An Internship Report

on

“BHORUKA EXTRUSION PVT. LTD., MYSURU’’

Submitted by
YOGAPRIYA
USN: 4VZ22BA131

Submitted to
VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI
In partial fulfilment of the requirements for the award of the degree of
MASTER OF BUSINESSS ADMINISTRATION

Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE

Dr. PREETI PATIL Mr. MADHUSUDHAN G

Assistant Professor Senior officer (HR &IR)

Department of Management Studies Bhoruka Extrusion Pvt. Ltd.
VTU’s Centre for PG Studies Mysuru
Mysuru

VISVESVARAYA TECHNOLOGICAL UNIVERSITY

Department of Management Studies
VTU’s Centre for PG Studies
Hanchaya, Sathgalli Layout, Mysuru-570029
2022-2024
 VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

DEPARTMENT OF MANAGEMENT STUDIES

VTU’s Centre for PG Studies,
Hanchya - Sathgalli Ring Road, Mysuru-570029

CERTIFICATE

This is to certify that Ms. YOGAPRIYA R. bearing USN 4VZ22BA131 is a bonafide student of
Master of Business Administration Course, Visvesvaraya Technological University, Post-Graduation
Centre, Mysuru (2022-2024) Belagavi. An internship report on “A STUDY OF AN
ORGANISATION
STRUCTURE IN BHORUKA EXTRUSION PVT. LTD., MYSURU’’ is prepared by her under
the
guidance of Dr. PREETI PATIL Assistant Professor, Department of Management Studies in partial
fulfilment of the requirements for the award of the degree of Master of Business Administration of
Visvesvaraya Technological University, Belagavi, Karnataka.

(Dr. PREETI PATIL) (Dr. YATHEESH CHANDRA M. S.)

Internal Guide Programme Coordinator

External Viva-Voce:

Name of the Examiner: Signature with date

1) …………………………

2) …………………………..
 DECLARATION

I, YOGAPRIYA R., hereby declare that the Internship report is prepared by me under the guidance
of Dr. PREETI PATIL, Assistant Professor, Department of Management Studies, VTU’s CPGS,
Mysuru and under the external guidance of Mr. MADUSUSHAN G Senior officer (HR &IR) of
Bhoruka Extrusion Pvt. Ltd, Mysuru.

I also declare that Internship work is towards the partial fulfilment of the University regulations for
the award of degree in Master of Business Administration by Visvesvaraya Technological University,
Belagavi.

I have undergone an internship for a period of 4 weeks. I further declare that this internship is based
on the original study undertaken by me and has not been submitted for the award of any degree/
diploma for any other institution.

Place: Mysuru (YOGAPRIYA R.)

USN: 4VZ22BA131
 ACKNOWLEGEMENT

Firstly, I would like to express my immense gratitude towards our institution VISVESVARAYA
TECHNOLOGICAL UNIVERSITY, BELAGAVI which created a great platform to attain
profound technical skills thereby fulfilling our most cherished goals.

I express my heartfelt gratitude to Dr. T. P. RENUKA MURTHY, Regional Director and Dr.
YATHEESH CHANDRA, Programme Coordinator, Department of MBA, VTU’s CPGS, Mysuru,
for their support and guidance.

I express my heartfelt gratitude to my internal guide, Dr. PREETI PATIL, Assistant Professor,
Department of Management Studies, VTU’s CPGS, Mysuru, for her support and guidance in carrying
out this study successfully.

I express my heartfelt gratitude to my external guide, Mr. Madhusudhan G., senior officer (HR/IR)
for providing me the necessary inputs and guiding me throughout the internship.

I would like to thank all employees of Bhoruka Extrusion Pvt. Ltd., for giving me all related
information pertaining to the report.

Finally, I thank all the faculty members and staff of Department of Management Studies, my friends,
my parents and all my well-wishers for helping and encouraging me in one or the other way during
the period of my study.

Place: Mysuru (YOGAPRIYA R.)

Date: USN:
4VZ22BA131
 TABLE OF CONTENT

CHAPTER TITLE PAGE NO.

NO.

1 INTRIDUCTION ABOUT THE ORGANISATION

1.1 Introduction 1

1.2 Aluminium market 1-2

1.3 Growth factor 3-4

1.4 Types of products from industry 4

2 ORGANISATION PROFILE

2.1 Overview of Bhoruka Extrusion pvt Ltd 5

2.2 History 6-7

2.3 Company back ground 7-8

2.4 Nature of business 8

2.5 Group of companies 8

2.6 Area of operation 9-10

2.7 Customers 10

2.8 Major competitors 10

2.9 Vision, mission, quality policy 11

2.10 Ownership pattern 11

2.11 work flow process 12-19

2.12 Awards and achievements 20

2.13 Future growth and prospects 20

3 MCKENSY’S 7S FRAMEWORK AND PORTER’S FIVE
FORCE MODEL

3.1 Introduction 21

3.2 Mckensy’s 7s framework 22-27

3.3 Porter’s Five Force Model 28-32

4 SWOT ANALYSIS

4.1 Strengths, weakness, opportunities and threats of the 33-34

organisation
5 ANALYSIS OF FINANCIAL STATEMENT

5.1 Profit and loss account 35

5.2 Balance sheet 36-37

5.3 Cash flows 37-38

5.4 Ratio analysis 38-39

6 LEARNING EXPERIANCE 40-41

BIBLIOGRAPHY 42

ANNEXURE
 LIST OF TABLES

TABLE PARTICULARS PAGE

NO.
1 Current ratio analysis 36
2 Quick ratio analysis 37
3 Debt equity ratio 37
4 Working capital 37

LIST OF FIGURES
 EXECUTIVE SUMMARY

The purpose of this internship is to study and understand the organization as a whole and to
know how exactly the various departments functions in an organization. It is also stimulating
and helps to understand the work environment better. The study assesses the performance of
the organization and examines the changes in the environment. The study gives the over view
of the service industry, the manufacturing industry. It gives a picture about industry structure,
players in the market, the industrial volume and the current scenario of the manufacturing
industry around the world and in India.

The internship gives a brief overview of the Bhoruka Extrusion Pvt. Ltd. profile. In order to
function efficiently and effectively every organization has a functional department it’s
important to divide departments so that the work can be divided into units and divisions the
various department of Bhoruka Extrusion such as, human resource, Finance, Marketing,
Maintenance, etc.

In this organization study the external guid as explain about industry profile, vision, mission,
quality, policy, ownership pattern, achievements and awards, future growth and prospects,
and with a special study on Mckensy’s 7s framework, SWOT Analysis and analysis of
financial statement.

First chapter shows the introduction about internship and industrial profile of the
organisation. Second chapter shows the organization profile like area of operation,
background and inception, nature of business, vision and mission, product/services,
achievements/awards, ownership pattern and future growth and prospects. Third chapter
shows the Mckensey’s 7s model means strategy, structure, style, staff, skills, systems and
shared values of the organization. Fourth chapter shows about the SWOT analysis of the
organization. Fifth chapter shows the analysis of financial statement of organization. Sixth
chapter shows the learning experience of the organization.
 CHAPTER-1

INTRODUCTION ABOUT THE ORGANISATION AND INDUSTRY

1.1 INTRODUCTION:

Aluminium industry in Indian is one of the leading industries in the Indian economy. The
growth of the aluminium metal industry in India would be sustained by the diversification
and exploration of new horizons for the industry Indian has hugged deposits of natural
resources in from of minerals like cooper, chromate, iron are manganese bauxite, gold etc. the
Indian aluminium industry falls under the category of non-iron based which include the
production of cooper, brass, zinc aluminium and manganese.

The Indian aluminium metal industry sector in the decade substantial success among the
other. The Indian aluminium industry developing fast and the advancement in its
technologies is boosting the growth even faster. The operation of both international and
domestic resources as significant in the growth rapid development of the Indian aluminium
industry. This rapid development has made the Indian aluminium industry prominent among
the inventories. The Indian aluminium industry has a bright future as it become one of the
largest players in the global aluminium market as in the India the consumption is fairly to the
industry may use the surplus production to cater the international need for aluminium which
is used all over the world for several applications such as aircraft such manufacturing,
automobile manufacturing, utensils, etc.

The main operation of the aluminium industry is mining of one’s refining of the recasting
alloying sheet and rolling into foes. At present, hidalgo and Nalco are one of the most
economical in the production of aluminium in the world. Foe the substance of the growth the
aluminium industry in Indian has to develop research and development units the production
and improvement on the quality measure to astringent quality control.

1.2 ALUMINIUM MARKER

The global aluminium market size was estimated at USD 159 billion in 2022 and is expected
to hit around USD 286.07 billion by 2032, growing at a compound annual growth rate

1
(CAGR) of 6.1% from 2023 to 2032. The Asia Pacific market has accounted for 65% market
share in 2022.

Figure No.1: Aluminium Market Size

 By series, series 7 is anticipated is growing faster at a CAGR of 7.2% from 2023 to

2032. The series 1 segment occupied a market share of around 20.5% in 2022.
 By processing method, the rod & bar segment is projected to reach a CAGR of 7.1%
over the forecast period.
 By end-use industry, the transport segment accounted for 33% of revenue share in
2022.

The element aluminium has a silver-white sheen and is flexible and non-magnetic by nature.
The letter Al stands for aluminium, which is the most prevalent metal in the crust of the
world. Metal is seeing strong demand among end customers in the packing, electrical, and
aerospace industries. The market is being driven by the increased market for packaged goods
and the expanding use of aluminium instead of stainless steel by automakers. The market is
expanding as a result of the increasing demand for electric cars and OEM producers.
However, it is anticipated that interruptions in the distribution chain caused by periodic mine
closures may hurt market expansion.

2
The market is always experiencing substantial uncertainty as a result of the COVID-19
outbreak. The downturn in manufacturing and decline in global GDP has further lowered
aluminium production activity. Bauxite ore mining operations have been suspended. Due to a
lack of personnel in the manufacturing sector and a decrease in demand from the automotive
and aerospace industries, consumers' desire for semi-finished goods is falling.

However, because more people are consuming packaged foods, foil and can companies be
growing favourably. Despite being used in autos for a long time, many new cars are now
made of aluminium. For its ability to lower emissions and improve fuel efficiency, this
material is highly favoured by designers and engineers in the automotive industry.
Manufacturers of electric vehicles use this metal to lighten their vehicles and increase their
operating range. Due to its lightweight composition and similar physical characteristics to
stainless steel, automakers like BMW and Mercedes are replacing it more frequently.
According to estimates, the aforementioned elements will fuel market expansion.

1.3 Growth Factors:

The second highest malleable and sixth most highly flexible material on the planet is
aluminium. With a density of just 2.7g/cm, it is incredibly light, dust-resistant, and highly
conductive, and when alloyed, it demonstrates great strength. Because it is harmless by
nature, maintains food for a long period, and prevents the growth of microbes, it is widely
employed in the food and packaging industries as well as the pharmaceutical industry. The
worldwide aluminium industry has been growing due to China's quickly increasing need for
this plentiful base material. In China, the bulk of industries is owned by the government.
Consequently, it increases the need for aluminium.

Aluminium is widely used in China's construction, transportation, packaging, and electrical

sectors, to name a few. These four businesses collectively use the majority of the aluminium
that the Chinese industry uses annually. Government officials are working very hard to
improve industrialists' accessibility to aluminium. Its outcomes are anticipated to have a
substantial impact on the growth of the global aluminium industry. Nevertheless, there are a
few issues that are keeping the global aluminium industry from growing. One of them is the
reality that producing aluminium from bauxite through processing and mining is not at all
environmentally friendly. In response to this reality, several aluminium refineries produce

3
and market secondary aluminium. Long- and short-term market growth for aluminium are
both predicted to be hampered by this.

One of the more prevalent non-ferrous transition metals in the crust of the Earth is
aluminium. It is strong, malleable, flexible, lightweight, and resistant to oxidation and
corrosion. Because it easily forms combinations with the other chemical components, it is
widely used in a wide range of application. For instance, wheels, motors, chassis, and other
components of contemporary automobiles are made of aluminium combined with silicon and
magnesium. Around the world, it is also utilized to make refrigerators, desktop computers,
tablets, cell phones, and other electrical devices.

1.4 TYPES OF PRODUCT FROM THE INDUSTRY

 Geometrical shapes
 Sliding window section
 Transport section, railway and marine section
 Solar frame section
 Motor body section
 General and decorative section
 Architectural section, tower bolt section, bulb section, rack section
 Ladder section
 Pillar section
 Curtain wall section

4
 CHAPTER - 02
ORGANISATION PROFILE

Company profile

2.1 OVERVIEW OF BHORUKA EXTRUSION PRIVATE LIMITED

Year of establish 1979
Constitution Private limited
Company category Company limited by shares
Company sub category Non-govt company
Date of incorporation 11 February 2013
Activity Casting of metals
Address No,1, KRS Road, Metagalli, Mysore-570016
Branches Delhi, Mumbai, Bangalore, Chennai, cochin

5
 2.2 HISTORY

Bhoruka extrusion private limited is leading aluminium manufacturing company and high-
performance area of operation is worldwide to its customer. It provides all types aluminium
extrusions that are required in construction of building for application in water filters
computers and electronics equipment required electronics process per logically control
machines.

Bhoruka aluminium established was 1979, and now an iso 9002 company with a wide range
of products catering to the need of customers worldwide. Foreseeing that the viral role the
aluminium would play in the future, the company invested in technology and quality
assurance, working towards a position of undisputed leadership in aluminium extrusion.

Bhoruka has a wide range of section, which are used un the transportation sector. Some of the
product’s range includes section or bus body and truck body. Bhoruka also manufactures
sections foe carriers, footsteps and other light sum requirements.

Bhoruka is the one of the suppliers of various aluminium section in interior, the used for
partition, modular furniture, tailing automatic doors, fixed interior, door picture, frames,
venetian blinds, it also specializes in manufacturing tailor made requirements for home and
office furniture. In the future company will also be camping up with its own aluminium doors
and windows to meet every need apart from the above; the company has developed special

6
section for use in micro light aircraft. Temperature sinks for cryogenic engines and many
others depending upon the customer’s requirements.

The company products are used in diverse segment ranging from construction to consumer
durable transport to textiles, and irrigation to electrification. The company has kept abreast of
technology advances being made in all application segment as well as the changing nature of
consumer needs. This has enabled it to offer quality products meeting exact customer
requirements at a competitive price. The founder of Bhoruka began with a dream to provide
clients quality products at an affordable price a dream has no come true. A Bhoruka consists
of solid aluminium sections up to 255 mm aluminium CCD and hollow aluminium section up
to 233 mm CCD. Dimensional tolerance is as per specification agreed upon.

2.3 COMPANY BACK GROUD

Bhoruka aluminium limited is a cutting- edge organization with a combination of highly

talented people in an aluminium extrusion. Baked up by advanced technologies and dedicate
customer- focused culture. Be it transportation. Building and construction. Electrical and
electronics, solar power. Interior or industrial sector the only choice of expect for an
aluminium extrusion is Bhoruka aluminium limited.

Bhoruka extrusion have a branch in Bangalore, Chennai, Delhi, Mumbai, Kolkata we have
catering to customers globally since 1979. Out manufacturing plant is equipped with 3 fully
automated extrusion lines empowered by 270MT Cheng-hue, a 1650MT wean united and a

7
compact 900MT year change press capable of extruding 20000MT per month with the
flexibility to exude 6 to 10 diameter billets. Hot log shears from Graco Clark. USA and fully
automated puller and handling system deliver error- free, Extrusion. The belt system used for
handling the aluminium keeps the soft metal scratch free and shiny.

In Bhoruka extrusions 480 employees are working. In that 120 employees are daily basis by a
contract and 360 are permanent employees. These contract employees work for packing,
loading and materials the machine used in manufacturing motors automobiles.

2.4 NATURE OF BUSINESS

Bhoruka extrusion pvt. Ltd. Is a manufacturing industry. They manufacture aluminium

products such as Geometrical shapes, Sliding window section, Transport section, railway and
marine section etc.

2.5 GROUP OF COMPANIES

Bhoruka Agro green limited:

Bhoruka Agro green limited is one of the leading floriculture companies carrying on the
business in the name of Bhoruka Agro greens limited for cultivation of anthuriums towers.
Bhoruka Agro greens limited, a public limited company has set up a modern high tech
anthurium flowers floriculture project at Madikeri taluk, Coorg distract, Karnataka India. The
project is assisted by national horticulture Board, govt of India.

Bhoruka Fabcons:

It is a part of Bhoruka groups of companies, Bhoruka flacons located at Hebbal industrial

area Mysore and is in close proximity to Bhoruka Aluminium. The focus of Bhoruka flacons
is to add value to the groups products and services which will directly create value for our
customers view service, quality and price.

2.6 AREA OF OPERATION:

8
Before few years ago the BAL company was supplying their products only throughout
the India. Later it started to export to other countries.

GLOBAL:

Bhoruka extrusion private limited innovative technologies now have a growing presence
in the export market to various countries across the globe. The company has built a
strong base of clients for special customized Aluminium products in many foreign
countries like

 UAE
 Singapore
 Sri Lanka
 Malaysia
 UK

NATIONAL:

The Company has its Business National wide, under which the distribution followed to the
ultimate consumers. In the Regions like

 Mumbai
 Pune
 Chennai
 Hyderabad
 New Delhi
 Gurgaon
 Noida

REGIONAL:

The company also operates within the local market. It has Dealers and Distributors
within Karnataka; the distributors are followed by the dealers and ultimately to the
consumer. Following are the local areas were BEPL products are already used,

 Infosys-Bangalore,
 Mysore

9
  Mangalore
 Oracle Corporation, Bangalore

2.7 CUSTOMERS:

 SAP
 Franco Clark
 Def building India
 Aloft
 Windsor
 Henkel
 Lakshmi machine works
 Emerson
 Dome

2.8 MAJOR COMPETITORS

Competitors Symbol
Century extrusion ltd CENETEX
Golkonda aluminium extrusion ltd ALUIND
Maitri enterprises ltd PARTAL
Sacheta metals ltd SACMET
Sudal industry ltd SUDIND
Tentiwala metal ltd TENWIR

2.9 VISION, MISSION, QUALITY POLICY:

VISSION

‘To be the preferred provider of aluminium extrusions to our customers by becoming an

industry leader’

MISSION

10
Bhoruka extrusion private ltd contributes to upliftment of rural people and increase their
standard of living

QUALITY POLICY

Quality has been a traditional with Bhoruka Extrusion. Our stringent control standard and
quality assurance systems cover all work processes right from manufacture till shipment. The
company’s quality policy is directed towards total client satisfaction with on-time-delivery
schedules and other functional requirement. The company quest for excellence is a constant
pursuit, with a commitment to develop and improvise our products and services.

3. OWENERSHIP PATTREN

Particular Folios Percentage Equity shares

Numbers Percentage
Promoters/relatives 10 0.21 24,34,000 53.66

Resident individual 4584 99.37 552783 12.19

Non-resident individual - - - -

Bodies corporate 16 0.34 4200 0.09

Public fin. Institution 2 0.04 981200 21.63
Mutual funds 1 0.02 563717 12.43
Total 4,613 100.00 45,35,900 100.00

11
 3.1 WORK FLOW PROCESS

Raw Material

Melting For Alloying

Billet Cutting

Extrusion

Stretching

cutting

final inspection

packing

Raw material
The life cycle of our extruded products begins at the raw material stage, where we use only
premium quality aluminium ingots to ensure reliability. The aluminium ingots are then

12
melted and cast into billets of the required size. The billers are the heated to the optimum
temperature and fed into any one of three presses according to the client’s requirements.

The extruded aluminium is the cooled according to specification and it is to be noted that
BEPL enforces strict quality regulations at each step of the production process. BEPL houses
an advanced tool shop that is capable of producing and designing very intricate die setups.
The tool shop has continually proved its capability to handle even the most complicated dies.

A] Foundry department:
A foundry is a factory that produces metal castings. Metals are cast into shapes by melting
them into a liquid, pouring the metal into a Mold, and removing the Mold material after the
metal has solidified as it cools. The most common metals processed are aluminium and cast
iron. However, other metals, such as bronze, brass, steel, magnesium, and zinc, are also used
to produce castings in foundries.

Process

1. Melting

Fig. Melting metal in a crucible for casting

A metal die casting robot in an industrial foundry

Melting is performed in a furnace. Virgin material, external scrap, and alloying elements are
used to charge the furnace. Virgin material refers to commercially pure forms of the primary
metal used to form a particular alloy. Alloying element are either pure forms of an alloying

13
elements, like electrolytic nickel, or alloy of limited composition. Such as ferroalloys or
master alloy. External scrap is material form other forming processes, such as punching,
forging, or machining. Internal scrap consists of gates, risers, defective castings, and other
extraneous metal oddments produced within the facility.

 Fuel Usage

Coal, furnace oil and electricity are primary energy input in aluminium production.

 Furnace

Furnace is where aluminium materials are melted down and moulded into finished or semi-
finished products by molten casting.

Billet cutting

A billet is a section of metal used for rolling into bars, rods and sections. It can be produced
with ingots or directly by continuous casting. Billets are used as raw material or extrusion
processing operations.

Fig. Aluminium Billets

Extrusion:
Extrusion is a process used to create objects of a fixed cross-sectional profile. A material is
pushed a die of the desired cross-section.

Extrusion may be continuous (theoretically producing in definitely long material) or semi

continuous (producing many pieces). The extrusion process can be done with the material

14
hot or cold. commonly extrude, materials include metals, polymer ceramics, concrete,
modelling clay and foodstuffs. The products of extrusion are generally called " extrudates

Bhoruka extrusion modern plant is equipped with an automatic PLC controlled 2750MT
Cheng Hua press, 1650MT Wean United and a compact 980MT year Chang make oil
hydraulic extrusion press with flexibility to extrude 6" ,7", 8" and 9' 'die billet. All presses
have close controls on the speed and a high degree of stability. They are supported by hot
log shear from Graco Clark USA „automatic puller and handling systems, producing
extrusions.

The process begins by heating the stock material (for hot or warm extrusion). It is then
loaded into the container in the press. A dummy block is placed behind it where the ram
then presses on the material to push it out of the die. Afterward the extrusion is stretched in
order to straighten it. If better properties are required then it may be heat treated or cold
worked.

Extrusion ratio is defined as the starting cross-sectional area divided by the cross-sectional
area of the final extrusion. One of the main advantages of the extrusion process is that this
ratio can be very large while still producing quality.

Types of extrusion:
1. Direct extrusion

2. Indirect extrusion
3. Impact extrusion
4. Hydrostatic extrusion

15
 Fig. Aluminium extrusion die

Anodizing:

Anodizing (spelled anodizing in British English) is an electrolytic passivation process used to

increase the thickness of the natural oxide layer on the surface of metal parts.

The process is called anodizing because the part to be treated form the anode electrode of an
electrical circuit. Anodizing increases resistance to corrosion and wear, and provides better
adhesion for paint primers and glues than bare metal does. Anodic films can also be used for
a number of cosmetic effects, either with thick porous coatings that can absorb dyes or with
thin transparent coatings that add interference effects to reflected light.

Anodizing is also used to prevent galling of threaded components and to make dielectric
films for electrolytic capacitors. anodic films are most commonly applied to protect
aluminium alloys, although processes also exist for titanium, zinc, magnesium, niobium -
zirconium, hafnium, and tantalum. Iron or carbon steel metal exfoliates when oxidized under
neutral or alkaline micro electrolytic condition i.e. the iron oxide (actually ferric hydroxide
or hydrated iron oxide also known as rust) forms by anoxic anodic pits and large cathodic
surface, these pits concentrate anions such as sulphate and chloride accelerating the
underlying metal to corrosion. carbon flakes or nodules in iron or steel with high carbon
content may cause an electrolytic potential and interface with coating or plating. Ferrous

16
metals commonly anodized electrolytically in nitric acid or by treatment with red fuming
nitric acid to form hard black ferric oxide

Anodizing changes the microscopic texture of the surface and the crystal structure of the
metal near the surface. Thick coatings are normally porous, so a sealing process is often
needed to achieve corrosion resistance. Anodized aluminium surfaces, for example, are
harder than aluminium but have low to moderate wear resistance that can be improved with
increasing thickness or by applying suitable sealing substances. Anodic films are generally
much strong rand more adherent than most types of paint and metal plating, but also more
brittle. This makes them less likely to crack and peel from aging ad wear but more
susceptible to cracking from thermal stress.

A modernized, PLC controlled anodizing / electro colouring plant from Ital techno, Italy
ensures uniform coating to match the taste & decor for varied applications, without any
colour variation. The extrusions are anodized up to 25 microns in different colour like silver,
champagne, bronze and black. A full proof sealing system ensure durable finish for long
lasting applications.

There are several benefits to getting you products anodized

 Anodizing is corrosion resistant - The Aluminium Oxide coating is very resistant to

chemical attack, and is only really affected by strong acids or alkalis
 Anodizing is wear & scratch resistant - The anodised layer is much harder than the
Aluminium substrate underneath. Aluminium oxide is in itself a very hard substance,
it measures 9 on the Moh scale of hardness (diamond is 10 on Moh scale).
Aluminium oxide is used as an abrasive product in sand papers due to its hardness.
 Anodizing won't peel or flake - The anodised layer is a part of the Aluminium and its,
normal separate layer like powder coating or paint.
 Anodizing is easy to clean - All it takes is soap and water, but avoid extreme abrasive.
Finger prints don't show now there is a bonus.

Impression of colour: can be used to enrich space, enliven atmosphere and affect
changes in mood. Colour evokes memory and response. Colour is the index to peace of

17
 mind. Life is colour full with colours. We at Bhoruka Extrusions provide you with the
choicest exotic RAL shades of colours from white to red too blue and too metallic.

Fig. Anodizing

Powder coating: power coating is a type of coating that is applied as a free-flowing, dry
powder. The main difference between a conventional liquid paint and a powder coating is
that the powder coating does not require a solvent to keep the binder and filler parts in a
liquid suspension form. The coating is typically applied electro statically and is then cured
under heat to allow it to flow and form a '"skin" The powder may be a thermoplastic or a
thermoset polymer. It is usually used to create a hard finish that is tougher than conventional
paint powder coating is mainly used for coating of metals, such as household appliances,
aluminium extrusions, and automobile and bicycle parts.

Powder application processes:

18
 Fig. powder coating tool

The most common way of applying the powder coating to metal objects is to spray the
powder using an electrostatic gun, or corona gun. The gun imparts a positive electric charge
to the powder, which is then sprayed towards the grounded object by mechanical or
compressed air spraying and then accelerated toward the work piece by the powerful
electrostatic charge. There is a wide variety of spray nozzles available for use in electrostatic
coating. The type of nozzle used will depend on the shape of the work piece to be painted and
the consistency of the paint. The object is then heated, and the powder melts into a uniform
film, and is then cooled to form a hard coating. It is also common to heat the metal first and
then spray the powder onto the hot substrate. Preheating can help to achieve a more uniform

PRODUCTS AND SERVICE PROFILE:

19
 Fig Aluminium Square And Round Tube

3.2 AWARDS AND ACHIEVMENTS

 National safety award

 Outstanding export performance award.
 Best SAP project in metal sector implementation.
 International quality crown award-London.
 Engineering export promotion council award.

20
3.3 FUTURE GROWTH AND PROSPECTS

 Bhoruka pvt ltd is projected to grow considerably on account of increasing demand

from main end uses such as transportation, building and construction, and industrial
machinery.
 The goal automotive is estimating to grow at higher CAGR to mark this global
aluminium market in manufacturing light yet durable automotive parts.
 Bhoruka pvt ltd has a future plan or growth for expansion to increasing in the supply
of the aluminium product and it has decided to increase the production.
 The company target is getting more orders of the aluminium products.

21
 Chapter – 3

MCKENSY’S 7S FRAMEWORK AND PORTER’S FIVE FORCES

MODEL

3.1 INTRODUCTION:

The 7s frame work has first appeared in the book “the art of management” by Richard pascal
and Anthos in 1981. The two authors were looking at how Japanese’s industry had been
successful; at around the same time tom Peters and Robert Waterman was exploring what
media company excellent. The 7-S Model was born at a meeting of the four authors in 1978.
It then appeared in the book “In Search Of Excellence” by peters and waterman in 1982.
Subsequently, it was taken up as a basic tool by the global management consultancy company
McKinsey to diagnose the cause of organizational problems and to formulate programs for
improvement, them on it became famous as McKinsey 7s Model.

The model starts on the premise that an organization is just structure, but consists of 7

elements with a complex relationship between them.

STRUCTURE:

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The organization of resources within a company into different business groups
and teams

Board of Managing
director director CEO

General
manager

Marketing Production Anodizind Assistant Comapany Assistant

Chairman Tool room manager
manager manager department manager secetary
P&A
Senior officer Assistant Disign Shift Senior
Senior Assistant Senior
officer market manager engineer incharge enginner
officer welfair
stores officer
purchase officer Shift Shift Supevisor Engineer
shipping engineer incharge
Officer personal
Officer Shift Shif officer
Assistance Suprrvisor Workmen
foreman incharge
Assistant Assistant
Assistance
Supervisor Workmen Suprevisor
Security
Workmen Electrician

SYSTEMS:

Business processes and the technical platforms used to support operations.

In general systems refer to "The formal and informal procedure, including innovation
systems, compensation systems, management information systems and Capital allocation
systems that govern everyday activity.

The following paragraphs give an idea about company Order Processing system. The
BAL Company follows the First in First out (FIFO) method to execute the order. It
means that the first customer will be served first and he/she will be given first preference
in the BAL

The Order processing is carried out in two ways:

 Marketing section
 Executing section

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STYLE:

The style of on organization refers to the reporting relationship between the superiors and the
subordinates. It also conveys the flow of communication among them. If the employees face
any grievances, it will be informed to personnel Manager of the unit, and they will resolve the
problems or dissatisfactions of the employees.
Ten Basic Skills of Outstanding Leadership.
 Integrity
 Vision/strategy
 Communication
 Relationships
 Persuasion
 Adaptability
 Teamwork
 Coaching and Development
 Decision-making
 Planning

Decision making:

 Bottom-up approach:

If the problem is minor then decision taken at lower level and the problem solved at low-
level management and they have authority to make the decision. E.g.: If there is problem
for a water purifier and cooler in canteen then decision will be taken at low level
management and the problem will be solved

 Top-down approach:

if the problem is major. For e.g. If there is problem with machine and has to be replaced
than that will be informed to top level management than at top level decisions are made
to replace that machine or to solve any other problem.

STAFF:

The type of employees, remuneration packages and how they are attracted and retained.

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  Staff means a group or team formed to carry out a particular function or a task.
That the company has hired able people trained them well and assigned them to
the right jobs.
Here in the Bhoruka Extrusion Private Limited have:
Totally- 480 employees
Permanent employees- 360
Temporary employees- 120

The employees are classified by giving grades on the basis of the seniority and
superiority in the company. They classifications are as follows:

DESIGNATION GRADE

BOD A

Managing director B

General manager C

Secretory D

Deputy gm manager E

Manager F

Deputy manager G

Assistant manager H

Officer I

Senior officer J

Junior officer K

Trainee L

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SKILLS:

Skills refer to the fact that employees have the skills needed to carry out the company's
strategy. Skills can be acquired by Experience. Training and Development-it ensures
people known how to work and stay update with the latest techniques. Following are the
different skills, which the employee should possess at different levels of Organization:

Basic Skills:

Developed capacities that facilitate learning and rapid acquisition of Knowledge for the
purpose of Active learning. Listening, Speaking, writing. Critical thinking and for
Monitoring in BEPL

Complex Problem-solving Skills:

Developed capacities used to solve ill-defined problems in complex, real-world settings

for the purpose of Complex problem solving in BEPL

Resource Management Skills:

Developed capacities used to allocate resource efficiently for the purpose of

Management of Financial. Personal and Material Resources and Time Management in
BEPL

Social Skills:

Developed capacities used to Work with people to achieve Goals for the purpose of
Coordination, Instructing, Negotiation, Persuasion, service orientation and social
perceptiveness in BEPL.

System Skills:

Developed capacities used to understand, monitor and improve socio- technical system
for the purpose of Judgment and decision making. System analysis and Evaluation in
BEPL. Developed capacities used to Design, set-up, operate and correct malfunctions
involving Equipment Maintenance. Selection, Installation, operation Monitoring and
Analysis, Programming Repairing. Trouble shooting and Technology Design in BEPL.

TRAINING:

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1. Executive Development Program:

 YOU Program:
“YOU” Program is designed by a well-known management consulting firm.
This Program would work at 3 different levels to guide towards greater management ability,
in future improving individual skills, understanding other functions better and providing
management tools/ frameworks. The program focused on improving their presentations skills,
Basics of HR, Data Analysis, Time Management, setting of goals and objective Marketing
strategies & amp; Concepts etc

 doHOW Program:
Improve agility and teamwork of the leadership team at Mysore plant, for becoming more
responsive to customer requirements and work to consistently achieve On-time-in-full
deliveries, by Thinking & Doing Differently, while additionally inculcating proactive
collaborative culture.

2. EHS Training Program:

 First Aid Certification training program for employees by St. John Ambulance (India)
& Indian Red Cross Society.
 Safety Awareness Training by Department of factory.

3. Kaizen, 5S, ISO Training

4. On the job training:
For Fire Fighting, Cutting machine Setting, Grinding, Turning, Milling, Regeneration
process. Heater Operation, Crane Operation

5. Off the job training

For Effective communication, safety about chemical, housekeeping, tank
chemicals and its safely, safety, basic hydraulic, ISO internal auditors’ course, handling
storage and preservation, manufacturing strategy and communication skill, ISO
documentation, supplier development.

STRATEGY:

 Order processing for Standardizing section:

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Order and production planning and controlling are the market section, where the orders
of the domestic and foreign customers are considered and next production takes places.
Then checking of products is taken place to check whether there is any twist or bends are
there in the Aluminium, if so then they are stretch.

And finally, the process of ageing Le, increasing strength of materials will takes place
and are packed and sent to the customers

 Ordering processing for Customizing section:

It is also same process but the Aluminium extrusions are produced as per customer's
instruction. First the required information from customers is gathered and designed
accordingly. Then the counter dying certified and die feasibility. The Aluminium Die
used is of various colours, according to the customer's requirement. And the same
process will be continued as in standardizing section.

SHARED VALUES:

 Product and service quality

 Productive efficiency
 Team work concept
 TPM (Total Productive Management)
 TQM (Total Quality Management)

The bargaining power of suppliers is low for fully integrated aluminium smelters
(upstream) as they have their own mines for key raw material like bauxite. Examples
here could be Nalco and Hindalco. However, those who are non-integrated or semi-
integrated, (downstream) have to depend upon the upstream producers for alumina or
primary metal. While the bargaining power is limited in case of power purchase as it is
highly regulated sector and government is the sole supplier most of the times, increasing
usage of captive power plants are helping the companies to rationalize their costs to
certain extent.

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 3.3 Posters’5 Force Model

Michael Porter's five-force strategic analysis model, introduced in a 1979 article

published in the Harvard business review, remains a fundamental tool for strategic
analysts plotting the competitive landscape of an industry. In a bid to mirror the
complexity real strategists would face while keeping their strategic analysis manageable,
Porter set out five forces at play in a given industry: internal competition, the potential
for new entrants, the negotiating power of suppliers negotiating power of customers, and
the ability of customers to find substitutes.

RIVALARY AMONG EXISTING COMPETITORS:

Competition is primarily on quality and price, as being a commodity, differentiation is

difficult. However, the recent spate of consolidation has reduced the competitive pressure in
the industry. Further, increasing value addition to aluminium products has helped some
companies protect themselves from the high volatilities witnessed in this industry

 As a new entrant into the market, it is difficult to compete with rivals

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  Slow rate of growth
 The top 5 Cos have covered a significant
 portion of market share with top Producer Hindalco itself covering 39%

Competition is primarily on quality and price, as being a commodity, differentiation is

difficult. However, the recent spate of consolidation has reduced the competitive pressure
in the industry. Further, increasing value addition to aluminium products has helped
some companies protect themselves from the high volatilities witnessed in this industry.

THREAT OF SUBSTITUTE PRODUCTS:

Aluminium is comparatively cheaper, lighter and durable as compared to other metals.

Demand for aluminium is estimated to grow at 6%-8%, per annum in view of the low per
capital income consumption in India. Also, the demand for the metal is expected to pick
up as the scenario

However, copper can replace aluminium in electrical applications; magnesium, titanium

and steel can substitute for aluminium in structural and ground transportation uses.
Composite wood and steel can substitute for aluminium in construction. Glass, plastics,
papers and steel can substitute for aluminium in packaging improves for user industries,
like power, infrastructure and transportation.

The Threat of Substitute Products or services increases when:

 A cheaper substitute product service is available from another industry
 The psychological switching costs of moving from industry to substitute
 products are low
 Substitute product offers the same or even superior quality and performance as
offered by Avighna Industries

How Bhoruka extrusion pvt ltd can tackle the threat of substitutes:
 The Bhoruka extrusion pvt ltd can reduce the Threat of Substitute Products or services
by clearly emphasizing how its offered product/service is better than the available
substitutes
 It should provide convincing reasons to the customers by offering a better experience
and high value for money

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  It can raise switching costs by working on loyalty
 Lastly, it can improve the quality, maximize value for money and set strong
 differentiation basis to discourage customers from using the substitute product.

THREAT OF NEW ENTRANTS:

There are high barriers to entry in this industry as

 Large economies of scale.
 High capital costs
 Extended time to set up
 Scarcity of Power
 Government factors
 Land problems
 Labour Law issues

The most cost-efficient level of production is termed Minimum Efficient Scale (MES).
This is the point at which unit costs for production are at minimum-i.e., the most cost-
efficient level of production. If MES for firms in an industry is known, then we can
determine the amount of market share necessary for low-cost entry or cost parity with
rivals. The greater the difference between industry MES and entry unit costs, the greater
the barrier to entry. As the difference is towards the higher side in the aluminium
Industry it can be said that there are high barriers to entry

BARGAINING POWER OF BUYERS:

Bargaining power of buyers indicates the pressure that customers exert on the business
organizations to get high quality products at affordable prices with excellent customer
service. This force directly influences the Bhoruka ltd ability to accomplish the business
objectives. Strong bargaining power lowers profitability and makes the industry more
competitive Whereas, when buyer power is weak, it makes the industry less competitive and
increase the profitability and growth opportunities for Bhoruka extrusion pvt ltd.

Being a commodity, customers enjoy relatively high bargaining power as prices are
determined on demand and supply. This is aided by the long gestation period and the high

31
storage costs that incur which makes companies want to push out their product into the
market

There are some factors that increase the bargaining power of buyers:

 A more concentrated customer base increases their bargaining power against Bhoruka
extrusion pvt ltd
 Buyer power will also be high if there are few in number whereas a number of sellers
(business organizations) are too many
 Low switching costs (economic and psychological) also increase the buyers
bargaining power.
 In case of corporate customers, their ability to do backward integration strengthen
their position in the market. Backward integration shows the buyers ability to produce
the products themselves instead of purchasing them from The Bhoruka extrusion pvt
ltd.
 Consumers' price sensitivity, high market knowledge and purchasing standardized
products in large volumes also increase the buyers' bargaining power

BARGAINING POWER OF SUPPLIER:

Suppliers are Powerful if:

 Credible forward integration threat by suppliers
 Significant cost to switch suppliers
Suppliers are Weak if:
 Many competitive suppliers
 Credible backward integration threat by purchasers
 Concentrated purchasers

The bargaining power of suppliers is low for fully integrated aluminium smelters
(upstream) as they have their own mines for key raw material like bauxite. Examples
here could be Nalco and Hindalco. However, those who are non-integrated or semi-
integrated, (downstream) have to depend upon the upstream producers for alumina or

32
primary metal. While the bargaining power is limited in case of power purchase as it is
highly regulated sector and government is the sole supplier most of the times, increasing
usage of captive power plants are helping the companies to rationalize their costs to
certain extent.

33
 CHAPTER - 4
SWOT ANALYSIS

STRENGTHS:
 Bhoruka aluminium limited products are used by fortune 500 companies
 Awarded as best suppliers every year
 Supply products on time leads customer satisfaction
 Customization of people supplying aluminium as per customer retention
 Wide spread branches
 Wide spread brokers network
 Superior brand name
 Dedicated employees

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WEAKNESS:

 Bhoruka aluminium limited is having conventional technology in the company

 The cost is high compared to competitors
 Production only as per order
 Cost is more because of old handling system.
 Lacking promotion
 The overheads of the company are more because of strong union in the company

OPPORTUNITIES

 With the implementation of tenth five year plan the government of India has
emphasis on construction activities, and discourages timber and wood for any sort
of construction has in fact resulted in acceptance of aluminium products as the
only economic and durable alternative in the building and construction projects
 Growing ratio of construction of building
 Positive outlook of people towards aluminium products
 Market uncertainty

THREAT:

The supply of primary aluminium in domestic market is controlled by 3 few large

industrial suppliers who are taking advantage of the fluctuating price, increase their price
regularly. These frequently price increases are not possible to be passed onto the
consumers because of competition. The ever-growing stiff competition in the market
creates pressure on the margins particularly with rising petroleum price.

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 CHAPTER - 05

ANALYSIS OF FINANCIAL STATEMES

Profit and loss account

For The Year End Of Mar 2021-2022-2023

PARTICULARS MAR- MAR- MAR-

2021[IN 2022[IN 2023
INCR]
Sales 0 0 0
Sales growth %
Expenses - 0.22 0.1 0.17
Material cost % - - -
Manufacturing cost % - - -
Other cost % - - -
Operating profit -0.22 -0.1 -0.17
OPM % - - -
Other income 1.5 0 0
Exceptional items 1.5 0 0
Other income normal 0 0 0
Interest 0 0 0
depreciation 0 0 0
Profit before tax 1.28 -0.1 -0.17
Tax % 0.00% 0.00% 0.00%
Net profit 1.28 -0.1 -0.17

36
EPS in Rs 0.23 -0.02 -0.03

37
 Balance sheet
For the year end of mar-2021-2023

CORPORATE ACTIONS MAR- MAR- MAR-

2021[IN 2022[IN 2023[IN
CR] CR] CR]
EQUITY AND LIABILITIES

Equity share capital 54.94 54.94 54.94

Total Share capital 54.94 54.94 54.94
Reserves and surplus -42.81 -43.87 -40.03
Total reserves and surplus -42.81 -43.87 -40.03
Total shareholders fund 12.14 11.07 14.91
NON-CURRENT LIABILITIES
Long term borrowings 3.51 3.17 3.08
Deferred tax liabilities 0.00 0.00 0.00
Other long-term liabilities 0.00 0.00 0.00
Long term provisions 0.00 0.00 0.00
Total non-current liabilities 3.51 3.17 3.08
CURRENT LIABILITIES
Short term borrowings 0.00 0.00 0.00
Trade payable 6.17 6.17 6.17
Other current liabilities 5.16 5.20 5.26
Short term provisions 0.10 0.10 0.10
Total current liabilities 11.44 11.48 11.53
TOTAL CAPITAL AND LIABILITIES 27.09 25.72 29.53

ASSETS

NON-CURRENT ASSETS
Tangible assets 0.00 0.00 0.00
Capital work in progress 0.00 0.00 0.00
Other assets 0.00 0.00 0.00
FIXED ASSETS
Non-current investment 5.09 3.78 9.20

38
Deferred tax assets [net] 19.58 19.92 18.51
Long term loans and advances 1.29 1.29 1.09
Total non-current assets 25.96 24.96 28.81
CURRENT ASSETS
Current investment 0.00 0.00 0.00
inventories 0.00 0.00 0.00
Cash and cash equivalents 0.01 0.00 0.00
Short term loans and advances 0.00 0.00 0.00
Other current assets 1.13 0.73 0.73
Total current assets 1.13 0.73 0.73
TOTAL ASSETS 27.09 25.72 29.53

CASH FLOWS

PARTICULAR MAR-2021 MAR-2022 MAR-2023

Cash from operating activity -1.67 -0.97 5.31
Profit from operation -0.03 -1.41 5.26
Receivables 0 0 0
Inventory 0 0 0
Payables 0 0 0
Loans advances 0 0 0
Other working items -1.64 0.44 0.06
Working capital changes -1.64 0.44 0.06
Direct taxes 0 0 0
Cash from investing activity 1.6 1.31 -5.42
Fixed assets purchased 0 0 0
Fixed asset sold 0 0 0
Investment purchased 0 0 -5.42
Investment sold 1.3 1.31 0
Investment subsidiaries 0 0 0
Cash from financing activity 0.02 -0.34 0.11

39
 Proceeds from shares 0 0 0
Proceeds from borrowings 0.05 0 0.2
Repayment of borrowings -0.03 -0.34 -0.09
Interest paid fin 0 0 0
Other financing item 0 0 0
Net cash flow -0.05 0 0

RATIO ANALYSIS

Current ratio:

year Current ratio = Current assets/current liability Current ratio

2021 1.13/11.44 0.09

2022 0.73/11.48 0.06

2023 0.73/11.53 0.06

Interpretation:

From the above calculation it is evident that the company is not having satisfactory short term
solvency position since it’s ratio is 0.09 in 2021 and 0.06 in 2022, same for 2023. So it is not
satisfying the ideal practices. So company’s position is not good.

Quick ratio:

year Quick ratio = Current assets- Inventory/Current liability Quick ratio

2021 1.13-0 / 11.44 0.09

2022 0.73-0 / 11.48 0.06

2023 0.73-0 / 11.53 0.06

The ideal quick ratio for is 1:1. The Bhoruka Extrusion’s quick ratio is 0.09 in 2021, and 0.06
in 2022, so it is not satisfactory.

40
Debt equity ratio:

year Debt equity ratio= Total liability/Shareholders fund Debt equity ratio

2021 3.51/12.14 0.29

2022 3.17/ 11.07 0.29
2023 3.08/ 14.91 0.21

The debt equity ratio is 2:1. The BAL is not satisfying the ideal practice ratio. The ratio is
0.29 in 2021, 0.029 in 2022 and .21 in 2023.

Working capital:

year Working capital = Current assets - Current liabilities Working capital

2021 1.13-0 - 11.44 -10.31
2022 0.73-0 - 11.48 -10.75
2023 0.73-0 - 11.53 -10.75

In the above table the working capital calculation shows that there is negative working
capital, which means the Bhoruka Extrusion Private Limited does not have enough money to
sustain its business operation.

Conclusion

41
 CHAPTER –6
LEARNING EXPERIANCE

The 4 weeks’ internship at Bhoruka Extrusion Private Ltd was a good experience for me. I
was visiting the plant and I use to see the production process like how the raw materials are
melting for alloying, billet cutting process, extrusion, and stretching process, cutting process,
colouring and powder coating. I also learn how to behave in the company and also how to
interact with each other I use to watch how the employees work within the organisation.

The experience of in terms of organisation was very helpful in getting familiarized about the
functioning of the organisation. The responses obtained from the management and staff was
appreciable. in plant training in the company helped as to know the practicalities of business
management from practical perspective and policies and the procedures adopted in the firm
were observed practically. During the first week it was a new experienced entering into an
organisation. On the first day of training HR manager explained in detail about the process in
existence in the organisation during the subsequent visit to the production plant and other
department in term could observe practically, the in the plant training was very informative
and useful as it enables the term have a corporate look over the functioning of each and every
department of the organisation.

Key Learning Areas:

1 Precision Machining Techniques: I had the opportunity to delve into the intricacies of
precision machining, gaining hands-on experience in the production of high- precision
components such as, die fixtures. The exposure to cutting-edge machining techniques has
significantly expanded my knowledge base in this specialized field

2. Team Collaboration: Working alongside a dynamic and skilled team of technicians and
operators emphasized the significance of effective teamwork in achieving precision and
meeting tight deadlines. The collaboration within Bhoruka extrusion pvt ltd workforce

showcased the value of each mam member's contribution to the overall success of the
projects

42
3. Customer-Centric Approach: Bhoruka extrusion pvt ltd commitment to customer
satisfaction has left a lasting impression. I learned the importance of aligning process and
efforts with customer needs, ensuring the delivery of highly precise components within
committed timeframes

apart from our theoretical knowledge

 At most of the Bhoruka extrusion private ltd employees are comfortable with
working environment and benefits
 Most of the employees are good agreed with training and motivational activities
 A large majority of a responded are satisfied with their working hours and shifting
the time
 Majority of respondents are satisfied with their well fair facilities
 The company is well managed with timely business strategies
 Most of the responded feels good about the employee retention acting adynamic
role in employee productivity
 The employee possesses skill as required for these jobs
 The employee matched with the organisation value, ethic and code of con

In conclusion, my internship at Bhoruka extrusion pvt ltd has been a holistic learning
experience. Blending theoretical knowledge with practical applications in precision
machining. The exposure to diverse aspects of the industry, from project management to team
collaboration, has equipped me with valuable skills that will undoubtedly shape my future
endeavours in the field I express my gratitude to the Bhoruka extrusion pvt ltd team for their
mentorship and the invaluable lessons gamed during this internship.

BIBLOGRAPY

www.google.com

www.bhorukaextrusionlimited.com

43
Crafting and Executive strategy – A Thompson Jr Margaret A, and John E
Gamble, Mc Graw Hill Publication, New Delhi.

Financial Accounting for Management- N Ramachandran, Ram Kumar Kalani,

Third Edition. Vikas Publishing House Pvt Ltd.

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45