1. Public sector undertakings (PSUs) are commercial or industrial enterprises owned and managed by the government to maximize social welfare and public interest.
2. PSUs operate in basic and public utility sectors like energy, transportation, and infrastructure. They are classified as public sector enterprises, central public sector enterprises, or public sector banks.
3. PSUs can be organized as departmental undertakings, statutory corporations, or government companies. Departmental undertakings have close government control while statutory corporations and government companies have more autonomy.
This document discusses India's infrastructure development and policy. It outlines the current state of India's infrastructure, including poor road conditions and electricity shortages. It also identifies factors impeding development, such as a poor judicial system and corruption. The document then covers India's efforts to develop various infrastructure sectors like power, ports, and roads through public-private partnerships and privatization. It concludes by noting that if private investment in infrastructure continues, India can expect to sustain its high economic growth.
Public sector units (PSUs) evolved in India from pre-independence under the British to support post-independence industrialization. PSUs played key roles in the economy like generating income, employment, and infrastructure development. However, many PSUs faced issues like overstaffing, underutilization, and political interference. After 1991 reforms, the government restructured PSUs and pursued disinvestment and privatization. Today, while some large PSUs are very profitable, others remain loss-making due to challenges in planning, costs, and coordination. The overall performance of Indian PSUs is mixed, providing both positive and negative economic contributions.
Central and state public sector undertakings (PSUs) play an important role in India's economic development and industrialization. PSUs were established by the government to address socio-economic issues and steer the country towards self-reliant growth. There are currently 249 PSUs in India. PSUs are characterized by state ownership and control, a service motive over profits, state financing, and bureaucratic management. They provide advantages like balanced growth and development but also have limitations like lack of efficiency and flexibility. PSUs are categorized as Maharatna, Navaratna or Miniratna based on their performance and criteria. Disinvestment involves partial privatization of PSUs to raise resources and increase efficiency.
The document discusses India's 'Make in India' initiative, which aims to transform India into a global manufacturing hub. It was launched in 2014 by Prime Minister Modi to facilitate investment, foster innovation, enhance skill development, protect intellectual property and build best-in-class manufacturing infrastructure. The key objectives are to generate employment and boost manufacturing in 25 sectors, including automobiles, aviation, biotechnology, chemicals, defence manufacturing, electrical machinery, food processing, ports, pharmaceuticals, textiles and thermal power. Various policies have been introduced to encourage FDI, simplify regulations, and develop industrial corridors to achieve the goals of the Make in India campaign.
This document discusses Public Sector Undertakings (PSUs) in India. PSUs are government-owned corporations where the government holds over 51% of shares. Key areas for PSUs include defense, atomic energy, railways, and air transport. PSUs play an important role in agriculture through public sector banks and employ over 200 companies divided between central and state governments. The document outlines categories of highly profitable PSUs like Maharatna and Navratna companies and provides examples in each category.
A Presentation on Public Sector Undertakings in IndiaParth Mehta
Public sector undertakings (PSUs) are state-owned enterprises that operate in various sectors of the Indian economy. PSUs play an important role in job creation, infrastructure development, capital formation, and economic growth. They are classified as Maharatnas, Navratnas, Miniratnas or other PSUs based on their financial performance and autonomy. Some of the largest PSUs in India include Indian Oil Corporation, Coal India Limited, ONGC, and NTPC. PSUs have contributed significantly to India's development but their role has reduced over time as the economy has liberalized.
The document provides information about the public sector in India. It begins with defining the public sector as the part of the economy concerned with providing government services, where the government holds over 51% of shares.
It then discusses the background and need for establishing public sector undertakings in India after independence, as the private sector lacked funds and ability to take on large, long-term investments needed for development. The objectives of the public sector were to promote rapid economic development through infrastructure creation and balanced regional growth.
The public sector contributed to filling gaps in industries like steel, heavy machinery, and strategic sectors. It created employment and pursued social objectives. Now the government is pursuing disinvestment and privatization of some public sector undert
This document discusses India's infrastructure development and policy. It outlines the current state of India's infrastructure, including poor road conditions and electricity shortages. It also identifies factors impeding development, such as a poor judicial system and corruption. The document then covers India's efforts to develop various infrastructure sectors like power, ports, and roads through public-private partnerships and privatization. It concludes by noting that if private investment in infrastructure continues, India can expect to sustain its high economic growth.
Public sector units (PSUs) evolved in India from pre-independence under the British to support post-independence industrialization. PSUs played key roles in the economy like generating income, employment, and infrastructure development. However, many PSUs faced issues like overstaffing, underutilization, and political interference. After 1991 reforms, the government restructured PSUs and pursued disinvestment and privatization. Today, while some large PSUs are very profitable, others remain loss-making due to challenges in planning, costs, and coordination. The overall performance of Indian PSUs is mixed, providing both positive and negative economic contributions.
Central and state public sector undertakings (PSUs) play an important role in India's economic development and industrialization. PSUs were established by the government to address socio-economic issues and steer the country towards self-reliant growth. There are currently 249 PSUs in India. PSUs are characterized by state ownership and control, a service motive over profits, state financing, and bureaucratic management. They provide advantages like balanced growth and development but also have limitations like lack of efficiency and flexibility. PSUs are categorized as Maharatna, Navaratna or Miniratna based on their performance and criteria. Disinvestment involves partial privatization of PSUs to raise resources and increase efficiency.
The document discusses India's 'Make in India' initiative, which aims to transform India into a global manufacturing hub. It was launched in 2014 by Prime Minister Modi to facilitate investment, foster innovation, enhance skill development, protect intellectual property and build best-in-class manufacturing infrastructure. The key objectives are to generate employment and boost manufacturing in 25 sectors, including automobiles, aviation, biotechnology, chemicals, defence manufacturing, electrical machinery, food processing, ports, pharmaceuticals, textiles and thermal power. Various policies have been introduced to encourage FDI, simplify regulations, and develop industrial corridors to achieve the goals of the Make in India campaign.
This document discusses Public Sector Undertakings (PSUs) in India. PSUs are government-owned corporations where the government holds over 51% of shares. Key areas for PSUs include defense, atomic energy, railways, and air transport. PSUs play an important role in agriculture through public sector banks and employ over 200 companies divided between central and state governments. The document outlines categories of highly profitable PSUs like Maharatna and Navratna companies and provides examples in each category.
A Presentation on Public Sector Undertakings in IndiaParth Mehta
Public sector undertakings (PSUs) are state-owned enterprises that operate in various sectors of the Indian economy. PSUs play an important role in job creation, infrastructure development, capital formation, and economic growth. They are classified as Maharatnas, Navratnas, Miniratnas or other PSUs based on their financial performance and autonomy. Some of the largest PSUs in India include Indian Oil Corporation, Coal India Limited, ONGC, and NTPC. PSUs have contributed significantly to India's development but their role has reduced over time as the economy has liberalized.
The document provides information about the public sector in India. It begins with defining the public sector as the part of the economy concerned with providing government services, where the government holds over 51% of shares.
It then discusses the background and need for establishing public sector undertakings in India after independence, as the private sector lacked funds and ability to take on large, long-term investments needed for development. The objectives of the public sector were to promote rapid economic development through infrastructure creation and balanced regional growth.
The public sector contributed to filling gaps in industries like steel, heavy machinery, and strategic sectors. It created employment and pursued social objectives. Now the government is pursuing disinvestment and privatization of some public sector undert
The document discusses India's various five-year plans for economic development since the first plan in 1951. It provides details on the key goals and focus areas of each successive plan, including improving agriculture, boosting industry, developing infrastructure, education, health, poverty alleviation, and other social indicators. The planning commission was established in 1950 to oversee and execute these plans aimed at modernizing and strengthening the Indian economy.
Keltron is a public sector electronics company in Kerala established in 1973. It pioneered the development of the electronics industry in the state, setting up production centers in every district. At its peak, Keltron employed over 5,000 people manufacturing electronics goods like TVs. While it struggled with global competition, Keltron has recovered and now produces components for ISRO and the Indian navy, as well as providing IT services. It aims to be a leading knowledge industry player in Kerala through training and new technologies.
Wagner Asia Equipment LLC proposes modernizing or replacing locomotive fleets with repowered or new locomotives using Caterpillar rail engines. They have experience modernizing locomotives in several countries using modular systems. Wagner Asia offers to work with customers and locomotive manufacturers to develop technical specifications and commercial options tailored to each customer's needs and implement projects through local partnerships for design, realization, maintenance and repair.
This document provides an overview of the Payment of Wages Act of 1936 in India. The key points are:
1) The Act was passed to regulate payment of wages to industrial workers and protect them from irregularities like delayed or withheld wages and unauthorized deductions.
2) Its main objectives are to ensure regular and prompt payment of wages and prevent unauthorized deductions from wages.
3) It applies to persons employed in factories or industrial establishments earning less than Rs. 1600 per month.
4) It defines key terms like wages, employer, and establishes rules around deductions from wages for fines, absences, and damages.
The document discusses strategic alignment and how it is the key finding from a research project on revenue growth. It finds that 91% of companies fail to achieve internal and external strategic alignment across their corporate and functional strategies. Strategic alignment requires thorough market research, a clear corporate strategy defined by the CEO, and alignment of the product, marketing, and sales functional strategies to both the external market conditions and internal corporate strategy.
The document discusses infrastructure development in India. It covers sectors like power, roadways, railways, oil and gas, and telecommunications. Some key points:
1. India plans major investments to expand infrastructure like doubling spending on infrastructure to $1 trillion under the 12th Five-Year Plan.
2. The power sector faces a large demand-supply gap and needs over 150,000 MW of additional generation capacity. Reforms are expected to boost growth across generation, transmission and distribution.
3. Road and rail projects include expanding national highways, building the Golden Quadrilateral network, developing high speed rail, and the Delhi-Mumbai Industrial Corridor project.
4. Oil and
The document provides information about the Make in India initiative launched by the Indian government in 2014. It aims to encourage companies to manufacture in India by improving the business climate and supporting sectors like automobiles, biotechnology, defense, electronics and more. It highlights that manufacturing is important for employing India's young workforce and that India imports much of its demand for electronics. The campaign aims to boost skill development, attract foreign investment, and establish India as a global manufacturing hub through various incentives and reforms.
The document discusses opportunities for existing MSMEs and new startups in India under the Atma Nirbhar Bharat (Self-Reliant India) initiative. It outlines economic support packages that include automatic collateral-free loans for MSMEs, credit support for street vendors, interest subvention for small business loans, and funds allocated for agriculture infrastructure and food entrepreneurs. New opportunities exist in import substitution, increasing exports, and sectors like healthcare, education technology, organic farming and artisanal businesses. The goal of the initiative is to strengthen local manufacturing and supply chains to transform India into a self-reliant $5 trillion economy by 2025.
This document is a resume for Saravanan Muthukumaraswamy summarizing his professional experience and qualifications. Over 7 years he has worked on testing and commissioning projects for substations, transmission lines, and power plants in India and the Middle East. His experience includes testing protection systems and equipment, planning maintenance schedules, and managing project teams. He currently works as a senior testing and commissioning engineer in Dubai.
The document discusses privatization, including what it is, the reasons for it, and problems that can arise. Privatization involves transferring ownership or management of public sector enterprises to private entities. It is done to improve finances and efficiency while reducing government debt. However, it can also result in job losses if not implemented carefully with social safety nets and programs to retrain workers. The document also outlines some notable large-scale privatizations that have occurred.
Make in India is an international campaign launched by Prime Minister Narendra Modi in 2014 to encourage global companies to manufacture their products in India. The campaign aims to give India global recognition as an economic power and create jobs by increasing investment, raising technology levels, and boosting economic growth. Make in India seeks to transform India into a global manufacturing hub by developing skills, improving infrastructure, enhancing ease of business, and fostering innovation.
The Make in India initiative was launched in 2014 by Prime Minister Narendra Modi to promote manufacturing in India and attract foreign investment. The initiative aims to boost GDP growth by increasing the manufacturing sector's contribution to 25% by 2022 and generate jobs. It focuses on 25 sectors and introduces policies to facilitate investment, foster innovation, and build infrastructure. While it aims to boost manufacturing, there are concerns it could negatively impact other key sectors like agriculture and services if not properly balanced. The effects of Make in India remain to be fully seen.
PPT [Presentation] round is one an important round in the selection process of MSIL. It is an ELIMINATION ROUND. If utilized properly it is a slingshot for success, otherwise it becomes a serious blow.
Public sector undertakings (PSUs) in India are owned, managed, and controlled by the government. They have evolved significantly since India's first five-year plan in 1951, with the number of PSUs growing from 5 to over 200 currently. PSUs can be statutory corporations created by acts of parliament, departmental enterprises, or government companies. In 2006-07, PSUs contributed around 11% of India's total GDP and employed over 25% of industrial workers. The top five PSUs by net income in 2006-07 were ONGC, NTPC, SAIL, IOC, and SBI. PSUs help develop infrastructure, promote self-sufficiency, employment, and
The report provides details of Avinash Juriani's 2 month industrial training at the Machinery Division of Jindal Steel & Power Limited in Raipur, India. It acknowledges those who supported and guided the training, and includes sections on the vision, policies, facilities and manufacturing processes at JSPL's Machinery Division, which produces critical equipment for industries such as steel, power, cement and petrochemicals. The training covered areas such as fabrication, machining, casting, assembly and quality assurance.
The Make in India campaign has three main objectives: 1) Make India a renowned manufacturing hub for key sectors by inviting global companies to invest and set up factories in India. 2) Use India's skilled workforce to create world-class, zero defect products. 3) Achieve job creation, economic development, and global recognition through manufacturing in India and selling products worldwide. The campaign aims to achieve these objectives by launching skill development programs, focusing on 25 key sectors, and opening over 1000 training centers across India. Successful implementation of Make in India could help create over 10 million new jobs and boost India's GDP, trade, and economic growth.
- The document discusses India's skills development challenges including a large youth population entering the workforce, high demand for skills from key industries, and limited training capacity.
- It outlines the government's strategies to address this including strengthening sector skills councils to align training with industry needs, developing a national qualifications framework, and expanding flagship skills programs.
- The Prime Minister's Kaushal Vikas Yojana is aimed at training 10 million youth by 2020 using both central and state implemented models with a focus on certification, apprenticeships, and job placements.
This document provides an overview of the city of Jamshedpur and the key organizational areas covered in the project report. Jamshedpur is located in Jharkhand and is home to Tata Steel, India's first private steel company. The report focuses on the steel tube division of Tata Steel, which manufactures a broad range of structural steel tubes. Other major companies in Jamshedpur mentioned include Tata Motors and Tata Power. The project report aims to study the demand for structural steel tubes in Jamshedpur to provide insights to Tata Steel's tube division management.
Private,public and global enterprises.pptx 2Byju Antony
A business undertaking is an institutional arrangement to conduct business activities. It can be run by one person or a group of persons. Business undertakings have characteristics like separate ownership, management, risk bearing, profit motive, and continuity. There are different types of business undertakings based on size, nature of activities, and ownership, including small/medium/large enterprises, industrial/trading/services enterprises, and those in the private/public/joint sectors. Public sector enterprises are owned, managed, and controlled by governments and have characteristics like state ownership, control, financing, socio-economic objectives, and public accountability. Common forms of public enterprises include departmental undertakings, public corporations, and government companies.
The document summarizes different types of business enterprises including private sector enterprises, public sector enterprises, and global enterprises.
Public sector enterprises are owned and managed by central or state governments and include departmental undertakings, statutory corporations, and government companies. Departmental undertakings have no separate legal entity and are directly managed by government departments. Statutory corporations are established by a special act and have more autonomy. Government companies have a separate legal entity and the government holds at least 51% of shares.
Global enterprises include multinational companies that have operations across multiple countries. Joint ventures involve two or more independent firms establishing a new enterprise by pooling resources. Public-private partnerships facilitate cooperation between government and private enterprises,
The document discusses India's various five-year plans for economic development since the first plan in 1951. It provides details on the key goals and focus areas of each successive plan, including improving agriculture, boosting industry, developing infrastructure, education, health, poverty alleviation, and other social indicators. The planning commission was established in 1950 to oversee and execute these plans aimed at modernizing and strengthening the Indian economy.
Keltron is a public sector electronics company in Kerala established in 1973. It pioneered the development of the electronics industry in the state, setting up production centers in every district. At its peak, Keltron employed over 5,000 people manufacturing electronics goods like TVs. While it struggled with global competition, Keltron has recovered and now produces components for ISRO and the Indian navy, as well as providing IT services. It aims to be a leading knowledge industry player in Kerala through training and new technologies.
Wagner Asia Equipment LLC proposes modernizing or replacing locomotive fleets with repowered or new locomotives using Caterpillar rail engines. They have experience modernizing locomotives in several countries using modular systems. Wagner Asia offers to work with customers and locomotive manufacturers to develop technical specifications and commercial options tailored to each customer's needs and implement projects through local partnerships for design, realization, maintenance and repair.
This document provides an overview of the Payment of Wages Act of 1936 in India. The key points are:
1) The Act was passed to regulate payment of wages to industrial workers and protect them from irregularities like delayed or withheld wages and unauthorized deductions.
2) Its main objectives are to ensure regular and prompt payment of wages and prevent unauthorized deductions from wages.
3) It applies to persons employed in factories or industrial establishments earning less than Rs. 1600 per month.
4) It defines key terms like wages, employer, and establishes rules around deductions from wages for fines, absences, and damages.
The document discusses strategic alignment and how it is the key finding from a research project on revenue growth. It finds that 91% of companies fail to achieve internal and external strategic alignment across their corporate and functional strategies. Strategic alignment requires thorough market research, a clear corporate strategy defined by the CEO, and alignment of the product, marketing, and sales functional strategies to both the external market conditions and internal corporate strategy.
The document discusses infrastructure development in India. It covers sectors like power, roadways, railways, oil and gas, and telecommunications. Some key points:
1. India plans major investments to expand infrastructure like doubling spending on infrastructure to $1 trillion under the 12th Five-Year Plan.
2. The power sector faces a large demand-supply gap and needs over 150,000 MW of additional generation capacity. Reforms are expected to boost growth across generation, transmission and distribution.
3. Road and rail projects include expanding national highways, building the Golden Quadrilateral network, developing high speed rail, and the Delhi-Mumbai Industrial Corridor project.
4. Oil and
The document provides information about the Make in India initiative launched by the Indian government in 2014. It aims to encourage companies to manufacture in India by improving the business climate and supporting sectors like automobiles, biotechnology, defense, electronics and more. It highlights that manufacturing is important for employing India's young workforce and that India imports much of its demand for electronics. The campaign aims to boost skill development, attract foreign investment, and establish India as a global manufacturing hub through various incentives and reforms.
The document discusses opportunities for existing MSMEs and new startups in India under the Atma Nirbhar Bharat (Self-Reliant India) initiative. It outlines economic support packages that include automatic collateral-free loans for MSMEs, credit support for street vendors, interest subvention for small business loans, and funds allocated for agriculture infrastructure and food entrepreneurs. New opportunities exist in import substitution, increasing exports, and sectors like healthcare, education technology, organic farming and artisanal businesses. The goal of the initiative is to strengthen local manufacturing and supply chains to transform India into a self-reliant $5 trillion economy by 2025.
This document is a resume for Saravanan Muthukumaraswamy summarizing his professional experience and qualifications. Over 7 years he has worked on testing and commissioning projects for substations, transmission lines, and power plants in India and the Middle East. His experience includes testing protection systems and equipment, planning maintenance schedules, and managing project teams. He currently works as a senior testing and commissioning engineer in Dubai.
The document discusses privatization, including what it is, the reasons for it, and problems that can arise. Privatization involves transferring ownership or management of public sector enterprises to private entities. It is done to improve finances and efficiency while reducing government debt. However, it can also result in job losses if not implemented carefully with social safety nets and programs to retrain workers. The document also outlines some notable large-scale privatizations that have occurred.
Make in India is an international campaign launched by Prime Minister Narendra Modi in 2014 to encourage global companies to manufacture their products in India. The campaign aims to give India global recognition as an economic power and create jobs by increasing investment, raising technology levels, and boosting economic growth. Make in India seeks to transform India into a global manufacturing hub by developing skills, improving infrastructure, enhancing ease of business, and fostering innovation.
The Make in India initiative was launched in 2014 by Prime Minister Narendra Modi to promote manufacturing in India and attract foreign investment. The initiative aims to boost GDP growth by increasing the manufacturing sector's contribution to 25% by 2022 and generate jobs. It focuses on 25 sectors and introduces policies to facilitate investment, foster innovation, and build infrastructure. While it aims to boost manufacturing, there are concerns it could negatively impact other key sectors like agriculture and services if not properly balanced. The effects of Make in India remain to be fully seen.
PPT [Presentation] round is one an important round in the selection process of MSIL. It is an ELIMINATION ROUND. If utilized properly it is a slingshot for success, otherwise it becomes a serious blow.
Public sector undertakings (PSUs) in India are owned, managed, and controlled by the government. They have evolved significantly since India's first five-year plan in 1951, with the number of PSUs growing from 5 to over 200 currently. PSUs can be statutory corporations created by acts of parliament, departmental enterprises, or government companies. In 2006-07, PSUs contributed around 11% of India's total GDP and employed over 25% of industrial workers. The top five PSUs by net income in 2006-07 were ONGC, NTPC, SAIL, IOC, and SBI. PSUs help develop infrastructure, promote self-sufficiency, employment, and
The report provides details of Avinash Juriani's 2 month industrial training at the Machinery Division of Jindal Steel & Power Limited in Raipur, India. It acknowledges those who supported and guided the training, and includes sections on the vision, policies, facilities and manufacturing processes at JSPL's Machinery Division, which produces critical equipment for industries such as steel, power, cement and petrochemicals. The training covered areas such as fabrication, machining, casting, assembly and quality assurance.
The Make in India campaign has three main objectives: 1) Make India a renowned manufacturing hub for key sectors by inviting global companies to invest and set up factories in India. 2) Use India's skilled workforce to create world-class, zero defect products. 3) Achieve job creation, economic development, and global recognition through manufacturing in India and selling products worldwide. The campaign aims to achieve these objectives by launching skill development programs, focusing on 25 key sectors, and opening over 1000 training centers across India. Successful implementation of Make in India could help create over 10 million new jobs and boost India's GDP, trade, and economic growth.
- The document discusses India's skills development challenges including a large youth population entering the workforce, high demand for skills from key industries, and limited training capacity.
- It outlines the government's strategies to address this including strengthening sector skills councils to align training with industry needs, developing a national qualifications framework, and expanding flagship skills programs.
- The Prime Minister's Kaushal Vikas Yojana is aimed at training 10 million youth by 2020 using both central and state implemented models with a focus on certification, apprenticeships, and job placements.
This document provides an overview of the city of Jamshedpur and the key organizational areas covered in the project report. Jamshedpur is located in Jharkhand and is home to Tata Steel, India's first private steel company. The report focuses on the steel tube division of Tata Steel, which manufactures a broad range of structural steel tubes. Other major companies in Jamshedpur mentioned include Tata Motors and Tata Power. The project report aims to study the demand for structural steel tubes in Jamshedpur to provide insights to Tata Steel's tube division management.
Private,public and global enterprises.pptx 2Byju Antony
A business undertaking is an institutional arrangement to conduct business activities. It can be run by one person or a group of persons. Business undertakings have characteristics like separate ownership, management, risk bearing, profit motive, and continuity. There are different types of business undertakings based on size, nature of activities, and ownership, including small/medium/large enterprises, industrial/trading/services enterprises, and those in the private/public/joint sectors. Public sector enterprises are owned, managed, and controlled by governments and have characteristics like state ownership, control, financing, socio-economic objectives, and public accountability. Common forms of public enterprises include departmental undertakings, public corporations, and government companies.
The document summarizes different types of business enterprises including private sector enterprises, public sector enterprises, and global enterprises.
Public sector enterprises are owned and managed by central or state governments and include departmental undertakings, statutory corporations, and government companies. Departmental undertakings have no separate legal entity and are directly managed by government departments. Statutory corporations are established by a special act and have more autonomy. Government companies have a separate legal entity and the government holds at least 51% of shares.
Global enterprises include multinational companies that have operations across multiple countries. Joint ventures involve two or more independent firms establishing a new enterprise by pooling resources. Public-private partnerships facilitate cooperation between government and private enterprises,
Ancillary development and role of ps us in indiananddhameja
Public sector enterprises play a large role in the Indian economy, accounting for about two-fifths of investment and one-quarter of GDP. They were established to promote economic development, reduce inequality, and invest in socially beneficial areas. There are 259 central public enterprises and over 800 state-level public enterprises. While they were initially given a monopoly, reforms since 1991 have reduced their scope and promoted more commercial operations. Some public enterprises have been granted more autonomy through classifications like Maharatna, Navratna and Miniratna. The government has also pursued disinvestment of shares in public enterprises since 1991 to raise funds and increase accountability.
This document discusses the public sector and ancillary development in India. It provides an overview of the forms and significance of the public sector in India, including public enterprises and economic reforms. It discusses the growth and categories of central public enterprises, targets and progress of disinvestment. It also covers ancillary development and the role of public enterprises in promoting small industrial units and clusters through subsidiaries, joint ventures and memorandums of understanding.
The document summarizes different types of enterprises in the private, public and global sectors.
In the public sector, there are departmental undertakings owned by central or state governments. There are also statutory corporations established by special acts and government companies where the government holds over 51% shares. Joint ventures combine capital from government and private sectors. Public-private partnerships facilitate projects through cooperation between sectors.
Reforms have reduced industries reserved for the public sector and introduced performance targets and autonomy through memorandums of understanding, as well as privatization and restructuring of inefficient units. Joint ventures provide benefits like shared resources, technology access, new markets, and lower costs.
- Private sector consists of businesses owned by individuals or groups, examples include sole proprietorships and partnerships. Public sector consists of organizations owned and managed by the government, either partly or wholly.
- A private company has restrictions on share transfers and a minimum of 2-50 members. It does not invite public investment and must have "Private Limited" in its name. It has fewer regulatory requirements than public companies.
- Public sector enterprises include departmental undertakings (part of ministries), statutory corporations (created via special acts), and government companies (with over 51% government shareholding). They aim to serve public interests but can lack flexibility.
- Global enterprises operate worldwide through subsidiaries
The document discusses public sector organizations in India. It defines public sector units as those owned and controlled by the government, with objectives of providing public services. It then traces the growth of public sector enterprises in India from the 1948 industrial policy resolution that reserved certain industries for the public sector. The performance of public sector enterprises increased substantially over successive five-year plans. Reasons for the growth include securing balanced regional development and establishing large, heavy industries. The document also discusses privatization trends in India and abroad.
This document provides information on different types of business organizations including private sector enterprises, public sector enterprises, and global enterprises. It discusses sole proprietorships, partnerships, joint stock companies, departmental undertakings, public corporations, government companies, and multinational corporations. It also covers joint ventures and public-private partnerships. The key points are:
1. Private sector enterprises are owned and managed by private individuals/groups and aim to generate profits, while public sector enterprises are owned by the government and aim to provide services to society.
2. Public sector enterprises can take the form of departmental undertakings, public corporations, or government companies.
3. Global/multinational enterprises operate
1) Public sector undertakings (PSUs) are government-owned corporations established to promote economic development, generate financial resources, and create employment opportunities.
2) PSUs are divided into three categories based on autonomy - Maharatna have the most autonomy, followed by Navratna, and then Miniratna.
3) While PSUs helped achieve important social and economic goals, they have also faced issues like poor planning, overstaffing, and inefficiency. This has led the government to pursue policies like disinvestment and privatization to improve performance.
Corporate Social Responsibility - FiinovationFiinovation
Fiinovation understands evolution of industries leads to organized economies. Gradually, the focus of the corporations shifted from a demand-supply relationship to marketing themselves among the target audience in order to sustain them among increased competition. Fiinovation believes the consumers in advancing economies entrust a brand which contributes towards improvement of their society.
private, public and global enterprisesSruthy Ajith
This document discusses different types of business organizations including private enterprises, public enterprises, and global enterprises. It describes private companies, forms of public sector enterprises like departmental undertakings and statutory corporations, government companies, and joint ventures. It also discusses the changing role of public sector enterprises in India.
The document discusses the economic reforms in India and their implications. It provides background on the economic reforms initiated in 1985 which aimed to assign a greater role to the private sector. The industrial policy statement of 1991 further liberalized the economy by abolishing licensing and opening all sectors to competition. While some states like Gujarat and Maharashtra benefited greatly, growing over 8% annually, other states like Bihar and UP saw slower growth. This led to rising inequality among Indian states in the post-reform period, with implications for balanced regional development and poverty reduction. The divergent state growth patterns require addressing state-specific deficiencies to mitigate regional differences going forward.
The document provides an overview of China's 12th five-year plan covering 2011-2015. The plan aims to rebalance China's economy toward more sustainable growth, including increasing household income and private consumption. It will target large state-owned enterprises that enjoy monopolies by limiting their margins, increasing competition, capping executive wages, and reducing economic rents. The plan also identifies seven strategic emerging industries that will receive government support such as renewable energy and new technologies.
The document discusses disinvestment in India. Disinvestment refers to the government reducing its equity portion in public sector undertakings by selling shares. It is one method of privatizing public sector enterprises that the Indian government began pursuing in 1992. The key objectives, criteria, process, and progress of disinvestment are outlined. Specific details on disinvestment plans for BSNL are also provided, including government approval of an immediate 10% disinvestment of BSNL through an initial public offering.
The document discusses disinvestment in India. It defines disinvestment as the process where the government reduces its equity portion in public sector enterprises by selling shares. The key objectives of disinvestment are to reduce the financial burden on the government and introduce private sector competition and efficiency. The government has used various methods of disinvestment such as public offerings, strategic sales, and asset sales. However, the disinvestment process has faced challenges such as unfavorable market conditions and bureaucratic hurdles. There has been union opposition to recent proposals for disinvestment in public sector companies like BSNL and SAIL.
This document discusses different types of enterprises including private, public, global, and mixed enterprises. It provides details on various forms of public enterprises like departmental undertakings, statutory corporations, and government companies. It outlines their merits and demerits. The document also discusses multinational companies, joint ventures, and public-private partnerships. Finally, it summarizes changes in the role of the public sector in India since 1991 including reducing industries reserved for public sector and disinvestment of public sector shares.
Private,public, and Global enterprises divyaanjali8
This document discusses different types of business enterprises in India. It begins by classifying the Indian economy into private and public sectors as it is a mixed economy consisting of both privately and government-owned businesses. It then defines and compares private sector enterprises, public sector enterprises, and government companies. Private sector enterprises are owned and managed by private individuals to earn profits, while public sector enterprises are owned by the government to promote public welfare. Government companies have at least 51% share capital owned by the government. The document also discusses the changing role of public sector enterprises in India and defines global/multinational enterprises that operate across many countries.
The document provides an overview and analysis of the Union Budget of India for 2015-2016. Some key points:
- The budget continues the government's focus on gradual simplification of tax laws, withdrawing fiscal stimulus, and building rural infrastructure through an incremental approach rather than major reforms.
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psus-role-in-nation-building.ppt
1. Role of Public Sector
Undertaking
In
Nation’s
Building
In
Nation’s
Building
2. The government-owned corporations
are termed as Public Sector Undertakings (PSUs) in India
A pubic sector enterprise may be defined as
any commercial or industrial undertaking
owned and managed by the government with a
view to maximise social welfare and uphold
the public interest.
Public Sector Undertakings
Public Sector Undertakings
3. In a PSU majority (51% or more) of the
paid up share capital is held
•by central government or
•by any state government or
•partly by the central governments and
•partly by one or more state governments.
Public Sector Undertakings
4. Maximise social welfare
and ensure balanced economic
development.
Owned by Government.
Raised from Government
sometimes through Public Issues
Objective
Ownership
Capital
Managed by Government.
Management
Operates in basic and
public utility sectors.
Area of operation
Public Sector Undertakings
5. Evolution of Public Sector
Undertakings
Post Independence, India was grappling with grave
socio-economic problems, such as inequalities in
income and low levels of employment, regional
imbalances in economic development and lack of
trained manpower, weak industrial base, inadequate
investments and infrastructure facilities, etc.
Hence, the roadmap for Public Sector was developed as
an instrument for self-reliant economic growth. The
country adopted the planned economic development
polices, which envisaged the development of PSUs.
6. Initially, the public sector was confined to core and
strategic industries. The second phase witnessed
nationalization of industries, takeover of sick
units from the private sector, and entry of the
public sector into new fields like manufacturing
consumer goods, consultancy, contracting and
transportation etc.
Evolution of Public Sector Undertakings
7. The Industrial Policy Resolution 1948 outlined the
importance of the economy and its continuous
growth in production and equitable distribution.
In this process, the policy envisaged active
engagement of the State in development of
industries.
Evolution of Public Sector Undertakings
8. The Industrial Policy Resolution 1956 classified industries into three
categories with respect to the role played by the State –
The first category (Schedule A) included industries whose future
development would be the exclusive responsibility of the State
The second (Schedule B) category included Enterprises whose
initiatives of development would principally be driven by the State but
private participation would also be allowed to supplement the efforts of
the State And,
The third category included the remaining industries, which were left
to the private sector.
Evolution of Public Sector Undertakings
9. In 1969, the government nationalized 14 major banks.
The Industrial Licensing Policy 1970 placed certain restrictions on
undertakings belonging to large industrial houses, defined on the
basis of assets exceeding Rs 350 mn.
In 1973, the definition of large industrial houses was adopted in
conformity with that of the Monopolies and Restrictive Trade
Practices Act (MRTP) 1969 and included companies whose assets
exceeded Rs 200 mn.
The Statement on Industrial Policy in July 1991 was also significant.
It brought in fundamental changes in the MRTP Act as well. The
statement revised the priority of the public sector.
Evolution of Public Sector Undertakings
11. Public Sector Undertakings (PSUs) can be
classified as
☼Public Sector Enterprises (PSEs),
☼Central Public Sector Enterprises (CPSEs) and
☼Public Sector Banks (PSBs).
Classification of Public Sector Undertakings
12. The Central Public Sector Enterprises (CPSEs) are also
classified into 'strategic' and 'non-strategic'. Areas of
strategic CPSEs are:
Arms & Ammunition and the allied items of defence
equipments, defence air-crafts and warships
Atomic Energy (except in the areas related to the
operation of nuclear power and applications of
radiation and radio-isotopes to agriculture, medicine
and non-strategic industries)
Railways transport.
All other CPSEs are considered as non-strategic.
'strategic'
14. The status of Maharatna, Navratna,
Miniratna to CPSEs is conferred by the
Department of Public Enterprises - to
various Public Sector Undertakings.
These prestigious titles provide them
greater autonomy to compete in the global
market.
15. A company qualifying for the Maharatna - status should have an
average annual turnover of Rs 20,000 crore during the last three
years against Rs 25,000 crore prescribed earlier. The average
annual net worth of the company should be Rs 10,000 crore.
The Maharatna status empowers mega CPSEs to expand their
operations and emerge as global giants. The coveted status
empowers the boards of firms to take investment decisions up
to Rs 5,000 crore as against the present Rs 1,000 crore limit
without seeking government approval. The Maharatna firms
would now be free to decide on investments up to 15% of their
net worth in a project, limited to an absolute ceiling of Rs 5,000
crore.
Maharatna
16. The Central Public Sector Enterprises (CPSEs) fulfilling
the following criteria are eligible to be considered for
grant of Navaratna status:
Having Schedule 'A' and Miniratna Category-1 status.
Having at least three 'Excellent' or 'Very Good'
Memorandum of Understanding (MoU) ratings during
the last five years.
Navratna
The Navratna status empowers PSEs to invest up to Rs. 1000 crore or
15% of their net worth on a single project without seeking government
approval. In a year, these companies can spend up to 30% of their net
worth not exceeding Rs. 1000 cr. They also enjoy the freedom to enter
joint ventures, form alliances and float subsidiaries abroad.
17. For Miniratna category I status, the CPSE should have made profit
in the last three years continuously, the pre-tax profit should have
been Rs. 30 crores or more in at least one of the three years and
should have a positive net worth. For category II, the CPSE should
have made profit for the last three years continuously and should
have a positive net worth.
Miniratnas can enter into joint ventures, set subsidiary companies
and overseas offices but with certain conditions. This designation
applies to PSEs that have made profits continuously for the last
three years or earned a net profit of Rs. 30 crore or more in one of
the three years.
Miniratna Category-II CPSEs
Category II miniratnas have autonomy to incurring the capital
expenditure without government approval up to Rs. 300 crore or
up to 50% of their net worth whichever is lower.
Miniratna
21. FEATURES OF DEPARTMENTAL
UNDERTAKINGS
The main features of departmental undertakings are as follows:
(a) It is established by the government and its overall control rests
with the minister.
(b) It is a part of the government and is managed like any other
government department.
(c) It is financed through government funds.
(d) It is subject to budgetary, accounting and audit control.
(e) Its policy is laid down by the government and it is accountable
to the legislature.
22. The following are the merits of departmental
undertakings:-
(a)Fulfillment of Social Objectives:
(b)Responsible to Legislature:
(c)Control Over Economic Activities:
(d)Contribution to Government Revenue:
(e)Little Scope for Misuse of Funds:
MERITS OF
DEPARTMENTAL UNDERTAKINGS
23. Departmental undertakings suffer from the following
limitations:
(a)The Influence of Bureaucracy:
(b)Excessive Parliamentary Control:
(c)Lack of Professional Expertise:
(d)Lack of Flexibility:
(e)Inefficient Functioning:
LIMITATIONS OF
DEPARTMENTAL UNDERTAKINGS
25. FEATURES OF STATUTORY
CORPORATIONS
The main features of Statutory Corporations are as follows:
(a) It is incorporated under a special Act of Parliament or State Legislative
Assembly.
(b) It is an autonomous body and is free from government control in respect of its
internal management. However, it is accountable to parliament and state
legislature.
(c) It has a separate legal existence. Its capital is wholly provided by the government.
(d) It is managed by Board of Directors, which is composed of individuals who are
trained and experienced in business management. The members of the board of
Directors are nominated by the government.
(e) It is supposed to be self sufficient in financial matters. However, in case of
necessity it may take loan and/or seek assistance from the government.
(f) The employees of these enterprises are recruited as per their own requirement by
following the terms and conditions of recruitment decided by the Board.
26. MERITS OF STATUTORY
CORPORATIONS
Statutory Corporation as a form of organisation for
public enterprises has certain advantages
that can be summarised as follows:
(a) Expert Management:
(b)Internal Autonomy:
(c) Responsible to Parliament:
(d)Flexibility:
(e) Promotion of National Interests:
(f) Easy to Raise Funds:
27. LIMITATIONS OF STATUTORY
CORPORATIONS
Having studied the merits of statutory corporations we may now
look to its limitations also.
The following limitations are observed in statutory corporations.
(a) Government Interference:
(b) Rigidity:
(c) Ignoring Commercial Approach:
29. FEATURES OF GOVERNMENT
COMPANIES
The main features of Government companies are as follows:
(a) It is registered under the Companies Act, 1956.
(b) It has a separate legal entity. It can sue and be sued, and can acquire property
in its own name.
(c) The annual reports of the government companies are required to be
presented in parliament.
(d) The capital is wholly or partially provided by the government. In case of
partially owned company the capital is provided both by the government and
private investors. But in such a case the central or state government must own
at least 51% shares of the company.
(e) It is managed by the Board of Directors. All the Directors or the majority of
Directors are appointed by the government, depending upon the extent of
private participation.
(f) Its accounting and audit practices are more like those of private enterprises
and its auditors are Chartered Accountants appointed by the government.
(g) Its employees are not civil servants. It regulates its personnel policies
according to its articles of associations.
30. MERITS OF GOVERNMENT
COMPANIES
The merits of government company form of
organising a public enterprise are as follows:
(a)Simple Procedure of Establishment:
(b)Efficient Working on Business Lines:
(c)Efficient Management:
(d)Healthy Competition:
31. LIMITATIONS OF GOVERNMENT
COMPANIES
The government companies suffer from the
following limitations:
(a) Lack of Initiative:
(b)Lack of Business Experience:
(c) Change in Policies and Management:
32.
33. Role of Public Sector Undertakings
Public Sector Undertakings (PSUs) have laid a strong
foundation for the industrial development of the
country. The public sector is less concerned with
making profits. Hence, they play a key role in nation
building activities, which take the economy in the right
direction.
PSUs provide leverage to the Government (their
controlling shareholder) to intervene in the economy
directly or indirectly to achieve the desired socio-
economic objectives and maximize long-term goals.
34. As agriculture is the backbone of Indian economy,
Public Sector Banks (PSBs) play a crucial role in
pushing the agricultural economy on to the
progressive pathway and helping develop rural
India. Moreover, PSUs play a substantial role in
the rural development by providing basic
infrastructural services to citizens.
Role of Public Sector Undertakings
35. Empowerment of Public Sector
Undertakings
The Government provides Public Sector
Enterprises (PSEs/PSUs) the necessary
flexibility and autonomy to operate effectively in
a competitive environment. The Boards of
Navratna and Miniratna companies are entrusted
with more powers in order to facilitate further
improvement in their performance.
36. The government has also implemented revised salaries
for executives of PSEs/PSUs. Moreover, some
innovative measures such as Performance Related Pay
have been introduced to make them more efficient.
These incentives for the employees have been linked to
individual, group as well as company performance.
For further strengthening, the government is also
encouraging the listing of Public Sector Enterprises on
the stock markets.
Empowerment of Public Sector Undertakings
37. Governance of Public Sector
Undertakings
The Department of Public Enterprises - acts as a nodal
agency for all Public Sector Enterprises (PSEs).
The important roles and tasks of the Department are:
General policy relating to Public Sector.
Matters relating to issue of Presidential Directives and
guidelines to Public Sector Enterprises.
Formulation of policy guidelines pertaining to Public
Sector Enterprises in areas like performance
improvement and evaluation, financial management,
personnel management, board structures, wage
settlement, training, industrial relation, vigilance,
performance appraisal, etc.
38. Matters relating to reservation of posts in the
public sector enterprises for certain classes of
citizens.
All matters relating to Memorandum of
Understanding between the Public Sector
Enterprises and the administrative
Ministries/Departments.
Matters relating to delegation of powers to Board
of Directors.
Governance of Public Sector Undertakings
39.
40. History and Formation
of Coal India Limited
With dawn of the Indian independence a greater
need for coal production was felt in the First Five
Year Plan. In 1951 the Working Party for the coal
Industry was set up which included representatives
of coal industry, labour unions and government
which suggested the amalgamation of small and
fragmented producing units. Thus the idea for a
nationalized unified coal sector was born. Integrated
overall planning in coal mining is a post-
independence phenomenon. National Coal
Development Corporation was formed with 11
collieries with the task of exploring new coalfields
and expediting development of new coal mines.
41. Factors to Nationalization of
Coal Industry in India
Nationalization of coal industry in India in the
early seventies was a fall out of two related events.
In the first instance it was the oil price shock,
which led the country to take up a close scrutiny
of its energy options. A Fuel Policy Committee set
up for this purpose identified coal as the primary
source of commercial energy.
42. Secondly, the much needed investment needed
for growth of this sector was not forthcoming
with coal mining largely in the hands of private
sector. The objectives of Nationalization as
conceived by late Mohan Kumaramangalam
were; Conservation of the scarce coal resource,
particularly coking coal, of the country by
1. Halting wasteful, selective and slaughter
mining.
2. Planned development of available coal
resources.
Factors to Nationalization of
Coal Industry in India
43. 3. Improvement in safety standards.
4. Ensuring adequate investment for optimal
utilization consistent with growth needs.
5. Improving the quality of life of the work force.
Moreover the coal mining which hitherto was with private
miners suffered with their lack of interest in scientific
methods, unhealthy mining practices etc. The living
conditions of miners under private owners were sub-
standard.
Factors to Nationalization of
Coal Industry in India
44. Formation of Coal India Limited
With the Government's national energy policy the
near total national control of coal mines in India
took place in two stages in 1970s.
The Coking Coal Mines (Emergency Provisions) Act
1971 was promulgated by Government on 16
October 1971 under which except the captive mines
of IISCO, TISCO, and DVC, the Government of
India took over the management of all 226 coking
coal mines and nationalised them on 1 May, 1972.
Bharat Coking Coal Limited was thus born.
45. Further by promulgation of Coal Mines (Taking over
of Management) Ordinance 1973 on 31 January
1973 the Central Government took over the
management of all 711 non-coking coal mines. In
the next phase of nationalization these mines were
nationalized with effect from 1 May 1973 and a
public sector company named Coal Mines
Authority Limited (CMAL) was formed to manage
these non coking mines.
A formal holding company in the form of Coal India
Limited was formed in November 1975 to manage
both the companies.
Formation of Coal India Limited
46. 1774 First coal mine started in Raniganj Coalfield
1956 Formation of National Coal Development Corporation (NCDC).
01-05-1972 Nationalisation of Coking Coal Mines & formation of BCCL.
01-05-1973 Nationalisation of Non-Coking Coal Mines & formation of Coal Mines
Authority Limited (CMAL).
01-11-1975 Formation of COAL INDIA LIMITED
with 5 subsidiaries BCCL, CCL, WCL, ECL & CMPDIL.
28-11-1985 NCL carved out of CCL & SECL carved out of WCL.
03-04-1992 MCL formed out of SECL
01-01-2000 Deregulation of Coal pricing & distribution.
2007 CIL & 5 subsidiaries (NCL, SECL, MCL, CCL & WCL) was accorded
MINI-RATNA Cat-I.
29-05-2009 CMPDIL was accorded MINI-RATNA Cat-II status.
24-10-2008 CIL was accorded NAV-RATNA status.
11-04-2011 CIL was accorded MAHA-RATNA status.
BRIEF HISTORY OF COAL INDUSTRY
47.
48.
49. Corporate Social Responsibility
(CSR) efforts By Coal India Ltd.
As part of its Corporate Social Responsibility (CSR)
efforts, Coal India Limited and its subsidiary companies
regularly undertake various community development
activities in and around the coalfield areas for the
benefit of the local people.
Works done under Community Development
Programme are as under:-
Installation/Repairing of Hand Pumps.
Digging/renovation of Wells/Ponds/Dam etc.
Water Supply through pipelines.
Construction/Renovation and repair of Community
Centre/building.
50. Construction/repair of Roads/Culverts.
Construction/repair of school building.
Organising Medical Camps.
Organising Sports and cultural activities.
Misc works.
Corporate Social Responsibility
(CSR) efforts
51. Coal India Scholarship Scheme
(Revised-2011)
Coal India Scholarship Scheme (Revised 2011) for Below
Poverty line Students (BPL students) pursuing study in
IITs, NITs and other Central/State Govt. owned
Engineering and Medical Colleges.
Coal India Scholarship Scheme (Revised 2011) for wards of
Land Oustees/Displaced Persons pursuing study in IITs,
NITs and other Central/State Govt. owned Engineering
and Medical Colleges.
63. WELFARE MEASURES AND
SOCIAL AMEMITIES :
Group Gratuity Scheme :
The Group Gratuity Scheme is in vogue with effect from 10th
March, 2003.
The actuarial liability as on 31/ 03/2011 is Rs. 1,535.03 crores.
The trust has earned an interest amounting to Rs. 135.90
crores in the year 2010-11 @ 9.60%.
During the financial year 2010-11 LIC reimbursed Rs.177.19
crore towards Gratuity and paid Rs.5.81 Crores towards life
cover to nominees of deceased employees.
64. Medical Services :
Family Welfare:
Other Medical camps under C.S.R.:
Corporate Social Responsibility :
Sustainable development for society,
Within a radius of 15 Kms from every unit /
project / area / Head quarter.
WELFARE MEASURES AND SOCIAL AMEMITIES :
65. Action Plan includes Scope under
CSR
Education
Water Supply
Health care
Environment
Social Empowerment
Infrastructure for Villages
Sports & Cluture
Generation of Employment
Setting up co-operative Society
Grant /donation/financial assistance
WELFARE MEASURES AND SOCIAL AMEMITIES :
66. Heritage sites
Empowerment of women
Relief of victim of natural calamities
Disaster Management
Supply of Old clothes to Poor Villagers
Development of smokeless fuel out of coal
Adoption of Village.
Action Plan includes Scope under CSR
WELFARE MEASURES AND SOCIAL AMEMITIES :
67. Allocation of fund in CSR
The allocation of fund for CSR is based on 5 %
of retain earnings of previous year subject to
minimum Rs 5/- per tonne of Coal Production
in previous year.
CSR Budget for 2010-11 was Rs. 2286.75 Lakhs
WELFARE MEASURES AND SOCIAL AMEMITIES :
68. Computerization of Process of Pension Claim :
Settlement of PF and Pension in the month of
superannuation under 'Mission Biswas' :
Pension Helpline :
Submission of VV Statement for the year 2010-11 :
WELFARE MEASURES AND SOCIAL AMEMITIES :
Pension
70. Activities on
Environment Week Celebration
A brief of activities undertaken during the week - long
celebration were as follows:-
i) Pledge on Environment Protection as per "UN- Slogan"
taken by all employees both at Corporate (HQ) and at
all Areas.
ii) Organizing various competitions among wards of
employees viz. Drawing, Slogan, Prasna Manch(Quiz
on Environment) etc.
iii) Organising talk on Environment by Outside Experts
iv) Plantation & distribution of plants Awareness on
environment through Rallies