various ways of generating power i.e., thermal, hydro, wind, solar
energies etc.
5. Malaysia, Saudia Arabia, Kuwait, Singapore, Cyprus etc are some places where Tata
Power has made its presence felt.
6. Despite having a comparatively small employee workforce of 3000-odd employees, the
skills of each employee is of the highest level

MAJOR PLAYERS IN THE SECTOR

PAPER MILL
1. Tamilnadu Newsprint & Papers Ltd.

2. Ballarpur Industries Ltd. (Avantha)

3. Andhra Paper Ltd.

4. JK Paper Ltd.

5. Seshasayee Paper & Boards Ltd.

6. West Coast Paper Mills Ltd. (SKB)

7. Kushal Ltd.

8. Emami Paper Mills Ltd.

9. Kuantum Papers Ltd.

10. Satia Industries Ltd.

SOLAR POWER
1. Adani Power

2. Tata Solar
3. Jinko Solar
4. Trina Solar
5. ACME Solar
6. Vikram Solar
7. Waaree Energies
8. EMMVEE
9. Goldi Solar
10. Canadian solar

TATA POWER

1. Indonesia
2. Singapore: Logistics
3. Bhutan: Hydro presence
4. Adjaristsqali Georgia LLC
5. 120 MW Itezhi Tezhi Hydro Power Project, Zambia

GDP CONTRIBUTION BY THAT SECTOR

PAPER MILL
India began its program of economic reform in 1991. One by one, the industrial sectors were
freed from an administered license regimen. In July, 1991, the Government of India (GoI)
decided to delicense the paper industry. This acted as an incentive for the growth of the paper
industry. Figure shows the growth of paper industry in India since of its inception.
Above figure1 shows that the Indian paper industry recorded a unique growth in production
with 0.11 million tons in 1950-51 to 10.1 million tons in 2010-11. It is 2.6% of the total
world production of 394 million tons/annum of paper, paper board and newsprint. As
compared to international capacities, we lag far behind. Scandinavian countries, USA, the
Russian Federation, China, Indonesia and Japan are the major players in the field of pulp and
paper. These countries have some of the best available raw materials for paper production,
cutting edge technologies and control the global trade. Only few mills in India employ the
State of Art technologies. In India, there are 759 Pulp & Paper mills with an installed
capacity of 12.7 million tons producing around 10.11 million tons/annum of paper/paper
board and newsprint out of an annual consumption of around 11.15 million tons. The Indian
paper industry accounted for less than 3% of global paper demand. The per capita
consumption of paper amounts to around 10 kilograms (Kg), which is significantly lower
than world average of around 58 Kg and even the consumption levels of some of the other
developing nations.

SOLAR POWER
Our Honourable Prime Minister recently announced his vision to make India a $5 trillion
economy by 2024-25. As per the 10th EPI (Environmental Performance Index) published in
The Economic Times, India’s GDP was $2.4 trillion in 2018 which indicates that the country
needs to almost double up to achieve the goal. Currently due to the pandemic, the world has
seen a massive economic downfall and India is no exception. With job losses and businesses
coming to a halt, the country has seen the GDP spiral downwards.
Though most of the sectors have been massively hit, with the authorities lifting restrictions in
the unlock phase, it can rightly be said that India is marching towards financial recovery
across sectors.
Among these, the solar industry that faced the brunt of the pandemic has interestingly mined
opportunities during the lockdown and has emerged as one of the most potential sectors in
boosting the country’s economy. Known to create lakhs of direct and indirect jobs in the past,
it is estimated to generate more employment opportunities in India with the recently proposed
INR 40 lakh crores Green Stimulus (clean energy) package by TERI scheduled to spread over
the decade by 2030. With respect to the solar panels, India’s imports comprise around 80% of
the total requirement and most of these are from China. With policies in favour of domestic
solar manufacturers and weaned off dependency on China and international markets, the solar
industry’s contribution to the GDP can rise substantially while shielding the sector from the
onslaught of imports and having a positive cascading effect on the MSME sector.
Furthermore, creating domestic manufacturing capacity for solar power and energy storage
has an investment potential of Rs 2, 94,000 crores by 2030.
Also, it has become imperative to educate the citizens of India on the benefits of adoption of
clean energy especially in the rural areas wherein electricity has been a consistent concern.
One of the key challenges in our country has been penetrating into the remote places wherein
electricity supply is scarce or nil. Thus, solar can be the most sustainable solution to this
problem since it comes at a minimal cost. Also, installation of solar water pumps has been
one of the most viable options among farmers as it does not require the constant flow of
electricity. In addition to that, solar can also be used for other agricultural purposes like cold
storage which will eventually help in reducing food wastage in the country. If agriculture is
boosted it means more employment thus increased per capita income.
In India, at a time when businesses have been facing a massive financial crunch, saving up on
every possible aspect is practical, starting with electricity. The cheapest source of power is
the sun and solar energy. With solar power bringing down the cost substantially, industries
will be able to reassess priorities and save up on fixed costs that can catapult growth and
efficiency while creating a nurturing environment. Other sectors which can also benefit from
the adoption of solar power are healthcare, educational institutions and transport. We have
seen a massive increase of carbon footprint in our country and to reduce the same, adoption
of solar power on vehicles and introduction of more electric vehicles (EV) is the need of the
hour. In addition to creating awareness around the rising air pollution and the advantages of
switching to solar in residential and commercial buildings, solarizing private and commercial
transport will support the auxiliary functions in the vehicle thus saving up a massive amount
of fossil fuel usage in our day to day lives. Also, with the pandemic, the healthcare system
has amped up their facilities with multiple Covid camps, etc. With various machineries in
use, this would mean higher electricity consumption hence the most preferred alternative can
be the energy produced from the sun.
However, to encourage India to adopt renewable energy, the first step has to be the boosting
of the domestic manufacturing sector. The Government needs to implement adequate policies
to aid the solar manufacturers in the country to bridge the rising demand supply gap and
produce the best in-class modules at a reasonable pricing. Also, imposition of customs duty
on foreign products especially China is the need of the hour to uplift the sector in India. With
the requisites in place, the Indian solar manufacturing segment holds maximum potential to
pose as the most competitive green energy hub in the world and fulfil the growing appetite of
the global market.

TATA POWER
Over the next decade, the Indian economy will continue to grow at a rapid pace and a key
enabler of that will be India’s ability to fulfil its energy needs. Our future growth would be to
enhance customer experience of the energy consumer like never before by focusing on
innovation and technology, with emphasis on renewable power, power distribution and
service-led business. This will bring in greater value and help us align with emerging
consumer needs.
Mr. Praveer Sinha, CEO and MD
Tata Power relies on developing assets to create long-term value for its stakeholders. We are
committed to growing responsibly and delivering superior products and services to our
consumers. Our growth is driven by our strategic objectives, which take into account the
material issues that impact our business. We also factor in the inherent risks involved in asset
development and address relevant stakeholder concerns. Our asset and product development
significantly influence our performance across other capitals as well.
• Our asset portfolio
• Power generation facilities
• Power transmission facilities
• Distribution and substation facilities
• Solar cell and module manufacturing
• Our product portfolio
• Solar PV panels
• Microgrids
• Solar pumps
• Batteries
• Smart appliances
• EV Charging Infrastructure

• Solar RO systems Manufactured

SOME FACT/FIGURES REGARDING THAT SECTOR

 PAPER MILL

The Indian paper & paper products market to reach $ 13.4 billion by 2024
India's share in the demand for paper across the globe were analysed is growing, as the
domestic demand is increasing at a steady pace. Growing manufacturing sector,
requirement of better-quality packaging of FMCG products marketed through organized
retail and the demand for the upstream market of paper products, such as tissue paper,
filter paper, tea bags, light weight online coated paper and medical grade coated paper are
expected to drive the paper & paper products market in India in coming years. The per
capita paper consumption in India at a little over 13 kg, is way behind the global average
of 57 kg.

The paper and board industry in India is considering this transition phase as a great
opportunity coupled with the challenge of providing affordable alternatives. Paper mills are
conducting various trials to make paper and paperboard for the intended use, like carrying,
wrapping, protecting, packing and holding as a container.
Under the baseline scenario, by 2024-25, domestic consumption is projected to rise to 23.5-
million tap and production to 22.0-million tpa. About one million tpa of integrated pulp,
paper and paperboard capacity is required to be created in India on an annual basis over the
current capacity to meet the growing demand.
India is the fastest growing market for paper globally and it presents an exciting scenario;
paper consumption is poised for a big leap forward in sync with the economic growth.

SOLAR POWER
Our sun is powerful. Not only is its energy virtually inexhaustible, but it’s also the most
abundant source of energy on Earth. Fossil fuels just can’t compare. They don’t last as long,
it takes eons to replenish, and they have a negative effect on the environment. So, let’s lay out
the facts for why solar energy is truly one of the most environmentally friendly resources out
there.

1. 174,000 terawatts of energy consistently strike the earth as solar radiation at any moment,
even on the cloudiest of days.

2. One hour of sunlight is equivalent to one year’s worth of energy for the planet.
3. Solar energy produces no pollution when generating electricity.

4. Sunlight travels the 90 million miles to Earth in 10 minutes.

5. Solar power plants can last more than 40 years.

6. At around 1,000 acres, the world’s largest solar power plant is located in the Mojave Desert.

7. Solar energy is the cheapest source of energy in the world as of 2017.

8. Solar energy is cheaper than fossil fuels as of 2019.

9. China is the world leader in solar energy generation.

10. The United States is the third-largest solar energy market and generator in the world.

11. California generates the most solar energy in the United States.

12. More than 260,000 people worked in the solar energy industry in 2016.

13. Solar energy users save up to 35 tons of carbon dioxide and 75 million barrels of oil each
year.

TATA POWER

On a consolidated basis, Tata Power Company reported 1% rise in net profit to Rs 481 crore
in Q4 FY21 from Rs 475 crore, due to saving in finance cost offset by exceptional gain in
previous year.
Revenue in Q4 FY21 stood at Rs 10,255 crore, up by 49% from Rs 6,881 crore in the
corresponding quarter last year mainly due to Odisha DISCOMs acquisition and higher
execution of solar EPC Projects.
EBITDA declined by 17.1% to Rs 1,668 crore in Q4 FY21 from Rs 2,013 crore in Q4 FY20,
mainly due to higher losses in CGPL due to higher coal price and lower tax.
The company reported 10.8% jump in consolidated net profit to Rs 1,127.38 crore on 11.5%
rise in net sales to Rs 32,488.10 crore in the year ended 31 March 2021 over the year ended
31 March 2020.
Renewable generation capacity stands at 2,693 MW. During the year, the company added 65
MW.
The company continued its efforts to strengthen the balance sheet. Despite over Rs 3,300
crore capex during the year, net external debt reduced by Rs 7,600 crore with further
improvement expected from sale of non-core assets and other initiatives. Debt Equity level is
down to 1.4 and is expected to go down further.
Commenting on the company's performance, Dr Praveer Sinha, CEO & MD, Tata Power
said, "All our businesses and operations have performed exceptionally well. This can be
attributed to the overall excellent performance of the generation, transmission, distribution
and renewable businesses.
Our consumer base in Odisha has expanded to 9 million with the recent acquisition of the
retail power distribution for the entire state. With this, we have steadily grown to around 12
million consumers across the country, continuing to build our business in line with our
strategy to become a highly consumer focused power utility.
We are anticipating significant growth in the Solar sector and have planned various
developmental initiatives to grow our Solar business. Tata Power Solar Systems Limited, our
wholly owned subsidiary, recently inaugurated a state-of-the-art expansion of its
manufacturing facility in Bengaluru, thereby, taking up the total production capacity of cells
and modules to 1,100 MW.
While we continue to grow our B2C segment, we also aim to serve our B2B consumers with
enhanced value-added energy management services. The company has begun investing in
start-ups to speed up its innovation pipeline to help develop a fully integrated Energy as a
Service solution provider with niche Smart Energy Management offerings.
We will continue to concentrate on our key growth areas - renewables, distribution business
and new businesses of rooftop solar panels, solar pumps and EV charging and push the bar on
performance through all our entire gamut of generation, transmission and distribution
businesses."
Tata Power is India's largest integrated power company and, together with its subsidiaries &
jointly controlled entities, has an installed/ managed capacity of 12,808 MW.
The scrip fell 2.47% to end at Rs 106.55 on the BSE.

GLOBAL PERSPECTIVE
PAPER MILL
The pulp and paper industry are one of the largest industries in the world. It is dominated by
North American, Northern European and East Asian companies. Latin America and
Australasia also have significant pulp and paper industries. Over the next few years, it is
expected that both India and China will become key players in the industry. World
production of paper and paperboard is around 390 million tonnes and is expected to reach
490 million tonnes by 2020. The pulp and paper industry are a large and growing portion of
the world's economy. The pulp and paper industry are faced with mounting environmental,
political, and economic pressures to reduce the volume and toxicity of its industrial
wastewater
• The concept offers more flexibility in the siting of new mills, including consideration
of mill locations with limited fresh-water resources.
• Offers increased opportunities to maintain or expand production in environmentally
sensitive locations.
• Offers more favourable market and environmental evaluation of products, including the
provision of a more durable solution to future environmental standards.
• Drastically reduces or even eliminates liquid discharges and the associated water
quality problems.
• Separates and recycles valuable resources.
• Preserves energy that can be used to reduce the cost of production and amortize capital
costs.
• Saves on capital and operating costs for effluent treatment in addition to savings on
chemicals and heat.
• Reduces the use of fresh water.

SOLAR POWER
Germany, Spain and Japan are leading the world in integrating solar technologies into their
energy policies. Now, the United States is starting to make solar a priority as well. Here, Alex
Fong reviews solar policies around the globe and highlights successes and challenges.

TATA POWER
We, at Tata Power, have committed to align our business activities with the United Nations
Sustainable Development Goals (UNSDG). Additionally, our policies at Tata Power are also
based on the UNSDG. We undertook a detailed SDG mapping study in FY18, where we
prioritised the SDG focus areas, identified high impact initiatives and developed a roadmap to
drive change. This was carried out through a detailed stakeholder engagement, interlinkage
with our materiality assessment and sector-specific priorities with an understanding of the
Company’s strategic intent and national priorities. The key outcome of this exercise led to
strategic bifurcation of business activities and CSR initiatives along with the mapping of the
respective SDGs through a priority analysis. In developing our roadmap, we have adopted
three-year targets for each prioritised business in alignment with the relevant UNSDG.
Additionally, our initiatives under each thrust area have an impact across our prioritised
SDGs.

SUMMARY
This single module is included in the Pulp Manufacturing Technology introductory online
course developed by Alabama Southern Community College under a grant by the National
Science Foundation
Reliance on fossil fuels brings many problems, from damage to the Earth to pollution of the
atmosphere and waters. Solar energy offers power without the need to burn fossil fuels. In
its basic form, it needs no distribution grid because it comes down from the sky. It's under
intensive development as a source of electric power, but sometimes its applications can be
much smaller and simpler.
The Tata Power Company Limited engages in the generation, transmission, distribution, and
trading of electricity in India and internationally. It operates through Generation, Renewables,
Transmission and Distribution, and others segments. The Generation segment generates
power from hydroelectric and thermal sources, such as coal, gas, and oil. The Renewables
segment generates power from renewable energy sources, which include wind and solar. The
Transmission and Distribution segment transmits and distributes electricity; sells power to
retail customers through distribution network and related ancillary services.
CHAPTER-2 COMPANY PROFILES
AGARWAL PAPER MILL
NAME, LOCATION & OTHER COMPANY
➢ 502-A/501-B, Fortune Terraces, 5th Floor, Opp. City Mall, New Link Road, Andheri
(West),
Mumbai – 400053
➢ Unit - I: Plot No 169, Phase II, GIDC, Vapi,
Valsad District – 396195
➢ Unit - II: Plot No.1, Phase1, GIDC., Vapi,
Valsad District – 396195
➢ Unit-III: Plot 901, Phase No III, GIDC, Vapi,
Valsad District – 396195
➢ UNIT IV: Plot No 901/P, Phase III, GIDC, Vapi,
Valsad District – 396195
➢ Unit - V: S. Nos.69/1/P3, 69/1/P/3/P1,72/P3-P4, At Village Sarigam & Angam, Taluka-
Umbergaon,
Valsad

YEAR OF ESTABLISHMET
Established in 1993 and engaged in the business of manufacturing quality finished paper
products, N R Agarwal Industries Limited pioneered the use of 100% deinked wood free
recycled furnish for the same.

BRIEF HISTORY
N R Agarwal Industries promoted by N R Agarwal group is into manufacture of all Duplex
Boards and Newsprint. The company incorporated in 1993 as a public limited company is
one of the biggest manufacturers of industrial paper and packing boards in India. The range
of products includes writing & printing paper wrapping paper newsprint photographic paper
emery paper duplex and triplex boards soda pulp mechanical pulp and sulphite pulp. The
company operates two plants at Vapi Gujarat with an installed capacity to produce 25200
MTPA of Duplex Boards and 30000 MTPA of Newsprint on three shift bases. The company's
Duplex Boards which are marketed under N R brand is used by reputed FMCG companies as
packaging material. The company has more than 100 companies on its client list including
blue-chip names such as Brooke Bond Glaxo ITC Colgate-Palmolive Johnson & Johnson
Emami and Balsara. The company came out with a public issue in Jul 1994 to part finance its
project of setting up a 15000 tpa plant in Gujarat to manufacture Duplex Boards and Kraft
paper. Later during the year 1998-99 the company has commissioned Newsprint
manufacturing plant and production commenced from July 1998. Further next year the
company has installed additional equipment in the newsprint project which has resulted in
enhanced production and improved quality of newsprint.

NAME OF FOUNDERS AND PROMOTERS

Late Shri N R Agarwal was a visionary first-generation entrepreneur and founder of N R
Agarwal Industries Ltd., (NRAIL). He was a qualified Chemical Engineer having over 40
years’ experience in the paper industry. He began his career by working with reputed Paper
Mills such as West Coast Paper Mills Ltd and Rohit Paper Mills Ltd, and was General Manager
in the latter prior to setting up his own unit at Vapi.
NRAIL has interests in various types of papers such as Duplex Boards, Newsprint, Writing
Printing and Kraft. He was the chief architect of the group's vision and value-driven business
strategy; and under his dynamic leadership the group has become a globally recognized player
in the paper industry.
What started off with a tiny manufacturing unit in 1993 is today with flourishing business
ventures with turnover in excess of INR 700 Crores and is set for a major strategic growth to
position itself as the leading business conglomerate of India. The Company today has four
plants in Vapi, Gujarat, India, it has a new greenfield plant in Sarigam, Gujarat, India and the
products of the company are sold across the globe. To his customers he has three promises -
the 3 Q's - Quality, Quantity & Quickness and leading by example he has imbibed this in the
culture of the organization.
Globalization, excellence, modernization, quality and quantum growth are his guiding
principles. Today NRAIL, has evolved into India's largest packaging solution company serving
fortune 100 companies not only in India but globally. He was very passionate about the people
pillar of business and holds a firm belief that it is this pillar which has been pivotal to the
success of NRAIL till now and will take it to the next level. He was highly regarded for his
constant emphasis on bettering the lives of people - be it employees, customers, business
partners, shareholders or any other stakeholders - and responsiveness to change and continuous
learning.
Due to his belief in humanity and faith in the Almighty, he achieved remarkable success in his
life. He showed to us what Walter E. Cole said "If we are to achieve, we must look for the
opportunity in every difficulty instead of the difficulty in every opportunity".

VISION STATEMENTS
To be recognized as a global manufacturer of innovative Paper Products to our valued
customers
By living our core values
Providing a fair return to our stakeholders

MISSION STATEMENT AND VALUES STATEMENT

“N R Agarwal Industries Limited is committed to achieve highest stakeholder satisfaction by
way of technological innovation, cost effectiveness and excellent work culture

ORGANIZATIONAL STRUCTURE/ HIERARCHY

 Mr. R N Agarwal
Chairman & Managing Director

Mr. Raunak Agarwal

Whole Time Director

Mrs. Reena Agarwal

Whole Time Director
 Mr. Rohan Agarwal
Whole Time Director

Mr. Ashok Kumar Bansal

Whole Time Director

Mr. P. Kumar
Independent Director

Mr. C R Radhakrishnan
Independent Director

Mr. Rajiv Kumar Bakshi

Independent Director

Mrs. Sunita Nair

Independent Director

Mr. S N Chaturvedi
Independent Director

CONTROLLING SYSTEM
SWOT ANALYSIS OF THE COMPANIES
Company with No Debt Increasing Revenue every quarter for the past 3 quarters Book Value
per share Improving for last 2 years Strong Momentum: Price above short-, medium- and
long-term moving averages
Companies with growing costs YoY for long term projects 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 Poor cash generated from core business - Declining Cash Flow
from Operations for last 2 years Degrowth in Revenue and Profit Decline in Net Profit with
falling Profit Margin (QoQ) Annual net profit declining for last 2 years Companies with High
Promoter Pledge Major fall in TTM Net Profit
Highest Recovery from 52 Week Low RSI indicating price strength

ANY OTHER SPECIFIC DETAIL

No data for this stock.

ADANI SOLAR
NAME, LOCATION & OTHER COMPANY
➢ Dahanu Road, Palghar District, Near Dahanu Railway Station, Dahanu, Maharashtra
401608
➢ Jun wane, Maharashtra 424308
➢ Gokul Nagar, Mundra, Gujarat 370421
➢ Revenue Survey no.180/P, Siracha Taluka, Mundra, Bidadi, Tunda, Gujarat 370435
➢ Kutch, Bita, Gujarat 370650
➢ Shanti gram Rd, Shanti gram, Gujarat 382421
➢ Vanda, Gujarat 365541
➢ Unnamed Road, Khirsara, Gujarat 370020
➢ 215, Escon Plaza, Chhaprabhatha Rd, above SBI Bank, Amroli, Surat, Gujarat 394107
➢ Taluka Mundra, Vanda, Gujarat 370435
➢ Swanand Ganesh Building, B Patil Rd, Khari Gaon, Venkateshwara Nagar, Bhayandar
East, Mira Bhayandar, Maharashtra 401105

YEAR OF ESTABLISHMET
22 August 1996

BRIEF HISTORY
Adani Power was started as a power trading company in 1996. 2013 – In 2013, the company
commissioned a 40 MW solar power project in Kutch, Gujarat. This is the largest solar power
project in the country and marked the group's entry into the renewable energy sector.

NAME OF FOUNDERS AND PROMOTERS

Adani Green Energy Limited (AGEL) is an Indian renewable energy company headquartered
in Ahmedabad, Gujarat. It is owned by Indian conglomerate Adani Group.

VISION STATEMENTS
To be a world class leader in businesses that enrich lives and contribute to nations in building
infrastructure through sustainable value creation.
MISSION STATEMENT AND VALUES STATEMENT
To be a world class leader in businesses that enrich lives and contribute to nations in building
infrastructure through sustainable value creation.

ORGANIZATIONAL STRUCTURE/ HIERARCHY

Gautam Adani

Chairman, Adani Group

Rajesh Adani

Managing Director

Dr. Priti Adani

Chairperson, Adani Foundation

 Malay Mahadevia

Whole Time Director - APSEZ, and CEO – AAHL

Pranav Adani

Managing Director (Agro, Oil & Gas)

Karan Adani

CEO. Adani Ports & SEZ Ltd.

Anil Sardana

MD & CEO, Adani Transmission Ltd I MD - Thermal Power

 Vneet S. Jaain

MD & CEO, Adani Green Energy Ltd

Vinay Prakash
Director, Adani Enterprises and CEO, Natural Resources

Jeyakumar Janakaraj

CEO – Adani Global Singapore and AdaniConneX

Sudipta Bhattacharya
CEO, Adani Group North America, and CTO, Adani Group
 Vikram Tandon

Group Chief Human Resources Officer

Gaurav Gupta

CEO, Adani Capital

Angshu Mallick

CEO, Adani Wilmar Ltd

Suresh Manglani

CEO, Adani Gas Ltd.

 Lucas Dow

Chief Executive Officer & Country Head Adani Australia

Jayant Parimal

Advisor to Chairman

Pranav Vora

CEO, Shipping

Ramesh Nair

CEO, Solar Manufacturing

 Sagar Adani

Executive Director, AGEL

Jeet Adani

Vice President, Group Finance

Samir Vora

Executive Director, Adani Australia

Ashish Rajvanshi

President and Head, Chairman's Office

 P M Devaiah

Group General Counsel, Adani Group

CONTROLLING SYSTEM

SWOT ANALYSIS OF THE COMPANIES

The diversified nature of the Adani Group helps in the growth of Adani Power
Present only in very few states namely Gujarat, Maharashtra and Haryana
Can diversify into Hydro-electric power generation
Changes in International prices of coal.

ANY OTHER SPECIFIC DETAIL

No data for this stock
Tata solar
NAME, LOCATION & OTHER COMPANY
➢ BL.NO- 1 PL.NO- 39,40,41, MERULAXMI SOCIETY CHANAKYA MARG,
Causeway Rd, Rander, Surat, Gujarat 395005
➢ Buhari main bazar in front of Ramji mandir Buhari, Surat, Gujarat 394630 Mangal deep
Complex, 07, Diwanpara Rd, opp. Barton Library, Bhavnagar, Gujarat 364001

YEAR OF ESTABLISHMET
1911

BRIEF HISTORY
The firm started as the Tata Hydroelectric Power Supply Company in 1910, which
amalgamated with the Andhra Valley Power Supply Company in 1916. It commissioned
India's Second hydro-electric project in 1915 in Khopoli for 72 MW. Then second and third
power plants were installed in Bhivpuri (75 MW) in 1919 and Bhira (300 MW) in 1922.

NAME OF FOUNDERS AND PROMOTERS

Sir Dorabji Tata (27 August 1859 – 3 June 1932) was an Indian businessman, and a key
figure in the history and development of the Tata Group. He was knighted in 1910 for his
contributions to industry in British India.

VISION STATEMENTS
Empower a billion lives through sustainable, affordable and innovative energy solutions.

MISSION STATEMENT AND VALUES STATEMENT

Keeping the customer at the center of all we do
Operating assets and executing projects at benchmark level through technology & innovation
Sustainable growth with a focus on profitability and market leadership
Creating an empowered workforce driven by passion & purpose
'Leadership with Care' for all stakeholders

ORGANIZATIONAL STRUCTURE/ HIERARCHY

 Natarajan Chandrasekaran
Chairman of the board of Tata Sons

Ms. Anjali Bansal

the Founder of Avaana Capital

Ms. Vibha Padalkar

the Managing Director & Chief Executive Officer of HDFC Life Insurance Company Limited
(HDFC Life

Mr. Sanjay V. Bhandarkar

over three decades of corporate finance
 Mr. Kesava Menon Chandrasekhar
the Indian Administrative Service in 1970.

Mr. Hemant Bhargava

retired as the Managing Director

Mr. Saurabh Agrawal

the Group Chief Financial Officer.

Mr. Banmali Agrawal

the Executive Chairman
 Mr. Sinha
the Indian Institute of Management (IIM)

Dr. Praveer Sinha

the CEO & Managing Director

CONTROLLING SYSTEM
SWOT ANALYSIS OF THE COMPANIES
Company with high TTM EPS Growth New 52 Week High Good quarterly growth in the
recent results Growth in Net Profit with increasing Profit Margin (QoQ) Strong cash
generating ability from core business - Improving Cash Flow from operation for last 2 years
Strong Momentum: Price above short-, medium- and long-term moving averages
Companies with growing costs YoY for long term projects Red Flag: High Interest Payments
Compared to Earnings MFs decreased their shareholding last quarter Inefficient use of
shareholder funds - ROE declining in the last 2 years Decline in Quarterly Net Profit with
falling Profit Margin (YoY) Declining Net Cash Flow: Companies not able to generate net
cash Recent Results: Declining Operating Profit Margin and Net Profits (YoY)
Brokers upgraded recommendation or target price in the past three months Highest Recovery
from 52 Week Low RSI indicating price strength

ANY OTHER SPECIFIC DETAIL

No data for this stock

CHAPTER-3 FINANCE DEPARTMENT

Company comparison table- finance department

Sr. Particulars Agarwal paper Adani solar Tata solar

No. mill
1. Trading and Total income- Total income- Total income-7429.55(in
P&L account 1154.00(in 3006.00(in crore) crore)
crore) Total expenses- Total expenses-6551.27(in
Total 2705.00(in crore) crore)
expenses-
1076.38 (in
crore)

2. Balance Total share Total share Capital- Total share capital-319.56

sheet capital-17.02 1564.00 Reserve and surplus-
Reserve and Reserve and surplus- 16559.0
surplus-459.48 157.00 Shareholder’s fund-
Shareholder Shareholder’s fund- 16876.56
funds-476.49 1721.00 Non-current liability-
Non-current Non-current liability- 13942.77
liability- 2169.00 current liability-10547.62
154.96 current liability- Non-current assets-
Current 9658.00 37624.12
liability- Non-current assets- current assets-5244.83
301.56 8096.00
Non-current current assets-
assets-621.11 6201.00
Current assets-
311.90
3. Ratios and Current ratio- Current ratio-0.64:1 Net Profit-2.88
their 1.03:1 Quick ratio-0.39:1 Total Equity-1.11
interpretation Quick ratio- Inventory turnover Current Ratio-0.50:1
0.57:1 ratio-1.02 Quick Ratio-0.44:1

4 Financial The income The audited financial internal financial controls

statement statement statements of the and compliance systems
analysis indicates a Company as on established and maintained
company's March 31 2021are by the Company the work
financial prepared in performed by the internal
performance accordance with the statutory and secretarial
measured over relevant applicable auditors and external
a reporting IND AS and consultants including the
period. Regulation 33 of the audit of internal financial
Performance SEBI (Listing controls over financial
is assessed by Obligations and reporting by the Statutory
summarising Disclosure Auditors
how the Requirements)
business Regulations 2015
incurs its ("Listing
revenues, Regulations”) and
expenses and provisions of the
net profit or Companies Act 2013
loss incurred ("Act").
over the
period. It's
also called the
P&L
statement
5. Accounting cash basis and three stages of collection,
procedure accrual basis accounting: processing and
accounting collection, processing reporting.
and reporting.
6. CSR and the Environment The Adani Our CSR initiatives
expense sustainability, Foundation works in reaffirm our commitment to
blood four key areas – empowering communities
donation Education, Health, and building a greener
camp, Sustainable tomorrow. At Tata Power
Contribution Livelihood Solar, the CSR initiatives
for upliftment Development and revolve around Healthcare,
of Orphan Community Education, Infrastructure
children in the Infrastructure Development, and
Valsad Development Empowerment.
District,
Distribution of
kits to school
children and
financial
support to the
teachers
7. A listed N R Agarwal Adani Solar is the Tata Power Solar Systems
company. If Industries Solar PV Limited, formerly Tata BP
yes, then promoted by manufacturing and Solar, is an Indian company
where and N R Agarwal EPC arm of Adani that specialises in solar
since how group is into Group, a diversified energy services. The
long? manufacture organization in India company manufactures
of all Duplex with a combined solar modules, solar cells,
Boards and market cap of $100 and other solar products,
Newsprint. Bn comprising 6 and provides EPC services
The company publicly traded for solar power projects.
incorporated companies. It has
In February 2017,
in 1993 as a created world class
public limited transport and utility
company is infrastructure
one of the portfolios with a pan-
biggest India presence.
manufacturers
of industrial
paper and
packing
boards in
India. .
CHAPTER-4 MARKETING DEPARTMENT
Company comparison table- marketing department:
Particulars Agarwal paper mill Adani solar Tata solar
List of • Products- • Multi-crystalline • Solar rooftops
products & • Duplex board • Mono-PERC • Solar water pumps
services • Writing & printing • Bifacial • Solar microgrids
• Copier
• Solar powered ro
• Newsprint
systems
• Services-

PLC- • Market growth • Market growth • Market growth

associate the • Market maturity • Market maturity • Market maturity
product with • Market • Market • Market development
respect to the development development • Market decline
PLC stage • Market decline • Market decline
Marker manufacturing quality Geographic Geographic
segmentation finished paper products Segmentation Segmentation
its high-quality paper Demographic Demographic
products Segmentation. Segmentation.
international markets. Firmographic Firmographic
Segmentation. Segmentation.
Behavioural Behavioural
Segmentation. Segmentation.
Psychographic Psychographic
Segmentation. Segmentation.

Positioning Promotion Positioning based on Positioning based on

strategies Price product characteristics. product characteristics.
place Positioning based on Positioning based on
product price. price.
 Positioning based on Positioning based on
quality or luxury. quality or luxury.
Positioning based on Positioning based on
product use or product use or
application. application.
Positioning based on Positioning based on the
the competition. competition.

Promotion personal selling Advertising. personal selling direct

tools used advertising Advertising is defined marketing advertising
sales promotion as any form of paid public relations
direct marketing communication or sponsorship
publicity promotion for product, sales promotion digital
service and idea.
Sales Promotion.
Public Relations.
Direct Marketing.
Authorship/Referencing

Pricing premium skimming Competitive pricing. Premium pricing.

methods economy Price skimming. Economy pricing.
value Cost-plus pricing. Bundle pricing.
penetration
Penetration pricing.
Economy pricing.
Dynamic pricing.
Sales force Sales Force developing Salesforce It is the development of
management Management: strategies, a sales force that
Definition, Objectives, how to measure and includes coordination of
Process, Strategies, track Salesforce sales operations, as well
Activities, performance, attitudes as the training and
Roles and of the Salesforce etc application of sales
Other Details methods that result in
achieving sales goals and
objectives. For your
business to make
revenue, a sales force
management strategy is
critical.

CRM Increase leads Increase leads Increase leads

practices Close more deals faster Close more deals faster Close more deals faster
Drive customer loyalty Drive customer loyalty Drive customer loyalty
and satisfaction and satisfaction and satisfaction
CHAPTER-5 HUMAN RESOURCE DEPARTMENT (HRM)/
PERSONAL DEPARTMENT
Particular Agarwal paper mill
Recruitm 1.sourcing of resumes
ent & through consultants, online
selection applications and employee
process reference scheme.
2.this is followed by
sanctions by the
appropriate authority based
on merit and justification
Number 47,761
of
employee
s (if
available)
Training Trainee’s learning style
mytholog Training strategies
y/approac Training topics
h Sequence
Training tactics
Trainee’s background
Time allocated
Style preference of trainer
Level of competence of
trainer
Availability of facility&
Resources
Employee • All injuries and
safety occupational illnesses
mechanis are preventable
ms
Adani solar Tata solar
1. 1.Test- Having Recruitment process
technical & aptitude begins when HR
questions department received
2. Group Discussion request from other
3. Personal Interview department
4. 4. Review & Final Location and
Selection developing the
source.
786 1100
On the job training Off On the job training
the job training in house Coaching Special
training Out House Assignment Off-the
training job training Case
Training procedure in study Management
Amul games Role playing
Identification of needs Behaviour
of training Module modelling
preparation
Selection of Employee
for the training Training
Feedback
• Safety instructions to • Prevent Risks by
workforce. Early Reporting
• Ensuring electrical
safety measures.
• All operational • Display of SOP’s, • Make Wearing
exposures can be road safety signs and Safety Gear A
safeguarded safety poster. No-Brainer
• Safety evaluation of all • Fire protection • Make Sure the
business processes is systems. Equipment,
vital • Adequate emergency Tools, And
• Working safely is a preparedness at Unit Machines Are
condition of to handle any Used Properly
employment emergency. • Promote Safe
• Training all employees • Adequate training to Work
to work safely is employees Techniques and
essential • Proper maintenance Workplace
• Management audits are of Fire protection Ergonomics
a must systems. • Make Regular
• Employee involvement Inspections and
is essential Check-ups
• All deficiencies must • Promote a
be reported and workplace based
corrected promptly on equality &
respect.
• Provide a safe
and congenial
work
environment.
• Awareness &
sensitization
about sexual
harassment at
the workplace.
• Prevent sexual
harassment
Specific Company Policies The employees of the Costumer centricity
HR Dividend Distribution Group/ Adani Understand
policies Policy Foundation will offer customer value
Nomination and assistance, addition, service and
Remuneration Policy encouragement and dealing with
Archival Policy service to the customers customer
Policy on Materiality in fair, equitable and
Code of Conduct consistent manner. Adani
Related Party Transaction Group is committed to
Policy upholding of
Whistle Blower Policy fundamental human
Corporate Social rights in line with the
Responsibility Policy legitimate role of
Code of Conduct for Fair business.
Disclosure
Performa Establish Performance Promotion Appraisal Establish
nce Standards period for Performance
appraisal Mutually Set Measureable 1 year Managers Criteria and
process Goals 3 year Officers Communicate Them
Measurement of Actual 1 year Works to Employees
Performance 1.5 year Temporary Examine Work
Comparison of actual workers Performed
performance with standards Appraise
Discuss appraisal Performance
Employees Take Discuss Appraisal
corrective action. with Employee

Wages & • Basic Salary • Basic Salary • Basic Salary

salary • Allowances • Allowances • Allowances
administr • Gratuity • Gratuity • Gratuity
ation • Employee Provident • Employee Provident • Employee
Fund Fund Provident Fund
• Professional Tax • Professional Tax • Professional Tax
 • Perquisites. • Perquisites. ESIC • Perquisites.
• ESIC ESIC
Grievance Cluster Bargain Cluster Bargain Cluster Bargain
handling Trade Union Trade Union
Trade Union
procedure Management Union Management Union
Management Union
CHAPTER-6 PRODUCTION/ OPERATIONS
DEPARTMENT
If manufacturing firm is there
Particulars Agarwal paper mill Adani solar Tata solar
Raw materials used PULP MILL. Trees Gautam Adani-led It turns out that solar
provide the primary Adani Enterprises is technology is
raw material for the expecting to actually pretty
paper and board commission the first straightforward,
industry. Wood is phase of its solar consisting almost
made from cellulose power equipment entirely of abundant,
fibres that are bound facility being set up earth-friendly
together by a in Gujarat by year- materials like
material called end, a senior aluminium, silicon,
lignin. company official steel, and glass.
said. Solar also uses
relatively smaller
amounts of more
expensive materials
silver and copper.
Turnover 553.46 crore 2.5 billion 2262 crore
Plant location Vapi Bitta Gujarat Pune
Sarigam Delhi
Mumbai Gujarat
Products produced The range of Adani Solar is India's Our product
products first company with portfolio covers a
includes writing & vertically integrated range of residential,
printing paper businesses that offers agricultural and
wrapping paper services across the commercial &
newsprint spectrum of industrial (C&I)
photographic paper photovoltaics renewable energy
emery paper duplex manufacturing upto products.
and triplex boards project development.
 soda pulp The company offers
mechanical pulp and and produces high
sulphite pulp. efficiency Multi,
Mono PERC and
Bifacial modules
with superior
efficiency, higher
performance and
enhanced reliability.

Machines / Equipment most Types of Heavy Heavy equipment or

equipment used commonly refers Construction heavy machinery
to a set of tools or Equipment refers to heavy-duty
other objects • Excavators. vehicles, specially
commonly used to designed for
• Backhoe.
achieve a particular executing
objective. Different • Dragline construction tasks,
jobs require Excavator. most frequently ones
different kinds of involving earthwork
• Bulldozers.
equipment. operations or other
• Graders. large construction

• Wheel tasks.

Tractor
Scraper.

• Trenchers.

• Loaders.

Process used The definition of a Why are processes a series of actions,

(process in brief) process is the important? They are motions, or
actions happening important because operations leading to
while something is they describe how some result the
happening or being things are done and
 done. An example of then provides the manufacturing
process is the steps focus for making process.
taken by someone to them better and how a series of changes
clean a kitchen. An they are done that occur naturally
example of process determines how the growth process.
is a collection of successful the process. verb.
action items to be outcomes will be. If processed;
decided on by you focus on the processing.
government right processes, in
committees. the right way, you
can design your way
to success.

Quality maintenance Quality Maintenance Quality Assurance Tata Power, through

is the sixth pillar of can be seen as a. our solar arm, has
TPM and aims to management system more than 1 GW
assure zero defect that brings under our operation
conditions. It does maintenance & maintenance
this by activities undertaken management
understanding and by all parties. under program. With
controlling the control with the aim optimal plant
process interactions of preventing things performance being
between manpower, from going wrong our focus, we have
material, machines and costing time, an average plant up
and methods that effort and money to time of more than
could enable defects put them right. 99.6% and a proven
to occur. performance ratio of
85% over industry
norms.

Services provided The range of Adani Solar is India's Provide Services

products first and largest means to directly or
includes writing & vertically integrated indirectly, own,
printing paper solar company that manage, control, or
wrapping paper offers services across participate in the
newsprint the spectrum of ownership,
photographic paper photovoltaics management or
emery paper manufacturing. The control of, or be
duplex and triplex company offers and employed or
boards soda pulp produces high engaged by,
mechanical pulp and efficiency Multi, participate in, serve
sulphite pulp. Mono PERC and on the board of
Bifacial modules directors of, consult
with superior with, contribute to,
efficiency, higher hold a security
performance and interest in, render
enhanced reliability. services for, give
advice to, provide
CHAPTER-7 CONCLUSION FROM THE STUDY.
Ongoing concerns about climate change have made renewable energy sources an important
component of the world energy consumption portfolio. Renewable energy technologies could
reduce CO2 emissions by replacing fossil fuels in the power generation industry and the
transportation sector.
 BIBLIOGRAPHY
https://en.wikipedia.org/wiki/List_of_books_about_renewable_energy
https://en.wikipedia.org/wiki/Paper_mill
https://solarenergycanada.org/solar-energy-bibliography/
https://en.wikipedia.org/wiki/Tata_Power
https://www.nrail.com/profile.html
https://en.wikipedia.org/wiki/Adani_Power
https://www.business-standard.com/company/adani-power-17808/information/company-
history
https://en.wikipedia.org/wiki/Tata_Power
https://www.moneycontrol.com/
https://icap.sustainability.illinois.edu/
https://www.moneycontrol.com/author/
 ANNEXURES

EQUITIES AND LIABILITIES

SHAREHOLDER'S FUNDS

Equity Share Capital 17.02 17.02 17.02 17.02 17.02

TOTAL SHARE CAPITAL 17.02 17.02 17.02 17.02 17.02

Reserves and Surplus 459.48 401.76 295.33 202.37 116.15

TOTAL RESERVES AND SURPLUS 459.48 401.76 295.33 202.37 116.15

TOTAL SHAREHOLDERS FUNDS 476.49 418.78 312.35 219.39 133.17

NON-CURRENT LIABILITIES

Long Term Borrowings 46.07 131.21 160.35 153.77 187.11

Deferred Tax Liabilities [Net] 51.16 44.00 28.91 21.06 35.11

Other Long-Term Liabilities 53.83 67.60 71.44 102.00 109.87

Long Term Provisions 3.90 3.36 2.97 2.75 3.43

TOTAL NON-CURRENT LIABILITIES 154.96 246.17 263.67 279.58 335.52

CURRENT LIABILITIES

Short Term Borrowings 65.54 42.22 81.14 87.39 78.46

Trade Payables 134.54 84.94 65.04 44.89 55.61

Other Current Liabilities 100.92 72.03 82.22 71.21 55.32

Short Term Provisions 0.57 1.22 0.47 0.93 0.73

TOTAL CURRENT LIABILITIES 301.56 200.41 228.86 204.43 190.13

TOTAL CAPITAL AND LIABILITIES 933.02 865.36 804.89 703.39 658.82

ASSETS
NON-CURRENT ASSETS

Tangible Assets 615.36 572.21 526.16 463.38 436.17

Intangible Assets 0.00 0.28 0.34 0.57 0.25

Capital Work-In-Progress 0.00 20.09 20.63 20.98 25.13

Other Assets 0.00 0.00 0.00 0.00 0.00

FIXED ASSETS 615.36 592.58 547.13 484.93 461.54

Non-Current Investments 0.24 0.17 0.41 0.45 0.55

Deferred Tax Assets [Net] 0.00 0.00 0.00 0.00 0.00

Long Term Loans and Advances 0.00 0.03 0.04 0.04 0.01

Other Non-Current Assets 5.52 11.09 6.17 8.56 8.88

TOTAL NON-CURRENT ASSETS 621.11 603.86 553.76 493.99 470.99

CURRENT ASSETS

Current Investments 0.00 0.00 0.00 0.00 0.00

Inventories 138.94 102.57 104.32 69.35 62.97

Trade Receivables 123.06 120.52 117.47 110.74 94.45

Cash And Cash Equivalents 7.27 5.72 5.76 7.86 5.05

Short Term Loans and Advances 0.16 0.85 0.92 0.93 0.85

OtherCurrentAssets 42.48 31.84 22.66 20.53 24.51

TOTAL CURRENT ASSETS 311.90 261.50 251.13 209.40 187.83

TOTAL ASSETS 933.02 865.36 804.89 703.39 658.82

OTHER ADDITIONAL INFORMATION

CONTINGENT LIABILITIES,
COMMITMENTS
Contingent Liabilities 0.00 81.16 54.97 25.80 21.67

CIF VALUE OF IMPORTS

Raw Materials 0.00 0.00 0.00 0.00 0.00

Stores, Spares and Loose Tools 0.00 0.00 0.00 0.00 0.00

Trade/Other Goods 0.00 0.00 0.00 0.00 0.00

Capital Goods 0.00 0.00 0.00 0.00 0.00

EXPENDITURE IN FOREIGN
EXCHANGE

Expenditure In Foreign Currency 0.00 352.92 363.69 287.72 267.09

REMITTANCES IN FOREIGN
CURRENCIES FOR DIVIDENDS

Dividend Remittance in Foreign Currency -- -- -- -- --

EARNINGS IN FOREIGN EXCHANGE

FOB Value of Goods -- 240.87 192.85 139.24 84.04

Other Earnings -- -- -- -- --

BONUS DETAILS

Bonus Equity Share Capital -- -- -- -- --

NON-CURRENT INVESTMENTS

Non-Current Investments Quoted Market -- 0.17 0.41 0.45 0.55

Value

Non-Current Investments Unquoted Book -- 0.00 0.00 0.00 0.00

Value

CURRENT INVESTMENTS

Current Investments Quoted Market Value -- -- -- -- --

Current Investments Unquoted Book Value -- -- -- -- --

BALANCE SHEET OF MAR 21 MAR 20 MAR 19 MAR 18 MAR 17
ADANI POWER (in Rs. Cr.)

12 mths 12 mths 12 mths 12 mths 12 mths

EQUITIES AND
LIABILITIES

SHAREHOLDER'S FUNDS

Equity Share Capital 3,856.94 3,856.94 3,856.94 3,856.94 3,856.94

TOTAL SHARE CAPITAL 3,856.94 3,856.94 3,856.94 3,856.94 3,856.94

Reserves and Surplus 4,213.41 3,318.44 5,270.89 5,682.19 816.38

TOTAL RESERVES AND 4,213.41 3,318.44 5,270.89 5,682.19 816.38

SURPLUS

TOTAL SHAREHOLDERS 8,070.35 7,175.38 9,127.83 9,539.13 4,673.32

FUNDS

NON-CURRENT
LIABILITIES

Long Term Borrowings 930.56 3,112.85 8,374.66 2,244.05 17,227.41

Deferred Tax Liabilities [Net] 0.00 0.00 0.00 0.00 0.00

Other Long-Term Liabilities 226.58 205.83 51.00 51.00 3,315.32

Long Term Provisions 1.53 2.14 2.49 1.98 8.05

TOTAL NON-CURRENT 1,158.67 3,320.82 8,428.15 2,297.03 20,550.78

LIABILITIES

CURRENT LIABILITIES

Short Term Borrowings 5,293.17 2,589.02 2,364.70 7,287.96 8,046.78

Trade Payables 13.26 712.32 138.52 250.39 4,508.71

Other Current Liabilities 856.75 116.47 867.66 326.33 3,973.54

Short Term Provisions 1.23 1.28 1.18 1.37 4.35

TOTAL CURRENT 6,164.41 3,419.09 3,372.06 7,866.05 16,533.38

LIABILITIES

TOTAL CAPITAL AND 24,408.43 22,530.29 28,928.04 19,702.21 41,757.48

LIABILITIES

ASSETS

NON-CURRENT ASSETS

Tangible Assets 540.93 569.26 600.61 638.03 22,711.79

Intangible Assets 0.06 0.82 2.16 4.22 5.86

Capital Work-In-Progress 0.67 0.13 0.18 0.18 68.48

Other Assets 0.00 0.00 0.00 0.00 0.00

FIXED ASSETS 541.66 570.21 602.95 642.43 22,786.13

Non-Current Investments 19,358.65 18,216.25 17,156.90 7,768.08 7,662.08

Deferred Tax Assets [Net] 0.00 0.00 0.00 0.00 0.00

Long Term Loans And 3,583.20 3,230.92 9,767.87 7,137.34 5,970.92

Advances

Other Non-Current Assets 24.29 34.95 1,232.90 782.51 1,493.46

TOTAL NON-CURRENT 23,507.80 22,052.33 28,760.62 16,330.36 37,912.59

ASSETS

CURRENT ASSETS

Current Investments 0.00 0.00 0.00 0.00 78.31

Inventories 2.54 4.06 4.09 74.69 1,084.83

Trade Receivables 9.65 366.81 12.27 41.72 1,744.46

Cash And Cash Equivalents 86.61 101.02 128.80 211.03 337.63

Short Term Loans and 3.96 0.22 9.16 2,776.91 10.37
Advances

OtherCurrentAssets 797.87 5.85 13.10 267.50 589.29

TOTAL CURRENT ASSETS 900.63 477.96 167.42 3,371.85 3,844.89

TOTAL ASSETS 24,408.43 22,530.29 28,928.04 19,702.21 41,757.48

OTHER ADDITIONAL
INFORMATION

CONTINGENT LIABILITIES,
COMMITMENTS

Contingent Liabilities 49.33 52.54 52.54 52.54 223.62

CIF VALUE OF IMPORTS

Raw Materials 0.00 0.00 0.00 0.00 0.00

Stores, Spares and Loose 0.00 0.00 0.00 0.00 0.00

Tools

Trade/Other Goods 0.00 0.00 0.00 0.00 0.00

Capital Goods 0.00 0.00 0.00 0.00 0.00

EXPENDITURE IN
FOREIGN EXCHANGE

Expenditure In Foreign 0.30 428.48 2,232.97 0.00 0.00

Currency

REMITTANCES IN
FOREIGN CURRENCIES
FOR DIVIDENDS

Dividend Remittance in -- -- -- -- --
Foreign Currency

EARNINGS IN FOREIGN
EXCHANGE

FOB Value of Goods -- -- -- -- --

Other Earnings -- -- -- -- --

BONUS DETAILS

Bonus Equity Share Capital 787.31 787.31 787.31 787.31 787.31

NON-CURRENT
INVESTMENTS

Non-Current Investments -- -- -- -- --
Quoted Market Value

Non-Current Investments 19,358.65 18,216.25 17,156.90 7,768.08 7,662.08

Unquoted Book Value

CURRENT INVESTMENTS

Current Investments Quoted -- -- -- -- --

Market Value

Current Investments -- -- -- -- 78.31

Unquoted Book Value

BALANCE SHEET OF TATA MAR 21 MAR 20 MAR 19 MAR 18 MAR 17

POWER COMPANY (in Rs.
Cr.)

12 mths 12 mths 12 mths 12 mths 12 mths

EQUITIES AND LIABILITIES

SHAREHOLDER'S FUNDS

Equity Share Capital 319.56 270.50 270.50 270.50 270.50

TOTAL SHARE CAPITAL 319.56 270.50 270.50 270.50 270.50

Reserves and Surplus 16,559.00 13,491.47 13,919.10 12,718.03 16,321.47

TOTAL RESERVES AND 16,559.00 13,491.47 13,919.10 12,718.03 16,321.47

SURPLUS

TOTAL SHAREHOLDERS 16,878.56 13,761.97 14,189.60 12,988.53 16,591.97

FUNDS
NON-CURRENT
LIABILITIES

Long Term Borrowings 13,168.52 9,825.33 8,749.72 8,123.84 8,847.86

Deferred Tax Liabilities [Net] 135.36 307.25 583.49 235.99 1,468.88

Other Long-Term Liabilities 377.51 412.97 249.05 312.23 254.89

Long Term Provisions 261.38 222.46 195.55 182.10 170.75

TOTAL NON-CURRENT 13,942.77 10,768.01 9,777.81 8,854.16 10,742.38

LIABILITIES

CURRENT LIABILITIES

Short Term Borrowings 5,595.70 6,212.31 6,731.80 4,326.46 2,391.98

Trade Payables 1,137.00 1,001.87 1,102.14 1,105.68 1,346.23

Other Current Liabilities 3,789.55 4,310.30 4,818.49 7,711.80 8,206.99

Short Term Provisions 25.37 62.02 14.74 15.44 52.95

TOTAL CURRENT 10,547.62 11,586.50 12,667.17 13,159.38 11,998.15

LIABILITIES

TOTAL CAPITAL AND 42,868.95 37,616.48 38,134.58 36,502.07 40,832.50

LIABILITIES

ASSETS

NON-CURRENT ASSETS

Tangible Assets 8,200.75 7,974.07 7,545.96 7,873.55 8,358.30

Intangible Assets 55.39 62.22 83.89 93.18 189.87

Capital Work-In-Progress 285.45 402.87 368.10 418.78 666.19

Other Assets 0.00 0.00 0.00 0.00 0.96

FIXED ASSETS 8,541.59 8,439.16 7,997.95 8,385.51 9,470.00

Non-Current Investments 26,128.40 21,327.20 21,270.77 18,382.45 22,340.31

Deferred Tax Assets [Net] 0.00 0.00 0.00 0.00 0.00

Long Term Loans and 490.18 42.10 51.35 22.09 22.82

Advances

Other Non-Current Assets 2,463.95 1,920.44 1,788.67 2,043.03 2,776.46

TOTAL NON-CURRENT 37,624.12 31,728.90 31,108.74 28,833.08 34,609.59

ASSETS

CURRENT ASSETS

Current Investments 240.01 20.00 42.00 10.00 130.08

Inventories 632.94 635.01 579.51 474.22 671.09

Trade Receivables 910.87 1,108.68 1,256.44 972.05 1,234.82

Cash And Cash Equivalents 142.67 178.94 95.79 58.42 156.35

Short Term Loans and 1,523.89 550.09 119.20 402.25 0.00

Advances

OtherCurrentAssets 1,794.45 3,394.86 4,932.90 5,752.05 4,030.57

TOTAL CURRENT ASSETS 5,244.83 5,887.58 7,025.84 7,668.99 6,222.91

TOTAL ASSETS 42,868.95 37,616.48 38,134.58 36,502.07 40,832.50

OTHER ADDITIONAL
INFORMATION

CONTINGENT LIABILITIES,
COMMITMENTS

Contingent Liabilities 17,904.26 17,148.46 18,410.14 18,444.68 16,876.66

CIF VALUE OF IMPORTS

Raw Materials 0.00 0.00 0.00 0.00 0.00

Stores, Spares and Loose 706.00 1,070.00 1,222.00 1,087.00 971.00

Tools

Trade/Other Goods 706.00 1,070.00 1,222.00 1,087.00 971.00

Capital Goods 0.00 0.00 0.00 0.00 0.00

EXPENDITURE IN
FOREIGN EXCHANGE

Expenditure In Foreign 4.00 3.00 4.00 24.00 42.00

Currency

REMITTANCES IN
FOREIGN CURRENCIES
FOR DIVIDENDS

Dividend Remittance in -- -- -- -- --
Foreign Currency

EARNINGS IN FOREIGN
EXCHANGE

FOB Value of Goods 809.00 125.00 116.00 398.00 340.00

Other Earnings -- -- -- -- --

BONUS DETAILS

Bonus Equity Share Capital 1.13 1.13 1.13 1.13 1.13

NON-CURRENT
INVESTMENTS

Non-Current Investments 236.28 161.01 316.07 185.92 1,068.43

Quoted Market Value

Non-Current Investments 26,090.45 21,304.86 21,244.92 22,564.87 22,066.21

Unquoted Book Value

CURRENT INVESTMENTS

Current Investments Quoted -- -- -- -- --

Market Value
Current Investments 240.01 20.00 42.00 10.00 130.08
Unquoted Book Value