Rajashekar Internship Report

ORGANISATION STUDY AT BOMBAY RAYON FASHIONS LTD
CHAPTER-1
INTRODUCTION
The internship program as part of the curriculum of Visvesvaraya Technological

University Belgaum for MBA students plays a vital role to bridge the gap between the theories
studied and the real business world. It helps the students to get the real exposure in
understanding the functioning of an organization.
The internship study helps to enrich the practical knowledge of the students on activities
of the organization, its functional departments, organizational structure, strengths, Weakness,
opportunities, threats and the business performance in terms of growth and market share.
The present study was carried out at BOMBAY RAYON FASHIONS LIMITED
INDUSTRIAL AREA DODDABALLAPUR BANGALORE RURAL (District) to understand
the overall organization.
The study started on a daily basis visit to the organization. Through the method of
observation are collected at primary level and the secondary sources includes both published and
unpublished source. The factual information was mainly collected from published annual report
of the company.
TITLE OF THE STUDY
“An Organization Study at Bombay Rayon Fashions Limited at Doddaballapur”
STATEMENT OF THE PROBLEM
Understanding the existing knowledge transfer process and providing suggestion for improving
the same.
DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 1

OBJECTIVES OF THE STUDY
1. To have a proper balance between theory and practical knowledge

2. To Understand the functions of the organization
3. To analyze SWOT analysis of the organization
4. To understand the actual Environment in the organization
5. To study the management practices adopted by the organization
6. To know the organization structure of the company
7. To know consumers perspective about the Cloths and its products , compare to other
products in the market
8. To analyze the key players in the industry to know competitive position of BRFL.
SCOPE
The internship study mainly aims in risk involved in production process and export of
textile products. And the study was also carries on in other departments like HR Department,
Production Department, Marketing Department, Finance department. From which the
applicability of theoretical knowledge to practical work was came to know.
LIMITATION OF THE STUDY:
1. Data fetching was difficult due to busy work schedule of the employees.
2. It was difficult for the officials to give detailed description about to their routine work.
3. Some of the facts and figures were kept strictly confidential by the management.
4. Most of the data was not kept in the branch, it was in head office.
5. Some of the employees were ignorant to give information.
6. Lack of co-ordination from certain departments due to their work load.

INTRODUCTION ABOUT INTERNSHIP
Internship study is an vital and essential part of the educational curriculum which helps
students to know how the organization functions and also to know how various interrelated
departments work together to achieve their common goal and it also helps the students to have a
practical exposure to the problems faced, functions, departments and their business operation.
The internship is an integral platform for anyone to gain experience in an actual

workplace. Thuse, PSCI 4100; internship is a good opportunity for students to learn to gain
experience and also to make preparation. Men learn through experience, and a real life is full of
different kinds of experiences. We will encounter many difficulties and obstacles, and with
experiences we are expected to be able to encourage and complete the cleansing process.
Experience in my eyes is a very valuable thing in life because we need to be brave in taking
risks. It is also not something that we simply create, but we need to undergo though it. By doing
my internship in an actual workplace, it helps me to know and discover myself from different
angle. It also helps me to control and develop my attitude and behaviour in dealing with different
kind of people and situation.
I have decided to take internship course to grab the golden opportunities to apply
theories and knowledge that I have in real working life setting. Through learning in university, I
learned about theories but by doing internship, I learned the practicality approach on dealing
with a real world. Even though it was not that much, it was that much, it still has profound results
in some aspects of my life. In some ways, through the internship, I also have learned that I am
still lacking as individual and employee. Internship helps me to identify my weaknesses and also
my strengths. Immanuel Kant once said, “Experience without theory is blind, but theory without
experience is more intellectual play.” The other reason why I choose to take the internship course
is as a preparation for more challenging work environment and situation. Our life in school and
university is incomparable with working life. A working life is very challenging as it required
great effort, commitment, and abilities; those are something that I need to be prepared and
trained to.
This is generally meant to develop student’s aptitude towards business environment

practically and theoretically. It is like a practical training given which will make students prepare

for a future job as a manager of an organization. So it is observed that the internship work is an
invaluable part of educational curriculum.
Management theory provides the scientific technique to deal with situations and problems in the
area of business and management. To this very aspect of management studies and its students
acquainted with the organizational structure and working, Visvesvaraya Technological
University Belgaum has introduced this 4 weeks internship work at the end of the of 2rd
semester for the students MBA in the colleges affiliated to it. VTU Muddenahalli College is no
exception. It has imparted enthusiasm amongst its MBA students from the very beginning about
the importance and utility of this 4 weeks internship work.
During this internship work, students come across real life situation under the domain of
business and organizational world. Students are required to get answers to their inquisitiveness
by themselves in the best way they can. In the process they get to interact with various personnel
and departments in the organization he/she is completely a new entrant. This helps him/her to
sharpen the communication skills and to get inspired by the working of the organization in the
competitive business world and thus gets to know the what, why and how’s of the management
principles.
Bombay rayon fashion limited is one of the industry where gains knowledge about the
application of management principles, customer orientation, service efficiency, quality
compliance, and other aspects that a MBA students should get knowledge of, hence I choose to
do internship study in this industry.
The internship program is designed to provide students engaged in a field experience with an
opportunity to share their insights, to explore the links between students' academic preparation
and their field work, and to assist participants in developing and carrying out the major research
project which will serve to culminate their internship experience.
Internships are individualized and tailored to the needs and interests of each student in the
program. As part of the internship experience, students are expected to take an active role in
finding an appropriate internship for themselves. Many students pursue their own contacts;
however, information is available on Locating Internship Sites.

Doing my 4 months of internship, I want to actively contribute to the company’s objective by

applying the knowledge I obtained during my education environment for example differentiate
between public sector administration and private sector management. I could see how the private
sector like Citibank managed their organisation structure as compared to the public sector. At the
same time, I want to uphold the vision and mission of my host company in achieving its
objective of establishment.
INDUSTRY PROFILE
The Indian textile industry has a great legacy, which is perhaps unmatched in the history
of India’s industrial development. India’s textile’s industry evolved and developed at a very early
stage and its manufacturing technology was amongst the best. Prior to colonization, India’s
manually operated textile machines were among the best in the world, and served as a model for
production of the first textile machines in newly industrialized Britain and Germany. Indian
textiles were sought after for their finesse, quality and design. According to Chouta-kuan, the
Chinese observer preference was given to the Indian weaving for its and delicacy’ prestige trade
textile such as Patola from patina and Ahmadabad, coast were sought after by the Malaysian
royalty and wealthy traders of the Philippines. Textiles have historically formed an important
component of India’s exports. Marco polo’s records show that Indian textiles used to be exported
to china and south-east Asia. Textiles have also comprised a significant portion of the Portuguese
trade with India.
The root of the India material can be followed to the Indus valley progress. The general
population of this progress utilized hand crafted cotton for weaving their pieces of clothing.
Exhuming at Harappa and mohem-jo-daro, have uncovered house and axles (made of wood)
plentifully proposing that natively constructed cotton was utilized to make pieces of clothing.
Sections of woven cotton have additionally been from these destinations.
The revelation of a few axles and a bit of cotton adhered to a silver vase. Uncovered that the
turning and weaving of cotton was known to the Harappa's almost five thousand years back,
References to weaving were found in the Vedic writing the strategy for turning.

India has various and rich conventions. The establishment of the Indian material exchange
with different nations started as right on time as the second nation BC. A store square printed and
opposes collared textures, for the most part of Gujarat inception, found in the tombs of foster,
Egypt, is the confirmation of substantial scale Indian fare of cotton materials to the Egypt in
medieval circumstances.
The silk texture was a well-known thing of Indian fares to Indonesia around the thirteenth
century, towards the finish of the seventeenth century, the British east India Company had started
the fares of Indian silks and different other cotton textures to different nations. These incorporate
the well-known fine muslin material of Bengal, Bihar and Orissa. The exchange painted and
printed cottons or chintz was most loved in the European markets around then, which was widely
rehearsed between India, china, and Philippines, sometime before the landing of Europeans.
The Indian material and attire part is exceptionally basic to the Indian economy, as this segment
represents around 88% of GDP, contributes 14% of the esteem expansion in the assembling area
and over 30% of the fare income of the nation. Other than it is the single – biggest boss with an
expected workforce of 35 million.
World exchange material and garments has had a long history of oversaw exchange. In the
event that has been liable to control in some frame for over 55 years. Since the main intentional
fares quantity was consulted by USA and Japanese material fares in 1935 there has been a plenty
a national reciprocal and worldwide principles overseeing the exchange materials and attire
coming full circle in 1974 in the understanding in regards to universal exchange and materials.
Usually known as the multi-fibre assertion (MFA) consulted with in the structure of the general
concession to duties and exchange. The MFA was planned to work inside the multilateral
structure and its key goal has been the augmentation and dynamic progression of exchange
materials, while maintaining a strategic distance from the disturbance of dividable stamped and
individual lines of generation in both bringing in and sending out nations.
Bombay rayon makes is a standout amongst the most flexible and in fact propelled textures
and attire in India. By and by BOMBAY RAYON FASHIONS LTD are the biggest shirt
produces in India, Bombay rayon design ltd texture fabricating offices are million meters for
each annum. Bombay rayon form ltd article of clothing fabricating offices are 35 million pieces
for every annum. BRFL as of now representatives more than 30,988 individuals

In April 2007 the organization initiated the coordinated material unit in Doddaballapur in
Karnataka.
The Bombay rayon bunch began in 1986 with the consolidation of BRFL. The gathering is
in the material business having for assembling of textures, articles of clothing, plan
improvement, testing and so forth directly bunch is occupied with completing the exercises of
produce of textures for local deal and fare and make of pieces of clothing for trades
In Bombay rayon form restricted I conveyed venture take a shot at the title of “investor’s riches
amplification".
The goal of the examination is to comprehend the organization's activity among the diverse
divisions and concentrate the effect of EVA on financial specialists.
EVA encourages the association to understand that capital is an expensive asset much of the time
sensational change in the capital productivity can be seen. Contrasted with regular measures,
EVA is an epochal measure since it can be amplified it is the better the greater EVA is with
conventional measures that isn't the situation; since ROI can be expanded with disregarding
underneath normal ventures and EPS/working benefit/net benefit can be expanded essentially
putting more cash in the organization.
It watches that there is no solid connection amongst EVA and market value organizations. Along
these lines, it can be comprehended that financial specialist don't give so essential to EVA for its
speculation choice. Broad investigation is required to set up the impact of alternate components
like non-support based pay, spread, sending of assets, advertise cost, and so on it is additionally
expected that the utilization of EVA as a money related execution apparatus will likewise be
more in India.
It is young and trust industry having made its presence felt only from last two decades. The rapid
growth this industry in the last five years revealed the massive export potential. The
entrepreneurs are salting up new factories and trying to employment more and more
professionals to take care of the senior positions of the organization as female workers are
employed more in garments industries and as they come from facilities where they would have
learnt basic tailoring at home itself.

Chief vision has dependably been at the epicenter of item improvement with novel texture idea
behind design inclines the world over with time, the occasion has picked up in ubiquity however
cost the solely of being a top of the line European occasion with support on the expansion from
nations f different mainland’s.
The worldwide material and clothing exchange is assessed to be at us$ 580 billion and is
required to reach us$ 805 billion by 2015. In the concession to materials and apparel (ATC)
which was completely executed on January 1,2005, all exchange obstructions (both assessment
and non-charge) forced by the created nations on imports from creating nations were disposed of,
giving route for exchange administration In the worldwide material exchange.
India’s textiles sector is one of the oldest industries in Indian economy dating back
several centuries. Even today, textiles sector is one of the largest contributors to India’s exports
with approximately 11 per cent of total exports. The textiles industry is also labour intensive and
is one of the largest employers. The textile industry has two broad segments. First, the
unorganized sector consists of handloom, handicrafts and sericulture, which are operated on a
small scale and through traditional tools and methods. The second is the organized sector
consisting of spinning, apparel and garments segment which apply modern machinery and
techniques such as economies of scale.
The textile industry employs about 40 million workers and 60 million indirectly. India's overall
textile exports during FY 2015-16 stood at US$ 40 billion.
The Indian textiles industry is extremely varied, with the hand-spun and hand-woven textiles
sectors at one end of the spectrum, while the capital intensive sophisticated mills sector at the
other end of the spectrum. The decentralized power looms/ hosiery and knitting sector form the
largest component of the textiles sector. The close linkage of the textile industry to agriculture
(for raw materials such as cotton) and the ancient culture and traditions of the country in terms of
textiles make the Indian textiles sector unique in comparison to the industries of other countries.
The Indian textile industry has the capacity to produce a wide variety of products suitable to
different market segments, both within India and across the world.

Market Size
The Indian textiles industry, currently estimated at around US$ 108 billion, is expected to reach
US$ 223 billion by 2021. The industry is the second largest employer after agriculture, providing
employment to over 45 million people directly and 60 million people indirectly. The Indian
Textile Industry contributes approximately 5 per cent to India’s Gross Domestic Product (GDP),
and 14 per cent to overall Index of Industrial Production (IIP).
The Indian textile industry has the potential to reach US$ 500 billion in size according to a study
by Wiser Advisors and PCI Xylems & Polyester. The growth implies domestic sales to rise to
US$ 315 billion from currently US$ 68 billion. At the same time, exports are implied to increase
to US$ 185 billion from approximately US$ 41 billion currently.
Investments
The textiles sector has witnessed a spurt in investment during the last five years. The industry
(including dyed and printed) attracted Foreign Direct Investment (FDI) worth US$ 1.85 billion
during April 2000 to March 2016.
Some of the major investments in the Indian textiles industry are as follows:
 Trident Group, one of the leading manufacturers and exporters of terry towel, home
textile, yarn and paper in India, has entered into a partnership with French firm Lagardere
Active Group, to launch a premium range of home textiles under the renowned French
lifestyle brand Elle Décor in India.
 Raymond Group has signed a Memorandum of Understanding (MOU) with Maharashtra
government for setting up a textile manufacturing plant with an investment of Rs 1,400
crore (US$ 208.76 million) in Maharashtra’s Amravati district.
 Reliance Industries Ltd (RIL) plans to enter into a joint venture (JV) with China-based
Shandong Ruyi Science and Technology Group Co. The JV will leverage RIL's existing
textile business and distribution network in India and Reye’s state-of-the-art technology
and its global reach.

 Giving Indian Sarees a ‘green’ touch, DuPont has joined hands with RIL and Vipul
Sarees for use of its renewable fibre product Sorona to make an ‘environment-friendly’
version of this ethnic ladies wear.
 Snap deal has partnered with India Post to jointly work on bringing thousands of weavers
and artisans from Varanasi through its website. “This is an Endeavour by Snap deal and
India Post to empower local artisans, small and medium entrepreneurs to sustain their
livelihood by providing a platform to popularize their indigenous products,” said Mr
Kunal Bahl, CEO and Co-Founder, Snap deal.
 Welspun India Ltd (WIL), part of the Welspun Group has unveiled its new spinning
facility at Anjar, Gujarat - the largest under one roof in India. The expansion project
reflects the ethos of the Government of Gujarat’s recent ‘Farm-Factory-Fabric-Fashion-
Foreign’ Textile Policy, which is aimed at strengthening the entire textile value-chain.
Government Initiatives
The Indian government has come up with a number of export promotion policies for the textiles
sector. It has also allowed 100 per cent FDI in the Indian textiles sector under the automatic
route.
Some of initiatives taken by the government to further promote the industry are as under:
 India’s first integrated textiles city, which will largely cater to the export market and
build a brand for Indian textiles abroad, is likely to be set up in the state of Andhra
Pradesh.
 The Clothing Manufacturers' Association of India (CMAI) has signed a memorandum of
understanding (MOU) with China Chamber of Commerce for Import and Export of
Textiles (CCCT) to explore potential areas of mutual co-operation for increasing apparel
exports from India.
 The Department of Handlooms and Textiles, Government of India, has tied up with nine
e-commerce players and 70 retailers to increase the reach of handlooms products in the
Indian market, which will generate better prices and continuous business, besides
facilitating direct access to markets and consumers for weavers.

 The Union Ministry of Textiles, which has set a target of doubling textile exports in 10
years, plans to enter into bilateral agreements with Africa and Australia along with
working on a new textile policy to promote value addition, apart from finalizing
guidelines for the revised Textile Up gradation Fund Scheme (TUFS).
 The Government of India has started promotion of its ‘India Handloom’ initiative on
social media like Face book, Twitter and Instagram with a view to connect with
customers, especially youth, in order to promote high quality handloom products.
 Subsidies on machinery and infrastructure
MAJOR PLAYERS IN THE INDUSTRY
 Raymond Group of Companies.

 Nitisun Fabs.
 AS Internationals.
 Gokaldas Group of Companies.
CHALLENGES OF THE INDUSTRY
 The industry is back loaded with technological obsolescence and sub-scale of

operations.
 Indian industry is had been plagued skilled labour problems.
 Lack of modernization.
 Cotton apparels constitute major part of India’s apparel exports, although cotton
appears to be out thing in current global market.

CHAPTER-2
ORGANIZATION PROFILE:
Bombay rayon fabricates is a standout amongst the most flexible and in fact propelled textures
and attire in India. Directly BOMBAY RAYON FASHION LTD are the biggest shirt makes in
India, Bombay rayon mold ltd texture producing offices are million meters for each annum.
Bombay rayon mold ltd article of clothing producing offices are 35 million pieces for each
annum. BRFL right now workers more than 30,988 individuals.
BRFL organization was consolidated as textures private restricted (MFL) on May 21, 1992. On
13, 1992 our organization was changed over into open restricted organization. Consequently, on
September 30, 2004 name our organization was changed to Bombay rayon design limited
(BRFL). In March 2005, with view to combine business of our gathering, Bombay rayon private
ltd (BRPL) was amalgamated our organization and two association firms of the gathering, I.e. B
R fares and garden city apparel was assumed control by BRFL and our organization separately.
In the year 2005, the organization solidified the Bombay rayon bunch business into Bombay
rayon mold ltd. In September 5, 2005 the organization joined an entirely possessed backup
organization, BRFL Europe BV in Almeria, Netherlands.
In March 2008, the organization started business generation in their article of clothing unit in
Bangalore which is having a limit of assembling 7.8 million bits of pieces of clothing per annum.
Amid the year 2007 the organization gained DPJ apparel ltd, a UK based organization which is
occupied with business of discount showcasing and appropriation of garments items. Likewise
the organization joined completely claimed auxiliary to be specific Bombay rayon retail ltd with
a view to venture into local market through retile fragment.
In April 2007 the organization introduced the incorporated material unit in Doddaballapur in
Karnataka. Bombay rayon clothes private ltd was joined on June 26, 2007, in august 2007, the
auxiliary organization has assumed control over the piece of clothing business from Lela Scottish
ribbon private ltd a thought of 155 Crores, consequent to the takeover. Amid the 2007-08 the
organization went into a MOU with administration of Maharashtra for setting up new limits of
assembling of textures and articles of clothing at different areas in October 2007, the

organization gained LNJ attire, a unit of RSWM ltd which occupied with business of assembling
and fares of pieces of clothing for a thought of 25.50 Crores in May 2008, the organization
procured the articles of clothing business of Mayan array private ltd for a thought of 14.74
Crores, the unit is occupied with the assembling and fares of pieces of clothing and is arranged in
Thiruvananthapuram having an assembling limit of 2.40 million pieces for each annum.
In May 5, 2008 the organization has set up a backup under name BRFL Italy SRL at Parma.
Italy, which has assumed control over the brand "Master" and other retile business of Jan session
property SRL, an Italian organization. The organization is into the way toward setting up the
assembling units in the coordinated material parks at islampur and Latur. Likewise the
organization affirmed the plan of amalgamation of Leela Scottish trim private ltd a completely
claimed auxiliary with the organization.
i. BACK GROUND & INCEPTION OF THE COMPANY:

The Bombay rayon gather was advanced by Mr. Janardan Agarwal. Thusly Mr. Aman
Agarwal, and Mr. Prashanth Agarwal, children of Mr. Janardan Agarwal joined the gathering
and are presently accountable for the administration of the organization and additionally our
gathering organizations.
The Bombay rayon as began in 1986 with the joining of BRFL. The gathering is in the
material business having for assembling of textures, articles of clothing, outline improvement,
examining and so on by and by amass is occupied with completing the exercises of fabricate of
textures for residential deal and fare and make of pieces of clothing for sends out.
Bombay Rayon fashions Ltd. Company is the one of the leading, vertically integrated textile
companies in India. They are having a strong presence across the entire value chain of design,
yarn dyeing, weaving, fabric processing, garment manufacturing and retail. The company
manufactures a wide variable of fabrics and garments.

ii. NATURE OF BUSINESS CARRIED;
The Bombay rayon as began in 1986 with the joining of BRFL. The gathering is in the
material business having for assembling of textures, articles of clothing, outline
improvement, examining and so on by and by amass is occupied with completing the
exercises of fabricate of textures for residential deal and fare and make of pieces of clothing
for sends out.
It has multi products, multi fiber and multi market company operating in the manufacture
of woven and garment. It presence in the total value addition chain in textiles is indicated.
iii. VISION MISSION & QUALITY POLICY:
BRFL VISION
Our vision is to wind up a comprehensive worldwide form attire mark, obliging the regularly
changing design industry of direct retile clients and make long haul relationship of with
straightforward business contributions.
BRFL MISSION
 Most inventive looked for after design attire and texture makes.
 Most solid for quality
 Most esteemed manager
 Most for all time partners. Fortified with clients, providers, and other.
QUALITY POLICY
Quality is our promise and we endeavor (try hard to do) to match all international standards.

BRFL GOALS AND OBJECTIVES
 To maintaining good customer relation.

 To providing employment for unemployed.
 To expansion of the company throughout the world.
 To improve the quality.
SI DESIGNATION NAME OF THE

NO. PERSON
1. Chairman Mr. Janardan Agarwal
2. Vice Chairman Mr. Aman Agarwal
3. Joint Vice Chairman Mr.Naseer Ahmed
Mr. Prashanth
4. Managing Director
Agarwal
5. Executive Director-Finance Mr. A.R. Mondra
6. Executive Director-Corporate Mr. Uday Mogre

7. Director Mr. S.B Agarwal
8. Director Dr. Praveen P. Shah
9. Nominee EXIM Bank Mr. John Mathew
10. Company Secretary Ms. Prachi Deshpande
V. K Beswal And
Associates,(CA)
11.
D-1st floor, Oberoi
Auditors Registered Office
Garden Estates,
Chandivali Farms
Road,
Chandivali. Mumbai-

400072
The National stock

The company’s shares are listed on: exchange of India
LISTING OF EQUITY SHARES ltd.(NSE)
12 (Listing fees paid) & The Bombay stock
exchange ltd.(BSE )
BOMBAY RAYON
FASHION LTD.

WORK FLOW MADULE:
FLOW CHART
Pattern / sample marking
Spreading
Cutting
Sorting & bundling
Embroidery (as required)
Sewing
Button holing & buttoning
Washing (as required)
Trimming & checking
Ironing & finishing
Final inspection
Packing
Dispatch

iv.PRODUCTS \ SERVICES PROFILE:

PRODUCTS
Fabric
Every thread woven at Bombay rayon fashions limited is a part of an incredible range of
fabric that BFRL has to offer. Each fabric has one inherent quality – comfort. Their promise to
manufacture the finest fabric inspires us to put in the extra effort to create magic. It showcases an
enormous range of fabric and size offerings available in various colors to suit every occasion and
every budget. It has in-house multi fiber capabilities to produce pure fabrics and their motto is
“Contemporary clothing for the new gen” their fabrics offer an extensive range of men’s styling.
It was the leading Indian fabric manufacturers and suppliers in the domestic markets as well as
International Fashion Export Industry.
Apparel:
Comfortable, durable and stylish are the inherent qualities of the range of apparels
available. Admiration is guaranteed with BRFL apparels. Apparels from Bombay rayon fashions
ltd arena creative exploration of the same comfort brought in by our fabrics. Whether you need a
uniform for your team, a gift or program item, it offers just the right look and feel for a corporate
or a casual event. Tailored with fine detailing to create a style that suits you, it spends a lot of
time and effort in bringing innovations in our apparels. The corporate collection is designed with
easily complementing colors and styles that any combination you pick would match. And the
best part is that are priced ‘right’. Check our new collection for the finest apparels with a
comfortable fabric at just the right price. A must- has for your wardrobe.
Trims
With an initial goal to maintain quality and consistency in button manufacturing, BRFL has
set up in-house state of the art button manufacturing unit; the Trims Division is today the largest
and most sophisticated button industry in India. It has huge collection of polyester button of the
highest quality. This includes buttons for shirts, coats, outer wear, trousers and fancy buttons.
Their buttons are pre dyed and free from banned elements like Azo, Lead, Cadmium, and
phthalate and meet the Oekotex-100 Class 1 standard.

Yarn
In 2010 Bombay rayon fashions ltd. completed its vertical integration in the textile industry
with the acquisition of a yarn manufacturing company of great repute, STI India ltd, thus making
BRFL one of the privileged few to have the capability of producing everything from yarn to
garment. Our yarn items are100% cotton brushed yarn, 100%organic yarn, natural yarn under
reasonable exchange and 100% cotton yarn under reasonable exchange.
Technology:
Technology is the most important tool to improve efficiency and hence
productivity. We have rigorously kept up to date with the latest in the International
markets.
Having partnered with Datatex and SAP, BRFL has implemented a company wide
Enterprise Resource Planning tool (ERP) to cover all textile and garmenting
processes under one roof.
Datatex, a specialist in the Textile and Garment industry, is used in over 11,500
workstations in 14 different languages in 38 nations, including some of the world’s
largest and most important textile manufacturers.
SAP SAP brings the financial expertise through their SAP FICO module. The ERP
sits on the state of the art IBM servers, in fully redundant in -house Data Centre in
the Doddaballapur facility.

AREAS OF OPERATION
TERRITORY OF OPERATIONS
NATIONAL
BRFL effectively initiated business generation of assembling offices of yarn coloring, weaving
and handling, and today they have 32 fabricating offices crosswise over India.
Texture retailed crosswise over India under the brand "BOMBAY RAYON”
LOBAL:
1. Garments traded to US, EUROPE besides Japan.

2. Fabric exports to Middle East and Europe.
3. Subsidiaries in UK and Europe
INFRASTRUCTURAL FACILITIES:
1. Production Plant and Machinery

2. Testing and R&D Equipment’s
3. HRD Center
4. Security and Firefighting Facilities
5. Loading, Unloading and Material Handling Facilities
6. Canteen Facilities
7. Learning Center (library)
8. Workshop and Maintenance
9. Transportation Facilities
10. Medical Center
11. Parking Facilities
12. Baby Sitting
13. Freedom of Association
14. Ambulance Room
15. Drinking Water Facilities
16. Wash Room, Lunch Room Facilities
17. Disciplinary practices

COMPETITORS INFORMATION
BRFL not only face competition from domestic but also internationally. Even through there
is a stiff competition from both the sides BRFL has faced it effectively.
LIST OF THE COMPETITORS FOR BRFL
 Anjani Dham Industries ltd

 GTN Textiles ltd
 Vertex Spinning ltd
 Sri Nachammai Cotton Mills ltd
 Baroda Rayon Corporation ltd
 Raymond Group of Companies.
 Nitison Fabs.
 AS Internationals.
 Gokaldas Companies
 Source Industries (India) ltd
 Sarita Synthetics and Industries ltd.
 Arvind Mills

Milestones:
Established in 1986, BRFL is on the verge of completing 25 glorious years in the

Industry. The journey of our organization has been dynamic .
BRFL got listed in all the stock exchanges in country–region India country–region in 2005.In the
same years it acquired DPJ Clothing country–region on U.K.country–region In 2007, BRFL
acquired Leela Scottish Lace a textile arm of Leela Group. This acquisition made BRFL one of
the largest apparel groups in country–region India country–region. In 2007, BRFL signed
Memorandum of Understanding with Government of Maharashtra to expand its fabric and
garment division by setting up new unit in various regions of Maharashtra. The total investment
for this project is Rs.1, 100core.
1986 Mr. Janardhan Agarwal establishes the Bombay Rayon Group.

1990 Maharashtra gets its first fabric manufacturing facility.
1998 Bombay Rayon group commences export of fabrics.
2001 Launch of the Garment Division.
2005 Bombay Rayon Groups business is consolidated into BRFL.
The company makes a successful IPO with a listing on all the stock
2005
exchanges in India.
BRFL acquires DPJ Clothing UK, supplying to high street retailers in
2005
UK.
Set up of 7 garment manufacturing facilities in Bangalore with around
2005
7000 machines.
2007 BRFL acquires "Leela Scottish Lace", one of the largest garment
manufacturing units set up in India, making BRFL one of the largest
apparel groups in India.
BRFL acquires "LNJ Apparel" a 1000 machine specialized bottoms
2007
plant.

2007 BRFL marks the commencement of the mega USD 250 million Textile
and Garment Project under a special MOU signed with the government
of Maharashtra.
2007 BRFL establishes a fully integrated textil e mill in Doddaballapur,
Bangalore with a capacity to process 1 lakh meters/day.
2008 BRFL acquires the iconic brand “Guru”.
2009 BRFL is sanctioned the project under the Scheme for Integrated Textile
Park (SITP) by the Govt of India.
BRFL establishes the world’s largest fabric processing capacity of 5
2010
lakh meters/day at Tarapore.
BRFL acquires STI India Ltd, a world class producer of 100% cotton
2010
yarn.
v. OWNERSHIP PATTERN:
Total Number of Percentage Share

CATEGORY OF SHAREHOLDER
Shares Holding (%)
Promoter
Indian Promoter 7,17,93,300 22.61
Foreign Promoter 5,04,64,386 15.90
Total Promoter 12,22,57,686 38.51
Non Promoter
Institutions

Total Number of Percentage Share

CATEGORY OF SHAREHOLDER
Shares Holding (%)
Mutual Funds / UTI 0 0.00
FI/Bank/Insurance 18,28,77,912 57.60
Govt 10 0.00
FII 0 0.00
Other 2,90,226 0.10
Total Institutions 18,31,68,148 57.70
Non-Institution
Bodies Corporate 38,92,058 1.23
Individuals (up to Rs. 1 lakh) 62,41,929 1.97
Individuals (in excess of Rs. 1 lakh) 7,59,767 0.24
NRIs/OCBs 1,56,758 0.05
Others 80,01,829 2.52
Total Non-Institution 1,20,50,645 3.80
Total Non Promoter 19,52,18,793 61.49
Depository Receipts 0 0.00
Total 31,74,76,479 100.00

Graph: Shows Bombay Rayon Fashions Ltd Share Holding
vi. ACHIVEMENTS / AWARDS
CERTIFICATIONS:
Organic Cotton:
This certification ensures the organic status of textiles. From raw materials to
production, processing, manufacturing, packaging, labelling, exportation,
importation and distribution of all natural fibbers through environmentally and
socially responsible work standards.
Fair Trade:
A company is Fair Trade Certified when their products meet environmental, labour
and developmental standards, set by FLO International and FLO -CERT.
Independent auditing of producers, ensure that employees receive minimum wages
and bargain collectively, ensure no forced or child labour and ensure health and
safety requirements.

SA 8000:
A global social accountability standard, developed by the global accreditation
agency - SAI (Social Accountability International).SA 8000 certification ensures
decent working conditions, checks the presence of ay forced or child labour ensures
Health and Safety, Freedom of association & right to Collective bargain, work
discipline, working hours, compensations and more. SA 8000 offers workplace
standard training to managers, workers and auditors
INTERNATIONL ORGANIZATION STANDARDIZATION (ISO) 14001:
An Environmental Management System (EMS), ISO 14001 is a tool to manage

environmental impact of an organisation. It assures that the organizational
processes are in sync with the environment, work standards are employee friendly,
environmental reach to external stakeholders like customers, community and
regulatory agencies, support the organisation’s en vironmental plans, policies and
actions.
Quality:
Quality is our promise and we Endeavour to match all International standards.
INTERNATIONL ORGANIZATION STANDARDIZATION (ISO) 9001:

This certification aims towards improved customer satisfaction, for which an
organisation needs to meet their requirements. ISO 9001 is an organizational
framework, tried and tested towards a systematic approach. It sets standards for
internal processes of an organization for consistent quality products.
Ocko-Tex:
This voluntary testing and certification system is based on the individual
responsibility of the manufacturers throughout the textile processing chain. It
provides the evidence of the quality of already certified source materials,
guarantees the processing techniques, dyestuffs and auxiliaries, recipes and material
compositions .

Awards:
BRFL was aptly honoured as the 'largest shirt maker in India'. We also
received Dun & Bradstreet - Rolta Corporate Award as one of India's top 500
companies.
Doddaballapur mill won the Prestigious National safety Award for
"Outstanding Performance in Industrial safety as winner for the performance year
2008 based on the lowest average frequency rate." This award was presented by Mr.
Mallikarjuna Kharge, honourable Minister for labour and Employment -
Government of India which was received by our Vice President Mr. M Gopi on 27
Sept 2010 at New Delhi
vii. FUTURE GROWTH AND PROSPECTS:

Information revolution promises to bring the world closer to cohesion. In the emerging
face of fast moving information, technological transfer is bound to take place at a higher
speed.
As the international border blur supply chain management and information technology take
a crucial role in apparel manufacturing. Global partners in the clothing supply chain are
exchanging information electronically, thus the need for Indian clothing industry to spruce up.
Upcoming technology for mass customization such as three dimensional non contract body
measurement and digital printing ought to be discussed thoroughly and implemented fast.
This mass customization shall be successful for meeting unpredictable demand levels, for
luxury goods, uncertain customer wants and for heterogeneous demand. It is to be noted that
mass customization is different from mass production.
Scale and coordination have been the foundation of our methodology to drive edges around
here. BRFL has scowl both naturally and inorganically to accomplish its vision. Amid the
most recent couple of years we have obtained a few organizations with a specific end goal to
boost the advantages of vertical incorporation and economies of scale. Today BRFL glad to
state that we are biggest vertically material gathering among India's, with 32 producing
offices in activity situated the nation over.

CHAPTER-3
3.1. Mc-kensys 7’s Model:
McKinsey 7-S framework was developed in the early 1980s by Tom Peters and Robert Waterman, two
consultants working at the McKinsey & Company consulting firm, the basic premise of the model is that
there are seven internal aspects of an organization that need to be aligned if it is to be successful
The 7-S model can be used in a wide variety of situations where an alignment perspective is useful, for
example, to help you:
1. Improve the performance of a company.
2. Examine the likely effects of future changes within a company.
3. Align departments and processes during a merger or acquisition.
4. Determine how best to implement a proposed strategy.
The McKinsey 7-S model can be applied to elements of a team or a project as well. The alignment issues
apply, regardless of how you decide to define the scope of the areas you study.
The Seven Elements
The McKinsey 7-S model involves seven interdependent factors which are categorized as either "hard"
or "soft" elements:
HARD ELEMENTS SOFT ELEMENTS

Strategy, Structure ,System Shared values, Style, Staff, and Skills.
“Hard” elements are easier to define or identify and management can directly influence them: These
are strategy statements; organization charts and reporting lines; and formal processes and IT systems.
"Soft" elements, on the other hand, can be more difficult to describe, and are less tangible and more
influenced by culture. However, these soft elements are as important as the hard elements if the
organization is going to be successful.

The way the model is presented in Figure 1 below depicts the interdependency of the elements and
indicates how a change in one affects all the others.
Let's look at each of the elements specifically:
i) Strategy: The plan devised to maintain and build competitive advantage over the competition. A
strategy refers to a method or plan chosen to bring about a desired future strategy is the direction and
scope of an organization over the long term, which achieves advantages in an ever changing
environment through its configuration of resources and competencies 3 with the aim of fulfilling
stakeholder expectations. Strategy which is a fundamental management tool in any organization is a
multi-dimensional concept that various authors have defined in different ways. It is the match between
an organization's resources and skills and the environmental opportunities as well as the risks it faces
and the purposes it wishes to accomplish. For a firm to survive and prosper a strategy is important.
Strategy helps a firm create a fit between the organization and its environment in an effort to enable the
organization adapt to its turbulent environment. How the strategy is planned formulated and
implemented is therefore important. Strategy formulation and implementation is a continuous and
systematic process for making decisions about the organization future, developing the necessary

procedures and operations to achieve that future and determine how success is to be measured. It is a
systematic process through which an organization argues on and builds on commitment among
stakeholders to priorities which are essential to its vision and mission and to be responsive to the ever-
changing operating environment.
BRFL STRATEGIES
Low and reasonable pricing: BRFL products are fairly priced and reasonable price for a product
or service that is fair to both parties involved in the transaction. This amount is based upon the agreed-
upon conditions, promised quality and timeliness of contract performance.
ii) Structure: The way the organization is structured and who reports to whom. Structure refers to
the way in which tasks and people are specialized and divided, and authority is distributed; how
activities and reporting relationships are grouped; the mechanisms by which activities in the
organization are coordinated. Organizations are structured in a variety of ways, dependent on their
objectives and culture. The structure of the company often dictates the way it operates and performs.
Traditionally, businesses have been structured in a hierarchical way with several divisions and
departments, each responsible for a specific task. Although this is still the most widely used
organizational structure, the recent trend is increasingly towards a flat structure where the work is done
in teams of specialists rather than fixed departments. The idea is to make the organization more flexible
and devolve the power to employees by eliminating the middle management layers.

STRUCTURE OF AN ORGANIZATION
GENERAL MANAGER
COMPLIANE HR FACTORY QUALITY PRODUCTION

MANAGER MANAGER MANAGER MANAGER MANAGER
SAR FINISHING
HR QUALITY IED FLOOR
I/C
ASSISTANT I/C I/C
K/B I/C
HRS
WELFARE LINE QC CUTTING
OFFICER IRON I/C
GHE SUPERVISOR
CHECKER
NURSE PACKING I/C
WELFARE BATCH
OFFICER SUPERVISOR
MECHANIC
NURSE EXE STORE I/C
ELECTRICIAL I/C
BOILER
OPERATOR
HOUSE
KEEPING IC
HEALTH & SAFETY OFFICER
OFF
WELFARE OFFICER
STORE I/C

iii) Systems: The daily activities and procedures that staff members engage in to get the job done.
Systems refer to the formal and informal procedures used to manage the organization, including
management control systems, performance measurement and reward systems, planning, budgeting and
resource allocation systems, and management information systems. Every organization has some
systems or internal processes to support and implement the strategy and run day-to-day affairs. These
processes are normally strictly followed and are designed to achieve maximum effectiveness.
Traditionally, organizations have been following a bureaucratic-style process model where most
decisions are taken at the higher management level. Increasingly, organizations are simplifying and
modernizing their processes by innovation and use of new organizational structure to make the decision
making process quicker. Special emphasis is on the customers with the intention to make the processes
user friendly.
There is a wide range of systems that facilitate day-to-day business of BRFL. These include
1. Employee recruitment and selection system,

2. Production process system
3. Training and development system
4. Team development and orientation system,
5. Transaction processing systems,
6. Customer relationship management system,
7. Business intelligence system.
MANAGEMENT SYSTEM
INTERNAL AUDIT – POLICY/ PROCEDURE
POLICY:
Improve the management system through corrective and preventing action by conducting
internal audit periodically.
PROCEDURE:
To ensure that planned, documented, comprehensive and periodic internal audits are conducted to
verify the compliance of activities with the planned social accountability system.

1. Social Accountability Representative is responsible to plan and carry out Internal Audits.
2. Internal Audits are conducted at least once every 3 months or as required.
3. The Schedule is communicated well in advance to the concerned personnel.
4. The periodicity of the audit may vary taking into the criticality of the processes being audited
the results of the previous audit etc.
5. It is ensured that trained internal auditors who are not part of the process being audited conduct
the audit.
6. Non-Conformance’s observed are recorded in the form of a Non-conformance report and once
copy is issued to the concerned person and one to the SAR.
7. Where Non-Conformance’s are not observed, the Auditors prepare a report, which is
summarized by the SAR that is used for reporting during the Management’s review meeting.
8. The concerned person, on whom the non-conformance is raised, proposes corrective actions in
consultation with the SAR.
9. After the completion of corrective Action, concerned personnel report the same to SAR.
10. Where Non-Conformance’s are raised on the SAR, the non-conformance’s can be closed by any
of the auditors.
iv)Shared values: Shared value called "super ordinate goals" when the model was first developed,
these are the core values of the company that are evidenced in the corporate culture and the general
work ethic. Shared values is the core or fundamental set of values that are widely shared in the
organization and serve as guiding principles of what is important; vision, mission, and values
statements that provide a broad sense of purpose for all employees. All members of the organization
share some common fundamental ideas or guiding concepts around which the business is built. This
may be to make money or to achieve excellence in a particular field. These values and common goals
keep the employees working towards a common destination as a coherent team and are important to
keep the team spirit alive. The organizations with weak values and common goals often find their
employees following their own personal goals that may be different or even in conflict with those of
the organization or their fellow colleagues.

The Code of Conduct for Board Members and Senior

Management Personnel of the company includes: -
1. Prudent conduct and behaviour
2. Business opportunities
3. Conflict of interest
4. Safeguarding company's assets
5. Confidential information
6. Fair dealing
7. Team work and spirit
8. Gift & donations
9. Financial record keeping & reporting
10. Compliance with laws and regulations
11. Insider trading
12. Compliance with the code
13. Amendment
v) Style: the style of leadership adopted. Style refers to the leadership style of managers; how they
spend their time; what they focus attention on; how they make decisions; also the organizational
culture, that is, the dominant values and beliefs, the norms, the conscious and unconscious symbolic
acts taken by leaders. All organizations have their own distinct culture and management style. It
includes the dominant values, beliefs, and norms which develop over time and become relatively
enduring features of the organizational life. It also entails the way managers interact with the
employees and the way they spend their time. Businesses have traditionally been influenced by the
military style of management with strict adherence to the upper management and procedure expected
from the lower-rank employees. However, there have been extensive efforts to change the culture to a
more open, innovative and friendly environment with fewer hierarchies and smaller chains of
command.

vii) Staff: the employees and their general capabilities. Staffs refer to the people, their competencies;
how the organization recruits, selects, trains, manages the careers, and promotes them. Organizations
are made up of humans and it's the people who make the real difference to the success of the
organization in the increasingly knowledge-based society. The importance of human resources has thus
got the central position in the strategy of the organization. All leading organizations put extraordinary
emphasis on hiring the best staff, providing them with rigorous training and mentoring support, and
pushing them to achieve professional excellence. It is also important for the organization to instill
confidence among the employees about their future career growth. Skills refer to the distinctive
competencies; what it does best along dimensions such as people, management practices, processes,
systems and customer relationships

RECRUITMENT –FLOW CHART
GENERAL
ªÀÄ£ÉUÉ
gÀªÀÄMA
HR
NAGER
MANA
GER
FM
GM PM / IED
FINISHING I/C
FLOOR I/C
K/B/C
SUPERVISOR QUALITY I/C CUTTING I/C
PACKING I/C BATCH

QC
MECHANIC I/C SUPERVISOR
ELCTRICIAL CHECKER TAILOR
BOILER HELPER
OPERATOR
HOUSE
KEEPING
STORE I/C
K/B
OPERATOR
TRIMMER

vii) Skills: The actual skills and competencies of the employees working for the company. The
following are the skills possessed by the employees,
1. Technical skills: - Electrical skills, Production skills, Electronic skills.

2. Administrative skills: - Managerial skills, Numerical skills, financial skills, Clerical skills.
3. Operational skills: - Taking care of machineries, maintenance and its operations, processing and
scheduling of raw materials, quality assurance and so on.
4. Marketing skills: - Distribution of transformers advertisement and promotions, sales, customers
and feedback.
111

3.2 Porter’s 5 force model:

Threat of new entrants:
 Low barriers in the domestic market.

 Economies of scale are high.
 Brand identity of a company in this BRFL is high.
 Capital requirements to establish a regional or a national level operation are high.
 This BRFL is not lucrative.
 The companies operating at the national level to manage to make economic profit
but entry barrier at this stage are very high.
 High capital requirement is not an issue for the international players and thus the
entry of strong international brands in the domestic is inevitable.
 Thus the threat of new entrants is moderate.
Bargaining power of buyers:
 High demand for apparels and home textiles in us and markets.

 Product differences and brand identity are quite high.
 Buyer concentration is very low.
 Buyer volume is general low.
 Buyer information is high.
 Ability to backward integrate is very low.
 Thus the bargaining powers of buyers are low.

Bargaining power suppliers:
 High availability of cotton.

 Low cost of labour.
 Differentiation of input is pretty low.
 Presence of substitute inputs to cotton like polyester, wool, ilycra ect are present.
 Importance of volume to suppliers is very high.
 Cost relative to total purchases in BRFL is low.
 Thus bargaining power of suppliers is low.
Threat of substitutes:
 Competition from low cost producing nations like Pakistan and Bangladesh.
 The threat of substitution from the BRFL provided by the unorganized sector is
high.
 The thread of substitutes in the BRFL is high.
The Degree of rivalry:
 Fixed costs are high in this BRFL.

 Product differences are high.
 Brand identity is high.
 Exit barriers are also high for the national level operations.
 Thus the degree of rivalry in the BRFL is high.

CHAPTER- 4
SWOT ANALYSIS
STRENGTH
WEAKNESS SWOT OPPORTUNITIES
THREATS
Introduction
SWOT analysis is a strategic planning technique used to help a person or organisation to identify its
strength, weakness, opportunities and threats related to business competition or project planning. It is
intended to specify the objectives of the business venture or project and identify the internal and
external factors that are favorable and unfavorable to achieve those objectives.

SWOT analysis aims at identifying the key internal and external factors seen as important to achieve an
objective. SWOT analysis groups key pieces of information into two categories:
External factors Internal factors

Strength Opportunities
Weakness Threats
 STRENGTHS
BRFL is giving importance on quality and environment responsibility.
 The Experience of BRFL promoters is remarkable.

 The Flexibility in manufacture of garments as to accommodate timely delivery.
 The BRFL Designing capabilities are present in house.
 BRFL having Lower turnaround time.
 It as Low Labour cost.
 The Economies of scale.
 The BRFL company provides Quality assurance
 It sampling capabilities.
 WEAKNESS
 Unstable market shares.

 Huge competition in national market
 Relatively lower volume of production leading to higher cost of production
 Lack of skilled labour at rural area.

 OPPORTUNITIES
 Company can grab the market with small period as it is all ready established.
 Huge market potentials in domestic.
 Continuous increase in demand.
 Develop local skills based through increased training.
 The product of BRFL range to cater different need of customer so it can utilize this
opportunity against competitor’s threat.
 THREATS
 The Threat of Industry unrest in terms of labour strikes

 Change in customer demand due to change in taste and preference.
 Availability of skilled labours locally is not there.
 Unexpected price fluctuation and the variation in currency exchange.
 If out of country trade currency fluctuation
 Heavy Competition in the local market.

CHAPTER-5
Financial statement of BRFL
Table 1:
Balance sheet of BRFL (Rs in Crores)
Particulars 2014 2015 2016 2017 2018
Sources of Funds
Shareholder’s Fund
Share Capital 48.98 63 63 69.1 111.9
Reserves and Surplus 104.38 420.01 528.96 787.32 1797.42
Share Application Money 333
Advance Money Received 12.63 12.63 20.27
Total 153.36 495.63 604.59 1189.42 1929.58
Loans fund
Secured Loans 84.11 319.85 666.73 1660.45 2146.72
Unsecured Loans 10.88 13.89 47.63 55.04 333.42
Deferred Tax Liabilities 94.99 333.45 714.36 1715.48 2480.15
1.49 13.41 22.41 66.14 91.18
Total 249.84 842.5 1341.36 2971.05 4500.91
Application of Funds
Fixed Assets
Gross Block 78.39 325.64 462.95 956.5 2091.44

Less: Depreciation 9.69 19.69 51.49 98.75 165.52
Net Block 68.7 305.95 411.46 857.74 1925.92
Capital Work-in-Progress 51.52 48.06 267.81 715.28 554.26
Total 120.22 354.01 679.2v 7 1573.02 2480.18
Investments’ 10.01 135.77 58.08 332.28 439.48
Current Assets, Loans & Advances
Inventories 83.35 275.11 321.7 475.14 695.58
Sundry Debtors 34.62 102 201.84 310.72 177.25
Cash and Bank 11.75 77.26 55.19 31.44 26.08
Loans and Advances 28.82 73.47 130.84 154.37 240.58
Advances to Subsidiaries 231.53 440.32
157.54 427.84 709.57 1203.2 1779.81
Less: Current Liabilities and Provisions
Current Liabilities 30.29 65.08 70.86 116.18 176.01
Provisions 8.6 10.26 34.69 21.3 22.52
39.23 75.13 105.55 137.47 198.53
Net Current Assets 119.19 352.73 604.02 1065.47 1581.25
Total 248.84 842.5 1341.36 2971.05 4500.91

The balance sheet shows that the assets and liabilities of the organization have increased from
the previous years. The debt burden of the business has increased due to the increase in both the
secured and unsecured loans. The capital blocked in work in progress has increased. The current
assets of the company have increased from the previous year, due to increase in the cash balance
and the increase in the debtors of the company, which shows the increased performance of the
organization. But there is an increase in the current liabilities of the company also, which is due
to the increase in the ongoing projects of the business.
CURRENT RATIO
Current ratio is one of the most fundamental liquidity ratios. It measures the ability of a business
to repay current liabilities with current assets.
CURRENT RATIO = CURRENT ASSETS / CURRENT LIABILITIES
Table 2:
Table showing the level of Current Ratio of BRFL (Rupees in Crores)
CURRENT CURRENT CURRENT

YEARS
ASSETS LIABLITIES RATIOS
2013-14 129.72 30.29 4.29
2014-15 454.37 65.08 6.99
2015-16 578.73 70.86 8.17
2016-17 817.3 116.18 7.03
2017-18 898.91 176.01 5.11

ANALYSIS
According to the above table during the year 2017-18 current ratio is more than 5.1, in the year
2016-17 current ratio is 7.034, in the year 2015-16 the current ratio is 8.17, in the year 2014-15
the current ratio is 6.99 and in the year 2013-14 the current ratio is 4.2.
INTERPRETATION
The above graph reveals that company current ratio is increasing from 2017-18 which depicts
company’s ability to pay back its current liabilities efficiently with its current assets. If the ratio
is less than one then the company may have problems while paying back its liabilities, although
it is not an alarming sign for an investor but should concern about the management.
NET WORKING CAPITAL
Net working capital is the aggregate amount of all current assets and current liabilities, it is used
to measure the short-term liquidity of a business.
NET WORKING CAPITAL= CURRENT ASSETS – CURRENT LIABILITIES

Table 3:
Table Showing the Level of Net Working Capital of BRFL
(Rupees in Crores)
CURRENT NET WORKING

YEARS CURRENT ASSETS
LIABILITIES CAPITAL
2013-14 129.72 30.29 99.43
2014-15 454.37 65.08 389.29
2015-16 578.73 70.86 507.84
2016-17 817.3 116.18 701.12
2017-18 898.91 176.01 722.9
ANALYSIS
According to the above table the level of net working capital shows positive balance in all the
years. In the 2014-15 showing the balance of 99.43, 2014-15 showing the balance of 389.29,
2015-16 showing the balance of 507.84, 2016-17 showing the balance of 701.12, & in the year
2017-18 showing the balance of 722.9.

CHAPTER -6
Learning Experience
The main purpose of the organization study is to make students acquainted with the
practical knowledge about the overall functioning of the organization. It gives opportunity to
study the human behavior and also makes one ready to face different situations, which normally
would come across while on work in the office or factory environment.
The primary objective of the organization study is to make the students to know the
practical applicability with respect to the theoretical concepts in the business decisions. The
understand Behavior, culture of the organization and to know about the various policies of the
organization and its performance and its future strategies.
An internship with a company, which is well established, is a brilliant source of

knowledge. I will be able to physically feel and experience the concepts that I have learned
throughout my life. This provides me a chance to reflect upon what I have learned till now. On
the other hand, I will be able to gain some very important insights of working with senior
officials in reality. I would be able to utilize their experience as a guide to correct my mistakes
and to rediscover more skills that will be useful.
The works related to the company plays as an opportunities where they have given the
assignments directly related to an area of study or career interest.
The basic values of internship I have taught are:

1. I have gained experience by applying knowledge and skills in work related situations.
2. Have learnt about what kind of official works to do and also gained my level of
confidence in my own abilities.
3. Gained the practical real work experience as an employee.
4. Expanding my knowledge by seeing others mistakes and to solve them.
5. I have learnt how to identify the internal problems of the company and to be solved.
6. Multitasking in some areas and team work.
My experience at internship has taught me more than I could have imagined. I felt my
duties were diverse and ever changing. Some it’s tough to recall everything I have taken in over

past month, but even though I feel that these are some of the most beneficial lessons I have
learnt.
Learnt about the organization, their existence, mission, vision of the company and
product profile, and the types of product they have been offered, and the services profile we
learn on organization structure, hierarchy of the organization, decision making process. They
also increase communication skill while interacting with the staff members and they learn about
management team, their responsibilities, their point of view in future expectation of products,
Learnt on company core values that is using team word instead of I that results efficiency in
work. And also understand the what is strength, weakness, opportunity, and threat of the
company.

Rajashekar Internship Report

Uploaded by

Copyright:

Available Formats

Rajashekar Internship Report

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Rajashekar Internship Report

Uploaded by

Copyright:

Available Formats

ORGANISATION STUDY AT BOMBAY RAYON FASHIONS LTD

The internship program as part of the curriculum of Visvesvaraya Technological

TITLE OF THE STUDY

“An Organization Study at Bombay Rayon Fashions Limited at Doddaballapur”

STATEMENT OF THE PROBLEM

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 1

OBJECTIVES OF THE STUDY

1. To have a proper balance between theory and practical knowledge

LIMITATION OF THE STUDY:

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 2

INTRODUCTION ABOUT INTERNSHIP

The internship is an integral platform for anyone to gain experience in an actual

This is generally meant to develop student’s aptitude towards business environment

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 3

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 4

Doing my 4 months of internship, I want to actively contribute to the company’s objective by

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 5

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 6

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 7

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 8

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 9

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 10

MAJOR PLAYERS IN THE INDUSTRY

 Raymond Group of Companies.

CHALLENGES OF THE INDUSTRY

 The industry is back loaded with technological obsolescence and sub-scale of

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 11

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 12

i. BACK GROUND & INCEPTION OF THE COMPANY:

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 13

ii. NATURE OF BUSINESS CARRIED;

iii. VISION MISSION & QUALITY POLICY:

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 14

BRFL GOALS AND OBJECTIVES

 To maintaining good customer relation.

SI DESIGNATION NAME OF THE

1. Chairman Mr. Janardan Agarwal

2. Vice Chairman Mr. Aman Agarwal

3. Joint Vice Chairman Mr.Naseer Ahmed

5. Executive Director-Finance Mr. A.R. Mondra

6. Executive Director-Corporate Mr. Uday Mogre

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 15

The National stock

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 16

WORK FLOW MADULE:

Pattern / sample marking

Sorting & bundling

Embroidery (as required)

Button holing & buttoning

Washing (as required)

Trimming & checking

Ironing & finishing

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 17

iv.PRODUCTS \ SERVICES PROFILE:

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 18

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 19

1. Garments traded to US, EUROPE besides Japan.

1. Production Plant and Machinery

DEPARTMENT OF MBA, VTU CPGS-MUDDENAHALLI Page 20