Britannia India Limited: An Introduction To The Study

Britannia India Limited
AN INTRODUCTION TO THE STUDY
An internship training program is a vital and essential part of the educational

curriculum which helps students to know how the organization functions and also to
know how various interrelated department work together to achieve their common
goal and it also helps the students to have a practical exposure to the problem faces,
functions, department and their business operation.
This is generally meant to develop student’s aptitude towards business environment
practically training given which will make students prepare for a future job as a
manager of an organization. So it is observed that the project work is an invaluable
part of the educational curriculum.
Management theory provides the scientific technique to deal with various situation
and problems in the area of business and management. To emphasize this very aspect
of management studies and make its students acquainted with the organizational
structure and working, Bangalore university has introduced this internship program
at the very beginning of 3rd semester for the students pursuing MBA in the colleges
affiliated to it, brindavan college is no exception. It has imparted enthusiasm
amongst MBA student from the very beginning about the importance and utility of
this internship work. During this internship work, students come across real life
situation under the domain of business and organisational world.
Students are required to get answers to inquisitiveness by themselves in the best way
they can. In the process they go to interact with various personnel and departments in
the organisation where he is completely a new entrant. This helps us in sharpen the
communication skill and to get inspired by the working of the organisation. He/she
gets acquainted with the problems and thus gets to know the what, why and how’s of
the management principles.
1
BRINDAVAN COLLEGE, BANGALORE
COMPANY PROFILE
INDUSTRY PROFILE:
In the past four decades the trend set up in the bakery industry has attained an
evaluation gradually and steadily in all sectors. To brief in simple terminology, in
1970 consumption of bread as regular breakfast item became popular which in turn
helped the development of ’bread industry’ slowly. In 1980 a great awareness
emerged among the public about catering science, its need and importance.
Technology and interest brought in innovations in the production of new bakery
products and new technocrats evolved in the industry. In 1990 a rapid growth of
catering institutes all over the country helped the bakery sector to equip the industry
with qualified workers and qualified entrepreneurs.
2
When analyzed in depth it is clear that the bakery industry if duly encouraged by the
government will reach great heights both technologically and economically bringing
in positive results. ‘Bakery industry’ is mainly classified into two categories i.e.
organized and unorganized. The organized units function in the urban and
metropolitan cities whereas the unorganized function in the suburban and rural areas.
In the organized sector they have shifted from firewood oven to diesel-fired oven
thus has become a pollution free eco-friendly industry.
To develop the bakery industry the government should encourage the bakers to
know the latest trends from western countries and organize technology transfer
programme, by sponsoring or giving subsidized travel tickets to visit Bakery China
Exhibition and IBA-Germany. Such programmes will help in the modernization of
the industry in our country and produce innovative products.The annual production
of bakery products which includes bread, biscuits, pastries, cakes, buns, Rusk etc is
estimated to be 50 lakh tones in 2004-05 with estimated value of Rs.69 billion. The
two major bakery industries, viz., bread and biscuit account for about 82 per cent of
the total bakery products. The organized sector has a market share of 45 per cent and
the balance 55 per cent is with the unorganized sector in the baked products, as per a
recent FICCI report.
The bread industry with estimated production of 27 lakh tones in 2004-05 and having
7.5 per cent growth is represented by both the organized and unorganized sectors
with 55 per cent and 45 per cent contribution to production.
The large organized sector players who are prominent in the high- and medium-price
segments include Britannia, Modern Industries Ltd. Brands like Modem and
3
Britannia are major players in the bread market and together they account for 90 per
cent of the organized bread market.
Local manufacturers with numerous local brands cater to populous segment and
contribute considerably in the bread segment. Low margins, high level of
fragmentation are the main features in the bakery industry. Volumes, brand loyalty
and strong distribution networks are the main drivers of growth.
In the biscuits industry, the large organized sector players who are prominent in the
high- and medium-price segments include Britannia, Parle and Bake man. The major
brands of biscuits include Britannia, Parle, Bakeman, Priya Gold, Elite, Cremica,
Dukes, Anupam, Horlicks. Within the sector, Britannia has become aggressive with
its Tiger brand with variants to compete with Parle's Parle-G in the glucose biscuits
category. Britannia and Parle dominate in branded biscuit segment, the report
pointed.
The focus on urban markets has also contributed significantly to the growth of the
biscuits industry. Focused advertising and new launches helped the biscuits industry
to grow. The World Food Programme procuring about 25,000 tones of biscuit
through a tendering process from Priya Gold, Cremica and Anmol for school
children in Pakistan, Iraq and Afghanistan has opened opportunities for the Indian
companies. The top five manufacturers - Britannia, Parle, Priya Gold, Cremica and
Anmol have competed with each other over prices and quantities.
Britannia, which is a market leader in the top end, has been trying to make a dent
into the mass market segment with the Tiger brand with more emphasis to tap the
4
rural market. Parle is doing the opposite, trying to break into Britannia's strong hold
with its popular Parle-G brand.
Biscuits' packaging has undergone a swift transformation. From Britannia's

functional protective blister wraps, which prevent breakage, to Parle's stylish
offering packaging has been completely transformed. Major players are now trying
to differentiate their brands to reflect their superior quality through superior
packaging, the study revealed.
The sectors that have recorded a high growth rate between 10 per cent and 20 per
cent during 2004-05 in bakery segment include bread, cakes and pastry. Sectors like
bread have recorded moderate and single digit growth. The sectors that are projected
to achieve high growth between 10 to 20 per cent in 2005-06 in bakery segment
include bread, cakes, pastry which is expected to achieve up to 11 per cent growth
and biscuits over 13 per cent.
In India right now bakery industry is booming next to information technology.

Presently all the IT offices such as BPO, call centers, data entry centers has started
supplying food in the work spot as it has become a necessity since their work timings
and schedule varies according to the project undertaken. Bakery products which use
maida as a major raw material for most of its varieties is highly preferable as they are
highly nutritive, easily digestible and readily available in wide choice preferred by
many.
To help the growth of bakery industry the government should help the bakers to
receive the raw material maida in a nominal price. Wheat price is being hiked very
frequently which must be controlled to avoid difficulties in producing the bakery
5
products at nominal rates without much fluctuation in the sale price. The government
should reduce the import duties for bakery machineries, its preservatives and for raw
materials. It will be very helpful if tax is abolished for bread in all states. If bread is
included in the Noon Meal Scheme for children it will be very beneficial for the
children and also to the industry.
The Surya Food and Agro Private Ltd with its Priya Gold brand have come out of the
local fold. ITC Foods Ltd has expanded network and is promoting its Sun feast
biscuits across 1000 schools in the country. Foreign players like United Biscuits and
McVities have also entered the fray. However, these players have concentrated
themselves in the super-premium and premium segments. The companies have added
new variants into the existing brands as done by Britannia in Good Day; Parle G in
Hide & Seek with addition of flavors like butter, badam, pista and cashew; HLL in
Kisan Grudy biscuit.
BIL, RUDRAPUR PLANT: -
A substantial portion of biscuits is manufactured to its new zone called “tax-free

zone”. Established in April 05, it has annual production capacity of about
44,600mt, presently having output of 3720mt per month.
6
OBJECTIVE OF THE STUDY:
The main objective of the study is to get hands on experience and how Britannia
India ltd is functioning. It also helps to study how different departments in an
organization works, how they are connected with each other, how together they work
to achieve the organizational goal of a firm or an organization.
 To study how the work flows in an organization.

 To get practical experience with corporate world
 To know the position of the company by studying SWOT analysis
7
 To know different Britannia products which both domestic & International

branded
 Detail study about evaluation of biscuits &its process
 To know Britannia Company & its growth in Indian market.
 To make a through undestanding of Branding & its significance in increasing
the sales of the organisation.
 Growth & future prospects of FMCG – Biscuits segment in indian economy.
HISTORY OF BISCUITS
Sweet or salty, Soft or crunchy, Simple or exotic everybody loves the munching on
biscuits, but do they know how biscuits began.
The history of biscuits can be traced back to a recipe created by the Roman chef
Apicius, in which "a thick paste of fine wheat flour was boiled and spread out on a
plate. When it had dried and hardened it was cut up and then fried until crisp, then
served with honey & pepper.”
The word 'Biscuit' is derived from the Latin words 'Bis' (meaning 'twice') and
'Coctus' (meaning cooked or baked). The word 'Biscotti' is also the generic term for
8
cookies in Italian. Back then, biscuits were unleavened, hard and thin wafers, which
because of their low water content, were deal to store
As people started to explore the globe, biscuits became the ideal traveling food since
they stayed fresh for long periods. The seafaring age, thus, witnessed the boom of
biscuits when these were sealed in airtight containers to last for months at a time.
Hard track biscuits (earliest version of the biscotti and present-day crackers) were
part of the staple diet of English and American sailors for many centuries. In fact, the
countries, which led this seafaring charge, such as those in Western Europe, are the
ones where biscuits are most popular even today. Biscotti is said to have been a
favorite of Christopher Columbus who discovered America!
The English, Scotch and Dutch immigrants originally brought the first cookies to the
United States and they were called teacakes. They were often flavored with nothing
more than the finest butter, sometimes with the addition of a few drops of rose water.
Cookies in America were also called by such names as ‘jumbles’, ‘plunkets’ & ‘cry
babies’.
As technology improved during the Industrial Revolution in the 19th century, the
price of sugar and flour dropped. Chemical leavening agents, such as baking soda,
became available and a profusion of cookie recipes occurred.
CORPORATE HISTORY:
The story of one of India's favorite brands reads almost like a fairy tale. Once upon a
time, in 1892 to be precise, a biscuit company was started in a nondescript house in
Calcutta (now Kolkata) with an initial investment of Rs.295. The company we all
know as Britannia today. The beginnings might have been humble-the dreams were
anything but. By 1910, with the advent of electricity, Britannia mechanized its
operations, and in 1921, it became the first company east of the Suez Canal to use
imported gas ovens. Britannia's business was flourishing. But, more importantly,
9
Britannia was acquiring a reputation for quality and value. As a result, during the
tragic World War II, the Government reposed its trust in Britannia by contracting it
to supply large quantities of “service biscuits” to the armed force
EXPANSION: As time moved on, the biscuit market continued to grow… and
Britannia grew along with it. In 1975, the Britannia Biscuit Company took over the
distribution of biscuits from Parry's who till now distributed Britannia biscuits in
India. In the subsequent public issue of 1978, Indian shareholding crossed 60%,
firmly establishing the Indian ness of the firm. The following year, Britannia Biscuit
Company was re-christened Britannia Industries Limited (BIL). Four years later in
1983, it crossed 100 crores revenue.
On the operations front, the company was making equally dynamic strides. In 1992,
it celebrated its Platinum Jubilee. The Wadia Group acquired a stake in the
company and became an equal partner with Groupe Denone in Britannia. The
subsequent year saw sales cross a landmark 1, 00,000 tones of biscuits or 1 billion
packs of 100g.
In 1997, the company unveiled its new corporate identity - "Eat Healthy, Think
Better" - and made its first foray into the dairy products market. In 1999, the
“Britannia Khao World Cup Jao”.Promotions further fortified the affinity consumers
had with brand Britannia. Britannia strode into the 21st Century as one of India's
biggest brands and the pre-eminent food brand of the country. It was equally
recognized for its innovative approach to products and marketing: the Lagaan
Match was voted India's most successful promotional activity of the year 2001 while
the delicious Britannia 50-50 Maska-Chaska became India's most successful
product launch. In 2002, Britannia's New Business Division formed a joint venture
with Fonterra, the world's second largest Dairy Company, and Britannia New
1
Zealand Foods Pvt. Ltd. was born. In recognition of its vision and accelerating
graph, Forbes Global rated Britannia 'One amongst the Top 200 Small Companies of
the World', and The Economic Times pegged Britannia India’s 2nd most trusted
brand.
Today, more than a century after those tentative first steps, Britannia's fairy tale is
not only going strong but blazing new standards, and that miniscule initial
investment has grown by leaps and bounds to crores of rupees in wealth for
Britannia's shareholders. The company's offerings are spread across the spectrum
with products ranging from the healthy and economical Tiger biscuits to the more
lifestyle-oriented Milkman Cheese. Having succeeded in garnering the trust of
almost one-third of India's one billion populations and a strong management at the
helm means Britannia will continue to dream big on its path of innovation and
quality. And millions of consumers will savior the results, happily ever after.
Growth and profitability
The company is a growing and profitable one. Between 1998 and 2001, the
company's sales grew at a compound annual rate of 16 per cent against the market,
and operating profits reached 18 per cent. More recently, the company has been
growing at 27 per cent a year, compared to the industry's growth rate of 20 per cent.
1
At present, 90 per cent of Britannia’s annual revenue of Rs2,200 crore comes from
biscuits.
THE ORIGIN OF “EAT HEALTHY, THINK BETTER”
Britannia –the biscuit leader with a history –has withstood the tests of time.
Part of the reason for its success has been its ability to resonate with the changes in
consumer needs – needs that have varied significantly across its 100+ year epoch.
With consumer democracy reaching new levels, the one common thread to emerge in
recent times has been the shift in lifestyles & a corresponding awareness to health.
People are increasingly becoming conscious of dietary care & its correlation to
wellness & matching the new pace to their lives with improved nutritional & dietary
habits. This new awareness has seen consumers seeking foods that complement their
lifestyle while offering convenience, variety & economy, over &above health &
nutrition.
Britannia saw the writing on the wall. Its “Swasth Khao, Tan Mann Jagao” (Eat
Healthy, Think Better) re-position directly addressed this new trend by promising the
new generation a healthy & nutritious alternative –that was also delightful & tasty.
Thus, the new logo was born, encapsulating the core essence of Britannia- healthy,
nutritious, and optimistic - & combining it with a delightful product range to offer
variety & choice to consumers.
MILESTONE OF BRITANNIA
1
1892
 The Genesis - Britannia established with an investment of Rs. 295 in

Kolkata
1910
 Advent of electricity sees operations mechanised
1921
 Imported machinery introduced; Britannia becomes the first company East

of the Suez to use gas ovens
1939 - 44
 Sales rise exponentially to Rs.16,27,202 in 1939

 During 1944 sales ramp up by more than eight times to reach Rs.1.36 crore
1975
 Britannia Biscuit Company takes over biscuit distribution from Parry's
1978
1
 Public issue - Indian shareholding crosses 60%
1979
 Re-christened Britannia Industries Ltd. (BIL)
1983
 Sales cross Rs.100 crore
1989
 The Executive Office relocated to Bangalore
1992
 BIL celebrates its Platinum Jubilee
1993
 Wadia Group acquires stake in ABIL, UK and becomes an equal partner

with Groupe Danone in BIL
1994
1
 Volumes cross 1,00,000 tons of biscuits
1997
 Re-birth - new corporate identity 'Eat Healthy, Think Better' leads to new
mission: 'Make every third Indian a Britannia consumer'
 BIL enters the dairy products market
1999
 "Britannia Khao World Cup Jao" - a major success! Profit up by 37%
2000
 Forbes Global Ranking - Britannia among Top 300 small companies
2001
 BIL ranked one of India's biggest brands

 No.1 food brand of the country
 Britannia Lagaan Match: India's most successful promotional activity of
the year
 Maska Chaska: India's most successful FMCG launch
2002
1
 BIL launches joint venture with Fonterra, the world's second largest dairy
company
 Britannia New Zealand Foods Pvt. Ltd. is born
 Rated as 'One amongst the Top 200 Small Companies of the World' by
Forbes Global
 Economic Times ranks BIL India's 2nd Most Trusted Brand
 Pure Magic -Winner of the Worldstar, Asiastar and Indiastar award for
packaging
2003
 'Treat Duet'- most successful launch of the year

 Britannia Khao World Cup Jao rocks the consumer lives yet again
2004
 Britannia accorded the status of being a 'Superbrand'

 Volumes cross 3,00,000 tons of biscuits
 Good Day adds a new variant - Choconut - in its range
2005
 Re-birth of Tiger - 'Swasth Khao, Tiger Ban Jao' becomes the popular
chant!
 Britannia launched 'Greetings' range of premium assorted gift packs
 The new plant in Uttaranchal, commissioned ahead of schedule.
 The launch of yet another exciting snacking option - Britannia 50-50 Pepper
Chakkar
1
2006
 Britannia re-launched NutriChoice Hi-Fibre Digestive biscuits in an

international large sized biscuit pack.
 Britannia acquires 51% stake in Bangalore-based bakery foods retailer Daily
Bread.
2007
 Britannia industries formed a joint venture with the Khimji Ramdas Group
and acquired a 70 percent beneficial stake in the Dubai-based Strategic Foods
International Co. LLC and 65.4% in the Oman-based Al Sallan Food
Industries Co. SAOG.
 Britannia NutriChoice SugarOut range introduced - 1st of its kind of
biscuits to be be launched in India with "No Added Sugar" (Variants -
Chocolate Cream, Orange Cream, and Litetime)
2008
 Britannia NutriChoice 5 Grain biscuits launched - Biscuits with the goodness

of 5 health Cereals, and sweetened with Natural honey. Britannia Nutrichoice
promised consumers "Bhook Bhagao, Kuch Healthy Khao"
 Britannia launched Iron fortified 'Tiger Banana' biscuits, 'Good Day
Classic Cookies', Low Fat Dahi and renovated 'MarieGold'.
2009
1
 Britannia NutriChoice Nature Spice Crackers launched - Your favorite

Cream Crackers, now made even more exciting with the addition of
"Sabut" Ajwain and Jeera spices.
 Britannia takes full control of Daily Bread.
 Britannia-Fonterra joint venture dairy business restructured. Britannia
acquires entire stake of Fonterra BNZF name changed to Britannia Dairy
Pvt. Ltd.
 Recognizing the changing global trends & health benefits of removing
transfats, Britannia is the first Bakery brand in India to remove transfats from
its products.
 Wadia Group acquired stake holdings from Group Danone and becomes the
single largest shareholder in BIL.
2010
 Britannia NutriChoice launches a New Year pack - the Health Starter Kit.
Created for everyone who makes New Year resolutions and doesnt follow
through. The Health Starter Kit contains 1 pack each of NutriChoice Hi-Fiber
Digestive, NutriChoice 5 Grain, NutriChoice Nature Spice Cracker bundled
together with a Fit Sip Sipper and a fitness chart. All this only for Rs 100.
1
COMPETITORS :
Generally all organizations have competitors in the market. A particular organization

always comprises with other same business and according to market share we clarify
the brand of product is giving more challenge to my product.
I found many products which can be compared with Britannia Biscuit. As a

conclusion I found that particularly in my provided area Britannia is really doing
well and its performance is on surprising level. During the field work and after
intensive study it was found that main competitor ofPRIYAG O LD biscuits is
BRITANNIA as the market leader.
In may provided area the share of market as follows:
BRITANNIA 48%
PRIYAGOLD 20%
PARLE-G 16%
PURE FOOD 8%
OTHERS 8%
1
2
BOARD OF DIRECTORS
NAME DESIGNATION
Mr. Nusli Neville Wadia Chairman
Ms. Vinita Bali Managing Director
Mr. A.K.Hirjee Director
Dr. Ajai Puri Director
Mr. Avijit Deb Director
Mr. Jeh N Wadia Director
Mr. Keki Dadiseth Director
Mr. Nasser Munjee Director
Mr. Ness Nusli Wadia Director
Mr. Nimesh N Kampani Director
Mr. Pratap Khanna Director
Mr. S.S.Kelkar Director
Dr. Vijay L. Kelkar Director
MANAGEMENT TEAM
2
2
GAUTAM BANERJEE General Manager – Materials
ASHOK KUMAR GUPTA General Manager - Accounts & Planning
R K AGRAWAL Supply Chain Director for New Business

Development
R S SUBRAMANIAM General Manager - Manufacturing,
Engineering and Projects
ANURADHA NARASIMHAN Category Director - Health & Wellness
SHALINI DEGAN Category Director - Delight & Lifestyle
T S VENKETRAM General Manager - Manufacturing

Development
BALAJI REDDIPALLI Head Replenishment
R. ANAND Business Operations Director
JEHANGIR TANKARIWALA General Manager - Human Resources
VINOD MENON Head of BNZF
SHRIDHAR PANSHIKAR National Sales Manager
P. GOVINDAN Company Secretary & Head of Legal
Dr. K.N. SHASHIKANTH Corporate Quality Assurance Manager
VALIVETI V PADMANABHAM Head - Corporate IT
2
2.3 ORGANIZATIONAL STRUCTURE:
CEO
General Manager
HRD ACCOUNTS PRODUCTION R &D

Manager Manager Manager Manager
Personnel Executive Production

Officer Officer Officer
Assistant Assistant
Assistant Assistant Assistant Engineer Engineer
Personnel Accounts Production (Electrical) (Mechanical)
Officer Officer Officer
Trainee Trainee
Assistant
Production
Purchase/
Supervisor
Store
Assistant
Dispatch
Officer
2
PRODUCT PROFILE:
In the biscuit market internationally, Britannia’s Tiger made people sit up

when, starting from scratch after the economic liberalization, it achieved quick
sustainable growth in both volume and value with sales of Rs 100 crore in the first
year of launch. It was the brand values built up around Tiger that transformed the
commodity market to a branded market and today Tiger is continuously growing.
In 1996, nobody, not even retailers, could believe that glucose had the potential
to grow another national brand. But Shining’s patented research process extracted
that glucose equals takat, and takat is force or strength.
Britannia’s Eat Healthy, Think Better positioning was

then straddled as Tiger Health Force biscuits for the glucose market. The design
established takat with a forceful Tiger wearing overalls and lunging speedily
forward. It connected to children and workers alike. The whole idea of creating the
Tiger mascot in a bright red packaging was to create a strong differentiation from
Parle G, the market leader in this category at that time. Tiger’s design allows it to
evolve in the future with the Tiger moving in different postures with different
product attributes. Today Tiger is the healthiest brand in Britannia’s business
portfolio bringing in annual sales of about Rs 400 crore within five years
2
PRODUCTS AND SERVICES:
In 1997, BIL, whose business seemed to be doing well, instead of concentrating on

it, virtually charted a new course by seeking to reinvent itself. It built a new
corporate identity aaaaaaaa7 adopted a colorful and identifiable logo with a new base
line – “Eat Healthy, Think Better” from being a manufacturer of baked products,
BIL kicked off a diversification exercise to become a comprehensive foods and
beverages company making cheese and other dairy products in addition to its bakery
products.
Its diversification into dairy business has been fairly successful. The company has
replanted all its dairy products under the Milkman brand name. New flavors like
Milkman Cold Coffee & Milkman Lassi have been launched in flavored drinks
besides Milkman Chocolate Milk & Milkman Strawberry Milk. Cheese, Dairy
Whitener, Butter & Ghee are the other products sold under the Milkman brand.
By the end of 2000 the exploits of BIL seemed to have fructified, at least in the
short-run. In a survey conducted by A&M, BIL emerged as the number one food
company well ahead of competitive brands like Nestle & Cadbury. BIL’s dairy
business seemed to be doing reasonably well. In the cheese segment it stood second
with about 35% market share. In the bakery segment also it was doing well, with its
biscuits business making significant inroads. Its positioning plank, “Eat Healthy,
Think Better” also seemed to have struck the right chord with its customers.
2
BRITANNIA LITTLE HEARTS
Little Hearts was launched in 1993, & targeted a new youth segment. A complete
unique product, retailed in pouch packs like Potato Wafers. The launch message
introduced a special taste experience that made the unlikeliest characters –like
Dracula & Frankenstein –melt. In 1997, the ‘Direct Dil se’ campaign encouraged
youngsters to openly express their feelings. And in 2003, the variants –Chocolate &
Sesame were rolled out with a campaign “Dil sabka actually sweet hai”. With
Little Hearts, BRITANNIA has tasted the sweet taste of success.
BRITANNIA TIME PASS
Before Time Pass, Britannia’s offering in the salted cracker category was SNAX,
launched in 1999. Snax was promoted as a tastier base for toppings through edgy
advertising.
Then in late 2000, supported by aggressive advertisement that featured the brand as a
perfect partner for time pass moments, Britannia Time Pass was launched.
2
The brand quickly became a leader in Britannia’s portfolio and consequently, Snax
was revamped as a lighter product and renamed Britannia Time Pass Classic
Salted. To further the franchise of Time Pass brand, a variant ‘NIMKEE’
Was introduced in Eastern market in April 2003 and then taken nationwide after a
favorable response. Judging by its history, the resounding success of Britannia Time
Pass will continue to grow.
BRITANNIA GREETINGS
The only thing better than enjoying BRITANNIA goodies yourself, is to gift them.
Greeting is a brand of exclusive gift packs from the house of Britannia. It is a
tasteful assortment of various Britannia biscuits and cookies presented in premium,
rich and attractive packs.
Greetings, as the name suggests, symbolize sharing the joy and happiness of a
special occasion with ones. Launched during Diwali 2005 with eleven assortments of
biscuits, cookies and cakes, the brand was a hit in its first year itself. The offerings
were Chocolate Fantasy, Nutty Delight, Cream Feast, Exotic Cream, Meetha
Namkeen, Choco Bliss, Crispy Medley and four exotic cake variants.
At Christmas, three new variant of cakes and cookies were launched which were
called Choco Muesli Exotica, Fruit and Nut Cake, and Nuts and Raisins Cake.
Greetings will continue to spread the joy of Britannia in the future
2
BRITANNIA 50:50
Moving on to other age groups, Britannia created 50-50 as a biscuit snack for young
adults with its sweet-salty duality.
Launched in 1993, 50-50 belongs to the family of Crackers and is considered the
“very-very tasty-tasty” snack.
Britannia 50-50 is the leader in its category with more than one-third of market
share. The versatile and youthful and brand constantly aims to provide a novel and
exciting taste experience to consumer. As a result, in 2001, the delicious Maska-
Chaska was launched as a variant of original brand and become an instant success.
Recently, another offering from 50-50 stable was launched –Pepper Checker.
The thin and crispy snack came with a distinctive peppery flavor and a mysterious
ingredient that left everybody wondering, “what it eez?” the consumer’s verdict,
though, is clear: Britannia 50-50 and its variants are a hundred percent hit.
BRITANNIA MARIE-GOLD
Marie Gold is a venerated tea-time offering that is “packed with wheat energy” and
has found much favor with health conscious urban adults. Britannia’s oldest brand
enjoy the heritage that spans the last 50 years & going strong. In a market swamped
with ‘me-too’ products & where even the name ‘MARIE’ has become generic,
2
Britannia Marie Gold has maintained its stronghold. Today it is synonymous with the
‘Tea-Time Biscuit’.
Its taste, crispiness & lightness make it a must for every tea break.
It is the # 1 in its category.
BRITANNIA TIGER
Tiger was launched in 1997, became the largest brand in Britannia’s portfolio in the
very first year of its launch. It is more aptly described as a “Nutri-glucose” biscuit,
& comes with the added goodness of wheat & milk. It is for the modern mothers
who play an enabling role for their children to compete in today’s world & thus
wants the best. Tiger has grown from strength to strength & the re-invigoration in
June 2005 has further helped bolster its growth in the highly competitive glucose
biscuits category. Tiger has become the mass-market face of Britannia symbolizing
fun & energy in both urban & rural India. Tiger coconut was launched in 2001 and
Tiger cream was added to its repertoire in 2002 which comes in four flavors
(Orange, Kesar, Rosemilk, Elaichi)
3
BRITANNIA MILK-BIKIS
Kids may dislike drinking milk, but they love Britannia Milk-Bikis! With four
Milk-Bikis biscuits being equal to one glass of milk, the biscuit has nutritional value
essential for overall growth.
Mother as a source of milk energy trusts milk-Bikis and their loyalty to brand has
made it an integral part of their children’s nutrition regime.
In 1996, Milk-Bikis launched a variant called Milk Cream. These round biscuits
came with smiley faces and are full milk cream that makes them very popular with
children. Milk Cream also promoted the idea of “eating milk” in a yummy way,
which makes mothers happy as well.
BRITANNIA NUTRI-CHOICE
To offer something to consumers who cherish healthy living, Britannia introduced

Nutri-choice biscuits. In 1998, Nutri-Choice Thin Arrowroot was morphed from
Jacob’s. thin Arrowroot (a popular brand in East India) as Britannia looked towards
building a sturdy portfolio of health brand addressing serious nutrition and health
parameters. Today, these are available in three varieties –Nutri-Choice Thin
Arrowroot, Nutri-choice cream crackers and Nutri-Choice digestives. Each of
these is very popular across India. It delivers the promise of a truly nutritious
biscuits, rich in fiber content and easily digestible. With increasing health
consciousness amongst consumer in India, Nutri-Choice is the perfect choice.
3
PRESENT STATUS:
 Kolkata, July 28th, 2008: Britannia Industries Ltd. (BIL), one of India’s
leading food Companies, reported sales of Rs.6,933 MM for the quarter
ended 30th June 2008, a growth of 20.2%. PBIT increased 18.8%, while PAT
grew 11.6%.
 Consumers voted brand ‘Britannia’ among the Top 10 Most Trusted Brand
across categories for the 5th successive year in a survey conducted by AC
Nielsen ORG-Marg and published in a leading daily. Britannia was rated as #
2 Most Trusted Food brand in 2008.
 The company has been growing at 27 per cent a year, compared to the
industry growth rate of 20 per cent, according to a study by the research outfit
AC Nielsen. The domestic biscuit market is estimated to be worth Rs.5,000
crores.
 Britannia, which lords over 38 per cent of the market in value terms, is
investing Rs.130 crores to increase its capacity, 433,000 tones of biscuit last
year, by 20,000 tones.
 Britannia acquired a strategic stake in Daily Bread, Bangalore-based

manufacturer and retailer of premium bakery products. Daily Bread plans to
open more DeLuca outlets in major metros.
FUTURE ACTIVITIES:
3
 Sales through mobile carts have started in some residential colonies in

Mumbai and Delhi and Britannia is evaluating plans for expansion into other
cities.
 Britannia, which has biscuit brands like Good Day, Tiger and Pure Magic,
has of late increased focus on its breakfast foods portfolio
 The factory in Uttaranchal enjoys tax exemptions that will end in 2010.
ORGANIZATIONAL REVIEW
3
PRODUCTION AND MATERIAL DEPARTMENT:
In this department the raw materials are been brought by suppliers, these raw
materials as mentioned below are been processed into final product and been
package by the departments itself.
STORES DEPARTMENT:
Major items are stored is given below: -
NORMAL STORAGE RAW MATERIAL

 Wheat flour
 Sugar
 Ammonia
 Skimmed milk powder
 Burnt sugar
 Lecithin
 Sodium bicarbonate
 Citric acid
 Palm oil
 GMS paste
3
COLD STORAGE RAW MATERIAL

 Butter
 Cashew
 Essences
 Skimmed milk powder
 Condensed milk
These all are not become fresh in the normal temperature, that why these materials
have to store in the cold store on 0-5 degree temperature at which material becomes
solid & fresh
HOW THE PRODUCTION PLAN COMES?
The production plan comes directly from the company’s head office Banglore every
month.
The plan consists of: -
• Variety name.
• How much production will do for the particular variety?
• Total production in tones.
• Area where varieties will be dispatched along with the quantity.
• Dispatched order.
3
EQUIPMENTS AND SUPPLIERS:
 Apple International Engineering Pvt. Ltd.

 KDR Industries India.
 Multiple Pvt. Ltd.
 VDI exports.
 Mechtech Designers & Engineers Pvt. Ltd.
 Sun Beam Machines.
 Automatic Wafer Machinery.
 Cream Biscuit sandwiching machine.
 Shri Dashmesh casting.
3
Biscuit making process:
MIXING:
This is a process where all ingredients are put together in right proportion for
dough formation. These ingredients are then fed into mixers where mixing is done
and dough is prepared for moulding / cutting.Majore ingredients are flour,fat,sugar
and others as per the product one would like to have.
MOULDING:
In this section we laminate the dough into sheet, which then passes down to
gauge rollers, and sheet thickness is achieved for moulder/cutter. Here we have a
cutter or moulder as per the variety where one gets the shape and sizes of biscuit
3
.BAKING: This is the area where we pass these moulded wet biscuit into baking
oven. The biscuits are baked on desired temperatures. Various type of heating are
available now days as per the convenience and cost. Different type ovens are
3
available
COOLING: These baked biscuits are then passed on to cooling conveyors for
natural cooling prior too packing .The temperatures are brought down to room
temperatures.
3
PACKING: These biscuit are then stacked and fed into packing machine for
packing Different packing material are available for packing of these biscuit in
different packs slug packs , pouch pack or family packs etc. These packs are then put
into secondary packaging like cartons to be transported to retailers.
MARKETING DEPARTMENT:
4
Marketing is a societal process by which individuals and groups obtain what they
need and want through creating, offering and freely exchanging products and
services of value with others.
For a managerial definition, marketing has often been described as “the art of
setting products”, but people are supervised when they bear that the most important
part marketing is not selling. Selling is only the tip of marketing iceberg.
Marketing is an important activity for any organization irrespective of its nature, size
and type of industry in which it operates. The main motives behind the functioning
of marketing department in Britannia are: -
 Customer satisfaction: - The department is concerned with building long
term relationship with customers by understanding their needs and delivering
products and services that fulfill and exceed all their requirements.
 Commitment to total quality management: - The department is committed
to supply product and services that confirm to standards of design,
manufacture, reliability, maintainability and fitness for use as desired by the
customers.
 Cost and time consciousness: - The department is concerned with
continuously reducing the cost shortens the delivery period for the supply of
products and services.
 Innovation and creativity: - The department has a concern for
improvement. Every activity involved in business by pursuing and
encouraging risk taking, experimentation and leaving at all levels within the
company with a view to achieve excellence and competitiveness.
MAIN OBJECTIVES: -
4
1. To make market and study the customer requirements to current and

future economy.
2. To ensure the customer enquiry efficiently connected into a contract
or order, with proper identification of customer requirements, so that
ultimately customer satisfaction is achieved, by regular
correspondence with the customer.
3. To execute the order well within the time, cost and desired
performance taking, into account the technologies level by utilizing
the available resources effectively and efficiently and coordinatig
with various functional groups.
FUNCTIONS: -
Exploring new customers

One of the important functions of marketing department is to find new customers for
the product. This is mainly done through browsing the net. Through internet, the
department tries to identify new customers, who are interested in the company
products and services and influence them to contract with company. The other means
of exploring new customers is through answering verbal from the prospective
customers.
Expansion of the Business

The company is widening its of operation with its new and prospective customers for
domestic as well as export business. It is also finding new means to expand business
by diversifying into different fields in recent years. In 2002, Britannia’s New
Business Division formed a joint venture with Fonterra; the world second largest
Dairy Company and Britannia New Zealand Foods Pvt. Ltd was born.
4
Brand Ambassadors
4
4
FINANCE DEPARTMENT:
Finance is lifeblood of every organization. Finance is the basic foundation of all

kinds of economic activities. Therefore, efficient management of every organization
is closely linked with efficient management of finance. It express the strength and
weakness shows through financial performance of every business organization.
The decision like capital budget, dividend decision, working capital
management, investment to fixed assets and other financial decision are taken on the
basis of past performance and it also aims to meet the requirement of its product
mainly for it’s consumers.
In any organization finance department plays an important role like that in Britannia
also have finance department which carry all the financial activities of the
organization. The salary of staff is maintained by finance department. This
department deals with both cash and credit transactions, financial transaction like
purchase of material, bills receivable and payable, entry of vouchers, balance sheet
etc. there is a chief Accountant, Credit Manager, Cost Controller, General Cashier
and Accounts Assistant and finance department is responsible for financial Auditing.
The company follows historical cost invention in the preparation of account. Income
and expenditure are accounted for on accrual basis except for the penal interest
which is accounted for on cash basis.
Fixed assets are started at cost. Cost include expenses incurred to bring the assets to
working condition for it’s intend use. Assets acquired on lease are amortized over the
lease period. Cost of construction on lease assets is amortized over the period of
lease.
4
FUNCTIONS:
 Estimation for the budget of the next year and arrange finance for different
activities of the organization.
 Provide information to auditors in determining the financial ratios.
 Financial forecasting and preparing of payrolls.
 Maintain accounts and financial transactions and efficiency of financial
planning.
 Working capital management appropriate dividend policies.
Britannia is running as cash rich private sector undertaking. The major financial
activities are organized by its corporate office and also control all different divisions
of Britannia. Finance department get order details so as to arrange for timely
payment of duties, Name and Address of the company Britannia India Ltd.
PERFORMANCE HIGHLIGHT
4
On the basis of the table shown in the Appendices the financial highlights financial
highlights of Britannia, BIL continues to pursue its path of profitable growth. With
the renewed strength of its brands, the company recorded an 18 percent growth in net
sales, from Rs.21, 993 mn in 2006-07 to Rs.25, 848 mn in 2007-08. This healthy top-
line growth, accompanied by efficiencies in manufacturing and supply chain, has
contributed to a 99 percent growth in operating profit from Rs.972 mn in 2006-07 to
Rs.1, 937 mn 2007-08. There is 24% growth in shareholder funds from Rs.5892 mn
in 2006-07 to Rs.7326 mn in 2007-08. The capital expenditure has decline by 25%
from Rs.889 mn in 2006-07 to Rs.666 mn in 2007-08.
There is 93% growth in Profit Before Tax (PBT) from Rs.1,261 mn in 2006-07 to
Rs.2,431 in 2007-08 and 78% increase in Profit After Tax (PAT) from Rs.1076 in
2006-07 to Rs.1910 in 2007-08.(For detailed financial statement see appendices).
4
HR DEPARTMENT:
Recognizing that people are key constituents of Britannia and represents the DNA of
the organization, we have been constantly raising our own standards of being an
employee friendly organization. The year under review witnessed a significant
achievement of being listed as a “Great Place to Work”, in a survey conducted by
Grow Talent & Company and reat place institute. Britannia has adopted the balance
Scorecard for performance evaluation and strategy deployment. This tool ensures
balanced performance by managers across multiple dimensions – financial
performance, customer management, internal business process and innovation and
learning - and helps in sharper alignment of overall business strategy with each
individual’s goals and performance. This year, the scorecard covered approx 325
managers. Using the Balanced Scorecard, the company has modified key
performance indicators (KPIs) of the variable pay plan, which have been
communicated to employees; the company has also hired top class persons from
among the best management institutes.
In 2006-07 we recruited 17 such Management Trainees. They are undergoing
rigorous training under the Youngest Managers Development Programme (YMDP),
4
where each is put through a year’s cross-functional training programme while being
mentored by a member of the senior management.
During the year under review several other HR initiatives were undertaken, both at the
corporate as well as the plant level. We provided learning opportunities to our
employees through various programmers such as Prayas, Leading and Facilitating
Performance, and Campus to Corporate. An audiovisual-based module, SPORT, was
used to train our own frontline sales personnel as well as those on the rolls of our
stockiest. Approximately 2000 people have been trained through this module in 2006-
07. a competency-based selection tool was also developed for selecting the right set of
front line employees. At the plant level, the company enjoyed industrial relations
across all manufacturing locations in India.
OBJECTIVES:
 To ensure availability of total quality people to meet the organization goals

and objectives.
 To have continues improvement in knowledge, skill and competence
(managerial, behavioral and technical).
 To promote a culture of achievement and excellence with emphasis integrity,
credibility and quality.
 To maintain a motivated workforce through empowerment of individual and
team building.
 To enhance organizational learning.
 To pay a pivotal role directly and significantly to enhance productivity,
profitability and improve the quality of work life.
4
FOCUS ON HR POLICY:
 Competence building
 Commitment
 Motivator
 Employee relations
In the backdrop of above, the focus of HRD initiatives at Britannia emphasize the
following: -
 HR planning
 Training and Development
 Training Program
 PERFORMANCE APPRAISAL
 REWARD SYSTEM
 Incentive schemes
RECRUITMENT POLICY:
Whenever a need or a vacancy arises in any particular department the concerned

department Head Executive, informs the HR department about the requirement of the
candidate through meeting.
It is the responsibility of the HR department to recruit the new candidates. The HR
department recruit candidates through internal and external sources of recruitment.
5
SOURCES OF REQUIREMENT: -
Various sources of requirement may by classified into two broad categories,
established enterprise.
EXTERNAL SOURCE INTERNAL SOURCE

a) Press advertisements a) Transfer
b) Education Institution b) Promotion
c) Placement agencies
d) Employment exchanges
e) Labour contractors
SELECTION PROCESS:
Selection process in Britannia is based on the tests conducted in the company. In

this process, relevant information about applicants is collected through a series of
steps so as to evaluate their suitability for the job to be filled. They match the
qualifications of applicants with job requirements. They weed out unsuitable
candidates and finally identify the most suitable candidate. Selection divides all the
applicants into two categories.
a) Suitable
b) Unsuitable
5
TYPES OF TESTS: -
Tests may broadly be classified as follows:
Aptitude Achievement Personality Interest

Test test test test
Mental Job Objective
Intelligence knowledge test
Test test
Mechanical Projective
Test test
5
Psycho-motor Work Situation

Test sample tests test
PROVISION OF OFFER LETTER:
The HR Department provides an offer letter to newly joined employee. The offer
letter is issued after 3 months from the date of joining. The offer letter includes
details such as designation of the employee, salary, notice period for resignation
other terms and conditions.
TRAINING AND DEVELOPMENT:
The newly joined employees are given a brief training of their job performance by
their respective Managers or Supervisors. They are given training to employees to
improve their knowledge and communication skills.
5
Generally employees of Executive level are kept under observance for one or two
months, if their performance is not up to the expectation of the required job, they are
trained simultaneously
PERFORMANCE APPRAISAL TO EMPLOYEE:
Performance appraisal in Britannia is done annually. A 360 degree method of

performance appraisal system must be followed to rate of employee are rated based
on the feedback given by not only their departments but also the other department.
BRITANNIA SOURCES OF RECRUITMENT:
1. LABOUR CONTRACTORS
Manual worker who are working as a laborer are recruited through the
contractors. Who maintain close links with the sources of such workers? These
sources are often used to recruit labour for the construction work i.e. for the
packaging of the production related activities, mixing, and in the corrugate box
department.
The disadvantage of this source of recruitment is that when the contractor leaves
the organization, people who are recruited through him will have to leave as well.
LABOUR CONTRACTOR
A. BHUSAN (Haldwani)
5
B. ALOK (Rudrapur)
C. SHYAM (Rudrapur)
D. RAVI (Gurgaon)
2. TALENT SEARCH COMMITTEE/ LOGIN.COM

In this form of committee, the company used to search prospective and talented
employees through the nearest sources of working employees in the organization.
SOME OTHER DEPARTMENTS IN BRITANNIA:
1 DEPARTMENT OF INFORMATIN TECHNOLOGY: -

With rapid growth, there was a multitude of IT platforms for storing and analyzing
information. The aim of IT initiative in 2005-06, therefore, was to bring the
operations of the company under one platform – a user-friendly cohesive system that
would give us maximum value for money in terms of information processing. The
system also had to be flexible enough to be integrated with applied to any existing
system prevailing in any company that could be an integrated with and applied to
any existing system prevailing in any company that could be an acquisition target.
Keeping these objectives in mind, Britannia has installed the SAP ERP R3 system,
Which is the basic module? This has gone online, all at once in a “big-bang”
approach from 1 April 2006. The decision to invest in the SAP platform was taken
six months before its implementation. Hence, in a very short span of time, we have
moved from current practices to the best practice in managing IT. It was not an easy
task. Integration required explaining the usage of new practice to all our employees
5
across functions, ranging from manufacturing plants to sales, to logistics and finance
teams. In addition to SAP going online for Britannia India Limited, this initiative
will be extended to all our international manufacturing and international sales
operation in due course.
In addition to the basic module we would be implementing various SAP products
for using stored information for financial reporting and management decision-
making. The SAP Business Warehouse would be used for data retrieval for
management information system (MIS), with an added functionality of integrating
information from various sources. SAP Business Consolidation System will enable
us to report consolidate accounting numbers after taking care of inter-company
transfers. For accounting purposes it is also multi-GAAP functional. We also intend
to install Business Plan Simulation (BPS) software, which would help us in decision
management by simulating the impact of any change environment on Britannia. For
our employees we intend to deploy SAP-HR, a human resource information system
that would store each individual’s information on the system. Each employee’s life
cycle with the company, performance appraisal and other information would be
available on this system. This would also enable us to leverage technology for
training our employees, as the system would flag employees that fit the training
needs of a particular module. In doing so would form an integral part of the
knowledge management programme for our employees.
2 DEPARTMENT OF SUPPLY CHAIN:

The supply chain at Britannia comprises planning, dispatch, warehousing and
transportation. Since the front end of the supply chain ends at the Clearing
Forwarding Agent (CFA) or the stockiest, production planning and dispatch is done
5
to meet the requirements of the CFA. This is done across all the units on a weekly
basis in terms of SKUs. Decision on warehousing and transportation rely on the
dispatch product mix and underlying dynamics of the transport markets. The entire
supply chain has been knit together into an efficient unit. An initiative that integrates
IT tools and compensation schemes that measure the health of the supply chain.
The system is divided into two tiers and puts in an evaluation mechanism for each
element of the supply chain from forecasting and production planning to inventory
management. By using this matrix as a tool for monitoring performance, the
company has been able to devise a variable pay structure that penalizes negative
deviations.
On the IT front, there is complete internal networking through a new SAP platform.
The company is exploring to move forward and reach to stockiest and integrate them
into Britannia’s ERP. This will go a long way to improve the quality of forecasts
provided for production planning.
During 2006-07, significant efficiency gains were realized from central ownership of
warehousing and reverse auction for transportation. Britannia’s ability to
continuously service diverse markets while maintaining negative working capital
bears testament to the efficiency of its supply chain management.
3 DEPARTMENT OF RISK MANAGEMENT:

Britannia has a robust and well-structured risk management system in place.
5
The entire system is driven by its people and the process goes deep down into lower
layers management. The Chief Risk Officer (CRO) of the company, who in
responsible for and ensures Effective Risk Management – both risk identification and
mitigation, champions the risk management system. A team of risk officers at each
company location supports the CRO. Each employee is entitled to identify risk and
report it to the concerned risk officer who in turns reports it to the CRO. The risks
are reported in the Risk Register and classified in terms of their impact and
probability of occurrence. The Risk Register is an inventory of risks affecting
Britannia covering its various functions like marketing, operations, regulatory
affairs, finance and human resource development. The risks are further mapped in
terms of mitigation action to be taken and the people responsible for taking the
actions. The Risk Register is reviewed periodically by senior management and is
presented to the Audit Committee on a quarterly basis.
ORGANISATIONAL SWOT ANALYSIS
5
VISION AND MISSION:
vision:
Sustain Britannia position as one of India’s most valuable corporations through

world class performance and to create a world class quality product brand.
Mission:
 To enhance the wealth generating capability of the enterprise in a globalizing

environment, delivering superior and sustainable stakeholders.
 To dominate the food market in India through a profitable range of “Tasty
Yet Healthy” products by making every Indian a Britannia consumer.
GOALS AND OBJECTIVE
5
Short-term objective:
 To improve image to shareholders.

 To improve internal processes and controls.
 To increase NSV and ROI
Long-term objective:
 To be the lowest-cost producer in the market.

 To become largest volume player in the bakery industry.
SWOT ANALYSIS
6
STRENGTH:
 Britannia has established itself in the market and has maintained this position
for a long time now. This has happened mainly due to its superior quality of
goods, which provides maximum benefits to the customers.
 The family environment in the company constantly motivates the workforce
for continuous growth.
 Britannia was established in 1892, and was the first company east of the Suez
to use gas ovens. The company now dominates the market in its domain.
 Due to its well-designed production and marketing network, which has
evolved over the time, Britannia has established itself as one of the most
financially stable company.
 World-class factories
 Superior technology eg SAP
6
WEAKNESSES: -
 The cost of handling and maintaining inventory is higher due to under

management of the same. This has lead to cost escalation.
 Britannia as a brand leads the market in any products related to backer
product domain. This has particularly lead to the stagnation of business as the
company has not ventured into any other domain.
 Breakage of biscuits while delivering to retailers
 Less share in premium biscuit market
6
OPPORTUNITIES: -
 Being as successful brand in Asia Britannia can expand its horizon outside
Asia, initially at a scale and look forward for the option of huge growth.
 More incentives should be given to the workers to motivate them, which will
help in increasing the employee morale.
 Britannia can make use of the latest technologies for efficient utilization of
raw materials, so as to increase the production.
 By giving the customer motivation schemes, the brands of company can be

popularized more and more the brand loyalty of the customers can be made.
6
THREATS: -
 For the past 116 years Britannia had the monopoly but now other brands have
entered the same market, which have posed threat for the company.
 Due to the availability of substitute products in the market customers have
more options to choose which again is a major challenge.
 Taste and preference of the customer tend to change hugely from time to time
FINDINGS AND CONCLUSIONS
FINDINGS: -
 Management at times goes out of the stipulated budget.

 Lack of seriousness is seen amongst certain employees.
 The management is forced at times to agree the demands made by the union
which is not profitable to the company.
6
 Most of the workers are insecure about the job.

 Workers health and safety are given prime importance.
 Good industrial relations with the local unions and Good Corporation in
management and employees.
 The working shifts of the employees are not systematic which leads to de-
motivating the employees to be efficient.
CONCLUSION:
The internship report gave an overview of the biscuit industries and Britannia in
particular. Britannia has different ranges of product such as Biscuits, Breads etc.
During the internship in Britannia India Ltd, the researcher has gained more
knowledge and some experience from the organization. The information received
from the company had opened up some new insight of how the organization
operates.
SUGGESTIONS
 Britannia should work with the government to build Infrastructure, as the

Nation will progress and company will get good manpower and more profit.
 Britannia should float more shares into the market as this will bring more
stability to company
6
RECOMMENDATIONS:
 Since the company spends more than stipulated budget it is better to have
proper planning.
 Due to lack of seriousness among the employees towards the work, the
company may conduct motivational training which will ensure proper work
culture.
 The management should encourage selectively few unions by having good
industrial relations with the unions.
 Company should diversify into another sector in order to remain in the
market.
 The company may give more prominence on campus placement to attract
more fresher who will bring with them innovative ideas.
BIBLOGRAPY
BOOKS: -
 Aswathappa.A.K, (2007) “Human Resource & Personnel
Management”, Tata McGraw Hill Pvt. ltd.
 Dessler Gary, (1998), “Human Resource Management”, 6th edition

Himalaya publishing House,.
6
 Kotler Philip, (2006.), “Marketing Management”, 12th edition,

Pearson education (Singapore) pvt ltd,
 Copies of Recruitment & Selection Policy 2006, (Britannia India Ltd.)
WEBSITE:-
• http://www.britindia.com
• http://www.fnbnews.com
• http://www.britannia.co.in
• www.britanniaindustries.com
ANNUAL REPORT 2009-10
PROFIT AND LOSS
Rs. ’000
For the year Schedule 31 March 2010 31 March 2009
ended
6
INCOME
Gross sales 34,245,793 31,428,919
Less: Excise duty 231,765 306,778
Net sales 34,014,028 31,122,141
Other income N 561,157 398,948
34,575,185 31,521,089
EXPENDITURE
Cost of materials O 21,689,064 19,103,947
Staff cost P 995,201 960,172
Expenses Q 9,696,961 8,430,867
Depreciation and D 375,434 334,560

amortisation
Financial expenses R 82,059 160,071
32,838,719 28,989,617
Profit before 1,736,466 2,531,472

taxation and
exceptional items
Exceptional items S 528,695 206,295
(Profit)/Loss
Profit before 1,207,771 2,325,177
taxation
Income tax
expense
6
- Current income 220,490 343,799

tax
- Minimum (13,827) –
alternative tax
credit
- Fringe benefit tax – 52,973
- Wealth tax 1,224 1,224
- Deferred income (165,226) 123,180

tax, net
Profit after 1,165,110 1,804,001
taxation
Profit brought 1,095,989 600,000
forward
Profit available 2,261,099 2,404,001
for appropriation
Appropriations
Transfer to general 117,000 190,000

reserve
Proposed dividend 597,254 –
Interim dividend – 955,607
Tax on Interim / 99,196 162,405

Proposed dividend
Profit carried 1,447,649 1,095,989
forward
2,261,099 2,404,001
6
BALANCE SHEET
Rs. ’000
As at Schedule 31 March 2010 31 March 2009
SOURCES OF
FUNDS
Shareholders’
funds
Share capital A 238,902 238,902
7
Reserves and B 3,723,620 8,006,510

surplus
3,962,522 8,245,412
Loan funds C
Secured 4,081,019 21,972
Unsecured 215,149 229,651
4,296,168 251,623
Deferred tax T (4) -- 99,421

liability, net
8,258,690 8,596,456
APPLICATION
OF FUNDS
Fixed assets D
Gross block 5,478,331 5,115,047
Less: 2,663,323 2,336,654

Accumulated
depreciation and
amortisation
Net block 2,815,008 2,778,393
Capital work-in- 116,393 60,203

progress and
advances
2,931,401 2,838,596
Investments E 4,906,389 4,230,969
7
Deferred tax T (4) 65,805 –

asset, net
Current assets,
loans and
advances
Inventories F 2,683,435 2,536,331
Sundry debtors G 394,868 496,143
Cash and bank H 233,607 407,978

balances
Other current I 144,649 137,085
assets
Loans and J 1,753,611 1,815,878
advances
5,210,170 5,393,415
Less: Current
liabilities and
provisions
Liabilities K 3,204,872 2,658,062
Provisions L 1,650,203 1,474,836
4,855,075 4,132,898
Net current assets 355,095 1,260,517
Miscellaneous M – 266,374
expenditure (to
the extent not
written off or
adjusted)
7
8,258,690 8,596,456
FINANCIAL HIGHLIGHTS
Rs. ’000
Rs. Million 2009-10 2008-09 % Change
Net Sales 34,014 31,122 9%
Operating profit 1,257 2,293 -45%
Shareholders’ 3,963 7,979 -50%

funds
Capital 475 678 -30%
expenditure
7
Before
exceptional items
- Profit before tax 1,736 2,531 -31%
- Profit after tax 1,514 1,940 -22%
- Cash flow 1,889 2,275 -17%

generation
After exceptional
items
- Profit before tax 1,208 2,325 -48%
- Profit after tax 1,165 1,804 -35%
- Cash flow 1,540 2,139 -28%

generation
Per equity share
(Rs.)
Earnings 48.77 75.51 -35%
Dividend 25.00 40.00 -38%
Dividend + Tax 29.15 46.80 -38%
7

Britannia India Limited: An Introduction To The Study

Uploaded by

Copyright:

Available Formats

Britannia India Limited: An Introduction To The Study

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

Britannia India Limited: An Introduction To The Study

Uploaded by

Copyright:

Available Formats

Britannia India Limited

AN INTRODUCTION TO THE STUDY

An internship training program is a vital and essential part of the educational

Biscuits' packaging has undergone a swift transformation. From Britannia's

In India right now bakery industry is booming next to information technology.

BIL, RUDRAPUR PLANT: -

A substantial portion of biscuits is manufactured to its new zone called “tax-free

OBJECTIVE OF THE STUDY:

 To study how the work flows in an organization.

 To know different Britannia products which both domestic & International

Growth and profitability

THE ORIGIN OF “EAT HEALTHY, THINK BETTER”

 The Genesis - Britannia established with an investment of Rs. 295 in

 Advent of electricity sees operations mechanised

 Imported machinery introduced; Britannia becomes the first company East

 Sales rise exponentially to Rs.16,27,202 in 1939

 Britannia Biscuit Company takes over biscuit distribution from Parry's

 Public issue - Indian shareholding crosses 60%

 Re-christened Britannia Industries Ltd. (BIL)

 Sales cross Rs.100 crore

 The Executive Office relocated to Bangalore

 BIL celebrates its Platinum Jubilee

 Wadia Group acquires stake in ABIL, UK and becomes an equal partner

 Volumes cross 1,00,000 tons of biscuits

 "Britannia Khao World Cup Jao" - a major success! Profit up by 37%

 Forbes Global Ranking - Britannia among Top 300 small companies

 BIL ranked one of India's biggest brands

 'Treat Duet'- most successful launch of the year

 Britannia accorded the status of being a 'Superbrand'

 Britannia re-launched NutriChoice Hi-Fibre Digestive biscuits in an

 Britannia NutriChoice 5 Grain biscuits launched - Biscuits with the goodness

 Britannia NutriChoice Nature Spice Crackers launched - Your favorite

Generally all organizations have competitors in the market. A particular organization

I found many products which can be compared with Britannia Biscuit. As a

Mr. Nusli Neville Wadia Chairman

Ms. Vinita Bali Managing Director

Mr. A.K.Hirjee Director

Dr. Ajai Puri Director

Mr. Avijit Deb Director

Mr. Jeh N Wadia Director

Mr. Keki Dadiseth Director

Mr. Nasser Munjee Director

Mr. Ness Nusli Wadia Director

Mr. Nimesh N Kampani Director

Mr. Pratap Khanna Director

Mr. S.S.Kelkar Director

Dr. Vijay L. Kelkar Director

GAUTAM BANERJEE General Manager – Materials

ASHOK KUMAR GUPTA General Manager - Accounts & Planning

R K AGRAWAL Supply Chain Director for New Business

SHALINI DEGAN Category Director - Delight & Lifestyle

T S VENKETRAM General Manager - Manufacturing

R. ANAND Business Operations Director

JEHANGIR TANKARIWALA General Manager - Human Resources

VINOD MENON Head of BNZF

SHRIDHAR PANSHIKAR National Sales Manager

P. GOVINDAN Company Secretary & Head of Legal

Dr. K.N. SHASHIKANTH Corporate Quality Assurance Manager

VALIVETI V PADMANABHAM Head - Corporate IT