STUDY OF CAPITAL STRUCTURE

Submitted to:

Table of contents

Acknowledgement 02

Certificate 03

Preface 04

Abstract 07

INTRO TO RANBAXY LABORATORIES LTD

Company Profile 08-10

Vision 10-11

Operating Joint Ventures and Subsidies 12-15

Objectives 16-18

Various divisions of Ranbaxy 19-20

Intro of Ranbaxy Plant in India and various depts. 12-23

Product Review 24-26

INTRO TO CAPITAL STRUCTURE THEORY AND ANALYSIS

Introduction 27-28

Literature of review on Capital Structure 29

Methodology 30

Theory and Analysis 31-38

Optimal Capital Structure for Ranbaxy 39-58

Capital expenditure: an overview 59-80

Latest balance sheet and capital structure of Ranbaxy 81-82

Recommendations and Suggestions for Industry 82-90

Conclusion 91-92

Biblography 93

ABSTRACT

A project work is a mandatory requirement for the Business Management

Programme. This type of study aims at exposing the young prospective executive to the

actual business world.

This project gives me knowledge about the capital structure and theory

analysis.Financing decisions involve raising funds for the firm. It is concerned with

formulation and designing of capital structure or leverage. The most crucial decision of

any company is involved in the formulation of its appropriate capital structure. The best

design or structure of the capital of a company helps the management to achieve its

ultimate objectives of minimising overall cost of capital, maximising profitability and also

maximising the value of the firm.

organization. It is very effective way to judge a company’s cash flow prospects, as

cash is like blood life for any company.

The report initially begins with the company profile, followed by the detailed

analysis of company, like businesses of the company, products offered by the company,

financials of the company, etc

The report involves a lot of research to understand what exactly capital structure of

the company should be.thats , why companies require appropriate capital structure. The

purpose is to develop an action plan that creates such a capital structure that will

upgrades and standardize the quality of business analysis.

INTRODUCTION TO RANBAXY

COMPANY PROFILE

“A company empowered by one mission –to place itself on the world map. An

enterprise propelled by one force-that synergizes its energies to charter unexplored

markets. Organizations fuelled by one dream-to transform competition into

opportunity.”

Ranbaxy Laboratories Ltd. was incorporated in June 1961, in the name of M/S

LEPITIT RANBAXY LABORATORIES LTD and it commenced its business in MARCH

1962, in technical and financial collaboration with an international company named

LEPTIT SPA, MILAN, ITALY.

Ranbaxy Laboratories Pvt. Ltd. merged with “Leptit Ranbaxy Laboratories Pvt.

Ltd.” in 1962 Ranbaxy and company also merged with this company in 1966. The

collaboration arrangement with M/S LEPTIT was terminated in 1966; after which Indian

nationals acquired the entire share capital of the company.

Therefore the word Leptit was removed from the name of the company. The name

is known as RANBAXY LABORATORIES LIMITED. In 1973 the company issued

shares to the general public and became a full fledged PUBLIC LIMITED COMPANY.

Today, Ranbaxy has emerged as a Leading

Pharmaceutical Company on the Indian firmament,

with the second largest market share and enjoys an

enviable reputation for its high standard of ethics and

quality around its core strength of anti-infective, it has

produced new brands in emerging therapeutic areas

like cardiovascular, central nervous system and

nutritional. supporting this expansion, the company has invested in world class

manufacturing infrastructure that leverages India’s comparative cost advantage and skilled

manpower, while delivering international quality.

The company’s drive for Internationalism is guided by the well planned brand

strategy that covers some of the world emerging markets like China, cis, Central Europe

and Latin America . Its position today is in league of the Top Ten Pharmaceutical

companies of three world an decent ranking as the eleventh largest company in the

international generics space is the resounding endorsement of its strategic mind.

It is clear that for a long time, the dominant share of revenues of the company

would continue to come from the ever expanding global generics market. Hence the intent

of Ranbaxy mission is to achieve a sustained growth rate through the continuous pursuit

of innovation phase one trials for pervasion, a compound for treating prosthetic males

have been completed. Phase 1 trials with clafrinast, an asthma compound is an important

step towards research based value creation.

This company also had success with Ciplofloxacine, an ingenious form, created

through the novel drug delivery systems research. As the demand of the bulk drugs inside

the country and abroad was increasingly rapidly a new, plant was set up at Toansa near

Ropar in 1987. This was a higher capacity plant designed to cater to the present and future

needs, initially antibiotics like Ampicillin, Trihydrate and Doxycycline were

manufactured.

Later, on the other drugs like Cephalexin monohydrate and Ranitidine were also

prepared. The plant at Toansa was designed to meet the stringent standards set by the Food

and Drug Administration (FDA) of U.S.A. This plant has been approved by FDA and this

will open up American and other newer markets for Ranbaxy’s products

At present Ranbaxy have four plants for the manufacture of bulk drugs two at Mohali, one

at Dewas (M.P) AND Another at Toansa near ROPAR. At present, Ranbaxy is the second

most Indian company engaged in the manufacturing of Pharmaceuticals, Bulk Drugs and

Fine Chemicals.

RANBAXY’s vast range of highly pure laboratory reagent and chemicals enjoy a place of

pride in the market. IT trends, has rebuilt As a step towards leveraging information for

value creation using its information backbone around an ERP application, along the focus

on reengineering several business processes around the internet and has putting place

business solutions that challenge existing ways of doing Business. The undying spirit of

the company’s human assets and their intensive competitive and entrepreneurial energy

has played a great part in transforming the company into a multicultural and multiracial

team. Today, Ranbaxy is the largest exporter accounting for 12% of the industry exports

pharmaceutical substance and dosages forms to over 50 countries with the internationals

sales comprising of 45% of the total turnover.

VISION: GARUDA

During the year 2002, the company has evolved a 10-year vision till 2012, for sustaining

significant growth consistent with its mission to be an international research based

Pharmaceutical Company, under the rubric ‘Vision Garuda’, with increasing emphasis on

Novel Drug Delivery Systems Research (DDR).

In licensing and out licensing, relationship with other important pharmaceutical entities,

expansion of manufacturing facilities both in India and strategic overseas locations,

revamping of organizational structures to cater to the wider and more dispersed span of

operations, and streamlining and standardizing the business processes through out the

global organization, are other areas that receive focus and attention of management on

priority.

Mission

“To become a Research based

International pharmaceutical company”

Vision-2012

Achieve significant business in

Proprietary prescription products

By 2012

With a strong presence in developed markets

Aspirations-2012

Aspire to be a$5 billion company

Become a Top 5 global generics player

Significant income from Proprietary products

OPERATING JOINT VENTURES AND SUBSIDIARIES

BRAZIL : Ranbaxy S.P. Medicamentos Ltd.

CHINA : Ranbaxy (Guangzhou China) Ltd.

EGYPT : Ranbaxy Egypt Ltd.

GERMANY : Basics Gmb H.

HONG KONG : Ranbaxy (Hong Kong) Ltd.

INDIA : Rexcel pharmaceuticals Ltd.,

Solus pharmaceuticals Ltd.,

Vidyut Travel Services ltd.

IRELAND : Ranbaxy Ireland Ltd.

MALAYSIA : Ranbaxy (Malaysia) Sdn. Bhd.

NETHERLANDS : Ranbaxy Pharmaceuticals B.V.

NIGERIA : Ranbaxy Nigeria Ltd.

PANAMA : Ranbaxy Panama SA.

POLAND : Ranbaxy Poland Sp. Zo.

SOUTH AFRICA : Ranbaxy (SA) (Pty.) Ltd.

THAILAND : Unichem pharmaceuticals LTD.,

Unichem Distributors Ltd. Part,

Ranbaxy Unichem CO.Ltd.

U.K : Ranbaxy (UK) Ltd

USA : Ranbaxy pharmaceuticals Inc.

Ohm Laboratories Inc.,

Ranbaxy Schein Pharma, LLC

VIETNAM : Ranbaxy Vietnam Company Ltd.

ALLIED BUSINESSES

Ranbaxy Animal Health

`The Animal Health division saw an encouraging growth despite the prevailing

poor market conditions. The division grew at twice the growth rate recorded in the

industry. On the basis of having a vast dome satiated animal population, the livestock,

poultry business and pets business are among the fastest growing sectors in India. A vast

infrastructure of veterinary colleges, agricultural institutes, technologists and researchers

are helping farmers to source healthy, cost effective products. In conjunction with the

present scenario, the AHC division of Ranbaxy Laboratories Limited has introduced

several latest generation products.

Ranbaxy Fine Chemicals Limited (RFCL)

The division ranked 4th in the

industry and captured 11% market

share. RANKEM is established as a

powerful brand, RFCL's brand for its

range of Reagents is now synonymous

with excellence in reagents and fine

chemicals in the country. The focus of

business remains on developing extensive customer relations; enhancing service levels and

enriching the product mix with the help of a qualified and competent marketing and sales

team

Diagnostics

The diagnostics division has aggressively focused on market expansion activities

based on strategy of reliability, quality products and efficient service. Introduction of

products in ‘Point of Care’ markets has expanded market presence and over the next 1 – 2

years this segment will see considerable expansion in line with world trends.

The Dade Behring segment has increased its installation base by 60% in leading

hospitals and laboratories. Plans are afoot for the introduction of more parameters for the

‘Point of Care’ market and the launch of Special Chemistries, a range of drug assays, plus

an entry into automated microbiology in both the Base and Dade Behring business areas.

The company has also witnessed significant milestones in the area of Novel Drug

Delivery Systems (NDDS). The company has entered into strategic business arrangements

with companies such as Bayer AG, Glaxo-Wellcome, Eli-Lilly etc. for production and co-

marketing operations. Many innovative developments have been taking place in recent

times. The company’s research team is capable of developing one NDDS product every 12

to 18 months. Also, two new products: Roletra-D and Altiva-D, will soon be launched in

India.

In order to expand and promote global growth, the company opened several new

markets during the year, notably in Brazil, where 25 filings were undertaken in a span of

2-3 months.

The company has planned to build and protect intellectual property with the help of

IPC, which addresses all matters pertaining to patents. CQA supervises the

implementation of standard operating procedures (SOP) and ensures compliance to

corporate quality assurance policy in all technological operations of the organization. The

company is committed to invest 6% of the sales in R and D by 2003, of which 7% of the

expenditure will be earmarked for research on New Drug Discovery and Novel Drug

Delivery Systems. There will be continuous emphasis on augmenting R and D

performance and productivity with advanced scientific and technological tools.

VALUES OF RANBAXY LABORATORIES LIMITED

1. Achieving customer satisfaction is fundamental to their business.

2. Practice dignity and equity in relationships and provide opportunities for people to

realize their full potential.

3. Ensure profitable growth and enhance wealth of shareholders.

4. Foster mutually beneficial relationships with all their business partners.

5. Manage their operations with concern for safety and environment.

6. Be a responsible corporate citizen.

OBJECTIVES OF RANBAXY LABORATORIES LTD.

1. To be a leader in the Pharmaceutical industry.

2. To be a profitable company with a steady growth in earnings.

3. To set an example as a socially responsible company.

4. To diversify in health care related areas.

5. To strive for excellence and continuous improvement in all spheres.

6. To improve the quality of life of people by providing better services and quality

products.

Environment, Health and Safety [EHS]

Caring for the Environment is a core corporate value and as a part of this commitment.

The Company enunciated its EHS policy in 1993.

The Company’s EHS policy provides for the creation of a safe and healthy workplace and

a clean environment for employees and the community. It aims at higher international

standards in plant design, equipment selection, maintenance and operations. The policy

seeks to manufacture products safely and in an environmentally responsible manner.

The implementation of the EHS Policy is ensured by institutionalizing a robust EHS

Management system, adequately supported by well defined organizational structure.

As a part of EHS processes at the corporate level, besides laying down guidelines

on systems, policy and training, the corporate EHS office monitors compliance, maintains

and disseminates information on laws and regulations. EHS performance review meetings

are held on regular basis to monitor the progress against agreed EHS improvement plans.

Close cooperation between all units and individuals is the key to maintaining high

standards of environment protection and safety in all the plants.

The key processes at location level comprise of regular safety surveillance,

inspections & audits, Permit to work system for operational / maintenance safety, Fire

prevention & protection activities, operation of the ETP/Incinerator, disposal activities

related to hazardous wastes, regular monitoring of the environment internally and also

through approved laboratories. Monthly reports address EHS initiatives, compliance &

various records under the statutory requirement, training of employees including contract

employees on EHS awareness, interaction with the residential associations/nearby

community etc., celebration of National safety day, fire day, Environment day etc. for

EHS awareness among employees.

The manufacturing facilities for bulk drugs and dosage forms comply with the

stringent requirements of Good Manufacturing Practices (GMP) and Good Laboratory

Practices (GLP) and are approved by International health and regulatory Agencies like

FDA - USA, MCA – UK, WHO etc. These practices and approvals ensure that an

effective framework is always in place, not only for manufacture of high quality products,

but also for effective use of resources and reduction of wastes as well as high safety &

hygiene standards.

Ranbaxy has made significant improvements in process safety of the existing

manufacturing facilities by providing extensive instrumented safety protection systems.

The intended safety features are incorporated in the basic design of the new projects.

Investments have been made on process improvements as well as effluent treatment plant

up-gradation using the latest membrane based technology, multi-effect thermal

evaporation system and state-of-the-art Incinerator. These investments have helped to

reduce discharges of contaminants into the environment. With the facilities installed at

Toansa for recycling of the treated effluent, the site has achieved the status of “zero

discharge site”.

The Company also engages with the concerned authorities and industry in devising

responsible laws, regulations and standards and thus making safety, occupational health &

environmental information and expertise available to its employees and the community at

large. Ranbaxy has made EHS concerns and practices a necessary factor in appraising its

employee performance.

The Company also accords a very high priority to hygiene monitoring at work

place and health assessment of all employees at site. The plant and processes are

continuously upgraded to improve hygiene and health standards. Necessary training is

imparted to the employees to enhance their awareness towards health related matters.

Safety knowledge of the employees is constantly updated through various external

and in-house training programs, including special training programs by overseas experts &

consultants.

Moving up the value chain, the company identified Consumer Healthcare as its

new business area in the year 2001. Ranbaxy Global Consumer Healthcare (RGCH) was

launched in October 2002 with a portfolio of 4 switch brands: Revital, Pepfiz, Gesdyp &

Garlic Pearls. Since these brands were already popular amongst consumers and

represented the leading common ailment categories like VMS (Vitamins & Minerals

Supplement), this portfolio was carefully created for the introduction of RGCH to the

Indian market. Subsequently in 2004, RGCH launched its first herbal range of products

through New Age Herbals (NAH) with products offering remedy in categories of Cough &

Cold (Olesan Oil & Cough Syrups) and Appetite Stimulant (Eat Ease).

VARIOUS DIVISIONS OF RANBAXY LABORATORIES LTD.

1. Chemical Division

2. Diagnostic Division

3. Stan care Division

4. Curradia Division

5. International Division

6. Pharmaceutical Division

7. Technical Division

8. Corporate Division

9. Animal Health Care Division

DIVISIONS IN VARIOUS GEOGRAPHICAL AREAS

1. India and Middle East

2. Europe, CIS and Africa

3. Asia Pacific and Latin America

4. North America

JOINT VENTURE OF THE COMPANY.

2000 Ranbaxy files IND Application for Asthma Molecule-

RBx4638, after successful completion of pre-clinical

studies.Ranbaxy acquires Bayer’s Generics business (trading

under the Name of Basics) in Germany.

Ranbaxy forays into Brazil, the largest pharmaceutical

market in South America and achieves global sales of U.S. $

2.5 million in this market.

2001 Ranbaxy took a significant step forward in Vietnam by

initiating the Setting up of a new manufacturing facility with

an investment of U.S. $ 10 million.

Ranbaxy achieved a turnover of U.S. $ 502 million for the

year 2002 and moved closer to achieving a target of 1 billion

dollar by 2004.

2002 Receives approval from FDA to market Midazolam

Hydrochloride Syrup 2 Mg base/ ml. Ranbaxy receives and

approval from FDA to manufacture and market

Cefpodoxime Proxetil for Oral Suspension, Lisinopril +

Hydrochlorothiazide Tablets Us, Terazosin Hydrochloride

Capsules and Amoxcillin Oral suspension USP.Heralding

the company’s entry into the Indian OTC market.

2003 Ranbaxy received the economic times award for corporate

excellence-for the company for year.ranbaxy signed an

agreement toacquire RPG(aventis) SA along with its fully

owned subsidiary,OPIH SARL,in france

2004 Ranbaxy launched its first range of herbal projects.

2005 Acquisition of additional stake in Ranbaxy Farmaceutica Ltda., Brazil

Ranbaxy announced the acquisition of Be-Tabs

Pharmaceuticals (Pty) Limited

2008 Acquired by the Japanese giant, the $9.62 billion Daiichi

Sankyo, ranked No. 3 in Japan

BRIEF INTRO OF RANBAXY PLANTS IN INDIA

In the chemical division, various bulk drugs are manufactured. The chemical

division had three units in Punjab. One is located at Toansa, two are located at Mohali and

one unit is located at Dewas near Indore in Madhya Pradesh, where Ciprofloxacine is

manufactured. In the plant of the chemical division, various drugs like Antibiotics, Anti-

malarial, Antibacterial and Anti-ulcer are manufactured. One of the older plants of

Ranbaxy was closed after the accident in June 2003.the second one is still working

The 1991, the Toansa plant started functioning in 1992 and the Dewas plant started

functioning in 1999. Various plant heads independently manage all these plants.

In each unit, separate facilities with respect to the manufacture of drugs, along with

their manufacturing areas have been provided. This is required to reduce the chances of

any cross contamination under the drug laws and to comply with good manufacturing

practices.

At Mohali plant, separate blocks have been provided for the preparation of each

drug .The Toansa, Mohali and Dewas plants are planned in such a way that their system,

facilities, manufacturing practices and standards meet the requirements of FDA. Mohali

Plant also mainly in the manufacturing of Active Pharmaceutical Ingredients (API). The

Plant is divided into two plant areas A8 and A9

HE VARIOUS DEPARTMENTS

Human Resource Department

The basic function of the human resource department in the modern corporate

world is knowledge management. The HR department strives to maintain cohesiveness

among employees. It also ensures interdepartmental cooperation in achieving targets. The

appraisal system is also taken care by this department. The HR department delves deep

into the employee’s psyche to analyze the positives and negatives of each employee, so

that a proper system of delegation and / or empowerment can be evolved.

Finance Department

The finance department takes care of the regular financial needs of the company it

ensures proper allocation of funds and takes care of the working capital requirements. It

verifies capital raised by different departments and sends them for approval to the higher

authorities.

Stores Department

The function of this department is to provide adequate and proper storage and

preservation of various items to meet the demand of various other departments by proper

issues and maintaining accounts of consumption. It also keeps a track of stock

accumulation and abnormal consumption.

Erection and Fabrication Department

As the name suggests, this department identifies new projects and helps in erecting

them. This department also undertakes major modifications of equipment.

ERP Department

ERP department helps to integrate the entire enterprise starting from the supplier to

the customer, covering financial and human resources. This will enable the enterprise to

increase productivity by reducing costs. It also ensures a single solution to the information

needs of the whole organization.

Production Department

As a part of their on going commitment to produce hi-tech quality drugs and

pharmaceuticals that take care of the specific needs of markets around the world, Ranbaxy

Laboratories Limited has increased the investment in the production department. It is the

most important department of the company and has the following objectives:

1. Improving volume of production.

2. Reducing rejection rate.

3. Maintaining rework rate.

Engineering Department

This department undertakes building, construction and maintenance. Maintaining

service facilities such as water, gas, heating, ventilation, air conditioning, painting and

plumbing are some of the other areas dealt by this department. This department also helps

in maintaining electrical equipments such as generators, transformers, telephone system

and electrical installation.

Purchase Department

The purchase department provides material to the factory without which the wheels of

machines cannot move. The various functions performed by this department include:

Securing good vendor performance, including prompt deliveries of supplies of acceptable

qualities.

1. To develop satisfactory sources of supply and maintaining good relationships with

the suppliers.

2. To pay reasonably low prices.

Quality Control/Quality Assurance Department

The purpose of QC & QA departments is to ensure that the desired quality standard

is achieved. It also ensures that the processing or fabrication of material conforms to the

specific characteristics selected, to assure that the resulting product will in fact perform its

intended function.

PRODUCT REVIEW

Ranbaxy’s therapeutic width covers five of the top six categories including Anti-

infective, Gastrointestinal, Nutritionals, Cardiovascular, Central Nervous System,

Respiratory, Dermatological and others. While anti-infective contribute 56% of the total

sales, Ranbaxy’s other brands like Simvotin and Storvas in the cardiovascular segment,

Serlift in CNS and Revital and Riconia in Nutritionals, are on their way to success in

multiple markets.

During Jan - Dec 2000, amongst the top products of Ranbaxy, Sporidex

(Cephalexin) was the Number 1 brand, closely followed by Cifran (Ciprofloxacin).

Anti - Infectives

Anti- infective has been the main driver of Ranbaxy’s sales. The important brands

in this category are Cifran (Ciprofloxacin), Sporidex (Ciphalexin), Enhancin

(Amoxyclav), Crixan (Clarithromycin), Vercef (Cefaclor), Oframax (Ceftriaxone),

Cepodem (Cefpodoxime Proxetil), Zanocin (Ofloxacin), Ceroxim (Cefuroxime Axetil),

and Loxof (Levofloxacin).

Cifran (Ciprofloxacin) is the key brand in the anti- infective portfolio, with

estimated sales of US $ 32 Mn, currently being marketed in 15 countries. Development of

Ciprofloxacin once a day has been an important landmark achieved by Ranbaxy. The

product has been licensed to Bayer. Cifran continues to be a dominant player in the

quinolones market in India, China and Russia.

Sporidex is another leading brand in Ranbaxy’s product portfolio with worldwide

annual sales of US $ 35 Mn. It is available in eight different dosage forms including

capsules, dry powder for suspension, redimix, dispersible tablets, paediatric drops, soft

gelatin capsules, sachet and advanced formulation for twice-daily administration. It is

currently marketed in 15 countries. In India, Sporidex is the leading brand with a market

share of 36% of the Cephalexin segment.

Keflor is available in seven different dosage forms and is the third-largest selling

brand for Ranbaxy worldwide. The dosage forms list includes capsules, dry syrup,

modified release tablets, dispersible tablets, drops and redimix.

Enhancin is expected to be the leading product in Ranbaxy’s product portfolio with

estimated sales of US $ 45 Mn by the year 2005. The product will be rolled out to about

20 important markets during this period.

Zanocin, with approximate sales of US $ 10 Mn, is the seventh-largest contributor

to Ranbaxy’s total sales.

Cepodem is currently available in three different countries outside India, and will

be rolled out to 13 different countries in the near future.

Cardiovasculars

Cardiovascular is projected to be the second-best category for Ranbaxy. Statins

have been the key drivers for this segment. The sale of Simvastatin has grown

substantially in the past few years, a trend that is likely to continue in the future. In India,

Simvotin (Simvastatin) is the market leader in the cholesterol reducer segment. Another

leading brand in this category is Storvas (Atorvastatin). Storvas has been one of the

fastest-ever to enter the top-300 brands list of the Indian pharma industry. Other global

cardiovascular brands are Covance (Losartan) and Caslot (Carvedilol).

Central Nervous System

The Central Nervous Segment is one of the important focus areas identified by

Ranbaxy, with Serlift being the key brand. In India, Serlift is number 1 amongst Sertraline

brands. New product introductions will be drivers of growth in this category.

Gastrointestinal

Currently, gastrointestinal drugs are the second-largest category for Ranbaxy. The

key brands in this category include Histac and Romesac. The current annual sales of

Ranitidine are estimated to be around US $ 16 Mn and the product is marketed in more

than 20 countries.

Rheumatologicals

The first generation Cox-2 inhibitors principally drive worldwide growth in

rheumatology. This category is estimated to grow exponentially for Ranbaxy, with brands

like Celecoxib. This year, Rofibax (Rofecoxib) introduced in India, has established itself

as a leader in the Cox-2 inhibitor category and has overtaken all Celecoxib brands. It has

been identified as a key Global brand for the future.

Nutritonals

Nutritionals have been a major contributor to Ranbaxy’s sales. Two of the

important products in this category are Revital and Riconia. With annual sales estimated at

about US $ 10 Mn, Revital contributes a significant share of total sales. It is a leading

brand in India and has done exceedingly well in some parts of the world as an OTC

product.

Dermatologicals

The dermatology category is mainly driven by India region and is likely to show a

good growth pattern in the future. Some of the key brands doing well in this segment are

Mobizox, Silverex, Moisturex, etc.

INTRODUCTION TO CAPITAL STRUCTURE THEORY AND

ANALYSIS

This is a Report on the ‘Capital Structure and Capital Expenditure of Ranbaxy

Laboratories Ltd.’. The purpose and scope of the project can be listed as:

Understanding the organizational structure and functioning of Ranbaxy

Laboratories Ltd.

Analysing and comparing the financial health of the firms in the Indian

Pharma Industry.

Identifying and analysing the capital structure of Ranbaxy.

Conducting a Review of the Capital Expenditure done at Ranbaxy

Laboratories Ltd.

Identifying loopholes in the functioning and in the area of study and

recommending the suggestions for the same.

Following are the limitations of the study:

Balance sheets of only 3 years have been studied but the company is in

operation for so many years.

Only specific tools (i.e. ratio analysis) have been used for data analysis, while

so many other tools are also there.

Organizational rules & regulations.

Availability of data. Financial figures for 2008 of Ranbaxy were not available.

Limitations of the financial tools used.

Litreture of review on Capital Structure

CAPITAL STRUCTURE IS A MIX OF DEBT AND

EQUITY CAPITAL MAINTAINED BY A FIRM. CAPITAL

STRUCTURE IS ALSO REFERRED AS FINANCIAL STRUCTURE OF

A FIRM. THE CAPITAL STRUCTURE OF A FIRM IS VERY

IMPORTANT SINCE IT RELATED TO THE ABILITY OF THE FIRM

TO MEET THE NEEDS OF ITS STAKEHOLDERS. MODIGLIANI

AND MILLER (1958) WERE THE FIRST ONES TO LANDMARK

THE TOPIC OF CAPITAL STRUCTURE AND THEY ARGUED THAT

CAPITAL STRUCTURE WAS IRRELEVANT IN DETERMINING THE

FIRM’S VALUE AND ITS FUTURE PERFORMANCE. ON THE

OTHER HAND, LUBATKIN AND CHATTERJEE (1994) AS

WELL AS MANY OTHER STUDIES HAVE PROVED THAT THERE

EXISTS A RELATIONSHIP BETWEEN CAPITAL STRUCTURE AND

FIRM VALUE. MODIGLIANI AND MILLER (1963)

SHOWED THAT THEIR MODEL IS NO MORE EFFECTIVE IF

TAX WAS TAKEN INTO CONSIDERATION SINCE TAX

SUBSIDIES ON DEBT INTEREST PAYMENTS WILL CAUSE A

RISE IN FIRM VALUE WHEN EQUITY IS TRADED FOR DEBT.

IN MORE RECENT LITERATURES, AUTHORS HAVE

SHOWED THAT THEY ARE LESS INTERESTED ON HOW

CAPITAL STRUCTURE AFFECTS THE FIRM VALUE. INSTEAD

OF THE FIRM. MODIGLIANI AND MILLER (1963) ARGUED

THAT THE CAPITAL STRUCTURE OF A FIRM SHOULD

COMPOSE ENTIRELY OF DEBT DUE TO TAX DEDUCTIONS

ON INTEREST PAYMENTS. HOWEVER, BRIGHAM AND

GAPENSKI (1996) SAID THAT, IN THEORY, THE

MODIGLIANI-MILLER (MM) MODEL IS VALID. BUT, IN

PRACTICE, BANKRUPTCY COSTS EXIST AND THESE COSTS

ARE DIRECTLY PROPORTIONAL TO THE DEBT LEVEL OF THE

FIRM. HENCE, AN INCREASE IN DEBT LEVEL CAUSES AN

INCREASE IN BANKRUPTCY COSTS. THEREFORE, THEY

ARGUE THAT THAT AN OPTIMAL CAPITAL STRUCTURE CAN

ONLY BE ATTAINED IF THE TAX SHELTERING BENEFITS

PROVIDED AN INCREASE IN DEBT LEVEL IS EQUAL TO THE

BANKRUPTCY COSTS. IN THIS CASE, MANAGERS OF THE

FIRMS SHOULD BE ABLE TO IDENTIFY WHEN THIS

OPTIMAL CAPITAL STRUCTURE IS ATTAINED AND TRY TO

MAINTAIN IT AT THE SAME LEVEL. THIS IS THE ONLY

WAY THAT THE FINANCING COSTS AND THE WEIGHTED

AVERAGE COST OF CAPITAL (WACC) ARE MINIMISED

THEREBY INCREASING FIRM VALUE AND CORPORATE

PERFORMANCE.

BOODHOO Roshan

ASc Finance, BBA (Hons) Finance, BSc (Hons) Banking & International Finance

(Email: roshanboodhoo@intnet.mu ; Tel: +230-7891888)

MethodologyMethodology

The methodology adopted for the study was as follows:

Familiarization, examination and evaluation of the procedures relating to

capital structure and capital expenditure.

Collection of relevant data form company records and cross checking of this

data.

Calculations of financial ratios, parameter and norms, as also their financial

implications.

Broadly the data were collected for the report on the project work has been through

the primary and secondary sources.

The primary data is collected by various approaches so as to give a precise, accurate,

realistic and relevant data. The main goal in the mind while gathering primary data

was investigation and observation. The ends were thus achieved by a direct approach

and personal observation from the officials of the company. The other staff members

and the employees were interviewed for the sake of maintaining reasonable standard

of accuracy.

The secondary data as it has always been important for the completion of any report

provides a reliable, suitable equate and specific knowledge. The annual reports, the

fixed asset register and the Capex register provided the knowledge and information

regarding the relevant subjects.

The valuable cooperation and continued support extended by all associated

personnels, head of the department, division and staff members contributed a lot to

fulfil the requirement in the collection of data in order to present a complete report on

the project work.

Capital Structure: Theory and Analysis

Capital Structure

Financing decisions involve raising funds for the firm. It is concerned with formulation

and designing of capital structure or leverage. The most crucial decision of any company

is involved in the formulation of its appropriate capital structure. The best design or

structure of the capital of a company helps the management to achieve its ultimate

objectives of minimising overall cost of capital, maximising profitability and also

maximising the value of the firm.

The capital structure decision of a firm is concerned with the determination of debt equity

composition. Capital structure ordinarily implies the proportion of debt and equity in the

total capital of a company. The term capital may be defined as the long – term funds of the

firm. Capital is the aggregation of the items appearing on the left hand side of the balance

sheet minus current liabilities.

In other words capital may be expressed as follows:

Capital = Total Assets – Current Liabilities.

Further, capital of a company may broadly be categorised into equity and debt. The total

capital structure of a firm is represented in the following figure:

Established companies generally have track record of their profit earning capacity, which

helps them to create their creditworthiness. The lenders feel safe to invest their funds in

such companies. Thus, there is ample scope for this type of companies to collect debt. But

a company cannot freely i.e. without having any limit. The company must have to chalk

out a plan to collect a debt in such a way that the acceptance of debt becomes beneficial

for the company in terms of increase in EPS, profitability and value of the firm.

If the cost of capital is greater than the return, it will have an adverse effect on company’s

profitability, value of the firm and its EPS. Similarly, if company is unable to repay the

debt within the scheduled period it will affect the goodwill of the company in the credit

market and consequently may create problems in future for collecting further debt. Other

factors remaining constant, the company should select its appropriate capital structure with

due consideration.

TOTAL CAPITAL

EQUITY CAPITAL DEBT CAPITAL

EQUITY SHARE CAPITALPREFERENCE SHARE

CAPITALSHARE PREMIUM

RETAINED EARNINGS

TERM LOANS DEBENTURES

DEFERRED PAYMENTS LIABILITIES

OTHER LONG TERM DEBT

Capital structure involves a choice between risk and expected return. The optimal capital

structure strikes the balance between these risks and returns and thus examines the price of

the stock.

Significant variations with regard to capital structure can easily be noticed among

industries and firms within the same industry. So it is difficult to generate the model

capital structure for all business undertakings. The following is an attempt to consolidate

the literature on various methods to suggested by researchers in arriving at optimal capital

structure.

Notations used:

V = value of firm

FCF = free cash flow

WACC = weighted average cost of capital

rs and rd are costs of stock and debt

re and wd are percentages of the firm that are financed with stock and debt.

Operating and Financial Leverages

The term leverage refers to the ability of a firm in employing long – term funds having a

fixed cost, to enhance returns to the owners. In other words leverage is the employment of

fixed assets or funds for which a firm has to meet fixed costs or fixed rate of interest

obligation irrespective of the level of activities attained or the level of operating profit

earned.

Higher the leverage, higher the profits and vice – versa. But a higher leverage obviously

implies higher outside borrowings and hence riskier if the business activity of the firm

suddenly takes a dip. But a low leverage does not necessarily indicate prudent financial

management, as the firm might be incurring an opportunity cost for not having borrowed

funds at a fixed cost to earn higher profits.

Operating Leverage

Operating leverage is concerned with the operation of any firm. The cost structure of any

firm gives rise to operating leverage because of the existence of fixed nature of costs. This

leverage relates to the sales and profit variations.

Operating

Leverage =

Contributio

n

EBIT

Contribution = Sales – Variable Costs

EBIT = Earnings Before Interest and Taxes.

Disadvantages of Operating Leverages

The reliability of operating ratios rests to a large extent on the correctness of the

fixed costs identified with a product. Faulty apportionment would distort the

usefulness of the ratio.

The published accounts does not give details of the fixed cost incurred and the

contribution from each product and for an outsider it is difficult to calculate the

firm’s operating leverage.

Firm’s cost structure and nature of the firm’s business affects operating leverage. A

degree change in sales volume results in more than proportionate change (+/-) in

operating (or loss) can be observed by use of operating leverage.

Financial Leverage

This ratio indicates the effects on earnings by rise of fixed cost funds. It refers to use the

use of debt in the capital structure. Financial leverage arises when a firm deploys debt

funds with fixed charge. The ratio is calculated with the following:

Earnings before interest and tax / Earnings after interest – The higher the ratio,

the lower the cushion for paying interest on borrowings. A low ratio indicates a

low interest outflow and consequently lower borrowings. A high ratio is risky and

constitutes a strain on profits. This ratio is considered along with the operating

ratio, gives a fairly and accurate idea about the firm’s earnings, its fixed costs and

the interest expenses on long term borrowings.

Earnings per Share – Higher financial leverage leads to higher EBIT resulting in

higher EPS, if other things remain constant. Financial leverage affects the

variability and expected level of EPS. The more debt the firm employs the higher

its financial leverage. Financial leverage generally raises expected EPS, but it also

increases the riskiness of securities as the debt / asset ratio rises.

Financial Leverage

=

EBIT

EBT

EBIT – Earnings Before Interest and Tax

EBT – Earnings Before Taxes.

Consider Two Hypothetical Firms

Firm U Firm L

No debt 10,000 of 12% debt

20,000 in assets 20,000 in assets

40% tax rate 40% tax rate

Both firms have same operating leverage, business risk, and EBIT of 3,000. They differ

only with respect to use of debt.

Impact of Leverage on Returns

Firm U Firm L (Fig. in Rs’000)

EBIT 3,000 3,000

Interest 0 1,200

EBT 3,000 1,800

Taxes (40%) 1, 200 720

NI 1,800 1,080

ROE 9.0% 10.8%

More EBIT goes to investors in Firm L.

Total dollars paid to investors:

U: NI = Rs.1,800.

L: NI + Int = Rs.1,080 + Rs.1,200 = Rs.2,280.

Taxes paid:

U: Rs.1,200; L: Rs.720.

Now consider the fact that EBIT is not known with certainty. Determining the impact

of uncertainty on stockholder profitability and risk for Firm U and Firm L

Firm U: Unleveraged

Economy (Fig. in Rs’000)

Bad Avg. Good

Prob. 0.25 0.50 0.25

EBIT 2,000 3,000 4,000

Interest 0 0 0

EBT 2,000 3,000 4,000

Taxes (40%) 800 1,200 1,600

NI 1,200 1,800 2,400

Firm L: Leveraged

Economy (Fig. in Rs’000)

Bad Avg. Good

Prob.* 0.25 0.50 0.25

EBIT* 2,000 3,000 4,000

Interest 1,200 1,200 1,200

EBT 800 1,800 2,800

Taxes (40%) 320 720 1,120

NI 480 1,080 1,680

*Same as for Firm U.

Firm U Bad Avg. Good

BEP 10.0% 15.0% 20.0%

ROIC 6.0% 9.0% 12.0%

ROE 6.0% 9.0% 12.0%

TIE n.a. n.a. n.a.

Firm L Bad Avg. Good

BEP 10.0% 15.0% 20.0%

ROIC 6.0% 9.0% 12.0%

ROE 4.8% 10.8% 16.8%

TIE 1.7x 2.5x 3.3x

U L

Profitability Measures:

E(BEP) 15.0% 15.0%

E(ROIC) 9.0% 9.0%

E(ROE) 9.0% 10.8%

Risk Measures:

sROIC 2.12% 2.12%

sROE 2.12% 4.24%

Conclusions

Basic earning power (EBIT/TA) and ROIC (NOPAT/Capital = EBIT(1-T)/TA)

are unaffected by financial leverage.

L has higher expected ROE: tax savings and smaller equity base.

L has much wider ROE swings because of fixed interest charges. Higher

expected return is accompanied by higher risk.

In a stand-alone risk sense, Firm L’s stockholders see much more risk than Firm U’s.

U and L: sROIC = 2.12%.

U: sROE = 2.12%.

L: sROE = 4.24%.

L’s financial risk is sROE - sROIC = 4.24% - 2.12% = 2.12%. (U’s is zero.)

For leverage to be positive (increase expected ROE), BEP must be > rd.

If rd > BEP, the cost of leveraging will be higher than the inherent profitability

of the assets, so the use of financial leverage will depress net income and ROE.

In the example, E(BEP) = 15% while interest rate = 12%, so leveraging “works.”

Choosing the Optimal Capital Structure for Ranbaxy Laboratories Ltd.

Based on the ratio analysis done above it can be concluded that Ranbaxy is an unleveared

firm with very less debt component in its capital structure. The company is in a position to

increase its debt component by resorting to external debt financing. However it should be

kept in mind that, there could be two opposite effects if debt is increased in the capita

structure. The first effect may be an overall reduction in the cost of capital as the

proportion of debt increases in the capital structure due to low cost of debt. On the other

hand, because of fixed contractual obligation the financial risk of the company increases.

Thus, it is said that the optimum capital structure implies a ratio of debt and equity at

which weighted average cost of capital would be least and the market value of the firm

would be highest.

Keeping the above thought in mind I have tried to compute what would be the optimal

capital structure for Ranbaxy

Laboratories Ltd., based on the following information as per the Annual Report 2005:

EBIT being 37,273,800;

Assuming that the firms expects zero growth

225,557,810 shares outstanding; rs = 12%;

T = 35%; b = 1.0; rRF = 6%;

RPM = 6%.

Estimates of Cost of Debt

Percent financed

with debt, wd rd

0% -

20% 8.0%

30% 8.5%

40% 10.0%

50% 12.0%

If company recapitalizes, debt would be issued to repurchase stock.

The Cost of Equity at Different Levels of Debt: Hamada’s Equation

MM theory implies that beta changes with leverage.

bU is the beta of a firm when it has no debt (the unlevered beta)

bL = bU [1 + (1 - T)(D/S)]

The Cost of Equity for wd = 20%

Use Hamada’s equation to find beta:

bL = bU [1 + (1 - T)(D/S)]

= 1.0 [1 + (1-0.35) (20% / 80%) ]

= 1.16

Use CAPM to find the cost of equity:

rs = rRF + bL (RPM)

= 6% + 1.16 (6%) = 12.98%

Cost of Equity vs. Leverage

wd D/S bL rs

0% 0.00 1.00 12.00%

20% 0.25 1.16 12.98%

30% 0.43 1.28 13.67%

40% 0.67 1.43 14.60%

50% 1.00 1.65 15.90%

The WACC for wd = 20%

WACC = wd (1-T) rd + we rs

WACC = 0.2 (1 – 0.35) (8%) + 0.8 (12.98%)

WACC = 11.42%

Repeat this for all capital structures under consideration.

WACC vs. Leverage

wd rd rs WACC

0% 0.0% 12.00% 12.00%

20% 8.0% 12.98% 11.42%

30% 8.5% 13.67% 11.23%

40% 10.0% 14.60% 11.36%

50% 12.0% 15.90% 11.85%

Corporate Value for wd = 20%

V = FCF / (WACC-g)

g=0, so investment in capital is zero; so FCF = NOPAT = EBIT (1-T).

NOPAT = (Rs.37,273,800)(1-0.35) = Rs.24,227,970

V = Rs.24,227,970/ 0.1142 = Rs.212,153,852.89

Corporate Value vs. Leverage

wd WACC Corp. Value

0% 12.00% Rs.201,899,750.00

20% 11.42% Rs.212,153,852.89

30% 11.23% Rs.215,791,315.97

40% 11.36% Rs.213,274,383.80

50% 11.85% Rs.204,455,443.04

Debt and Equity for wd = 20%

The value of debt is:

= wd V = 0.2 (Rs.212,153,852.89) = Rs.42,430,770.58.

S = V – D

S = Rs.212,153,852.89 – Rs.42,430,770.58 = Rs.169,723,082.31

Debt and Stock Value vs. Leverage

wd Debt, D Stock Value, S

0% 0 Rs.201,899,750.00

20% Rs.42, 430,770.58 Rs.169,723,082.31

30% Rs.64, 737,394.79 Rs.151,053,921.18

40% Rs.85, 309,753.52 Rs.127,964,630.28

50% Rs.102, 227,721.52 Rs.102,227,721.52

Wealth of Shareholders

Value of the equity declines as more debt is issued, because debt is used to repurchase

stock.

But total wealth of shareholders is value of stock after the recap plus the cash received in

repurchase, and this total goes up (It is equal to Corporate Value on earlier slide).

Stock Price for wd = 20%

The firm issues debt, which changes its WACC, which changes value.

The firm then uses debt proceeds to repurchase stock.

Stock price changes after debt is issued, but does not change during actual repurchase (or

arbitrage is possible).

The stock price after debt is issued but before stock is repurchased reflects

shareholder wealth:

S, value of stock

Cash paid in repurchase.

D0 and n0 are debt and outstanding shares before recap.

D - D0 is equal to cash that will be used to repurchase stock.

S + (D - D0) is wealth of shareholders’ after the debt is issued but immediately before the

repurchase.

P = S + (D – D0)

n0

P = Rs.169,723,082.31+ (Rs. 42,430,770.58– 0)

225,557,810

P = Rs.94.06 per share.

# Repurchased = (D - D0) / P

# Rep. = (Rs.42,430,770.58 – 0) / Rs.94.06

= 45,116.

# Remaining = n = S / P

n = Rs.169,723,082.31 / Rs.94.06

= 1,804,462.

Price per Share vs. Leverage

# shares # shares

wd P Repurch. Remaining

0% Rs.89.51 0 2,255,578

20% Rs.94.06 451,116 1,804,462

30% Rs.95.67 676,673 1,578,905

40% Rs.94.55 902,231 1,353,347

50% Rs.90.64 1,127,789 1,127,789

Optimal Capital Structure

wd = 30% gives:

Highest corporate value

Lowest WACC

Highest stock price per share

But wd = 40% is close. Optimal range is pretty flat.

Modigliani and Miller Theory (Modern View)

The traditional view of capital structure explained in weighted average cost of capital is

rejected by the proponents Modigliani and Miller (MM) (1958). According to them, under

competitive conditions and perfect markets, the choice between equity financing and

borrowing does not affects a firm’s market value because the individual investor can alter

investment to any mix of debt and equity the investor desires.

Assumptions of MM Theory

The MM Theory is based on the following assumptions:

Perfect capital markets exist where individuals and companies can borrow

unlimited amounts at the same rate of interest.

There are no taxes or transaction costs.

The firm’s investment schedule and cash flows are assumed constant and

perpetual.

Firms exist with the same business or systematic risk at different levels of gearing.

The stock markets are perfectly competitive.

Investors are rational and except other investors to behave rationally.

MM Theory: No Taxation

The debt is less expensive than equity. An increase in debt will increase the

required rate of return on equity. With the increase in the levels of debt, there will be

higher level of interest payments affecting the cash flow of the company. Then equity

shareholders will demand for more returns. The increase in cost of equity is just enough to

offset the benefit of low cost debt, and consequently average cost of capital is constant for

all levels of leverage as shown in Figure 1.

Figure 1: MM view of Capital Structure

In MM theory the following notations will be used:

Vu = Market value of ungeared company i.e. company with 100% equity

financing.

Vg = Market value of a geared company i.e. capital structure of the

company includes both debt and equity capital.

D = Market value of debt in a geared company.

Ve = Market value of equity in a geared company.

Vg = Ve + D

Ku = Cost of equity in an ungeared company.

Kg = Cost of equity in a geared company.

Kd = Cost of Debt.

rCost of Capital

Cost of Equity

Average cost

of Capital

Cost of Debt

M M Theory: Proposition I

The market value of any firm is independent of its capital structure, changing the

gearing ratio cannot have any effect on the company’s annual cash flow. The assets in

which the company has invested and not how those assets are financed determine the

market value. Thus, the market value of a firm is unaffected by its financing decisions,

its capital structure, or its debt-equity ratio.

In simple words, M & M theory views the value of the company as a whole pie. The

size of the pie does not depend on how it is sliced i.e. the firm’s capital structure but

rather the size of the pie pan i.e. the firm’s present value based on its future cash flows

and its asset base.

The value of the geared company is as follows:

Vg = Vu

Vg = Profit before interest

WACC

Vg = Vu = Earnings in ungeared company

Ku

WACC is independent of the debt / equity ratio and equal to the cost of capital which the

firm would have with no gearing in its capital structure.

Proof by example -

Consider holding 1% of stock in an all-equity firm with value VU.

Then your wealth is 0.01VU.

Also, you receive a cash flow of 0.01CFt every period.

Alternatively, consider holding 1% equity and 1% debt in levered

version of the same firm with value Vg=E+D.

Your wealth then is [0.01E+0.01D] = 0.01Vg.

Cash Flows each period? [0.01(Int)+0.01(CFt-Int)]=0.01CFt.

As the inherent risk of the firm is the same, then the discounted

value of the cash flows must be the same, i.e., Vg= VU.

MM Theory: Proposition I

M M Theory: Proposition II

The rate of return required by shareholders increases linearly as the debt / equity ratio is

increased i.e. the cost of equity rises exactly in line with any increase in gearing to

precisely offset any benefits conferred by the use of apparently cheap debt.

MM went on arguing that the expected return on the equity of a geared company is equal

to the return on a pure equity stream plus a risk premium dependent on the level of capital

structure.

The premium for financial risk can be calculated as debt / equity ratio multiplied by the

difference between the cost of equity for ungeared company and risk – free cost of debt.

The cost of equity depends on the following three variables:

1. The required rate of return on the firm (Ku).

2. The required rate of return on the firm’s debt (Kd).

3. The firm’s debt/equity ratio (D/E)

Prop. IWACC

M&M

E

Traditional

MM proposition II can be summed up in following points:

Equity holders require a premium over what everyone is paid if the firm has debt.

The premium DOES depend upon the firm’s financing mix.

The wealth of equity holders, however, is unaffected.

Any increase in leverage raises both the risk of equity and its required return.

Stockholders are indifferent to capital structure and to change in leverage.

MM Theory: Proposition II

M M Theory: Proposition III

MM theory’s third proposition asserts that the cut-off rate for new investment will in all

cases be average cost of capital and will be un affected by the type of security used to

finance the investments.

M M Theory: Arbitrage

The cost of equity will rise by an amount just sufficient to offset any possible saving or

loss. The lenders determine the supply of debt. The optimal level is simply the maximum

Prop. IIRE

M&MSlope = RA – RD

B

E

TraditionalRA

amount of debt which lenders are prepared to subscribe in any given circumstances e.g.

level of inflation, rate of economic growth, level of profits etc. the investors will exercise

their own leverage by mixing their own portfolio with debt and equity. The investors call

this the arbitrage process. Under these conditions of investment the average cost of capital

is constant.

If two different firms with same level of business risk but different levels of gearing sold

for different values, then shareholders would move from over valued firm to the under

value firm and adjust their level of borrowing through the market to maintain financial risk

at the same level. The shareholders would increase their income through this method while

maintaining their net investment and risk at the same level. This process of arbitrage

would drive the price of the two firms to a common equilibrium total value.

The word ‘arbitrage’ is a technical term referring to a situation where two identical

commodities are selling in the same market for different prices, then the market will reach

equilibrium by the dealers start at the lower price and sell at the higher price, thereby

making profit. The increase in demand will force up the price of the lower priced goods

and increase in supply will force down the price of the high priced commodities.

The arbitrage in MM theory shows that the investors will move quickly to take advantage

and will make profit in an equilibrium capital market, then this would represent an

arbitrage opportunity.

MM Theory: Corporate Taxation

In above discussion, MM theory has ignored the tax relief on debt interest. MM has further

modified their theory by considering tax relief available to a geared company when the

debt component exists in the capital structure. The tax burden on the company will lessen

to the extent of relief available on interest payable on the debt, which makes the cost of

debt cheaper, which reduces the weighted average capital of the lower where capital

structure of a company has debt component.

Consider a firm with no debt (i.e. all equity or unlevered) with a value of Vu.

VL

Suppose firm changes capital structure by issuing debt and retiring some equity. The firm

will realize gain since interest payments on debt are tax-deductible, so tax liability will

decline!

For perpetual debt:

Yearly Tax Savings (Tax Shield)

= Interest × TC = r ×D × TC

= RD × B × TC

Tax shield will be realized each year forever. Since it goes to bondholders, it should be

discounted at RD, thus

PV of tax shield = (RD × B × TC)/ RD

= B × TC

Value of firm with debt VL (i.e. “levered firm”) will be : VL = Vu + B × TC

Value increases by PV of tax shield.

Tax advantage of debt increases as TC increases.

In M&M world (TC = 0), VL = V

Slope = TC

VU

B

MM Theory: Corporate Taxation

Under the assumption of tax relief being available on debt interest, the total market value

of the company is increasing function of the level of gearing.

MM theory cost of equity formula for a geared company:

Kg = Ku + (1 – T) (Ku – Kd)

MM theory assumes that the value of the geared company will always be greater than an

ungeared company with similar business risk but only by the amount of debt – associated

tax saving of the geared company. Value of geared company:

Vg = Vu + DT

When corporation taxation is introduced, the tax deductibility of debt interest creates value

for shareholders via the tax shield, but this is a wealth transfer from taxpayers. The value

of a geared company equals the value of an equivalent ungeared company’s shareholders

is less than that in the all equity company, reflecting the tax benefits. A further effect of

corporate taxation is to lower WACC, which falls continuously as gearing increases.

MM Theory: Personal Taxation

MM theory considered only corporate taxes. It was left to a subsequent analysis by Miller

(1977) to include the effects of personal as well as corporate taxes. He argued that the

existence of tax relief on debt interest but not on equity dividends would make debt capital

more attractive than equity capital to companies. The market for debt capital under the

PV of Tax Shield

M&M Value

laws of supply and demand, companies would have to offer a higher return on debt in

order to attract greater supply of debt. When the company offers after personal tax return

on debt at least as equal to the after personal tax return on equity, the equity supply will

switch over to supply debt to the company. It is assumed that, from the angle of the

company, it will be indifferent between raising debt or equity as the effective cost of each

will be the same and there is no advantage to gearing.

Financial Distress and Capital Structure

The assumption is that when firm has very high level of borrowing they are more likely to

run into the cost of final distress and cost of bankruptcy. When the leverage of the firm is

extremely high then it is very likely that at some stage it will not be able to make annual

interest payments and loan repayments. Dividends for shareholders can be bypassed but

failure to pay interest on loans often gives the lender the right to claim on the firms

operating assets thereby preventing the firm’s continuity of activity.

The following illustrative list of activities which may cause increase in cost of the firm.

Successive borrowings beyond the company’s target debt – equity ratio.

Borrowing higher levels of interest

Skip off or cut in dividend which may cause the fall of market rate of shares.

Loss of trade credit from suppliers

Distress sale of highly profitable instruments.

Abandonment of promising new projects.

Reduced credit period resulting in loss of business.

Corporate image may be tarnished.

Demand for withdrawal of loans made to the firm previously.

Reduction in stock levels result in reduction in sales etc.

Bankruptcy Costs

The cost of bankruptcy may be of two types:

Direct costs

— Those directly associated with bankruptcy, both legal and administrative.

Indirect costs

— Costs associated with a firm experiencing financial distress (creditors,

bankers, customers, employers, etc.)

Bankruptcy costs = direct costs + indirect costs

An increase in debt is associated with increased tax savings but also an increased

probability of running into cost of financial distress and bankruptcy. The value of the

leveraged firm is it’s capitalised after tax operational cash flow plus the present value of

the tax savings incorporating the anticipated cost of financial distress and bankruptcy.

V = X + DT – BC

R

Where,

V = Value of leverage firm

X = Anticipated net operational cash flows

R = Capitalisation Rate

D = Market Value of Debt

T = Corporate tax rate

BC = Anticipated costs of bankrupting

PV of Tax Shield

V

VU

PV of Bankruptcy Cost

B

Cost of Debt

Cost of Equity

Optimum Capital Structure

Figure: Optimum Capital Structure and Costs of Financial Distress

The existence of tax benefit for modest amounts of debt, and the need to avoid the costs of

financial distress, suggest that there is an optimal capital structure as illustrated in figure

which shows that there is an optimal capital structure at the point where the market value

of the firm is maximized, that is where (DT – BC) is maximized.

Debt Financing and Agency Costs

Agency theory models a situation in which a principal (a superior) delegates decision

making authority to an agent (the subordinate) who receives reward in return for

performing some activity on behalf of the principal. The outcome of the agents effects the

principals welfare in some way, for example sales revenue, output or contribution margin.

The principal attempts to combine a reward system with an information system, in order to

motivate the agent to choose the action, which maximizes the principal’s welfare.

In respect of debt finance, the suppliers of debt are much concerned, about their

investment in the company, about their investment in the company, about the risk involved

in financing debt to the company. In order to minimize the risks in debt finance, the

suppliers of loan will impose restrictive conditions in loan agreements that constraint

management’s freedom of action and it is known as agency costs. The more money the

suppliers of debt lend to the company – then the more constraints they are likely to impose

on the managements in order to secure their investments. Therefore, agency costs are

more in highly geared firms.

Difficult to identify and estimate, but exist

V = VU + BTC – PVBC– PV of agency costs

PVBC + PVAC eventually dominate over PV of tax shield.

PV of agency costs , as B generally.

Debt Financing and Agency Cost

Signaling Theory

In a pioneering study published in 1961, Gordon Donaldson examined how companies

actually establish their capital structure. The findings of his study are summarised below:

1. Firms prefer to rely on internal accruals, i.e. on retained earnings and depreciated

cash flow.

2. Expected future investments oppurtunities and expected future cash flow influence

target dividend payout ratio. Firms set the target pay out ratio at such a level that

capital expenditures, under normal circumstances, are covered by internal accruals.

3. Dividends tend to be sticky in the short run. Dividends are raised only when the

firm is confident that the higher dividend can be maintained; dividends are not

lowered unless things are very bad.

4. If a firm’s internal accruals exceed its capital expenditure requirements, it will

invest in marketable securities, retire debt, raise dividends, resort to acquisitions, or

buyback its shares.

PV of Tax Shield

V

VU

PVBC + PVAC

B

5. If a firm’s internal accruals are less than its non-postponable capital expenditure, it

will first draw down its marketable securities portfolio and then seek external

finance.

Noting the inconsistencies in the trade – off theory, Myers proposed a new theory, called

the signalling, or asymmetric information, theory of capital structure. The main points of

the theory are:

Managers often have better information.

Sell stock if stock is overvalued.

Sell bonds if stock is undervalued.

Investors understand this, so view new stock sales as a negative signal.

Corporate Finance Practices

The capital structure decision is a difficult decision that involves a complex trade – off

among several considerations like income, risk, flexibility, etc. given the over – riding

objective of maximising the market value of a firm, the following guidelines should be

kept in mind while hammering out the capital structure of the firm.

Avail of the Tax Advantage of Debt.

Interest on debt finance is a tax – deductible expense. Hence finance scholars and

practitioners agree that debt financing gives rise to tax shelter which enhances the

value of the firm.

Preserve Flexibility

Flexibility implies that the firm maintains reserve borrowing power to enable it to

raise debt capital to respond to unforeseen changes in business and political

environment. Hence the firm must maintain some unused debt capacity as an

insurance against adverse future developments.

Ensure that the Total Risk Exposure is Reasonable

The affairs of the firm should be managed in such a way that the total risk borne by

the equity shareholders is not unduly high.

Subordinate Financial Policy to Corporate Strategy

Financial policy and corporate strategy are often not integrated well. This may be

because financial

Mitigate Potential Agency Costs.

Due to separate ownership and control in modern corporations, agency problems

arise. Shareholders scattered and dispersed as they are not able to organise

themselves effectively. Hence, very little monitoring takes place in the security

markets.

Since agency costs are borne buy shareholders and the management, the financing

strategy of a firm should seek to minimise these cost by employing external agents

who specialise in low cost – monitoring.

Issue innovative Securities

Thanks to SEBI guidelines introduced in 1992, issues have considerable freedom

in designing financial instruments. There is greater scope for employing innovative

securities to the advantage of the firm. The important securities innovations have

been as follows: floating rate bonds (or notes), collateralised mortgage obligations,

dual currency bonds, extendible notes, medium term notes.

Widen the Range of Financing Sources

In as dynamically evolving financial environment, traditional sources of financing

may diminish in importance. They may not be adequate or optimal. Hence, it

behoves on a firm to employ new modes of finance like commercial paper,

factoring, Euro issues, and securitisation.

Capital expenditure: an overview

Factors Of Capex

Organizations engaged in manufacturing and marketing of goods or services

require assets in their operations. An asset can be thought of as any expenditure,

which creates or aids in creation of a revenue-generating base. Companies incur

various expenditure to carry on standard flow of work, expenditure intended to

yield returns over a period of time, and usually exceeding one year is regarded as

capital expenditure. Various factors are considered before Board of Directors

approves any expenditure. All that factors can further be divided into:

Operational Factors

I. To meet future requirements based on market forecast.

II. To maintain coordination with the vision of the company as Ranbaxy

vision Garuda states to be top five generic players in the world by 2012

and achieve sales of 5 billion. To achieve this target company has to

incur heavy expenditure on acquisition of fixed assets.

III. To increase market penetration.

IV. To maintain, renew, expand, upgrade existing physical assets that helps

to facilitate and enhance revenue-generating capacity.

V. To create, acquire and develop revenue generating activities/ capacities

that is imperative for an organization’s healthy growth and existence.

Financial Factors

In deciding which assets to create, acquire or develop, the benefits to be gained

from the expenditure have to be weighed against the costs that will be incurred.

While costs can always be expressed in financial terms, the benefits may or may

not be similarly quantifiable. Nevertheless, an attempt must be made to express

the benefits expected, in a manner that facilitates comparison with costs and helps

formulate a rational basis for the decision making process. Following are the

financial tools that are taken into account for approving capital expenditure.

Discounted Cash Flow (DCF)

This is one of the techniques for financial evaluation of Capex’s. DCF techniques

are based on the concept of time value of money and provide a methodology of

taking into account the timing of cash proceeds and outlays over the life of the

investment. The procedure underscores the need to state cash flow streams

arising in different time periods thus differing in value and, hence comparable

only in terms of a common denominator viz. present values.

I. Discounted Payback Period (DPP)

DPP is the number of years it takes for the present value of inflows to equal the

initial investment. Apart from giving due importance to time value of money it

serves as a reasonable tool of risk approximation. It favors projects, which

generate substantial cash inflows in initial years, and discriminates against those

that bring in substantial inflows in later years (risk tending to increase with

tenure). Thereby implying that an early resolution of uncertainty enables the

decision maker to take prompt corrective action by modifying/ changing other

investment decisions.

However, by the same logic it cannot be used as a principal tool for analysis

because it ignores any substantial cash flows arising after the pay back period.

II. Internal Rate of Return (IRR)

IRR is the discount rate that equates the present value of the expected future cash

inflows to the present value of the expected future cash outflows. It is the post tax

return from investment and hence the excess of IRR over the cost of capital

indicates a surplus after paying for the capital employed. IRR presupposes an

equivalent rate of return on the cash flows generated during the life of the asset

i.e., it assumes re-investment of intermediate cash flows at the rate of return equal

to the project's IRR.

Internal rates of return are most often used as useful additions to NPV

computations. This has in turn justified the use of IRR as a good substitute to

NPV. IRRs have the merit of indicating whether a project is worthwhile, in

that - an IRR above the cost of capital represents a positive NPV project, an IRR

equal to the cost of capital is a zero NPV project and an IRR less than the cost of

capital is associated with a negative NPV project.

Inspite of its merits, it needs to be understood that IRRs helps only to identify

projects that maximizes the ratio of rupee-value to rupee-capital in percentage

terms. What NPV will help in determining is the projects that maximizes the

rupee-spread between value and capital.

III. Net Present Value (NPV)

NPV is equal to the present value of cash inflows minus the present values of

cash outflows. A positive NPV is a prerequisite for the 'acceptance' of the project.

The primary tool of appraisal would be the NPV method. Its superiority over

other methods arises out of its principal merit of incorporating all benefits and

costs occurring over the life of the asset

IV. Profitability Index (PI)

The Profitability Index essentially measures the Present value of benefits times

the initial investment. Under unconstrained conditions, the profitability index will

accept and reject the same projects as the NPV criterion.

It is possible that a project may have no critical risks. Or the financial are

extremely favorable (high NPV, high IRR, high PI, low DPP etc.) and the

occurrence of consequent risks may not compromise the success of the project. It

is also possible that there is a conscious corporate decision to accept certain risks.

In such cases, no measures are required. These risks, in any case, must be

explicitly stated in the Quantitative assessment of Risk Capital investments are

essentially committed in expectation rather than in certainty, which implies that

investments are subject to risk contribute to removing the shortcomings of an

unstructured workings.

INTRODUCTION

The term 'Capital expenditure' refers to expenditure intended to yield returns

over a period of time, usually exceeding one year. This basically implies that any

expenditure, which results in the creation of a new asset or substantially increases

the capacity/benefits of an existing asset and is of a "long term" nature, should be

classified as Capital expenditure.

Since, the expression 'Capital expenditure' is not exhaustively defined, the facts

of a particular case would decide whether expenditure is capital or revenue.

Generally speaking, the expenditure should be tested on the following criteria to

facilitate classification between capital and revenue.

Expenditure would be deemed to be capital, if incurred for

Initiation of business

Extension of business: Entry into new markets & products

(including R&D and regulatory expenses).

Modification of asset/ equipment resulting in increased benefits

from the existing asset

Bringing into existence a new asset.

Conversely, expenditure would be deemed to be revenue, if

incurred for

Routine repairs and maintenance of existing plant.

Replacement of any part of the existing plant with capacities

remaining unchanged

Shifting of plants

Making alterations or renovations on rented premises

Assets having life of less than one year

Classification Of Capital Investments

Since the analysis for appraisal of the proposed capital expenditure will largely

depend upon the kind of investment, it is necessary to classify capital investments

into the following categories:

1) Cost Reduction, Modernisation and Rationalisation.

Expenditure to replace serviceable, but obsolete equipment. This may

become necessary because of the expiry of normal life or change in technology.

The purpose of this expenditure is to improve productivity, increase efficiency or

reduce cost of labour, material or other items such as power.

2) Expansion of Existing Products/ Capacity

Expenditures to increase plant capacity for existing products/equipment or

enhance multi-purpose flexibility.

3) Expansion into New Products/New Product Packs

Expenditure necessary to produce new products/new product pack. This also

includes expenditure on existing facilities to handle new products which may

result in incremental realizations / value additions.

4) New market development and Market Entry

This would include expenditure made for entering and developing new markets.

Such proposals would require the business case to be accompanied with detailed

financial analysis.

5) Replacement: Maintenance of Business

Expenditure necessary to replace worn-out or damaged equipment. They are not

likely to increase capacity or alter production significantly. Capital spares are

included here.

6) Quality, Good Manufacturing Practices, Safety, Health and Environment.

Expenditures necessary to upgrade quality, compliance of GMPs, government

regulations, labour agreements, insurance policy terms, and environmental safety

requirements. Financial evaluation/benefits from such expenditure may to the

extent quantifiable, be provided.

7) Research & Development

Expenditure on R&D projects/ equipment/ facilities. Financial evaluation/benefits

from such expenditure may to the extent quantifiable, be provided.

8) Information Technology

Expenditure on procurement of IT infrastructure (Hardware) and/or application

software. Financial evaluation/benefits from such expenditure may to the extent

quantifiable, be provided.

9) Others

This includes office buildings, vehicles, furniture, office equipment, InfoTech

related equipment and utilities, and all such assets, which provide infrastructures

support. This also includes any capital expenditure not explicitly covered in the

above classifications.

Capital Expenditure proposals are not applicable for

1] Employee entitlements

Capital expenditure necessary to meet the commitments in respect of provision of

assets to the employees in terms of personnel policies. Financial evaluation of

such expenditure is not required. Assets purchased by employees against their

hard/soft furnishing entitlements do not fall within the scope of this manual and

hence, will not be included here as they are per policy.

2] Amounts less than Rs.10, 000/ $1,000

Segregation of Capex and Revenue Expenditure

Broadly, the following shall be considered as Revenue:

All repairs to equipment in the normal course of business.

All annual maintenance contracts (AMC) to keep the said equipment/assets in

working condition.

All expenditures, which do not result in an enduring/permanent benefit to the

assets.

Modification to the existing assets, which does not result in enduring benefit,

are to be treated as Revenue after taking ratification of Technical Head of

Plant.

Piping and insulation of the nature of minor repair or replacement.

Re-arrangement of assets or minor structural changes for regulatory batches.

All accessories / dies & punches which are procured subsequent to purchase of

assets

In case of certain expenditure the treatment of which is in doubt, the decision in

this respect shall be exercised by the Plant Account Manager in consultation with

the User/Technical Head.

Date Of Capitalisation

Date of Capitalisation would be the date when the assets is certified by the

concerned Engineering / E&F Department as ready to use or GRN date in case of

assets which do not need commissioning (that is computers, furniture, fixtures

etc.). Authority for fixing date of capitalisation would be with E&F department.

Lead-time between certification and Commencement of commercial production

will not normally exceeds 30 days

In case of lead-time exceeding 30 days to take specific approvals from the Plant

Head.

Capitalization of Expenditure other than basic cost of assets

All expenditure directly related to the assets capitalized including freight, Entry

tax, Octroi, custom duty, and any such amount, which does not form part of the

original invoice, is to be capitalized along with the relevant assets.

All installation cost, service charges and labour cost, trial run cost (net of

realizable value of the product), technician fee and any other expenditure directly

attributable to the installation.

Cenvat /CVD credits will be netted off from the cost of assets. As per accounting

standard we have to capitalise the assets net of Modvat.

E&F department operational cost will be directly identified with the projects or

allocated to the projects on equitable basis.

For all this expenditure it is important to book at the stage of initiation at SAP

locations through the same capital internal order number, which has been

uniquely given to the Capex proposal at the time of initiation of the particular

asset.

Regarding Cenvat/ CVD credits netting off, special care is required to be taken

towards year ends to ensure meeting technical requirements as per the

Accounting Standards and ensure maximum depreciation (including higher

depreciation allowed is accounted for on capitalization, as applicable & there is

no Cenvat (cash flow) loss.

Capex Numbering

The numbering scheme is as under

Entity/Division/Cost Center No./ Year/ Serial No. of CEP raised by that

RCC/ Running Serial No. of Capex of the Division/ Plant, to be given by the

Accounts department. In case of Head Office, H.O will appear against division's

name.

At the beginning of the year capital budget prepared by every cost center (RCC) for

the particular year in every business area. This budget prepared every department and

submitted to the division. Then division decided and finalized the budget and given to

the management committee for the final approval. Capital budget is three type

prepared by the company.

Divisional

Info tech

Employee entitlement

The whole process works in a very systematic manner where firstly engineers

working at operational level locate the requirement of any new machinery. After

identifying need at operational level process of capital budgeting commence.

Currently whole Capex system is followed manually. The whole organization is

divided plant wise.

Plants located at Mohali 1 &2, Toansa, Dewas are handled division wise. Division

consists of head from each department and they control API Manufacturing plants

from one division. API manufacturing acts as a coordinator between above 4 plants.

They are responsible for communicating reports generated by each plant head that

comes under API manufacturing to higher authorities. For each Plant responsible cost

center head are assigned who looks after operational need. Different RCC’s are

prepared depending upon the functions.

These head can be divided into following categories

Production

Engineering

Personnel/security

Safety/ETP

QA/QC

Stores

For above different functions RCC’s head prepared their requirement chart

specifying

RCC’s number

Description (whether production, engineering, QA/QC)

Classification (Replacement, Upgradation)

Kind of expenditure (capital or revenue)

Justification

VED

Quantity

RCC’s number is unique for each function. Description about the function

whether it falls in production, engineering, personnel etc.

Revenue or capital expenditure can be further divided as per RCC’s

requirements:

CAPITAL EXPENDITURE

Regulation

GMP (Goods Manufacturing Practices)

EHS (Environment Health Safety)

Replacement

Capacity

Upgradation

Additional

REVENUE EXPENDITURE

Operating Expenses

Stores

Repairs Building

Repairs and Maintenance

Staff Welfare

VED is a management science tool, which is used by various department

depicting vitality of particular need raised at operational level where

V stands for VITAL

E stands for ESSENTIAL

D stands for DESIRABLE

The above requirement chart prepared by RCC head then consolidated by

Divisional Finance Accounts Department and budgets are prepared. For each

plant this chart is prepared where requirement of various functions are shown and

also respective RCC head gives justification. Finance department review the

expenditure type whether capital or revenue again as it could be classified wrong

by RCC head. Finance department then modifies this chart into budget based on

Plant wise requirement

Kind of function

In plant wise requirement various excel files are prepared which is as follows

Summery statement

Revenue expenditure

Capital expenditure

RCC wise

Similarly depending upon the functions various budgets is prepared. Basically

here for production and engineering requirements send by RCC head is provided

in plant wise description chart but for others such as

Personnel/security

Safety/ETP

QA/QC

Stores

In above functions division wise budgets are also made for example

QA/QC -> Division -> PDL

QA

Contract Manufacturing

Personnel/security -> Division -> Personnel/security

Division Management

Division Accounts

Separate budgets are prepared and then sanctioned by respective head.

Now the budgets prepared by finance department is further send to respective

departmental head. Then plant heads, followed by Vice President & onwards as

per the Capex amount, approves these capex’s.

As explained earlier Finance manager maintain the budget information, following

manufacturing locations of API are catered at Mohali Division

MOHALI

TOANSA

DEWAS

After preparation of Budgets, BOD approves Capital Expenditure by initiating

CAPEX form by Plant head that is appropriately signed by requisite authorities.

In CAPEX Form itself amount is classified into various categories

A. Replacement/Cost Reduction

B. Expansion into New Product/New Product Packs

C. Quality, Safety, Environmental

D. Expansion of Existing Products Packs

E. Replacement: Maintenance of Business

F. Others

All kinds of expenditure are classified into above head for API Manufacturing for

approval of Capital Expenditure

Accounting Route for API Manufacturing

Capital Expenditure

When top authorities approve the Capex requirement then an internal order number is

created by Plant department. After the creation of internal order number finance

department inform respective accounts department about the same. On receipt of the

IO, indenter will create the purchase requisition that subsequently go to purchase

department. Purchase department will float enquires and prepare comparative charts

for at least 3 vendors. After selecting the vendor, purchase department will place a

purchase order (PO) on the vendor for supply of the asset. In case, as per the terms of

the PO, any advance is to be given to vendor, the same is released by accounts

department, after passing the necessary entries in the vendor account under respective

business area (BA). The purchase department while preparing the PO would ensure to

mention complete name as “RANBAXY LABORATORIES LIMITED, API

MANUFACTURING” and address/ location of delivery of the asset. On receipt of the

goods, the Stores department will arrange to prepare the GRN and get the same

approved by the user department. On approval of the GRN, the stores department will

send the bill to accounts for invoice verification. The accounts department will verify

the invoice with PO and release the balance payment to vendor.

Material Cost

The purchase requisition (PR) for domestic materials i.e. Solvents, Chemicals and

other Consumables required for project completion will be raised by scientists after

obtaining approval from the respective head, the purchase requisition (PR) will be

send to purchase department for procurement of the material. Purchase department

will float enquires and prepare comparative charts for at least 3 vendors. The purchase

department will place the PO on the vendor for supply of the materials. In case, as per

the terms of the PO, any advance is to be given to vendor, the same will be released

by accounts department after passing the necessary entries in the vendor account

under Business Area (BA). The purchase department while preparing the PO would

ensure to mention complete name as “RANBAXY LABORATORIES LIMITED, API

MANUFACTURING” and address/ location of delivery of the asset. On receipt of the

goods, the stores department will arrange to prepare the GRN and do the respective

head approve the same. On approval of the GRN, the stores department will send the

bill to accounts department for invoice verification. The accounts department verifies

the invoice with PO and releases the balance payment to vendor. The cost of material

will be booked in the API MANUFACTURING cost center under Business Area

1000.

In case of imported material on receipt of approved PR from the API

MANUFACTURING, purchase department, Mohali will send the PR to international

purchasing department (ID Purchase) at Devika Tower, Delhi. The ID Purchase, while

preparing the PO would ensure to mention the complete as “RANBAXY

LABORATORIES LIMITED, API MANUFACTURING” and address/ location of

delivery of the asset.

On receipt of the material, the purchase department will arrange to prepare the GRN

and do the respective head approve the same. On approval

Of the GRN, the ID Purchase department will send the bill to accounts department

will only verify for invoice verification. The accounts department will verify the

invoice with PO .the verification of Custom duty; Overseas fright etc. will be done by

ID accounts and will arrange to release the payment to vendor. The cost of material

will be booked in the API MANUFACTURING cost center under Business Area

1000.

In the SAP system, a separate storage location (Storage Location 1075 plant 1030) for

material required by API MANUFACTURING should be created so that at any given

point the material purchased & consumed may be identified. Physically, the capital

assets as well as the materials purchased for API MANUFACTURING should be

stored in a separate storage preferably within API MANUFACTURING storage

location.

Revenue Expenditure

Apart from material, to carry on the API MANUFACTURING, certain expenses will

be incurred under various accounting heads. These expenses either may be incurred

directly by API MANUFACTURING, or may be incurred by other locations. The

accounting of these expenses would be made as under:

The manpower i.e. lab technician and other supporting staff working for the API

MANUFACTURING should be identified. All direct & indirect expenses incurred in

connection with recruitment, salaries, allowances and other benefits related the said

manpower be charged to the cost center for API MANUFACTURING e.g. Repairs &

maintenance of building, AMC’s housekeeping, Horticulture, Books & Periodicals,

Conference & Meeting, training, traveling lab assistant, Gifts & presents etc, should

be charged to the cost center of API MANUFACTURING.

Utilities cost such as Electricity, Water, Power, and Stream etc, incurred for API

MANUFACTURING, based upon the actual bills received from the supplier. In case

the utilities are provided by any of the existing manufacturing facilities, the supply

should be monitored by separate meter/sub meter etc, and charges for the same based

upon the actual units consumed should be debited to the cost center of API

MANUFACTURING.

The other supplies/facilities such as Telephone, Fax, Telex etc., should be directly in

the name of API MANUFACTURING. In case, any common facility is used, charges

on reasonable basis should be debited to the cost center of API MANUFACTURING,

Mohali. The supplies from common canteen should also be charged on a reasonable

basis i.e. linked to the number of employees working in API MANUFACTURING.

The charges for Tea, coffee, snakes etc, consumed by API MANUFACTURING.

Guest would be charged on reasonable basis to the Cost Center of API

MANUFACTURING.

In case any materials/consumables are provided by any of the manufacturing location

to the API MANUFACTURING. A stock transfer note will be raised on API

MANUFACTURING. Similarly if any services are provided by marketing facility to

API MANUFACTURING, cost there of at arms length basis will be debited to the

API MANUFACTURING.

Statutory Compliances (For Duties & Taxes):

[a] Excise:

1. The CENVAT credit shall not be available in respect of the Inputs

received from the vendors.

2. Transfer of any excisable inputs as such or intermediate from

manufacturing locations the same should be on payment/reversal of

appropriate duty, on which CENVAT is not applicable

[b] Sales Tax:

1. The premises stand already declared for the purpose of sales tax

registration.

2. As no direct sale activity is involved from the premises, hence no

payment on account of sales taxes.

[c] Other taxes:

As applicable on the items procured for the purpose (Octroi, etc.)

SAP Programming Route For Approval Of Capex

SAP stands for System Application Products in Data Processing. Before giving the

route of SAP for Capex an introduction about what actually is SAP

Ranbaxy is an ERP organization that uses the SAP software system in their

organization. Ranbaxy has adopted SAP R/3 version. System Application Product

(SAP) is a product of GERMANY that helps in data processing.

In this SAP software there are various modules, which deal with different business

activities.

Configuration of inventory under SAP system

In the SAP system various materials master codes are maintained to identify the

materials whether it is raw material, work in progress, finished goods or semi finished

goods. For this purpose a 7-digit code is maintained.

RAW MATERIAL 3******

PACKING MATERIAL 5******

WORK IN PROGRESS 8******

FINISHED GOODS 1******

STORE AND SPARES 4******

Material module under SAP consist of the following

Organization structure

Master data

Procurement process

Inventory management

Organization structure

Client

Company code

Business Area

Plant

Controlling area

Operating concern

Cost center

Client & Company Code

Client - Application-independent unit: Top level Physical structure

Client is a self-contained unit in SAP R/3 System with Separate Master Records and

its own set of tables

Company Code Represents an independent legal accounting unit, wherein a Balance

sheet, and P&L statement can be prepared. Several company codes can be set up for

each client, thus enabling accounting data to be managed simultaneously for several

independent organizations.

Example: a subsidiary company, member of a corporate group

RANBAXY organization has different client and company codes for its companies.

Such as

Ranbaxy laboratories LTD

Ranbaxy fine chemical LTD

Ranbaxy UK LTD

Business Area

Line of Business: e.g. API Manufacturing, Pharmaceuticals.

An organizational entity that is not independent from a Legal standpoint. Internal

balance sheets and income Statements can be created at Business Area level.

Business Area configured in RLL

API MANUFACTURING

API MARKETING

FORMULATION MANUFACTURING

FORMULATION MARKETING

TRADING

ALLIED BUSINESS

PHARMA BUSINESS SUPPORT

REASEARCH & DEVELOPMENT PlantA plant is an organizational

unit within a company. A plant produces goods; render services, or

makes goods available for distribution. A plant can be one of the

following types of locationsManufacturing facility e.g. MFG

(Mohali)Warehouse distribution center Branch office Controlling

AreaThis is organizational controlling unit. Transactions within

Controlling area is possibleOperating ConcernTop-level logical unit in

SAP. It is superset of all Cost Center, Business Area and Controlling

Area etcCost CenterCost center is the smallest unit in Phase I. In SAP

for handling various costs, there are different types of cost centers.

Examples, Personal Cost Center, Amoxy Cost Center, Utility Cost

Center. For Financial purposes Cost Center are classified into various

heads such as administrative cost center, works cost center, Utility /

Production cost center.SAP RouteSAP functioning in the system begins

by creating internal order. Internal order number is created by finance

department by using SAP command is Accounting -> Investment

Management -> internal order -> Master data -> special functions ->

KO02The above path command is KO02 that creates an internal order

for which following information need to be filled General data,

Applicant, Person Responsible, Processing group, Estimated costs,

Application data, Department, Control data, System status, User status,

Assignments, Company code, Business area, Plant, Object classTo make

certain changes in internal order the command isAccounting ->

Investment Management -> internal order -> Budgeting -> Original

Budget -> KO22In above command is used to verify the amount and text

of internal order.The report created by finance department can be viewed

by using command S_ALR_8701301.It is not mandatory to fill up

certain fields in the internal order at the time of its creation with the

result that the cost over-runs are not reflected automatically by SAP

systems. For example, the system provides that where the expenditure

under any internal order exceeds 2.5% of the budgeted amount, the same

is reflected in the reports. After creating the internal order the finance

manager will mail the CAPEX amount sanctioned by higher authorities

and also the internal order number to respective Plant Head. Indenter

will indent the required material. Indenter is the person who at

operational level requires the material In SAP next step is creation of

Purchase Requisition that can further be prepared in 2 waysCost

CenterCAPEX-IOFor the purpose of capitalization we have to focus on

CAPEX route. Here, after getting mail from finance department Plant

Head will authorizes the indenter to raise indent that is the indenter will

create Purchase Requisition. From the department the SAP route comes

to Purchase Department that in Mohali handles the Purchase Requisition

for Mohali and Toansa. In purchase department three documents are

prepared in order to raise final PURCHASE ORDER that is initiate to

supplier.1 REQUEST FOR QUOTATION (RFQ) – Purchase

Department after receiving the Purchase Requisition will place order

depending upon requirements. In system, for different items different

staff person receives particular Purchase requisition that is differentiated

by unique purchasing group. For Example 505 is the purchasing group

that handled Purchase Requisition for items related to Electrical and

instruments.For each item Purchase Department is required to send RFQ

to 3 vendors. Three is the minimum limit for every item but in case

where Purchase Requisition (PR) specify the brand of particular need to

be acquired, in that case only one RFQ need to send. For example if PR

specifies one LG T.V then only one RFQ need to send to dealers dealing

in LG commodities. For CAPEX PR starts from 3000001987. RFQ is the

10-digit number. In SAP for creating a RFQ ME41 is the command used

by purchase department. Then a applet window comes where

information regarding RFQ typeLanguage keyRFQ dateQuotation

deadlineRFQOrganizational dataPurchase organizationPurchasing

groupDefault data for itemsItem categoryDelivery datePlantMaterial

GroupStorage location.

Balance sheet

  Dec ' 08 Dec ' 07 Dec ' 06 Dec ' 05 Dec ' 04

Sources of funds

Owner's fund

Equity share capital 210.19 186.54 186.34 186.22 185.89

Share application money 175.66 1.18 0.88 0.28 2.83

Preference share capital - - - - -

Reserves & surplus 3,330.92 2,350.68 2,162.79 2,190.80 2,320.79

Loan funds

Secured loans 162.07 365.07 224.29 353.49 133.37

Unsecured loans 3,563.30 3,137.96 2,954.31 676.31 2.49

Total 7,442.14 6,041.42 5,528.61 3,407.10 2,645.38

Uses of funds

Fixed assets

Gross block 2,386.75 2,261.48 2,133.57 1,799.32 1,402.79

Less : revaluation reserve - - - - -

Less : accumulated depreciation 930.07 791.96 699.54 599.35 525.21

Net block 1,456.68 1,469.52 1,434.03 1,199.97 877.58

Capital work-in-progress 428.77 327.42 301.88 432.84 264.16

Investments 3,618.03 3,237.55 2,679.95 762.78 679.07

Net current assets

Current assets, loans & advances 6,509.97 2,922.42 2,620.99 2,409.08 2,366.89

  Dec ' 08 Dec ' 07 Dec ' 06 Dec ' 05 Dec ' 04

Less : current liabilities & provisions 4,571.31 1,915.49 1,508.24 1,397.56 1,542.33

Total net current assets 1,938.67 1,006.93 1,112.76 1,011.52 824.57

Miscellaneous expenses not written - - - - -

Total 7,442.14 6,041.42 5,528.61 3,407.10 2,645.38

Notes:

Book value of unquoted investments 3,372.60 3,106.69 2,659.94 762.77 679.07

Market value of quoted investments - 280.46 14.27 0.01 0.01

Contingent liabilities 252.85 201.00 159.40 202.40 307.95

Number of equity sharesoutstanding (Lacs) 4203.70 3730.71 3726.87 3724.42 1858.91

Capital structure

From

Year

To

Year

Class Of

Share

Authorized

Capital

Issued

Capital

Paid Up

Shares (Nos)

Paid Up

Face

Value

Paid Up

Capital

2008 2008Equity

Share299.00 210.18 420369753 5 210.18

2007 2007Equity

Share299.00 186.54 373070829 5 186.54

2006 2006Equity

Share299.00 186.34 372686964 5 186.34

2005 2005 Equity 299.00 186.22 372442190 5 186.22

From

Year

To

Year

Class Of

Share

Authorized

Capital

Issued

Capital

Paid Up

Shares (Nos)

Paid Up

Face

Value

Paid Up

Capital

Share

2004 2004Equity

Share199.00 185.89 185890742 10 185.89

2003 2003Equity

Share199.00 185.54 185543625 10 185.54

2002 2002Equity

Share199.00 185.45 185452098 10 185.45

2001 2001Equity

Share150.00 115.90 115895478 10 115.90

2000 2000Equity

Share150.00 115.90 115895478 10 115.90

1999 1999Equity

Share150.00 115.90 115895250 10 115.90

1997 1998Equity

Share69.00 53.73 53726252 10 53.73

1996 1997Equity

Share69.00 49.41 49414717 10 49.41

1995 1996Equity

Share69.00 48.13 43132253 10 43.13

1995 1996Equity

Share69.00 48.13 5000000 3 1.25

1994 1995 Equity 69.00 43.13 43132253 10 43.13

From

Year

To

Year

Class Of

Share

Authorized

Capital

Issued

Capital

Paid Up

Shares (Nos)

Paid Up

Face

Value

Paid Up

Capital

Share

1993 1994Equity

Share69.00 35.33 35330269 10 35.33

1992 1993Equity

Share49.00 21.79 21793050 10 21.79

Recommendations and Suggestions for the Indian Pharma Industry. The achievements

of the Indian pharmaceutical industry are spectacular in recent times and are praise

worthy, which has evolved as model industry of the country in performance. But, in the

21st century, the pharmaceutical value chain would depend on the ability of

pharmaceutical companies to make the technological shift necessary to maintain and

increase their competitive positions. Also for the MNCs, India provides not just the

possibility – but the unique & tangible opportunity to make the desired ‘technological

shift’ – in process, and in location! The question before Pharma Company CEOs the world

over today is not: ‘Should my company go to India?’ but ‘Can my company afford not to

go to India’?”STEPS REQUIRED TO BOOST THE COMPETITIVENESS OF THE

PHARMA INDUSTRY Extension of deduction of 150% of R&D expenses. This would

encourage more and more companies to invest in R&D.

The government has earmarked 150 crores for R&D. This is just not enough. It

should be augmented to at least 2000 crores.

To rationalize Drug Price Control Order (DPCO). The objective of the price

control was to ensure adequate availability of quality medicines at affordable

prices. The product patent regime will make it obligatory for Indian companies to

compete in R&D if they want to survive. Similarly, WTO led global trading

system will result in import tariffs coming down. For Indian companies to compete

with cheap imports, they will have to invest in cost effective technology and

processes. Therefore, it is imperative that the pharma industry has surplus for

investment. In this context, a liberalized price control regime becomes more

important.

An academic –industrial relationship can be further explored, on the lines of

the US model, where the universities are the sites of innovation and the industry

commercializes the product. The universities are permitted to own the Intellectual

Property Rights (IPR) and get a share of the profits. Academic institutions will

then become the engines of entrepreneurship. This also requires setting up of

greater number of centres of academic excellence throughout India in different

states, so that people from across the country can avail of such education and make

their contributions without feeling the need to look beyond India for achieving

academic excellence.

Income tax exemptions should be given on clinical trials and contract research

done outside the company and abroad. This is because India is seen as emerging

as a major centre for outsourcing of clinical trials for the Pharmaceutical MNCs.

The problem of spurious drugs has to be tackled.

The procedure for procurement of licence should be made more stringent,

including extensive disclosure of detailed personal, financial and business

information and a thorough background check. There is a strong need to

strengthen and streamline the Central and State Drug Control

Organizations. State drug controllers should take measures like setting up

of separate intelligence-cum-legal machinery with police assistance. Faking

should be made non-bailable and cognizable offence and the prosecution

should be instituted by any police or Central Bureau of Investigation officer

not less than the rank of a sub-inspector (instead of an inspector in the

extant provision).

Most of the cases relating to spurious drugs remain undecided for years.

Hence there is a strong need for setting up separate courts for speedy trials

of such offences. The case should be tried by the court of the rank of a

Session Judge or above whereas the extant provision provides for a trial by

a metropolitan magistrate or a first class judicial magistrate or above.

Each state should set up accredited testing laboratories that are well

equipped and adequately staffed. The staff should be trained well for

drawing samples for test and monitoring the quality of drugs and cosmetics

moving in the State. It is most important and essential to have training

programmes for technical staff of central and state drug control laboratories

and private testing laboratories as it is based on the report of these testing

laboratories that a manufacturer releases his product or otherwise. Legal

action against the manufacturer is likely to be taken on the basis of the test

report given by a government analyst.

India should exploit its know-how in herbal medicines. Since these medicines

do not come under the purview of the TRIPS regime and the research in new

chemical entities involves millions of dollars of investment, the Indian companies

should engage in R&D in herbal medicine. The companies should try to exploit the

Indian traditional knowledge in ayurveda and herbal cures and file as many patents

for herbal medicine as they can. For this the government should set up R&D

laboratories undertaking research exclusively in the area of herbal medicines and

support the companies in their research and patent filing.

The government should encourage setting up of USFDA-compliant plants by

providing tax holidays for a specified period (as given in regions like Baddi),

so that the Indian companies can exploit the opportunity arising out of patented

drugs and take up marketing of generics in the developed countries like USA.

TRENDS AND STRATEGIES

The Indian domestic pharmaceutical industry is increasingly becoming globally

competitive to counter the weaknesses and threats. The key trends and strategies being

adopted by the local pharmaceutical industry are:

Increased R&D Focus

Driven by the imminent change to a product patent regime at home from 2005 the leading

pharmaceutical companies in India have been increasing their R&D budgets over the

years. Indian pharmaceutical companies are likely to double their expenditure on R&D

over the next 2 years.

Exports Driven Growth

Indian pharmaceutical companies are on a global beat. Currently, exports contribute more

than half the total revenues for most of the Indian pharmaceutical majors. Exports have

increased in recent years as Indian pharmaceutical companies have made deep inroads into

the regulated generic markets of the US and Europe, in addition to unregulated markets.

MNCs Showing Growing Interest in India

The share of MNCs in the Indian pharmaceuticals market is expected to increase with the

recognition of product patents in the country from 2005, as they will be able to freely

introduce top of the line, patented products in the domestic market. Moreover, with the

new price control order expected to be passed soon, DPCO coverage will be substantially

reduced and margins of most MNCs with strong brands will drastically improve. The

Indian Government’s decision to allow 100 per cent Foreign Direct Investment into the

drugs and pharmaceutical industry is expected to aid increased investment in R&D

infrastructure by MNCs in India.

Recommendations and Suggestions for Ranbaxy Laboratories Ltd.

This paper describes a methodology for deriving the optimum capital structure for an

unlevered equity driven firm. Using a hypothetical model for computing optimal capital

structure, the idea is to determine the optimum level of debt which Ranbaxy can for

maximisising its market value and shareholders wealth. Various methods through which

Ranbaxy can raise debt are:

Debentures

Debentures are loans that are usually secured and are said to have either fixed or floating

charges with them.

A secured debenture is one that is specifically tied to the financing of a particular asset

such as a building or a machine. Then, just like a mortgage for a private house, the

debenture holder has a legal interest in that asset and the company cannot dispose of it

unless the debenture holder agrees. If the debenture is for land and/or buildings it can be

called a mortgage debenture.

Debenture holders have the right to receive their interest payments before any dividend is

payable to shareholders and, most importantly, even if a company makes a loss, it still has

to pay its interest charges.

If the business fails, the debenture holders will be preferential creditors and will be entitled

to the repayment of some or all of their money before the shareholders receive anything.

Other Loans

The term debenture is a strictly legal term but there are other forms of loan or loan stock.

A loan is for a fixed amount with a fixed repayment schedule and may appear on a balance

sheet with a specific name telling the reader exactly what the loan is and its main details.

Overdraft Facilities

Many companies have the need for external finance but not necessarily on a long-term

basis. A company might have small cash flow problems from time to time but such

problems don't call for the need for a formal long-term loan. Under these circumstances, a

company will often go to its bank and arrange an overdraft. Bank overdrafts are given on

current accounts and the good point is that the interest payable on them is calculated on a

daily basis. So if the company borrows only a small amount, it only pays a little bit of

interest.

Lines of Credit from Creditors

This source of finance really belongs under the heading of working capital management

since it refers to short term credit. By a 'line of credit' we mean that a creditor, such as a

supplier of raw materials, will allow us to buy goods now and pay for them later. Why do

we include lines of credit as a source of finance? Well, if we manage our creditors

carefully we can use the line of credit they provide for us to finance other parts of our

business.

Grants

Grants can be an attractive aspect of a company's financing structure. If a company has a

specific issue that it wants or needs to deal with then it could find that there are grants

available from local councils and other bodies that will help to pay for it.

Venture Capital

Venture Capital has become a vital aspect of the source of finance market over the last 10

to 15 years. Venture Capital can be defined as capital contributed at an early stage in the

development of a new enterprise, which may have a significant chance of failure but also a

significant chance of providing above average returns and especially where the provider of

the capital expects to have some influence over the direction of the enterprise. Venture

Capital can be a high risk strategy.

Factoring

Factoring allows you to raise finance based on the value of your outstanding invoices.

Factoring also gives you the opportunity to outsource your sales ledger operations and to

use more sophisticated credit rating systems. Once you have set up a factoring

arrangement with a Factor, it works this way:

Once you make a sale, you invoice your customer and send a copy of the invoice to the

factor and most factoring arrangements require you to factor all your sales. The factor pays

you a set proportion of the invoice value within a pre-arranged time - typically, most

factors offer you 80-85% of an invoice's value within 24 hours.

Leasing

Leasing is a contract between the leasing company, the lessor, and the customer (the

lessee). The leasing company buys and owns the asset that the lessee requires. The

customer hires the asset from the leasing company and pays rental over a pre-determined

period for the use of the asset. There are two types of leases:

Finance Leases

Under a finance lease the rental covers virtually all of the costs of the asset

therefore the value of the rental is equal to or greater than 90% of the cost of the

asset. The leasing company claims writing down allowances, whilst the customer

can claim both tax relief and VAT on rentals paid.

Operating Leases

The lease will not run for the full life of the asset and the lessee will not be liable

for its full value. The lessor or the original manufacturer or supplier will assume

the residual risk. This type of lease is normally only used when the asset has a

probable resale value, for instance, aircraft or vehicles.

The most common form of operating lease is known as contract hire. Essentially, this

gains the customer the use of the asset together with added services. A very common

example of an asset on contract hire would be a fleet of vehicles.

Indian pharmaceutical scene is fast changing. Consumer expectations are going up leading

to more difficulties for pharmaceutical marketing professionals. Change in the character

profile of the doctors with socio-economic changes have also affected many

pharmaceutical companies. Thus Ranbaxy should also concentrate on following areas to

strengthen market position:

Do Market Audit

The company should carryout an audit of all its activities. This activity analyses different

marketing activities and suggest the bench mark for the company. This is a self supportive

study as the marketing audit gives lot of avenues in streamlining the operations and cutting

the cost. It also helps to remove unnecessary activities, which may be redundant for

tomorrow. This gives also an insight to the future scenario.

Sales Management Audit and Preparation of New Sales Strategy

Sales Management plays a very important role in pharmaceutical industry. Medical

Representative or Area Manager is the key person in improving the sales. Medical

Representative and Manager, if are not happy, and not properly directed can lead to

chaotic conditions.

Training

Reorientation of the field force and manager is a must. Training plays a very important

role in motivating representatives as well as managers. It helps them to sharpen their tools

and develop confidence. A series of refresher course should be organized in order to

update managers on the medical skills and the selling skills. The net benefits of a training

program may be summarized as under:

i. Confidence level of the medical representatives goes up. They added lot of key

customers whom they were not meeting earlier. Increase in customer base with

also regular visit to key customers led to improvement in output.

ii. Improvement in strike rate – converting Non Prescribing Potential Doctors to

Irregular Prescribing Doctors Quicker. This leads to improvement in the

productivity.

iii. Training helps in accelerating productivity and overall growth in the Company.

Morale of the people if kept high then anything can be achieved. Today as per the study

conducted in India, majority of the people works at 40% of its energy level. A positive

attitude with proper work culture will not come only through lectures but there should be

adequate reward systems.

Optimization of Resources

Resources available today are becoming scarce. Therefore, for turning around the

company, optimization of resources does play a very important role. The activities like

rationalizing of tour programme, defining the head quarters working norms, proper

planning of input plans like samples, gifts based on contribution, core doctors visit

analysis, application of ACE approach and input-output model led to increase in

profitability.

CONCLUSION

The successful strategy for Ranbaxy Laboratories Ltd. in a post 2010 world will include:

(a) Attain right product-mix

(b) Augment skills

(c) Use M&A options for either companies or products.

(d) Building ‘Innovation’ Engine at R&D

(e) Sustain growth momementum in USA.

(f) Attain critical mass in Europe and Latin America.

(g) Specialty products focus for “Brand” marketing.

(h) Fortifying home business – leverage India Base.

(i) Seeding the Japanese market.

(j) Networking, licensing and acquisitions.

(k) Technology, new market entry vehicles, brands/ proprietary products

(l) Global talent pool to fuel growth.

The increasing importance of biotech industry and its symbiotic relationship to pharma

will also be very relevant in Ranbaxy’s strategy. However Ranbaxy should not close its

eyes on the ever increasing Global competition, which is a big threat for the company. The

entry of international and new domestic players would intensify the competition

significantly.

Further there is threat from other low cost countries like China and Israel. However, on the

quality front, India is better placed relative to China. So, differentiation in the contract

manufacturing side may wane. The short-term threat for the pharma industry is the

uncertainty regarding the implementation of VAT. Though this is likely to have a negative

impact in the short-term, the implications over the long-term are positive for the industry.

The Indian pharmaceutical industry is at the center stage in the global healthcare arena and

Ranbaxy endeavors to be at the forefront in delivering the India centric advantages to the

advanced and developing countries of the world.

From a small domestic company at inception, Ranbaxy has grown formidably to be a

Billion dollar institution that was envisioned by Late Dr Parvinder Singh, Chairman and

Managing Director, Ranbaxy in early 90's.

It is with the unwavering ' dedication ' and the ' will to win ' of Team Ranbaxy across the

globe that Ranbaxy has traversed this journey so far. The management feels that the next

league is a greater challenge, as the company has other milestones to achieve.

Whilst Ranbaxy continues to enhance the momentum of its generics business in its key

geographies, parallel to that it is also accelerating its drug discovery program. The

company is committed to provide quality generics at affordable prices to the patients

worldwide with a view to help bring down the healthcare costs. Ranbaxy’s management is

confident that its efforts would see the Company emerge as a leading player in the global

generic space in the years to come.

As the company moves ahead towards its mission to become a Research based

International Pharmaceutical Company. The management believes that, it is the spirit of

Team Ranbaxy that would enable Ranbaxy to reach out to Vision 2012

Bibliography

WEBSITES:-

- www.ranbaxy.com

ONLINE JOURNALS:-

- Cygnus Business Consulting & Research

Indian Pharmaceutical Industry-Oct-Dec 2008

- FICCI Report for National manufacturing Competitiveness Council

(NMCC)

BOOKS:-

- Financial Management

(ICFAI University)

- Financial Management

(Fourth edition)

By M.Y.Khan & P.K.Jain

(Tata McGraw Hill Publishing Company Ltd.)

- Financial Management

(Sixth edition)

By Prasanna Chandra

(Tata McGraw Hill Publishing Company Ltd.)

- Financial Management

(Fourth edition)

By Ravi M Kishore