1.

1 INTRODUCTION

NEPTUNE was originally established in 1992. It is the world leader in manufacturing plant
and equipment for sanitary ware, Building material construction technology, porcelain
insulator and Refractory and technical Ceramic industry.It is a India’s leading and largest
manufacturer of world-class machinery for building material in India, promoting green
technology initiatives.

They bring a legacy of 29 years to their products and services Neptune industries is a well
established experienced fast growing engineering company with in-house design capability.
While following the best industries standards, They offer complete plant, equipment, special
purpose machine development incorporating globally acclaimed technology. Neptune
machines are found extensively across projects in india and about 27+ countries around the
world. since last five years Neptune has witness a growth of 80%.Now Neptune has become
50 million $ turnover company and has been recognised has one of the fastest growing
engineering enterprise in India.

Neptune was envisioned by late shri vasantray Panchal who is coming from 100 year old
experienced blacksmith family. This inheritance and artisan of the engineering skills has made
Neptune ready to grow into global business model.

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 1.2 GENERAL INFORMATION

NEPTUNE is the fastest growing engineering company and always plays an important role in
bringing global the latest technology with a cost effective proposition always working as a
forward looking and innovative project partner for their customers.

NEPTUNE offers complete plant, equipment, special purpose machine (SPM) Development
for various ceramic industry segments like sanitary ware, electro porcelain insulator, refractory,
Table wares, Technical ceramics, Tiles and heavy clay.

Neptune offers the turnkey projects, plants, Equipment's, special purpose machine
development for various ceramic industry segments like sanitary wares, electro porcelain
insulators, refractory, table wares, technical ceramics, tiles and heavy clay as well as building
material and construction industry segments like fly ash bricks, concrete blocks, pavers, tiles
and Aerated autoclaved blocks (AAC Blocks/panels),Lights weight aggregate(LWA/LDA),
Thin bed mortar/Binder.

NEPTUNE also offer Briquette/ pallets manufacturing plant from valuable waste like Iron and
alloy steel ores/ Fines/ Coal dust/ ETP sludge, BCG dust and all recycling waste.

NEPTUNE operates from well equipped manufacturing facilities spread in 5 Mfg. units with
150,000sq. ft. of built up area with a customer friendly marketing team, Experienced
Engineering & Design Team utilizing advance design Engineering software together with
modern methods of Quality standards.

NEPTUNE is provider of turn key based Engineering projects and Leader in domestic markets
at core business. Neptune has wide experience of executing the various kind of projects in
Industries like ceramics, minerals, Agro-waste. It is capable of using technological
advancement and innovations in engineering to satisfy the clients. Adequate Infrastructure
facilities and skills. Most Client-base is in growing infrastructure related industries like
Building Materials, Power Transmission & Construction.

NEPTUNE offers engineering project solutions along with Technical services to diverse fields
as:

Ceramics industry
Fly Ash Technology
Agro-waste Panel Board
Waste Recycling
Solar base Equipment solutions
Contract Manufacturing services

2
 1.3 MISSION AND VISION OF THE COMPANY

 Vision
To be the global leader and respectable engineering company providing turn-key projects
and equipment for ceramics and building material industries.

 Mission
Our Mission is to be globally the best value provider to our customers through leveraging
technology and competencies. We shall achieve it by creating a culture of self-striving with
focus on total employee involvement towards customer satisfaction. Our approach shall be
value based as a responsible member of our focus industries and the society, contributing
to its growth and development.

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 1.4 DESCRIPTIVE CHRONOLOGY OF COMPANY

 1992
Established as a partnership firm and delivered its first
project in the heavy clay Industry.

 1994
We executed the first project in the sanitary ware segment.

 1996
Entered into export market by providing particle board plant.

 1998
Started the fly Ash Technology Program Brick Plant to NTPC.

 2000
Expansion to 6000 Sq. m. Facility and entered the extruder Market.

 2002
Expanded to the insulator Market.

 2005
Entered in waste Recycling Machinery and participated in Asian Ceramic.

 2006
Executed first ETP Waste plant at Grasim along with making a first international presence
at CERAMITEC by an Indian company.

 2008
Entered the growing field of Brick and Solar.

 2009
Participated in CERAMITEC 2009 and received an order worth 1 million Euro for VZEF,
Russia (INSULATOR). Additionally received an order from HI- TECH CHEMICALS
Jamshedpur for the Blender complex.

4
  2010
Won orders for major plant machinery for WS insulator’s new greenfield project at VIZAG,
Supreme Clay, and IFGL Kandla- CCR Refractory Project.

 2011
Awarded order for 300 Tons/day flyash utilization project (1000000 bricks/ day) with the
partnership of FRIMA- Germany by(Jindal steel) JSPL Raigadh.

 2012
Received first order for WHRS project from SAIL BSP for using hot gas from sinter cooler
of SP-3 and 95 C hot water generation to use in MND to increase overall yield.

 2013
Received order from TRL KROSAKI REFRACTORIES LTD for special purpose muller
mixer, V blender etc. Additionally, received 60-70% equipment order of greenfield project
for sanitary ware production plant from TOTO INDIA INDUSTRIES LTD HALOL.

 2014
Became the major supplier partner of ROCA Bathroom products Pvt Ltd (DEWAS) plant
expansion which increased capacity of 2000 pieces/day, supplied equipment 68 battery
casting lines with 8 Nos of completely automatic environment control system and online
glazing system with carousal conveyor. Neptune executed a complete new sanitary ware
project with casting area, drying area, moulding area, Glazing area, sorting area equipment
for CONFFI Sanitary ware (VARMORA Group) Morbi.

 2015
WON new international and most precious account RAK CERAMICS PSC and supplied
Neptune’s various innovative equipment like complete POP plant with auto batching &
weighting system, mechanized casting batteries, ware grinding machine, inspection booth
with wet scrubber, (Rejected sanitary ware) pitcher crushing & grinding plant. Neptune
was awarded a complete turnkey project of sanitary ware plant and machinery excluding
kiln from global ceramics pvt ltd (GLOCERA), Rajasthan.

 2016
Executed ceramic water filter disk manufacturing plant design, engineering and supply of
various equipment for IMERYS performance and minerals Filtration Limited, Wankaner.
We executed a complete greenfield project to manufacturer 4000 piece per day of sanitary
wares, plant machinery, excluding kiln & dryers from sentini sanitarywares pvt Ltd.
Vijaywada.

 2017
Executed POP Plant project for kohler at Mexico, CCIMNC 900 supply for saint Gobain
Abrasive at Mexico, one piece battery casting project for ALDOSA and repeat order of 500
mm pug mill for ZAPEL at Poland.

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  2018
Executed pitcher crushing and grinding plant for Egyptian German Porcelain
Company, Glaze Booth for Fine Fire clay LLC in UAE, Blunger for Noritake Lanka
Porcelain Pvt Ltd in Sri Lanka, Vibrating mould car weighing and batching system for
calderys India Limited at katni Plant India, Ware Grinding Machine for CDK
Integrated Industries in Nigeria and complete sanitary ware plant for BATHCO
Ceramics LLP, Morbi, Gujarat.

 2019
Awarded –
1. Robotic Glazing System- 2 No. at HSIL Limited
2. CCIM-NC 1900 supply at- Dalmia OCL Limited, Rajgangpur.
3. Awarded complete contract for clay blending plant in progress of execution at-
SIBELCO INDIA MINERALS PVT LTD- GANDHIDHAM PLANT.
4. Awarded CNC ware Grinding machine in Europe & AFRICA well known Sanitary
ware.

 2020
 Recently Awarded complete contract for manufacturing, supply, installation,
commissioning of 5 Nos counter current intensive Mixers from INDIAN OIL
CORPORATION LIMITED, PANIPAT.
 Awarded special design planetary Mixer & Special design grain heating drum Project
from SARVESH REFRACTORIES PVT LTD- ROURKELA, (In Progress of
execution)
 Awarded complete Turnkey Project at NTPC SIPAT, for 200000 bricks/day capacity
plant.
 Awarded CCIM- NC 500 supply at- SAINT GOBAIN ABRASIVE- WORCESTER
PLANT.

 2021
 Awarded Complete project at NTPC VINDHYACHAL, FOR 50000 bricks/day capacity
plant.
 Awarded Complete Turnkey project at CANADA, for fully Automatic DRY MIX
Mortar plant.
 Awarded Complete Fly Ash Brick Plant Project with High Compacting Pressing
Technology with Capacity of 600 Ton at THE ANDHRA SUGARS LIMITED – West
Godavari, AP.

6
 1.5 Company Details

CIN U29120GJ1999PLC036141

Company Name NEPTUNE INDUSTRIES LIMITED

Company Status Active

RoC RoC-Ahmedabad

Registration Number 36141

Company Category Company limited by Shares

Company Sub Category Non-govt company

Class of Company Public

Date of Incorporation 14 June 1999

Age of Company 22 years, 6 month, 26 days

Activity Manufacture of general purpose machinery

Number of Members -

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 1.6 Company Factsheet
Basic Information

Nature of Business Exporter and Manufacturer

 Exporter
 Wholesaler
Additional Business  Trader

Company CEO Kunal Panchal

Registered Address Block A, No. 1, Plot No. 3202,
Shyam Hari Industrial Estate Near Benzo Product,
Phase 4, G. I. D. C., Vatva, Ahmedabad- 382445,
Gujarat, India
Industry Manufacturing
Total Number of Employees Upto 10 People
Year of Establishment 2011
Legal Status of Firm Individual - Proprietor
Promoter Mr. Kunal Panchal
Annual Turnover Rs. 2 - 5 Crore

Infrastructure

Location Type URBAN

Building Infrastructure Permanent

Size of Premises 10,000 Square feet

Space Around Side space

Company USP
Experienced R & D Department
Primary Competitive Advantage Good Financial Position & TQM

Large Product Line

Large Production Capacity

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Statutory Profile

Import Export Code (IEC) 08120*****

Tan No. AHMN0*****

 BANK OF INDIA
 ICICI BANK LTD
Banker
GST No. 24BREPP0951K1ZP

Packaging/Payment and Shipment Details

 D/A
 L/C
Payment Terms  Western Union

Payment Mode  Cash

 Cheque
 Bank Transfer
 RTGS

Shipment Mode  By Air

 By Road
 By Sea

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 BOARD OF DIRECTORS

o Mr. RAJENDRAKUMAR VASANTLAL PANCHAL

o Mr. HARESHKUMAR VASANTRAI PANCHAL
o Mr. NAVINKUMAR VASANTLAL PANCHAL
o Mr. MAMTABEN RAJENDRAKUMAR PANCHAL
o Mr. JAYESHBHAI ARVINDBHAI PANDIT
o Mr. RAJIVKUMAR RAVINDRALAL SHAH

 BANKERS

o HDFC BANK
o KOTAK MAHINDRA BANK
o STATE BANK OF INDIA

 STATUTORY AUDITOR
M/s. Ashvin k Yagnik & Co.
Charted Accountants
2nd Floor, Ambizone,
Nr. Apollo Enclave,
Highway, Mehsana- 384002

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 1.7 AWARDS

Calderys Katni Awarded complete Castable plant with auto

batching system

Neptune supply Castable plant mainly

comprises with auto batching system with
fix hoppers for fines with manual slide gate
and screw feeders (reversible design) for
both side discharge, pneumatic butter fly
valves at forward discharge of screw
feeders, small 2m3 flexi bins with manual
slide gates, spare flexi bins, vibratory tube
feeders with pneumatic butter fly valves for
coarse bins, screw feeders for fine bins –
(reversible design) for both side discharge
and with pneumatic butter fly valves at forward discharge, weighing belt conveyors with load
cells & load cells controllers (one under fine bins and one under coarse flexi bins), manual
weighing station for total 200 kg material addition, pneumatic cylinder operated flexi chute, 01
skip hoist, counter current intensive mixer of 2 tons batch capacity,4m3 discharge hopper
below mixer, pneumatic actuated Y type reverse discharge chute with pneumatic butter fly
valves at the discharge of both side chutes, set of required electrical automation complete with
PLC-HMI-SCADA based electrical power & control pane.

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 2.1 Size Of The Unit and Form Of Organisation

Size of firm can be divided by the investment of the firm. Generally, the firm is divided into
three parts that is as under.

Small scale Industries: According to this point a small-scale industry means “The
investment of the firms is between three to five crores then it’s known as small scale
industries”.

Medium scale Industries: “The investment of the firms is between five to ten crores then
it’s known as medium scale industries”.

Large scale industries:“The investment of the firms are more than ten crores than it’s
known as large scale industries”.

According to this, NEPTUNE INDUSTRIES LIMITED. is a medium scale industry which

have investment of more than 2-5 crores. They have two working units in Mehsana.

If we check the formation and nature of Neptune Industries, we can say that the people entre
together to form a union, which is operated for the purpose of better lifestyle and welfare of
people.

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 2.2 MANUFACTURING PROCESS AND PRODUCTS

2.2.1 Manufacturing Facilities

SWell Established Infrastructure
and Engineering Facility

NEPTUNE operates from well-equipped manufacturing

facilities spread in five manufacturing units with a 1,50,000
square meter built-up area. Our customer-friendly marketing
team, experienced engineering and design team utilizes
advanced design engineering software and modern quality
standard methods to provide world class machines for
sanitaryware and building construction industry.

Neptune Industries commenced its business operation in the year 2011 as the most promising
Manufacturer, Exporter, Trader, and Wholesaler firm of best in class Clean Room Furniture &
Equipment. With an aim to deliver quality approved designs to our global clients, we are
instrumental in managing our broadened product portfolio, which includes Stainless Steel
Dustbin, Stainless Steel Lab Furniture, and Stainless Steel Office Furniture. Quality
compliance is involved in every facet our production operations, which is why are able to
deliver a state of art product range featuring comprehensive characteristics of light weight,
sturdy construction, laboratory tested material, corrosion proof, ease of maintenance, double
level designs and remarkable longevity.

Virtually every facet of the pharmaceutical industry, hospitals, hotel and canteen equipment,
and material handling segments take benefit of our production efficiency. Furthermore, we
have developed a robust infrastructure that underpins our business philosophy of continual
improvement in the quality and features of our products. Our team of experts puts strenuous
efforts to research advanced technology to surpass the global needs of reliable quality clean
room equipment. Moreover, we are operating responsibly to create product designs that are
executed with excellence and quality assurance. This indeed helped us in garnering the diverse
needs of a firm client base, including Colgate-Palmolive, Piramal Pharmaceuticals, and
Accumax. We trade under the brand name of Mr. Bin.

Our CEO Mr. Kunal Panchal leads to the formation of a client centric organization. His
industrial expertise guides us to win the trust of our patrons with the values of operational
excellence and quality commitments.

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2.2.2 OUR PROCESS
From Planning to Execution,
We want to exceed your Expectation.

14
2.2.3 Products and Production Facilities.

Neptune Industries is one of the leading company in the manufacturing of various kinds of
blocks and bricks such as fly ash brick, grout mortar and adhesives, AAC blocks, Red clay
blocks, Green sand and Concrete Products.

It has a working experience of around 29 years and they are trying to win hearts of the people
from their genuine products.

Neptune Industries have its approximately 1000+ customers across the world and it delivery
goods and products to around 27+ countries worldwide.

There are four different industrial vertical which was manufactured by Neptune industries.
 Plant & machinery for building
 Sanitary ware
 Porcelain insulators
 Refractory and technical ceramic

2.2.4 PLANT & MACHINERY FOR BUILDING

 New Era of Building Material & Advanced Construction Technology

Neptune is a India's leading and largest manufacturer of world-class machinery for building
materials in India, promoting green technology initiatives

 India's largest fly ash utilization Plant for NTPC SIPAT-CG and NTPC
Dadri-UP- Neptune is proud to have implemented the most extensive fly ash utilization
programs to produce Fly ash bricks/Concrete paver and Block at NTPC SIPAT-CG and
NTPC Dadri-UP to make 1,00,000 bricks/day successfully and 2,00,000 bricks/day
respectively

15
2.2.5 PRODUCT RANGE
We got you covered with our complete product range
We have indigenously developed the technology at par excellence with the best available in
the world for fly ash brick plant, concrete block plant, paver plant, dry mix mortar plant,
CSEB, LDA/LWA, AAC etc.

Mega Series
Heavy Hydraulic Press
50,000 to 2,00,000 Brick/ day

Vibro Series
Up to 30000 Block/ day 5000 sqm paver / day

Hey Series
Hydraulic Press Machine
10000 to 50000 Brick/ day

Dry Mix Mortar Plant

3 to 50 Tons/ hour

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 2.2.6 Our Emerging Business Segment
CSEB
CSEB (Compressed Stabilized Earth Block) Up to 25000 Blocks/
day

LDA/LDW
(Light Dense/ Light Weight Aggregate)

AAC
(Autoclave Aerated Block) 300-1000 M3/ day

Heavy Clay
30-300 Tons/day

17
 2.3 OUR CLIENTS

Cementing strong relationships for the future

18
 2.4 SANITARY WARE

Automated Sanitary Ware

Plants and Equipment for increased efficiency

Neptune is a global expert supplier of design, manufacture and installation of automated plant
solutions for the production of ceramic sanitary ware

19
 2.4.1 MANUFACTURING PROCESS OF SANITARY WARE

Efficient equipment for

complete production line
We provide smart and intelligent machines to cover the complete production cycle from raw
material to fired sanitary ware products.

20
 2.5 Smart Slip Preparation

Fully Automatic
Slip Preparation System

We provide a custom-built complete slip house system with a fully automatic PLC/ SCADA
Controlled System.

 Equipment's
used for Smart
Slip Preparation

 Ball Mill
Ball Mills for slip / Glaze preparation, capacity - 50 to 20000
Kgs/batch with Auto Timer Controlled System

 Blunger
High Speed Blunger from 100 Kgs to 20 tons/batch capacity and
Medium Blunger from 2 tons – 24 tons/batch

21
  Agitator

A variety of Agitator and Slow Speed Stirrer for Slip and Glaze tanks with
available volume from 1m3 – 200 m3

 Slip Heating System

Slip heating system with 10 m3 - 100 m3 slip tank capacity as per your
requirment

 Reversible Box Feeder

Increase the productutivity and quality of slip preparation using our reversible
box feeders

 Vibro Screen | Magnetizer

Perfect Mesh seving and iron remove process through our vibro screen &
magnetize system

22
 2.6 Smart Glaze Preparation

Equipping the most important

task of Preparing Glaze
Smart Glaze Preparation

Correct preparation of raw materials is essential to achieving excellent, consistent results for
Glaze.

A Complete system with material

handling, batching and
Glaze Preparation

Smart Glaze Preparation with Blungers, Agitators and Ball Mill to

get the perfect Glaze ready.

23
 

 Equipment's used
for Smart Glaze
Preparation

 Jumbo Bag Unloading

Unload your Jumbo bags with ease in seconds with our Jumbo Bag
Unloading Machine.

 Glaze Ball Mill

Ball Mills for Glaze preparation, capacity - 50 to 20000 Kgs/batch
with Auto Timer Controlled System

 Glaze Stirrer
Get right preparation of raw materials to achieve excellent, consistent
results for your glaze.

 High Shear Mixer

Our High Shear Mixers excel in homogenizing powdered materials of
different densities.

24
 Laboratory Equipment's and Accessories

OUR PRODUCTS
Lab Equipment with Precision and Durability

Lab Furnace
Lab furnance that can go maximum upto 1800 degree celsius while using 220 volts

Rapid Pot Mill

Rapid Pot Mill with digital RPM indication and built-in timer for better accuracy.

25
 Sustainable Cull/Pitcher Crushing Plant

OUR PRODUCTS
Environment Friendly Crushing and Milling Plant to Reuse Material
Sustainable Cull/Pitcher Crushing Plant
Two-stage crushing with high wear-resistant replaceable components with capacity ranging
from 500-5000 Kg/ Hour
Rapid Pot Mill
Rapid Pot Mill with digital RPM indication and built-in timer for better accura

Safe Breaking by GC Tower with 5-10 % Utilization

Cull/ Pitcher breaking for Sanitary ware, Tile ware, Insulators,
Hand Former with final powder in 5 mm -300 mm mesh size.

26
 Automated Sorting Line With Quality Check

OUR PRODUCTS
Sorting Line Automation with QC Equipment

Vacuum Leakage Test

The Vacuum Leak Test is developed to provide quick and easy leakage tests without
any additional equipment

Load Test
Load Test Machine with HMI Technology to ensure the Sanitary ware Product made
is up to the standards or not.

Flush Test
The Flush Test Machine to follow protocol to determine the flushability of the Finished
Product

27
Wet Cleaning Station
Before Loading into packing box, it is require to clean piece by special designed vacuum
cleaning machine.

Cold Repair Station

After First Firing, it is require to repair very precisely of fired piece.

Box Packing Machine

After Wet Cleaning, without manual effort we can load any fired piece into corrugated box
for final packaging

28
 DRYER

OUR PRODUCTS
Advance Drying Solutions for with Waste Heat Utilization

1. Greenware Dryer
Chamber Dryer with fully automatic drying control system with
the capacity of 500-3000 / Day Green ware loading piece per
day.

Fully automatic Fast /Slow Dryer System

We provide Complete plan with green Wares
loading cars or trolleys and monorail conveyor
system for green products
handling along with Drying Chamber

2. Mould Dryer
Specially designed steel mould pallets, moulds storage racks, mould
handling system along with drying capacity of 122-500 moulds per
batch.

Highly Efficient Drying Cycles for Sanitary Ware Moulds

Comes with automatic control panel, humidification system
and air
recirculation system to create an efficient and safe Drying
System.

29
 Quality Improvement

OUR PRODUCTS
Mist Proof Enclosure with Safety for Universal Ware Grinding

CNC Grinding Machine With Dual Stations

World's first dual station machine comprises with highest working capacity 300-400 piece /day

CNC Grinding Machine With Single Station

More than 60 machines working world wide with capacity of 150-200 piece / day.

Compact CNC Ware Grinding machine For back Rim Wash Basin
More than 60 machines working world wide with capacity of 200 - 250 piece / day.

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 Casting Technology

OUR PRODUCTS
Facilitating Casting Process for Sanitaryware

1 High Pressure Casting system

We provide high pressure casting machine for the items with two-part mould like WB, tanks,
tank covers, pedestals and Indian pan.

Compact Pressure Casting System for multiple part Mould

Equipped with the innovative mould compacting system with deformation control to get the
best results every single time.

2 Mechanized Casting system

ACP - ALMOND CASTING PLANT FOR ONE PIECE TOILET

31
DCP- DIAMOND CASTING PLANT FOR EWC

SDCP- SUPER DIAMOND CASTING PLANT FOR ONE PIECE TOILET

SPCP- SUPER PEARL CASTING PLANT FOR ONE PIECE TOILET

32
PCP- PEARL CASTING PLANT FOR WALL HUNG

CCP- CRYSTAL CASTING PLANT FOR WALL HUNG

UCP - UNIVERSAL CASTING PLANT FOR 2 - 4 PART MOULD PART

TCL - TOP CORE LIFT CASTING MACHINE FOR TANKS

33
SPM - SPECIAL PURPOSE CASTING MACHINE FOR FFC KITCHEN SINKS

Advance Mould Shop

OUR PRODUCTS
Making a perfect mould gives you a perfect piece in the end

1 Mould Development
Our modelling and product development department is equipped with the most advanced
CAD/CAM technologies.

CAD/CAM Model and Resin moulds for Sanitary Ware Plants

From Product Sketches to 3D Model combined with our more than 25 years of industry
experience, we will help you create the right mould.

34
 Plaster Water Mixing Plant
Plaster Water Mixing Plant with auto-batching, weighing, vacuum mixing and slurry
preparation using single or dual plaster as required.

Moulding Shop Automation with Vacuum Mixer

Mould Making, Handling, Vacuum Mixing, Jet washing System with
capacity from 1-20 Ton/day controlled by PLC and SCADA System.

Firing

OUR PRODUCTS
Custom-made Firing and Re-firing Turnkey Plant (A JV with Keramischer Ofenbau
Germany)

Firing
State-of-the-art Sanitary Ware Kiln available in wide range of length and mouth sizes to fire
Sanitary Ware Products.

35
Tunnel Kilns and Shuttle Kiln as per your requirements
Includes Kiln Cars, Hydraulic Push Puller System, Waste Heat Utilization System, Bat / SIC
Plates.

Inspection

OUR PRODUCTS
Inspecting in detail gives you flawless finished product

Inspection Booths
Inspection booths equipped to carry out finishing operations in enclosed areas with special
systems for catching processing waste.

Inspection Booths with Wet Scrubber System

Segregated space to inspect and carry out finishing operations
for the glazed sanitary ware parts.

36
 Glazing

OUR PRODUCTS
Advance Automated Glazing for the Ideal Look

1 Robotic Glazing
Fully Automatic Robotic Glazing with Vision Camera
Robotic Glazing with GDS System to completely automate the process with 100% glaze
reclamation

2 Carousel Conveyor Glazing

Automated Glazing Carousel Conveyor system with 32-64 stations with 100% glaze
reclamation

3 Spray Booth
Segregated separate Spray Booth with rotating turntable with Dust Extraction System and
Glaze Collection System.

37
 4 Trap Glazing
Trap-Glazing that allows you to perform Siphon glaze, WC basin glaze and Spray glaze of the
under and front rim areas.

OUR CLIENT

38
 HT/ LT Insulators

Manufacturing Plant and Equipment

We proudly design, manufactures and install automated plants for the production of porcelain
insulator industries for our clients.

MANUFACTURING PROCESS
We providing turnkey plant & Equipment's for complete manufacturing of LT/HT
porcelain insulator
We create custom-made automated plant and equipment to cover your the complete production
cycle from raw material to testing Porcelain Insulators.Existing Management Body.

39
 De-airing Vacuum Pug Mill and Blank Handling System
OUR PRODUCTS
Complete Extrusion of Pug and Blank Handling System

Vacuum Extruder/ De-airing Pug Mill

Extruded pug handling system with loading, transport & unloading device, storage and aging
arrangement. It comes with the capacity of 500 Kg to 15 tons /Hr and vacuum efficiency of
95% Auger ø 50 mm to ø 750 mm, with world class technology

Blank Cutting & Handling System

Pug transport and cutting system with roller/ flat belt conveyor and pneumatic cutting machine
with capacity of 180 to 1200 mm dia.

40
 Filter Pressing and Cake Handling System

OUR PRODUCTS
Filter Press to Cake Handling
Filter Press and Cake Transfer System
Cake transport and conveying system with loading and ageing mobile trolley and flexi-type
polymer cover design cake transport system.

Plate Type Rotary Feeder

Scrapper arm & rotary feeder plate system with the capacity of 500 Kg/hr to 5 tons/hr along
with SS 304/316 replaceable type liners.

41
 Shaping & Finishing

Our Products
Shaping and Finishing to get the perfect product

1. CNC Turning and Boring Machine

Shaping machine with CNC control and hydraulic operator’s lift available from ø 250mm to ø
750mm with blank height from 500mm to 4000mm.

Extruded Blank Turning and Shaping Machine

Comes with hydraulic pug loading and unloading station along
with hydraulic manipulator and remote control drive.

2. Manual Turning Machine

Insulator Turning Machine
Manual shaping machine with capacity available from ø 250mm to ø 750mm and Blank Height
from 500mm to 4000mm.

42
Manually Operated Vertical Shaping Machine
Green insulator handling system with jib crane, telescopic
hydraulic clamps and hydraulic manipulator.sssssss

Dryer System

OUR PRODUCTS
Advance Drying Solutions for with Waste Heat Utilization
Chamber Drying System
Our modular type chamber has structural supports and insulated colour coated/ GI-cladded wall
heating arrangement by gas burner or using WHR heat.

Tunnel Dryer System

Tunnel Dryers are designed specifically to dry the insulator on continuous batch using high hot
air circulation system which is energy efficient and controlled with PLC.

43
 Post Kiln Insulator Cutting

OUR PRODUCTS
Cutting, Grinding and Lapping to give the final finishing to the Insulator

1. Hollow Insulator Cutting and Griding

CNC Hollow Insulator Cutting and Grinding Machine

Fully automatic machine to provide best quality and dimensional accuracy while following
sound proofing standards set by OHSAS.

Comes with fully Automatic CNC control system

Hollow core CI bushing, grinding machine, with accurate both ends parallel using vertical head
grinding attachments.

2. Solid Insulator Cutting Machine

Double-ended Solid Core Insulator Cutting Machine
Comes with in both manual and fully automatic controlled CNC type with •double end type
high speed diamond cutter.

44
with noise proof and water leak proof safety enclosure
Provides dimensional accuracy of ±0.5 – 1 mm, parallelism of
0.1, flatness of 0.04 and surface roughness of 1.2 to 2 Ra.

3. Insulator Lapping Machine

Insulator Lapping
Hollow core grinding cum lapping machine to maintain accurate clearance between bushing &
core surface by diamond i mpregnated grinding wheel.

Lapping machine to maintain perfect accurate clearance

Lapping machine available for height up to 5000 mm and
provides surface finishing up to 5 micron.

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 Finished Insulator Mechanical Testing Machine
OUR PRODUCTS
Bend Testing to get Perfect Finished Porcelain Insulator

Cantilever Bend Testing Machine

Barcode based fully automatic cantilever bend testing machine with load capacity of 1KN and
can test Insulators with diameter from 150 mm to 550mm.

Centralized computer based SCADA System for Data Collection

We have one single source of truth for all the test be it
Load v/s time or Time v/s Deflection or Load for each single piece.

46
OUR CLIENTS
Driving our Customers to
the road to future

47
 7 Plant and Equipments for Refactory & Technical Ceramics

OUR CLIENTS
Cementing strong relationships for the future

48
 2.10 PRODUCT RANGE

We got you covered with our complete product range

We provide equipments for manufacturing various refractory products from Raw material
preparation by crushing, screening, auto weighing and batching, mixing, pressing, casting,
molding, extrusion for shaping/forming the final product, washing, drying, autoclaving and
firing and bulk material handling with all required plant automation. We can supply our
equipments for Fireclay Refractories, High Alumina Refractories, Silica Refractories, Basic
Refractories, and Monolithics/LCC/ULCC.

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 2.11 Existing Management
Body

DESIGNATION CATEGORY EMPLOYEE NAME DEPARTMENT

SR.NO
1 DIRECTOR R.V. PANCHAL DIRECTORS

2 DIRECTOR N.V. PANCHAL DIRECTORS

3 DIRECTOR H.V. PANCHAL DIRECTORS

4 PURCHASE MANAGER JAYESH PANDIT
5 VICE PRESIDENT H.M MEHTA MARKETING
6 VICE PRESIDENT PRADEEP SINGH PRODUCTION

7 GENERAL MANAGER NILESH NAYI PRODUCTION

8 GENERAL MANAGER GANESH DATTA MARKETING
9 GENERAL MANAGER CHANDRESH PARMAR MARKETING

10 ASSISTANT GENERAL MANAGER HARDIK THAKER MARKETING

11 SENIOR MANAGER HARDIK PATEL MARKETING
12 SENIOR MANAGER ASHUTOSH PANDYA MARKETING
13 SENIOR MANAGER ROHIT BHAVSAR MARKETING

14 SALES EXECUTIVE EKTA GUPTA MARKETING

15 OFFICER JINAL CHAUDHARI MARKETING
16 GRAPHICS OFFICER RAVI VYAS MARKETING
17 MANAGER HITESH MAKWANA MARKETING
18 MANAGER ARVIND KUMAR MARKETING
19 ENGINEER AVINASH YADAV MARKETING
20 ENGINEER HEMANT RAI MARKETING

21 MANAGERS PIYUSH PRAJAPATI PRODUCTION

22 MANAGERS VIKASH PATHAK PRODUCTION
23 MANAGERS DHANAJI THAKOR PRODUCTION
24 MANAGERS VIPUL SUTHAR ELECTRICAL

25 MANAGERS PRAFUL THAKER LOGISTIC

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25 MANAGERS VIJAY PRAJAPATI ACCOUNTANT
26 MANAGERS TARUN VASHISHTHA MARKETING
27 MANAGERS KIRIT PATEL PURCHASE
28 MANAGERS NARENDRA PRAJAPATI DESIGN
29 ASSISTANT MANAGER AKASH LUHAR MARKETING
30 ASSISTANT MANAGER SURESH SUTHAR H.R
31 ASSISTANT MANAGER JIGAR PANCHAL PRODUCTION
32 ASSISTANT MANAGER YOGESH PARMAR I.T
33 ASSISTANT MANAGER PRIYANKA VASHISHTHA DESIGN
34 SENIOR ENGINEER AKASH MODI ELECTRICAL
35 ELECTRICON AJAY RAVAL ELECTRICAL
36 SENIOR ENGINEER JIGAR DAVE PRODUCTION

37 SENIOR ENGINEER MEHUL PRAJAPATI PRODUCTION

38 SENIOR ENGINEER NITIN PATEL PRODUCTION
39 SENIOR OFFICER BHAVSINH CHAUHAN PRODUCTION
40 SENIOR OFFICER JARVISH BAROT ACCOUNTANT

41 SENIOR OFFICER PRITESH PANCHAL ACCOUNTANT

42 ACCOUNT OFFICER SONAL PARMAR ACCOUNTANT
43 OFFICE ANAND RABARI ACCOUNTANT
44 ENGINEER DIVYA DAVE PRODUCTION
45 ENGINEER GAUTAM PRAJAPATI PRODUCTION
46 ENGINEER ABHAY SHUKLA PRODUCTION
47 ENGINEER VISHAL PRAJAPATI PRODUCTION
48 ENGINEER YASHWARDHAN SINGH PRODUCTION

51
 2.12 TIME KEEPING SYSTEM
A time keeping system provides a great deal of control in managing employee time. Employees
can punch into assigned tasks, or tasks they take on themselves. The system can allow
employees to change their time card, or limit changes to managers. Time cards can require
manager approval, or may be automatically approved. As per rule 10 of the Working Journalist
act 1955 and provision act 1948, times group follows the timing for the company and employees
and that’s approximately 48 hours a week, the extra time from the shift is compensated too.
The only purpose of timekeeping in Neptune Industries are:

 It helps to obtain vital business data and, therefore, allows for performance
analysis and improvement.
 Time records let managers and business owners figure out important trends.
 As for regular employees, they may track time to see where it goes and
then boost process efficiency.
 Accurate data for billing and accounting, transparency and traceability,
better workmanagement, and discipline,

The main advantage for keeping time system by Neptune Industries are: optimizing work force,
defeating procrastination and scope of responsibilities. That’s why building up an efficient
procedure is crucial: reducing time and effort spent on timekeeping means more accurate
results and more value of the collected data. This is where special tools help: they allow speed
up and automate timekeeping and avoid manual work that causes delays and errors.

Working hours of NETUNE INDUSTRIES LIMITED is from 09:00 am to 09:00 pm.

Generally company’s working process is also continued on weekends also.

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 2.13 Contribution of the unit to the industry
Neptune Industries Ltd is one of the top ceramic manufacturing company in Gujarat.

Neptune Industries Limited have almost every range of ceramic products like ceramic
machinery, jigger jolly machine, ceramic tiles machinery, press ceramic tiles machinery,
ceramic product raw material machinery, ceramic tiles machinery spare parts, ceramic ball
bill machinery, fly ash bricks, concrete adhesives etc.

Neptune Industries Limited offers a wide range of Bricks and Ceramic products.

Neptune Industries Ltd has the widest range of Ceramic products in INDIA with the greatest
experience of about 29 years having 980+ customers spread across 27+ countries spread
across the world.

It also offers complete turnkey projects for AAC blocks production capacity-200/400/600/1200
m3/day with automatic pond ashscreening, lump breaking and mixing plant, mould pouring,
pre curing, automatic cutting line, auto clave cars, block separation line, packaging line with
required technical knowhow, product setup with technical training.

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 2.14 EMPLOYEE SERVICE

The Neptune Industries employees are an integral part of its success. If the employees are
talented and motivated, they can produce exceptional work that helps take the company to the
top. On the other hand, if the employees are inexperienced and lack initiative to succeed, it’s
likely the business will suffer as a result. Employee services are a subset of employee benefits.
They are designed to attract new employees and in still loyalty in existing employees. From
the employer’s perspective, employee services often cost far less than employee benefits, but
can be just as attractive to some employees. The main service that employees get from the
Neptune group are medical, life and disability insurance, Mediclaim, Retirement plans,
entertainment, health leave, maternal leave, transportation services, financial benefits, loans
and etc.

There are many advantages to offering employee services, both for the employers and the
employees. From an employee perspective, it shows that the company values their partnership
and is committed to ensuring they stay at the business. It can increase employee loyalty and
engagement. Employee services can also encourage employees to perform better while at work,
as there is more incentive to stay employed at the business.

From an employer perspective, one of the key advantages is that it attracts better talent. As a
result, the Neptune group has access to higher levels of expertise and professionalism.
Company can also save money on more expensive benefits by supplementing them with less
costly

54
 3.1 ORGANIZATION OF PERSONNEL DEVELOPMENT

Organisation structure describes formal relationship. Personnel manager as the head of the
personnel department exercises line authority over his own staff but in relation to other
departments he is a staff expert expected to provide advice information on personnel matters.
The internal organisation structure of Personnel department varies widely depending upon the
nature and size of enterprise, its management philosophy and its external environment. The
structure is as shown under:

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67

3.2 RECRUITMENT, SELECTION & INDUCTION

Recruitment process:

Recruitment refers to the overall process of identifying, attracting, screening, shortlisting, and
interviewing, suitable candidates for jobs within an organization. Recruitment and selection are
the process of identifying the need for a job, defining the requirements of the position and the
job holder, advertising the position and choosing the most appropriate person for the job.
The process of recruitment in NEPTUNE group is as follows:

 Recruitment planning: It is the first step of the recruitment process, where the
vacant positions are analysed and described. It includes job specifications and its
nature, experience, qualifications and skills required for the job, etc. A structured
recruitment plan is mandatory to attract potential candidates from a pool of
candidates. The potential candidates should be qualified, experienced with a
capability to take the responsibilities required to achieve the objectives of the
organization.

 Identifying Vacancy: The first and foremost process of recruitment plan is

identifying the vacancy. This process begins with receiving the requisition for
recruitments from different department of the organization to the HR Department,
which contains- number of posts to be filled, number of positions, duties and
responsibilities to be performed, qualification andexperience required.

 Job analysis: It is a process of identifying, analysing, and determining the duties,

responsibilities, skills, abilities, and work environment of a specific job. These
factors help in identifying what a job demands and what an employee must possess in
performing a job productively. Job analysis helps in understanding what tasks are
important and how to perform them. Its purpose is to establish and document the job
related of employment procedures such as selection, training, compensation, and
performance appraisal.

 Job description: It is an important document, which is descriptive in nature and

contains the final statement of the job analysis. This description is very important for
a successful recruitment process. Job description provides information about the
scope of job roles, responsibilities and the positioning of the job in the organization.
And this data gives the employer and the organization a clear idea of what an
employee must do to meet the requirement of his job responsibilities.

 Job specification: It focuses on the specifications of the candidate, whom the HR

team is going to hire. The first step in job specification is preparing the list of all
jobs in the organization and its locations. The second step is to generate the
information of each job. This information about each job in an organization is as
follows - Physical specifications, Mental specifications, Physical features,
Emotional specifications, Behavioural specifications. A job specification document
provides information on the following elements − Qualification, Experiences,
Training and development, Skills requirements, Work responsibilities, Emotional
characteristics and Planning of career.

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 3.3 Selection Process:

The selection process can be defined as the process of selection and shortlisting of the right
candidates with the necessary qualifications and skill set to fill the vacancies in an organisation.
The selection process varies from industry to industry, company to company and even amongst
departments of the same company. The process of selection in times group follows for some
path, such as:

 Preliminary Interview:
This is a very general and basic interview conducted so as to eliminate the candidates who are
completely unfit to work in the organisation. This leaves the times group with a pool of
potentially fit employees to fill their vacancies.

 Receiving Applications:
Potential employees apply for a job by sending applications to the organisation. The application
gives the interviewers information about the candidates like their bio-data, work experience,
hobbies and interests.

 Screening Applications:
Once the applications are received, they are screened by a special screening committee who
choose candidates from the applications to call for an interview. Applicants may be selected
on special criteria like qualifications, work experience etc.

 Employment Tests:
Before an organisation decides a suitable job for any individual, they have to gauge their talents
and skills. This is done through various employment tests like intelligence tests, aptitude tests,
proficiency tests, personality tests etc.

 Employment Interview:
The next step in the selection process is the employee interview. Employment interviews are
done to identify a candidate’s skill set and ability to work in an organisation in detail. Purpose
of an employment interview is to find out the suitability of the candidate and to give him an
idea about the work profile and what is expected of the potential employee.

 Checking References:
The person who gives the reference of a potential employee is also a very important source of
information. The refer can provide info about the person’s capabilities, experience in
the previous companies and leadership and managerial skills. The information provided by
the referee is meant to kept confidential with the HR department.

 Final Selection and Appointment Letter:

This is the final step in the selection process. After the candidate has successfully passed all
written tests, interviews and medical examination, the employee is sent or emailed an
appointment letter, confirming his selection to the job. The appointment letter contains all the
details of the job like working hours, salary, leave allowance etc. Often, employees are hired
on a conditional basis where they are hired permanently after the employees are satisfied with
their performance.

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 3.4 Induction
An induction programme is the process used within many businesses to welcome new
employees to the company and prepare them for their new role. It helps in the integration of
employees into the organization. Planning an induction process for new employees is designed
to ensure that the new employees settle into their employment easily to enable them to become
effective as soon as possible. According to research, effective induction processes encourage
closer identification with the employers and also assists to reduce employee turnover. Induction
is useful for neptune group because,

 To give the new employee necessary information such as – location of the

different building, company rules, leave rules, rest periods etc.
 To help the new employee overcome his natural shyness and nervousness in
meeting thenew people in the organization.
 To develop a sense of belongingness and loyalty among new employees.
 To help the employees know the different facilities and opportunities available
in theorganization.
 To help the new employees to minimize the “reality shock” that they may undergo
afterreporting to duty.

The prime aim of an induction session in the Neptune Group is to guarantee a successful
integration of the employees and the management. A well-planned induction programme
increases staff retention. It is important for the new employees to get a proper idea of the
organization’s values and objectives, and the job they are required to do. Induction helps in
reducing the time period required for these functions.
A typical checklist of elements to include in an induction programme is:

 The greeting of new employees – the new employee should have someone
designated to meet them on arrival, to carry out the necessary personal information
checks and to put in place any necessary security arrangements.
 Information – the new employee should be given information about the Neptune
Group including an overview of the company’s structure, history, products, services
and other aspects of the business.
 The job – In terms of its content, how the department fits into the company as a
whole, the expected key performance indicators, how these are evaluated and an
explanation of the employee’s work colleagues including the line of reporting.
 The main terms and conditions of employment – a Written Statement of the Main
Terms and Conditions of Employment should be issued to new staff during the
induction process to include the fundamental elements of the employment
relationship i.e., pay, hours of work, holiday, sickness and notice of termination.
 Company rules – an Employee Handbook is normally developed by professional
organisations and the rules, policies and procedures within this document
should bethoroughly explained to the new employee.
 Security – In relation to access to the workplace, passwords, document authorisations etc.

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 Health and safety – giving the employees skills and knowledge needed to do their
job safely. This will include any risk assessments for employees who describe any
physical orother issues which will affect their ability to do the job in a particular
way.
 Data protection – an explanation of the information and documents kept in relation
to thenew employee should be explained.
 Training and development – should include an explanation of any performance
appraisal systems in place. Employers should assess whether the new employee
needs any short-, medium- or long-term training for them to successfully perform
their job to the highest level.
 Employee benefits and facilities – will include information on any company benefits,
suchas private medical insurance, death in service benefit etc.
 Employee representation – to include any information on any Trade Union
recognition or membership procedures that are in place.

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 3.5 TRAINING & MANAGEMENT DEPARTMENT:
Training and development are one of the main functions of the human resource management
department. Training refers to a systematic setup where employees are instructed and taught
matters of technical knowledge related to their jobs. It focuses on teaching employees how to
use particular machines / software's or how to do specific tasks to increase efficiency. Whereas,
development refers to the overall holistic and educational growth and maturity of people in
managerial positions.

Training and development in human resource management is the foundation for getting the
best out of each and every employee.

Training and development are educational activities within a company created to enhance the
knowledge and skills of employees while providing information and instruction on how to
better perform specific tasks.

Training is a short-term reactive process meant for operatives and process while development
is designed continuous pro-active process meant for executives. In training employees' aim is to
develop additional skills and in development, it is to develop a total personality.
In training, the initiative is taken by the Times group with the objective of meeting the present
need best employee. In development, initiative is taken by the individual with the objective to
meet the future need best employee.

The reason why training is absolutely essential for any business is –

 Lowers Attrition-Training is one of the best ways to value employees. It shows them
that company invested in their well-being and growth as they are in growth of Neptune
group. Employees who are looked after will never want to look elsewhere.
 Prepares for upcoming challenges-Training can be a pre-emptive step to train
employees for expected/unexpected changes in the industry and press. In Neptune like
when trends change constantly under the influence of online evolution, keeping
company teams prepared just makes good sense.
 Fosters Leadership-There is no better way to create future leaders than to train the
best bunch. This will also lead to a clear career path for employees preventing attrition
and dissatisfaction.
 Growth of the company-Any company dedicated to training its workforce will only
prosper and move forward. The employees are a major part of a company's assets and
taking care of them will mean taking care of the organisation.
The benefits of training and development in Neptune are –

 Employee training and development increases job satisfaction and morale among
employees.
 Reduces employee turnover.
 Increases employee motivation.
 Increases efficiencies in processes, resulting in financial gain.
 Increases capacity to adopt new technologies and methods.
 Increases innovation in strategies and products.

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Some of the best practices for training and development of employees are -

 Align training with management’s operating goals - Management always has

operating goals like better performance, productivity, quality, or customer satisfaction,
to name a few.
 Survey employees first - The best source of information about organisational
performance and needs are the current employees. They know a lot about what’s going
on and what, if anything, should be changed.
 Consider different learning styles and methods - While creating learning content and
courses for company’s L&D staff, keep in mind that they’ll each have different learning
styles and methods too, the same way the rest of the employees do. Make sure you have
learning materials available for each type of learning style.

The process thus involves identifying talent gaps and vacant positions, sourcing for and
onboarding the suitable candidates, growing them within the system and developing needed
skills, training for expertise with a future- focus and effectively engaging, retaining and
motivating them to achieve long-term business goals.

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 3.6 JOB DESCRIPTION:

It is a list of job duties, responsibilities, reporting, relationships, working conditions and

supervisory responsibilities.

Job description is a broad, general, and written statement of a specific job, based on the findings
of a job analysis. It generally includes duties, purpose, responsibilities, scope, and working
conditions of a job along with the job's title, and the name or designation of the person to whom
the employee reports.

Job description includes basic job-related data that is useful to advertise an employee’s job and
attract a pool of talent. It includes information such as job title, job location, reporting to and
of employees, job summary, nature and objectives of a job, tasks and duties to be performed,
working conditions etc.

The manager is an employee who is responsible for planning, directing and overseeing the
operations and fiscal health of a business unit, division, department, or an operating unit within
an organization. the manager is responsible for overseeing and leading the work of a group of
people in many instances.

The manager is also responsible for planning and maintaining work systems, procedures and
policies that enable and encourage the optimum performance of its people and other resources
within a business unit.

If a manager has no reporting staff members, you may want to eliminate or narrow the human
resources segments of this job description. As you can see, not all managers are responsible for
managing people, although the majority are in organizations that have grown beyond a small
size.

Purpose of description in the Neptune Industries are as follows:

 The main purpose of job description is to collect job-related data in order to advertise for
a jobber. It helps in attracting, targeting, recruiting and selecting the right candidate for
the right job.
 It is done to determine what needs to be delivered in a particular job. It clarifies what
employees are supposed to do if selected for that particular job opening.
 It gives recruiting staff a clear view what kind of candidate is required by a particular
department or division to perform a specific task or job.
 It also clarifies who will report to whom.

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 3.7 PROMOTION AND TRANSFER POLICY:
Transfer is the movement of an employee from one position to another position at the same
pay grade level or similar salary. There is counselling session kept in the company for those who
wants transfer, after the counselling department will issue a transfer. Once transferred to a
new place/department, an employee cannot seek a transfer for two years. Under the new
transfer policy of the Neptune Group, transfers will be made time-bound and the entire process
will be become online. An employee will be eligible for a transfer only after completion of two
years at one post. Sometimes transfer occurs in department to department and that’s
management decision.

Promotion is advancement of an employee to a better job – better in terms of greater

responsibility, more prestige or status, greater skill and especially increased rate of pay or
salary. Promotion may be temporary or permanent depending upon the organizational needs
and employee performance. The main reason behind the promotion of an employee in Neptune
Group are:

 To utilize the employee’s skill knowledge at the appropriate level in the organizational
hierarchy.
 To promote employees’ self-development and make them await their turn of promotions.
It reduces labour turnover.
 To promote a feeling of contentment with the existing conditions of the company and
a sense of belongingness.
 To promote interest in training, development programmes and in team development
areas.
 To build loyalty and to boost morale.
 To reward committed and loyal employees.
 To make it consistent in the sense that policy should be applied uniformly to all
employees irrespective of the background of the persons.
 To make the environment fair and impartial.
 For the systematic line of promotion channel to be incorporated.
 To provide equal opportunities for promotion in all categories of jobs, departments and
regions of an organization.
 To ensure open policy in the sense that every eligible employee should be considered for
promotion rather than a closed system.

Promotion in the Neptune Group is done on the basis of skill, knowledge, ability, efficiency as
aptitude as measured from educational, training and past employment record, other than this
sincerity, loyalty and sales promoting records.

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 3.8 PERFORMANCE APPRAISAL MECHANISM:
The performance appraisal is the process of assessing employee performance by way of
comparing present performance with already established standards which have been already
communicated to employees, subsequently providing feedback to employees about their
performance level for the purpose of improving their performance as needed by the company.
In short, Performance appraisal is systematic evaluation of the individual with respect to his or
her performance on the job and his or her potential for development.

In the Neptune Group the appraisal is done by MBO such as, Management by objectives
(MBO). It is comprehensive management approach which is used for conducting
performance appraisal. It is considered as one of the most scientific and objective method as a
set procedure is followed. The primary focus in this method is on developing a set of
objectives which are to be realised by the employees. These objectives are later used as
criteria for measuring the performance of the employees, or in other words the extent to which
these objectives have been achieved by the employees.

So, in this method at the first stage detailed objectives for the employees are clearly set. In
the light of these objectives the individual employees’ responsibilities and tasks are clearly
laid down. At the time of performance appraisal, a supervisor will measure the actual
performance of the employee on the job and the realisation of objectives by them. In case the
employees have been able to successfully realise the objectives they are rewarded accordingly
and in case they are not able to achieve the objectives, reasons for their shortcomings are
identified. Later in the light of these findings the objectives might be redefined for future.

MBO is considered a very objective approach because goals and objectives are clearly
determined before the appraisal begins. This gives employees clear-cut directions as to what
is expected of them and the standards against which their actual performance will be
measured and compared at a later date. If the objectives are unattainable, they are redefined
and reset for future. However, this method also suffers from the limitation of involving lots of
time and effort on the part of the supervisor and the subordinate.

The benefits that Neptune Group achieve by the performance appraisals include:

Learning about areas of business is improved.

Identifying areas for further training and growth.
Improving performance and profitability.
Increased job satisfaction and motivation.
Better morale and teamwork and resolve if there are any grievance.

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 3.9 WAGE AND SALARY ADMINISTRATION:
Wage and salary administration is defined as the process by which wage and salary levels and
structures are determined in organisational settings. Wages are payments for labour services
rendered frequency, expressed in hourly rates, while a salary is a similar payment, expressed in
weekly, monthly or annual rates. The under shown salary structure are in approx. amount.
Hereby, is an intellectual questionnaire data.

Assistant Manager : ₹11,34,160 annually (average pay)

Designing Manager: About ₹102K – 105k monthly (average pay)

About ₹8K - ₹10K monthly (additional pay)

About ₹126K annually (additional pay) Management Trainee: About₹63K monthly (average
pay)

Marketing Officer: About ₹398K annually (average pay)

Operations Manager: About₹62K monthly (average pay)

Sales Manager: About ₹1,078K annually (average pay)

About ₹215K annually (additional pay) Team Lead: About ₹2,561K annually (average pay)
Officer: About ₹638K annually (average pay)

Enterprise Account Manager: About ₹725K annually (average pay)

About₹59K annually (additional pay) Senior Manager: About ₹1,567K annually (average pay)
Consultant: About ₹51K monthly (average pay)

Senior Assistant Producer: About ₹55K monthly (average pay)

Regional Manager: About ₹1,988K annually (average pay)

Sr Manager-HR: About ₹1,542K - ₹1,650K annually (average pay)

65
 3.10 GRIEVANCE HANDLING PROCEDURE

It’s certainly not unusual to hear an employee complain about work, colleagues or their boss,
justified or otherwise. In fact such informal grumbles are part of everyday working life and
probably do not require much attention.

However, when the complaint is a formal one managing, investigating and resolving it in the
right way is vital. Such work-related complaints are treated as a formal grievance.
 A grievance is a concern, problem or complaint that an employee raises with an
employer.
 An employee can raise a grievance for a number of reasons and circumstances,
including but not limited to, a change in their terms and conditions of employment,
bullying or harassment in the workplace, wages and discrimination.
 Employers should have effective measures in place to deal with a grievance.

The Acas Code of Practice on Discipline and Grievance Procedures provides statutory
guidance that all employers are encouraged to follow in regards to the grievance process. A
decision to raise a grievance is not one that is normally taken lightly by an employee, as they
will not make a formal complaint for no reason.

In order to handle employee grievances, there should be a recognised, established and clear
procedure in place which has been communicated to all employees.

Any complaint should be taken seriously, investigated without delay and the employee should
get a fair hearing in order to avoid putting the business through a lengthy or costly employment
tribunal.

An employer’s failure to deal with an employee’s grievances was highlighted in the case of an
88-year-old medical secretary, in which the tribunal said her dismissal was ‘tainted by
discrimination. It was found that the employer did not address her formal complaints.

The grievance procedure used by different employers may vary slightly, but if it adheres to the
ACAS Code guidance it is likely to be a five-step process.

Step 1 – Informal approach

 Wherever possible an employer should make an initial attempt to resolve a grievance

informally.
 This can include speaking to the employee who has made the complaint in order to
understand how they would like the matter to be resolved.
 The aim of the informal approach is to try to prevent the matter from escalating and to
settle the problem early on.
 It is important during this stage to listen and take account of what the employee has to
say, to reassure them that the complaint is being taken seriously and that it will be
addressed.
 If an informal approach is not appropriate or it does not address the grievance then the

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78

employer will revert to the formal process.

Step 2 – A formal meeting with the employee

 This will involve holding a grievance hearing with an employee. The employee has a
statutory right to be accompanied at a grievance hearing by a trade union representative
or work colleague.
 The meeting is an opportunity for the employee to explain the grievance and provide
details, information or evidence to support the complaint. The employer should aim to
establish the facts such as who, what, where, when, why and how the issue came to
being.
 After the employee has fully explained their grievance it may sometimes be possible at
this stage, depending on the nature of the complaint, to resolve it.

Step 3 – Grievance investigation

 If there is a need to conduct a grievance investigation it will include speaking to

witnesses and any individuals implicated in the matter. This will help to shed light on
the grievance and to establish the facts of the case.

Step 4 - Grievance outcome

 Once the investigation has concluded and all of the facts established and considered a
decision will then be made about whether to uphold all or part of the grievance or if to
reject it. The decision should be communicated to the employee.
 If the grievance is upheld, it may be resolved at this stage. However, if it is part upheld
or rejected or the employee remains aggrieved, the process may move on to the next
stage.

Step 5 – Grievance appeal

 The grievance outcome should notify the individual of their right to appeal. The appeal
hearing chair should then establish why the employee is appealing the decision and
what resolution the employee is seeking.
 The case should be reviewed, the grounds for appeal investigated and fairly considered
before an appeal outcome is reached. The appeal is usually the final stage of the
grievance process.

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 3.11 SWOT ANALYSIS

What are "Strengths" in SWOT Analysis?

Strengths are the firm's capabilities and resources that it can use to design, develop, and
sustain competitive advantage in the marketplace.
 First mover advantage in the increasingly crowded market place. The new products are
rapidly increasing Neptune Marine Services market share in the Oil Well Services &
Equipment industry.
 Diverse Revenue models - Over the years Neptune Marine Services has ventured into
various businesses outside the Energy sector. This has enabled the company do develop
a diversified revenue stream beyond Energy sector and Oil Well Services & Equipment
segment.
 Talent management at Neptune Marine Services and skill development of the
employees - Human resources are integral to the success of Neptune Marine Services
in Oil Well Services & Equipment industry.
 Success of new product mix - Neptune Marine Services provides exhaustive product
mix options to its customers. It helps the company in catering to various customers
segments in the Oil Well Services & Equipment industry.
 High margins compare to Oil Well Services & Equipment industry's competitors - Even
though Neptune Marine Services is facing downward pressure on profitability, compare
to competitors it is still racking in higher profit margins.
 Brands catering to different customers segments within Oil Well Services & Equipment
segment - Neptune Marine Services extensive product offerings have helped the
company to penetrate different customer segments in Oil Well Services & Equipment
segment. It has also helped the organization to diversify revenue streams.

What are "Weaknesses" in SWOT Analysis?

Weaknesses of Neptune Marine Services can either be absence of strengths or resources of

capabilities that are required but at present the organization doesn't have. Leaders have to be
certain if the weakness is present because of lack of strategic planning or as a result of strategic
choice.
 Gross Margins and Operating Margins which could be improved and going forward
may put pressure on the Neptune Marine Services financial statement.
 Loyalty among suppliers is low - Given the history of Neptune Marine Services coming
up with new innovations to drive down prices in the supply chain.
 Niche markets and local monopolies that companies such as Neptune Marine Services
able to exploit are fast disappearing. The customer network that Neptune Marine
Services has promoted is proving less and less effective.
 Extra cost of building new supply chain and logistics network - Internet and Artificial
Intelligence has significantly altered the business model in the Energy industry and
given the decreasing significance of the dealer network Neptune Marine Services has
to build a new robust supply chain network. That can be extremely expensive.
 Declining market share of Neptune Marine Services with increasing revenues - the Oil
Well Services & Equipment industry is growing faster than the company.

68
 What are “Opportunities” in SWOT Analysis?

Opportunities are potential areas where the firm chan identify potential for - growth,
profits, and market share.
 Local Collaboration - Tie-up with local players can also provide opportunities of
growth for the Neptune Marine Services in international markets. The local players
have local expertise while Neptune Marine Services can bring global processes and
execution expertise on table.
 Lower inflation rate - The low inflation rate bring more stability in the market, enable
credit at lower interest rate to the customers of Neptune Marine Services. This will
increase the consumption of Neptune Marine Services products.
 Accelerated technological innovations and advances are improving industrial
productivity, allowing suppliers to manufacture vast array of products and services.
This can help Neptune Marine Services to significantly venture into adjacent products.
 Lowering of the cost of new product launches through third party retail partners and
dedicated social network. Neptune Marine Services can use the emerging trend to start
small before scaling up after initial success of a new product.
 Increasing customer base in lower segments - As customers have to migrate from un-
organized operators in the Energy industry to licensed players. It will provide Neptune
Marine Services an opportunity to penetrate entry level market with a no-frill offering.
 Customer preferences are fast changing - Driven by rising disposable incomes, easy
access to information, and fast adoption of technological products, customers today are
more willing to experiment / try new products in the market.

What are "Threats" in SWOT Analysis?

Threats are factors that can be potential dangers to the firm's business models because
of changes in macro economic factors and changing consumer perceptions. Threats
can be managed but not controlled.
 Growing technological expertise of local players in the export market - One of the
biggest threat of tie-up with the local players in the export market for Neptune Marine
Services is threat of losing IPR. The intellectual property rights framework is not very
strong in emerging markets especially in China.
 Changing political environment with US and China trade war, Brexit impacting
European Union, and overall instability in the middle east can impact Neptune Marine
Services business both in local market and in international market.
 Changing demographics - As the babyboomers are retiring and new generation finding
hard to replace their purchasing power. This can lead to higher profits in the short run
for Neptune Marine Services but reducing margins over the long run as young people
are less brand loyal and more open to experimentation.
 Competitive pressures - As the new product launch cycles are reducing in the Energy
industry. It has put additional competitive pressures on players such as Neptune Marine
Services. Given the large customer base, Neptune Marine Services can't respond
quickly to the needs of the niche markets that disruptors are focusing on.

69
4.1 ORGANIZATION OF MARKETING
DEVELOPMENT:

Boards of
Director

CEO

Marketing
Manager

Marketing
Officer

Marketing
Executive

Counter
Sales

Employer

Jobber

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 4.2 ORGANIZATION OF MARKETING DEPARTMENT

The marketing department of any enterprise is responsible for promoting the products, ideas and
mission of the enterprise, finding new customers, and reminding existing customers that you are
in business. It organizes all the activities that are concerned with marketing and promotion. It may
consist of a single person or a group of people working in a hierarchal system who are responsible
for bringing the product of the business to the attention of its targeted customers. Since this
department is the key to your revenue and business activity, it requires people who have the skills
for dealing with people and understanding what they require.

There is no hard and fast rule to the organization of a marketing department, which depends
entirely upon the needs of the business, its size and the amount of money that it wants to spend
on marketing. But a typical marketing department in a large business operation is organized as
follows

Chief Marketing Officer: This is the person who is at the top of the pyramid and is in charge of
the marketing department. The responsibilities of CMO lie in the decision making within the
process of the development of the major marketing strategies, as well as running the marketing
department. CMO is also answerable to the Board of Directors or the Management about the results
of the marketing strategies.

Marketing Director: The person in this role is responsible for all the marketing strategies that
are created and implemented. With his tasks he assists the CMO of the company.

Vice President Marketing: He is answerable to the Marketing Director. His responsibility is

the implementation of the marketing strategies of the organization. He works with the marketing
manager in determining the strategies, messages, and media to be employed for marketing.

Marketing Manager: Marketing Manager works under the vice president marketing and assists
him with the implementation of all marketing strategies including creating messages or
advertisements for marketing, choosing the medium of displaying the messages, which might
include print media, television, banners and hoarding, website and social media marketing, etc.
A marketing manager is also responsible for managing the other employees of the department.
There may be one or several marketing managers depending upon the size and requirements of
the business.

Marketing Analyst or Researchers: These individuals are responsible for research and analysis
that drives the marketing department and guides its marketing strategies by finding out about
the target customers and the competition of the business. Marketing Analysts employ marketing
tools such as surveys or studies to discover information that may be useful for marketing. They
report to the marketing manager.

Public Relations: Public Relation Officer is in charge of managing the reputation and goodwill

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84

of the company. His job is to create understanding of the clients and try to influence their thinking
and behavior. PRO uses media management and communication to build up the company’s
profile. The PRO works under the Marketing Manager and reports to him.

Social Media Expert/Creative services: With the internet becoming a major player in
marketing, a company benefits from the services of Social Media Experts (SME) and creative
services. While the SMEs concentrate on marketing the business and its service on the internet so
that more people become aware of it, the creative services take care of designing and presentation
part of the business, these include websites, web pages, brochures, booklets, flyers,
advertisements, mailers and e-mailers, and all other promotional material that is required by the
marketing department. The creative services and social media marketing report to the marketing
manager and work under him.

Marketing Coordinator: Coordinates all the various sections of the marketing department and
manages the advertising and marketing campaigns. Marketing Coordinator is responsible for
tracking sales data, maintaining the promotional material inventory, planning events, preparing
reports, etc. They work with the Marketing Manager and assist him.

Marketing Assistant: Assists and reports to the marketing manager to run the day-to-day
business of a marketing department. Carries out administrative work required for the smooth
running of the department.
Depending on a company size, there might be implemented a hierarchical organization of a
marketing departments within a company.

Product Planning
Product Planning is the ongoing process of identifying and articulating market requirements
that define a product's feature set. It serves as the basis for decision-making about
price, distribution and promotion. Product planning is also the means by which companies and
businesses can respond to long-term challenges within the business environment, often
achieved by managing the product throughout its life cycle using various marketing strategies,
including product extensions or improvements, increased distribution, price changes and
promotions. It involves understanding the needs and wants of core customer groups so products
can target key customer desires and allows a firm to predict how a product will be received
within a market upon launch

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 4.3 Sales Promotion

Sales promotion is a marketing strategy where the product is promoted using short-term
attractive initiatives to stimulate its demand and increase its sales.

Sales are the reason for the existence of any business which exists to generate profit, without
sales it is not possible for any business to function. The main objective of sales strategy is to
understand the needs and want of the customer and understand their buying behaviour, study
sales trend and then work accordingly so that there are enough sales.

Sales promotion helps retain old customer and at same time make new customer, it keeps the
balance between new and old which will then help understand what is needed to attract more
customer it is the sales manager duty to understand the market and make a strategy that is most
suitable for the situation to come, first of all we should know what does the term sales strategy
means, and how does it work to achieve the target.

Sales promotion is implemented to attract new customers, to hold present customers, to

counteract competition, and to take advantage of opportunities that are revealed by market
research. It is made up of activities, both outside and inside activities, to enhance company
sales. Outside sales promotion activities include advertising, publicity, public relations
activities, and special sales events. Inside sales promotion activities include window displays,
product and promotional material display and promotional programs such as premium awards
and contests to boost the out flow of product to the potential customer, this needs a well-planned
sales strategy that works as a conveyer for the sales. It can be achieved by giving free coupons
with magazines subscription, giving free movie tickets, or by giving free gifts, sending mails to
existing customers, providing them passes, , discount on renewal, offers to customers as well
as distributors, organizing competitions and doing entertaining activities, Sales promotion
strategy cannot be ignored due to its importance in increasing the sales figure, special care is
given when designing a sales strategy.

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 4.4 ADVERTISING
Advertising simply put is telling and selling the product. Advertising Management though is a
complex process of employing various media to sell a product or service. This process begins
quite early from the marketing research and encompasses the media campaigns that help sell
the product.

Without an effective advertising management process in place, the media campaigns are not
that fruitful and the whole marketing process goes for a toss. Hence, Neptune believe in an
effective advertising management process that is always a step ahead in terms of selling their
goods and services. Industrial advertising is usually placed in industry-specific channels,
allowing businesses to narrowly target other businesses who need their goods and services.
These channels include:

 Trade shows or business fairs

 Industry publications, such as trade magazines or websites
 Direct mail advertisements, including brochures, postcards, or catalogs
 Cold calling or emailing
 Word-of-mouth or referral advertising
 As you design a marketing plan that includes industrial advertising, remember that the
people who make logistical decisions for their businesses will not get their information
the same places that consumers do. Manufacturing equipment and office supplies aren't
advertised on TV because most people watching will not need those products. Instead,
industrial advertising should be placed strategically to position your business as the
leading solution within your industry.

 Industrial customers typically want to be educated about the purchases they're

considering. Content marketing is one way to simultaneously educate and advertise.
Content marketing involves offering content that's compelling to businesses. For
example, if you're a tech company that sells software to manufacturers, you might write
a blog post about signs their software needs an upgrade. You could post the blog to
your website and send it out via email.

 Eighty percent of business decision-makers prefer to get information from an article

rather than an ad.1

 With content marketing, the most important aspect is to provide value to the customer.
To ensure your target audience finds your content, use search engine optimization
(SEO) and include a call to action in each blog. It could be inviting the potential client
to get in touch or encouraging them to download a resource like a white paper.

 No matter what type of advertising you do, you should still make your industrial ads as
compelling as possible. Communicate a clear value proposition and speak to the needs
of your customers by highlighting the benefits that you can provide. The most effective
industrial advertising creates trust that leads to long-term relationships with other
businesses in complementary industries.

74
Key Takeaways

 Industrial advertising is advertising that promotes products to companies that will use
them in their business.
 It can refer to advertising aimed at manufacturers or business-to-business (B2B)
advertising in general (industries vs. consumers).
 B2B advertising tends to be informative and solution-focused. Content marketing is
one way to reach businesses.
 Regardless of the way you advertise, your ads should clearly highlight the benefits of
your product or service.

75
 4.5 MARKETING MIX

Definition:

The Marketing mix refers to these to factions, that a company uses to promote
its brand or product in the market. The 4Ps make up a typical marketing mix-Price, Product,
Promotion and Place. However, nowadays, the marketing mix increasingly includes several
other Ps like Packaging, Positioning, People and even Politics as vital mix elements.

According to Philip Kotler, “Marketing mix is the set of controllable variables that the firm can
used to influenced the buyer’s response”.

Price:
Price refers to the value that is put for a product. It depends on costs of production, segment
targeted, ability of the market to pay, supply - demand and a host of other direct and indirect
factors. There can be several types of pricing strategies, each tied in with an overall business
plan. Pricing can also be used a demarcation, to differentiate and enhance the image of a
product.

Product:
Product refers to the item actually being sold. The product must deliver a minimum level of
performance; otherwise even the best work on the other elements of the marketing mix won't
do any good. The benefits offered by the product and all its features need to be understood and
the unique selling proposition of the product need to be studied. In addition, the potential buyers
of the product need to be identified and understood.

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Place:
Place refers to the point of sale. In every industry, catching the eye of the consumer and making
it easy for her to buy it is the main aim of a good distribution or 'place' strategy. Retailers pay
a premium for the right location. In fact, the mantra of a successful retail business is, location'.
Through the use of the right place, a company can increase sales and maintain these over a
longer period of time. In turn, this would mean a greater share of the market and increased
revenues and profits.

Promotion:
Promotion this refers to all the activities undertaken to make the product or service known to
the user and trade. Promotion includes advertising, public relations, and promotional strategy.
The goal of promoting a product is to reveal to consumers why they need it and why they
should pay a certain price for it.. This can include advertising, word of mouth, press reports,
incentives, commissions and awards to the trade. It can also include consumer schemes, direct
marketing, contests and prizes.

77
 4.6 Market Segmentation
What is Market Segmentation?

Consumers in the Oil Well Services & Equipment industry vary in their needs, wants, demands,
resources, locations, access to technology, cultural differences, buying attitudes, and end use
of the products and services. Market segmentation is the process through which Neptune
Marine Services decides to segment the overall market in smaller segments and groups that
have similar attributes, buying behaviour, socio economic background, etc. This is done to
reach out to the group of consumers more efficiently and effectively.

Example of Different Types of Segmentation

Some of the most popular ways of consumer and market segmentation are –

Geographic Segmentation
Geographic segmentation is dividing the overall market based on different geographic units
such as – countries, continents, zip codes, states, trading blocks, cities, and neighborhoods.
Geographic segmentation is highly efficient for Neptune Marine Services in the international
markets because the prospective customers have different culture, preferences, and
administrative systems. Secondly, if the cost of transportation is critical cost in the value
proposition delivery then it is prudent to do geographic segmentation as the costs of serving
customers in different locations will be completely different.

Demographic Segmentation
Example of Demographic Segmentation

Demographic segmentation is dividing the mass market into smaller segments and groups
based on gender, income, occupation, age, life cycle stage, ethnicity, religion, and generation.
As the products of Neptune Marine Services provide a superior value proposition, it should
segment the customers based on two main demographic criteria – income of the prospective
customer and life cycle stage. One of the most widely used demographic segmentation
frameworks in United States by various marketers is – PRIZM.

PRIZM® is the geo-demographic segmentation system that combines geographic data with
various demographic, consumer behaviors, and other data to help marketers identify,
understand and reach their customers and prospects. PRIZM classifies every U.S. household—
assembled by zip code—into 66 demographically and behaviorally distinct segments.

Psychographic Segmentation
Example of Psychographic Segmentation
In the marketing world, lifestyle oriented interests, activities, and opinion, are categorized
under psychographic variables. Neptune Marine Services can use psychographic segmentation
to divide the potential buyers into different segments based on – personality characteristics,
buying patterns, consumption opinion, opinion on social issues, leisure activities, hobbies, and
many other dimensions.

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Psychographic segmentations are effective because people in the same

demography can have different psychographic characteristics based on individual life

experiences and growing up environment.

One of the most widely used consumer behavior frameworks to do consumer psychographic
analysis is –

VALS - A widely used segmentation method that classifies America’s adult population into
eight distinctive subgroups: innovators, Thinkers, Achievers, Experiencers, Believers, Strivers,
Makers, and Survivors.

Behavioural Segmentation / Use base segmentation

Example of Behavioural Segmentation / Use base segmentation

Behavioral segmentation divides buyers into groups based on their - attitudes, product
knowledge, product uses, and other responses to a product. Many marketing experts believe
that behavior variables are a good starting point to build consumer segments. For example for
any service – Freemium model is a far more effective segmentation strategy than geographic,
demographic, or psychographic. The behavior segmentation can help the organization to focus
on key features, and provide the consumers with features that they are more likely to use.
Continuous engagement leads higher customer satisfaction rates and high net promoter score.

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 5.1 ORGANIZATION OF FINANCE DEPARTMENT:

Board of
Director

CEO

Chief financial
Manager

Chief Financial
Office (CFO)

Controller Treasurer Internal

Auditor

Managerial Financial Tax Sub ordinate

Accountant Accountant Accountant Employees

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 5.2 FINANCIAL PLANNING:

Financial Planning is the process of estimating the capital required and determining it's
competition. It is the process of framing financial policies in relation to procurement,
investment and administration of funds of a company. The main purpose of financial planning
by Neptune Industries are:

 Determining capital requirements- This will depend upon factors like cost of current
and fixed assets, promotional expenses and long- range planning. Capital requirements
have to be looked with both aspects: short- term and long- term requirements.
 Determining capital structure- The capital structure is the composition of capital, i.e.,
the relative kind and proportion of capital required in the business. This includes
decisions of debt- equity ratio- both short-term and long- term.
 Framing financial policies with regards to cash control, lending, borrowings, etc.
 A finance manager of Neptune ensures that the scarce financial resources are maximally
utilized in the best possible manner at least cost in order to get maximum returns on
investment.

This helps Neptune in several ways such as,

 Adequate funds are ensured.

 It helps in ensuring a reasonable balance between outflow and inflow of funds so that
stability is maintained.
 Help in the suppliers of funds, that are easily investing in companies which exercise
financial planning.
 It helps in making growth and expansion programmes which helps in long-run survival
of the Neptune Industries.
 Financial Planning reduces uncertainties with regards to changing market trends which
can be faced easily through enough funds.
 Financial Planning helps in reducing the uncertainties which can be a hindrance to
growth of the company. This helps in ensuring stability and profitability in concern.

The Financial manager in the Neptune Industries plan the financial funding by taking several
steps such as,
1. Determining Neptune’s current financial situation.
2. Developing financial goals.
3. Identifying alternative courses of action.
4. Evaluating alternatives.
5. Creating and implementing a financial action plan, and.
6. Re-evaluating and revising the plan.

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 5.3 CAPITAL BUDGETING

Capital budgeting is a presentation of estimates of expected capital expenditures of the future.

Identification of Potential Investment Opportunities: -The Capital budgeting process

begins with the identification of potential investment opportunities. The planning
committee develops estimates of future sales which serve as the basis for setting production
targets.
Assembling of Investment Proposal: -Investment proposal identified by the production
department and other department are usually submitted in a standardized capital investment
proposal form.
Decision Making: -A system of rupee gateways usually characterizes capital investment
decision making. Under this system, executives are vested with the power to okay
investment proposals up to certain limits.
Preparation of Capital Budgeting and Appropriations: -Projects involving smaller
outlays and which can be decided by executives at lower levels are often covered by a
blanket appropriation for expeditious action.
Before undertaking such project an appropriation order is usually required.
Implementations: -Implementation of investment proposal is a complex, time consuming
and risk taking task. Delays in implementation can lead to substantial cost – over runs.

Goals of Financial Management:

Goal of Profit Maximization: Profit Maximization is a term which denotes the maximum
profit to be earned by an organization in a given time period.

Goal of Wealth Maximization:Wealth maximization is an important financing decision. It is

also known as value maximization is based on the concept of cash inflows and cash outflows.

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 5.4 Capitalization

The objectives of every business are to maximize the value of the business. In this respect the
finance manager, as well as individual investors, want to know the value created by the
business. The value of business relates to the capitalization of the business.

Capitalization refers to the valuation of the total business. It is the sum total of owned capital
and borrowed capital. Thus, it is nothing but the valuation of long-term funds invested in the
business. It refers to the way in which its long-term obligation is distributed between different
classes of both owners and creditors. Capitalization refers to the determination of the value
through which a firm is to be capitalized.

In the context of capitalization there are two popular theories:

Cost theory
Earning theory

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 5.5 Corporate information: -
Neptune Industries Ltd is company incorporated under the companies Act,
and manufacturingsodium Silicate Glass and Liquid.

Significant Accounting Policies & Disclosures

1. Basis for preparation of financial statement

The financial statements have been prepared to company with the Generally Accepted
Accounting Principles in India (India GAAP), including the Accounting Standards Notified
under the relevant provisions of the Companies Act,2013 except where otherwise stated. The
financial statements are prepared and presented under the historical cost convention on accrual
basis of accounting, in accordance with the accounting principles generally accepted in India
and comply with the mandatory accounting standards issued by the institute of chartered
Accountants of India.

2. Use of Estimates

The preparation of financial statements is in conformity with generally accepted accounting

principles requires management to make assumptions and estimates, which it believes are
reasonable under the circumstances that affect the reported amounts of assets and liabilities on
the date of financial statements and the reported amounts of revenue and expenses during the
period. Actual results could differ from those estimates. Difference between the actual results
and estimates generally includes determining useful life of asset, realization of receivable etc.

3. Fixed Assets

Fixed Assets are carried at cost less accumulated depreciation/ amortization and impairment
losses, if any. The cost of fixed assets comprises of purchase price, applicable duties and taxes,
any directly attributable expenditure on making the asset ready for its intended use, other
incidental expenses and interest on borrowings attributable to acquisition of qualifying fixed
assets, up to the date the asset is ready for its intended use.

4. Depreciation and Amortisation

Tangible Assets; pursuant to companies Act 2013(the Act) being effective from 1 April 2014,
the company has charged depreciation on fixed assets on Straight Line Method (SLM) method
on the basis of useful life and in the manned as prescribed in part C, Schedule II of the
companies Act 2013. As the change is only in regard to accounting estimate, it requires an
adjustment of the carrying amount of tangible assets. Depreciation on additions/ disposals
during the year has been provided on pro-rata basis with reference to the no. of the days utilizes.

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Details of us useful life of Tangible Assets and its residual value estimated by the
management asstated below: -

Type of Tangible Assets Useful life as per management’s Estimated residual value as
estimate from April 1, 2014 per managements estimate
from April 1, 2014
Factory Building 30 years 20% (*1)
Plant & Machinery 20 years (*2) 20% (*3)
Electrifications 10 years 5%
Furniture & Fixtures 10 years 5%
Vehicle(others) 10 years 5%
Vehicle(car) 10years (*4) 20% (*5)
Office Appliances 5years 5%
Computer 5years (*6) 5%

Notes:-

In opinion of management since factory building is constructed with good Quality building
materials which can higher scrap value, hence residual value has been considered at 20%
instead of 5% as specified in schedule II of the Companies act 2013.

In opinion of management plant and machineries/ instruments used for the capital goods
manufacturing industry will have higher useful life than plant & machineries/ instruments used
in product manufacturing company, hence useful life has been considered as 20 years instead
of 15 years as specified in schedule II of the companies act 2013.

In opinion of management plant & machineries / instruments used for the capital goods
manufacturing industry will have higher scrap realization value than plant & Machineries /
instruments used in product manufacturing company, hence residual value has been considered
at 20% instead of 5% as specified in schedule II of the companies act 2013.

In opinion of management vehicle (car) used being of good quality carries higher life than what
specified in schedule II of the companies act 2013, hence useful life has been considered at 10
years instead of 8 years.

In opinion of management vehicle (car) used being of good quality carries higher residual value
than what specified in schedule II of the companies act 2013, hence residual value has been
considered at 20% instead of 5%.

In opinion of management computer used being maintained with good quality material and
manpower it carries higher life than what specified in schedule II of the companies act 2013
hence useful life has been considered at 5 years instead of 3 years.

Intangible Assets: Intangible assets are amortized over the estimated useful life of the assets.
The useful life estimated based on the evaluation of the future economic benefit excepted of
such assets.

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Note: In case of intangible assets no residual value after useful life has been considered.

5. Impairment of Assets

The carrying amount of assets, other than inventories is reviewed at each balance sheet date to
determine whether there is any indication of impairment. An assets is treated as impaired when
the carrying cost of asset exceeds its recoverable value. An impairment loss is charged to the
profit and loss Account in the year in which an asset is identified as impaired. The impairment
loss recognized in prior accounting period is reversed if there has been a change in the estimate
of recoverable amount.

6. Borrowing Costs

Borrowing costs include interest, amortisation of ancillary costs incurred. Costs in connection
with the borrowing of funds to the extent not directly related to the acquisition of qualifying
assets are charged to the statement of profit and loss over the tenure of the loan. Borrowing
costs, allocated and utilized for qualifying assets pertaining to the period from commencement
of activities relating to construction / development of the qualifying asset up to the date of
capitalization of such asset are included in the cost of the assets.

7. Inventories

 Raw Materials:
Raw materials and stores & spares are valued at cost. Cost includes all charges in bringing the
materials the place of usage, excluding refundable duties and taxes.
 Work in progress:
Work-in-progress is valued at the contracted rates less profit margin/ estimates.

8. Investments

Investments are classified as non-current and current investments. Long Term investments are
carried individually at cost less provision for diminution, other than temporary, in value of such
investments. Current investments are carried at lower of cost or quoted/ fair value.

9. Employees Benefits

Expenses and Liabilities in respect of employee benefits are recorded in accordance with
Accounting Standards (AS-15)” Employees Benefits”. Provision of Provident fund is
accounted on accrual basis. However, Gratuity and leave encashment are accounted for on cash
basis and accordingly not accounted for during the year. Provision of Gratuity not provided in
the current year.

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 10. Earnings Per Share

The earning considered in ascertaining the company’s Earnings per share (EPS) comprises the
net profit after tax. The number of shares used in computing basic and diluted EPS is weighted
average number of shares outstanding during the year as per the guidelines of AS-20 and
calculation of EPS is shown in notes to account.

11. Tax Expenses

Provision of current Tax is determined as an amount of tax payable in respect of taxable income
for the year in accordance with the Income Tax Act, 1961.

Provision for Deferred Tax is made in the books of account as per AS-22 issued by the ICAI.
Deferred tax resulting from “timing difference” between taxable and accounting income is
accounted for using the tax rates and laws that are enacted or substantively enacted as on the
balance sheet date. Deferred tax assets are recognised only to the extent that there is a
reasonable certainty that sufficient future income will be available except that deferred tax
assets, in case there are unabsorbed depreciation or losses, are recognised if there is virtual
certainty that sufficient future taxable income will be available to realise the same. Deferred
tax assets and liabilities are measured using the tax rates and tax law that have been enacted or
substantively enacted by the balance sheet date.

12. Provision, contingent Liabilities and Contingent Assets

Provisions are recognised for present obligations of uncertain timing or amount arising as a
result of past event where a reliable estimate can be made and it is probable that outflow of
reasons embodying economic benefits will be required to settle the obligation. When it is not
probable and amount cannot be estimated reliably than it is disclosed as contingent liabilities
unless the probability of outflow of reasons embodying economic benefits is remote. Possible
obligations whose existence will only be confirmed by the occurrence or non-occurrence of
one or more uncertain future events are also disclosed as contingent liabilities unless the
probability of outflow of resource embodying economic benefit is remote. Contingent assets
are neither recognized nor disclosed in the financial statements.

13. Event occurring after the Balance sheet Date

No significant events which could affect the financial position as on 31 st March 2020 to a
material extent have been reported by the management, after the Balance sheet date till the
signing the report.

14. Foreign currency Transaction

The reporting currency of the company is the India Rupee.

Foreign Currency transactions are recorded on initial recognition in the reporting currency
using exchange rate at the date of the transaction. Any income or expenses on account of
exchange difference either on settlement or on transaction recognized in the profit and loss
account.
In respect of import and export transaction any income or expenses on account of exchange
difference either on settlement or on transaction recognized in the profit and loss account along
with the respective transaction except in cases where they relate to acquisition of fixed assets
in which case, they are adjusted to the carrying cost of such asset.

15. Operating lease

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Operating lease: Assets acquired as lease where a significant portion of risk and rewards of
ownership are retained by the lesser are classified as operating lease.
Lease rentals being income or expenses are booked to the profit and loss account as incurred.

Initial direct cost in respect of lease acquired are expensed out in the year in which such cost
is incurred.

16. Cash and cash Equivalent

Cash and cash equivalents in the cash flow statement comprise cash at bank and in hand
cheques on hand and short-term investments with an original maturity of three months or
less. Cash flows are reported using the indirect method, whereby profit before tax is adjusted
for the effects of transactions of non-cash nature, any deferrals or accruals of past or future
operating cash receipts or payments and item of income or expenses associated with investing
or financing cash flows, cash flows from operating investing and financing activities of the
company.

88
 Bibliography

WEBSITES

https://www.neptune-india.com/
https://www.neptune-india.com/contact-us/
https://www.tradeindia.com/Seller-18469834-Neptune-Industries/
https://infoline.com/neptune-industries-limited

BOOKS

 Manmohan Joshi, (2012). Essentials of Marketing, Ventos Publication, Mumbai, p12-p23

 Philip Kotler, (2017), Marketing Management 11th Edition, Penguin Publication, Sydney, p22-
p25.

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 Neptune Industries Ltd CIN:
U29120GJ1999PLCO36141
Balance sheet as on 31st March, 2020
Amount
Note
Particulars no. 31st March, 2020 31st March,2019

I. EQUITY AND LIABILITIES

1) Shareholders’ Funds
(a)Share capital 2 10 96 00 000 10 96 00 000
(b)Reserves and Surplus 3 9 38 45 543 9 10 78 074
(c)Money received against Share warrants
2) Share application money pending allotment
Non-current Liabilities
3) (a)Long-Term Borrowings 4 3 16 25 273 4 68 46 552
(b)Deferred Tax Liabilities(Net) 5 1 53 31 919 1 29 42 472
(c)Other Long Term Liabilities
(d)Long-Term Provisions 6 21 17 631 21 17 631
Current Liabilities
4) (a)Short-Term Borrowings 7 21 11 78 789 19 95 39 358
(b)Trade Payables 8 3 00 51 990 10 61 35 181
(c)Other current Liabilities 9 2 07 73 383 1 75 67 752
(d)Short-Term Provision 10 16 84 707 25 57 585

Total 51 62 09 235 58 83 84 605

II. ASSETS
1) Non-Current Assets
(a) Fixed Assets 11 20 89 95 428 14 61 95 003
(i) Tangible Assets 0 4 28 133
(ii) Intangible Assets 16 22 424 7 10 05 088
(iii) Capital Work-in-Progress
(iv) Intangible Assets Under Development
(b)Non-Current Investments
(c)Deferred Tax Assets(Net) 12
(d)Long-Term Loans and Advances
(e)Other Non-Current Assets
2) Current Assets
(a)Current Investments 13 18 180 18 180
(b)Inventories 14 24 12 81 051 24 71 46 150
(c)Trade Receivables 15 3 15 59 113 9 67 31 255
(d)Cash and Cash Equivalents 16 1 37 19 318 73 90 869
(e)Short-Term Loans and Advances 17 1 90 13 721 1 94 69 927
(f)Other current Assets 0 0

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 Neptune Industries Ltd
CIN: U29120GJ1999PLCO36141
Profit & loss for the year ended as on 31st March, 2020

Particulars Note 31/03/2020 31/03/2019

No.
1. Revenue from operations 18 34 08 34 460 37 18 99 189
2. Other income 19 43 67 279 25 79 754
Total revenue(1+2) 34 52 01 739 37 44 78 943
3. Expenses
Cost of materials consumed 20 20 64 61 068 25 55 53 153
Purchase stock in trade 0 0
Changes in inventories of Finished 21 (72 46 445) (1 73 90 433)
goods, work in progress and stock-in-
trade
Employee benefits expenses 22 5 52 10 484 5 71 63 388
Finance costs 23 3 03 88 936 3 28 66 322
Depreciation and Amortization 11 96 25 901 80 51 989
Other Expenses 24 4 56 04 309 3 08 62 454
Total Expenses 34 00 44 254 36 71 06 873
4. Profit before Exceptional and 51 57 485 73 72 070
Extraordinary items(2-3)
5. Exceptional items 0
6. Profit before Extraordinary items 51 57 485 73 72 070
7. Profit before Extraordinary items 0 0
and tax(4 5) Extraordinary items
8. Profit before tax(6-7) 51 57 485 73 72 070
9. Tax Expense
(1) Current Tax 8 41 535 14 18 386
(2) Mat Credit (8 41 535) (6 95 409)
(3) Deferred Tax 23 89 447 9 98 362
Expenses/(income)

10. Profit/Loss for the period from 27 68 038 56 50 731

continuing operations(8-9)
11. Profit/Loss from discounting 0 0
operations
12. Tax expense of discounting 0 0
operations
13. Profit/Loss from discontinuing 0 0
operations(after tax 11-12)
14. Profit/Loss for the period(11+13) 27 68 038 56 50 731
15. Earnings per equity share
(1) Basic 0.25 0.52
(2) Diluted 0.25 0.52

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 Neptune Industries Ltd
CIN: U29120GJ1999PLCO36141
Cash Flow Statement for the year ended as on 31st March, 2020

Particulars 31st March 2020 31st March 2021

Amount in Rs Amount in Rs Amount in Rs Amount in Rs
Cash flow from operating
activity
Net profit before tax and 51 57 485 7372070
exceptional terms as per p & l
account(add)
Depreciation 96 25 901 80 51 989
Finance charges(deduct) 3 03 88 936 4 00 14 837 3 28 66 322 4 09 18 311
Interest, dividend and rent (6 41 585) (10 01 777)
income
Cash flow from operations 4 45 30 737 4 72 88 609
before working capital
charges
Adjustment in reserve and 0 4 80 462
surplus
Decrease/Increase in 58 65 099 (1 91 50 785)
Inventory
Decrease/Increase in sundry 6 51 72 142 1 19 67 827
debtors
Decrease/Increase in Loans 4 56 206 1 36 60 224
and Advances
Decrease/Increase in other 0 0
assets
Increase/Decrease in current (6 12 38 129) (35 084)
liabilities
Increase/Decrease in (8 72 878) (15 97 155)
provisions
93 82 441 53 25 488
Cash flow from operations
after working- Capital 5 39 13 178 5 26 14 098
charges
Taxes paid (8 41 535) (14 18 386)
Mat credit 8 41 535 6 95 409
(A) Cash flow from
operating Activity 5 39 13 178 5 18 91 121
Cash flow from investment
Activity
Purchase/sale of fixed assets (26 16 099) (53 13 836)
Purchase of investment 0 0
Interest and dividend income 6 41 585 10 01 772
Sale of Investment (19 74 513) (43 12 064)

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 (B) Cash flow from (1974513) (4312064)
investment activity
Cash flow from
financial activity
Proceeds from secured loan 1 52 21 279 1 47 23 739
Repayment of unsecured loan 0 0
Interest and finance charges 3 03 88 936 3 28 66 322
4 56 10 215 47590061
(C) Cash flow from 4 56 10 215 47590061
financial activity
Total cash flows(A+B+C) 63 28 449 (11 004)
Add opening cash & bank 7390869 7401874
balance
Closing cash & bank 13719319 7390869
balance

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