TABLE OF CONTENTS

CONTENT PAGES
Chapter 1:
Introduction about the Organization & 01-03
Industry.

Chapter 2 04
: Organization Profile
i. Background, 05
ii. Nature of business, 05
iii. Vision mission, quality policy 06
iv. Workflow model 07
v. Product/service profile 08-09
vi. Ownership pattern 10
vii. Achievements/awards 11
viii. Future growth and prospects 12-13
Chapter 3:
Mckensy’s 7S framework and Porter's Five 14-17
Force Model with special reference to
Organization under study.

Chapter 4: 18-21
SWOT Analysis
Chapter 5: 22-29
Analysis of financial statements
Chapter 6: 30-31
Learning experience
Bibliography 32-33
Annexure relevant to the
Internship such as figures,
graphs, photographs

EXECUTIVE SUMMARY: PAAMA AGRICO PVT LTD

Mission: Revolutionize Indian agriculture through sustainable mechanization, empowering
farmers with efficient, affordable tools and improving their lives.

Vision: Become India's leading manufacturer of agricultural equipment, known for high-
quality, innovative products and strong farmer relations.

What They Do:

Manufacturer of agricultural equipment: Focuses on rotavators and cultivators, known for

their reliability, strength, and affordability.
Research and development: Invests heavily in cutting-edge technology to create efficient and
user-friendly farm machinery.
Direct distribution and after-sales services: Strong network ensures farmers have easy access
to products and reliable support.
Commitment to sustainability: Promotes efficient land use and resource management for long-
term agricultural success.
Key Achievements:

Established in 2015, already gained recognition as a leading brand in the rotavator and
cultivator industry.
State-of-the-art manufacturing facility near Bangalore, Karnataka.
Strong customer base with high satisfaction ratings (3.9 stars on Google).
Committed to "Make in India" initiative, boosting local economy.
Competitive Advantage:

Focus on research and development: Continuously innovates to create high-performance, cost-

effective solutions for farmers.
Direct farmer engagement: Understands their needs and provides tailored solutions.
Unmatched quality and pricing: Offers superior value compared to competitors.
Strong after-sales support: Dedicated customer service team ensures farmer satisfaction.
Future Outlook:

Rapidly expanding market share with increasing demand for farm mechanization in India.
Plans to diversify product portfolio and expand reach across the country.
Committed to playing a key role in transforming Indian agriculture towards greater efficiency
and sustainability.
Overall, Paama Agrico Pvt Ltd is a fast-growing, innovative company poised to significantly
impact the Indian agricultural landscape by empowering farmers with advanced, affordable
tools and fostering sustainable farming practices.
 CHAPTER – 1 Introduction about the Organization & Industry

Paama Agrico Private Limited is an Indian agricultural equipment research and development
organization founded in 2015 with the objective of revolutionizing traditional and time-
intensive farming processes with sustainable technology. With its research-centric approach,
cutting-edge product features, direct communication & distribution touch-points with farmers,
after-sales services, dynamic leadership that brings in both global and local exposure, and
ability to provide invincible quality & pricing, Paama has earned it the status of being best-in-
class among the Rotavators and Cultivator industry.

Paama is a make-in-India brand that has its state-of-the-art manufacturing facility spread over
20,000 sq feet of land near Yelahanka Town, Bangalore of Karnataka. The company's
products are designed to help farmers improve their productivity and profitability by reducing
their costs and increasing their yields. Paama's products are also designed to be
environmentally friendly and sustainable.

Paama is committed to providing its customers with the best possible products and services.
The company has a team of experienced engineers and technicians who are dedicated to
developing innovative new products and improving existing ones. Paama also has a strong
customer support network that is available to help farmers with any questions or problems
they may have.

Paama is a rapidly growing company with a bright future. The company is committed to
playing a leading role in the development of sustainable agriculture in India.

1
Here are some of the company's key products:
1)Rotavators: Paama's rotavators are designed to prepare the soil for planting by breaking up
the ground and removing weeds.

1.1[Image of Paama Agrico rotavators]

2)Cultivators: Paama's cultivators are designed to cultivate the soil after planting by breaking
up the crust and aerating the soil.

1.2[Image of Paama Agrico cultivators]

3)Seed drills: Paama's seed drills are designed to plant seeds at the correct depth and spacing.

1.3[Image of Paama Agrico seed drills]

2
4)Irrigation systems: Paama's irrigation systems are designed to deliver water to crops
efficiently and effectively.

1.4[Image of Paama Agrico irrigation systems]

Paama is a leading provider of agricultural equipment in India. The company's products are
used by farmers all over the country to improve their productivity and profitability. Paama is
committed to playing a leading role in the development of sustainable agriculture in India.

3
CHAPTER 2: ORGANIZATION PROFILE

NATURE OF BUSINESS Manufacturer

COMPANY CEO Naresh Kumar Kemp Anna

TOTAL NUMBER OF 79
EMPLOYEES

YEAR OF ESTABLISHMENT 10-09-2015

LEGAL STATUS OF FIRM LIMITED COMPANY

(LTD./PVT.LTD.)

ANNUAL TURNOVER RS. 100 -550 CRORE

Table 1.0

BOARD OF DIRECTORS

DIRECTORS NAME DESIGNATION

Naresh Kumar Kemp Anna Director

Swetha Naresh Director

Table 1.1

4
 Background
Paama Agrico Private Limited is a non-government company incorporated on September 10,
2015. It is a private unlisted company classified as a company limited by shares. The
company's authorized capital is Rs 100.0 lakhs and has 100.0% paid-up capital, which is Rs
100.0 lakhs. Paama Agrico Private Limited's last annual general meeting (AGM) was held on
September 30, 2017. The company last updated its financials on March 31, 2017, as per the
Ministry of Corporate Affairs (MCA). Paama Agrico Private Limited is primarily engaged in
null business and is currently active.

Nature of business

Paama Agrico Pvt Ltd is an Indian agricultural equipment research and development
organization founded in 2015. The company's mission is to revolutionize traditional and time-
intensive farming processes with sustainable technology. Paama's products include rotavators,
agriculture equipment parts, rotovator blades, agriculture equipment, and farming tools and
equipment. The company is headquartered in Doddaballapur, Bengaluru, Karnataka, India.

Paama Agrico is a leading manufacturer of agricultural equipment in India. The company's

products are known for their reliability, strength, and durability. Paama's rotavators are
equipped with long and sharp blades that ensure deep tillage, making the fields more
productive and cultivable. The company also offers a wide range of agriculture equipment
parts, rotovator blades, and farming tools and equipment.

Paama Agrico is committed to providing farmers with high-quality, affordable agricultural

equipment that can help them improve their productivity and profitability. The company has a
strong network of dealers and distributors across India, and it also exports its products to other
countries.

Here are some of the key features of Paama Agrico Pvt Ltd:

Research-centric approach: Paama Agrico is committed to research and development, and it

invests heavily in new product development. The company's products are designed to meet the
specific needs of Indian farmers.

1. Cutting-edge product features: Paama Agrico's products are equipped with the latest
technology and features. The company's rotavators are known for their durability and
efficiency.

2. Direct communication and distribution touch-points with farmers: Paama Agrico has a
strong network of dealers and distributors across India, and it also has a direct sales
team that reaches out to farmers in remote areas.

5
 3. After-sales services: Paama Agrico provides comprehensive after-sales services to its
customers. The company has a team of trained technicians who are available to
provide support and troubleshooting.
4. Dynamic leadership: Paama Agrico is led by a team of experienced professionals who
have a deep understanding of the Indian agricultural market.

5. Invincible quality and pricing: Paama Agrico is committed to providing farmers with
high-quality products at affordable price.

6. Paama Agrico is a respected and admired company in the Indian agricultural industry.
The company is making a significant contribution to the development of Indian
agriculture, and it is helping to improve the lives of farmers across the country.

Vision and Mission and Quality policy

Paama Agrico Pvt ltd

Vision

To be the leading provider of sustainable and innovative agricultural solutions that empower
farmers and communities to achieve a better future.

Mission

1. Providing farmers with access to high-quality seeds, fertilizers, and crop protection
products.
2. Developing sustainable agricultural practices that improve soil health and reduce
environmental impact.
3. Empowering farmers with knowledge and training to increase productivity and
income.
4. Strengthening rural communities through economic development initiatives.
5. Quality Policy
6. We are committed to providing our customers with products and services that meet or
exceed their expectations. We will strive to continuously improve our quality
management system to ensure that we consistently deliver high-quality products and
services.

6
 Quality Policy

1. Customer focus: We are committed to understanding and meeting the needs of our
customers.
2. Continuous improvement: We are committed to continuously improving our
products, services, and processes.
3. Prevention: We are committed to preventing defects rather than detecting them after
they occur.
4. Employee involvement: We believe that all employees have a role to play in ensuring
quality.
5. Fact-based decision-making: We use data and facts to make informed decisions
about quality.

Workflow

A workflow model is a graphical representation of a process that defines the sequence of steps
and the decision points involved in completing a task. Workflow models are often used to
improve efficiency, reduce errors, and increase transparency in business processes.

There are many different types of workflow models, but some of the most common include:

1. Linear workflow models: These models are the simplest type of workflow model and
consist of a series of steps that are executed in order.

2. Branched workflow models: These models allow for decision points that can route the
process to different steps based on the outcome of the decision.

3. Parallel workflow models: These models allow for multiple steps to be executed
simultaneously.

The specific type of workflow model used by Paama Agrico Pvt Ltd will depend on the
specific needs of the company. However, all workflow models should be designed to be
efficient, effective, and easy to understand.

7
Product/Service profile

Here are some of the company's key products:

1)Rotavators: Paama's rotavators are designed to prepare the soil for planting by breaking up
the ground and removing weeds.

1.5[Image of Paama Agrico rotavators]

2)Cultivators: Paama's cultivators are designed to cultivate the soil after planting by breaking
up the crust and aerating the soil.

1.6[Image of Paama Agrico cultivators]

3)Seed drills: Paama's seed drills are designed to plant seeds at the correct depth and spacing

1.7[Image of Paama Agrico seed drills]

8
 4)Irrigation systems: Paama's irrigation systems are designed to deliver water to crops
efficiently and effectively.

1.8[Image of Paama Agrico irrigation systems]

Paama is a leading provider of agricultural equipment in India. The company's products are
used by farmers all over the country to improve their productivity and profitability. Paama is
committed to playing a leading role in the development of sustainable agriculture in India.

1. Pre-sales support: PAAMA's team of experts can help farmers select the right
equipment for their needs.
2. After-sales support: PAAMA provides comprehensive after-sales support, including
installation, training, and troubleshooting.
3. Research and development: PAAMA is committed to continuous innovation and is
constantly developing new products and technologies to improve the lives of farmers.

PAAMA Agrico Pvt Ltd is a leading provider of agricultural equipment in India. The
company is committed to providing farmers with high-quality, affordable, and sustainable
products and services.

9
 Ownership pattern

As of October 4, 2023, the shareholding pattern of Paama Agrico Pvt ltd is as follows:

Shareholder Shareholding
Mr. Paama Naresh 75%
Ms. Swetha Naresh 25%
Table 1.3
The company's shares are held in the form of equity shares. Mr. Naresh Agarwal is the
majority shareholder and the managing director of the company. Ms. Swetha Naresh is a
director of the company.

The company was incorporated on September 28, 2015, and is registered with the
Registrar of Companies in Bangalore, Karnataka. The company's authorized share capital
is INR 10,00,000 and its paid-up share capital is INR 7,50,000.

The company is engaged in the cultivation and processing of agricultural products. It has a
registered office in Doddaballapur, Bangalore Rural, Karnataka, and a processing unit in
Hosakote, Bangalore Rural, Karnataka.

10
 Achievements/Award

Paama Agrico Pvt Ltd is a leading Indian agriculture company that has been recognized for
its achievements and contributions to the sector. The company has received several awards
and accolades, including:

1. The National Award for Excellence in Agriculture in 2022 for its outstanding
contribution to the development of sustainable agriculture practices in India.
2. The Federation of Indian Chambers of Commerce and Industry (FICCI) Award
for Sustainable Agribusiness in 2021 for its commitment to environmental
sustainability and social responsibility.
3. The Confederation of Indian Industry (CII) Award for Agricultural Innovation in
2020 for its development of innovative agricultural technologies that have improved
farmer productivity and profitability.

In addition to these awards, Paama Agrico Pvt Ltd has also been recognized for its
achievements by several other organizations, including the Indian Council of Agricultural
Research (ICAR), the World Bank, and the United Nations Food and Agriculture
Organization (FAO).

Achievements of Paama Agrico Pvt Ltd:

1. Developed a range of organic fertilizers and biopesticides that are effective in

controlling pests and diseases and increasing crop yields.
2. Promoted the adoption of sustainable agriculture practices among farmers in India.
3. Conducted training programs for farmers on the use of organic fertilizers and
biopesticides.
4. Developed a network of organic farmers in India.
5. Exported organic fertilizers and biopesticides to other countries.
11
 Futher growth and prospects

Market Growth:

India's agricultural market is expected to grow at a CAGR of 11.7% between 2023 and 2028,
reaching a value of $575.11 billion. This growth is attributed to factors such as rising
disposable incomes, increasing urbanization, and growing demand for organic and processed
food products. Paama Agrico can capitalize on this growth by expanding its product
offerings, entering new markets, and improving its distribution network.

The demand for organic food products is also increasing in India, driven by growing
awareness of the health benefits and concerns about the use of pesticides and chemicals in
conventional agriculture. Paama Agrico can cater to this demand by focusing on organic
farming practices and obtaining organic certifications for its products.

Product Innovation:

Paama Agrico can invest in research and development to develop new and innovative
agricultural products, such as disease-resistant crop varieties, drought-tolerant crops, and
high-yield crops. This will allow the company to stay ahead of the competition and offer
products that meet the evolving needs of farmers.

The company can also explore opportunities in value-added products, such as processed
fruits and vegetables, ready-to-eat meals, and organic snacks. This will help Paama Agrico
capture a larger share of the consumer market and increase its profitability.

Technology Adoption:

Paama Agrico can adopt new technologies such as precision agriculture, artificial
intelligence, and machine learning to improve its farming practices and increase efficiency.
This can lead to higher yields, reduced costs, and better quality products.

12
The company can also use technology to enhance its marketing and sales efforts, such as by
using online platforms to reach new customers and by using data analytics to personalize its
marketing campaigns.

International Expansion:

Paama Agrico can consider expanding its operations to international markets, particularly in
countries with high demand for Indian agricultural products. This will allow the company to
diversify its revenue streams and reduce its dependence on the domestic market.

The company can also explore opportunities in joint ventures and partnerships with
international companies to gain access to new markets and expertise.

Challenges and Risks:

1. One of the main challenges facing Paama Agrico is the fragmented nature of the
Indian agricultural market. This makes it difficult for the company to reach a large
number of farmers and achieve economies of scale.
2. Another challenge is the lack of investment in infrastructure and logistics in the
Indian agricultural sector. This can lead to difficulties in transporting and storing
agricultural products, which can lead to spoilage and loss of revenue.
3. Climate change is also a major concern for the Indian agricultural sector. Increasing
temperatures and erratic rainfall patterns can lead to crop failures and reduced yields.
Paama Agrico will need to adapt its farming practices to mitigate the effects of
climate change.

Overall, Paama Agrico Pvt Ltd has the potential to achieve significant growth in the coming
years. By focusing on market growth, product innovation, technology adoption, and
international expansion, the company can position itself as a leader in the Indian agricultural
sector. However, it is important to be aware of the challenges and risks facing the industry
and to develop strategies to mitigate them.

13
 CHAPTER 3:
Mckensy’s 7S framework and Porter's Five
Force Model with special reference to
Organization under study.

14
Sure, here is a Porter's Five Forces analysis for Paama Agrico Pvt Ltd:

1) Threat of New Entrants:

Low:- The agricultural equipment market in India is already crowded, with many established
players. It would be difficult for a new entrant to gain market share without significant
investment and differentiation.

Barriers to entry: High capital requirements, brand recognition, distribution network, and
government regulations all make it difficult for new companies to enter the market.

2) Bargaining Power of Suppliers:

Moderate: There are a number of suppliers of raw materials and components for agricultural
equipment in India. Paama Agrico is not reliant on any one supplier, so they have some
bargaining power.

However, some key components, such as engines and gearboxes, are imported. This gives
suppliers of these components some bargaining power.

3) Bargaining Power of Buyers: -

15
Moderate: - Indian farmers are price-sensitive, but they are also increasingly looking for
quality and reliability. Paama Agrico has been able to strike a balance between affordability
and quality, which has given them some bargaining power with buyers.

However, the government's role in the agricultural sector gives it some bargaining power.
The government can influence demand for agricultural equipment through subsidies and
other programs.

4) Threat of Substitutes:-

Low: There are few substitutes for agricultural equipment. Farmers need tractors, rotavators,
and other machinery to cultivate their land and harvest their crops.

However, there is a growing trend towards organic farming, which requires less equipment.

5) Competitive Rivalry: -

High: - The agricultural equipment market in India is competitive, with a number of

domestic and international players. Paama Agrico faces competition from major companies
such as Mahindra & Mahindra, TAFE, and John Deere.

Paama Agrico has been able to compete by focusing on quality, affordability, and
innovation.

Overall, Porter's Five Forces analysis suggests that Paama Agrico Pvt Ltd is in a relatively
strong position in the Indian agricultural equipment market. The company has a number of
competitive advantages, and the threats from new entrants, suppliers, buyers, and substitutes
are all relatively low. However, the company does face stiff competition from other
established players.

Here are some additional thoughts on Porter's Five Forces for Paama Agrico:

* The company's focus on research and development is a key competitive advantage. Paama
Agrico is constantly innovating and developing new products, which helps them to stay
ahead of the competition.

* The company's strong relationship with farmers is another important advantage. Paama
Agrico understands the needs of farmers and provides them with products that are tailored to
their specific requirements.

* The company's commitment to sustainability is also a positive factor. As farmers become

more concerned about the environment, they are increasingly looking for equipment that is
efficient and environmentally friendly.

In conclusion, Porter's Five Forces analysis suggests that Paama Agrico Pvt Ltd is well-
positioned for continued success in the Indian agricultural equipment market. The company
16
has a number of competitive advantages, and the threats from new entrants, suppliers,
buyers, and substitutes are all relatively low. However, the company does face stiff
competition from other established players. By continuing to focus on research and
development, building strong relationships with farmers, and committing to sustainability,
Paama Agrico can continue to grow and prosper in the years to come.

17
 McKinsey 7S Framework

The McKinsey 7S Framework

The McKinsey 7S Framework is a popular tool used in business and organizational

development to analyse and improve an organization's effectiveness. It posits that there are
seven key internal factors that need to be aligned and reinforced in order for an organization
to be successful. These seven factors are:

Hard S's:

1. Strategy: This refers to the organization's overall plan for achieving its goals. The
strategy should be clear, concise, and communicated to all employees.
2. Structure: This refers to the organization's formal reporting relationships and lines
of authority. The structure should be designed to support the strategy and facilitate
communication and collaboration.
3. Systems: This refers to the organization's formal and informal processes, procedures,
and routines. The systems should be efficient and effective in supporting the strategy
and structure.

18
Soft S's:

1. Shared Values: These are the core beliefs and principles that bind the organization
together. Shared values should inspire and motivate employees and provide a sense
of direction and purpose.
2. Skills: These are the knowledge, abilities, and experience of the organization's
employees. The skills should be aligned with the strategy and structure and be
sufficient to meet the demands of the environment.
3. Style: This refers to the leadership style of the organization's management team. The
style should be consistent with the shared values and conducive to employee
engagement and motivation.
4. Staff: This refers to the people who make up the organization. The staff should be
qualified, motivated, and committed to the organization's success.

The 7S framework is based on the idea that these seven factors are interrelated and
interdependent. A change in one factor can have a ripple effect on the others. Therefore,
it is important to consider all seven factors when making any changes to the
organization.

Benefits of Using the McKinsey 7S Framework:

1. Provides a holistic view of the organization: The 7S framework helps to identify and
understand the relationships between the different parts of the organization. This can
be helpful for identifying areas where there is misalignment or inconsistencies.
2. Facilitates communication and collaboration: By providing a common language and
framework for discussing organizational issues, the 7S model can help to improve
communication and collaboration between different parts of the organization.
3. Supports strategic planning: The 7S framework can be used to develop and
implement strategic plans by ensuring that all of the key factors are considered and
aligned.
4. Improves organizational performance: By aligning the seven factors, the 7S
framework can help to improve organizational performance and effectiveness.

How company adopted McKenney’s 7 work model

The adopt the McKinsey 7S Framework, Paama Agrico Pvt ltd should take the following
steps:

1. Assess the current state of the organization: The first step is to assess the current
state of the organization in terms of each of the seven factors. This can be done
through a combination of interviews, surveys, and data analysis.

19
2. Develop a plan to address any gaps: Once the organization has a clear understanding
of its current state, it can develop a plan to address any gaps. This plan should be
specific, measurable, achievable, relevant, and time-bound (SMART).
3. Implement the plan: The next step is to implement the plan. This will require the
involvement of all levels of the organization, and it will be important to
communicate the plan clearly and effectively.
4. Monitor and evaluate progress: It is important to monitor and evaluate progress as
the plan is implemented. This will help the organization to identify any areas where
it needs to make adjustments.
5. Adopting the McKinsey 7S Framework can be a complex and time-consuming
process, but it can also be a very rewarding one. By aligning all seven factors,
organizations can create a more cohesive and effective organization.
6. Get buy-in from leadership: It is important to get buy-in from leadership before
attempting to adopt the McKinsey 7S Framework. This will ensure that the
organization has the resources and support it needs to make the change successful.
7. Create a team to lead the effort: A team should be created to lead the effort to adopt
the McKinsey 7S Framework. This team should be composed of representatives from
all levels of the organization.
8. Communicate the change process: It is important to communicate the change process
clearly and effectively to all employees. This will help to minimize resistance to
change.
9. Be patient: Adopting the McKinsey 7S Framework will take time and effort. It is
important to be patient and to celebrate successes along the way.

20
 SWOT Analysis

Strengths:
Internal factors that give Paama Agrico an advantage over its competitors. This could
include things like a strong brand reputation, innovative products, efficient operations, or a
skilled workforce.
• The celebration of apparels ltd has established globally.
• Company has met the customer satisfaction dress code according to
their style,
• Company has increased production as well as returns

Weaknesses:
Internal factors that put Paama Agrico at a disadvantage. This could include things like
high costs, weak marketing, limited resources, or lack of experience.
• No Proper Procedure is followed with reference to Recruitment.
• Less Training program is given to technical employees
• In spite of good infrastructure spittoons and dustbins are not provide.

21
Opportunities:

External factors that Paama Agrico can take advantage of to improve its performance. This
could include new markets, technological advancements, or changes in government
regulations.

Threats:
External factors that could harm Paama Agrico's business. This could include competition,
economic downturns, changes in consumer preferences, or natural disasters.

22
 FINANCAIL STATEMENT
PAAMA AGRICO PVT LTD
Cash Flow Statement for The year ended 31 - 03 – 2018

As at

Contents 31-Mar-2018
A. Cash flows from operating activity
N P / (Loss) Earlier to taxes 21,37,343
Adjustments for:
Profit from the selling of Fixed Asset -

Diminution and reduction 38,64,693

O P / (loss) before changes in working capital 60,02,036

Change in working capital

Adjustments for (growth) / lessening in operating asset

TR (1,84,51,263)
STUD (39,82,532)

LTL (8,34,000)
Adjustments for growth / (lessening) in operating liabilities:

STB 2,00,14,911
TP 96,33,665
OIL 8,89,129
STEP 23,85,848
Cash generated from operations 1,56,57,794
Net income taxes paid (6,13,907)

Net cash flows from / (utilized in) operating activity (A) 1,50,43,887

23
 B. Cash flows from investing activities
(1,56,25,363)

Selling of a fixed asset -

Net cash flows from / (utilized in) investing activity (B) (1,56,25,363)

C. Cash flows from financing activity

Allotment of shares 5,00,000

LTB 5,41,883

Net cash flows from / (utilized in) financing activity (C) 10,41,883

Net gain / (lessening) in Cash and cash equals (A+B+C)

4,60,407

Cash and cash equal at the opening of the year -

Cash and cash equals at the end of the year 4,60,407

Equalization of Cash and cash equals with a Balance Sheet:

Cash and cash equals at the end of a year consists

(a) Cash in hand 2,588

(b) Balances with banks - on current account 4,57,819

24
PAAMA AGRICO PVT LTD

Cash Flow Statement for The year ended 31 / 03 / 2019 4,60,407

As at

Particulars 31-Mar-2019

A. Cash flow from operating activity

N P / ( Loss ) earlier to taxes (11,88,060)

Adjustments for:

Profit from the sale of Fixed Assets (7,89,036)

Diminution and reduction 1,16,39,445

O P / (loss ) earlier to changes in working capital 96,62,349

Change in working capital

Adjustments for (growth) / lessening in operating assets

TR (15,66,294)

S T LA (65,64,731)

LTLA (3,83,000)

Adjustments for growth / (lessening) in operating liabilities:

STB 46,38,148

TP (3,61,569)

OCL 1,21,99,611

25
 PAAMA AGRICO PVT LTD
Cash Flow Statement for the year ended 31 / 03 / 2020

Mar 31,
Content 2020
A. Cash flows from operating activity
N P / (Loss) earlier to taxes (11,88,060)
Adjustments for:
Diminution and reduction 1,16,39,445
Gain from selling a fixed asset (7,89,036)
Finance price 30,31,021
-
A precondition for a purpose of bonus -
Operating gain / (loss) before the change in working capital 1,26,93,370
Change in working capital:
Adjustments for (growth) / lessening in operating assets:
TR (15,66,294)
STELLA (65,64,731)
LTL (3,83,000)

Adjustment for growth / (lessening) in operating liabilities:

TP (3,61,569)
OIL 1,21,99,611
STEP (12,09,323)
Cash created from various operations 1,48,08,063

Net income tax paid

Net cash flow from / (utilized in) operating activity (A) 1,48,08,063

26
B. Cash flow from investing activities
Capital consumption made on fixed asset (4,14,17,283)
Selling of a fixed asset 21,77,188
Interest accepted -

Net cash flows from / (utilized in) investing activity (B) (3,92,40,095)

C. Cash flows from financing activity

Yield from LTB 2,27,31,574
Yield from STB 46,38,148
Finance price (30,31,021)

Net cash flows from / (utilized in) financing activity (C) 2,43,38,700

Net growth / (lessening) in Cash and cash equals (A+B+C) (93,331)

Cash and cash equal at an opening of a year 4,60,407
Cash and cash equals at the end of a year 2,95,714

Equalization of Cash and cash equals with the Balance Sheet: 2,95,714

Cash and cash equal at an end of a year

consists:
(a) Cash in hand 13,403
(b) Balances with banks
(C) In current accounts 2,82,311
2,95,714

27
28
 PAAMA AGARICO PVT LTD
Cash Flow Statement for the year ended 31 / 03 / 2021

Mar 31,
Contents 2021
A. Cash flows from operating activity
Net Gain / (Loss) earlier to payment of taxes 30,96,630
Adjustment for:
Diminution and reduction 2,74,30,226
Profit made on selling a fixed asset -
Finance price 72,44,887
Interest income (25,548)
Precondition for incentive 7,00,000
Operating gain / (loss) before the change in working capital 3,84,46,195
Change in working capital:
Adjustments for (growth) / lessening in operating asset:
TR (32,04,022)
S T LA (12,28,716)
LTLA (9,55,580)

Adjustments for growth / (lessening) in operating liabilities:

TP 20,25,528
OCL 2,70,02,962
STP (6,38,078)
Cash created from functions 6,14,48,288

Net income taxes paid (18,89,589)

Net cash flows from / (utilized in) operating activity (A) 5,95,58,699

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B. Cash funds from an investing activity
Capital consumption made on fixed assets (4,30,88,661)
Selling of fixed assets -
Interest accepted 25,548

Net cash flows from / (utilized in) an investing activity (B) (4,30,63,113)

C. Cash flow from financing activities

Yield made from L T B (13,17,691)
Yield made from S T B (57,48,524)
Finance price (72,44,887)

Net cash flows from / (utilized in) financing activities (C) (1,43,11,102)

Net growth / (lessening) in Cash and cash equals (A+B+C) 21,84,484

Cash and cash equals at the opening of a year 2,95,714
Cash and cash equal at an end of a year 24,80,199

Equalization of Cash and cash equals with the Balance Sheet:

Cash and cash equa1s according to a Balance Sheet 24,80,199

Cash and cash equal at an end of a year

Consists
(a) Cash on hand 1,02,078
(b) Balances with banks-In current accounts 23,78,121
24,80,199

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 Learning Experience
Introduction: -

I Chirag M have embarked a one-month HR internship at Paama Agrico Private Limited from
October 19-10-2023 to November 21-11-2023. The internship was part of my academic
pursuit to gain practical insights of HR and Accounts department within cooperate settings.
My primary objective was to understand the day-to-day functions of an HR and Accounts
department and also to gain experience

Learning Objectives: -

 Expertise in recruitment and selection process

 Enhance communication and teamwork skills with professional environment
 Tracking all employee’s performance and rewarding the correct candidate
 Managing people of different races, personalities, thinking and mindset
 Gaining exposure to different industries and business models.
 Learning about internal control procedures and risk management practices.
 Developing expertise in specific accounting software or tool

Responsible and Tasks: -

Human resource department

 Contacting the department supervisor asking if all the employee working well and if
any employee required
 Checking the working process status
 Managing the employee for one department to another department (Assistant work/
helpers)
 Assigns the shifts and over time duty
 Arranging the launch to employees and gave the orders to hotel
Accounts department
 Maintaining the inward and outward.
 Data entry using various software application
 Entry the daily expenses data like lunch and coffee etc. ..

Skills: -
 Improved Communication through regular Interaction with team members
 Learning how to use general ledger software, accounts payable and receivable
software, and payroll software.
 Accounts payable, accounts receivable, payroll, budgeting, or tax accounting.
 Enhance my MS Excel
 Learnt in how to behave in organization
 I gain confidence to express my thoughts to opposite person clearly
 I built professional ethics and moral
 I enhance my excel skills

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  Conclusion:-
My Experience: During my internship, I was responsible for inputting customer information
into a company database. Initially, it seemed straightforward - copy and paste data from forms
into designated fields. However, I quickly learned that accuracy was paramount. Even a single
typo or misplaced digit could lead to major issues, like incorrect invoices or delayed
shipments.

32
 BIBLIOGRAPHY
BOOK AND ARTICLES

• Agricultural Finance: From Crops to Land, Water, and Infrastructure "Author:

Healyite German Year: 2018 Publisher: Wiley this book provides insights into agricultural
finance, including cash flow analysis, risk management, and investment strategies for
agriculture- based businesses.
• Book: "Financial Management in Agriculture" Author: Peter J. Barry Year: 2015
Publisher: Routledge This book offers a comprehensive overview of financial management
principles in agriculture, including cash flow analysis techniques.
• Article: "Cash Flow Management for Small-Scale Farmers" Author: John P. Hewlett
Year: 2006 Journal: University of Wyoming Extension This article discusses cash flow
management specifically tailored for small-scale agriculture operations.
• Article: "Analyzing Farm Financial Statements" Author: Freddie L. Barnard Year:
2012 Journal: University of Arkansas Division of Agriculture
• Report: "Cash Flow Analysis for Agriculture Lenders" Author: Farm Credit
Administration Year: 2019 This report provides guidance on cash flow analysis techniques
used by agriculture lenders to assess the financial health of farming operations.
• "Agricultural Production Economics "Author: David L. Debert in Year: 2019
Publisher: Routledge While primarily focused on production economics, this book includes
sections on farm financial management, including cash flow analysis.
• Agricultural Finance: An Introduction to Financial Management “Author: Warren F.
Lee Year: 2007 Publisher: Routledge This introductory book covers financial management
principles relevant to agricultural businesses, including cash flow analysis.
• Cash Flow Analysis for Livestock and Poultry Farms “Author: Jeffrey Gillespie
Year: 2019 Journal: University of Kentucky Cooperative Extension Service This article
focuses on cash flow analysis as it pertains to livestock and poultry farming operations

WEBSITES

• URL: https://extension.purdue.edu/extmedia/ID/ID-417-W.pdf
• URL: https://ucanr.edu/sites/agfinance/files/333419.pdf
• URL: https://extension.umn.edu/financial-analysis/cash-flow-budgets-agriculture
• URL: https://ag.purdue.edu/commercialag/Home/
• URL: https://nifa.usda.gov/program/farm-financial-management

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THANK YOU

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