S. No.

TABLE OF CONTENT

Particulars

Chapter 1 Research Study 1.1 Objectives of Study 1.2 ResearchMethodology

1.2.1 Research Design 1.2.2 Data collection

Chapter 2 Industry analysis

Chapter 3 Company Profile 3.1 Industry Profile 3.2 Company Profile (BSNL)

3.2.1 Board of Directors 3.2.2 Basic Service offered 3.2.3 Organisation Structure 3.2.4 Accounting Policies of

3.3 Competitors Profile 3.3.1 Bharti Airtel 3.3.2 Reliance Comm 3.3.3 Vodafone 3.3.4 Idea Cellular 3.3.5 Aircel 2.3.6 MTNL 3.3.7 BPL Mobile 3.3.8 HFCL Infotel

Chapter 4 Conceptual Framework 4.1 Essentials of Financial Statement 4.2 Parties Interested 4.3 Tools of Financial Analysis

4.3.1 Ratio Analysis 4.3.2 Cash Flow Statements

Chapter 5 Finding And Analysis 5.1 Current Ratio 5.2 Earning Per Share 5.3 Debtor Turnover Ratio

5.4 Debt Equity Ratio 5.5 Return on Capital Employed 5.6 Price Earning Ratio 5.7 Net Profit Margin Ratio 5.8 Analysis of Cash Flows

5.8.1 Net Cash From operating Activities 5.8.2 Net Cash Used in Investing Activities 5.8.3 Net Cash Used in Financing Activities

Chapter 6 Conclusion 6.1 Conclusion 6.2 Suggestions

Chapter 7 Limitations

Chapter 8 Bibliography

Chapter 9 Annexure BSNL P&L (5 Years) BSNL Balance Sheet (5 Years) BSNL Cash Flows (5 Years) Bharti Airtel Balance Sheet (5 Years) Bharti Airtel P&L (5 Years) Bharti Airtel Cash Flows (5 Years) MTNL Balance Sheet (4 Years) MTNL P&L (4 Years) MTNL Cash Flows (4 Years) Idea Balance Sheet (4 Years) Idea P&L (4 Years) Idea Cash Flows (3 Years) Tata Comm P&L (5 Years) Tata Comm Balance Sheet (5 Years) Tata Comm Cash Flows (5 Years)

Chapter 1

RESEARCH STUDY

1.1 OBJECTIVES OF THE STUDY

The basic objective of doing the project is to :

Analyze the financial statements of past 5 years of BSNL and

Other major competitors in the telecom industry.

Predict the performance in next year (2009-10) on the basis of

last 5 year performance.

Describe the trends of various financial factors of BSNL over

past 5 years.

Studying the relationship among the various financial factors as

disclosed in the financial statements of various companies in

the Indian telecomm Industry.

Minor objectives are:

1. Know the Financial Position: The basic objective of studying the Financial

statements of the company is to know the financial position of the company.

2. Help in planning: Financial Analysis helps in planning and forecasting. Over a

period of time, a firm or industry develops certain norms that indicate future

success & failure.

3. Inter- Intra firm Comparison: Ratio Analysis provides the data for inter-firm

comparison as well as intra firm comparison. Ratios highlight the factors

associated with successful and unsuccessful firms. They also reveal attractiveness

and unattractiveness of the firm in the industry, over-valued and under-valued

firms.

1.2 RESEARCH METHODOLOGY

Methodology is the basic framework and the approach that has to be followed to carry

out the approach used to collect the data, the sources of primary data, i.e., from where

and how it has been collected.

Research is a diligent and systematic inquiry or investigation into a subject in

order to discover or revise facts, theories, applications etc.

Methodology is system of methods followed by particular discipline.

Thus, Research Methodology is the way how we conduct our research.

In the present project report type of research conducted is Quantitative research.

Exploratory research is undertaken which involves extensive scanning of secondary data.

For my project most of the finance related books have been considered . The best

websites are considered which gives all the efficient and effective information.

References for the project are from the websites and books and the company’s annual

reports.

It is assured that the project has been completed with full dedication, sincerity and

required intensity of hard work.

1.2.1 RESEARCH DESIGN It helps to tackle the problem of bringing various phases of research under control. The

research design helps to design the decision with respect to:

What type of data is needed?

From where data can be found?

What period of time study include?

How much material will be needed?

What technique of gathering data will be adopted?

How will data be analyzed?

Generally three types of research are included in research design. These are as follows:

Exploratory research

Descriptive and diagnostic research

Experimental research

In the present project report both primary and secondary data is taken so descriptive and

exploratory research is done. This research focuses on discovery of insights and

relationships among various financial factors among various companies.Companies

which are taken as a sample of Indian Telecom Industry is based on the market share.2

from the Top five companies and 2 from the Bottom five companies (Ratings have been

provided to 10 companies in the telecom industry according to their respective market

share )have been considered for comparison with BSNL.

1.2.2 DATA COLLECTION Sources of secondary data are

(a) Authenticated company’s website on Internet.

(b) Annual reports provided by BSNL,Bharti Airtel and MTNL of financial year

2004-05, 2005-06, 2006-07, 2007-08, 2008-09.

Chapter 2 Industry analysis

Worldwide telecom industry:

In the period 1950-1970 the developments in the telecom sector are best characterized by the terms: stable, steady and predictable. In terms of change this was truly evolutionary. However, a new period started in the ’80-ties: a period of revolutionary change. Initiated by de-regulation in the ’70-ties1, the introduction of new technologies, such as cellular and fiber optic communications, and fuelled by the widespread use of the Internet an e-world was emerging that seemed unprecedented in terms of growth. The growth attracted many and big money was flowing into the ICT sector. New e-world “click & order”- companies quickly surpassed the old-world “bricks & mortar” - companies in share value. Many new businesses were started through fresh inflow of venture capital. Wave after wave of new telecom operators emerged to challenge the status quo of the incumbents. Investments in the industry soured. Being a player in the future of the mobile eworld became a must. Auctions for 3G radio spectrum became huge cash generators for national governments. Until the wisdom behind these huge valuations became questioned; when Return on Investment was re-visited and Return on Vision became out of vogue, the boom period came to an end. In April 2000 the Internet bubble collapsed, having started in 1995.2 To adjust company operations to the new realities of the market over 485,000 jobs have been eliminated or announced to be eliminated in the telecommunications industry for the period July 2000 until February 2002 (Financial Times, 2002).3 Measured from 2000 until 2002, 94 telecommunications companies defaulted (OECD, 2003 p16), including big first-wave new entrants such as Global Crossing  and established firms such as WorldCom, the single largest default at approx. US$ 31.8 billion. And the impact has not remained restricted to the telecom and internet sector. As major institutional investors, such as mutual funds and pension funds, have participated in the bubble, the fall-out is affecting the public at large.4 From the perspective of a free market economist, bubbles are to be considered as  natural market phenomena, and the crash is expected to provide for the necessary correction on the excesses that were part of the boom period. Hence, the recovery should run its course without intervention. However, recognizing the special features of telecommunications as a network infrastructure, a laissez-faire attitude may not be the most desirable policy to be pursued. Consider in this respect the high expectations that surrounded the recent liberalization of the telecom sector. Politicians may perceive the current state of affairs in the sector as a ‘market failure’ and may be inclined to intervene, as has been the case in other liberalized infrastructure industries.5 Furthermore, European government leaders agreed to a long-term goal of establishing the EU as a leading region in the global Information Society.6 The related Action Plan calls for the formulation and implementation of national policies that aim at the realization of an ubiquitous broadband infrastructure with access for all European citizens. The

Telecom industry in India:

Introduction       

The telecom network in India is the fifth largest network in the world meeting upwith global standards. Presently, the Indian telecom industry is currently slated to an estimated contribution of nearly 1% to India’s GDP.      

The Indian Telecommunications network with 110.01 million connections is the fifth largest in the world and the second largest among the emerging economies of Asia. Today, it is the fastest growing market in the world and represents unique opportunities for U.S. companies in the stagnant global scenario. The

total subscriber base, which has grown by 40% in 2005, is expected to reach 250 million in 2007. According to Broadband Policy 2004, Government of India aims at 9 million broadband connections and 18 million internet connections by 2007. The wireless subscriber base has jumped from 33.69 million in 2004 to 62.57 million in FY20042005. In the last 3 years, two out of every three new telephone subscribers were wireless subscribers. Consequently, wireless now accounts for 54.6% of the totaltelephone subscriber base, as compared to only 40% in 2003. Wireless subscribergrowth is expected to bypass 2.5 million new subscribers per month by 2007. Thewireless technologies currently in use are Global System for Mobile Communications(GSM) and Code Division Multiple Access (CDMA). There are primarily 9 GSM and 5CDMA operators providing mobile services in 19 telecom circles and 4 metro cities,covering 2000 towns across the country.

Evolution of the industry-Important Milestones:

History of Indian Telecommunications

Year

1851     First operational land lines were laid by the government near Calcutta (seatof British power)

1881     Telephone service introduced in India

1883     Merger with the postal system

1923     Formation of Indian Radio Telegraph Company (IRT)

1932     Merger of ETC and IRT into the Indian Radio and Cable CommunicationCompany (IRCC)

1947      Nationalization of all foreign telecommunication companies to form thePosts, Telephone and Telegraph (PTT), a monopoly run by the government's Ministry of Communications

1985      Department of Telecommunications (DOT) established, an exclusive provider of domestic and long-distance service that would be its own regulator (separate from the postal system)

1986     Conversion of DOT into two wholly government-owned companies: the Videsh Sanchar Nigam Limited (VSNL) for international telecommunications and Mahanagar Telephone Nigam Limited (MTNL) for service in metropolitan areas.

1997     Telecom Regulatory Authority of India created.

1999     Cellular Services are launched in India. New National Telecom Policy is adopted.

2000    DoT becomes a corporation, BSNL 

Scope Of Telecom Industry

The telecom industry is growing at a great pace and the growth rate is expected to double with every passing year. There are many new developments in the telecomm sector, including the ingress of 3G technology that the Indian market is witnessing at present. 

Public and Private Players:

MTNL, BSNL, VSNL are the major Public Players, whereas Airtel, Idea, Hutch, Tata, Reliance, BPL are the leading Private Players in the country. Some of them are entering foreign markets as well. The Bharti Telecom will be launching its services for the NRIs in the US with the help of Airtel CALLHOME service.

The market shares of the leading public and Private Players

 INVESTMENT AND GROWTH:

In 2005-2006, the telecom industry witnessed a growth of 21% with a total revenue of Rs. 86,720 crores, and the total investment rising to Rs. 2,00,660 crores. It is projected that the telecom industry will be enjoying over 150% growth in the next 4-6 years. The growth also requires a huge investment by the players in the sector. Bharti Airtel is planning to invest about $8 billion by the year 2010. 

Liberalization policy and some socio-economic factors are mainly responsible for the immense growth in the sales volumes. The lifestyle of the people has changed. They need to be connected to the other people all the time. With the lowering down of the tariffs the affordability of the mobile phones has increased. The finance sector has also come up with loans for handsets on 0% interest. Mobile services providers are also expanding their coverage area by installing more and more antennas and other equipments. 

The telecom sector in the country has already adopted the latest technological advancements to cater to the demands of the growing market. Telecom Expo India, Convergence India, VAS India and IPTV India being organized year to year are all efforts in this direction. 

Budget 2007 has brought disappointment to the telecom sector. Mobile service providers have been asked to cut down their roaming rentals as well as their long distance and international call tariffs. This has led to discontent on the part of the service providers. However, Telecom Regulatory Authority of India (TRAI) is of the opinion that this will lead to increased use of roaming, which will ultimately lead to more revenue generation. Moreover, with cheaper handsets and lesser tariffs, it is expected that by the year 2010 there will be over 500 million subscribers in the Indian telecom market. 

Also, the telecom industry this year will be focusing more on rural areas to connect them with the urban areas so that the farmers and the small-scale industries can have faster access to information related to weather and market conditions. 

EMPLOYMENT STATUS :

With the coming of more and more projects, the telecom industry is going for high scale recruitments. There is a huge demand for software engineers, mobile analysts, and hardware engineers for mobile

handsets. Besides, there are ample opportunities for marketing people whose services are required to capture more and more customer base. 

The new projects, setting up of new service bases, expansion of coverage areas, network installations, maintenance, etc are providing more and more employment opportunities in the telecom sector

Origan: 

India is one of the fastest growing telecom networks in the world. This is due to its high population and fast rate of growth. 

Rural India is still inadequate in terms of connectivity for efficient telecommunication. 

BSNL is one of the main public sector telecommunication companies in India. It has been rated 7th largest in the world.

Hutch,BPL,MTNL,BhartiTelecom,Reliance and Tata Indicom are the other active telecommunication operators in India.

India’s mobile phone industry is one of the fastest growing industries in the world. Mobile phones in India were formally launched in august 1995. For the first few years after the advent of mobile phones, monthly subscriptions were added to the tune of 0.05 to 0.1 million in India. Subsequently the subscriber base stood at 10.5 million in December 2002. 

The Indian mobile phone industry has entered a phase of boom due to many proactive measures taken by various licensors and regulators. Two Million mobiles subscribers were added every month in India from 2003 to 2005. The two other countries with more mobile phones then India are USA and China. 

The main technologies followed by India for mobile communication are global GSM and CDMA.GSM is the global system for mobile communication and CDMA is based on code division multiple access. Mobile tariffs are very low in India.

Thirty two million mobile handsets were sold in India in the year 2005. Indian ring tones primarily comprise of music of Indian origin like Indian film songs and bhajans. 

Total revenue generated by the telecom service sector in 2004-2005 was 86,720 crore in India. This meant an increase of revenue by 21% from the previous year. 

Airtel covers 21.45 of subscriber base in India. Reliance is the second largest with a subscription controlling a base of 20.3%. BSNL follows closely at 18.6% and Hutch was 14.7% according to a June 2005 survey.

 Growth:

Yes, that’s true. Indian telecommunication Industry is one of the fastest growing telecom market in the world. The mobile sector has grown from around 10 million subscribers in 2002 to reach 150 million by

early 2007 registering an average growth of over 90% yoy. The two major reasons that have fuelled this growth are low tariffs coupled with falling handset prices.

Surprisingly, CDMA market has increased it market share upto 30% thanks to Reliance Communication. However, across the globe, CDMA has been loosing out numbers to popular GSM technology, contrary to the scenario in India.

The other reason that has tremendously helped the telecom Industry is the regulatory changes and reforms that have been pushed for last 10 years by successive Indian governments. According to Telecom Regulatory Authority of India (TRAI) the rate of market expansion would increase with further regulatory and structural reforms.

Even though the fixed line market share has been dropping consistently, the overall (fixed and mobile) subscribers has risen to more than 200 million by first quarter of 2007. The telecom reforms have allowed the foreign telecommunication companies to enter Indian market which has still got huge potential. International telecom companies like Vodafone have made entry into Indian market in a big way.

Currently the Indian Telecommunication market is valued at around $100 billion (Rupees 400,000 crore). Two telecom players dominate this market – Bharti Airtel with 27% market share and Reliance Communication with 20% along with other players like BSNL (Bharat Sanchar Nigam Limited) and AT&T.

One segment of the market that has been puzzling is broadband Internet. Despite the manner in which the countrys Internet market has been booming, India’s move into high-speed broadband Internet access has been distinctly slow. And, while there appears to be considerable enthusiasm amongst the population for the Internet itself, this has not been reflected in broadband subscription numbers. In 2006 India witnessed a good surge in broadband users with the total subscriber base in the country expanding by almost 200% to just over 2 million by years end. Despite this surge, broadband penetration in India still remains around only 0.2%; broadband services still account for only 25% of the total Internet subscriber base, still in itself comparatively low.

The Ministry of Communications and Information Technology (MCIT) is has very aggressive plans to increase the pace of growth, targeting 250 million telephone subscribers by end-2007 and 500 million by 2010. Most of the expansion in subscribers is set to occur in rural India. India’s rural telephone density has been languishing at around 1.9%;

GSM and CDMA subscription numbers:

Year GSM Subscribers (millions)

GSM Annual growth

CDMA Subscribers (millions)

CDMA Annual growth

2000 3.1 94% - -

2001 5.05 76% - -

2002 10.5 91% 0.8 -

2003 22.0 110% 6.4 700%

2004 37.4 70% 10.9 70%

2005 58.5 57% 19.1 75%

2006 105.4 80% 44.2 131%

2007 180.0 71% 85.0 92%

Achievements of National Telecom Policy 1994    

Need for New Telecom Policy cropped up as a result of fast change in the overall Policy 1994 and Need for New Telecom Policy cropped up since the Indian telecommunication sector grew very rapidly over the last decade and half. The meteoritic rise of the Indian telecommunication industry enforced rapid amendment of the Indian telecommunication policy as drafted in the early 1990s. The 'Telecom Regulatory Authority of India' (TRAI) and 'Department of Telecommunication' (DOT), the two main governing bodies of the Indian telecommunication industry soon realized the need for an overall revamping of the Indian telecommunication policy to  The highlights of the basic telecommunication policy of India are as follows - compliment the rapid growth of this industry

To facilitate telecommunication for all Ensuring quick availability of telephone connectivity Achieve universal service access at affordable price covering all Indian villages, as early as possible Providing world class telecommunication services Solving consumer complaints, resolve disputes, and special attention to be given to public interface To provide widest possible range of services at reasonable prices To emerges as a major manufacturing base and major exporter of telecommunication equipment To protect the defense and security interests of the country

The tenth plan meets the need for new telecom policy of the Indian communication industry, which are as follows -

Creating world class telecommunication infrastructure to meet the communication requirements of IT, ITES, media and other IT based industry

Easy and affordable access to basic telecommunication services across all the states of India Affordable and efficient basic telephony facility to each and every applicant Provision for world class service to all uncovered and rural areas of India Establishment of modern and efficient telecommunication infrastructure to meet the requirements of

modern India Continual upgradation of the Indian telecommunication sector and provide an equal opportunity for all

the telecommunication service providers doing business in India Strengthening R&D on telecommunication hardware and software Efficient and unbiased spectrum management Facilitating protection of the Indian defense and security systems Facilitating the Indian telecommunication companies to reach global standards Facilitate world class products and services at affordable prices

Institutionalize the Department Of Telecommunication (DOT), Government of India and help it function as a corporate body

To make telephone available within 48 hours of such demand To reach tele-density of 9.91 by the end of 31st March 2007 (which has been achieved) Facilitate reliable communication relay media to all telephone exchanges Provide high-speed data and multimedia connections using technologies like ISDN across all towns,

having population strength of two lakh or more

The Achievements of National Telecom Policy 1994 and Need for New Telecom Policy initiated the following developments -

Friendly Government of India economic and telecommunication policies Low operational cost Availability of world class infrastructure at a much cheaper cost Availability of huge English speaking workforce Prevalence of strong technical education amongst the majority of educated Indians Large number of science and engineering graduates Assurance of high quality output Highly skilled workforce Usage of innovative technologies Effective and efficient entrepreneurship skills Good client and service provider's relationships Creation of global brands Huge scope of business across all industries especially, in IT and ITES industries Expansion of existing relationships Ever growing domestic market, especially the rural market Huge success in overseas markets Increased electronics and hardware manufacturing in India Aggressive promotion of R&D in telecommunication Increased penetration of computers Increased utilization of Internet Growth of domestic software market Development of local language software, especially for the use in rural- India Use of Information Technology to increase productivity Use of Information Technology as a means of generating employment Increased number and quality of training facilities across India

  Vision: 

NEW DELHI: In May 2008, Bharti Airtel had come very close to taking over Africa’s largest telecom provider MTN, but couldn’t clinch a deal. Now,       

as the world battles a deep recession, the Bharti brass must be pleased that the talks with MTN broke down. The global markets have crashed and MTN’s market value has fallen 28% since then. MTN, which was also in talks with Reliance Communications, has a history of being courted by suitors but shying away from a deal.        

Bharti has had lady luck smile on it before too, but it’s not by chance that India’s largest telecom operator has been coursing through the economic slowdown without showing any signs of strain, posting strong profits and expanding its user base rapidly.  

Bharti did it the hard way, through far-sighted strategy and sound execution, backed by its unmatched ability to innovate constantly and set industry benchmarks, the same way Sunil Mittal, who started off making bicycle parts, built up the company from near-obscurity in 1995 when it had launched its mobile services in Delhi and then went on to become the country’s top telco, ahead of state-owned BSNL, Reliance Communications (RCOM) and Vodafone.    

            The benefits of the business model that we have put in place over the last few years are kicking in. We are reaping the benefits now,” says Bharti Airtel CEO and joint MD Manoj Kohli. True, the Indian telecom industry mostly shrugged off the global downturn. But Bharti did it better than its peers. During October-December, its net profit jumped 25% y-o-y, while rival RCOM managed only a 2.7% rise. And it increased its market share from 23.6% at the start of 2008 to 24.7% by year end.           

   In the stock market also, Bharti outperformed industry peers. While its share price fell by about 28% during the market meltdown, its primary competitors fared worse — Idea’s shares have fallen 52% during the same period, while RCOM’s fell by nearly 70% during the same period. According to Mr Kohli, Bharti’s current business model has been in the making since 2004, when it stunned the telecom world by outsourcing network operations, IT and call centre functions. It was an audacious move then. Today, outsourcing is a standard practice in the industry, in India and elsewhere. Bharti adopted the reverse outsourcing model where it gave out contracts to global majors rather than go in for Indian companies to save on costs. Bharti believed that outsiders could manage its core functions better than they could ever do and outsourced its networks to Ericsson and Nokia Siemens, its IT functions to IBM and its call centre operations to six leading BPOs, each of which are long-term multi-million dollar deals. Only to be copied by fascinated industry peers. Mr Kohli said, Bharti succeeded in anticipating the changes in the market and preparing for them. “Bharti’s principle to proactively look at the future has helped the company improve on its productivity and efficiency quarter after quarter and year after year,” Mr Kohli added.           

Its rural drive is an example. With urban markets showing signs of stagnation, experts predict that rural India will be the new battleground for mobile market share. Ready for the task, Bharti recently launched a project to set up Airtel service centres in 4,00,000 villages across the country. In the last three months, it has set up 20,000 such outlets.      

Mr Kohli said Bharti owes its success to its talent. “The company is no longer dependent on a single person as we have built a leadership pipeline,” he said.

The recent elevation of Sanjay Kapoor as deputy CEO is a case in point. Bharti has also decided to restructure its businesses into several new divisions under different CEOs. The company’s overall structure as such will not change as these new divisions will be under the existing three verticals — mobility, telemedia (DTH, broadband & fixed lines) and enterprise — which oversees the undersea cable business, national and international long-distance services and also services large companies.         

Bharti has identified mobile commerce, entertainment, media, internet, enterprise services and small and medium businesses, among others to boost its non-voice services, which account for just about 10% of its mobile revenues. It has also developed a $100-million service development platform in a tie-up with IBM for companies to develop and offer applications to Airtel customers across mobile, landline, broadband and DTH service.

Bharti has also roped in global experts like Joachim Horn, who was the chief technology officer of German communications major T-Mobile. Just prior to that, the telco had recently roped in B Srikanth from Unilever UK as its CFO and Shireesh Joshi from beverages and chips maker PepsiCo China to be its chief marketing head.            

Analysts believe this shows the company is aiming for a big-ticket acquisition in the global market. “Bharti is looking for seasoned hands who can handle the complexity of business not just within India, where the company’s achieved a near global scale, but also in the global market,” said BK Syngal, former CMD of Videsh Sanchar Nigam and senior principal at Dua Consulting.

Telecom Policy Environment:

Indian telecommunications today benefits from among the most enlightened regulation in the region, and arguably in the world. The sector, sometimes considered the “poster-boy for economic reforms,” has been among the chief beneficiaries of the post-1991 liberalization. Unlike electricity, for example, where reforms have been stalled, telecommunications has generally been seen as removed from “mass concerns,” and thus less subject to electoral calculations. Marketoriented reforms have also been facilitated by lobbying from India’s booming technology sector, whose continued success of course depends on the quality of

communications infrastructure. Despite several hiccups along the way, the Telecom Regulatory Authority of India (TRAI), the independent regulator, has earned a reputation for transparency and competence. With the recent resolution of a major dispute between cellular and fixed operators (see below), Indian telecommunications, already among the most competitive markets in the world, appears set to continue growing rapidly. While telecom liberalization is usually associated with the post-1991 era, the seeds of reform were actually planted in the 1980s. At that time, Rajiv Gandhi proclaimed his intention of “leading India into the 21stcentury,” and carved the Department of Telecommunications (DOT) out of the Department of Posts and Telegraph. For a time he also even considered corporatizing the DOT, before succumbing to union pressure. In a compromise, Gandhi created two DOT-owned corporations: Mahanagar Telephone Nigam Limited (MTNL), to serve Delhi and Bombay, and Videsh Sanchar Nigam Limited (VSNL), to operate international telecom services. He also introduced private capital into the manufacturing of telecommunications

equipment, which had previously been a DOT monopoly. These and other reforms were limited by the unstable coalition politics of the late 1980s. It was not until the early 1990s, when the political situation stabilized, and with the general momentum for economic reforms, that telecommunications liberalization really took off. In 1994, the government released its National Telecommunications Policy (NTP-94), which allowed private fixed operators to take part in the Indian market for the first time (cellular operators had been allowed into the four largest metropolitan centers in 1992). Under the government’s new policy, India was divided into 20 circles roughly corresponding to state boundaries, each of which would contain two fixed operators (including the incumbent), and two mobile

operators:      

As ground-breaking as NTP-94 was, its implementation was unfortunately marred by regulatory uncertainty and over-bidding. A number of operators were unable to live up to their profligate bids and, confronted with far less lucrative networks than they had supposed, pulled out of the country. As a result, competition in India’s telecom sector did not really become a reality until 1999. At that time the government’s New Telecommunications Policy (NTP-99) switched from a fixed fee license to a revenuesharing regime of approximately 15%. This figure has subsequently been lowered (to 10%-12%), and is expected to be reduced even further over the coming years. Still, India continues to derive substantial revenue from license fees ($800 million in 2001-2002), leading some critics to suggest that the government

has abrogated its responsibilities as a regulator to those as a seller. Another, perhaps even more significant, problem with India’s initial attempts to introduce competition was the lack of regulatory clarity. Private operators complained that the licensor – the DOT – was also the incumbent operator. The many stringent conditions attached to licenses were thus seen by many as the DOT’s attempt to limit competition. It was in response to such concerns that the government in 1997 set up the Telecom Regulatory Authority of India (TRAI), the nation’s first independent telecom regulator. Over the years, TRAI has earned a growing reputation for independence, transparency and an increasing level of competence. Early on, however, the regulator was beleaguered on all fronts. It had to contend with political interference, the incumbent’s many challenges to its authority, and accusations of ineptitude by private players. Throughout the late 1990s, TRAI’s authority was steadily whittled away in a number of cases, when the courts repeatedly held that regulatory power

lay with the central government. It was not until 2000, with the passing of the TRAI Amendment Act, that the regulatory body really came into its own. Coming just a year after NTP-99, the act marks something of a watershed moment in the history of India telecom liberalization. It set the stage for several key events that have enabled the vigorous competition witnessed today. Some of these events include:

• The corporatization of the DOT and the creation of a new state-owned telecom company, Bharat Sanchar Nigam Ltd (BSNL), in 2000;

• The opening up of India’s internal long-distance market in 2000, and the subsequent drop in long-distance rates as part of TRAI’s tariff rebalancing exercise;

• The termination of VSNL’s monopoly over international traffic in 2002, and the partial privatization of the company that same year, with the Tata group assuming a 25% stake and management control;

• The gradual easing of the original duopoly licensing policy, allowing a greater number of operators in each circle;

• The legalization, in 2002, of IP telephony (a move that many believe was held up due to lobbying by VSNL, which feared the consequences on its international monopoly);

The introduction in 2003 of a Calling Party Pays (CPP) system for cell phones, despite considerable opposition (including litigation) by fixed operators;

• And, more generally, the commencement of more stringent interconnection regulation by TRAI, which has moved from an interoperator “negotiations-based” approach (often used by the stronger operator to negotiate ad infinitum) to a more rules-based approach. All of these events have created an impressive forward-momentum in Indian telecommunications, resulting in a vigorously competitive and fast-growing sector. India has also suffered from its fair share of regulatory hiccups. Many operators (mobile players in particular) still complain about the difficulties of gaining access to the incumbent’s (BSNL) network, and the government’s insistence on capping FDI in the telecom sector to 49% (a move made in the name of national security) limits capital availability and thus network rollout. In addition, ISPs, who were allowed into the market under a liberal licensing regime in 1998, continue to hemorrhage money, and have been pleading with the government for various forms of relief, including.      

the provision of unmetered phone numbers for Internet access. Despite initially impressive results, the growth of Internet in the country has recently stalled, with only 8 million users. Broadband penetration, too, remains tiny. Unified Licensing      

But perhaps the biggest – and, until recently, most intractable –  regulatory problem has been the drawn-out battle over “limited mobility”  telephony. This imbroglio began in 1999, when MTNL sought permission from TRAI to provide CDMA-based WLL services with “limited mobility.”  GSM cellular operators were soon up in arms, arguing that “limited mobility” was simply a backdoor entry into their business. Moreover, fixed operators had paid lower license and spectrum fees than cellular ones; were not required to pay access charges for cell-to-fixed calls (unlike their cellular counterparts); and, amidst accusations of cross-subsidization, were charging considerably lower rates than the cellular operators. The resulting conflict dragged on in the courts and in the political arena for years. Fixed operators including new entrants Reliance and Tata Teleservices claimed that they were being prevented from providing a cheap service that would drive penetration and be of benefit to the “common man”; cellular players bitterly opposed what they perceived as unequal regulatory treatment for two kinds of operators who were in fact offering the same service. The real victim, of course, was the Indian telecommunications market, which suffered from investor perceptions of regulatory confusion and operator in-fighting. In late 2002, for example, thousands of mobile users in New Delhi were for a time cut off from the fixed-line network when MTNL shut down interconnection for cellular companies. (MTNL later attributed the incident to a “technical snag.”)     

It was not until late 2003 that the issue was finally resolved, under considerable government pressure, when cellular operators agreed to withdraw their many cases against the fixed-line operators. Fixed operators would in effect be allowed to enter the mobile business; in return, the government granted cellular players several concessions, including lower revenue-share arrangements estimated to total over $210 million. Perhaps most notably, the government announced its intention to adopt a “unified access licensing” regime, which would in the future provide a single, technology-neutral license for fixed and cellular operators. The hope is that this new license category will prevent a repeat of the recent controversy, and allow new technologies to enter the Indian market without requiring a wholesale rewrite of licensing laws. 

MAJOR MARKET TRENDS:

The telecoms trends in India will have a great impact on everything from the humble PC, internet, broadband (both wireless and fixed), cable, handset features, talking SMS, IPTV, soft switches, and managed services to the local manufacturing and supply chain. This report discusses key trends in the Indian telecom industry, their drivers and the major impacts of such trends affecting mobile operators, infrastructure and handset vendors.

Higher acceptance for wireless services:     

Indian customers are embracing mobile technology in a big way (an average of four million subscribers added every month for the past six months itself). They prefer wireless services compared to wire-line services, which is evident from the fact that while the wireless subscriber base has increased at 75 percent CAGR from 2001 to 2006, the wire-line subscriber base growth rate is negligible during the same period. In fact, many customers are returning their wire-line phones to their service providers as mobile

provides a more attractive and competitive solution. The main drivers for this trend are quick service delivery for mobile connections, affordable pricing plans in the form of pre-paid cards and increased purchasing power among the 18 to 40 years age group as well as sizeable middle class – a prime market for this service.     

Some of the positive impacts of this trend are as follows. According to a study, 18 percent of mobile users are willing to change their handsets every year to newer models with more features, which is good news for the handset vendors. The other impact is that while the operators have only limited options to generate additional revenues through value-added services from wire-line services, the mobile operators have numerous options to generate non-voice revenues from their customers. Some examples of value-added services are ring tones download, coloured ring back tones, talking SMS, mobisodes (a brief video programme episode designed for mobile phone viewing) etc. Moreover, there exists great opportunity for content developers to develop applications suitable for mobile users like mobile gaming,

location based services etc. On the negative side, there is an increased threat of virus – spread through mobile data connections and Bluetooth technology – in mobile phones, making them unusable at times. This is good news for anti-virus solution providers, who will gain from this trend.

MERGERS:

Demand for new spectrum as the industry grows and the fact the spectrum allocation in done on the basis of number of subscribers will force companies to merge so as to claim large number of subscribers to gain more spectrum as a precursor to the launch of larger and expanded services. However it must also be noted that this may very well never happen on account of low telecom penetration.

NEW CIRCLES:

As mentioned earlier there is a significant number of tier-2 and tier 3 cities that can accommodate more players we expect aggressive response by the companies to such opportunities as and when they are created.

Constraints:

* Slow pace of the reform process .

* It would be difficult to make in-roads into the semi-rural and rural areas because of the lack of infrastructure. The service providers have to incur a huge initial fixed cost to make inroads into this market. Achieving break-even under these circumstances may prove to be difficult.

* The sector requires players with huge financial resources due to the above mentioned constraint. Upfront entry fees and bank guarantees represent a sizeable share of initial investments. While the criteria are important, it tends to support the existing big and older players. Financing these requirements require a little more liberal approach from the policy side.

* Problem of limited spectrum availability and the issue of interconnection charges between the private and state operators. 

Major Players :

There are three types of players in telecom services:

• -State owned companies (BSNL and MTNL)

• -Private Indian owned companies (Reliance Infocomm, Tata Teleservices,)

• -Foreign invested companies (Hutchison-Essar, Bharti Tele-Ventures, Escotel, Idea Cellular, BPL Mobile, Spice Communications)

Chapter 3

COMPANY PROFILE

2.1 INDUSTRY PROFILE Today the Indian telecommunications network with over 375 Million subscribers is second largest network in the world after China. India is also the fastest growing telecom

market in the world with an addition of 9- 10 million monthly subscribers. The tele-

density of the Country has increased from 18% in 2006 to 33% in December 2008,

showing a stupendous annual growth of about 50%, one of the highest in any sector of

the Indian Economy. The Department of Telecommunications has been able to provide

state of the art world-class infrastructure at globally competitive tariffs and reduce the

digital divide by extending connectivity to the unconnected areas. India has emerged as a

major base for the telecom industry worldwide. Thus Indian telecom sector has come a

long way in achieving its dream of providing affordable and effective communication

facilities to Indian citizens. As a result common man today has access to this most needed

facility. The reform measures coupled with the proactive policies of the Department of

Telecommunications have resulted in an unprecedented growth of the telecom sector.

The thrust areas presently are:

1. Building a modern and efficient infrastructure ensuring greater competitive

environment

2. With equal opportunities and level playing field for all stakeholders.

3. Strengthening research and development for manufacturing, value added services.

4. Efficient and transparent spectrum management

5. To accelerate broadband penetration

6. Universal service to all uncovered areas including rural areas.

7. Enabling Indian telecom companies to become global players.

Recent things to watch in Indian telecom sector are:

1. 3G and BWA auctions

2. MVNO

3. Mobile Number Portability

4. New Policy for Value Added Services

5. Market dynamics once the recently licensed new telecom operators start rolling

out

6. Services.

7. Increased thrust on telecom equipment manufacturing and exports.

8. Reduction in Mobile Termination Charges as the cost per line has substantially

reduced

9. Due to technological advancement and increase in traffic.

India's telecom sector has shown massive upsurge in the recent years in all respects of

industrial growth. From the status of state monopoly with very limited growth, it has

grown in to the level of an industry. Telephone, whether fixed landline or mobile, is an

essential necessity for the people of India. This changing phase was possible with the

economic development that followed the process of structuring the economy in the

capitalistic pattern. Removal of restrictions on foreign capital investment and industrial

de-licensing resulted in fast growth of this sector. At present the country's telecom

industry has achieved a growth rate of 14 per cent. Till 2000, though cellular phone

companies were present, fixed landlines were popular in most parts of the country, with

government of India setting up the Telecom Regulatory Authority of India, and measures

to allow new players country, the featured products in the segment came in to

prominence. Today the industry offers services such as fixed landlines, WLL, GSM

mobiles, CDMA and IP services to customers. Increasing competition among players

allowed the prices drastically down by making the mobile facility accessible to the urban

middle class population, and to a great extend in the rural areas. Even for small

shopkeepers and factory workers a phone connection is not an unreachable luxury. Major

players in the sector are BSNL, MTNL, Bharti Teleservices, Hutchison Essar, BPL, Tata,

Idea, etc. With the growth of telecom services, telecom equipment and accessories

manufacturing has also grown in a big way.

Indian Telecom sector, like any other industrial sector in the country, has gone through

many phases of growth and diversification. Starting from telegraphic and telephonic

systems in the 19th century, the field of telephonic communication has now expanded to

make use of advanced technologies like GSM, CDMA, and WLL to the great 3G

Technology in mobile phones. Day by day, both the Public Players and the Private

Players are putting in their resources and efforts to improve the telecommunication

technology so as to give the maximum to their customers.

TELECOM SUBSCRIBER BASE IN INDIA

Indian telecommunication Industry is one of the fastest growing telecom market in the

world. The mobile sector has grown from around 10 million subscribers in 2002 to

reach 150 million by early 2007 registering an average growth of over 90%. The two

major reasons that have fuelled this growth are low tariffs coupled with falling handset

prices.

Surprisingly, CDMA market has increased it market share upto 30% thanks to Reliance

Communication. However, across the globe, CDMA has been loosing out numbers to

popular GSM technology, contrary to the scenario in India.

The other reason that has tremendously helped the telecom Industry is the regulatory

changes and reforms that have been pushed for last 10 years by successive Indian

governments. According to Telecom Regulatory Authority of India (TRAI) the rate of

market expansion would increase with further regulatory and structural reforms.

Even though the fixed line market share has been dropping consistently, the overall

(fixed and mobile) subscribers have risen to more than 200 million by first quarter

of 2007. The telecom reforms have allowed the foreign telecommunication companies to

enter Indian market which has still got huge potential. International telecom companies

like Vodafone have made entry into Indian market in a big way.

Currently the Indian Telecommunication market is valued at around $100 billion (Rupees 400,000 crore). Two telecom players dominate this market - Bharti Airtel with 27%

market share and Reliance Communication with 20% along with other players like BSNL

(Bharat Sanchar Nigam Limited) and AT&T. One segment of the market that has been

puzzling is broadband Internet. Despite the manner in which the country’s Internet

market has been booming, India’s move into high-speed broadband Internet access has

been distinctly slow. And, while there appears to be considerable enthusiasm amongst the

population for the Internet itself, this has not been reflected in broadband subscription

numbers. In 2006 India witnessed a good surge in broadband users with the total

subscriber base in the country expanding by almost 200% to just over 2 million by

years end. Despite this surge, broadband penetration in India still remains around

only 0.2%; broadband services still account for only 25% of the total Internet subscriber

base, still in itself comparatively low. So, if 70% of total population is rural, the scope for

growth in this Industry is unprecedented.

The Ministry of Communications and Information Technology (MCIT) is has very aggressive plans to increase the pace of growth, targeting 250 million telephone

subscribers by end-2007 and 500 million by 2010. Most of the expansion in subscribers is

set to occur in rural India. India’s rural telephone density has been languishing at around

1.9%. The subscriber addition rate has been strong in the last 12 months but the

regulatory developments will increase competition and thus curtail the long-term growth

rates of individual companies. The savings through the setting of tower companies will

partly go towards the higher capex and opex costs from more stringent spectrum

allocation norms for the incumbents.

The Telecommunications sector has been consistently adding more than 7 million subscribers for the last 6 months, a very healthy net addition rate infact. All the private

operators GSM as well as the CDMA operators have been very consistent in their

performance. The sector provides very strong revenue as well as earnings visibility over

the next 12 months. However the recent regulatory developments are seem to be negative

for the telecom companies as it will increase the number operators per circle which will

intensify competition.

PSU Operators Subscriber Base

Private Operators Subscribers Base

2.2 COMPANY PROFILE

BSNL( BHARAT SANCHAR NIGAM LIMITED)

Bharat Sanchar Nigam Ltd. formed in October, 2000, is World's 7th largest

Telecommunications Company providing comprehensive range of telecom services in

India: Wireline, CDMA mobile, GSM Mobile, Internet, Broadband, Carrier service,

MPLS-VPN, VSAT, VoIP services, IN Services etc. Within a span of five years it has

become one of the largest public sector unit in India.

It has about 47.3 million line basic telephone capacity, 4 million WLL capacity, 20.1

Million GSM Capacity, more than 37382 fixed exchanges, 18000 BTS, 287 Satellite

Stations, 480196 Rkm of OFC Cable, 63730 Rkm of Microwave Network connecting 602

Districts, 7330 cities/towns and 5.5 Lakhs villages.

BSNL is the only service provider, making focused efforts and planned initiatives to

bridge the Rural-Urban Digital Divide ICT sector. In fact there is no telecom operator in

the country to beat its reach with its wide network giving services in every nook & corner

of country and operates across India except Delhi & Mumbai.

BSNL is numero uno operator of India in all services in its license area. The company

offers vide ranging & most transparent tariff schemes designed to suite every customer.

BSNL cellular service, CellOne, has more than 17.8 million cellular customers, garnering

24 percent of all mobile users as its subscribers. That means that almost every fourth

mobile user in the country has a BSNL connection. In basic services, BSNL is miles

ahead of its rivals, with 35.1 million Basic Phone subscribers i.e. 85 per cent share of the

subscriber base and 92 percent share in revenue terms.

BSNL has more than 2.5 million WLL subscribers and 2.5 million Internet Customers

who access Internet through various modes viz. Dial-up, Leased Line, DIAS, Account

Less Internet (CLI). BSNL has been adjudged as the NUMBER ONE ISP in the country.

BSNL has set up a world class multi-gigabit, multi-protocol convergent IP infrastructure

that provides convergent services like voice, data and video through the same Backbone

and Broadband Access Network. At present there are 0.6 million DataOne broadband

customers.

2.2.1 BOARD OF DIRECTORS Corporate structure of BSNL Board consists of CMD & Five full time Directors,

Human Resource (HR), Consumer Mobility, Consumer Fixed Access, Finance,

Enterprise, who manage the entire gamut of BSNL operations. There are five

other Directors in the full Board of BSNL.

Board of Directors

Shri Kuldeep Goyal

Shri S.D. Saxena

Shri Rajesh Wadhwa

Shri R.K.Aggarwal

Shri Rajendra Singh

Shri Gopal Das

Shri J.S.Deepak (I.A.S.)

Designation

CMD

Director (Finance)

Director - Consumer Fixed Access

(CFA)

Director - Consumer Mobility (CM)

Director - Enterprise

Director (HR)

Govt. Director

2.2.2 Basic Services offered by the BSNL

The Basic telephone Services offered by the BSNL are:

1. Internet: Keeping the global network networked, the countrywide

Internet Services of BSNL includes Internet dial up/Leased Access service,

for web browsing and E-mail Applications.

2. ISDN: Integrated Service Digital Network Service of BSNL utilizes a

unique digital network providing high speed and high quality voice, data

and image transfer over the same line. It can facilitate both desktop video

& high quality video conferencing.

3. Intelligent Network Service: Intelligent Network Service (In service)

offers various value-added services such as:

- Free Phone Services (FPH)

- India Telephone Card (Prepaid Card)

- Account Card Calling (ACC)

- Virtual Private Network (VPN)

- Tele-voting

- Premium Rate Service (PRM)

- Universal Access Number (UAN)

4. Sulabh: It is the best available incoming-only plan. If anyone require the

landline b-fone predominantly for receiving incoming calls only, BSNL

brings you Sulabh Plan. The rentals in this plan are extremely low. If you

desire to make outgoing calls, this facility can also be given separately (or

one can also use ITC Cards with Sulabh Plan). These plans are now very

popular.

5. WLL (Wireless Land Line): There are two versions of WLL. These are

explained as follows:

- WLL Fixed (FWT): It is the Fixed Wireless Transmission. In this case, there

is a small box fitted with a small antenna at one’s premises and a normal

telephone instrument is connected to the box. There is no Telephone

copper wire connection as in the conventional telephone.

- WLL Mobile: In this case, Subscriber can carry a small handset of CDMA

technology. There is no antenna or any other equipment at your premises.

Branded as Tarang, this is the most reliable and affordable service giving

one’s the best of both fixed line & mobile telephone.

6. Mobile Services: BSNL’s Cellular Service is the India’s growing Cellular

Service. BSNL’s Cellular Service has taken the cellular telephone to the

masses through innovative technology and strategic pricing. This

ambitious service uses state-of-the-art GSM technology to attain global

excellence and leadership. BSNL’s entry into this sector has brought GSM

cellular service at an affordable cost to the common man. Customers have

respond tremendous faith in BSNL and it has enrolled over 1.07 crores

Cellular customers.

7. BSNL Internet Service: BSNL, India’s no.1, Internet Service Provider,

provides Internet service throughout the country (except Delhi and

Mumbai). Sancharnet Card: BSNL has also launched Internet Card. This

card is a prepaid Internet Access Card.

8. BSNL Broadband: The Broadband service from BSNL is widely used by

almost all the companies of India.

2.2.3 Organizational Structure of BSNL

2.2.4 ACCOUNTING POLICIES OF BSNL

1. BASIS OF PREPARATION OF FINANCIAL STATEMENTS

The financial statements of Bharat Sanchar Nigam Limited(BSNL) are prepared under

the historical cost convention adopting the accrual method of accounting in accordance

with Indian Generally Accepted Accounting Principles and in accordance with the

provisions of the Companies Act, 1956 (the “Act”).

2. REVENUE RECOGNITION

Income from services is accounted for on accrual basis and in conformity with

Accounting Standard– 9 of ICAI. Accordingly,

a) Revenue for all services is recognized when earned and are realizable at the time of

billing. Unbilled revenues from the billing date to the end of the year are recorded as

accrued revenue during the period in which the services are provided. Provision is made

in respect of bills considered to be disputed (by the management), debts outstanding for

more than two years and for debts due for less than 2 years, to the extent considered

necessary by the management.

b) Installation Charges recovered from subscribers at the time of new telephone

connections are recognized as income in the first year of the billing.

c) In terms of an arrangement between the Department of Telecommunications (“DoT”)

and the Company, the charges for telecommunication services and other infrastructural

services provided by BSNL to DoT are neither being billed nor provided for.

d) Sale proceeds of scrap arising from maintenance and project works are taken into

miscellaneous income in the year of sale.

e) Income from SIMs, recharge coupons of Mobile, Prepaid Calling Cards, and Prepaid

internet connection cards are treated as income of the year in which the payment is

received since the extent of use of these cards within the financial year could not be

ascertained.

f) Wherever there is uncertainty in realization of income, such as liquidated damages,

claims on Government Departments & local authorities etc., these are recognized on

collection basis.

3. FIXED ASSETS

3.1 Fixed assets are carried at cost less depreciation. Cost includes directly related

establishment and other expenses including employee remuneration and benefits, directly

identifiable to the construction or creation of the assets.

3.2 Expenditure on replacement of assets, equipments, instruments and rehabilitation

works is capitalized if, in the opinion of the management, it results in enhancement of

revenue generating capacity.

3.3 Assets are capitalized to the extent completion certificates have been obtained,

wherever applicable.

3.4 The cost of stores and materials at the time of issue to a project is debited to CWIP.

3.5Cables are capitalized as and when ready for connection to the main system.

3.6Intangible assets are stated at cost of acquiring the same less accumulated depreciation

/amortization.

4. DEPRECIATION/AMORTIZATION

Depreciation is provided based on the Written Down Value Method at the rates

prescribed in Schedule XIV to the Companies Act, 1956 except for Subscriber

Installation. The Subscriber Installation is depreciated over the useful life of 5 years on

Written Down Value method. Assets costing up to Rs. 5,000 are depreciated fully in the

year of purchase. Similarly, partition works costing up to Rs. 2,00,000 are depreciated

fully in the year of construction. The depreciation on machinery & tools used both for

project and maintenance work is charged to profit and loss account instead of

capitalization. All telephone exchange buildings, administrative offices and captive

consumption assembling premises/workshops are considered as normal building and not

as factory building. Accordingly depreciation is charged uniformly. Intangible assets such

as Entry License Fee for Telecom Service operations are amortized over the license

period (i.e. 20 years) and standalone computer software applications are amortized over

the license period subject to maximum of 10 years as per straight line method.

5. IMPAIRMENT OF ASSETS

Assets, which are impaired by disuse or obsolescence, are segregated from the concerned

assets category and shown as ‘Decommissioned Assets’ and provision made for the loss,

if any, due to the difference between their net carrying cost and the net realizable value.

6. INVESTMENTS

Long-term investments are carried at cost, after providing for any diminution in value, if

such diminution is of a permanent nature.

7. INVENTORIES

Inventories are valued at cost or net realizable value as the case may be - cost ascertained

generally on weighted average method; obsolete/non moving inventories are valued at net

realizable value.

8. TAXES ON INCOME

Taxes on Income for the current period are determined on the basis of taxable income and

tax credits computed in accordance with the provisions of the Income Tax Act, 1961. In

accordance with the AS-22, Deferred Tax Liability is recognized on the timing

differences between accounting income and the taxable income for the period taking into

consideration the contents of Accounting Standard Interpretations 3 and quantified using

the tax rates in force or substantively enacted as on the Balance Sheet date. Deferred Tax

Assets are recognized and carried forward to the extent there is a virtual certainty that

such deferred tax assets can be realized.

9. PROVISIONS

Provisions are recognized when the Company has a present obligation as a result of past

events; it is more likely than not that an outflow of resources will be required to settle the

obligation; and the amount has been reliably estimated.

10. CONTINGENT LIABILITIES

Liabilities, though contingent, are provided for if there are reasonable chances of

maturing such liabilities as per management. Other contingent liabilities and claims, not

acknowledged as debts, are disclosed by way of notes.

11. EARNING PER SHARE

Earning Per Share ("EPS") comprises the Net Profit after tax (excluding extraordinary

income net of tax). The number of shares used in computing Basic & Diluted EPS is the

weighted average number of shares outstanding during the year.

2.3 COMPETITOR PROFILE

Market Share of Telecom Companies as on 31st Jan’09

TOP FIVE COMPANIES

The Top five companies, on the basis of ‘Market Share’ as on 31st January, 2009 are:

1. Bharti Airtel Ltd. 2. Reliance Communications Ltd.

3. Vodafone Essar Ltd.

4. BSNL

5. Idea Cellular + Spice

2.3.1 BHARTI AIRTEL LTD.

Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The Bharti

Group has a diverse business portfolio and has created global brands in the

telecommunication sector. Airtel comes from Bharti Airtel Limited, India’s largest

integrated and the first private telecom services provider with a footprint in all the 23

telecom circles. Bharti Airtel since its inception has been at the forefront of technology

and has steered the course of the telecom sector in the country with its world class

products and services. The businesses at Bharti Airtel have been structured into three

individual strategic business units (SBU’s) - Mobile Services, Airtel Telemedia Services

& Enterprise Services. The mobile business provides mobile & fixed wireless services

using GSM technology across 23 telecom circles while the Airtel Telemedia Services

business offers broadband & telephone services in 95 cities and has recently launched

India's best Direct-to-Home (DTH) service, Airtel digital TV. The Enterprise services

provide end-to-end telecom solutions to corporate customers and national & international

long distance services to carriers. All these services are provided under the Airtel brand.

The company served an aggregate of 88,270,194 customers as of December 31, 2008; of

whom 85,650,733 subscribed to GSM services and 2,619,461 use the Telemedia Services

either for voice and/or broadband access delivered through DSL. Bharti Airtel is the

largest wireless service provider in the country, based on the number of subscribers as of

December 31, 2008. They also offer an integrated suite of telecom solutions to their

enterprise customers, in addition to providing long distance connectivity both nationally

and internationally. They have recently forayed into media by launching their DTH and

IPTV Services. All these services are rendered under a unified brand "Airtel".

2.3.2 RELIANCE COMMUNICATIONS LTD.

Reliance Communications is the flagship company of the Anil Dhirubhai Ambani Group (ADAG) of companies. Listed on the National Stock Exchange and the Bombay Stock

Exchange, it is India’s leading integrated telecommunication company with over 71

million customers.

Their business encompasses a complete range of telecom services covering mobile and

fixed line telephony. It includes broadband, national and international long distance

services and data services along with an exhaustive range of value-added services and

applications. Our constant endeavour is to achieve customer delight by enhancing the

productivity of the enterprises and individuals we serve.

Reliance Mobile (formerly Reliance India Mobile), launched on 28 December 2002,

coinciding with the joyous occasion of the late Dhirubhai Ambani’s 70th birthday, was

among the initial initiatives of Reliance Communications. It marked the auspicious

beginning of Dhirubhai’s dream of ushering in a digital revolution in India. Today, the

company can proudly claim that they were instrumental in harnessing the true power of

information and communication, by bestowing it in the hands of the common man at

affordable rates.

They endeavour to further extend their efforts beyond the traditional value chain by

developing and deploying complete telecom solutions for the entire spectrum of society.

It was established in the year 2004 as Reliance Infrastructure Developers Private Limited,

Reliance Communications started laying 60,000 route kilometers of a pan-India fibre

optic backbone with high capacity, integrated (wireless and wireline), convergent (voice,

data and video) digital network and to offer services spanning the entire infocomm value

chain. It is capable of delivering a range of services spanning the entire infocomm

(information and communication) value chain, including infrastructure and services for

enterprises as well as individuals, applications, and consulting.

2.3.3 VODAFONE ESSAR LTD.

Vodafone Essar in India is a subsidiary of Vodafone Group Plc and commenced operations in 1994 when its predecessor Hutchison Telecom acquired the cellular license

for Mumbai. Vodafone Essar now has operations in 22 circles with over 65.92 million

customers**. The company is a joint venture of Essar Communication Holdings Ltd and

the UK-based Vodafone Group. Vodafone has partnered with the Essar Group as their

principal joint venture partner for the Indian market. They are in the business of cellular

telephony. Over the years, Vodafone Essar, under the Hutch brand, has been named the

‘Most Respected Telecom Company’, the ‘Best Mobile Service in the country’ and the

‘Most Creative and Most Effective Advertiser of the Year’.

Vodafone is the world’s leading international mobile communications company. It

currently has equity interests in 27 countries across 5 continents and 40 partner networks

with over 289 million proportionate customers worldwide. Vodafone has partnered with

the Essar Group as its principal joint venture partner for the Indian market.

Essar Global Limited (EGL) is a diversified business group spanning the manufacturing

and services sectors of Steel, Energy, Power, Communications, Shipping & Logistics,

and Projects. The group has operations and investments in India, Canada, USA, Africa,

the Middle East, the Caribbean and South East Asia and employs 30,000 people

worldwide.

Vodafone Essar Ltd provides services like 2G, which are based on 1800 Mhz and

900Mhz GSM digital technology. They offers voice and data services. In addition, they

offers postpaid connections activation, prepaid SIM cards and recharge coupons sale,

service activation/deactivation, postpaid tariff plan change, customer query resolution,

prepaid/postpaid SIM card replacement and upgradation, mobile number change, and

information on and subscription of value added services through stores.

**Figures from Cellular Operators Association of India, February 28, 2009

2.3.4 IDEA CELLULAR LTD. + SPICE

DEA Cellular is a publicly listed company, having listed on the Bombay Stock Exchange (BSE and the National Stock Exchange (NSE) in March 2007. Idea Cellular Ltd.

is India's leading GSM mobile services operator. It has licenses to operate in 11 circles.

The company has a customer base of over 17 million. It is the first cellular company to

launch music messaging with Cellular Jockey, Background Tones, Group Talk, a voice

portal with Say IDEA and a complete suite of mobile email Services.

A brand known for many firsts, Idea was the first to launch GPRS and EDGE in the

country. Idea has received international recognition for its path-breaking innovations

when it won the GSM Association Award for "Best Billing and Customer Care Solution"

for 2 consecutive years.

IDEA Cellular is part of the Aditya Birla Group, India's first truly multinational

corporation. The group operates in 25 countries, and is anchored by over 1,25,000

employees belonging to 25 nationalities.

The Indian telecommunications market for mobile services is divided into 22 "Service

Areas" classified into "Metro", Category "A", Category "B" and Category "C" service

areas by the Government of India. These classifications are based principally on a Service

Area's revenue generating potential

Customer Service and Innovation are the drivers of this Cellular Brand. A brand known

for their many firsts, IDEA is the only operator to launch General Packet Radio Service

(GPRS) and EDGE in the country. IDEA has seen phenomenal growth since its

inception, the company's footprint idea is to first achieve critical mass, then drill deep

instead of spreading thin, however, does not increasing geographic footprint only, it also

drills deep and successfully attempts to provide excellent network coverage in all its

circles of operations.

BOTTOM FIVE COMPANIES

The Bottom five companies, on the basis of ‘Market Share’ as on 31st January, 2009 are:

1. Aircel Cellular Ltd. + Dishnet 2. Mahanagar Telephone Nigam Ltd. (MTNL)

3. BPL Mobile Communications Ltd.

4. HFCL Infotel Ltd.

5. Shyam Telecom Ltd.

2.3.5 AIRCEL + DISHNET

The Aircel Group is a joint venture between Maxis Communications Berhad of Malaysia

and Apollo Hospital Enterprise Ltd of India, with Maxis Communications holding a

majority stake of 74%.

Aircel commenced operations in 1999 and became the leading mobile operator in Tamil

Nadu within 18 months. In December 2003, it launched commercially in Chennai and

quickly established itself as a market leader – a position it has held since.

Aircel began its outward expansion in 2005 and met with unprecedented success in the

Eastern frontier circles. It emerged a market leader in Assam and in the North Eastern

provinces within 18 months of operations. Till today, the company gained a foothold in

14 circles including Chennai, Tamil Nadu, Assam, North East, Orissa, Bihar, Jammu &

Kashmir, Himachal Pradesh, West Bengal, Kolkata, Kerala, Andhra Pradesh, Karnataka

and Delhi.

The Company has currently gained a momentum in the space of telecom in India post the

allocation of additional spectrum by the Department of Telecom, Govt. of India for 13

new circles across India. These include Delhi (Metro), Mumbai (Metro), Andhra Pradesh,

Gujarat, Haryana, Karnataka, Kerala, Madhya Pradesh, Maharashtra & Goa, Rajasthan,

Punjab, UP (West) and UP (East).

Aircel has won many awards and recognitions. Voice and Data gave Aircel the highest

rating for overall customer satisfaction and network quality in 2006. Aircel emerged as

the top mid-size utility company in Business world’s ‘List of Best Mid-Size Companies’

in 2007. Additionally, Tele.net recognized Aircel as the best regional operator in 2008.

With over 16 million customers in the country, Aircel, the fastest growing telecom

company in India, has revved up plans to become a full-fledged national operator by end

of 2009.

2.3.6 MTNL

Mahanagar Telephone Nigam Limited (MTNL) was set up in 1st April of the year 1986 by the Government of India to upgrade the quality of telecom services, expand the

telecom network, introduce new services and to raise revenue for telecom development

needs of India's key metros, Delhi (the political capital) and Mumbai (the business capital

of India). The company has also been in the forefront of technology induction by

converting 100% of its telephone exchange network into the state-of-the-art digital mode.

MTNL as a company, over last nineteen years, grew rapidly by modernizing the network,

incorporating the State-of-the-art technologies and a customer friendly approach. The

Company providing various types of telecommunication services including Telephone,

telex, wireless, data communication, telematic and other like forms of communication

(Internet).

First digital exchange world technology brought to India by the company during the year

1986. Phone Plus services was offered by the company in the year 1988, it gives

multiplied benefits to telephone users. During the year 1992, the company introduced

Voice Mail Service. MTNL had introduced the Integrated Services Digital Network

(ISDN) services in the period of 1996. Apart from this IVRS (Interactive Voice Response

System) like local assistance changed number information, and fault booking system

ensuring round the clock service, a CD-ROM version of the telephone directory and an

on-line directory enquiry through PC was introduced during the year 1997. To facilitate

the clientele, MTNL launched the country's first toll-free service in Delhi in the period of

1998. During the year 1999, MTNL brought in the most widely using service called

Internet (Network of Networks), the extreme level of information exchange.

During the year 2001, the company launched GSM Cellular Mobile service under the

brand name Dolphin and in the same year MTNL also launched Wireless in Local Loop

(WLL) Mobile services under the brand name Garuda.

The Company established Wi-Fi & digital certification services in the identical year.

MTNL bagged the award for excellence in cost reduction in the year 2004. State of the

art training centre of the company 'CETTM' was commissioned in the year of 2004. The

Company introduced the broadband services under the brand name of 'TRI BAND'

during the year 2005. MTNL-STPI IT Services Ltd is a 50:50 Joint Venture between

Software Technology Parks of India (STPI) and the company. The Company has

restructured Millennium Telecom Ltd (MTL) as a Joint Venture company of MTNL and

BSNL with 51% and 49% equity participation respectively.

To remain market leader in providing world class Telecom and IT related services at

affordable prices, the company partaking its all efforts in the same business area and

MTNL wants to become a global player, also find a place in the Fortune 500' companies.

2.3.7 BPL MOBILE COMMUNICATIONS LTD.

BPL Mobile Communications Limited popularly known as BPL Mobile is an India-based

telecommunication service providing company. BPL Mobile Communications Limited is

an offshoot of the legendary business conglomerate ESSAR group. BPL Mobile

Communications Limited was established in the year 1995 and it is presently operating in

only in the city of Mumbai. BPL Mobile Communications Limited has revolutionized the

Indian mobile telecommunication industry. Within a short span of time the subscriber

base of BPL Mobile Communications Limited has reached the 1 million mark. This

gigantic mobile telecommunication company of India has grown in leaps and bounds and

it offers seamless service to its customers spread across Mumbai. Further, BPL Mobile

has gained tremendous popularity due to its competitive pricing of tariffs. BPL Mobile

offers high-class mobile service to its wide pool of Mumbai subscribers.

Further, it ranks very high on parameters like, customer satisfaction, billing

performance, voice quality etc and was thus ranked first in the category of Global System

for Mobile Communications (GSM) and Code Division Multiple Access (CDMA) of

mobile service providers, operating in Mumbai. Superior coverage and optimum sound

clarity are the strengths of BPL Mobile. BPL Mobile Communications Limited provides

its customers with world class mobile services, through the use of state-of-the-art

technology and network and this includes use of unique network design, the Qualnet,

Camel Phase 2 Intelligent Network (IN) platform and GPRS facilitating ultra modern

services like Multimedia Messaging Services (MMS), mobile browsing and Java based

mobile phone games. Mr. S. Subramaniam, CEO of the company, heads this leading

telecommunication company of India.

The products and services offered by BPL Mobile Communications Limited are as

follows -

Prepaid Connections

Postpaid Connections

Prepaid Recharge Coupons

Bill Payments

Value Added Services (VAS)

Service Inquiries

SIM Replacements

Handset Sales

2.3.8 HFCL INFOTEL LTD.

Incorporated on 2 Aug.'46, The Investment Trust of India (ITI) is managed by chairman and managing director B K Kothari. During 2002-03 the name of the Company changed

to HFCL Infotel Ltd, as part of Company's diversification and restructuring programme,

HFCL Infotel Ltd ('transferor Company') a telecommunication Company operating in the

Punjab Circle merged with the Company through a Scheme of Amalgamation and

decided to hive off the business of Hire Purchase, Finance, Leasing and Securities

Trading by way of an outright sale with effect from 1st September 2002 to its wholly

owned subsidiary 'Rajam Finance & Investments Company (India) Ltd' now renamed as

'The Investment Trust of India Ltd'

Other group companies are Kothari Sugars and Chemicals and Madras Safe Deposit. In

Sep.'94, it came out with a rights issue of 21.79 lac shares (premium: Rs 30) aggregating

Rs 8.72 cr, to augment long-term working capital. The company is mainly engaged in

hire purchase, lease financing and investments. Its clients include individuals, firms as

well as corporate bodies.

ITI's business activities include sugar, petrochemicals, industrial alcohol, etc. It has two

subsidiaries -- ITI Pioneer AMC and ITI Capital Markets. ITI Pioneer AMC has

promoted Kothari Pioneer Mutual Fund. ITI has invested 55% of its capital in ITI Pioneer

AMC and the remaining 45% has been subscribed to by Pioneering Management

Corporation, US. During 1995-96, ITI Pioneer AMC Limited ceased to be a subsidiary of

the company. During 1997-98, The Company’s holding in ITI Capital Market Ltd was

sold to Kothari Pioneer AMC Ltd.

During 2003-04, The Company launched its Prepaid Mobile product and a complete

range of innovative value Added Services and Data products were launched in May 2004,

by the introduction of DSL-high speed Internet product. The company became the first

service provider to have launched DSL services in the state of Punjab and Chandigarh.

During 2004-05, The Company expanded its services to 125 cities/towns with 2.47 lacs

subscribers in Punjab.

The company is planning a venture into Video and Cable TV Services and making triple

play services by an expansion into the neighbouring states of Punjab. A wholly owned

subsidiary, Connect Broadband Services Limited was formed on July 2004, for the above

purpose.

The Company's services namely, Fixed Line Telephoney, Mobile Telephoney,

Broadband Internet Access and Data Networking Access are offered under the brand

name 'CONNECT'.

Chapter 4

CONCEPTUAL FRAMEWORK

Analysis of Financial Statements/Financial Analysis/Financial Statements Analysis

Financial Statements are the summarized statements of accounting data produced at the

end of the accounting process by an enterprise through which it communicates

accounting information to the external users. The external users can be investors, lenders,

suppliers and trade creditors, customers, government and their agencies, public at large

and employees. Analysis of Financial Statements is a systematic process of the critical

examination of the financial information contained in the financial statements in order to

understand and make decisions regarding the operations of the firm.

Customarily, a set of financial statements include:

(i) Balance Sheet

(ii) Profit and Loss Account

(iii) Schedules and notes forming part of the Balance Sheet and Profit & Loss Account

4.1 Essentials of Financial Statements

1. Accurate information

2. Understandability

3. Comparable

4. Verifiable

5. Relevant

6. Timeliness

4.2 Parties interested in Financial Statements or Users of Financial

Statements 1. Investors and Potential Investors

2. Creditors

3. Customers

4. Employees and Trade Unions

5. Government and its Agencies

6. Stock Exchange

4.3 Tools of Analysis of Financial Statements

Ratio Analysis Cash Flow Statements

4.3.1 RATIO ANALYSIS

A Ratio gives the mathematical relationship between one variable and another. Ratio

analysis helps in valuing the firm in quantitative terms. Ratios are classified as follows:

1. Liquidity Ratios

2. Turnover Ratios

3. Profitability Ratios

4. Ownership Ratios

1. Liquidity Ratios

Liquidity implies firm’s ability to pay its debts in short run. This ability can be

measured by Liquidity Ratios. Current Ratio and Quick Ratio are the two ratios which

directly measure Liquidity. Receivables turnover Ratio and Inventory Turnover Ratio

are the two ratios which in directly measure Liquidity.

A. Current ratio = Current Assets Current Liabilities

Current assets which are converted into cash within one year. Current liabilities are liabilities which are to be repaid within a period of 1

year.

IDEAL RATIO = 2:1

B. Quick ratio or Liquid ratio or Acid Test ratio = Quick Assets/Liquid Assets Current Liabilities

Quick Assets = Current Assets – Inventories- Prepaid expenses Ratio of quick assets to quick liabilities. Quick assets which can be converted

into cash very quickly. Quick liabilities are liabilities which have to be

necessarily paid with in 1 year.

IDEAL RATIO = 1:1

2. Turnover Ratios (Activity Ratios)

A. Accounts Receivable Turnover ratio or Debtors Turnover Ratio

= Net Credit Sales Average Accounts Receivables

Average Accounts Receivables = Opening receivables + Closing receivables 2

It shows the Relationship between debtors and sales

B. Inventory Turnover Ratio = Cost of goods Sold Average Inventory

It indicates no. of times stock has been turned into sales in a year Ideal Ratio = 8

Cost of goods sold = Sales – gross profit

Average Inventory = Opening Stock + Closing Stock 2

Stock Conversion Period = Cost of goods Sold * No of days in a

year/Average Inventory

C. Creditors Turnover ratio = Net Credit Purchases Average Creditors

Average Creditors = Opening Creditors + Closing Creditors 2

Relationship between Creditors and Purchases

3. Profitability or Efficiency Ratios

These Ratios measure the efficiency of forms activities and its ability to generate profits.

(i) Gross Profit Margin Ratio

(ii) Net Profit Margin Ratio

(iii) Return On Equity

(i) Gross Profit Margin Ratio = Gross Profit

Net Sales

(ii)

Gross Profit = Sales – Cost of goods sold

Net Sales = Sales – Sales Return - Excise Duty

There is no Ideal Ratio. Higher the ratio better will be the performance of

the business.

Net Profit Margin Ratio = Net Profit

Net Sales

It measures the overall efficiency of production, administration, selling,

financing, pricing and tax management. It shows the result of overall

operation of the firm.

4. Ownership Ratios

Capital Structure Ratios

a) Debt Equity Ratio = Debt Equity

= Long Term Liabilities + Current Liabilities Share Holders Funds

Ratio 2 or Less – Exposes Its Creditors Lesser Risk Ratio >2 – Exposes Its Creditors Higher Risk

4.3.2 CASH FLOW STATEMENT

Introduction of Cash

Cash, the most liquid asset, and also referred to as the life blood of a business enterprise

is of vital importance to the daily operation of business firms. Its efficient management is

crucial to the solvency of business because cash is the focal point of the fund flow in a

business. ‘Cash’ refers to the cash as well as bank balance of the company to the end of

the accounting period, as reflected in the balance sheet of the company. While the profits

reflects the earning capacity of the company and cash reflects its liquidity position.

Introduction of Cash Flow

CASH FLOW is the movement of cash and its equivalents. It includes the inflow and the

outflow of cash during a particular period. All transactions which lead to increase in cash

and cash equivalents are classified as inflows of cash and all those transactions which

lead to decrease in cash and cash equivalents are classified as outflows of cash.

Cash Flow Statement is prepared with an objective to highlight the sources and uses of cash and cash equivalents for a period. Cash Flow Statement is classified

under operating activities, investing activities and financing activities.

Chapter 5

ANALYSIS

AND

INTERPRETATION

S. No. Telecom Players

RATIO ANALYSIS

5.1 CURRENT RATIO

2004-05 2005-06 2006-07 2007-08 2008-09

Projected

2009-10 1 2

3 4 5

BSNL MTNL.

TATA TELECOM BHARTI AIRTEL IDEA CELLULAR

IDEAL RATIO = 2:1

1.75 1.29 1.84 0.47 2.45

Figure 5.1

1.98 1.34 1.19 0.44 0.74

2.46 1.34 1.08 0.47 0.87

2.47 1.35 1.44 0.57 0.43

2.25 1.35 1.31 0.69 0.36

2.63 1.37 1.13 0.70 0.21

Interpretation of figure 5.1

The two basic components of this ratio are current assets and current liabilities. Current

assets include cash and those assets which can be easily converted into cash within a

short period of time, generally, one year, such as marketable securities or readily

realizable investments, bills receivables, sundry debtors, (excluding bad debts or

provisions), inventories, work in progress, etc. Prepaid expenses should also be included

in current assets because they represent payments made in advance which will not have to

be paid in near future.

Current liabilities are those obligations which are payable within a short period of tie

generally one year and include outstanding expenses, bills payable, sundry creditors,

bank overdraft, accrued expenses, short term advances, income tax payable, dividend

payable, etc.

A relatively high current ratio is an indication that the firm is liquid and has the ability to

pay its current obligations in time and when they become due. On the other hand, a

relatively low current ratio represents that the liquidity position of the firm is not good

and the firm shall not be able to pay its current liabilities in time without facing

difficulties. An increase in the current ratio represents improvement in the liquidity

position of the firm while a decrease in the current ratio represents that there has been a

deterioration in the liquidity position of the firm. A ratio equal to or near 2 : 1 is

considered as a standard or normal or satisfactory. The idea of having double the current

assets as compared to current liabilities is to provide for the delays and losses in the

realization of current assets. However, the rule of 2 :1 should not be blindly used while

making interpretation of the ratio. Firms having less than 2 : 1 ratio may be having a

better liquidity than even firms having more than 2 : 1 ratio. This is because of the reason

that current ratio measures the quantity of the current assets and not the quality of the

current assets. If a firm's current assets include debtors which are not recoverable or

stocks which are slow-moving or obsolete, the current ratio may be high but it does not

represent a good liquidity position.

Current Ratio of BSNL is increasing for each subsequent year i.e. from 1.75 in year

2004-05 to 2.25 in 2008-09. Forecast on the basis of regression analysis for the year

2009-10 current ratio is 2.63. This indicates that the company can successfully pay off its

debt while at the same time still have cash left over to continue operating. This is also

because of slow nature of Debt collection which makes company less liquid than what it

looks like in the trend.

The Current Ratio of MTNL and Tata Telecom is flatter over the subsequent year which

means company is maintaining significant liquidity over the period of time. Their

projected current ratio of the year 2009-10 is somewhat similar to the 2008-2009 i.e. 1.37

is projected for 2009-10 and 1.35 is the actual of 2008-09 for the MTNL.

Current Ratio of Bharti Airtel Ltd. is 0.69 for the year 2008-2009. This means that the

company is having fewer assets to cover the liability and also the investors should be

weary of the fact that the company cannot pay off its short-term debt if necessary

Current Ratio of IDEA is declining over the period of time i.e. 2.45in the year 2004-05 to

.36 for the year 2008-2009 and projected to be reduced till 0.21 for the year 2009-10.

This means that the company is having fewer assets to cover the liability and also the

investors should be weary of the fact that the company cannot pay off its short-term debt

if necessary and hence company’s liquidity position is very bad as compared to any other

telecom operator.

Conclusion

From the above figure we can easily state that among all the telecom operator BSNL is

having highest current ratio and it represent that BSNL is having very good liquidity and

can pay off their short term liability very easily as they are marinating huge cash reserves.

5.2 Earning Per Share

Projected S. No. Telecom Players 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

1 BSNL 15.65 15.28 14.03 4.44 1.15 1.08 2 MTNL. 15.05 9.21 7.4 6.46 5.45 2.129 3 4

TATA TELECOM BHARTI AIRTEL

26.54 6.53

16.83 16.44 10.62 21.27

10.68 32.9

18.1 40.79

10.809 49.662

5 IDEA CELLULAR 0.1 0.56 1.94 3.96 3.96 5.44

Figure 5.2

Interpretation of Figure 5.2

The earnings per share is a good measure of profitability and when compared with EPS

of similar companies, it gives a view of the comparative earnings or earnings power of

the firm. EPS ratio calculated for a number of years indicates whether or not the earning

power of the company has increased.

EPS of majority of the company have been reduced significantly except Bharti Airtel and

Idea Cellular. Earning Per Share of BSNL have been reduced from 15.65 (2004-05) to

1.15 (2008-09) and projected from the regression analysis that it will reduce in 2009-10

to 1.08. This may be mainly because of decrease in income of services over the period of

time. Decrease in income from services can be attributed to increase in competitive

rivalry as various international players like Vodafone and Reliance came into the Indian

market with improved technology and made tariff wars to attract the customers.

EPS of Bharti Airtel have been increased significantly over the years i.e. 6.53 (2004-

05) to 40.79 (2008-09) and projected to be 49.662(2009-10).This is because of

improvement of technology by the company over the years as compared to other players

like BSNL which made the company to capture the market share of these companies who

doesn’t go in tandem with the changing technology.

Conclusion

From Earning per Share perspective Bharti Airtel is considered to be most attractive

company as the company’s earning potential have been increased irrespective of the

increase in competition in the Indian telecom market.

Market leaders of 2004-05 like BSNL and MTNL are having tough time because

their market share as well as profit margins has been reduced over the period of time

which leads to significant reduction in the earning power of the companies.

5.3 Debtor Turnover Ratio

S. No. Telecom Players 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 1

2 3

BSNL

MTNL. TATA TELECOM

5.03 3.29

6.3

5.73 3.51 5.62

6.2 4.12 4.78

5.92 4.95 3.25

6.41 5.365 3.12

6.743 5.924 1.995

4 BHARTI AIRTEL 11.38 12.57 14.31 12.28 12.78 13.417 5 IDEA CELLULAR 17.74 20.01

Figure 5.3

35.89 38.28 47.355 55.105

Interpretation of Figure 5.3

Figure 4.3 represents the Debtor Turnover Ratio of companies over past five year and the

projected ratio for 2009-2010.

A concern may sell goods on cash as well as on credit. Credit is one of the important

elements of sales promotion. The volume of sales can be increased by following a liberal

credit policy. The effect of a liberal credit policy may result in tying up substantial funds

of a firm in the form of trade debtors (or receivables). Trade debtors are expected to be

converted into cash within a short period of time and are included in current assets.

Hence, the liquidity position of concern to pay its short term obligations in time depends

upon the quality of its trade debtors.

Accounts receivable turnover ratio or debtor’s turnover ratio indicates the number of

times the debtors are turned over a year. The higher the value of debtor’s turnover the

more efficient is the management of debtors or more liquid the debtors are. Similarly, low

debtors turnover ratio implies inefficient management of debtors or less liquid debtors. It

is the reliable measure of the time of cash flow from credit sales. There is no rule of

thumb which may be used as a norm to interpret the ratio as it may be different from firm

to firm.

Debtor Turnover Ratio of BSNL is 6.41 for the year 2008-2009. So the debtor velocity is 365/6.41 which comes out as 56.94 days i.e. BSNL takes on an average 57 days to

collect its money back from the debtors, which is again higher than the industry

standards. Projected Debtor turnover for 2009-10 to improve and reach to 6.74 which

mean on average 54 days to convert the debtors into cash.

Debtor Turnover Ratio of Bharti Airtel Ltd. is 12.78 for the year 2008-2009. So the

debtor velocity is 365/12.78 which comes out as 28.56 days i.e. Bharti takes on an

average 28 days to collect its money back from the debtors, which is again lower than as

compared to the industry. Projected Debtor turnover ratio to improve and reach to 13.41

which mean 27 days to convert debtor into cash.

Debtor Turnover Ratio of IDEA is 47.33 for the year 2008-2009. So the debtor velocity

is 365/47.33 which comes out as 7.71 days i.e. IDEA takes on an average 8 days to

collect its money back from the debtors, which is a good sign for the company and

highest amongst the industry. Projection for 2009-10 is 55.10 which means only 6 days

are taken to convert debtors into cash.

Debtor Turnover Ratio for Tata Telecom is worse amongst the industry and its

position to convert debtors into cash has been deteriorating over the years ie from 6.3 in

2004-05 to 3.12 in 2008-09 which means now they take 117 days to convert debtors into

cash. So it is the sign of unattractiveness of the company.

Debtor Turnover Ratio of MTNL is- 5.36 for the year 2008-2009. So the debtor

velocity is 365/5.36 which comes out as 68 days i.e. MTNL takes on an average 68 days

to collect its money back from the debtors, which is again higher when compared to the

industry standards of 57 days (BSNL).

Conclusion

Among all the players of telecom industry Idea and Bharti both have good liquidity

position because their ability to convert debtors into cash is better from any other player

in the industry which also signifies that their risk of loss due to bad debt will becomes

low. BSNL is maintaining very low debtor turnover ratio which can be because of liberal

credit which they offer to their customers.

5.4 Debt Equity Ratio Projected

S. No. Telecom Players 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 1 2 3 4

BSNL TATA TELECOM BHARTI AIRTEL IDEA CELLULAR

0.31 -------

1.1 2.58

0.29 0.02 0.65 4.96

Figure 5.4

0.26 0.03 0.47 1.95

0.24 0.12 0.33 1.84

0.27 0.34 0.28

1.525

0.235 0.39 0.22

1.002

Interpretation of Figure 5.4

Debt to equity ratio indicates the proportionate claims of owners and the outsiders against

the firms assets. The purpose is to get an idea of the cushion available to outsiders on the

liquidation of the firm. However, the interpretation of the ratio depends upon the

financial and business policy of the company. The owners want to do the business with

maximum of outsider's funds in order to take lesser risk of their investment and to

increase their earnings (per share) by paying a lower fixed rate of interest to outsiders.

The outsider’s creditors) on the other hand, want that shareholders (owners) should invest

and risk their share of proportionate investments. A ratio of 1:1 is usually considered to

be satisfactory ratio although there cannot be rule of thumb or standard norm for all types

of businesses. Theoretically if the owner’s interests are greater than that of creditors, the

financial position is highly solvent. In analysis of the long-term financial position it

enjoys the same importance as the current ratio in the analysis of the short-term financial

position.

Debt-to-Equity Ratio of BSNL is 0.27 for the year 2008-09 which means that company

is using very less debt instruments while it is relying more on the shareholders capital.

This also indicates the company’s assets are primarily supplied with equity.

Debt-to-Equity Ratio of Tata telecom is 0.34 for the year 2008-2009 which means that company is using its debt instruments in very less quantity while it is relying more on the

shareholders capital. There is the continuous trend in the use of debt instrument by the

company ie. Company was not using debt in 2004-05 and .02 in 2005-06 and expected to

be .39 till 2009-10.

Debt-to-Equity Ratio of Bharti Airtel Ltd. is 0.28 for the year 2008-2009 which means that company is not using its debt instruments while it is relying more on the shareholders

capital. This also indicates the company’s assets are primarily supplied with equity.

Debt-to-Equity Ratio of Idea cellular is 1.52 for the year 2008-2009, which means that

company using more of debt instruments. This also indicates the company’s assets are

primarily supplied with debt.

Debt-to-Equity Ratio for MTNL is 0 for the year 2009-2010, which means the

company is totally dependent on Equity.

Conclusion

It can be concluded that all the major telecom companies are relying more on the equity

capital and not using debt instrument as the major source for financing the assets. Public

players like MTNL are not using at all and other companies like BSNL are using them in

very low quantity because of risky nature of return of telecom sector over the period of

time.

5.5 RETURN ON CAPITAL EMPLOYED

Projected S. No. Telecom Players 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

1

2 3 4 5

BSNL MTNL. TATA TELECOM BHARTI AIRTEL IDEA CELLULAR

10.09 10.16 11.41 19.27

7.52

9.94 5.95

11.52 20.74

10.44

Figure 5.5

9.05 6.77

10.28 29.06

14.96

4.97 6.48 6.53

27.95 16.92

1.46 4.785

6.23 28.4

20.64

0.433 3.763 4.589

32.725 23.912

Interpretation of Figure 5.5

The prime objective of making investments in any business is to obtain satisfactory return

on capital invested. Hence, the return on capital employed is used as a measure of success

of a business in realizing this objective. Return on capital employed establishes the

relationship between the profit and the capital employed. It indicates the percentage of

return on capital employed in the business and it can be used to show the overall

profitability and efficiency of the business.

Return on capital employed ratio is considered to be the best measure of profitability in

order to assess the overall performance of the business. It indicates how well the

management has used the investment made by owners and creditors into the business. It

is commonly used as a basis for various managerial decisions. As the primary objective

of business is to earn profit, higher the return on capital employed, the more efficient the

firm is in using its funds.

Return on Capital Employed Ratio of BSNL is 1.46 for the year 2008-2009, which

indicate that the company is earning 1.46 percent return on the net capital employed by

company that consists of fixed assets, investments and net working capital. ROCE of the

company is deteriorating with each succeeding year because increase in number of

competitor with each year which lead to decrease in market share in due to which income

from services have been declining. Further more investments are required by the co. to

acquire new technology like 3g which will provide return in coming years. As the trend

says the Return on capital will fall in the coming years and will be around .433 percent.

Return on Capital Employed Ratio of MTNL is 4.785 for the year 2008-2009, which

indicate that the company is earning 4.8 percent return on the total capital employed that

consists of fixed assets , investments and net working capital. Projected return on capital

is even worse ie. 3.76 for 2009-10.

Return on Capital Employed Ratio of Tata telecom is 6.23 for the year 2008-2009,

which indicate that the company is earning 6.2 percent return on the total capital

employed that consists of fixed assets, investments and net working capital. Projected

return on capital is even worse ie. 4.58 For 2009-10.

Return on Capital Employed Ratio of Bharti is 28.4 for the year 2008-2009, which

indicate that the company is earning 28.4 percent return on the total capital employed that

consists of fixed assets , investments and net working capital. Projected return on capital

is even better i.e. 32.76 For 2009-10. Company is having positive trend of return on

capital employed.

Return on Capital Employed Ratio of Idea is 20.64 for the year 2008-2009, which

indicate that the company is earning 28.4 percent return on the total capital employed that

consists of fixed assets , investments and net working capital. Projected return on capital

is even better ie. 23.91 for 2009-10.It is the one of the few company in telecom sector

with positive trend of return on capital employed.

Conclusion

Return on capital employed is one of the key ratios that determine the fate of the

company in the future. Through the graphs we can easily see that most of the companies

are having negative trend in the past years due to their inability to meet the competition

and rapid changes in technological environment. Only few of the private players like

Bharti and Idea have improved their return on capital and have positive trend in the

returns over the past 5 years. So it is obvious that for the survival of the major public

players like BSNL and MTNL rapid changes in strategies need to be adopted and

structure and polices adopted by Bharti and IDEA needs to be considered and reviewed

by them.

S. No. Telecom Players

5.6 Price Earning Ratio

2006-2004-05 2005-06 07

Projected

2007-08 2008-09 2009-10

1 2 3 4 5

BSNL MTNL. TATA TELECOM BHARTI AIRTEL IDEA CELLULAR

--------- 8%

13% 26%

2%

Figure 5.6

59% 34% 5% 4%

7% 7% 27% 35% 18% 23%

8% 3% 4%

30% 29%

2% 1% 7%

28% 39%

Interpretation of Figure 5.6

A valuation ratio of a company's current share price compared to its per-share earnings.

Calculated as:

In general, a high P/E suggests that investors are expecting higher earnings growth in the

future compared to companies with a lower P/E. However, the P/E ratio doesn't tell us the

whole story by itself. It's usually more useful to compare the P/E ratios of one company

to other companies in the same industry, to the market in general or against the

company's own historical P/E. It would not be useful for investors using the P/E ratio as a

basis for their investment to compare the P/E of a technology company (high P/E) to a

utility company (low P/E) as each industry has much different growth prospects.

Conclusion

From the figure 4.6 we can easily state that only expectation of investors of Bharti and Idea is growing i.e. the P/E ratio of Bharti Airtel and Idea is growing with each

successive year but expectation from Idea is growing at increasing rate which means idea

is one of the emerging leader in the industry and its expectations have been outperformed

from the entire industry i.e. According to the projection of 2009-10 P/E of Bharti is 31%

whereas Idea is 48%. P/E of BSNL was the highest in 2005-06 when it was the leader of

the industry but as the time passes expectation of the investors have been declined and

now it is only 8 % and projected to be only 5%.

5.7 NET PROFIT MARGIN RATIO Projected

S. No. Telecom Players 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 1 2 3 4 5

BSNL MTNL.

TATA TELECOM BHARTI AIRTEL IDEA CELLULAR

30.4 16.1 22.2 14.8

1.6

24.7 9.7

12.1 17.8

6.2

22.5 8.5

11.2 22.5 11.4

9.3 7.7 8.9 24

15.3

2 3.9

13.25 22.58

20.2

-3.88 1.26

7.2 26.864

24.83

Figure 5.7

Interpretation of Figure 5.7

This ratio also indicates the firm's capacity to face adverse economic conditions such as

price competition, low demand, etc. Obviously, higher the ratio the better is the

profitability. But while interpreting the ratio it should be kept in mind that the

performance of profits also be seen in relation to investments or capital of the firm and

not only in relation to sales.

Net Profit Ratio of BSNL is 2 for the year 2008-2009, which is lower in comparison

with the industry ratio. This shows that BSNL had to pay other indirect expenses which

led to fall in the net profit. Through fig 4.8 we can also see that there is continuously

negative trend from year 2004-05 to 2009-10.If this trend continues than according to my

projection company would be in net loss in 2009-10 and the ratio would be around -3.88.

Net Profit Ratio of Bharti Airtel Ltd. is 22.58% for the year 2008-2009 which is higher

in comparison with the industry ratio, so this goes to show the efficiency of the operation

of the company. Company’s trend line shows that company is earning greater profits in

each successive year which makes company attractive in the industry. If the trend

continues than projected ratio for 2009-10 will be 26.86 % .

Net Profit Ratio of IDEA is 20.2 for the year 2008-2009 which is higher in comparison

with the industry ratio. According to the previous five year trends this company is one of

the fastest growing company and its profits are increasing at increasing rate as compared

to Bharti Airtel. So projection for 2009-10 will be 24.83 through regression analysis.

Net Profit Ratio of MTNL is 3.9 for the year 2008-2009, which is lower in comparison

with the industry ratio. It shows the inefficiency amongst the public sector undertaking.

Profits of the company are decreasing at an increasing rate which shows that highly

negative trend for the company and if it continues than projected ratio for 2009-10 will be

1.26.

Net Profit Ratio of TATA Telecom is 13.25 for the year 2008-2009, which is lower in

comparison with the industry ratio. Profits of the company is rebounded the year 2008-09

but on the whole company is providing negative trend line of its net profits and if it

continues than projected ratio for 2009-10 will be 7.2 .

Conclusion:

Net profit ratio shows that Bharti Airtel and Idea cellular are having positive trend in past five years. Company’s like BSNL and MTNL have to work hard to break out their

negative trend. Completely new attitude and professional management have to be adopted

by these public sector undertakings to compete with the private players like Bharti &

Idea.

5.8 ANALYSIS OF CASH FLOWS

5.8.1 Net Cash From Operating Activities Projected

S. No. Telecom Players 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 1 2

BSNL MTNL.

17469.6 18709.05 14139.96 10981.84 6843.81 4935.215 1212.71 213.31 357.64 2487.81 2060.275 2457.238

3 TATA TELECOM 323.24 1013.78 559.2 303.08 1086.67 902.042 4 5

BHARTI AIRTEL IDEA CELLULAR

3005.89 4547.2 8107.95 10459.85 11853.15 14676.96 ---- 822.15 1605.11 2502.22 3170.496 4010.531

Interpretation

Cash from operations represents the inflow of cash from primary activities of business.

From the above figure it is clearly stated that Cash from operations is highest of BSNL

17496.6 cr in 2004-05 but gradually it have been decreased to 6843.81cr which

represents the loss of revenue by the company in its primary activities. On the other hand

Companies like Bharti and Idea have increased their cash from operations in each

subsequent year and gained majority of revenue of telecom sector. In 2004-05 Bharti

Airtel is having 3005.89 cr as cash from operations which have increased to 11853.15 cr

So, Public sector companies like BSNL and MTNL have to take cost cutting measures as

adopted by Bharti and Idea to gain the revenues from its business.

5.8.2 Cash Used in Investing Activities

S. No. Telecom Players 2004-05 2005-06 2006-07 2007-08 2008-09 Projected

2009-10 1 BSNL 6,478.17 6,500.83 3,266.88 3,724.85 7,438.14 5,224.96 2 MTNL. 785.01 277.08 259.74 692.32 429.69 400.14 3 TATA TELECOM (76.44) 894.19 647.83 716.69 2,005.71 2,033.64 4 BHARTI AIRTEL 2,330.30 5,000.30 7,975.10 11,648.00 10,894.00 14,702.07 5 IDEA CELLULAR ---- 286.94 2,275.09 5,956.18 7,993.26 10,827.88

Interpretation

Cash used in investing activities represents cash outflow in procurement of Long term

assets which will yield return in the future. From the above figure it is clearly stated that

Cash used in investing activities is highest of BSNL 6478 cr in 2004-05 but gradually it

have been decreased which represents the lack of investments in long term assets by the

company as compared to other players in the industry. On the other hand Companies like

Bharti and Idea have increased their investments in assets in each subsequent year and

due to which they have enjoyed better returns in telecom sector. In 2004-05 Bharti Airtel

is having 2330.30 cr as cash from operations which have increased to 10894 cr in 2008-

5.8.3 Cash Used in Financing Activities

S. No. Telecom Players 2004-05 2005-06 2006-07 2007-08 2008-09 Projected

2009-10 1 BSNL 612 3,560 4,000 4,158 1,823 3736.835 2 MTNL. 423.09 395.24 287.49 294.83 227.03 177.777 3 TATA TELECOM 208.09 97.23 52.79 -389.14 -1204.38 -1240.48 4 BHARTI AIRTEL 4.2309 -376.35 -340.13 -898.03 672 56.50164 5 IDEA CELLULAR ---------- -558.01 -2340.07 -2131.29 -3106.7112 -3893.35

Interpretation

Cash used in financing activities represents the outflow of cash for the purpose of procurement of funds for business. From the above figure it is clearly stated that Cash

used by the BSNL in financing activities is highest in 2004-05 and it have been

increasing in each subsequent years which represent that BSNL is continuously engaged

in payment of dividends and interest for the borrowed funds and they are not raising

funds from market. On the other hand Companies like Bharti and Idea have decreased

their cash used in financing activities in each subsequent year which means that they have

raised equity and debt in the subsequent years to fund their assets due to which cash from

financing activities is increased in each year , which is good indicator for these

companies

Chapter 6

CONCLUSION

Conclusion

From the above finding and analysis various inferences can be drawn out which are as

follows :

BSNL is having highest current ratio which represents that BSNL is having very

good liquidity position and can pay off their short term liability very easily as they

are maintaining huge cash reserves.

From Earning per Share perspective Bharti Airtel is considered to be most

attractive company as the company’s earning potential have been increased

irrespective of the increase in competition in the Indian telecom market.

Market leader of 2004-05 BSNL is having tough time because its market share as

well as profit margins has been reduced over the period of time which leads to

significant reduction in the earning power of the companies.

Among all the players of telecom industry Idea and Bharti both have good debt

collection power because their ability to convert debtors into cash is better from

any other player in the industry which also signifies that their risk of loss due to

bad debt is least. BSNL is maintaining very low debtor turnover ratio which can

be because of liberal credit which they offer to their customers but it may prove

dangerous to the company.

All the major telecom companies are relying more on the equity capital and not

using debt instrument as the major source for financing the assets. Public players

like MTNL are not using at all and other companies like BSNL are using them in

very low quantity because of risky nature of return of telecom sector.

Return on capital employed is one of the key ratios that determine the fate of the

company in the future. Through the graphs we can easily see that most of the

companies are having negative trend in the past years due to their inability to meet

the competition and rapid changes in technological environment. Only few of the

private players like Bharti and Idea have improved their return on capital and

have positive trend in the returns over the past 5 years.

P/E of BSNL was the highest in 2005-06 when it was the leader of the industry

but as the time passes expectation of the investors have been declined and now it

is only 2 % and projected to be only 1%.

Net profit ratio shows that Bharti Airtel and Idea cellular are having positive trend

in past five years. Company’s like BSNL and MTNL have to work hard to break

out their negative trend.

Cash from operations was highest of BSNL 17496.6 cr in 2004-05 but gradually it

had been decreased to 6843.81cr which represents the loss of revenue by the

company in its primary activities. On the other hand Companies like Bharti and

Idea have increased their cash from operations in each subsequent year and gained

majority of revenue of telecom sector.

Cash used in investing activities is highest of BSNL 6478 cr in 2004-05 but

gradually it have been decreased which represents the lack of investments in long

term assets by the company as compared to other players in the industry. On the

other hand Companies like Bharti and Idea have increased their investments in

assets in each subsequent year and due to which they have enjoyed better returns

in telecom sector.

Cash used in financing activities is highest in 2004-05 and it have been increasing

in each subsequent years which represent that BSNL is continuously engaged in

payment of dividends and interest for the borrowed funds and they are not raising

funds from market. On the other hand Companies like Bharti and Idea have

decreased their cash used in financing activities in each subsequent year which

means that they have raised equity and debt in the subsequent years to fund their

assets due to which cash from financing activities is increased in each year ,

which is good indicator for these companies

So from the above inferences it can be concluded that BSNL is having very weak

financial position as compared to Bharti Airtel and Idea Cellular. Trends of previous 5

years have shown that company has slowly deteriorated his position ie. From the leader

to loser.If the same trend continues in the next few years than we can see death of this

giant company.

6.2 SUGGESTIONS

From the personal observations and the above analysis various subjective recommendations which can be given to the company as follows:

It is the right time to cut down the employee’s force, by giving them voluntary retirement or by any other method and give chance to new guns.

Use better & high tech methods of advertising, so that more & more subscriber

attract towards BSNL

Should try to decrease expenditure especially in the employee’s remuneration &

benefit area.

Should increase the service quality as well as better customer care service.

Should work towards 3 G phones, means high speed streaming video, gaming,

video messaging, and even mobile TV.

There are several global players keen to enter India. Like Telenor, China mobile,

Telephonic, SK telecom, NTT DoComo, Orson. Their entry will make the market

even more competitive. So, should be ready for new competition. Provide better customer care service and provide them maximum satisfaction.

Findings of the BSNL company:

the BSNL company current assets are increased because the company because the company cash&bank balances ,and sundry debtors .

the BSNL company fixed assets are decrease because the company net block is decreased comparing between 2010&2011 and the company accumulated depreciation is also increased.

And the BSNL company current liabilities are increased because the company the company current liabilities and provisions are increased.

The company loan funds are also decreased because the company un secured loans are decreased -38%.

The BSNL company source of funds are also increased because the company reserves&surpluse are increased .

Findings of the airtel company: the airtel company current assets are increased . the airtel company fixed assets are increased because the company the company fixed assets

are increased yearly and the company working in progrease is decreased comparing between 2010&2011.

The airtel company current liabilities are increased because the company short term liabilities and provisions are increased comparing between 2010&2011.

Suggestions of the BSNL company:

The BSNL company current assets are increased comparing between 2010&2011 its good so the company try to increase the current assets.

The BSNL company fixed assets are decrease because the company fixed assets are have the high depreciation so the company try to decrease the depreciation of fixed assets.

The BSNL company current liabilities are increased because the company current liabilities&provisions are increased thetsfy the company decreased the provisions and short term liabilities.

The BSNL company loan funds are decreased but the company try to decreased the loan funds.

And the company source of funds are also decreased and try to follow this decrease. The company capital does not chaig so the company try to increase the capital of the

company.

Suggestions of the airtel company:

The airtel company current assets are increased but the company miscellaneous expenses are very decreased so the company try to increase the company miscellaneous expenses.

The company fixed assets are increased but the company try to increase the company fixed assets of the company.

The company current liabilities are increased because the company try to decrease the company short term liabilities and provisions also.

The airtel company loan funds are increased but the secured loans are decreased but the company try to decrease the un secured loans.

The company source of funds are increased so the company try to decrease the source of funds.

Chapter 7

LIMITATIONS

LIMITATIONS

Though the project is completed with proper planning and guidance with full dedication but still various limitations that have to be faced in the process of research are as follows:

Limited Time:- Although the staff at BSNL was highly cooperative and devoted

their valuable time but because of time constraint they were not able to devote

much time with us.

Lack of enthusiasm on the part of officials to provide the required data.

Lack of experience: There was no prior experience in the field of study , so it

became difficult to analyze and interpret the financial statements of the

companies.

Difficult to obtain the data of 2004-05 and 2005-06 as companies only maintains

data of 3 years in their operating systems and rest at some other place.

Uniformity of Content and Mode of preparation of financial statements was not

there among the various companies. So it became difficult to compare among

each other.

Chapter 8

BIBLIOGRAPHY

BIBLIOGRAPHY

Information has been sourced from namely, books, newspapers, journals,

industry portals, government agencies, industry news and developments and

through access to database.

http://www.BSNL.co.in

http://www.Google.com

http://www.traigov.in

http://www.Airtel.co.in

http://www.Vodafone.co.in

http://www.Reliance.co.in

http://www.Idea.co.in

http://www.capitaline.com/

http://www.wikipedia.org/

http://www.oecd.org/

http://www.legalserviceindia.com/

http://www.dot.gov.in/

http://www.economictimes.indiatimes.com/

http://www.ibef.org/

http://www.domain-b.com/

http://www.trai.gov.in/

http://www.perry4law.wordpress.com/

http://www.indianembassy.org/

http://www.financialexpress.com

http://www.pib.nic.in/

Annual Reports of BSNL of the years: 2004-05, 2005-06, 2006-07, 2007-08 and

2008-09.

Sharma Seema and Lokesh Singla (2009), “Telecom equipment Industry:

Challenges and Prospects”

R.P. Rustagi, Financial Management, Edition 2007-08

S.N. Maheshwari, Financial Management, Edition 2006-07

T.S Grewal, Analysis of Financial Statements, Edition 2007-08

Chapter 9

ANNEXURE

ANNEXURE BSNL

CONSOLIDATED PROFIT AND LOSS ACCOUNT

31st March 31st March 31st March 31st March 31st March

Particulars 2005 2006 2007 2008 2009

INCOME

(Rs. in Lakh) (Rs. in Lakh) (Rs. in Lakh) (Rs. in Lakh) (Rs. in Lakh)

Income from Services Other Income

EXPENDITURE Employees' Remuneration and Benefits Licence fee and Spectrum fee Administrative, Operating and Other Expenses Financial Expenses Depreciation

Profit before Prior period items Prior period items (Net) Profit before Extraordinary items Extraordinary items Profit before taxation Current Tax MAT Credit Deferred Tax Fringe Benefit Tax Wealth Tax Profit for the year after taxation Appropriation : Interim Dividends on Equity Share Capital Proposed Dividends: On Equity & Preference

3,345,004 264,001

3,609,005

839,302

330,236

805,196 2,929

962,486 2,940,149

668,856 -40,550

615,418 176,590 792,008

78,816 -

-175,933 992

-130,196

1,018,329

20,000

97,500

3,613,894 403,764

4,017,658

742,063

352,305

1,049,689 108,980 937,669

3,190,706

826,952 -40,550

786,402 58,296

844,698 80,130

-- -134,002

4,100 501

893,969

37,500

80,000

3,461,621 509,890

3,971,511

730,897

331,169

1,091,628 77,941

914,931 3,146,566

824,945 -9,564

815,381 ------

815,381 96,229

-19,470 -45,795

3700 130

780,587

50,000

67,500

3,235,953 569,387

3,805,340

880,891

315,213

1,111,675 86,254

969,610 3,363,643

441,697 3,458

445,155 ------

445,155 136,094

-2,171 6,448 3,700

145

300,939

30,000

120,00

3,026,857 554,335

3,581,192

1,136,323

264,635

1,137,797 44,325

852,341 3,435,421

145,771 -18,608

127,163

127,163 132,322

0 -66,569

3,800 125

57,485

0

0

Share Capital

Tax on Dividends Transfer to General Reserve Surplus carried to Balance Sheet Net Profit Earnings Per Share (In Rs.) Basic earnings per equity share

16,288

203,666

680,875 1,018,329

15.65

16,479

178,794

581,196 893,969

15.28

18,484

156,117

488,486 780,587

14.03

25,493

60,188

65,258 300,939

4.44

0

0

57,485 57,485

1.15

BSNL CONSOLIDATED BALANCE SHEET

Particulars

Shareholder’s Funds

As at 31st March 2005

As at 31st

March, 2006

As at 31st

March, 2007 As at 31st

March, 2008 As at 31st

March, 2009

Capital Reserves And Surplus Loan Funds

1,250,000 1,250,000 6,027,911 6,825,651

1,250,000 7,444,802

1,250,000 7,562,825

1,250,000 7,613,358

Unsecured Loans Deferred Tax Liability-Net

APPLICATIONS OF FUNDS

822,089 304,402

1,126,491

728,393 170,400

898,793

554,366 124,605

678,971

338,887 131,053

469,940

341,384 64,484

405,868

Fixed Assets 8,404,402 8,974,444 9,373,773 9,282,765 9,269,226 Gross Block 10,410,216 11,169,203 11,864,901 12,457,823 13,224,291 Less:-Depreciation Net Block

4,233,309 5,150,354 6,176,907 6,018,849

6,071,511 5,793,390

6,987,974 5,469,849

7,792,203 5,432,088

Capital Work-In-Progress Decommissioned Assets

457,226

8,045

382,048

7,346

256,860

6,444

266,562

389

492,864

4,644

INVESTMENTS Current Assets, Loan and Advances

6,642,178 6,408,243 20,000 20,000

6,056,694 20,000

5,736,800 20,000

5,929,596 20,000

Inventories

Sundry Debtors

224,535

663,703

278,922

630,205

242,847

558,066

322,006

546,551

457,258

472,054 Cash and Bank Balances

2,193,113 3,057,948 3,745,296 4,055,158 3,813,430

Other Current Asset - Accrued interest Loans and Advances

14,368

752,160

63,627

923,207

114,148

714,431

137,687

744,441

137,687

944,880

Less : Current Liabilities and Provisions Current Liabilities

3,847,879 4,953,909

1,461,541 1,612,324

5,374,788

1,667,919

5,805,843

1,739,788

5,774,861

2,072,702

Provisions 738,616 888,223 514,858 606,321 493,878

Net Current Assets 2,200,157 2,500,547 1,647,722 2,453,362

2,182,777 3,192,011

2,346,109 3,459,734

2,566,580 3,208,281

Inter/Intra CircleRemittance

94,502 92,839 105,068 66,231 111,349

Total 8,404,402 8,974,444 9,373,773 9,282,765 9,269,226

PARTICULARS

BSNL CASH FLOW STATEMENT

Year ended 31st Year ended 31st Year ended 31st Year ended 31st Year ended 31st March

A. Cash flow from operating activities: Net (loss)/profit before tax but after Prior period and Extraordinary items

Adjustments for:

Depreciation

Prior period depreciation

Interest/Finance charges

Interest Income

Loss/(Profit) on Fixed Assets sold Debts / Advances Written off Provision for Bad and Doubtful Debts

Excess provision written back Prior Period item other than depreciation Extraordinary Items

Other Provision

March 2005 (Rs. in Lakh)

792,008

962,486

54,293

2,929

-80,052

-618

73,437

26,403

-39,532

-855

-176,590

March 2006 (Rs. in Lakh)

844,698

937,669

21,231

108,980

-173,340

-851

47,059

159,518

-19,133

19,320

-58,296

March 2007 (Rs. in Lakh)

815,381

914,931

8,288

77,941

-281,123

-800

35,340

127,875

-21,676

1,276

-

March 2008 (Rs. in Lakh)

445,155

969,610

5,106

86,254

-403,324

-2,002

70,926

47,899

-80,829

-8,565

2009 (Rs. in Lakh)

127,163

852,341

4,189

44,325

-388,504

-2,165

91,453

85,640

-117,014

14,419

3,865

Operating profit before working capital changes

Adjustments for changes in working capital - Inter Circle Remittance

258,941 1,080,844 181,942 1,224,099 102,518 964,570 147,595 832,670 176,091 764,640

1,872,852 2,068,797 1,779,951 1,277,825 891,803

- Sundry Debtors

- Other Receivables

- Trade and Other Payables

-4,202

-77,517

-59,867

1,663

-94,637

-170,397

-12,229

-131,465

-67,776

38,837

-62,838

-54,335

-45,118

-83,612

-152,971

Cash generated from operations

-Taxes paid - Extraordinary Items

- Prior Period item other

-44,175 -185,760 145,474 -117,897

1,687,092 1,950,900

-117,576 -118,971

176,590 58,296

-685 -212,155 65,923 -12,413 326,506

1,567,796 1,265,412

-152,524 -175,793 -237,808

-

44,805

936,608

than depreciation Net cash from operating activities

855 59,869 -19,320 -79,995 -1,276 -153,800 8,565 -167,228 -14,419 -252,227

1,746,960 1,870,905 1,413,996 1,098,184 684,381

B. Cash flow from Investing activities:

Inventories Purchased/Sale

Purchase of fixed assets

Capital Work in Progress

Proceeds from Sale of fixed assets Interest Received

Net cash used in investing activities

C. Cash flow from financing activities:

Proceeds from long termborrowings Interest Paid

Interim Dividend Paid

Dividend Paid

Dividend Distribution Tax Paid Net cash used in financing activities

Net Increase/(Decrease) in Cash and Cash Equivalents Opening Cash and cash equivalents Cash and cash equivalent

Cash and cash equivalents comprise Cash, Cheques and Drafts (in hand) Balances with banks

-572 -976,301

125,689

133,273

70,094

-3,679

-3,068

-22,614

-31,800

179,993

-647,817

-61,161

1,037,982

1,155,133

2,193,113

-54,539 -882,441

78,066

84,750

124,081

-93,696

-108,358

-42,759

-111,174

-

3,094

-650,083

-355,986

864,835

2,193,113

3,057,948

24,723 -815,313

125,505

107,795

230,602

-174,027

-77,700

-50,000

-80,000

-18,233

2,704

-326,688

-399,960

687,348

3,057,948

3,745,296

-76,049 -717,309

-9,231

50,319

379,785

-300,000

-1,767

-30,000

-67,500

-16,570

2,569

-372,485

-415,837

309,862

3,745,296

4,055,158

-132,712 -860,242

-226,409

36,597

438,952

-

-41,901

-

-120,000

-20,394

2,415

-743,814

-182,295

-241,728

4,055,158

3,813,430

2,013,120 2,193,113 3,054,854 3,057,948 3,742,592 3,745,296 4,052,589 4,055,158 3,811,015 3,813,430

BHARTI AIRTEL BALANCE SHEET

Particulars

Sources Of Funds Total Share Capital Equity Share Capital Share Application Money Preference Share Capital

As at 31st March 2005

Rs. in crore

1,853.37 1,853.37

2.72 0

As at 31st

March, 2006

Rs. in crore

1,893.88 1,893.88

12.13 0

As at 31st

March, 2007

Rs. in crore

1,895.93 1,895.93

30 0

As at 31st

March, 2008

Rs. in crore

1,897.91 1,897.91

57.63 0

As at 31st

March, 2009

Rs. in crore

1,898.24 1,898.24

116.22 0

Reserves 2,675.38 5,437.42 9,515.21 18,283.82 25,627.38 Revaluation Reserves 2.13 2.13 2.13 2.13 2.13 Networth 4,533.60 7,345.56 11,443.27 20,241.49 27,643.97 Secured Loans Unsecured Loans Total Debt

3,959.88 1,034.41 4,994.29

2,863.37 1,932.92 4,796.29

266.45 5,044.36 5,310.81

52.42 6,517.92 6,570.34

51.73 7,661.92 7,713.65

Total Liabilities

Application Of Funds Gross Block Less: Accum. Depreciation Net Block

9,527.89

13,240.63

3,475.64 9,764.99

12,141.85

17,951.74

4,944.86 13,006.88

16,754.08

26,509.93

7,204.30 19,305.63

26,811.83 35,357.62

28,115.65 37,266.70

9,085.00 12,253.34 19,030.65 25,013.36

Capital Work in Progress 994.46 2,341.25 2,375.82 2,751.08 2,566.67 Investments 931.9 719.7 705.82 10,952.85 11,777.76 Inventories Sundry Debtors Cash and Bank Balance Total Current Assets Loans and Advances Fixed Deposits Total CA, Loans &

31.58 715.74 174.96 922.28

1,354.85 209.17

17.74 1,076.17

201.81 1,295.72 1,937.54

105.61

47.81 1,418.52

239.11 1,705.44 3,160.02

541.35

56.86 2,776.46

200.86 3,034.18 5,103.13

302.08

62.15 2,550.05

153.44 2,765.64 5,602.83 2,098.16

Advances 2,486.30 3,338.87 5,406.81 8,439.39 10,466.63 Deffered Credit 0 0 0 0 0 Current Liabilities 4,458.80 6,735.36 9,809.83 12,400.38 13,832.49 Provisions 249.32 537.44 1,232.84 1,961.95 634.4 Total CL & Provisions 4,708.12 7,272.80 11,042.67 14,362.33 14,466.89

Net Current Assets Miscellaneous Expenses

-2,221.82 58.35

-3,933.93 7.94

-5,635.86 2.66

-5,922.94 0.2

-4,000.26 0.09

Total Assets 9,527.88 12,141.84 16,754.07 26,811.84 35,357.62 Contingent Liabilities Book Value (Rs)

3,017.26 24.44

4,740.34 38.71

7,615.04 60.19

7,140.59 106.34

4,104.25 145.01

PARTICULARS

BHARTI AIRTEL PROFIT AND LOSS A/C

31st 31st 31st March March March 2005 2006 2007

31st March 2008

31st March 2009

Income Sales Turnover

---------------------------------------RS. IN CRORE --------------------------------

8,142.44 11,259.12 17,851.61 25,761.11 34,048.32 Excise Duty 0 0 0 0 0 Net Sales 8,142.44 11,259.12 17,851.61 25,761.11 34,048.32 Other Income -1,707.95 26.94 105.62 104.04 -1,261.75 Stock Adjustments 11.57 -13.84 30.07 9.05 5.29 Total Income Expenditure

6,446.06 11,272.22 17,987.30 25,874.20 32,791.86

Raw Materials Power & Fuel Cost Employee Cost Other Manufacturing Expenses Selling and Admin Expenses

Miscellaneous Expenses Preoperative Exp Capitalised

83.67 0

475.86

2,365.51

1,951.25

280.05

0

53.56 0

734.2

3,299.73

2,804.85

314.37

0

52.16 0

1,076.95

5,017.27

4,030.48

444.28

0

42.9 0

1,297.88

7,339.01

5,892.50

535.46

0

17.7 0

1,397.54

8,627.13

9,385.68

1,409.89

0 Total Expenses 5,156.34 7,206.71 10,621.14 15,107.75 20,837.94

Operating ProfitPBDIT

2,997.67 1,289.72

4,038.57 4,065.51

7,260.54 10,662.41 13,215.67 7,366.16 10,766.45 11,953.92

Interest 317 236.81 282.07 393.43 434.16 PBDT 972.72 3,828.70 7,084.09 10,373.02 11,519.76 Depreciation Other Written Off Profit Before Tax Extra-ordinary items PBT (Post Extra-ord Items) Tax Reported Net Profit

1,019.36 161.34

-207.98 22.23

-185.75 353.6

1,210.67

1,432.34 127.39

2,268.97 17.64

2,286.61 273.68

2,012.08

2,353.30 137.8

4,592.99 9.92

4,602.91 566.79

4,033.23

3,166.58 266.07

6,940.37 -60.67

6,879.70 632.43

6,244.19

3,206.28 178.82

8,134.66 -46.15

8,088.51 321.78

7,743.84 Total Value Addition 5,072.66 7,153.15 10,568.98 15,064.84 20,820.24 Preference Dividend 0 0 0 0 0

Equity Dividend Corporate Dividend Tax Per share data (annualised)

0 0

0 0

0 0

0 0

379.65 64.52

Shares in issue (lakhs) 18,533.67 18,938.79 18,959.34 18,979.07 18,982.40 Earning Per Share (Rs) Equity Dividend (%) Book Value (Rs)

6.53 0

24.44

10.62 0

38.71

21.27 0

60.19

32.9 0

106.34

40.79 20

145.01

BHARTI AIRTEL CASH FLOW STATEMENT

Mar '05 12 mths

Mar '06 Mar '07 Mar '08 Mar '09 12 mths 12 mths 12 mths 12 mths

Net Profit Before Tax Net Cash From Operating

------------------------------IN RS CRORE------------------- 1564.28 2285.8 4601.37 6972.54 8161.54

Activities Net Cash (used in)/from Investing Activities

Net Cash (used in)/from

3005.89

-2330.3

4547.2 8107.95 10459.9 11853.2

-5000.3 -7975.1 -11648 -10894

Financing Activities Net (decrease)/increase In

-423.09 376.35 340.13 898.03 -672

Cash and Cash Equivalents Opening Cash & Cash Equivalents Closing Cash & Cash Equivalents

252.5

131.63

384.14

-76.71 473.03 -290.53 286.77

384.14 307.43 793.47 503.31

307.43 780.46 502.94 790.08

Particulars

MTNL BALANCE SHEET

As at As at As at As at

Sources Of Funds Total Share Capital Equity Share Capital Share Application Money Preference Share Capital

31st March 2005

630 630

0 0

31st

March, 2006

630 630

0 0

31st

March, 2007

630 630

0 0

31st

March, 2008

630 630

0 0

Reserves 10,313.83 10,606.77 10,999.30 11,291.36 Revaluation Reserves 0 0 0 0 Networth 10,943.83 11,236.77 11,629.30 11,921.36 Secured Loans Unsecured Loans Total Debt

0 0 0

0 0 0

0 0 0

0 0 0

Total Liabilities

Aplication of FundsGross Block Less: Accum. Depreciation Net Block

10,943.83 11,236.77 11,629.30 11,921.36

14,252.25 14,854.15 15,291.35 15,842.58 7,783.62 8,285.40 8,887.68 9,522.78 6,468.63 6,568.75 6,403.67 6,319.80

Capital Work in Progress Investments Inventories

651.51 397.47

186.6

554.36 418.72 137.82

779.29 441.4

221.28

981.7 557.39 160.71

Sundry Debtors 1,761.15 1,415.10 965.2 941.8 Cash and Bank Balance 180.11 159.35 161.8 130.73 Total Current Assets Loans and Advances Fixed Deposits Total CA, Loans & Advances

2,127.86 1,712.27 1,348.28 1,233.24 10,758.82 10,364.54 11,857.45 10,502.84

2,337.29 1,899.05 1,707.00 3,239.05

15,223.97 13,975.86 14,912.73 14,975.13 Deffered Credit 0 0 0 0 Current Liabilities Provisions Total CL & Provisions Net Current Assets

6,194.15 5,289.44 5,683.31 5,626.00 5,603.60 5,105.72 5,446.15 5,445.82

11,797.75 10,395.16 11,129.46 11,071.82 3,426.22 3,580.70 3,783.27 3,903.31

Miscellaneous Expenses 0 114.25 221.65 159.17 Total Assets

Contingent Liabilities

10,943.83 11,236.78 11,629.28 11,921.37

6,742.15 7,650.00 4,267.27 3,369.72 Book Value (Rs) 173.71 178.36 184.59 189.23

MTNL Profit and Loss A/c

31st March 31st March 31st 31st March

Particulars

Income Sales Turnover Excise Duty Net Sales Other Income Stock Adjustments Total Income Expenditure Raw Materials Power & Fuel Cost Employee Cost Other Manufacturing Expenses Selling and Admin Expenses Miscellaneous Expenses Preoperative Exp Capitalised Total Expenses

Operating Profit PBDIT Interest PBDT Depreciation Other Written Off Profit Before Tax Extra-ordinary items PBT (Post Extra-ord Items) Tax Reported Net Profit Total Value Addition Preference Dividend Equity Dividend Corporate Dividend Tax

Per share data (annualised) Shares in issue (lakhs) Earning Per Share (Rs) Equity Dividend (%) Book Value (Rs)

2005

(Rs. in Crore)

5,602.34 0

5,602.34 236

0 5,838.34

0 140.16

1,932.20 77.51

2,027.55 90.46

-96.31 4,171.57

1,430.77 1,666.77

35.81 1,630.96

588.01 0

1,042.95 179.17

1,222.12 267.24 948.43

4,171.57 0

283.5 39.28

6,300.00 15.05

45 173.71

2006

(Rs. in Crore)

5,568.41 0

5,568.41 380.93

0 5,949.34

0 155.85

1,941.13 68.63

2,426.37 148.27 -64.38

4,675.87

892.54 1,273.47

24.44 1,249.03

646.7 0

602.33 84.76

687.09 93.7

580.29 4,675.86

0 252

35.34

6,300.00 9.21

40 178.36

March 2007 (Rs. in Crore)

4,909.32 0

4,909.32 512.11

0 5,421.43

0 160.79

1,750.99 75.95

1,021.57 1,007.97

0 4,017.27

892.05 1,404.16

11.78 1,392.38

683.18 0

709.2 299.59

1,008.79 326.65 466.03

4,017.27 0

252 37.21

6,300.00 7.4 40

184.59

2008

(Rs. in Crore)

4,722.52 0

4,722.52 405.38

0 5,127.90

0 188.34

1,580.95 93.62

951.86 1,005.55

-21.01 3,799.31

923.21 1,328.59

12.09 1,316.50

704.06 0

612.44 212.12 824.56 224.83 406.82

3,799.31 0

252 42.83

6,300.00 6.46

40 189.23

Net Profit Before Tax

Mahanagar Telephone NigamCash Flow

------------------- in Rs. Cr. -------------------

Mar '05 Mar '06 Mar '07

1215.67 671.36 792.68

Mar '08

631.65

Net Cash From Operating Activities

Net Cash (used in)/from

Investing Activities

Net Cash (used in)/from Financing Activities

Net (decrease)/increase In

1212.71 213.31 357.64 2487.81

-785.01 -277.08 -259.74 -692.32

-463.4 -395.24 -287.49 -294.83

Cash and Cash Equivalents

Opening Cash & Cash

-35.71 -459 -189.59 1500.66

Equivalents

Closing Cash & Cash

2553.1 2517.4 2058.4 1868.7

Equivalents 2517.4 2058.4 1868.81 3369.36

Particulars

IDEA CELLULARBalance Sheet

As at As at As at As at 31st March 2005

31st

March, 2006

31st

March, 2007

31st

March, 2008

Sources Of Funds Total Share Capital Equity Share Capital

------------------- in Rs. Cr. -------------------

2,742.53 2,742.53 2,592.86 2,635.36 2,742.53 2,259.53 2,592.86 2,635.36

Share Application Money Preference Share Capital

0 0 -

0 483

-

0 0

3.76 0

Reserves 1,695.74 1,574.00 -413.71 906.91 Revaluation Reserves 0 0 0 0 Networth Secured Loans Unsecured Loans Total Debt Total Liabilities

Application Of Funds Gross Block Less: Accum. Depreciation Net Block

1,046.79 1,168.53 2,179.15 3,546.03 1,692.75 1,470.75 3,539.77 5,454.43 1,005.28 1,444.85 710.74 1,060.33 2,698.03 2,915.60 4,250.51 6,514.76 3,744.82 4,084.13 6,429.66 10,060.79

Mar '05 Mar '06 Mar '07 Mar '08

3,577.49 3,975.11 8,229.61 12,791.22 899.99 1,157.63 2,637.18 3,123.83

2,677.50 2,817.48 5,592.43 9,667.39 Capital Work in Progress 64.62 95.91 506.52 941.13 Investments 307.03 307.03 13.83 569.93 Inventories 13.47 8.81 17.91 27.62 Sundry Debtors Cash and Bank Balance

109.8 151.89

90.82 152.48 40.12 122.76

198.59 147.67

Total Current Assets Loans and Advances

275.16 139.75 293.15 899.3 1,408.64 560.82

373.88 950.88

Fixed Deposits 0 88.97 1,696.97 349.38 Total CA, Loans & Advances 1,174.46 1,637.36 2,550.94 1,674.14 Deffered Credit 0 0 0 0 Current Liabilities 478.76 762.24 2,180.21 2,709.98 Provisions 0 11.39 53.84 81.82 Total CL & Provisions Net Current Assets

478.76 773.63 2,234.05 2,791.80 695.7 863.73 316.89 -1,117.66

Miscellaneous Expenses 0 0 0 0 Total Assets

Contingent Liabilities

3,744.85 4,084.15 6,429.67 10,060.79

0 213.92 1,236.57 2,308.87 Book Value (Rs) 3.82 3.03 8.4 13.44

Particulars

Idea Cellular Profit & Loss A/c

31st March 31st 2005 March

2006

31st March 2007

31st March 2008

Income ------------------- in Rs. Cr. -------------------

Sales Turnover 1,625.42 2,007.07 4,366.40 6,719.99 Excise Duty 0 0 0 0 Net Sales 1,625.42 2,007.07 4,366.40 6,719.99 Other Income Stock Adjustments

9.67 0

5.2 -0.01

27.64 -1.2

184.17 0

Total Income Expenditure

1,635.09 2,012.26 4,392.84 6,904.16

Raw Materials Power & Fuel Cost Employee Cost Other Manufacturing

0.03 0

103.36

0.04 37.86

115.08

4.06 109.46 251.43

0.01 224.4

332.88

Expenses Selling and Admin

172.26 626.41 1,388.33 2,643.43

Expenses Miscellaneous Expenses Preoperative Exp Capitalised

0 755.44

0

439.02 18.22

-0.04

959.34 38.69

-0.08

974.08 53.87

0 Total Expenses

Operating Profit PBDIT

1,031.09

594.33 604

1,236.59 2,751.23 4,228.67

770.47 1,613.97 2,491.32 775.67 1,641.61 2,675.49

Interest 255.04 308.25 478.26 695.85 PBDT 348.96 467.42 1,163.35 1,979.64 Depreciation Other Written Off

237.78 84.49

262.88 84.66

563.67 108.14

756.85 119.91

Profit Before Tax 26.69 119.88 491.54 1,102.88 Extra-ordinary items PBT (Post Extra-ord

2.53 8.61 5.23 13.97

Items) 24.16 128.49 496.77 1,116.85 Tax 0 2.9 6.99 72.5 Reported Net Profit 26.69 125.6 502.06 1,044.36 Total Value Addition 1,031.06 1,236.54 2,747.16 4,228.66 Preference Dividend Equity Dividend Corporate Dividend Tax Per share data (annualised)

0 0 0

0 0 0

0 0 0

0 0 0

Shares in issue (lakhs) 27,425.27 22,595.27 25,928.61 26,353.61 Earning Per Share (Rs) Equity Dividend (%) Book Value (Rs)

0.1 0

3.82

0.56 0

3.03

1.94 0

8.4

3.96 0

13.44

Idea Cellular Cash Flow

Mar '06 Mar '07 Mar '08 12 mths 12 mths 12 mths ------------------- in Rs. Cr. -----

--------------Net Profit Before Tax Net Cash From Operating Activities Net Cash (used in)/from Investing Activities Net Cash (used in)/from Financing Activities Net (decrease)/increase In Cash and Cash Equivalents Opening Cash & Cash Equivalents Closing Cash & Cash Equivalents

125.6 502.06 1044.36

822.15 1605.11 2502.22

286.94 2275.09 5956.18

558.01 2340.07 2131.29

22.8 1670.09 1322.67

151.89 149.64 1819.73

129.09 1819.73 497.06

Tata Communications Profit & Loss A/c

31st 31st 31st 31st 31st March 2005

March 2006

March 2007

March 2008

March 2009

Particulars

Income

Sales Turnover

------------------- in Rs. Cr. -------------------

3,303.04 3,780.95 4,041.83 3,283.30 3,749.43

Excise Duty 0 0 0 0 0

Net Sales

Other Income

3,303.04 3,780.95 4,041.83 3,283.30 3,749.43

512.39 124.62 105.83 173.25 473.58

Stock Adjustments 0 0 0 0 0

Total Income

Expenditure

3,815.43 3,905.57 4,147.66 3,456.55 4,223.01

Raw Materials

Power & Fuel Cost

1.65

34.61

1.95

37.93

1.61

43.09

10.63

0

11.2

0

Employee Cost

Other Manufacturing

Expenses

Selling and Admin

141.28 209.06 243.69 242.43 340.07

1,859.76 2,127.36 2,258.37 1,936.25 1,943.03

Expenses 401.31 338.67 376.15 323.08 423.1

Miscellaneous Expenses

Total Expenses

Operating Profit

70.62 115.03 165.19 125.36 180.75

2,509.23 2,830.00 3,088.10 2,637.75 2,898.15

793.81 950.95 953.73 645.55 851.28

PBDIT 1,306.20 1,075.57 1,059.56 818.8 1,324.86

Interest 9.62 13.56 16.74 44.82 196.7

PBDT

Depreciation

1,296.58 1,062.01 1,042.82 773.98 1,128.16

244.15 359.56 391.33 301.31 425.27

Other Written Off 0 0 0 0 0

Profit Before Tax 1,052.43 702.45 651.49 472.67 702.89

Extra-ordinary items 1.38 45.3 69.19 16.76 5.88

PBT (Post Extra-ord Items)

Tax

Reported Net Profit

Total Value Addition

1,053.81 747.75 720.68 489.43 708.77

297.61 207.18 244.07 145.52 197.54

756.37 479.54 468.56 304.46 515.95

2,507.58 2,828.06 3,086.49 2,627.12 2,886.95

Preference Dividend 0 0 0 0 0

Equity Dividend 171 128.25 128.25 128.25 128.25

Corporate Dividend Tax Pe r sh are data

(annualised) 24.31 17.99 21.8 21.8 21.8

Shares in issue (lakhs) 2,850.00 2,850.00 2,850.00 2,850.00 2,850.00

Earning Per Share (Rs)

Equity Dividend (%)

26.54

60

16.83

45

16.44

45

10.68

45

18.1

45

Book Value (Rs) 200.98 212.67 223.14 229.73 238.53

Tata Communications Balance Sheet

Particulars As at 31st March 2005

As at 31st

March, 2006

As at 31st

March, 2007

As at 31st

March, 2008

As at 31st

March, 2009

Sources Of FundsTotal Share Capital 285

------------------- in Rs. Cr. -------------------

285 285 285 285 Equity Share Capital Share Application Money Preference Share Capital Reserves Revaluation Reserves Networth Secured Loans Unsecured Loans Total Debt Total Liabilities Application Of FundsGross Block Less: Accum. Depreciation Net Block Capital Work in Progress Investments Inventories Sundry Debtors Cash and Bank Balance Total Current Assets Loans and Advances Fixed Deposits Total CA, Loans & Advances Deffered Credit Current Liabilities Provisions Total CL & Provisions Net Current Assets Miscellaneous Expenses Total Assets

285

0

0 5,443.05

0 5,728.05

0 0 0

5,728.05

3,182.68

835.65 2,347.03

513.17 1,200.58

1.97 608.95

22.26 633.18

1,626.10 1,386.87

3,646.15 0

1,713.70 265.17

1,978.87 1,667.28

0 5,728.06

285

0

0 5,776.17

0 6,061.17

0 98.25 98.25

6,159.42

4,099.64

1,091.08 3,008.56

147.81 2,499.34

3.8 737.57

245.66 987.03

1,511.19 11.22

2,509.44 0

1,740.40 265.32

2,005.72 503.72

0 6,159.43

285

0

0 6,074.50

0 6,359.50

0 197.61 197.61

6,557.11

4,582.98

1,428.81 3,154.17

340.44 2,673.58

4.72 955.19

79.31 1,039.22 1,383.20

25

2,447.42 0

1,779.37 279.13

2,058.50 388.92

0 6,557.11

285

0

0 6,262.34

0 6,547.34

0 777.8 777.8

7,325.14

4,352.65

1,363.75 2,988.90

543.77 2,103.77

5.45 1,063.13

79.63 1,148.21 2,991.94

0

4,140.15 0

2,200.17 251.28

2,451.45 1,688.70

0 7,325.14

285

0

0 6,513.05

0 6,798.05 1,288.82 1,039.05 2,327.87 9,125.92

5,890.00

1,792.06 4,097.94

536.38 2,723.67

1.56 1,342.22

109.21 1,452.99 3,209.51

263.16

4,925.66 0

2,869.12 288.61

3,157.73 1,767.93

0 9,125.92

Contingent Liabilities 2,280.87 2,947.63 11,624.10 5,140.02 8,449.09 Book Value (Rs) 200.98 212.67 223.14 229.73 238.53

Net Profit Before Tax

Tata Communications Cash Flow

Mar '05 Mar '06 Mar '07 Mar '08 Mar '09 ------------------- in Rs. Cr. -------------------

632.54 754.35 744.54 461.18 462.44 Net Cash From Operating Activities Net Cash (used in)/from Investing Activities Net Cash (used in)/from Financing Activities Net (decrease)/increase In Cash and Cash

323.24 1013.78 559.2 303.08 1086.67

76.44 -894.19 -647.83 -716.69 -2005.71

-208.09 -97.23 -52.79 389.14 1204.38

Equivalents Opening Cash & Cash

191.6 22.36 -141.49 -24.51 285.34

Equivalents Closing Cash & Cash

30.19 222.26 244.53 103.04 78.53

Equivalents 222.26 244.53 103.04 78.53 363.87

Comparative balance sheets of BSNL company:

particulars 2010

Previous year

2011

Current year

absolnt %of different

Assets

Current assets

Inventories 242847 322006 79159 32.5962

Sundry debtors 558066 546551 -11515 -2.0633

Cash &bank balance 3745279 4055158 309862 8.2733

Other current assets 114148 137687 23539 20.6214

Loans advances 714431 744441 30010 4.2005

Total current assets 5374788 5805843 431055 8.0199

Fixed assets

Gross block 11864901 12457823 592922 4.9972

(-)depreciation 6071511 6987974 916463 15.0944

Net block 5793390 5469849 -323541 -5.5846

Capital working progress

256860 266562 9702 3.7771

Decommissioned assets

64443 389 -6055 -93.9633

Invest ments 20000 20000 - -

Total fixed assets 6076694 5756800 -319894 -5.2816

Liabilities&capital

Current liabilities&provisions

Current liabilities 1667919 1739788 71869 4.3089

provisions 514858 606321 91463 17.7647

Total current liabilities

2346109 2182777 -163332 -6.9618

Long term liabilities

Un secured loans 554366 338887 -215479 -38.8694

Deffered tax liabilities 124605 131053 6448 5.1747

Total long term liabilities

678971 469940 209031 -33.6947

Capital &reserves

Capital 1250000 1250000 - -

Reserve&sur plus 7444802 7562825 118023 1.5853

Total capital&reserve

8694802 8812825 118023 1.5853

Comparative balance sheet of the airtel company:

Particulars 2010previous

year

2011

Current year

Absolute %of different

Assets

Current assets

Current Assets, loans advances

8439.38 10466.63 2027.25 24.0213

Miscellanea expenecess

0.20 0.09 -0.11 -55

Total 8439.58 10466.63 2027.14 30.9787

Fixed assets

Gross block 28115.65 37266.70 9151.05 32.5478

(-)revaluation reserve 2.13 2.13 _ _

(-)accumulated depreciation

9085.00 12253.34 3168.34 34.8744

Net block 19025.52 25011.23 5982.71 31.4407

Capital working progress

2751.08 2566.67 -184.41 -6.7031

Invest ments 10952.85 11777.76 824.91 7.5314

Total 699935.23 88877.83 18942.6 2.7063

Liabilities&capital

Current liabilities&provisions

14362.33 14466.89 104.56 0.7280

Long term libilities

Secured loans 52.42 51.73 -0.69 -1.3162

Un secured loans 6517.92 7661.92 1144 17.5516

total 6570.34 7713.65 11439.31 0.2354

Source of funds

Owners’ funds

Equity capital 1897.91 1898.24 0.33 0.0173

Share application money

57.63 116.22 58.59 101.66

Preference capital _ _ _ _

Reserves&surpluse 18283.82 28627.38 7343.56 40.1642

total 20239.36 30641.84 10402.48 51.3981

Notes

Book value of unquoted investments

379.62 9898.56 518.94 5.532

Marketed value of investment

1574.29 1887.76 313.47 19.91

Contingent liabilities 7140.59 18982.40 -3036.34 -42.5222