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This document summarizes information about Nelcast, an Indian manufacturer of ductile iron and grey iron castings. It discusses Nelcast's background, facilities, clients, finances, business strategy, and technology capabilities. Some key points include: - Nelcast was established in 1982 and owns two manufacturing plants in Tamil Nadu and Andhra Pradesh. - It caters to clients in commercial vehicle, tractor, off-highway, and railway industries. - The foundry industry in India has over 4,500 foundries and is expected to grow due to increasing automobile production and government infrastructure projects. - Nelcast's net sales increased from Rs. 515 crores in FY 2013-14 to Rs
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A. The document discusses the cement industry, providing an introduction and overview of its history, products, factors affecting it, constraints, leading companies, and more.
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The document summarizes a private limited company established in the early 1990s in Faridabad, India that manufactures automotive parts. It has manufacturing facilities across 5 locations in India that produce sheet metal, press/fabrication works, electrical, and filtration parts. The company represents a good opportunity to enter the growing Indian automotive industry as a key supplier given India's prominence in auto exports and expected strong growth. It has a well-established manufacturing setup and client relationships that could be leveraged to onboard new clients.
Automobile industry analysis
This document provides an overview of the automobile industry in India. It discusses the growth and evolution of the industry from the 1970s to present day. Key points include:
- India now has a large domestic automobile industry producing cars, commercial vehicles, two-wheelers and more.
- Growth has been driven by rising incomes, a young population, lower costs than other countries, and government support through policies.
- The industry is expected to continue growing significantly in the coming years, supported by India's demographic trends and expanding middle class.
IPO Update: Precision Camshafts Ltd.
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fundamental and technical analysis of capital goods sector
The document contains information about 6 group members working on a project about the capital goods sector. It then provides details on the capital goods sector including its introduction, current scenario, budget details, future growth, and challenges. It discusses two companies, Bharat Electronics Limited and Honeywell Automation India Limited, providing their introduction, products, vision, and mission. It also includes a ratio analysis comparing the two companies. The document ends with recommendations for Larsen & Turbo and Gammon India Ltd based on ratio and technical analysis.
Market segmentation & Positioning - effect on company performance
1) The document discusses market segmentation and positioning strategies used by Ashok Leyland to increase market share and performance.
2) It details how Ashok Leyland segmented the commercial vehicle market and positioned its new 37-ton rigid truck to target bulk haulers.
3) The strategies led to increased sales and a 45% market share in the 10x2 truck segment, contributing significantly to Ashok Leyland's revenues.
Automotive industry in india
The document discusses the automotive industry in India including automotive clusters, the presence of global OEMs, passenger and other vehicle production, the auto component industry profile and turnover. It also mentions the favorable policy regime for the industry. It provides information on IP Rings, a company that manufactures piston rings and precision forged transmissions. It includes details on the company's products, collaborations, shareholding pattern and competitors. It also contains SWOT analyses for the automotive industry and IP Rings.
Invest Karnataka 2016: Automobile sector profile
Invest Karnataka 2016: Automobile sector profileDepartment of Industries and Commerce, Govt. of Karnataka
Asia-Pacific countries have contributed to growth of the global automobile sector. Developing Asia Pacific region will contribute 62.2% of auto and auto components sector growth for the period 2015-19. The quantitative growth in this region is expected to reach 101mn units in 2017 at a CAGR of 5%. India is a significant contributor from this region with a potential to become the 4th largest automobile producer by 2020. Automobile sector contributes 7.1% to the Indian GDP and was more than 45% of manufacturing GDP in FY14. Karnataka is the 4th largest state in automotive production with output of USD 2.8 bn, contributing 8.5% to national sector output. The automotive industry provides employment to more than 55,000 workers in the state of Karnataka.Automotive Powertrain 2
The document analyzes opportunities for India as an international sourcing destination for the design, development, and manufacture of automobile engines for the global passenger car industry. It discusses trends in the global automotive industry, including the importance of the powertrain which comprises 40% of a car's value. The powertrain market is projected to exceed $598 billion. India has advantages like a growing middle class, stable economy, and lower costs, but needs to integrate more into global production networks and innovation to remain competitive. The document examines trade in car engines and India's potential to influence key markets. It also evaluates how trade agreements could create opportunities for Indian players.
Atlas Honda
Atlas Honda produces motorcycles in Pakistan and is the market leader with 56% market share. It has two factories in Karachi and Sheikhupura with the largest in-house manufacturing capabilities in Pakistan. Atlas Honda aims to be a globally competitive manufacturer of motorcycles through market leadership, exports, quality, service and customer satisfaction. It has grown significantly since starting operations in 1987 and now produces over 190,000 motorcycles annually.
Summer training project
This document is a project report submitted by Shivam Saxena for their post graduate diploma in management. The report focuses on conducting a fundamental analysis of Tata Motors. It includes an acknowledgement, declaration, contents, executive summary and introduction sections. The objectives of the study are to analyze Tata Motors' ratio analysis, industry trends, and growth factors. The research methodology involves collecting secondary financial and annual report data from Tata Motors over an 8 week period in 2015.
Mahindra & Mahindra presentation
The document provides information about Mahindra & Mahindra Ltd., an Indian multinational automobile manufacturing corporation. It discusses the company's history, products, financial performance, organizational structure, HR practices and culture. Specifically, it mentions that M&M has an annual revenue of ₹83,773 crore and focuses on segments like SUVs, pickup trucks, light commercial vehicles. It provides details on the selection process, training programs, benefits offered and career planning strategies at M&M. Overall, the document presents a comprehensive overview of M&M's business and operations.
final bosch rahul
This document provides an overview of Bosch, an automotive components manufacturer in India. Some key points:
- Bosch is India's largest auto component manufacturer and one of the largest Indo-German companies. It employs over 10,000 people and generated over Rs. 45,000 million in net sales in 2008.
- Bosch has manufacturing facilities across India and divisions that produce automotive, industrial, and consumer goods. It is a market leader in automotive components with a 37% market share.
- Growth drivers for the automotive components industry in India include rising consumer incomes, an expanding market size, and improving quality of vehicle service. Bosch positions itself as a technology leader focused on product
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Financial statement analysis of JK Tyre and CEAT Tyre
Financial statement analysis of JK Tyre and CEAT Tyre
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fundamental and technical analysis of capital goods sector
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Market segmentation & Positioning - effect on company performance
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Interest rate swaps
An interest rate swap is an agreement between two parties to exchange interest rate cash flows, usually involving the exchange of a fixed interest rate for a floating rate. The main types of interest rate swaps are fixed-to-floating swaps, where one party pays a fixed rate and receives a floating rate, and basis swaps, where both rates are floating. Interest rate swaps are commonly used for portfolio management, speculation on interest rate movements, corporate financing, and hedging interest rate risk. Risks of interest rate swaps include opportunity costs, mark-to-market costs if unwound early, and counterparty credit and settlement risks.
Apax partners
Apax Partners is one of the largest and oldest private equity firms operating internationally since 1969. Headquartered in London, it has offices in several major cities including New York. It has 230 employees and has raised over $5.1 billion in total capital. Apax Partners seeks investment opportunities in consumer, services, health, and technology sectors globally and has had successful exits from investments in companies like Apollo Hospitals in India. Going forward, it plans to invest at least $1 billion in India over the next four years focusing on sectors like IT services and pharmaceuticals.
Environmental science
Environmental management involves regulating environmental health through a systematic approach of finding practical ways to save resources and reduce impacts. It uses a variety of management practices across environmental issues ranging from local to global scales. The four phases of environmental management are recognizing and defining problems, formulating policies, implementing policies, and monitoring outcomes. The objectives of environmental management are to identify and solve environmental problems, restrict resource exploitation, control pollution, and optimize resource use through technology revisions and environmental laws.
Staffing
This document discusses the management function of staffing. It defines staffing and explains its importance in building a sound human organization and increasing productivity. The key steps in the staffing process include manpower planning, job analysis, recruitment, selection, placement and orientation, training, performance appraisal, promotion and transfer, and compensation and maintenance. Recruitment can occur internally through promotions, transfers and recalling retired employees or externally through sources like members of the public, employee exchanges, and campus recruitment. Selection involves steps like application screening, interviews, tests, and reference checks. Training and development of employees is also discussed.
Narayan murthy report on corporate governance
The document summarizes the key recommendations from the Narayana Murthy Committee Report on Corporate Governance in India from 2003. The committee was formed by SEBI under Murthy's chairmanship to review corporate governance standards and disclosure requirements. The committee recommended several mandatory requirements, such as strengthening audit committees, requiring approval of related party transactions, and establishing whistleblower policies. It also recommended non-mandatory best practices around moving to unqualified financial statements, training board members, and evaluating board performance. The recommendations aimed to improve transparency, accountability and investor protection in Indian markets.
NFCG
The document discusses corporate governance and the National Foundation for Corporate Governance (NFCG) in India. It defines corporate governance and establishes that NFCG was set up in 2003 by the Ministry of Corporate Affairs to promote better corporate governance practices. NFCG's mission is to foster a culture of good governance and reduce gaps between frameworks and actual compliance. It outlines NFCG's structure, stakeholders, objectives and major initiatives like national summits and case studies on governance issues.
Balrampur chinni
Balrampur Chini Mills Ltd. is the largest sugar manufacturing company in India, with 10 manufacturing units scattered across Uttar Pradesh. It was incorporated in 1975 as a subsidiary of Balrampur Sugar Company Limited and produces sugar and industrial alcohol. While India is the second largest sugar producer globally, the industry faces challenges from government control of raw materials and pricing as well as threats from political interests, water scarcity, and dependence on monsoons.
MFI and Supertrend Indicators
The document presents information on the Money Flow Index (MFI) and SuperTrend indicator. MFI is an oscillator that uses price and volume to measure buying and selling pressure, and can provide earlier signals than other oscillators. SuperTrend is a trend-following indicator that generates buy and sell signals when the indicator line crosses above or below the closing price. Both indicators work best in trending markets and can be used to identify overbought/oversold levels, divergences, and generate trading signals. Calculations for MFI involve typical price and money flow, while SuperTrend uses average true range and bands positioned above and below the midpoint.
Peronet LNG
This document provides an overview of India's largest natural gas company. It was formed as a joint venture by the Government of India to import liquefied natural gas (LNG) and build LNG terminals. It has set up India's first LNG receiving terminal in Dahej, Gujarat and a second terminal in Kochi, Kerala. The company's mission is to be a key energy provider and create world-class LNG infrastructure. It supplies LNG to power plants, industries and for transportation fuel. While the Dahej terminal is expanding, the Kochi terminal has faced issues with low utilization due to a lack of evacuation pipelines. The company sees opportunities in growing demand and developing new terminals.
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"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
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Eco-Innovations and Firm Heterogeneity. Evidence from Italian Family and Nonf...University of Calabria
The study analyzes differences and primary drivers of green performance between family firms and non-family firms
Who Is Abhay Bhutada, MD of Poonawalla Fincorp
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
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Nelcast
- 1. PROJECT BY: IMON B (ROLL NO. 05) & SMIT ANAM (ROLL NO. 03) Moulding Perfection in every cast.
- 2. ABOUT THE COMPANY: Established in 1982, Nelcast engages in manufacturing and sales of Ductile Iron and Grey Iron castings. Largest producer of Ductile iron castings in India. Caters to clients in Commercial Vehicle, Tractor, Off-highway and Railway industries. Owns two (2) manufacturing plants at Ponneri, TN and Gudur, AP. Awarded the best vendor award by TAFE limited and outstanding supplier by Eicher Motors Limited.
- 4. Indian Foundry and Iron Forging Industry India currently has over 4,500 foundries in the small, medium and large scale sectors. Highly capital and labor intensive industry. Major Players: Bharat Forge, Nelcast, Electrosteel Castings Ltd, Hinduja Foundries Ltd. Automobile sector, accounts for 57% of all castings, is expected to grow at 7.42% in the coming years.
- 5. KEY GROWTH FACTORS OF FOUNDRY INDUSTRIES: Increasing production of light vehicles worldwide is acting as a key growth driver for the global foundry market. The market is set to expand predominantly owing to: growing automobile production growth in end-user segments & MSME sector availability of low cost labour & improved technology and production facility upgradation. Expansion of infrastructure and demand for machinery by the Indian Government.
- 6. THREATS TO FOUNDRY INDUSTRY Medium capacity utilization High input costs of the foundry industry. The major demand (57%) is through Automobile industry consisting of HCV, LCV, tractors, and two wheelers.
- 7. GUDUR PLANT PONNERI PLANT CHENNAI PORT COMPANY’S MANUFACTURING FACILITIIES:
- 10. BUSINESS STRATEGY AND FUTURE ROADMAP: Increase business from existing clients and getting new clients Diversifying to new geographies Expanding product range Capacity Expansion Increase share in value added machine components
- 11. Strengths: Workforce Highly skilled and experienced workforce. Technology: Continuously upgrades its existing machinery and processes Development Lead Time Average development time is 8 Weeks, lower than Industry average of 12 Weeks. Logistics Well connected to Chennai Port and airports.
- 13. CLIENT BASE:
- 14. KEY FINANCIALS: FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 Net Sales (in Rs. Crores) 515.16 544.89 624.61 637.64 760.07 0 100 200 300 400 500 600 700 800 InRs.Crores Net Sales (in Rs. Crores)
- 15. KEY FINANCIALS: FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 EBITDA Margins (%) 9.69 8.55 10.97 11.2 10.24 0 2 4 6 8 10 12 EBITDA Margins (%)
- 16. KEY FINANCIALS: 47.35 43.91 47.2 30 32 34 36 38 40 42 44 46 48 50 FY 2015-16 FY 2016-17 FY 2017-18 Raw Material Cost as Percentage of Sales Raw Material Cost as Percentage of Sales
- 17. KEY FINANCIALS: FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 Earnings Per Share (Rs.) 2.59 2.52 3.66 3.91 4.34 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 Earnings Per Share (Rs.)
- 18. KEY FINANCIALS: FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 Interest Payment (in Rs. Crores) 1.85 4.68 6.96 6.15 2.92 0 1 2 3 4 5 6 7 8 Interest Payment (in Rs. Crores)
- 19. KEY FINANCIALS: FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 Interest Coverage Ratio 6.5 4.05 5.87 6.46 11.15 0 2 4 6 8 10 12 Times Interest Coverage Ratio
- 20. Mar-15 Mar-16 Mar-17 Mar-18 Cash Flow From Operations 25.97 45.19 28.03 33.25 Cash Flow From Investing -19.44 -27.95 -10 -43.36 Cash Flow From Financing -6.69 -16.48 -16.8 17.65 -50 -40 -30 -20 -10 0 10 20 30 40 50 InRs.Crores Annual Cash Flow (in Rs. Crores)
- 22. PRICE COMPARISON WITH BHARAT FORGE
- 23. ShareHolding as on June 2018 Promoters Public DII Promoter Group Shareholding P. Deepak P. Divya P. Deepak HUF SHAREHOLDING PATTERN
- 24. NELCAST DIVIDEND HISTORY EX-DIVIDEND DATE AMOUNT PER SHARE (IN RS.) August 6, 2018 1 July 27, 2017 .9 July 28, 2016 .4 March 22, 2016 .4 July 30,, 2015 .7 July 30, 2014 .7 July 18, 2013 .5 July 19, 2012 .8 October 24, 2011 1 July 28, 2011 3 January 25, 2011 12 July 15, 2010 1.5 July 16, 2009 1
- 25. RECENT ANNOUNCEMENTS: The Board of Directors of Nelcast approved setting up a new state of the art Greenfield Manufacturing Plant in Andhra Pradesh. Expected to commence commercial production by September 2018. Capacity of the plant: 54000 Tonnes per annum. Proposed dividend of 1 Rs. Per Share as on 6th August, 2018.
- 26. THANK YOU