Gupta Power Infrastructure LTD

Gupta Power Infrastructure Ltd.
An Organization Study at
GUPTA POWER INFRASTRUCTURE LTD.
Summer Internship Project submitted to
BANGALORE UNIVERSITY
in partial fulfillment of the requirement
for the award of Degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted By
SUMIT AGARWAL
(Reg.No.09SBCMA095)
UNDER THE GUIDANCE OF
Prof. JYOTHI
Department of Management Studies
ADMINISTRATIVE MANAGEMENT COLLEGE

Page 1
2010
18th Km, Bannerghatta Main Road, Bangalore-83
STUDENT DECLARATION
I hereby declare that this summer internship project entitled ‘ORGANIZATION STUDY
at GUPTA POWER INFRASTRUCTURE LTD. is record of independent work carried
out by me under the guidance Prof. JYOTHI.I further declare that this report has not
formed the basis for the award of any degree / diploma of any other university.
Date: Aug 12, 2010
Place: Bangalore-83.
Signature

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SUMIT AGARWAL
Reg. Number: 09SBCMA095
ACKNOWLEDGEMENT
I wish to express my sincere thanks to Dr. B. Balaji, Director, Department of

Management Studies, Administrative Management College, Bangalore for his prompt
assistance and encouragement in pursuing this summer internship.
I also wish to express my sincere gratitude to my corporate guide Mr.Mitesh Kanani,

for his information and mentorship while undertaking the study at different departments.
It is my pleasure to thank Prof. Jyothi, faculty, Department of Management Studies,

Administrative Management College for her valuable guidance which was instrumental
in the successful completion of this project.
Date: Aug 12, 2010
Place: Bangalore-83.

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Signature
SUMIT AGARWAL
Reg. Number: 09SBCMA095
CONTENTS
S. No. CHAPTER PAGE NUMBER
1. Profile of Industry, Company and 01-26
Products / Services
2. Company’s Mission, Vision and Policies 26-28
3. Organizational structure 29
4. Departments / Divisions 30-49

Page 4
5. SWOT Analysis 50-53
6. Observations ,Conclusion &Suggestions 54-56
7. Annexures 57-59
8. Bibliography / References 60-61

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LIST OF TABLES
S. No. Table No. Title of Table Page Number
01 1.1 Aluminium 07
Consumption Top
10 Nations
02 1.2 Aluminium 08
Production Top
10 Nation
03 1.3 Aluminium 09
Production Indian
Scenario
04 1.4 National client 17
&International
clients
05 1.5 The Fruit Of 18
Success
06 1.6 Change In Saless 38
Volume(Million)

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LIST OF FIGURES
S. No. Figure No. Title of Figure Page Number
01 1.1 Sales Status From 37
2004-2009
02 1.2 Turnover(Million) 38
03 1.3 Certificate Of ISO 57
9001:2008
04 1.4 Certificate Of Two 58
Star Export House
05 1.5 Certificate Of 59
Registration-Cum-
Membership

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Profile

Page 8
Industry
Profile

Page 9
Company
Profile

Page 10
Product
Profile

Page 11
Company’s:-
Vision
Mission
Objectives

Page 12
Quality
Policy

Page 13
Organization
Structure

Page 14
Functiona
l
Areas:-

Page 15
Productio
n

Page 16
Departme
nt
Finance
Page 17
Departme
nt

Page 18
HR
Departmen
t

Page 19
Marketing
Departmen
t
Page 20
SWOT
Analysi
s
Page 21
Observation,
Suggestiona
&
Page 22
Learning
Experience

Page 23
Bibliogra
phy

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Annexure

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INDUSTRY PROFILE
Gupta Power Infrastructure Ltd. (GPIL) [formerly known as Gupta Cables Private
Limited] is a trusted and proven name in the field of electrical transmission & distribution
line products. The company is a recognized Export House and ISO 9001 2008 certified
leading manufacturer & supplier of all types & sizes of Aluminium & Alloy bare electrical
transmission line conductor, Power & Control Cables, Aluminium & Alloy wire Rods,
PSC Poles. The Company has also its own Power Infrastructure Division.
GPIL during its 49 years existence has evolved and emerged as a key player in
conductor industry through perpetual improvement in quality and services, constant
innovation & technology up-gradation. The company has the distinction of being among
the few mainstream manufacturers of extra high voltage power conductor in India and is
striving hard to develop new generation energy saving high temperature endurance
conductors through utilization of super conductor technology. With an installed capacity
in excess of 35,000 Mts per annum, the company is fully capable of executing
voluminous orders at the shortest possible time schedule. Besides meeting the
domestic market requirement the company, which incidentally is a recognized Export
House status holder regularly executes bulky export and deemed export supply
contracts.
Over the years the company has diversified its activities to manufacture of Aluminium &
Alloy wire Rods, all types of Control & Power Cables under the name & style of "G-
CAB" and PSC Poles with steam curing facility. The company has its own power
infrastructure project division for carrying out electrification works on turnkey basis.
In view of the unprecedented boom in power sector, the company has set up fully
integrated plants in Kashipur (Utaranchal), Khurda (Orissa), conductor manufacturing
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facility in Goomudipondi, Tamil Nadu in addition to its core business establishment in

Bhubaneswar, Orissa.
IMPORTANT INFORMATION
YEAR OF ESTABLISHEMENT ; 1961
TYPE OF COMPANY ; LIMITED COMPANY
INCOMETAX (PAN) NO. ; AAACG9210B
TIN NO. ; 21311100002
NSIC REGISTRATION NO. ; NSIC/ ORI/ GP/ REGN/ (G-1)/ 83 VALID TILL
28/07/2010
TURNOVER 2005-06 -RS 267.06 Cr.
2006-07-RS 473.05 Cr.
2007-08-RS 532.66 Cr.
2008-09-RS 702.32 Cr.

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Usage within utilities
Since the early 1900s, utility companies have been using aluminium wire for
transmission of electricity within their power grids. It has advantages over the older
copper wire in that it is lighter, more flexible, and less expensive. Aluminium wire in
power grid applications was very successful and is still used today.
The latest market to embrace aluminium is building wire due to the rapidly rising price of
copper. Electrical contractors have switched from copper to aluminium alloy building
wire using the new 8000 alloy as specified by the National Electrical Code (NEC).
Contractors are using larger sizes of aluminium building wire for low voltage feeders
where the savings over copper is significant due the higher weight. Aluminium building
wire will have half the weight of copper even though the aluminium conductor must have
50% greater area than copper to carry the same current. The aluminium conductors
used for building wire may be compacted in such a way that the overall diameter of the
aluminium wire is approximately the same as copper.
Increased copper prices
In the mid 1960s when the price of copper spiked, aluminium wire was manufactured in
sizes small enough to be used in homes. One thing that was known at the time was that
aluminium wire requires a larger wire gauge than copper to carry the same current. For
example, a standard 15-amp branch circuit wired with No. 14 gauge copper requires
No. 12 gauge aluminium.
When first used in branch circuit wiring, aluminium wire was not installed any differently
than copper. Typical connections from electrical wire to electrical devices, also called
terminals, are usually made by wrapping the wire around screw terminals and tightening
the screw. Over time, many of these terminations to aluminium wire began to fail due to

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improper connection techniques and dissimilar metals. These connection failures

generated heat under electrical load and resulted in overheated connections.
In the late '60s, a device specification known as CU/AL was created that specified
standards for devices intended for use with aluminium wire. Because of more rigorous
testing, larger screw terminals were designed to hold the wire more suitably.
Unfortunately, CU/AL switches and receptacles failed to work well enough with
aluminium wire, and a new specification called CO/ALR (meaning copper-aluminium,
revised) was created. These devices employ screw terminals that are designed to act
as a similar metal to aluminium and to expand at a similar rate. CO/ALR applies only to
standard light switches and receptacles; CU/AL is the standard marking for circuit
breakers and larger equipment.
ACM wire
Aluminum conductors materials (ACMs) companies solved the problems faced with the
AA-1350 series. They proposed a new series of aluminum, now known as the 8000
series (major constituents being Iron and Silicon), which addressed the specific needs
of the building wire market.
The first 8000 series electric conductor alloy, that is still widely used, was developed
and patented by “Aluminum Company of America” (patent filed in ´69 and given in ´72).
This alloy, along with the AA-8030 (patented by Olin in the ’73) and AA-8176 (patented
by Southwire in ’75 and ’80) alloys, perform mechanically in a similar way to copper.
Unlike the AA-1350 series, these 8000 series alloys retain their UTS after the standard
current cycle test or the CCST (Current Cycle Submersion Test, both tests are
described in ANSI C119.4:2004); they have a great elongation percent (depending on
the grade of annealing, the AA-8176 may reach up to 30%, according to patent No.
RE28419); suffer a lower springback effect; and possess a higher Y.S. (19.8 KSI for a
coldworked AA-8076 wire, according to patent No. 3697260).

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This alloys of wire, when used with proper CO/ALR devices and aluminum-rated twist-
on connectors, can be just as safe as copper wiring. It is, however, extremely rare in
branch circuit wiring. Most likely, a home with aluminum wiring that was installed prior to
1972 has the older 1350 series alloy. This alloy was specifically designed for power
transmission purposes. Due to the lack of the mechanical properties aforementioned,
most 1350 alloys were not suitable for use in branch circuitry.
Problems with aluminum wires
Aluminum wires have been implicated in house fires in which people have been killed.
There were several possible reasons why these connections failed. The two core
reasons were improper installation and the difference between the coefficient of
expansion between aluminum wire and the terminations used in the 1960s.
Aluminium oxidation
Most metals (with a few exceptions, such as gold) oxidize freely when exposed to air.
Aluminium oxide is not an electrical conductor, but rather an electrical insulator.
Consequently, the flow of electrons through the oxide layer can be greatly impeded.
However, since the oxide layer is only a few nanometers thick, the added resistance is
not noticeable under most conditions. When aluminium wire is terminated properly, the
mechanical connection breaks the thin, brittle layer of oxide to form an excellent
electrical connection. Unless this connection is loosened, there is no way for oxygen to
penetrate the connection point to form further oxide.
Coefficient of expansion
Aluminium's coefficient of expansion varies significantly from the metals common in

devices, outlets, switches, and screws that were used before the mid-1970s. Many
terminations of aluminium wire installed in the 1960s and 1970s continue to operate
with no problems. However, many connections were not made properly when installed.

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Since the aluminium and steel both expand and contract at different rates under thermal
load, these loose connections began to grow progressively looser over time. Likewise, a
connection made with too much torque causes damage to the wire. Over time, this cycle
results in the connection loosening slightly, overheating, and allowing intermetallic
steel/aluminium alloying to occur between the conductor and the screw terminal. This
results in a high-resistance junction, leading to additional overheating. Although many
believe that oxidation was the issue, studies have shown that oxidation was not
significant in these cases.
Joining aluminium and copper wires
Another issue is the joining of aluminium wire to copper wire. As aluminium and copper
are dissimilar metals, galvanic corrosion can occur in the presence of an electrolyte and
these connections can become unstable over time. Special connectors have been
designed for the purpose of joining aluminium to copper wire, such as the Marrette No.
63 and No. 65 and the Ideal Twister No. 65. These twist-on wire connectors use a
special antioxidant paste to prevent corrosion of the connection. Lug type connectors
similar to those used for larger gauge aluminium-aluminium and aluminium-copper
connections are now available for branch circuit size wiring. These would appear to
make a more reliable connection on the aluminium wire with its higher coefficient of
expansion than wire nut-type connectors. These may have the same problem with
enclosure space as the COPALUM system (described under "Upgrading aluminium-
wired homes")or the AlumiConn connectors. A listed connector should always be used
for connecting aluminium to copper wire.
Although aluminium wire smaller than 8AWG is not used in new house wiring, lots of
aluminium wires are used all over North America. The larger sizes offer excellent
options for terminations, since the most common termination in larger sizes is a dual-
rated lug made of an aluminium alloy. Properly terminated aluminium wiring should be
regarded as safe, since long-term installations have proven its reliability. Aluminium wire

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is often used in residential applications for service entrance and large branch circuit
loads such as ranges and air-conditioning units.
ALLUMINIU CONSUMPTION – 10 TOP NATIONS
RANK COUNTRY CONSUMPTION
PER YEAR
IN MILLION
TONNES
1 USA 6.130
2 CHINA 3.267
3 JAPAN 2.230
4 GERMANY 1.668
5 SOUTH KOREA 0.825
6 CANADA 0.824
7 FRANCE 0.810
8 ITALY 0.724
9 RUSSIA 0.650
10 INDIA 0.538
TABLE 1.1

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ALLUMINIUM PRODUCTION – 10 TOP NATIONS
RANK COUNTRY PRODUCTION
PER YEAR
IN MILLION
TONNES.
1 USA 3.647
2 RUSSIA 3.258
3 CHINA 2.820
4 CANADA 2.374
5 AUSTRALIA 1.762
6 BRAZIL 1.277
7 NORWAY 1.026
8 SOUTH AFRICA 0.690
9 INDIA 0.649
10 GERMANY 0.644
TABLE 1.2

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ALLUMINIUM PRODUCTION – INDIAN SCENARIO
COMPANY LOCATION CAPACITY(MT/Y)

NALCO ANGUL,ORISSA 345000
HINDALCO RENUKOOT,UP 242000
TABLE 1.3
TECHNICAL ASSOCIATES AND CONSULTANTS :
The giant alluminium complex of GPIL in Orissa is the result of team efforts following
consulting organizations.
 Alluminium pecheney, France: For basic Engineering and technology for

alluminium and alumina.
 Engineers India Ltd. New Delhi: for mines & all project monitoring consultants.
 D. C. P. L., New Delhi: port facilities.

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 Rites, Dew Delhi: Rail Facilities.
EXPORT/IMPORT
Gpil is a recognized Export house status holder under ministry of commerce,Govt. of
India.it is a regular supplier of conductor to various deemed Export project in India.The
company has started physical export on regular basis,within a very short period the
company has successfully executed exports of conductor to different countries.futher
export order for conductor & cables are in pipeline.However,this doesnot stop the
company from achieving growth & higher targets.
The Export department is fully equipped with latest tools of communication & skilled
manpower,committed to provide best possible service to customers at any stage of
order/enquiry & ensure timely delivery.Import are generally made from comfired &
reputed sources like Pechiney inc. VAW Aluminium,Australia & other LME registered
sources.

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COMPANY PROFILE
Gupta Power Infrastructure Limited is an ISO 9001:2008 certified company

manufacturing all types & sizes of Cables, Conductors & PSC Poles and having a
turnover exceeding Rs.700 Crores.
Recognizing the company's export turnover, GPIL has been conferred with Star Export
House status.
The product profile of GPIL includes all types of Overhead Conductors, LT/HT Power
Cables, Control Cables, Instrumentation Cables, Mining Cables, Special Cables, PSC
Poles and Rural lectrification Work.
GPIL thrives to have a significant presence of its G-Power brand of Cables in different
environmental conditions in Steel plants, Power Generation and Distribution,
Infrastructure Projects, Cement Plants, Oil & Refinery, Gas processing and other areas.
GPIL with its experienced and committed workforce has created its own EPC division
executing village electrification work under Biju Gram Jyoti Yojana (BGJY) and Rajiv
Gandhi Gramin Vidyuti Karan Yojana (RGGVY) in remote areas of Orissa thereby
adding to the infrastructure development of the State.
In view of the unprecedented boom in power sector, the company has set up fully
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integrated plants in Kashipur (Utaranchal) , Khurda (Orissa) and in Gummidipoondi

(Tamil Nadu).
GPIL's contribution to the power sector reforms has been widely acknowledged and
applauded by all.
Some of the awards bestowed on GPIL are:
Best Entrepreneur Award from Hon'ble CM of Orissa Shri Naveen Patnaik.

National Award 2008 for Outstanding Entrepreneurship from Hon'ble PM of India.
Think Odisha Leadership Award for Business Leader 2009 from Hon'ble CM of Orissa
Shri
Naveen Patnaik organized by Times of India
BOARD OF DIRECTORS:
Founder- Late Mr. Jagdish Rai Gupta
Managing Diector- Mr. Maherndra Kumar Gupta

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Administration Director- Mr. Jitendra Mohan Gupta
Commercial Director-Mr. Abhishek Gupta
Chief Executive-Dr. Akbar Jaffar
Associate Director-D.G.Harper
HR Manager- Mr. Mitesh Kanani
Finance Manager-Mr.Anil Jhajhaaria
Marketing Manager- Mr.K.S.Rao
Production Manager(Conductor Sec.)-Mr.R.Gangadhar
Production Manager(Cable Sec.)-Mr.Mukesh Gupta
Future Prospects
We are very optimistic about our future, while sensing the huge requirement of
transmission line products, and more significantly due to the "Power for all by 2012"
initiative launched by Ministry of Power. In view of the increasing demand in the power
sector, Gupta Power Infrastructure Ltd., has installed fully integrated plants in Kashipur
(Uttaranchal) and Khurda (Orissa).
A conductor manufacturing facility is located in Goomudipondi, Tamil Nadu, in addition

to its core business establishment in Bhubaneshwar, Orissa. A land acquisition is in
process in Silvasa for the proposed conductor manufacturing unit.
GUPTA POWER STRATEGIES
 To attract committed personnel with growth potential and develop their skill and
capabilities in congenial work and social environment through opportunity for
training, recognition, career advancement and incentives.

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 To develop and nurture favorable attitudes among the employees and to obtain
their best contribution to the organization by providing stable employment. Safe
working condition, job satisfaction, reduce grievances, and through good pay and
welfare amenities commensurate with company capacity to spend and
government guidelines.
 To foster fellowship and sense of belongingness among all section of employees

through closer association of employees with the management and by
encouraging healthy trade union practices.
Awards / Recognition

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Best Entrepreneur Award from Hon'ble CM of Orissa Shri

Naveen Patnaik.
National Award 2008 for Outstanding Entrepreneurship

from Hon'ble PM of India.
Think Odisha Leadership Award for Business Leader 2009

from Hon'ble CM of Orissa Shri
Naveen Patnaik organized by Times of India.
ACHIEVEMENTS:

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MD. Shri M. K Gupta receiving”Business Leader Think Odisha Leadership Awards

2009” from Hon’ble Chief Minister of Orissa, Shri. Naveen Patnaik.
MD. Shri M.K.Gupta, receiving “The Outstanding Company Of The Year 2008
Award” from Hon’ble Chief Minister of Orissa, Shri. Naveen Patnaik organized by
Times Of India Group.
Director, Mr. Abhishek Gupta, receiving the award for “Excellence in

Entrepreneurship” from Hon’ble Chief Minister of Orissa, Shri. Naveen Patnaik.
PROGRAMME DETAILS

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12th World Aluminium Conference

13-16 May 2007, Kingdom of Bahrain
Session 1:
FOCUS ON STRATEGY – Restructuring for growth
Session 2:
FOCUS ON DEMAND – Growth and substitution opportunities
Session 3:
NEW PROJECTS: Finance, Management and Risk Control
Session 4:
FOCUS ON STRATEGY – Discovering wealth in aluminium
Session 5:
FOCUS ON RAW MATERIALS - Alumina, Bauxite and Carbon Products
Session 6:
FOCUS ON MARKET DEVELOPMENTS – The outlook for aluminium
OUR CLIENTS

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National Clients
AREVA T & D Systems India Ltd. ABB Ltd.
Bhusan Power & Coal Fields (NCL, Compton Greaves Ltd. Damodar Valley Corporation
Steel Ltd.All WCL, CCL, MCL)
State Electricity
BoardsAssociate
d Transrail
Structures Ltd.
ECI Engg & EMCO Ltd. Essar Construction Ltd. ICOMM Tele Ltd.
Construction Co.
Ltd.
Jindal Steel & Larsen & Toubro National Hydroelectric National Thermal Power
Power Ltd. Ltd. Power Corporation Corporation (NTPC)
(NHPC)
Reliance Energy Siemens Ltd. TATA Projects Ltd. Power Grid Corporation Of
Ltd. India Ltd., and many more
International
Clients
Ministry of Energy & Water AfghanistanBhutan Power Corporation
Nepal Electricity
Authority.Ethiopi
a Electric Power
CorporationKeny
a Power
Corporation

Page 43
TABLE 1.4
THE FRUIT OF SUCCESS

GPIL's contribution to the power sector reforms has been widely acknowledged and
applauded by all.
Some of the awards bestowed on GPIL are:
UCCI
Mr. Mahendra Kumar Gupta received " Bharat Gaurav
Award " by Shri S. C. Jamir , Governer of Maharashtra
“Best Entrepreneur of the year 2009-10” from Chief
Times of India minister of Orissa Shree Naveen Patnaik
“Leadership Award- 2009” for Business Leader 2009
“National Award” for Outstanding efforts in Entrepreneurship in Micro &

MSME
Small Enterprises. (A Special Recognition Award) from Govt. of India and
Govt. of Orissa
“Udyog Patra Award” from Institute of Trade &

Industrial Development.

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Awards for “ Excellence in Entrepreneurship” by MSME Govt. of India and

Govt. of Orissa in EXPO Orissa -2007.
TABLE 1.5
Plan Your Success with GPIL
If you dream to be in a platform to exhibit your unexplored talent which can add value to
your career-growth, as well as the company’s goal, then GPIL can flourish your dreams.
At GPIL we live by our core values, which give the shape to our culture and reveal the
character of our company. Let’s rise above the ordinary . Let’s challenge the
limits.
We promote our employees to utilize their fullest potential to take up challenges and
foster towards converting impossible into possible. We are on a mission to create the
leaders in GPIL to steer the pack of our workforce. We follow decentralized structure in
our company, where employees have ample space to put forward their views and
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interpretations.
We work towards achieving our vision of being benchmarked as an organization of
highest integrity. We welcome the smart-workers, passionate people who desire to put
their hands forward to be a part of a world class company.
CABLE MANAGEMENT SERVICES FROM U.S.A. WIRE & CABLE
 As a master distributor of specialty wire and cable, U.S.A. Wire & Cable is
uniquely qualified to handle any industrial projects your customers may have
involving power, control, tray, instrumentation, thermocouple, armor and portable
power cables.
 A large portion of our service for project support normally includes some level of
cable management. A cable management program can vary in scope from a
simple logistics package to a highly integrated bundle of services.
 As opposed to many suppliers that loosely broadcast the term cable
management, U.S.A. Wire & Cable defines in detail each possible component that
can be combined to tailor a custom package for any project your customers may
have.
 Our package may contain any or all of the following:
 Specification clarification and interpretation - we have many years of
experience in the technical evaluation and formulation of wire & cable
specifications. Since we represent a wide range of manufacturers, we can offer
unbiased assistance to make sure your specifications are up to date and that the
materials furnished meet or exceed your customers expectations. In addition, we
can assist with value added engineering with selection of alternative constructions
to decrease overall project costs.
 Prepurchase of bulk wire & cable tor project needs - under contract
we can acquire all cable items needed for a particular project insuring delivery

Page 46
schedules can be met with no guesswork. Cable requirement changes can be

accomplished seamlessly throughout the project. In most cable management
scenarios, cable is not invoiced to you or your customer until it is released to the
job site.
 Storage - the cable can be stored at our facility, at the job site, or near the job
site, as project requirements dictate.
 Packaging - cable can be released in bulk reels to the jobsite when specific
lengths are not available or if individual pull requirements are known, cable can
be cut to circuit length, wrapped and tagged with circuit and all applicable
identifying information on metal tags. U.S.A. Wire & Cable packaging standards
are the best in the industry. Your cable arrives at the job site consistently damage
free and ready to use, minimizing freight claims and costly reissuing of releases
and rescheduling of field resources.
 Documentation and reporting - throughout the project term, we keep you
informed with detailed, up to the minute analysis of the cable package in place for
your job. By monitoring the cable down to each specific reel, waste can be
minimized, and usage trends can be identified so that a continuous flow of
product is assured throughout the life of your project.
 End of project disposal - At project end remaining product in appropriate
lengths can be retained in our inventory with pre-agreed upon restocking terms.
This service eliminates the common practice of job end random sale or scrapping
of leftover cable.
 In addition to the above menu of services, U.S.A. Wire & Cable can perform
almost any requested task to make your project's wire & cable requirements flow
smoothly.

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 USA Solar Supply

 America's source for utility scale PV project components: modules, combiner,
boxes, disconnects, connectors, inverters and transformers.
USA Solar Cable

 America's USA SOLAR CABLE - TYPE PV UL 4703 DIRECT BURIAL is a single
conductor cable which meets the newest standards of NEC Article 690 and the
UL 4703 Issue 3 revision of Nov 17, 2009 applying to direct burial. Applications
include "pigtail" wires on the back of PV Panels; "homerun" connections between
PV strings, combiner boxes and inverters.
 Suitable for continuous operating temperature of 90C wet or dry,

 UL Listed as sunlight resistant,
 UL VW-1 flame resistance,
 UL listed Type PV, RHH/RHW-2, UL 44, UL 4703,
 Stranded copper conductor, flexible tinned copper available by special order,
 Sizes 14AWG - 4/0AWG
 Voltage ratings 600V, 1000V, 2000V,
Can be used on transformerless inverter systems @ 2kv rating

Page 48
PRODUCT PROFILE
1)ARE ALL ALUMINIUM CONDUCTOR 2) CONDUCTOR
3) CABLES 4) PSC POLES

Page 49
RECENT UPDATE PRODUCT:
VERTICAL SCREEN FOR WINDOWS SPACER WITH 150*75Mm DIMENSION SIZE
STAINLESS STEEL CHANNELS & ANGLES TRIPLES-CLIP PANEL GLAZING

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MOTORIZED CABLE REELING DRUMS MOTOR OPERATED CABLE REELING
ALUMINIUM METAL INERT WIRE SPOOL LAB SPOOLS WITH HIGHER
TENSILE STRENGTH
BLUETOO OVER VOLTAGE CUT-OFF DEVICE

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ECO FRIENDLY ELECTRIC DISCHARGE PIPES
FIXED OR SWING TYPE LIQUID PETROLEUM GAS-LP
VETERINARY INJECTION CENTRALIZED MULTI POINT SAMPLING

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WEIGHING SCALES FOR MEASURING PISTON COMPRESSOR OF 67 Kg
VISION
To attain market leadership, admiration for delivering and being benchmarked as an

organization of highest integrity.
MISSION
 Offer best quality products at reasonable prices.

 Satisfy our valued customers, our people and society at large.
 Create an environment of goodwill, honesty and trust.
 Achieve excellence by setting high standards and implement advanced
technology.
OBJECTIVES OF GUPTA POWER

 To maximize capacity utilization.
 To optimize operational efficiency and productivity.
 To maintain highest international standard of excellence in product quality, cost

efficiency and customer service.

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 To provide a steady growth in business by technology up gradation, expansion

and diversification.
 To have global presence and to earn foreign exchange.
 To maintain leadership in domestic market.
 To instill financial discipline at all levels for achieving cost and budgetary control,
optimizing utilization of working capital and effective cash flow management.
Quality Policy / Processes
Through continuous perseverance of quality control programme the company renews its
commitment to ensure reliable quality at a competitive price. In order to maintain this,
the company strive hard to:
1. Detect and prevent any non conformance during production and implement the
means to prevent its occurance.
2. Upgrade and improve technology, techniques, systems, procedure and to carry out
continuous innovation to meet changing customer's needs.
3. Creat most cognegial healthy working environment so as to attain excellent quality

goals.
The company strives to accomplish and maintain the finest quality of products in the
industry. To achieve this purpose, Company utilizes:

Page 54
• Sophisticated in house laboratory equipped with latest microprocessor based

equipments, laboratory for stage inspection, computerised spectrometer for instant
metal analysis, sophisticated R & D division.
• Strict adherence to quality to make the products superior and incomparable in the
market forms the guiding principle for every product. Standing testimony to the
company's achievement is the IS/ISO 9001:2008 certification, awarded by Bureau
Veritas Certification (India) Pvt. Ltd.
ORGANISATION STRUCTURE
DIRECTOR
DIRECTOR DIRECTOR DIRECTOR DIRECTOR

PRODUCTION
MARKETING FINANCE HR
GENERNAL GENERNAL GENERNAL

GM GM GM
MANAGER MANAGER MANAGER
ALLOY CONDUCTO CABLE
R S
DGM
DGM
DGM DGM DGM
DGM
AGM
AGM AGM
AGM AGM
SUPERVIS
AGM
OR SUPERVIS SUPERVIS
OR OR
ACOUNTANT
Page 55
WORK
ER WORK WORKE
ER R
DGM- Deputy General Manager
AGM- Assistant General Manager
PRODUCTION PROCESS
1. A continuous process of manufacturing wire rods of Al-Mg-Si alloy suitable for
electrical conductor wire, the process comprising
(a) continuously quenching in an exclusively thermic step a continuous bar of said

aluminium alloy to a quenching temperature whereby a restored structure is obtained
with the alloying elements in supersaturated solution;
(b) continuously rolling said bar at an aging temperature, in the same continuous
operation downstream the quenching and
(c) before any subsequent working, aging the so obtained wire rods.
2. A process according to claim 1, characterized by the fact that said aging
operation is conducted during a free cooling to the ambient air of said wire rods
immediately after said working step at aging temperature.
3. A process according to claim 1, characterized by the fact that said aging

operation is conducted during a slowed-down cooling of the wire rods, immediately after
the working at aging temperature.
4. A process according to claim 1, characterized by the fact that said aging operation is

Page 56
conducted by keeping the wire rods, by heating, at aging temperature, immediately after
the working at aging temperature.
5. A process according to any one of claims 1 to 4, characterized by the fact that the
continuous bar used at the start of said first step is a bar which leaves a hot forming
instrument.
6. A process according to claim 5, characterized by the fact that said hot forming
comprises a continuous casting operation which delivers an aluminium skein which is
directed towards the entry of a rolling mill, and a hot rolling operation by which the
cross-sectional area of said skein is reduced for forming said bar.
7. A process according to claim 6, in which the entrance temperature of said skein is a

temperature higher than the solution treatment temperature.
8. A process according to claim 1, characterized by the fact that the said bar is
quenched in the first step to an aging temperature.
9. A process according to claim 1, characterized by the fact that the aluminium

comprises 0.3 to 0.9% of magnesium, 0.25 to 0.75% of silicon and 0 to 0.60% of iron,
the balance being aluminium and impurities.
10. A process according to claim 9, characterized by the fact that in said second step,
the bar is worked at a temperature ranging from 130° C. to 260° C.
11. A process according to claim 10, characterized by the fact that said bar is worked in
a continuous rolling mill, which is left by the wire rods at an exit temperature ranging
from 155° C. to 185° C., and that the wire rods are coiled up and that the so formed
coils are subsequently cooled down in a closed container.

Page 57
12. A process according to claim 11, characterized by the fact that the continuous bar
used at the start of said first step is a bar which leaves a continuous rolling mill in which
the aluminium is worked at a temperature which varies from a temperature exceeding
470° C. at the entrance of the rolling mill down to a temperature not lower than 350° C.
at the exit.

Page 58
FINANCE
INTRODUCTION
The life blood of any business is finance. Existence and growth of a firm depends upon
the financial position. Financial position of a firm can be identified by the proper capital
requirement by the firm. Before raising capital, it is essential to make estimates for long
– term and short – term financial needs. In the absence correct estimates, the business
may suffer either from inadequate or from excess capital. If there is shortage of funds
then this will continue to struggle for existence. On the other hand, if capital is in excess
of needs, it will remain idle due to unutilization of money and may reduce earnings in
comparison to investment.
Working capital management is so far the best way to find out the management of
current assets and current liabilities. This analysis is carried out with the help of several
statistical, mathematical tools, practical methods and procedure which are based upon
rules and strict principles. For this reason the analysis is more reliable and acceptable.
This working capital management is done on National Aluminium wire Company Limited
with special emphasis on the current assets and current liabilities. The company is one
of the biggest profit making public sector in India.

Page 59
FLOW CHART OF FINANCE DEPARTMENT
Finance Department
Chief Finance Manager
Account officer
Assistant Account Officer
Senior Assistant
Assistant
OBJECTIVES OF THE STUDY
(i) To analyze the working capital requirement of a company.

(ii) To analyze the purchase of raw materials, components and
spares.

Page 60
(iii) To know the day to day expenses of the business.

(iv) To know the amount of inventories of raw material, work in
progress, stores and spares, finished goods of GUPTA
POWER.
(v) To know the credit facilities to the customers.
(vi) To know the management of working capital of GUPTA
POWER.
PLACE OF SYUDY
Study is based on the secondary data collected from different departments of

plant at BBSR, ORISSA.
TOOLS & TECHNIQUES USED :-
For analyzing the financial performance:
1. Inventory management.
(i) Stock levels.
(ii) Economic order quantity.
(iii) A B C Analysis.
(iv) V E D Analysis.
(v) Inventory turn over ratio.
2. Cash management.
(i) Cash budget.
(ii) Cash flow.

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3. Receivable management.
(i) Current ratio.
(ii) Quick ratio.
(iii) Debt equity ratio.
(iv) Interest coverage ratio.
(v) Working capital turnover ratio.
BANKER OF GPIL LTD:
 State Bank of India

 State Bank of Patiala
 State Bank of Bikaner & Jaipur
 State Bank of Mysore
 State Bank of Hyderabad
 State Bank of Travancore
 Bank of Baroda
 Central Bank of India
 Punjab National Bank
 Development Credit Bank Limited
 IndusInd Bank Limited
 Axis Bank Limited

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 Vijaya Bank
 Indian Bank
 Canara Bank
FIGURE 1.1
FINANCIAL RISE OF GPIL

Page 63
Over five decades of its presence, GPIL is showing a steady growth in terms of sales
volume, manufacturing and profitability. But the last decade has marked remarkable
heights of our company due to uprising market demand. If the growth rate is observed in
2007-08 and 2008-09, there shows a 32 % increase in turnover. This year’s
projection reflects that we have maintained the graph even in the time of economic
slowdown and made an increase of almost 10%.
GPIL’S turnover speaks about the growyh of the company.it has achieved a turnover of
Rs.702.32 crores in 2008-2009.coming together is the beginning,keeping together is
progress & growing together is success & the company owes its success to its
consortium of banks.
SALES YEAR TURNOVER CHANGE IN SALES

VOLUME(MILLION)
( MILLION)
2004-2005 178.36 -----
2005-2006 267.06 88.7
2006-2007 473.05 205.99
2007-2008 532.66 59.61
2008-2009 702.32 169.66
2009-2010 852.65 150.33
TABLE 1.6

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FIGURE 1.2
MARKETING DEPARTMENT:
The company main products are aluminium wire which are sold in different parts of
India. There are depots at various places of the country which are controlled by seven
branches. The role of each branch is to ensure that sales activities coming under their
control.
Marketing offices
1. Chennai
2. Mumbai
3. Kolkatta
4.Ghaziabad

Page 65
ORG: Operational Research Group report main source of marketing research private
agency which study the competitors consumer demand, market etc that generates the
report.
CHANNELS OF DISTRIBUTION:
GPIL manufactures their products i.e. ALUMINIUM WIRE After this sent to various
distribution points through agents. The stockiest sells to various retailers hence it
reaches to the consumers.
CHANNEL DISTRIBUTION:
Manufacture (GPIL)
Agents
Stockiest (Wholesalers)

Retailer Page 66
Consumers
As the company markets their products, it ensures that there is proper description of
their product & its distinct features. So that the consumer can be position to understand
its components.
FUNCTIONS OF MARKETING DEPARTMENT:
1. Marketing Mix : it is the policy adopted by the manufactures to get success in the
field of marketing
2. Product Policy: It includes both the turns of development & improvement
produced and existing products. This all totally done by GPIL both marketing & R
& D department.
3. Distribution Policy: The manufactured product of GPIL is supplier to the factory
depots. There are various depots in various states & stored there.
4. Sales & Promotion: the drawback is poor advertising & sales promotion.

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5. Packing: Uses different materials for different products, card board boxes
synthetic covers.
6. Market Share: The GPIL production strategy is more expensive when compared
to other product. At present co, holding market share of in south India &
throughout India basis for Aluminium wire.
STRATEGY:
Strategic planning is about asking questions, more than attempting to answer them.
Strategy formulation entails a search for a different frame of reference. It is the quest for
a new business paradigm. There are two types of paradigms that apply to management,
namely the business and the organizational or managerial paradigms. The business
paradigms define a company’s position in the market place with respect to customers,
technology and products.

Page 68
Strategy is a choice of direction and action; the company adopts to achieve its
objectives in a competitive situation. Any statements on overall of functional strategy
that the company may wish to share are:
Improvement in the existing products.
• Their future plans include launching of new products.

• The cost control exercise is in consolidation.
• Introduction of cost effective substitutes without compromising on quality
HUMAN RESOURCES
ORGANISATION STRUCTURE OF HRD DEPARTMENT
MANAGING DIRECTOR
ASST.GEN.MGR
[HRD]
MGR [HRD]

Page 69
FIRST AID CANTEEN

TIME OFFICE OFFICER [HRD]
VMO LWO
JR. OFFICER ASST.MGR
SR.ASST.
JR.OFFICERS SENIOR ASSTS JR.OFFICER
ATTENDER
HELPER SR.ASSTS. SR.ASSTS
ATTENDER
Cooks
Helpers
ESTABLISHMENT PROCEDURE
Advertisement
Recruitment
Call letter

Page 70
Interview
Selection
Officer of appointment
Training
The HUMAN RESOURCES MANAGEMENT (HRM) function includes a variety of

activities & key among them is deciding about staffing & whether to use independent
contractors or hire employees to fill the needs, recruiting & training the best employees,
ensuring they are high performers, dealing with performance issues, & ensuring your
personnel & management practices conform to various regulations. Activities also
include managing your approach to employee benefits & compensation, employee
records & personnel policies.
The HRM function & HRD profession have undergone tremendous change over the
past 20-30 years.Many year ago, large organization looked to the “personnel
department”, mostly to manage the paperwork around hiring & paying people. More
recently, organizations consider the “HR DEPARTMENT” as playing a major role in
Page 71
staffing, training &helping to manage people so that people & the organization are
performing at maximum capability in a highly fulfilling manner.
KEY FUNCTIONS
HUMAN RESOURCES MANAGEMENT serves these key function:
1. Recruitment & Selection
2. Redundancy
3. Industrial & Employee Relation
4. Record keeping of all personnel data
5. Total Rewards: Employee benefits & compensation
6. Career development
7. Performance
RECRUITMENT
Employee recruitment forms a major part of this organizations overall resourcing

strategies which seeks to identify & secure the people needed for the organization to
survive in the short to medium-term. Recruitment activities need to be responsive to the
ever-increasingly competitive market to secure suitably qualified & capable recruits at
all levels. To be recruits internally or externally. Common to the success of either are;
well-defined organizational structures with sound job design, robust task & person
specifications & human resource polices, underpinned by a commitment for strong
employer branding & employee engagement strategies.
RECRUITMENT POLICY

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In today rapidly changing business environment, a well defined recruitment policy is

necessary for organization to respond to its human resources requirements in time.
Therefore, it is important to have a clear & concise recruitment policy in place, which
can be executed effectively to recruit the best talent pool for the selection of the right
candidate at the right place quickly. It specify the objectives of recruitment & provides a
framework for implementation of recruitment programme. It may involve organizational
system to be developed for implementing recruitment programmes & procedures by
filling up vacancies with best qualified people So this organization has recruitment
policy.
RECRUITMENT STRATEGIES
Recruitment is of the most crucial roles of the human resource professionals. The level
of performance of & organization depends on the effectiveness of its recruitment
function. So Organizations have developed & follow recruitment strategies to hire the
best talent for their organization & to utilize their resources optimally.A successful
rscruitment strategy should be planned & practical to attract more good talent to apply
in the organization.
For formulating an effective & successful recruitment strategy, the strategy is covered
the following elements:
1. IDENTIFYING & PRIORITING JOBS
2.CANDIDATES TO TARGET
3. SOURCES OF RECRUIMENT
4. TRAINED RECRUITERS
5. HOW TO EVALUATE THE CANDIDATE

Page 73
METHOD OF TRAINING
The training is conducted usually to the class room training and in addition to it on the
job training is a must. From various departments training nominations are received.
1) On the job training – technical
2) Off the job training – clerical
3) Training
EVALUATION OF TRAINING
The benefits of each training program should be evaluated immediately or within

reasonable time jointly by the concerned department and the committee. The training
has to be followed by evaluating the extent of specific improvements which have taken
place after imparting such training.
The existing long term wage revision settlement is in force till 31st December, 2007. The
industrial relations are cordial and the company has not suffered any loss of production
on account of labour problem. The company has drawn out specific programme to
harness and improve the knowledge, skill and efficiency of each employee for their
career development. The senior manager is actively involved in boosting employee
morale through continuous dialogue in structured communication meetings.
LEAVE FACILITIES TO THE WORKER
Privilege leave--------------- 1 day leave for every 20 working Days
Casual leave------------------- 7 days
Sick leave---------------------- 4 days

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Maternity---------------------- As per ESI Act
ESI leave ---------------------- In case of harmful or chronic disease of Accident
Time office dept. is one of the important departments of the company; it keeps records
& files of all the employees of the company.
STATUTORY WELFARE FACILITIES TO THE EMPLOYEE
• Drinking water.
• Rainy wears uniforms & shoes.
• Shelter room & lunch room.
• Safety office.
• Fire office.
• Crèche building.
• ESI, Gratuity, P.F., Bonus facilities
NON-STATUTORY WELFARE FACILITIES TO EMPLOYEES
• Housing facilities
• Education
• Training and development
• Medical check up
• Sports, game, cultural activities

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• Reading room
• Banking facilities
• Company’s own social security
STRENGHT
1. Strong cash reserves with no debt
2. Robust volume growth on back of recent expansionPlans
3. This company has achieved the ‘Zero Debt’ status.
4. It has its own strong financial resources.

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5. Due to effective implementation of ‘state-of-the art’ technology its image in the

global market is excellent and in Indian market it is the leader in Alumina and
Aluminium wire market/sector.
6. The company has its own fully mechanized open cast mines along with its own
Aluminium wire plant.
7. It has its microprocessor-based burner at its own power plant having automatic
turbine run up system.
WEAKNESS
1. Shortage in coal linkages has lead to higher share of imported coal at relatively
much higher price.
2. The conservative policy like debt-free company during an major bull run also may
hampered the growth in long-run.

Page 77
3. Due to present scenario of industrial development, there is an exodus of

experienced personnel from the company.
4. It is difficult in obtaining highly proficient / skilled / employees.
5. The company work culture is poor due to strong trade union activities and
political interferences.
6. Average age of workmen is high, which has become a hindrance of effective

working.
7. Now-a-days coal supply has become a major problem for the company. As the
company is dependent upon others for supply of coal is the major weakness.
OPPORTUNITIES
1. Despite current crisis, India is likely to remain second fastest growing economy.
2. Government thrust on infrastructure would also continue albeit at modest pace.
3. Automobile, consumer durables and engineering sectors are at very nascent

stage compare to global scale.
4. Low per capita housing and booming retail industry would drive construction
demand.

Page 78
5. Low per capita aluminium consumption compare with other countries offers a
higher growth.
6. Rich Geological Resource base.
7. Growing Skilled and Technical Human Capital.
The company has commenced its project activities for the second phase expansion and
shall proceed its own resources to a considerable extent. The availability of surplus
Alumina with the company and the sustaining demand for Alumina in the global market
has put in a demanding stage and offers attractive opportunities for entering into
lucrative business deals and for participating in the JVs of overseas Smelter.
The continuation of reform process focus on second generation liberalization process

and the ongoing globalization trend may bring ample opportunities for the company in
playing a key role in metal trading, hedging, tolling, capacity addition, technology
collaboration of its value added rolled products and chemical business.
THREATS
1) Instability in LME aluminium price (currently at five year low) will affect margin badly.
2) Significant disruption in demand in developed countries from key consumer segment.
3)Competition from scrap imports and very high threat from substitute materials
particular plastics.
4) Progressive reduction in aluminium import tariffs.
5) Bureaucratic nature of Government - Socio-Political interventions (in leasing mines).

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6) Deficit infrastructure
Continuous rising of crude oil prices in global market, developments of fragmented

geopolitical scenario, slowdown in the economic activities across the globe, possible
halt to the peace initiatives with neighboring countries, terrorism, reversal in global
economic poaching of its manpower by competitors for their green field projects and
levy of antidumping duties on its raw material import are the major threats of GPIL.
OBSERVATION:
As far as my learning experience is concern, I learn many this like;
 Time management.
 How the external and internal factors affects the organization.
 The effect of the technology on the business.
 I learn the role of the technology on the business.

Page 80
 I understood the role of management in the organization.
 Learnt about new technology in related field.
 Apply the Marketing tactics.
CONCLUSION
GUPTA POWER Pvt. Ltd is an established distillery in Bhubaneswar. The aim strength
of the industry is their production criteria and their varied brands with good quality. In
accomplishing the goals of the organization each and every employee is working
together to achieve organizational goals. Company is providing all the required facilities
for the employees to make them work effectively. The cash of the industry is required to
be improved in order to have immediate liquidity position. But at the same time

Page 81
precaution should be taken to see that too much fund is not locked up in cash balances,
which ultimately may lead to improper utilization of funds.
I conclude that any organization should utilize the man power in a right and effective
manner so as to increase organization efficiency. It will be fruitful for the organization to
adopt better human performance management and to retain high skilled employees and
workers to attain the goals of the organization in an effective manner.
SUGGESTIONS
 By arranging get to together parties for between the employer and the
employees, we can improve the relationship between the employer and the
employee.
 According to the skill and knowledge the company has to allocate the
worker’s. After according to experience and performance the company has to
increase the salary. The company has to adopt new manufacturing

Page 82
technology in manufacturing process, so that the company can reduce the

manufacturing cost.
 The company needs young, talented and hard working people to attain its
important goals which can be done downsizing of the present work force and
get new talent in new areas of work.
 The company should give more importance in keeping the premises clean
and hygienic and make attractive which keeps the employees fresh and
motivated
 The company is better give more importance towards the infrastructure. This
will motivate the employees and help them work more efficiently.
 Attractive package should be made to attract end user.The company needs to

improve awareness in the minds of employees through systematic training.
 its employees with the spirit of participation, care and empowerment.
ANNEXURES

Page 83
FIGURE 1.3

Page 84
FIGURE 1.4

Page 85
FIGURE 1.5

Page 86
BIBLIOGRAPHY
1) Human Resource Management
K. Aswathappa, Human Resource and Personnel

Management, 3rd Edition, Tata McGraw Hill.
Dessler, Human Resource Management, 9th Edition.
2) Marketing
Philip Kotler, Marketing Management, Milennium Edition,
Prentice Hall of India Private Limited, New Delhi.
3) Production
K. Aswathappa & K. Sridhara Bhatt, Production & Operation.
Management, Himalaya Publishing House, Mumbai
4) Finance Management
Prasana Chandra, Publisher, Himalaya Publications, 4thEdition
5) “G-POWER” CABLES & CONDUCTORS
GUPTA POWER INFRASTRUCTURE LTD. BROUSCHER

Page 87
REFRENCE
 COMPANY WEBSITE
www.guptapower.com
info@guptapower.com
cables@guptapower.com
bd@guptapower.com
 Company magazine
 Company manual
 News paper
 www.answers.com
 www.wikipedia.com
 Related books
 Search engines (msn,mozila)

Page 88

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GUPTA POWER INFRASTRUCTURE LTD.

Summer Internship Project submitted to

in partial fulfillment of the requirement

for the award of Degree of

MASTER OF BUSINESS ADMINISTRATION

UNDER THE GUIDANCE OF

Department of Management Studies

ADMINISTRATIVE MANAGEMENT COLLEGE

ADMINISTRATIVE MANAGEMENT COLLEGE

18th Km, Bannerghatta Main Road, Bangalore-83

Date: Aug 12, 2010

ADMINISTRATIVE MANAGEMENT COLLEGE

Reg. Number: 09SBCMA095

I wish to express my sincere thanks to Dr. B. Balaji, Director, Department of

I also wish to express my sincere gratitude to my corporate guide Mr.Mitesh Kanani,

It is my pleasure to thank Prof. Jyothi, faculty, Department of Management Studies,

Date: Aug 12, 2010

ADMINISTRATIVE MANAGEMENT COLLEGE

Reg. Number: 09SBCMA095

S. No. CHAPTER PAGE NUMBER

1. Profile of Industry, Company and 01-26

2. Company’s Mission, Vision and Policies 26-28

4. Departments / Divisions 30-49

ADMINISTRATIVE MANAGEMENT COLLEGE

5. SWOT Analysis 50-53

6. Observations ,Conclusion &Suggestions 54-56

8. Bibliography / References 60-61

ADMINISTRATIVE MANAGEMENT COLLEGE

S. No. Table No. Title of Table Page Number

04 1.4 National client 17

05 1.5 The Fruit Of 18

06 1.6 Change In Saless 38

ADMINISTRATIVE MANAGEMENT COLLEGE

S. No. Figure No. Title of Figure Page Number

01 1.1 Sales Status From 37

03 1.3 Certificate Of ISO 57

04 1.4 Certificate Of Two 58

Star Export House

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facility in Goomudipondi, Tamil Nadu in addition to its core business establishment in

YEAR OF ESTABLISHEMENT ; 1961

TYPE OF COMPANY ; LIMITED COMPANY

INCOMETAX (PAN) NO. ; AAACG9210B

TIN NO. ; 21311100002

TURNOVER 2005-06 -RS 267.06 Cr.

2006-07-RS 473.05 Cr.

2007-08-RS 532.66 Cr.