I

A REPORT ON ONLINE INTERNSHIP FOR JK CEMENTS LTD.

Project submitted to the

SAINTGITS INSTITUTE OF MANAGEMENT

In the Partial Fulfilment of the Requirement for the Degree of

MASTERS OF BUSINESS ADMINISTRATION

By
JAYAKRISHNAN U.M
REG.NO: MGP19MBA52

Under the guidance and supervision of

Mr. Bibin Markose

SAINTGITS INSTITUTE OF MANAGEMENT

KOTTAYAM

JULY 2020
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DECLARATION

I hereby declare that matter embodied in this report entitled ‘A REPORT OF ONLINE INTERNSHIP
FOR JK CEMENTS LTD.’ is the result of the analysis of observations and interviews carried out by
me under the guidance of Mr. Bibin Markose, Assistant Professor, Saintgits Institute of Management.
This project work has not previously formed the basis for the award of any degree, diploma, fellowship,
associate ship or any other similar title, to any candidate of any University.

JAYAKRISHNAN U.M
REG. NO: MGP19MBA52
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ACKNOWLEDGEMENT

I would like to thank everyone who has aided, supported and given proper guidance in making this
report that include parents, teachers, family and friends.

Firstly, I would like to thank Mr. Bibin Markose, Assistant professor- Saintgits Institute of Management
for offering the rightful advice, encouraging me and supporting me throughout this research.

I would especially like to thank Dr. Roji George, Dean of Saintgits Institute of Management for giving
us the opportunity to conduct a research on the company which allowed me to gain experience and
knowledge about company.

Lastly, I would like to thank my friends, family and all others for helping in the successful completion of
this report.
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TABLE OF CONTENTS

CHAPTERS PARTICULARS PAGE NO.

1. INTRODUCTION
1.1 Introduction to The Study
1.2 Objective of Organisational Study
2. ORGANISATIONAL ANALYSIS
2.1 Industry Analysis
2.2 Introduction
2.3 Company History
2.4 Mission, Vision and Values of the company
2.5 Governing Body and Top Management
2.6 Organisational Structure
2.7 Products/ Services of the company
2.8 Competitor analysis
2.9 Financial Analysis
2.10 Description of supporting functions
2.11 SWOT analysis of the company
3. LEARNINGS
4. CONCLUSION
5. REFERENCES
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LIST OF FIGURES

TABLE NO. DESCRIPTION PAGE NO.

1. BALANCE SHEET OF JK CEMENTS
2. PROFIT STATEMENT OF JK CEMENTS
3. RATIOS

FIGURE NO. DESCRIPTION PAGE NO.

1.
2.

CHAPTER 1. INTRODUCTION
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1.1 INTRODUCTION TO ONLINE INTERNSHIP

India is the second largest producer of cement in the world. No wonder, India's cement industry is a vital
part of its economy, providing employment to more than a million people, directly or indirectly. Ever
since it was deregulated in 1982, the Indian cement industry has attracted huge investments, both from
Indian as well as foreign investors. India has a lot of potential for development in the infrastructure and
construction sector and the cement sector is expected to largely benefit from it. Some of the recent
initiatives, such as development of 98 smart cities, is expected to provide a major boost to the sector.
Aided by suitable Government foreign policies, several foreign players such as Lafarge-Holcim,
Heidelberg Cement, and Vicat have invested in the country in the recent past. A significant factor which
aids the growth of this sector is the ready availability of raw materials for making cement, such as
limestone and coal.

Cement production reached 334.48 million tonnes (MT) in FY20. The cement production capacity is
estimated to touch 550 MT by 2020. The Indian cement industry is dominated by a few companies. The
top 20 cement companies account for almost 70 per cent of the total cement production in the country. A
total of 210 large cement plants account for a cumulative installed capacity of over 410 MT, with 350
small plants accounting for the rest. Of these 210 large cement plants, 77 are in the states of Andhra
Pradesh, Rajasthan and Tamil Nadu. Sale of cement in India stood at Rs 58,407 crore (US$ 8.29 billion)
in 9MFY20.

Some of the major investments in Indian cement industry are as follows:

 In February 2020, Nirma Group announced acquisition of Emami Cement Limited (ECL) for an
enterprise value of Rs 5,500 crore (US$ 786.95 million).
 In October 2019, UltraTech cement announced plans to invest Rs 940 crore (US$ 134.50 million)
to increase the production of premium products for strengthening its position in eastern markets.
 Emami Cement currently has three cement manufacturing assets with a capacity of 5.6 million
tonnes.
 In May 2019, SEBI approved Emami Cement Ltd’s initial public offering (IPO).
 JK cement planned to invest Rs 1,700 crore (US$ 246.7 million) to increase its production
capacity to 15 million tonnes by end of 2020.
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This is an organisational study conducted at JK Cements Ltd. consists of right from the history of the
organisation, its products, its structure and functioning of departments.

1.2 OBJECTIVE OF ONLINE INTERNSHIP

 To give familiarize with the business organization.

 To gain familiarize with the different departments in the organization and their functioning.
 To understand how the key business processes are carried out in organizations.
 Understand how information is used in organization for decision making at various levels.
 To relate theory with practice.

Some of the limitations of the study were:

 The findings need not be conclusive but only indicative.

 Could only rely on secondary information.
 The time span of this project was very limited to collect all the information.
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CHAPTER 2. ORGANISATION ANALYSIS

2.1 INDUSTRY ANALYSIS

The Cement Industry globally has immense forward and backward linkages with a Nation’s economy.
For a developing and transitioning economy such as India, the value proposition of the Cement Industry
is even greater given the immense infrastructure requirements of a growing and urbanising country, as
well as its contributions by way of direct and indirect employment. The Government of India has
emphasised its focus on infrastructure development with the announcement of several schemes that cut
across manufacturing, housing and education. At the heart of all the planned infrastructure development
is the cement sector and, as part of the Country’s bouquet of eight core industries, the Cement sector’s
value proposition for laying the foundations of a new India is unique.

Accounting for over 7% of the global installed capacity, the Indian Cement sector is the second largest
cement industry in the world, second only to China. It plays a binding and pivotal role in both the
infrastructure and socio-economic development of the Country; moreover, the Indian Cement Industry is
the fourth-largest revenue contributor to the exchequer and the second- largest revenue contributor to the
Indian Railways — it contributes nearly US$ 7.14 billion (INR 50,000 crore) per annum to Government
via taxes and levies, and about US$ 1.29 billion (INR 9,000 crore) per annum to the Indian Railways by
way of freight revenue.

The total Installed capacity in the Indian cement sector is approximately 545 million tonnes per annum,
whereas 337 million tonnes of cement was produced in 2018-19, signifying a capacity utilisation of
around 62%. Dominated by domestic players, the Indian Cement Industry has been a first mover with
regard to keeping pace with changing socio-economic and environmental paradigms, whether it is
adoption of new technologies, adhering to stricter environmental standards or utilising other industries’
waste produce.

Its essential characteristics lend the Cement Industry a fundamental role vis-à-vis its compatriots in the
core infrastructure sector basket — the Industry is the foundation, the binding force for all infrastructure
projects, including roads, bridges, housing, sanitation and water conservation. From the perspective of
the Country’s future development, promoting sectoral growth is important for increased investments and
capacity additions.
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2.2 INTRODUCTION

Details of the company

J.K. Cements Limited

J.K. Cement Limited (JK Cement) is one of the largest cement manufacturers in Northern part of India.
Being a leading cement manufacturer in the country, JK Cement Ltd is an affiliate of the multi-
disciplinary industrial conglomerate JK Organisation, which was founded by Lala Kamlapat Singhania.
For over four decades, JK Cement has partnered India's multi-sectoral infrastructure needs on the
strength of its product excellence, customer orientation and technology leadership. The Company has its
Headquarters at Kanpur, U.P with number of employees ranging from 1001-5000.

The Company has over four decades of experience in cement manufacturing. Its operations commenced
with commercial production at their first grey cement plant at Nimbahera, Rajasthan in May 1975.
Subsequently, the company also set up 2 more units in Rajasthan at Mangrol and Gotan. In the year
2009, the company extended its footprint by setting up a green-field unit in Muddapur, Karnataka giving
it access to the markets of south-west India. In the year 2014, the company further expanded its capacity
in the north with brownfield expansion of 1.5 MnTPA(million tonnes per annum) integrated unit at
Mangrol and split grinding unit of 1.5 MnTPA at Jhajjar. Today, JK Cement has an installed grey
cement capacity of 14 MnTPA, making it one of the top cement manufacturers in the country.

JK White Cement, a division of JK Cement Ltd., enjoys a PAN India presence and the Company is the
leading producer of Wall Putty in the Country. The Company is the second largest manufacturer of
white cement in India, with an annual capacity of 600,000 tonnes. Having established a strong presence
in India, the Company made its first international foray with the setting up of a green-field dual process
White Cement-cum-Grey Cement plant in the free trade zone at Fujairah, U.A.E to cater to the GCC and
African markets. JK White Cement is sold across 43 countries around the globe. With the
commissioning of this plant, JK Cement became one of largest producers of White Cement in the world,
with a total white cement capacity of 1.20 MnTPA and wall putty capacity of 0.9 MnTPA.
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JK Cement was the first company to install a captive power plant in the year 1987 at Bamania, Rajasthan
and the first cement company to install a waste heat recovery power plant to take care of the need of
green power. Today at its different locations, the Company has captive power generation capacity of
over 125.7 MWs which includes 23.2 MW of waste heat recovery power plants.

2.3 HISTORY OF THE COMPANY

J.K. Cement Limited (JK Cement) is one of the largest cement manufacturers in Northern India. J.K.
Cement has an installed grey cement capacity of 10.5 million tonnes per annum (MnTPA) making it one
of the leading manufacturers in the country. It is also the second largest white cement manufacturer in
India with annual capacity of 600000 tonnes. J.K. Cement is also the second largest producer of Wall
putty in the country with an annual installed capacity of 700000 tonnes. J.K. Cement is an affiliate of the
J.K. Organization which was founded by Lala Kamlapat Singhania in the year 1994. The Company
produces 53-grade 43-grade and 33-grade Ordinary Portland Cement (OPC) grey cement Portland
Pozzolana Cement ('PPC') under grey and white cement. JK Water proof is another product from JK
Cements used for flooring wall application and other specialized applications. The products are
marketed under the brand names J.K. Cement and Sarvashaktiman for OPC products J.K. Super for PPC
products and J.K. White and Camel for white cement products. The company has made its first
international foray with the setting up of a green-field dual process white cement-cum-grey cement plant
in the free trade zone at Fujairah U.A.E to cater to the GCC and African markets. The plant at Fujairah
has a capacity of 0.6 million tonnes per annum for White Cement with a flexibility to change over its
operation to produce upto 1 million tonnes per annum of Grey Cement.J.K. Cement was the first
Company to install a captive power plant in the year 1987 at Bamania Rajasthan. J.K Cement is also the
first cement Company to install a waste heat recovery power plant to take care of the need of green
power. Today at its different locations the Company has captive power generation capacity of over 140.7
MWs which include 23.2 MW of waste heat recovery power plants.From the year 1998 to 2004
modifications in kilns and cement mills etc. were implemented which increased the aggregate installed
capacity of the company's Nimbahera facility to 2.8 MTPA. The operations of second grey cement plant
at the existed Mangrol were commenced with a five-stage pre-heater and an in-line calciner kiln plant in
2001 with an installed capacity of 0.75 MTPA. During the year 2005-06 the company had commissioned
10 MW turbine to meet the necessity under the grey cement segment. Jaykaycem Limited became a
wholly owned subsidiary of the company in the year 2006 and acquired land to set up a Greenfield Grey
Cement plant at Mudhol Karnataka. In the year of 2006-07 the company had sanctioned enhancement in
working capital Facility (both funded and non-funded) to Rs. 105 crores from Rs.65 crores. Started all
the captive power projects i.e. 10MW turbine 20MW Petcoke based Captive Power Plant & Waste Heat
Recovery power plant. The Company had acquired from IDBI the assets of Nihon Nirmaan Ltd at Gotan
during the year 2007 for Rs.42 crores and decided to utilize this facility to produce Grey cement. From
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enhancing the domestic footprint the company had taken steps to go beyond national boundaries.
Entered into a Memorandum of Understanding (MoU) with Fujairah Municipality during November of
the year 2007 in the United Arab Emirates through the subsidiary J K Cement Works (Fujairah) FZC to
set up a 2.25 MTPA grey cement plant to service the steadily increasing demand in the GCC region.
During the year 2007-08 the company formed a wholly owned subsidiary under the name and style of
J.K.Cement (Fujairah) FZ to undertake the business of cement and investment in the state of UAE. This
Company has formed another subsidiary company under the name and style of J.K.Cement Works
(Fujairah) FZC under which it is proposed to set up a green field cement plant at Fujairah UAE. The 10
MW of the Waste Heat Recovery Power Plant of the company was commissioned at Nimbahera in
March of the year 2008.In the year 2009 the company extended its footprint by setting up a green-field
unit in Muddapur Karnataka giving it access to the markets of south-west India. The company also
commissioned a 50 MW coal based captive power plant at the Karnataka unit and a 7.5 MW coal-based
captive power plant at its cement plant at Gotan in Rajasthan.In 2012 J.K Cement enhanced white
cement capacity at its cement plant at Gotan in Rajasthan by 0.2 million tonnes per annum (MnTPA)
increasing the total white cement capacity to 0.6 MnTPA. The company also increased wall putty
capacity to 0.3 MnTPA at the Gotan unit.In 2014 J.K Cement commissioned a 1.5 MnTPA grinding unit
for grey cement capacity at Jhajjar Haryana. During the year it also commissioned a 1.5 MnTPA grey
cement capacity unit at Mangrol Rajasthan. The company also commissioned a 0.6 MnTPA white
cement capacity unit at Fujairah in UAE. The company also commissioned a 25 MW coal based power
plant and 10 MW WHR Power plant at Mangrol in Rajasthan. During the year J.K Cement expanded
wall putty capacity to 0.5 MnNTPA at its unit at Gotan in Rajasthan.The Board of Directors of J.K
Cement at its meeting held on 3 August 2015 considered and/or taken note that the company acquired
100% paid up equity capital and thereupon made Jaykaycem (Central) Ltd. (an unlisted public limited
and part of promoter group company) its wholly owned subsidiary. This will facilitate to implement the
business plan of Jaykaycem (Central) Ltd. and/or to implement its future cement project(s).In 2016 J.K
Cement set up a 0.2 MnTPA wall putty plant in Katni Madhya Pradesh. In 2018 the company initiated
work on 4.2 MnTPA Brownfield expansion for grey cement at Mangrol Rajasthan which is about 40%
of existing capacity. The estimated cost outlay for the expansion project is Rs 2000 crore. On 7 June
2018 J.K Cement announced that the successfully implemented additional installed capacity of 0.2
MnNTPA at its unit at Katni in Madhya Pradesh. With this the total installed capacity at J.K.White Katni
stands at 0.4 MnTPA. With this the company has achieved white cement based Wall Putty
manufacturing capacity of 0.9 MnTPA.The Board of Directors of J.K Cement at its meeting held on 28
June 2018 interalia decided to offer issue and allot equity shares through domestic and/or international
offerings representing equity shares etc. for an amount not exceeding Rs 700 crores through public issue
and/or private placement and /or rights issue and/or preferential allotment and/or qualified institutional
placement (QIP) subject to shareholders' approval sought in the ensuing Twenty Fourth Annual General
 XII

Meeting of the company. The funds are proposed to be utilised for the purpose of funding the company's
long term growth repayment/prepayment of debt general corporate purposes including capital
expenditure and working capital or any other purposes as may be permissible under applicable law and
approved by the Board of Directors.

2.4 VISION, MISSION, AND VALUES OF THE COMPANY

Vision

To be the preferred manufacturer of cement and cement-based products that partners in nation building,
engages with its community and cares for all stakeholders.

Mission

JK Cement aims to deliver innovative products and solutions that meet the needs of their customers.
Together with their exceptional people and strong stakeholder relationships, they commit to the highest
standards of quality, productivity, sustainability and performance that drive shareholder value and long-term
success.

Values

 Integrity

JK Cements Ltd are committed to being honest and ethical in all interactions, maintaining the highest ethical
standards in all their market, financial and operational practices.

 Quality

JK Cements Ltd are passionate about creating a culture of perfection that encourages and promotes
excellence in products and services through innovation and continuous improvement.

 Trust

JK Cements Ltd are serious about accepting the responsibility to win and maintain the trust of their
stakeholders.

 Care

JK Cements Ltd genuinely care about their relationships and use compassion to observe and understand
stakeholder needs, and be available to assist in improving the lives of all.

 People
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JK Cements Ltd treat one another with respect and collaborate openly. All ideas are welcome, and we value
diversity and perspective.

2.5 GOVERNING BODY AND TOP MANAGEMENT

1. Mr. Yadupati Singhania

 Chairman and Managing Director

 Helped to evolve India's cement industry for over three decades.
 Played a pivotal role in the introduction of international quality white cement in India.

2. Smt. Sushila Devi Singhania

 Non Executive, Non Independent Director (Graduate of Arts)

 Scion of renowned Jalan family representing Surajmall Nagarmall group, famous industrial house.
 Having keen interest in industry and commerce.

3. Mr. Achintya Karati

 Non-Executive Independent Director (Law Graduate from Calcutta University)

 Served as Senior Advisor to ICICI Securities Limited and also with ICICI Prudential Life Insurance
Company Limited.
 Vast experience in finance and legal affairs, spanning over three decades.

4. Mr. Jayant Narayan Godbole

 Non-Executive Independent Director (B.Tech (Hons) from IIT Mumbai, Certificate in Financial
Management)
 Possesses more than 4 decades rich experience in the field of conceiving, implementing and operating
mega projects abroad.

5. Dr. K. B. Agarwal

 Non-Executive Independent Director(Graduate of Law, PhD, ICWA and CS)

 Rich experience in Finance, Accounts and Capital Market.
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 Former President of Merchants' Chamber of U.P. and U.P. Stock Exchange Limited . Associated with
FICCI and ASSOCHAM, and was also involved with various Government committees.

6. Mr. Paul Hugentobler

 Non-Executive Non-Independent Director (Civil Engineer & Degree in Economic Science)

 A Swiss national, he Joined Holcim Group Support Ltd as Project Manager in 1980.
 He joined JK Cement Ltd as a Director w.e.f 17th May, 2014.

7. Mr. Suparas Bhandari

 Non-Executive Independent Director(Graduate of Science and Law)

 Founder Chairman and Managing Director of Agriculture Insurance Company of India Limited with
extensive insurance industry experience for more than four decades.
 Served as the General Manager of Oriental Insurance Company of India Limited and Assistant General
Manager of United Insurance Company of India Limited.

8. Mrs. Deepa Gopalan Wadhwa

 Non-Executive Independent Director

 Mrs. Deepa Gopalan Wadhwa , 63, has 36 years of Indian Foreign Service (IFS) career behind her. She
joined IFS in 1979 and retired in December, 2015.
 She has served in the Ministry of External Affairs, New Delhi, Indian Council for Cultural Relations and
International Labour Organisation.

9.Mr Saurabh Chandra

 Non-Executive Independent Director

 Mr. Saurabh Chandra, a B.Tech from the IIT, Kanpur (First with Distinction), retired as Secretary,
Ministry of Petroleum and Natural Gas, Govt. of India and prior thereto he served as Secretary in the
DIPP, Ministry of Commerce and Industry.

10. Mr Ashok Sinha

 Non-Executive Independent Director

 He has a B.Tech. degree in Electrical Engineering from the Indian Institute of Technology (IIT), Kanpur
(1973) and PGDBM from the Indian Institute of Management (IIM), Bangalore, with specialisation in
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Finance (1977). He has been conferred the Distinguished Alumnus Award from both IIT, Kanpur and
IIM, Bangalore.

11. Mr. Raghavpat Singhania

Executive Director (Corporate and White Cement)

 Mr. Raghavpat Singhania, is a graduate from Sheffield Hallam University, England.

 He is responsible for the White Cement and Wall Putty business operations of the Company.
 He is also the Dy. Managing Director of JK Cement Works, (Fujairah) FZC, which is a subsidiary of JK
Cement Ltd.
 He is also overseeing Corporate Function of the Company.
 He has been responsible for augmenting the Company's product portfolio by successfully launching
value added products such as JK PrimaxX (white cement based primer), JK Cement GypsoMaxX,
(premium gypsum plaster), JK Cement ShieldMaxX (universal waterproof putty) and JK Cement
TileMaxX (premium tile adhesives and grouts).

12. Mr. Madhavkrishna Singhania

 Executive Director (Grey Cement)

 Mr. Madhavkrishna Singhania completed his Bachelors in Electrical and Computer Engineering from
Carnegie Mellon University, USA.
 He has also completed a Diploma in Family Business Management from IMD Lausanne, Switzerland.
 He joined JK Cement Ltd. in early 2010 and is currently overseeing Grey Cement business of the
Company including project expansions.
 He has also been closely involved in the setting up of the Company's maiden overseas plant of 0.6 mtpa
White Cement in Fujairah, UAE.
 He is currently on the Board of Governors for National Council for Cement and Building Materials
(NCCBM).

13. Mr. A.K. Saraogi

 Executive Director and CFO

 Mr. A.K. Saraogi has over 40 years of experience in the field of Finance and Commercial matters.
 He is overseeing from decades Finance and Commercial matters of the Company and has been part of
the core Management Team.
 He has been associated with Cement Division over 40 years and part of Company's growth.
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2.6 ORGANISATIONAL STRUCTURE

HR

CEO OF FUJAIRAH BRANCH

MARKETING

HEAD OF BUSINESS- GREY

CEMENT

CORPORATE AFFAIRS AND

CFO
CEO

EXECUTIVE DIRECTOR

WHITE CEMENT BUSINESS

HEAD

EDUCATION AND CSR

PROJECT HEAD

VICE PRESIDENT OF UAE

BRANCH
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At JK Cement, the board is headed by its chairman and Managing Director, Shri
Yadupati Singhania. The independent directors on the board are experienced, competent
and highly reputed persons from their respective fields. The independent directors take an
active part in the Board and Committee meetings, which adds vision, strategic direction
and value in the decision-making process.

2.7 PRODUCTS/ SERVICES OF THE COMPANY

JK Cements Ltd has its products available in two different Portfolio’s they are;

1. Grey Portfolio
2. White Portfolio

Grey Portfolio

The Grey Portfolio category brand includes mainly five types of products;

1. JK Super Cement-OPC

The Company also produces Ordinary Portland Cement (OPC) which is much in demand for its extra
strength and fineness. It is ideal for all kinds of construction jobs and concrete components production.

OPC has three grades that we produce, that are differentiated by their compressive strengths, expressed
in mega pascals ("MPa"), as specified by the BIS. These grades are 53-grade OPC, 43-grade OPC and
33-grade OPC, with 53-grade OPC having the highest compressive strength. The customer selects the
grade of OPC based on the intended application. Our most popular cement, by sales volume, is 43-grade
cement, with 53-grade cement being used in applications which require high strength characteristics.

2. JK Super Cement-PPC

JK Super Cement is one of the premium grey cement brands in the Country, available as application
friendly Portland Pozzolana Cement (PPC). The product complies with quality standards specified by
the Bureau of Indian Standards (BIS) and is much in demand, by both, the retail and the institutional
segment.

3. JK Super Cement-PSC
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Portland Slag Cement (PSC) is an intimately interground mixture of Portland Cement Clinker &
granulated slag (Non-metallic) which is a by product of Iron Blast furnace from steel plant. It is termed
as Portland Slag Cement & is confirmed to IS 455:1989.

It has a special character of later compressive strength which is gradually increased after 3days, 7days &
finally 28 days obtaining 50Mpa. This cement has less water requirement for concrete construction &
also better workability can be achieved.It is mainly used in special structure like pre-stressed concrete. It
has highly corrosive resistance power, hence it can be widely used in coastal areas.

4. JK Super Strong Cement

Due to environmental (air, water & soil) pollution, durability of any structure is always a vital concern;
JK Super Strong is an answer for all such concerns.

JK Super Strong is a premium product, specially designed for concrete applications. In line with the
Company’s practice of delivering quality products and after continuous and extensive R & D, JK Super
Strong has been manufactured with MPET – a new breakthrough technology in cement production that
improves performance of cement. It also ensures systematic and advanced distribution of micro particles
for denser and leak-proof concrete (show fineness graph). Also, it increases the percentage of micro
particle in cement to give higher early strength.

JK Super Strong has the following attributes:

 Higher initial Strength.

 Better Workability & Spread
 Increased Durability
 Sulphate and corrosion resistant
 Tamper Proof Bag

5. JK Super Strong Weather Shield Cement

JK Super Strong Weather Shield Cement is a water repellent cement having an integral water repellent
property at the cement particle level manufactured through a technology developed in-house called
PWRT (Particle level Water Repellent Technology). Cement manufactured with PWRT exhibits
resistance to penetration of water in mortar, plaster & concrete. This property is incorporated by
modifying the particle size distribution and fineness of cement through an innovative technique. It
significantly reduces water permeation to concrete or mortar, which results in dry walls and healthy
indoor climate. This cement can be used in all applications such as foundations, masonry & concrete
works.

White Portfolio
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This category includes seven different types of products:

1. JK White Cement

JK White Cement, a superior product of advanced technology, with the dual virtues of strength and
aesthetics, has expanded the creative horizon for the building and construction industry. JK White
Cement is the preferred brand for silky smooth exterior/interior walls and ceilings, mosaic tiles, terrazzo
flooring and white cement based value-added products.

White Cement has long been a product shrouded in mystery and myths about its applications and uses.
Very often people have the notion that since it is a "Cement" product, it must be used purely for
construction and repair purposes. Not only is JK White Cement the most popular and time tested choice
for your floors and walls but also its lesser known applications have unimaginable scope. It is suitable
for numerous decorative & architectural applications in white, light & dark colours.

2. JK Cement Wallmaxx

JK Cement WallMaxX is a white cement based putty formulated with imported Xtra Long Life
Polymers (XLLP), which give longer life to painted surfaces. Its unique formulation gives smooth velvet
like finish and brilliant whiteness while offering superior coverage. When applied to the surface, JK
Cement WallMaxX provides high durability base coat, which resists flaking and gives additional
strength to the mortar plaster.

3. JK Primaxx

JK PrimaxX is a white cement based primer ideal as an undercoat for exterior cementitious surfaces,
which enhances the quality and coverage of paints for a long-lasting, smooth and beautiful finish. It is a
perfect blend of strength, adhesion and durability due to high performance improvers. It's superior filling
property and deep penetration makes it effective in sealing surface flaws, thereby giving the surface a
flawless appearance.

4. JK Cement Gypsomaxx

JK Cement Ltd. presents its latest offering - JK Cement GypsoMaxX, a premium gypsum plaster made
from the purest form of natural gypsum. It is a premium base coat produced as a result of calcination of
the raw gypsum under a controlled production process in specialized manufacturing units.

JK Cement GypsoMaxX is suitable for application on internal surfaces including walls and ceilings.

5. JK Cement Shieldmaxx

JK Cement ShieldMaxX is a white cement based Universal Waterproof Putty with Active SiH4
Molecules. Its ready to use property makes it suitable for both interior and exterior surfaces. The
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advanced formulation of the product protects the walls from dampness. It also provides a velvet like
finish along with higher coverage.

6. JK Cement Tilemaxx

JK Cement Tilemaxx is developed for wall and floor tile adhesion ,premium multipurpose adhesion and
premium universal white adhesion.

7. JK Cement Whitemaxx

JK Cement WhiteMaxX is a white Portland cement produced with unique raw material and state-of-the-
art technology, with an enduring and consistent white colour. It gives triple benefits of high durability,
higher gloss effect and smoother wall finish with greater economic value. It can be used for interior and
exterior applications. Its efficacy extends to being used as a primer coat for cement paint, as well as filler
for all minor hair cracks and crevices to provide a smooth matte finish. As compared to ordinary lime
wash, JK Cement WhiteMaxX gives longer life to paint and superior finish to the surface.

Benefits

 Sparkling Whiteness
 Superior Compressive Strength
 Smooth Matte Finish

Features

 Made from Superior Quality Limestone

 Active Bonding Agents
 Strengthens the Application
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 XXII

2.8 COMPETITOR ANALYSIS

Below are the top 4 JK Cement competitors:

 Ambuja Cements
 Shree Cements
 UltraTech Cement
 ACC Limited

J.K. Cement Limited is an affiliate of the industrial conglomerate J.K. Organisation, which was founded
by Late Lala Kamlapat Singhania. With over four decades of experience, J.K. Cement has partnered
India’s multi-sectoral infrastructure needs on the strength of its product excellence, customer orientation
and technology leadership. The Company is the third largest white cement manufacturer in the world
with 1.20 MTPA capacity, including 0.6 MTPA white cement plant at Fujairah, U.A.E. Besides, it is the
second largest producer of wall putty in India with installed capacity of 0.7 MTPA. The Company
intends to add up to 8 MTPA capacity by December 2022, taking the total installed capacity to 18
MTPA for grey cement. Further capacity expansion of wall putty by 0.2 MTPA at Katni, Madhya
Pradesh is likely to commission shortly.

With a view to tap the growing demand for grey cement, J.K. Cement commenced its brownfield
expansion plan of 4.2 MTPA capacity. This integrated unit at Mangrol will have a clinker capacity of 2.5
MTPA that would cater to the requirement of split grinding units of 1.5 MTPA at Aligarh, Uttar Pradesh
and 0.7 MTPA at Balsinor, Gujarat along with an additional grinding capacity of 1 MTPA each at
Nimabhera and Mangrol locations. The cost of the project is ~` 2,000 crores, which will be financed by
debt and internal accruals/equity. The project is likely to be commissioned by March 2020. Once
complete the project will provide the following key advantages:

 Reduce power cost through waste heat recovery of 13 MW

 Diminish logistics and raw material costs through strategically located split grinding units
 Decrease limestone transportation cost, as well as serve the environment through conveyor belts
at limestone mines
 Scale down costs with increase in grinding capacity at Mangrol and Nimbahera
 XXIII

Business Drivers

 Superior product mix offering blended products such as PPC and PSC
 Use of alternative materials, reducing use of existing natural resources
 Multi-region presence provides a wide market coverage
 Captive power generation ensures meeting power requirement at lower cost
 Access to captive limestone reserves adjacent to manufacturing facility
 XXIV

2.9 FINANCIAL ANALYSIS

Last three years Ratio Analysis of JK Cements Ltd can be analysed in order to determine the financial
performance of JK Cements Ltd.

KEY FINANCIAL RATIOS OF J. K. CEMENT (in MAR '20 MAR '19 MAR '18
Rs. Cr.)
INVESTMENT VALUATION RATIOS      
Face Value 10 10 10
Dividend Per Share 7.5 10 10
Operating Profit Per Share (Rs) 152.91 104.85 108.78
Net Operating Profit Per Share (Rs) 707.12 644.68 656.57
Free Reserves Per Share (Rs) -- -- --
Bonus in Equity Capital -- -- --
PROFITABILITY RATIOS      
Operating Profit Margin (%) 21.62 16.26 16.56
Profit Before Interest and Tax Margin (%) 17.42 12.16 12.17
Gross Profit Margin (%) 17.7 12.36 12.51
Cash Profit Margin (%) 14.28 10.25 11.55
Adjusted Cash Margin (%) 14.28 10.25 11.55
Net Profit Margin (%) 7.32 6.52 7.44
Adjusted Net Profit Margin (%) 7.21 6.41 7.24
Return on Capital Employed (%) 18.96 13.88 16.21
Return on Net Worth (%) 12.79 11.23 15.92
Adjusted Return on Net Worth (%) 18.48 11.23 16.71
Return on Assets Excluding Revaluations 404.94 374.38 307.08
Return on Assets Including Revaluations 404.94 374.38 307.08
Return on Long Term Funds (%) 19.45 14.34 16.64
LIQUIDITY AND SOLVENCY RATIOS      
Current Ratio 0.9 0.78 0.89
Quick Ratio 0.73 0.62 0.69
Debt Equity Ratio 0.77 0.73 1.02
Long Term Debt Equity Ratio 0.73 0.68 0.96
DEBT COVERAGE RATIOS      
Interest Cover 4.72 3.13 2.86
 XXV

Total Debt to Owners Fund 0.77 0.73 1.02

Financial Charges Coverage Ratio 5.69 4.01 3.62
Financial Charges Coverage Ratio Post Tax 3.76 3.34 3.15
MANAGEMENT EFFICIENCY RATIOS      
Inventory Turnover Ratio 8.71 8.73 8.95
Debtors Turnover Ratio 25.47 25.31 27.32
Investments Turnover Ratio 0.98 8.73 8.95
Fixed Assets Turnover Ratio 1.1 0.97 0.93
Total Assets Turnover Ratio 0.98 1 1.06
Asset Turnover Ratio 1.03 1.07 1.06
Average Raw Material Holding -- -- --
Average Finished Goods Held -- -- --
Number of Days In Working Capital -26.94 -27.01 -9.75
PROFIT & LOSS ACCOUNT RATIOS      
Material Cost Composition 16.97 23.59 22.8
Imported Composition of Raw Materials Consumed -- -- --
Selling Distribution Cost Composition -- 0.95 1.3
Expenses as Composition of Total Sales -- 0.22 --
CASH FLOW INDICATOR RATIOS      
Dividend Payout Ratio Net Profit -- 21.52 16.36
Dividend Payout Ratio Cash Profit -- 13.46 10.59
Earning Retention Ratio 100 78.48 84.42
Cash Earning Retention Ratio 100 86.54 89.74
Adjusted Cash Flow Times 3.06 4.08 4.01

Interpretation of the ratios:

By analysing the recent three year financial data of JK Cements Ltd , we got the understanding that the
company is showing a positive trend from 2018 to 2020 in regard of Valuation Ratios, Profitability
Ratios, Liquidity & Solvency ratios and Debt Coverage Ratios .This maintenance of a positive trends in
the above mentioned ratios shows the healthy working of the company even in a pandemic situation like
this we are going through right now.
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 XXVII

2.10 DESCRIPTION OF SUPPORTING FUNCTIONS

Departments are the entities organizations form to organize people, reporting relationships, and work in
a way that best supports the accomplishment of the organization's goals. Departments are usually
organized by functions such as human resources, marketing, administration, and sales but, a department
can be organized in any way that makes sense for the customer. Departments can also be organized by
customer, by product, or by region of the world.

 Human Resource Department

 Production Department
 Marketing & Sales Department
 Finance Department
 Purchase Department

Human Resource Department:

The forward-thinking human resource department is devoted to providing effective policies, procedures,
and people-friendly guidelines and support within companies. Additionally, the human resource function
serves to make sure that the company mission, vision, values or guiding principles, the company metrics,
and the factors that keep the company guided toward success are optimized. The human resources of a
business are its employees. Wise organizations look after their staff on the basis that if they are well
trained and committed to the aims of the business, the organization is more likely to be successful.HR is
responsible for recruiting new employees and ensuring that each vacancy is filled by the best person for
the job. This is important because the recruitment process is expensive and time-consuming. Hiring the
wrong person can be costly and cause problems both for the individual and the firm normally, new
employees attend an induction programme which tells them about the business, their rights and
responsibilities as employees, the company rules and the requirements of their new job. Arranging
appropriate training and assisting with the continuous professional development of staff is another aspect
of HR. Training may be carried out in-house or staff may attend external courses. HR aims to ensure that
the business retains good, experienced staff. Analyzing staff-turnover figures will show the rate at which
people leave the organization. If these are high, it is important to identify and remedy any problem areas.
Whilst people may leave for justifiable reasons, such as moving to another area or for promotion
elsewhere, dissatisfaction with the job or the company should be investigated. Some organizations hold
exit interviews to find out staff views on the business when they leave. Employees normally have basic
expectations of their employer. They expect to be treated and paid fairly, to have appropriate working
conditions, to have training opportunities, which will improve their promotion prospects, and support if
they are ill or have serious personal problems. They also want a varied and interesting job and praise
when they have worked particularly hard or well. These factors help motivation, which means staff are
 XXVIII

keen to work hard – and this benefits everyone. HR can help this process by monitoring working
Conditions, having staff welfare policies and ensuring that company pay rates are fair and competitive.
Many organizations have staff associations, which monitor the views and conditions of staff and make
these known. In other businesses trade unions may represent the workers, especially on pay and
conditions. Senior HR staffs liaise with these organizations, keep them informed of changes and
developments and are also involved in any negotiations with senior management. Today, all employees
and employers have legal rights and responsibilities in relation to health and safety, data protection
(which restricts the type of information which can be held on employees and customers and how it is
used) and employment. HR staff must ensure that the business complies with current laws and stays up
to date with legal changes and developments.

The H R manager has following functions:

 To maintain good relationship between the employer and employees.

 To maintain good cooperate relations.
 To select right type and number of employees.
 Recruitment of employees Manpower.
 Performance review of employees.
 Maintenance of all personnel records.
 Co-ordination with the other department in recruitment of employees.
 To comply with norms of state government and statutory bodies
 To maintain effective and efficient work force.
 Implementing all policy matters.
 Salary/wage administration.
 Statutory administration-like Company act etc. Example role: Junior Assistant

The various functions of HR department are:

 Recruitment
 Selection
 Pay roll
 Performance Management System
 XXIX

Production Department

Production refers to the manufacture or assembly of goods. Production staff must ensure that goods are
produced on time and are of the right quality. Checking quality does not mean just examining goods
after they have been produced. Today quality is ‘built-in’ at every stage of the process, starting with the
raw materials. Buying raw materials is done by specialist purchasing staff, which takes out contracts
with regular suppliers and make sure that the terms of the contract are met, in relation to delivery, cost,
quantity and quality. They also ensure that all items are checked on delivery and refer any problems
back to the supplier. The materials must be purchased at a competitive price. This is not necessarily the
cheapest price, but takes account of other factors, such as the reliability of the supplier, the quality
required and the delivery date. Raw materials will be stored near to the production area in a separate
area. If a manufacturer uses a large number of parts – such as a car producer – storage can be very
expensive, in terms of the space required and the manpower to oversee the stock. For this reason, many
manufacturers today operate a just-in-time (JIT) system. This involves having an agreement with
specific suppliers to provide small quantities, quickly, when they are needed. The suppliers know that
they have a regular buyer. The manufacturer no longer needs to store large quantities of goods or worry
about having sufficient stocks on the premises all the time. Today, many production processes are
automated. When a process cannot be automated, teams of operators may work together and take
responsibility for a sequence of operations. This makes the job more interesting and makes it easier to
ensure high quality. This system is also more flexible because changes can easily be introduced at any
stage by giving instructions to specific teams. It is therefore used by many car manufacturers who often
want to vary certain models. The production function also includes all the following aspects of
Production planning involves deciding what will be made, when, and which machines and operators will
be used. A realistic timescale must be predicted, bearing in mind other jobs that are in progress
production control means constantly checking progress to make sure that production plans are met – and
taking remedial action if problems occur. This could be because of machinery breakdown, Substandard
raw materials or labor shortages. Machine utilization control is concerned with minimizing problems by
keeping all the equipment and machinery in good working order. This involves checking to ensure none
is overloaded or overused, without being routinely checked and maintained. This is important because if
a machine malfunctions it may produce damaged goods. If it breaks down altogether then production of
that product will cease. Because this aspect is so important, many organizations have a maintenance
plan, which shows the dates on which machines will be out of operation for inspection and servicing.
These dates are then taken into consideration when production plans are made. Staff utilization control
concentrates on making sure all the staff are working effectively and efficiently and concentrating their
efforts on key production areas and targets. This is very important in industries which are labor-intensive
and use more people than machines, such as assembling circuit boards or sewing jeans. Final quality
checks make certain that the product is of the correct
 XXX

Production functions

 Ordering (often buying) stocks of raw materials from approved suppliers

 Storing and checking the stocks of raw materials
 Planning production schedules to maximize machine capacity and staff levels
 Producing or assembling the finished product
 Checking the quality of the product throughout the production process
 Checking production is on schedule and resolving delays or problems
 Packing and storing the final products before distribution
 Scheduling routine machinery inspections and maintenance
 Carrying out repairs to machinery and equipment as required

Finance Department

Most entrepreneurs consider this is the most important function in the business. This is because all
businesses need a regular stream of income to pay the bills. Finance staff record all the money earned
and spent so that the senior managers always know how much profit (or loss) is being made by each
product or each part of the business and how much money is currently held by the business. This enables
critical decisions to be made rapidly and accurately because they are based on accurate information. In
many large businesses, different types of financial experts are employed: management accountants
monitor departmental budgets and current income from sales, prepare cash flow forecasts and specialize
in analyzing day-to-day financial information and keeping senior managers informed. financial
accountants are concerned with the preparation of the statutory accounts. All companies must provide a
Balance Sheet and Profit and Loss Account each year, and most produce a cash flow statement as well.
Finance staff supports the accountants by keeping financial records, chasing up late payments and
paying for items purchased. J&K Cements Ltd use computer accounting packages to record financial
transactions and prepare their accounts as well as spreadsheets to analyze financial data. The finance
department prepares the payroll and pays staff salaries. At times J&K Cement Ltd needs money to
fullfill specific aims and objectives linked to growth, expansion or simply updating their equipment or
machinery. These items may be bought from money held back (reserved) from past profits, but usually
additional money will be needed. If the business needs to borrow money it will want the cheapest
interest rates possible and also want good repayment terms. Deciding where to obtain these funds is a
specialist job and normally the task of the senior financial manager.
 XXXI

Finance functions

 Producing invoices, checking payments are received and chasing up overdue payments
 Recording money received
 Checking and paying invoices received
 Preparing the payroll and paying staff salaries
 Monitoring departmental budgets to check managers are not overspending
 Issuing regular budget reports to all departmental managers
 Producing cash flow forecasts and regular financial reports for senior managers
 Advising senior managers on sources of finance for capital expenditure.
 Producing the statutory accounts each year

Marketing and Sales Department

Marketing is all about identifying and meeting customer needs. Many businesses consider this so
important that they are said to be marketing led. In this case, everyone in the organization is trained to
put the customer first – from the production worker, who has to produce high quality goods, to the
accounts clerk, who must respond to a customer enquiry promptly and accurately.

Another way to understand marketing is through the marketing mix which consists of four Ps. Product –
Who are our customers? What do they want to buy? Are their needs changing? Which products are we
offering and how many are we selling? What new products are we planning? In which areas are sales
growing – and how can we sustain this? For which products are sales static – and how can we renew
interest? Which sales are falling and what, if anything, can we do?

JK Cement has been able to develop the trust in customers throughout Jammu & Kashmir by offering
them the high quality and most reliable products at reasonable rates. JK Cement understands the
customer’s needs and the growing demand from housing industry and is ready to meet the challenges.
Also the increasing population of Jammu & Kashmir provides a lot of scope to this growing industry.
Price – How much should we charge? Should we reduce the price at the start to attract more customers –
or charge as much as we can when we can? Can we charge different prices to different types of
customers? What discounts can we give? What services or products should we give away or sell very
cheaply. Customers do not hesitate or bother to buy JK Cement at a reasonable rate of Rs 450/bag.
Promotion – How can we tell people about our products? Should we have specialist sales staff? Where
should we advertise to attract the attention of our key customers? How else can we promote the product
– should we give free samples or run a competition? Where and how can we obtain free publicity?
Should we send direct mail shots and, if so, what information should we include? JK Cement has come
out with promotional strategies and branding techniques. It has developed a brand image for its products
 XXXII

under the brand name “Jhelum Cement”. Place – How can we distribute our product(s)? Should we sell
direct to the customer or through retailers? Do we need specialist wholesalers or overseas agents to sell
for us? What can we sell over the telephone? How can the Internet help us to sell more? All these
questions are considered by marketing staff. They start by identifying future customer needs. Products
are then developed (or adapted) or services offered to meet these needs. If this is done well, it gives the
company an edge over its competitors. The company website is a major way of communicating with
prospective and actual customers and the style and content is kept up to date by the marketing staff.

Marketing functions:

 Carrying out market research to obtain feedback on potential and existing products and/or services
 Analyzing market research responses and advising senior managers of the results and implications
 Promoting products and services through a variety of advertising and promotional methods, e.g.
press, TV, online, direct mail, sponsorship and trade shows or exhibitions
 Obtaining and updating a profile of existing customers to target advertising and promotions
appropriately
 Producing and distributing publicity materials, such as catalogues or brochures
 Designing, updating and promoting the company website
 Organizing sales promotions
 Responding to customer enquiries
 Selling the product or service to customers either over the telephone or face to face
 Preparing quotations or estimates for customers
 Negotiating discounts or financial terms for business customers
 Providing technical advice
 Keeping customer records up to date

Purchase Department Objectives

 To maintain uninterrupted flow of materials to support the development schedules.

 To procure materials economically at a cost consistent with the quality and service required.
However, generally all purchases may be attempted at the lowest cost.
 To provide the necessary expertise, advice, information to the Curators and Education Officers with
regard to the best quality of material available in the market, supplier’s capability and performance
etc.
 To develop and maintain good buyer-seller relationship.
 To promote source development.
 To maintain credibility in the market by fair dealings and prompt payments.
 XXXIII

Purchase Department Functions:

The main functions of the Purchase Department are defined as follows:

 Procurement of stores through indigenous and foreign sources as required in accordance with the
rules in force.
 Checking of requisitions/purchase indents.
 Selection of suppliers for issue of enquiries.
 Issuing enquiries/tenders and obtaining quotations.
 Analyzing quotations and bids etc., and preparation of comparative statement (quotation charts).
 Consultation with the Indenter for selection and approval of quotations and with Accounts Officer
for pre-audit.
 Negotiating contracts.
 Checking legal conditions of contracts. Consulting Administrative Officer or Secretary, NCSM –
where necessary.
 Issue of Purchase Orders.
 Follow-up of purchase orders for delivery in due time
 Verification and passing of suppliers’ bills to see that payments are made promptly.
 Correspondence and dealing with suppliers, carriers etc., regarding shortages, rejections etc.,
reported by the Stores Department.
 Maintenance of purchase records.
 Maintenance of progressive expenditure statement, sub-head wise.
 Maintenance of vendor performance records/data.
 Arrangement for Insurance Surveys, as and when necessary.
 Clearance of foreign consignments.
 XXXIV

2.11 SWOT Analysis

SWOT Analysis is a proven management framework which enables a brand like JK Cement to
benchmark its business & performance as compared to the competitors and industry. As of 2020, JK
Cement is one of the leading brands in the real estate and construction sector.

Strengths

 JK Cements has an operational experience of over Three decades.

 It has an installed grey cement capacity of 7.5 MTPA.
 The company is one of largest producer of cement in the county with 4,00,000 tons of capacity.
 It is also one of the largest producer of Wall Putty with a capacity of 3,00,000 tons.
 It is the first company to install waste heat recovery plant to take care of need of green power.
 Company has a capacitive power generation capacity of over 100 Mws

Weakness

 It has major operations in Rajasthan and Karnataka only.

 Moreover, the brand awareness pan India is very less when compared to national players in the
country.

Opportunities

 It should expand its operations to other parts of the country.

 Government policies would also help the company to grow in the country.
 It can enter into untapped markets.
 Real Estate sector is in a boom in India, so it’s a huge opportunity for players like JK Cements to
leverage upon.

Threats

 It would face strong competition from regional players when it tries to enter new markets.
 Many major cement players are doing aggressive marketing and branding activities that might
impact JK cement operations
 Increasing cost of operations and fluctuating construction business scenario
 XXXV

CHAPTER 3- LEARNING FROM ONLINE INTERNSHIP

LEARNINGS:

1) It helped me gain an overall knowledge about the company, its history, products and services,
and its functional departments.
2) It helped me improve my communication skills as I had to contact a few individuals in gaining
information.
3) It helped me understand the nature of employees, HR policies and the process of recruitment in
the company.
4) Improved my knowledge and understanding of the theoretical aspects learned in regard with the
information collected.
5) Improved my knowledge of inventory management, warehousing and the software used in
inventory management and distribution of products.
 XXXVI

CHAPTER 4: CONCLUSION
JK Cements has shown strong performance because of combined efforts of management and employees.
threw up some knowledgeable aspects from data analysis. J.K. Organisation, which was founded by Late
Lala Kamlapat Singhania. With over four decades of experience, J.K. Cement has partnered India’s
multi-sectoral infrastructure needs on the strength of its product excellence, customer orientation and
technology leadership.

 J & K Céments Ltd can look back with pride at what it has achieved since its inception.
 They are not only the leader in J&K but enjoy a good reputation at national level.
 The company has been able to connect very strongly with its customers and the name “Jhelum”
in itself correlates with the quality.
 Right since its inception, J&K Cement has always been committed to community development to
ensure a clean and healthy environment.
 Both employees and community people are satisfied with the services from J&K Cement.
 J&K cements have earned a lot of trust in the valley as compared to other cements available in
the valley.
 Most of the retailers sell J&K cement due to its Good quality, Goodwill and more Demand.
 XXXVII

REFERENCES:
https://www.jkcement.com/pdf/management_discussion_and_analysis.pdf

https://www.mbaskool.com/brandguide/real-estate-and-construction/10253-jk-cement.html

https://www.ibef.org/industry/cement-india.aspx

https://www.goodreturns.in/company/jk-cement/management-team.html

https://www.jkcement.com/pdf/corporate-governance/Report_Corporate_Governance_2015-
16.pdf