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INDUSTRY PROFILE
1.1 Indian sugar Industry:
India is the second largest producer of sugar in the world. The Indian sugar
industry is the second largest agro industry located in the rural India. The Indian
sugar industry has a turnover of Rs.500 billion per annum and it contributes almost
Rs.22.5 billion to the central and state as tax, and excise duty every year. It is the
second largest agro processing industry in the country offers cotton textiles.
The industry not only generates power for its own requirement but surplus
power for export to the grid based on by - product- bagasse. It also produces ethyl
alcohol, which is used for industrial and potable uses, and can also be used to
manufacture Ethanol, an ecology friendly and renewable fuel for blending with petrol.
The sugar industry in the country uses only sugar cane as input; hence sugar
companies have been established in large sugar cane growing states like Uttar
Pradesh, Maharashtra, Karnataka, Gujarat, Tamil Nadu and Andhra Pradesh. In the
year 2003-04 these six states contribute more than 85% of total sugar production in
the country. Exhibit 1 shows the state-wise sugar production in India for 2004-2005
and 2005-06.
The government de-licensed the sugar sector in the August 1998, there by
removing the restriction on the expansion of existing as well as on the establishment
of new units , with the only stipulation that a minimum distance of 15 km’s would
continue to be observed between an existing sugar mill and a new mill.
There are 566 installed sugar mills in the country with a production capacity
of 180 lakh Million ton’s of sugar, of which only 453 are working. These mills are
located in 18 states of the country. Around 315 of the total installed mills are in the
co-operative sector, 189 in the private sector and 62 in the public sector.
The number of operating sugar mills in the country has increased from 29 in
sugar year (SY) 1930-31 to 412 by (S) Y1996-97 (sugar year = October 1 st to
September 30th). The addition in number of mills was at its peak during seventies
that when nearly 100 mills were added between 1970 and 1980 to increase the
number of operating units to 300. The development of industry in the past is as
given in table below.
The average capacity of the sugar mills in the industry has considerably
moved up from just 644 ton per day in SY 1930-31 to 2656 ton per day. But still the
production of sugar in India is inching. Industry was driven by horizontal growth
(increase in number of units) compared to the vertical growth witnessed in other
countries (increase in average capacity) Refer Exhibit (3)
Sugarcane occupies about 2.7% of the total cultivated land and it is one of
the most important cash crops in the country. The area under sugar cane has
gradually increased from 2.7 million hectares in 1980-81 to 4.3 million hectares in
2002-03, mainly because of much larger diversions of land from other crops to
sugarcane by the farmers for economic reasons. The sugarcane area, however,
declined in the year 2003-04 to 3.9 million hectares and to 3.7 million hectares in
2004-05, mainly due to drought and pest attack.
The three largest sugarcane growers in terms of production are Brazil, India and
China, yielding between them more than half of total sugar production. Exhibit 3
compares production and yield figures for the top 11 sugar growing countries as
shown below.
EXHIBIT 3: Sugarcane production and consumption by country.
Most of the mills in India are not equipped to make refined sugar. Mills which
are designed to produce refined sugar can manufacture sugar not only from
sugarcane but also from raw sugar which can be imported. Therefore, such mills can
run their production all the year round, as opposed to single stage mills which are
dependent upon the seasonal supply of sugarcane.
Facts:
1.4 Budgetary Measures For The Sugar Industry For The Year 2006-
07:
2. COMPANY PROFILE
2.1 INTRODUCTION:
A distillery and ethanol plant of 60 kiloliter per day capacity was added in
2002. The sugar refinery was set up to progress raw sugar to produce refined sugar
meeting European specification.
The current capacity of the sugar plant in Munoli is 8000 TCD and 100 MT
(Million Ton) of raw sugar per day. The co-generation power plant is 35 MW plant. It
is growing very fast in industry. It is dynamic achievement of lady entrepreneur
Mrs.Vidya.M. Murukumbi.
The company's merchant export division is the second largest sugar exporter
in India (about 45% of India’s sugar export). In the previous year (2005-2006) the
company was largest raw-sugar importer into India. This plant is so designed that
M.S.RAMAIAH INSTITUTE OF TECHNOLOGY, -6- BANGALORE.
sugar can be produced not only from sugarcane but also from raw sugar. This unit
manufactures EC-II grade sugar conforming to European standards, with negligible
sulphur content.
Its distillery is among the few, to manufacture fuel ethanol from ethanol.
Government of India is encouraging the use of fuel ethanol as mortar fuel since it is
considered to be less polluting and also a renewable source.
Shree Renuka Sugars Ltd Initial Public Offering opened on October 7, 2005
and closed on October 14, 2005.
Issue Price is Rs.285 per Equity Share of Face Value of Rs.10 each. The Issue
price is 28.5 times the face value. Issue is over subscribed by 15 times.
2.2 NATURE OF BUSINESS CARRIED:
Objectives:
1. Shree Renuka Sugars Ltd, aims to become the most efficient and market driven
integrated processor of sugarcane in the world.
2. To enable the team to grow in a learning and motivating atmosphere.
3. To participate in the all round development of the community delivering
consistently on returns to all its shareholders
4. Commitment to keep process environment friendly.
Vision:
The company’s vision is to become the most efficient processor of sugar and
the largest marketer of sugar and ethanol in the country.
Mission:
1. To expand its installed capacity, achieve end-to-end integration for all its plants to
improve margins and reduce cyclically of business.
2. Achieve greater raw material security.
3. Increase its focus of corporate and high value consumers.
4. To reduce price risk in sugar by hedging.
5. Maintain a strong presence in export market and expand market for ethanol.
Environment policy:
Harvesting and processing season may vary from country to country and area
to area and factory to factory depending on the convenience. Usually the harvest
starts in July/August and continues to April/May. Some factories have the continuous
supply of cane throughout the year, and they process throughout the year without
keeping the factory idle.
The bulk of the world’s sugarcane is harvested and loaded by hand and
Transported by trucks, Lorries, tractors and bullock carts from growing place to
factories. Some factories have railway tracks for the purpose of transporting
sugarcane and sugar.
The sugar mill produces many by-products along with sugar. A typical
sugarcane complex of 3000 TCP capacity can produce 345 tons of sugar, 6000 liters
alcohol, 3 tons of yeast, 15 tons of potash fertilizer, 25 ton of pulp, 15 ton of wax,
150 ton press-mud fertilizer and 750 KW of power from bagasse.
Molasses:
After alternating between control and decontrol, the government adopted the
policy of partial decontrol in 1967-68, which has since been the mainstay of
government policy except for two short periods of decontrol in the 1970's Under this
policy, the government procures 40% of production at controlled prices based on the
Statutory Minimum price for sugar cane, for supply through the public Distribution
System and the balance 60% is allowed to be sold by the mills in free market subject
to the monthly release mechanism. The levy quota for sugar mills has been brought
down from the peak levels of 70% in 1968-69 to the present levels of 40% as a
gradual process of deregulation of sugar industry.
Bagasses:
Bagasse is a fibrous residue of cane stalk that is obtained after crushing and
extraction of juice. It consists of water, fiber and relatively small quantities of soluble
solids, the composition of bagasses varies based on the variety of sugarcane,
maturity of cane, method of harvesting and the efficiency of the sugar mill, the usual
bagasses composition is given in exhibit 5 as shown below.
EXHIBIT 5:
Power:
Ethanol:
The company produces alcohol from the molasses (Molasses is the brown
colored residue after sugar has been extracted from the juice. Molasses still contains
some quantity of sugar, but this sugar cannot be extracted by usual technology) left
after the extraction of sugarcane juice, which can be used both for potable purpose
as well as an Industrial chemical. Further, this alcohol can again be purified to
produce fuel grade ethanol that can be blended with petrol.
Bio-fertilizers:
The residue product from distillery operations blended with chemicals is being
sold as bio-fertilizers.
Registered office:
Corporate Office :
Sugar, Havalaga.
Taluka: Afzlapur.
Gulbarga, Karnataka
Taluka: Saundatti.
Belgaum, Karnataka.
Taluka: Ajra.
Kolhapur, Maharastra.
Taluka: Athani.
Belgaum, Karnataka.
Sugar, Bhusanoor.
Taluka: Aland.
Gulbarga, Karnataka.
2.6 OWNERSHIP PATTERN: Board of Director:
Audit Committee:
The statutory auditors, internal auditors and Head of Finance will be attendees. The
broad terms of reference of the audit committee are as follows:
The current capacity of the sugar plant is currently 8,000 TCD and 1000 MT of
raw sugar per day. The cogeneration power plant is a 35 MW plant. The distillery
produces 120KL of rectified spirit and 60KL of fuel grade ethanol per day. The
command area of sugar cane procurement is about 15,000 acres spread over 150
villages and the supporting base of over 8000 farmer shareholders who are the
backbone of our company and part of our success story.
The capacity of the sugar plant is currently 2,500 TCD plant with a command
area of over 8000 acres spread over 84 villages with a planned average recovery of
about 12%.
The capacity of the sugar plant is 2500 TCD (will be enhanced to 4,000 TCD
plant after balancing equipment is in place) with a command area of over 9500 acres
spread over 67 villages with a planned average recovery of about 12%.
Future Plans:
At SRSL, the present is nothing more than a mere milestone on the path to
the future. And it is this future that constantly beckons us to tap into its vast
reservoir of ideas and innovations that will secure a higher quality of life for
everybody. The company have planned ahead to embrace that future in a variety of
ways.
Expansion Programmes:
• A proposal for acquisition of balance plant facilities and for relocation of the
same to a new location in the State of Karnataka with expansion of cane
crushing to 4000 TCD.
• Increase in Cane crushing capacity of the green field sugar unit at Burlatti,
Taluka Athani, District Belgaum from 5000 TCD, as is originally envisaged in
the Prospectus, to 6000 TCD and Setting up of 15 MW cogeneration power
plants at the same location.
• In addition to the existing and already announced capacity of cane processing
would be 8500 TCD and cogeneration would be 15 MW taking the Company’s
total capacity next season to 20,000 TCD (inclusive of existing lease of 4000
TCD) and Cogeneration capacity to 50.5 MW.
• A project is undertaken by the company to establish a plant in South-Africa.
3. MC-KINSEY’S 7-S MODEL
3.1 Origin:
The 7-S Framework was first mentioned in “The Art of Japanese Management”
by Richard Pascale and Anthony Athos in 1981. They had been investigating how
Japanese industry had been so successful. At around the same time that Tom Peters
and Robert Waterman were exploring what made a company excellent. The Seven S
model was born at a meeting of these four authors in 1978. It appeared also in “In
Search of Excellence” by Peters and Waterman, and was taken up as a basic tool by
the global management consultancy company McKinsey. Since then it is known as
their 7-S model.
There are seven interdependent key – elements in the McKinsey 7-S Model.
These are: Strategy, Structure, System, Style, Staff, Skills, and Shared
Values.
These seven elements are distinguished in so called Hard S’s and Soft S’s.
The Hard – S elements (Strategy, Structure and System) are feasible and easy to
identify. They can be found in strategy statements, corporate plans, organizational
charts and other documentations.
The Soft – S elements (Style, Staff, Skills, and Shared Values) however, are hardly
feasible. They are difficult to describe since capabilities, values and elements of
corporate culture are continuously developing and changing. They are highly
determined by the people at work in the organization. So it is much more difficult to
plan or to influence the characteristics of the soft elements. Although the soft factors
are below the surface, they can have a great impact of the hard Structures,
Strategies and Systems of the organization.
3.3 STRATEGY:
Pricing Policy:
Unlike other consumer or other goods, sugarcane will not be differing because
it is subject to control of Government. Government will fix the sugar price. Price for
exporting will be fixed by the firm. It is management's policy to fix the price for
exporting.
Sugar Prices:
The realization to sugar mills from government levy quota is called levy
prices. Levy prices are fixed by the GOI based on SMP for the year. But usually levy
prices are very low and fall below the cost of production. Therefore the producers are
left with only free sale sugar quota to run the business profitably.
GOI controls extend to free market prices also through the issue of monthly
dispatch orders to all the sugar mills in the country based on demand supply
situation in the country.
In September 1998, PDS sugar prices were increased from Rsll.40 per kg to
Rs.12 per kg.
The sugar price range in the country for last few years is given below. The sugar
prices move in close relation to production of sugar and the inventory in the country.
Sugar prices are the lowest in India when compared to the leading sugar consuming
countries in the world. Converted into Indian rupees the price equivalent in
3.4 STRUCTURE:
The activities are classified and based up on the job profile. The mangers
perform the various functions of the concerned departments.
The department deals with the production activities in the production floor
where men and machines are employed to convert the cane and chemical into
finished product (sugar) for handling them over to sales department.
Regular Purchases:
Indent from the user is original document to issue purchase order for regular
purchase of materials and goods.
Process:
Stores department holds the entire inventory required in the organization all
the materials coming are subject to record at stores and holds them at stores until
they are issued to the required department.
Functions:
• Receipt of materials.
• Inspect it with ordered quantity, quality and any specification.
• Some of the materials like chemicals are to be sent to laboratory for
inspection and testing.
• Getting the indents from the departmental head and issuing it.
• To make the purchase returns if the materials are rejected.
• Maintain minimum level of materials.
• Informing purchase department when materials require.
Materials Handled:
The administration controls and monitors the activities of the time office and
security personnel. Human Resource Development is the challenging function in-
front of the administration department.
3.4.4.1 PERSONNEL DEPARTMENT:
Functions
• Remuneration:
Fringe Benefits:
• Canteen facility.
• Transportation facility.
• Housing facility.
• Free electricity.
• Exgratia (A type of bonus given during deepawali.).
• KLE’S Health Card (Rs.1 lakhs for the employee and Rs. 50,000 for spouse.)
• Workesmen compensation policy depending upon the age and position of the
employee.
Finance is the life blood of the business. One cannot imagine a business
without finance department because it is the central point of all business activities.
Finance department of SRSL (Shri Renuka Sugars Ltd) plays a very important, as it
is here that decision with regard to procurement and utilization of funds are taken.
Such decision includes the preparation of various budgets, allocation of funds for
various activities or division of the firm as well as distribution of profits etc.
Cane is the only raw material for producing sugar. The department keeps a direct
link with farmers and helps the farmer to develop the cane.
Assistant cane development officer heads the circle office there are 20 circle
officers located at different places surrounding from where cane is being produced.
Supervisor assists circle officer. There is one supervisor for 1500 acre. Supervisors
are to report corresponding circle offices. Weekly report has to be sent the cane
manager.
This department takes care of all repairs and maintenance of fittings and
fixtures of the plant. The electrical engineer is the head of the department. Assistant
electrical engineer and junior engineer assist him.
Functions
Marketing and advertisement are not necessary in sugar industry because the
customer do not ask for specific company produced and that not separable.
Anyhow the contacts with dealers and agents are maintained and developed.
About 40% of the sugar produced by the company is used for domestic consumption
and the rest 60 % is exported.
Functions:
3.4.12 DISTILLERY:
Distillery Plant was located in the year 2002 at the same location. Spirit is
produced at the distillery plant. Molasses converted into rectified spirit. Molasses is
waste product from sugar juice. It is the by-product in the sugar industry.
3.5 SYSTEM:
System refer to the formal process and procedure used to manage the
PRESIDENT organization including the management control system, performance
management, measurement and reward system, planning, budgeting, resource
allocation, MIS, distribution system, accounting system, trading system etc.
1. Financial system/ Accounting System: Currently they are using Tally 7.2 as
the accounting software. Each branch and department is divided and each have their
own files maintained, and at the end of the day the data will be transferred to the
main branch which will be processed together by the finance manager.
2. Customer data base system: The details of the customers are maintained in the
software called SAP which helps in maintaining long relationship with the customers,
and also help in the process of any difficulty arises. This will help them to shortlist
the deliveries and timely delivery of cars.
3.6 STYLE:
This part of McKinsey 7-S framework includes the leadership style of top
management and the overall operating style of the organization. It also includes the
motivational style used in the company. Some other important areas which come
under style are:
1. How does top management make decisions (Ex participatory v/s top-down)?
2. How do manager spend their time (Ex: informal meeting, informal conversation in
the field with customer)?
Leadership Style:
Leadership can be performed with different styles. Some leaders have one
style, which is right in certain situation and wrong for others. Some leaders can
adapt and use different leadership styles for the given situation.
• Authoritative Leadership.
• Democratic Leadership.
• Participative Leadership.
SRSL Perspective:
In the modern business situation of SRPL, the company is using “Democratic
Leadership style”. Any one in the firm can directly meet any one. Daily meetings
will be held between the sales team and the team manager to solve the problems of
the teammates and to collect the sales details. Team manage will report to the AGM
(Assistant General Manager) on the same day. Once in a week AGM will meet the
sales executives. Once in a month Vice-Chairmen of the organization meets all the
managers.
The decision power is handled By CEO. He will take major decisions regarding
developmental activities and relationship with other dealers and corporate buyers.
Each department is given power and responsibilities to operate and take decisions.
• External-internal auditors
• Internal-internal auditors
• Statutory auditors and reviews the audit plans
• Internal controls
• Audit reports and the management response to the observations and
recommendations emanated from the audit. All significant observations and
follow-up actions are reported to the Audit Committee. The Audit Committee
has met seven times during the financial year.
3.7 SKILLS:
SRSL consists of the personnel, having high technical and managerial skills.
Shri Renuka Sugars Ltd is having distinctive capabilities in comparison with the
competitors. Training is provided to all level of the employees, on specific tasks
related to job and also on various other broad aspects. They also contribute to the
total customer value. The technical personnel are sent to Vasantdada Sugar
Institute, Pune each year for up-gradation and post-graduation courses and further
choosing them on merit.
Training:
• Operation
• Maintenance
• Instrumentation
• Electrical
• Finance
• Information Technology.
3.8 STAFF:
Staff (in the sense of people, not line / staff) is often treated in one of two
ways. At the hard end of the spectrum, we talk of appraisal systems, pay scales,
formal training program, and the like. At the soft end, we talk about moral, attitudes,
motivation, and behavior.
People are one of the most important assets of the company. The
technologies, Products and structures of a company can be copied by competitors
but no one can match the highly charged, motivated people who care these things.
People are firm’s repository of knowledge and they are central to company’s
competitive advantage. Well educated, coached and highly motivated people are
critical to the development and execution of strategies, especially in today’s faster-
paced, more perplexing world, where top management alone can no longer assure
firm’s competitiveness.
The staff of SRSL – Top, middle and lower management have nurtured
following qualification thereby being able to meet the expectations of their valuable
customers.
Quality:
SRSL has adopted Line & Staff organizational structure that offers individual
the opportunity to meaningfully learn & participate across diverse business
processes.
The Deputy General Manager follows the Managing Director. The team leaders
of various departments report to the Deputy General Manager.
Shared values are what engender trust and link an organization together.
Shared values are also the identity by which an organization is known throughout its
business areas. These values must be stated as both corporate objectives and
individual values. Every organization and every leader should have a different set of
values that are appropriate to its business situation.
Unlike the other six ‘S’s, super ordinate goals (Shared Values) don’t seem to be
present in all, or even most organizations. They are, however, evident in most of the
superior performers.
4.1 INTRODUCTION:
During the research, initially SWOT analysis was called SOFT (Satisfactory,
Opportunity, Fault, and Threat) analysis which was nothing but good and bad about
operation in its present and future. “What is good in the present is Satisfactory, good
in the future is an Opportunity, bad in the present is a Fault, and bad in the future is
a Threat”. This was called the SOFT analysis. Afterward in a Long Rang Planning in
Switzerland, the ‘F’ of SOFT changed to ‘W’ and then it called as SWOT analysis.
1. SHORT TERM SOLVENCY RATIOS: These ratios measure the liquidity of the
firm and its ability to meet its maturing short-term obligations.
CURRENT RATIO:
This ratio measures the solvency of the company in short term. A current
ratio of 2:1 indicates a highly solvent position. Banks consider a ratio of 1.33:1 as
minimum acceptable level for providing working capital finance. The ratio has been
increasing over the years and is 2.02 in 2006, which was 1.19 and 1.30 in 2005 and
2004. This shows that the assets are being effectively utilized. The position of SRSL
is very good.
QUICK RATIO:
These ratios measure the long- term financial stability of the firm. Long-term
stability means the ability of the firm to pay all its liabilities including those, which
are not currently payable.
This ratio indicates the relationship between loan funds and net worth of the
company, also called gearing. If the proportion of debt is low, a company is said to
be low geared and vice versa. Ideal debt equity ratio is 2:1. The higher the gearing,
the more volatile the return to the shareholders. In the year 2006 SRSL is a highly-
geared company as the percentage of debt as compared to the shareholders fund is
high. This ratio has been 0.73 and 0.34 in 005 and 2004.
This ratio shows how many times interest charges are covered by funds that
are available for payment of interest. 2:1 is considered an ideal ratio. A very high
ratio indicates the firm is conservative and a very low ratio indicates excessive use of
debt. This ratio is very high in SRSL indicating that it is a very conservative in using
debt. This ratio has bee 5.43 and 5.27 in 2006 and 2005.
3. PROFITABILITY RATIOS:
These ratios help in assessing the adequacy of profits earned by the company
and also to discover whether profitability is increasing or declining.
RETURN ON INVESTMENT:
The aim of a business enterprise is to earn return on capital. This ratio helps
managers in knowing what each project is bringing in the form of returns and also
helps in discontinuing non-profitable products. The returns have been increasing over
the years except a slight decline in 2006 (15%).In the year 2005 and 2004 it was
41% and 23%.
This ratio focuses on the net profit margin arising from the business
operations. This ratio is usually calculated to determine the trend in net profit
margins and performance of the company along the years and with other similar
companies. The net profits have been showing an increasing trend. In the year 2006,
2005, and 2004 it was 11%, 9%, and 11% respectively.
RETURN ON ASSETS:
4. TURNOVER RATIOS:
These ratios measure how effectively the firm employs its resources and with
which speed it converts various accounts in to sales or cash.
The higher the ratio or lower the stock turnover period is always better. SRSL
has a ratio of 6.66, 7.59, and 6.80 in the year 2006, 2005, and 2004.
As my first exposure to the corporate word, the things which I have learned
as a trainee in this organization are as follows:-
The first thing I learned as a trainee is to be punctual. First few days I was
not punctual. One day I did not go to the company and failed to inform the Senior
Administrative officer. The next day I went to the company, the officer asked me not
to come for the next 2 days. I realized my mistake and I was punctual for the rest of
my training programme.
• The company recruits its manpower through various sources such as internal
sources, campus recruitments, advertising, etc.
• Training is based on the requirements of the employee. Each employee is
given a questionnaire which consists of the various skills required to perform
a particular job. The employee rates himself on various aspects. Based on the
ratings, the area in which training is to be given is decided and a training
calendar is prepared every year.
• The selection process consists of Collection of applications blanks, Screening
of applications, written tests (aptitude & technical Personal interview,
Technical interview, medical Examination, job offer, Placement and induction
• The employees are appraised on their performance once in every 6 months.
The appraisal method is based on ‘Rating Scale’. The appraiser rates his
subordinate based on the targets set and how far the subordinate is able to
achieve his set targets.
7.2 Marketing:
7.3 Production:
• The company has sugar laboratory which conducts tests and check for
suitability of product to health care.
• All employees have to wear uniform on all working days. This shows the
discipline of workers.
• The plant is designed in the shop floor and the movement of materials from
one machine to another is easily understood by me.
7.4 General:
• The company uses VB* punching machine to record the attendance of the
employee.
• The company has a strict security department. They will not allow any
outsider to enter the company unless the Administrative department gives
permission. The trucks and tractor are allowed to enter inside the company
only after checking the invoice and the license of driver.
• The depreciation is calculated on the Reducing Balance Method.
• The company follows more of an Organic type of structure which develops
self-reliance and decision making abilities among the departments.
• The department’s functions as individual teams. This creates a sense of team
spirit among the group members in each of the division. This also creates a
competitive environment with in the organization.
• The subordinates are encouraged by their superiors to take initiatives in
production planning and control which could lead to reduction in cycle time.
8. CONCLUSION
Shree Renuka sugars have state of art equipment and a highly competent
technical team that produces one of the highest quality sugars. It is growing very
fast in the industry. It is dynamic achievement of lady entrepreneur Mrs. Vidya
Murukumbi.
Sugar industry is agro based and monsoon season hits the production. The
reason as to why sugar factories will be closed is because of inconvenience of
harvesting and even transporting the cane to the factory. Indian sugar industry is
highly fragmented with organized and unorganized players. The unorganized players
mainly produce Gur and Khandsari, the less refined form of sugar.
The Company is very active in trading portfolio and second largest merchant
exporter in FY 02-04 when the sugar was being exported, and has been the largest
raw sugar importer in the previous year. The Company is the only one in the industry
today with a formal risk management system in place. As a significant step forward
in hedging own sugar price risk as well as that of customers, the company became
an active corporate member on NCDEX dealing in sugar commodities to trade in spot
market and in futures.
It has a strategic relationship with one of the largest overseas players Tate &
Lyle Plc, UK and continues its focus and plan to play an active role in global market.
With an able management and robust vision, Shree Renuka Sugars today is
one of the fastest growing sugar manufacturers in the country. M.S.RAMAIAH
INSTITUTE OF TECHNOLOGY, - 59 - BANGALORE.