Basavaprasad Internship Report

SURYAKALA LABORATORIES
An Internship Report
On
“Suryakala laboratories Pvt ltd”
Submitted By
Basavaprasad S Mathapati
(3VY21BA020)
Submitted To
VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI
In partial fulfilment of the requirements of the award of the degree of
MASTER OF BUSIESS ADMISTRATION
UNDER THE GUIDANCE OF
Dr.Shailaja Kheni
Asst. Professor
Department of studies business Administration
Centre for PG Studies
KALABURAGI-585105
DEPARTMENT OF STUDIES IN BUSINESS ADMINISTRATION

CENTRE FOR PG STUDIES
VISVESVARAYA TECHNOLOGICAL UNIVERSITY KALABURAGI
585105
Department of Management Studies VTU CPGS, Kalaburagi

2023

Visvesvaraya Technological University

(State University of Government of Karnataka Established as per the VTU Act,
1994)
“Jnana Sangama” Belagavi-590018, Karnataka, India
Dr. Shailaja Kheni Department of Management Studies

Programme Coordinator VTU’s CPGS, Kusnoor Road, Kalaburagi - 585105
CERTIFICATE
This is to certify that Mr. Basavaprasad S Mathapati bearing USN 3VY21BA020, is a bona fide
student of Master of Business Administration of Visvesvaraya Technology University’s Centre for PG
Studies, Kalaburagi affiliated to Visvesvaraya Technological University, Belagavi. An Organisation
Study report on “Suryakala laboratories Ltd” is prepared by his under the guidance of Prof Shailaja
kheni, in partial fulfilment of the requirements for the award of the degree of Master of Business
Administration of Visvesvaraya Technological University, Belagavi, Karnataka.
Signature of Signature of
Internal Guide Programme Coordinator

DECLARATION
I hereby declare that this Internship report conducted at “SURYAKALA

LABORATORIES LTD” is a record of independent work carried out by me under the
guidance of Prof Shailaja kheni
I also declare that this Internship report is towards the partial fulfilment of the
University regulation for the award of degree of Masters of Business Administration
by Visvesvaraya Technological University, Belagavi.
I have undergone an internship report for a period of four weeks. I further declare that
this Internship report is based on the original study undertaken by me and not being
submitted for the award of any degree from any other university/institution.

DISCLAIMER
The enclosed document is the outcome of a student academic assignment, and does not
represent the opinions/views of the University or the institution or the department or any
other individuals referenced or acknowledged within the document. The data and
information studied and presented in this report have been accessed in good faith for
secondary sources/ web sources/ public domain, including the organisation’s website,
solely and exclusively for academic purposes, without any consent/permission,
expresses or implied, from the organisation concerned. The author makes no
representation of any kind regarding the accuracy, adequacy, validity, reliability,
availability or completeness of any data/information herein contained.
PLACE: Kalaburagi Signature of the Student

DATE: USN:3VY21BA020

ACKNOWLEDGEMENT
The satisfaction that accompanies the successful culmination of any task would be
incomplete without maintaining those who made it possible because success is the
epitome of hard work, determination, consultation and dedication. This list of thanks is
heartfelt only begins to acknowledge those people to whom, one way or the other this
owes its existence.
I would like to thank our Regional Director Dr. Basawaraj Gadgay and Program
Coordinator Dr. Shailaja Kheni and all teaching and nonteaching staff members and
well-wishers whose ideas, critical insights and suggestions have been valuable in the
preparation of the internship project report. I express my sincere and heartfelt thanks to
our internal Guide, Prof Shailaja kheni ,Assistant Professor, Department of
Management studies, PG Centre, Kalaburagi for those valuable time, guidance and
encouragement throughout the process of study.
I would like to extend my whole hearted thanks to our parents, friends and well-wishers
for their support and encouragement in the completion of this report.
Basavaprasad S Mathapati
(3VY21BA020)
TABLE OF CONTENTS

SL NO INDEX PAGE NO
Chapter-1
Introduction about the organisation
and industry
Chapter-2 Organisation profile
2.1 Background
2.2 Nature of Business
2.3 Vision mission, quality policy
2.4 Workflow model
2.5 Product/Service Profile
2.6 Ownership pattern
2.7 Future Growth and prospects
Chapter-3 McKinsey’s 7s Framework and Porter’s

Five forces Model
Chapter-4 SWOT Analysis
Chapter-5 Analysis of financial statement
Chapter-6 Learning experience

6.1 Bibliography
6.2 Annexure
EXECUTIVE SUMMARY

This is an attempt to know how the theories can be applied to practical situation. As a student Of PG
in MBA , it is a part of study for everyone to undergo An Internship Report at some good organisation.
As a part of curriculum, I have undergone an internship report on Suryakala laboratories Ltd. It is
more important for a PG student to have a knowledge of both theoretical and practical application in
the real situation. This internship report made me to know about the actual functioning anifferent
departments in the organisation.
Goals indicate what a business unit wants to achieve; Strategy is an action plan for getting the goals.
Every business must design strategy for achieving its goals, consisting of a marketing strategy, and a
compatible technology strategy and sourcing strategy.
Internship report helped me to know more the Structure or products of the
Suryakala laboratories Ltd, their workflow and the ownership pattern of the company. The
organisation structure involves formal and recognized structure where in each and every individual and
group have a definite relationship with each other. I studied the theoretical aspect of management
principle in the classroom. However here at Suryakala laboratories Ltd, I could learn the application of
that principle. I learnt how these principles are applied the implemented in the organizational setting.
The internship is an Internship report. It is aimed at seeking information from various departments, its
history, nature of business, vision, mission, policies, procedures, products, turnover etc.
It was a great opportunity for me to go internship digitally and how company has coordinated its
departments and in providing the timely and comfortable service to public support and the hands-on
experience in the organization has become a value addition in my MBA curriculum.
CHAPTER – 1
INTRODUCTION ABOUT THE ORGANISATION AND INDUSTRY
INDUSTRY:

Chemical manufacture is very important to modern day life. Manufactured chemicals will be present in
almost every product that you will use today: from your toothpaste to your nylon jacket, your ballpoint
pen to your mobile phone; manufactured chemicals have truly infiltrated our lives. This article is all
about the Chemical Industry: a term used to describe the companies who manufacture and process the
chemicals that constitute the products that we use.
Companies within the Chemical Industry convert raw materials such as oil, metals and minerals into
products. Chemicals have been used and processed throughout history but large scale manufacture of
chemicals only began in earnest during the industrial revolution. Many professionals are employed by
the Chemical Industry including, but not limited to, chemical engineers, chemists and lab technicians.
There are three main type of chemical that can be manufactured in industry:
 Bulk chemicals
 Fine chemicals
 Speciality chemicals

 Bulk chemicals : - Those which are manufactured on a very large scale. Commodity

chemicals are a type of bulk chemical that are manufactured in order to meet the needs of
global markets. The bulk chemicals industry manufacture many chemicals and products
including polymers, petrochemicals and fertilizers. Bulk chemical plants have very big vessels
in which chemicals are made and processed.
 Fine chemicals: - Fine chemicals are complex pure chemicals that are produced in small
quantities and are sold for high prices. They are made to meet a particular specification and are
then used in other chemical processes to make products. Fine chemicals are often made via
organic synthesis. An organic synthesis is a series of chemical reactions that are carried out in a
lab, using carbon based chemicals to make a molecule or compound. Fine chemicals can also
be made through bio-technical processing. This involves the use of living organisms to make
chemicals. Fine chemicals are often used as a starting material for making other chemicals.
 Speciality chemicals :- Speciality chemicals are a type of chemical that are made on relatively
small scales in batch processes. Speciality chemicals are used to make products for a variety of
sectors. Types of speciality chemicals include, adhesives, cosmetic additives, flavours,
fragrances, elastomers and lubricants. Speciality chemicals are a key export of the UK which
contains many speciality chemicals companies, especially in the Northeast of England.
The Chemical Industry is faced with many challenges. Some of these challenges arise due to the
hazardous nature of the chemicals that are being used. Hazardous chemicals must be handled carefully
and disposed of in a particular way to ensure that they do not cause damage to the environment or to
people. Another challenge faced by the chemicals industry, is the risks associated with manufacturing
chemicals. Conditions within reactor vessels must be constantly monitored and controlled by plant
operatives and chemical engineers. Accidents and disasters can happen which is why chemical
manufacture is heavily monitored and regulated by bodies
such as the Health and Safety Executive, in the UK. The proper disposal of chemical waste is another
aspect of chemical manufacturing which must be monitored to ensure that harmful waste is not
released into the environment.

Ensuring the safety of professionals making chemicals is an important consideration for the Chemical
Industry. Alkylation is an important chemical reaction that is used to transfer an alkyl group from one
molecule to another. The conversion of low molecular weight compounds such as isobutane into high
octane gasoline compound is an example of alkylation. The process is usually carried out in the
presence of acid catalysts such as hydrogen fluoride (HF). HF is corrosive and toxic and therefore
poses a huge risk to scientists handling the compound in laboratories and to plant operatives who help
to carry out the reaction on a large scale. In an attempt to mitigate the risk of using HF during
alkylation scientists have carried research out seeking to find a safer alternative catalyst for the
reaction. Scientists have found solid catalysts to be an effective replacement to the conventional HF
catalyst. Using solid catalysts during alkylation is advantageous because the risks associated with
using HF such as spilling acid are no longer present. Thus, the reaction can be carried out more safely.
An example of a terrible environmental disaster related to the chemicals industry was the Hungary Red
Mud Disaster of October 2010. During the incident a damn burst due to heavy rains. This caused the
release of a toxic mudflow which travelled downstream over fields and towards towns. The mudflow
was 2m high and covered an area of 40km2. The water in the dam had become highly toxic and
alkaline due to the release of effluent from a nearby Bauxite factory by the name of Ajka Aluminium
Works. The factory was poorly regulated and should not have been releasing waste material into the
reservoir. The impact of the disaster was huge, quite literally. 1 million cubic metres of waste flowed
from the dam and affected 7 towns.
Unfortunately, around 7000 people were impacted by the incident: 9 people died and 120 were injured.
Fish and wildlife were also killed. Another result of the mudflow was the contamination of topsoil in
nearby agricultural areas. The Hungary Red Mud Disaster teaches us the importance of proper
regulation of companies who manufacture, process and use chemicals. Without clear regulations
regarding the disposal of chemical waste people are put at unnecessary risk. Chemical disasters still
occur today. Notable recent disasters include the Kamituga gold mine landslides in the Democratic
Republic of Congo and the 2020 Ahmedabad blast, which killed twelve people. A trend in some of the
more recent chemical disasters is that they have all occurred in developing nations. This could be due
to the fact that health and safety regulation is not in place or is not as strict as it is in more developed
nations.
To conclude, the role of the Chemical Industry is to manufacture chemicals for various uses. There are
three main types of chemicals that can be manufactured: bulk, fine and speciality. Different types of

chemicals are used for varying purposes. Carrying out certain chemical reactions can be unsafe due to
the materials that are used, as in the reaction of alkylation, but research can be carried out to find
alternative chemicals allowing professionals to be at a lower risk when carrying out their jobs.
Chemical manufacture must be regulated and monitored as poor regulation can cause major
environmental catastrophes such as the Hungary Red Mud Disaster.
ORGANISATION:
Introduction about the organisation:

 Suryakala is incorporated in 2008 and headquartered in Hyderabad, Telangana State, India.
 Our Manufacturing facility is located at Kolhar Industrial Area, Bidar, Karnataka, which is very
nearest to the leading pharmaceutical hub “Hyderabad” Telangana.
 Suryakala has dedicated R&D Facility located at ALEAP Industrial Estate, Hyderabad, Telangana,
with qualified scientific team.
 The directors of Suryakala with their rich pharmaceutical experience of more
 Two decades always strive to provide best support to all our customers at all times.
 Over the years, we have leveraged our position in the global market with an enviable list of clients
and a phenomenal growth rate achieved through product innovation, dedicated teams and timely
implementation of solution
Basic Information
Company Name: Suryakala Laboratories Pvt Ltd
Business Type: Manufacturer

Number of Employees: 51 - 100 People
Year Established: 2008
Name of Legal G V Rami Reddy

Representative:
Registered Capital: US$501 Thousand - US$1 Million
Ownership Type: Corporation/Limited Liability Company

Trade & Market
Main Markets: Southeast Asia
Annual Sales Volume: Below US$1 Million
Export Percentage: 11% - 20%
OAnnual Purchase Volume: Below US$1 Million

Factory Information
Factory Size (Sq.meters): 5,000-10,000 square meters
Factory Location: HIG185,Road No.5,KPHB Colony,, Hyderabad, Andhra Pradesh,

India
QA/QC: In House
Number of Production Lines: 4
Number of R&D Staff: 96
Number of QC Staff: 5 - 10 People
Management Certification: ISO 9000/9001/9004/19011: 2000
Contract Manufacturing: Design Service Offered

Chapter 02
Organisation profile
The company's Generic Formulations business addresses this urgent need by offering
more than 200 high-quality generic versions of expensive innovator medicines—at a
fraction of the cost—in over 80 countries around the world. Generic Formulations,
including tablets, capsules, injectables, and topical creams, is the largest part of its
business portfolio, making products across the major therapeutic areas of gastrointestinal
ailments, cardiovascular disease, pain management, oncology, anti- infective, pediatrics
and dermatology.
In addition to accelerating access to prescribed medicines, the company actively develop
appropriate products that are available without a doctor's prescription. These important
over-the-counter (OTC) medications reach a much broader population. In Russia and
India, for example, its strong OTC portfolio contains some of the most trusted brands in
the industry. The company make and market OTC medicines in the areas of pain
management, dermatology, allergy management areas, and gynecology. In the coming
years, the company will continue to explore offering OTC versions of its generic products
as regulations allow
Business Overview
Through its portfolio of products and services, the company operate in multiple therapeutic
areas — the major ones being gastrointestinal, oncology, cardiovascular, pain
management, central nervous system (CNS), anti-infective, respiratory and
dermatology.
Suryakala laboratary is present in several countries across the world, with the key
geographies being the US, Europe, India and Russia. After the last couple of years, when
the company had to deal with extremely difficult market conditions on account of intense
price competition, channel consolidation in the US, regulatory hurdles and consequential
delays in launches of new products, FY2019 witnessed much better performance for it.
2.1 Background
Suryakala Laboratories Ltd is an integrated global pharmaceutical company committed to

providing affordable and innovative medicines for healthier lives. Through its three
businesses - Pharmaceutical Services &Active Ingredients Global Generics and
Proprietary Products – Suryakala offers a portfolio of products and services including
Active Pharmaceutical Ingredients (APIs) custom pharmaceutical services generics
biosimilars and differentiated formulations. The company's major therapeutic areas of
focus are gastrointestinal cardiovascular diabetology oncology pain management and
dermatology. Suryakala operates in markets across the globe. Its major markets include -
USA India Russia & CIS countries and Europe.SuryakalaLaboratories was incorporated in
the year 1984 in Hyderabad. The company was established by Dr Anji Reddy with an
initial capital outlay of Rs 25 lakh. The company made their beginning with the
manufacture of Active Pharmaceutical Ingredients and Intermediates (API) and
commenced operations with a single drug in a 60-tonne facility near Hyderabad India. In
the year 1986 the company shares were listed on the Bombay Stock Exchange. Also they
entered international market with exports of Methyldopa.In the year 1987 the company
obtained first USFDA approval for Ibuprofen API. In the year 1988 they acquired Benzex
Laboratories Pvt Ltd to expand their Bulk Actives business. In the year 1990 they
exported Norfloxacin and Ciprofloxacin to Europe and Far East. In the year 1991 they
commenced formulation exports to Russia.In the year 1993 the company established.
Foundation and initiated drug discovery programme. In the year 1994 they finished
dosages facility established to cater to highly regulated markets such as the US. In the year
1995 the company set up joint venture in Russia. In the year 1997 they filled first ANDA
with the United States Food and Drug Administration for Ranitidine. In the year 1999 the
company acquired American Remedies Ltd a pharmaceutical company based in India. In
the year 2000 Cheminor Drugs Ltd a group company merged with the company and thus
the company became India's third largest pharma company. In the year 2001 the company
launched Fluoxetine capsules. They became the first Indian company to win 180-day
exclusivity for a generic drug in the US. Also they launched their first generic product
Ranitidine in the US market.In the year 2002 the company made their first overseas
acquisition of BMS Laboratories Limited and Meridian Healthcare in UK. In the year
2003 they launched Ibuprofen first generic product to be marketed under the Suryakala
laboratories in the US. In the year 2005 they acquired Roche's API Business at its
manufacturing site in Mexico. In the year 2006 the company acquired Betapharm the

fourth largest generics company in Germany for a total enterprise value of Rs 480 million.
In the year 2007 the company launched Reditux - the world's first biosimilar MAb - for
the treatment of Non Hodgkins Lymphoma. Also they became India's leading and most
profitable pharmaceutical company.During the year 2008-09 the company acquired
DowPharma's small molecules business in UK under Chirotech Technology Ltd BASF
Corporation's manufacturing facility at Shreveport in Louisiana USA under Suryakala
Laboratories Louisiana LLC and Jet Generici SRL a company engaged in the sale of
generic finished dosages in Italy. In addition Perlecan Pharma Pvt Ltd Macred India Pvt
Ltd and Suryakala Laboratories ILAC Ticaret also became subsidiary of the
company.During the year 2009-10 Suryakala ltd Pharma SEZ Ltd was incorporated as a
wholly-owned subsidiary of the company for the purpose of formulation manufacturing at
Special Economic Zone and Perlecan Pharma Pvt Ltd was amalgamated with the
company. Further the company acquired the balance stake of 30% in Suryakala (Australia)
Pty Ltd. The company filed 12 Abbreviated New Drug Applications (ANDAs) in US
including six Para IV filing during the year.During the year 2010-11 the company
acquired GlaxoSmithKline's (GSK) oral penicillin manufacturing facility located in
Tennessee USA. This allows the company to enter the US penicillin-containing
antibacterial market segment through brands such a Augmentin and Amoxil and serve
the needs of customers through manufacturing and other capabilities that did not
previously exist within the company. Also they increased the stake in the South African
joint venture company to 100% after acquiring the 40% stake of the partner.During the
year the company launched Cresp in India the first biosimilar darbepoetin alfa in the
world. In March 2011 they launched Peg-grafeelTM in India in the form of an affordable
pegfilgrastim which is used to stimulate the bone marrow to produce more neutrophils to
fight infection in patients undergoing chemotherapy. Peg-grafeelTMDuring the year
Idea2Enterprises (India) Pvt Ltd Suryakala Laboratories Romania SRL I-Ven Pharma
Capital Ltd Suryakala Laboratories Tennessee LLC and Suryakala Venezuela C.A.
became wholly-owned subsidiaries of the company. Further Suryakala Laboratories
(Proprietary) Ltd also became wholly-owned subsidiary by virtue of purchase of its
balance 40% stake by the company.

2.2 Nature of Business
Suryakala Laboratories Ltd (DRL) is an integrated chemical company committed

to providing affordable and innovative medicines for healthier lives. ... The
company's major therapeutic areas of focus are gastrointestinal cardiovascular
diabetology oncology pain management and dermatology.
Suryakala manufactures and markets a wide range of chemical in India and

overseas. The company has over 190 medications, 60 active pharmaceutical
ingredients (APIs) for drug manufacture, diagnostic kits, critical care, and
biotechnology products.
2.3 Company vision
Our vision is to become a discovery-led global pharmaceutical company. We will

achieve this vision by building:
A work place that will attract, energise and help retain the finest talent available. An
organizational culture that is relentlessly focused on the speedy translation of
scientific discoveries into innovative products to make a significant difference in
people’s lives.
 Company vision
To be the first Indian pharmaceutical company that successfully takes its products from
discovery to commercial launch globally. We are on a tough mission and energies can
easily dissipate unless there is direction and dedication.
 Quality of product
Suryakala is committed to provide customer’s products meeting or exceeding exceptions

consistently in terms of specifications, delivery, technical support regularity compliance

& competitive.
2.4 workflow model

2.5 Products
We are a leading Manufacturer of Hexanoic Acid, 4 Bromo 2 Flouro Biphenyl, Contract
Manufacturing, Custom Synthesis, 4 2 Chloroacetyl Methanesulfonanilide and 2 3 Dichloro
Benzoyl Cyanide from Bidar, India.
2.6 Future growth and prospects
Rising competition leading to pricing pressure always poses risks to US growth for Indian
pharmaceutical firms. Suryakala Laboratories Ltd also saw some key products face
increased competition in the US, leading to moderation of sales. Its US sales fell 5%
sequentially in the December quarter.
Though US sales may have moderated sequentially, nevertheless, the company’s
prospects there remain firm. The US market, which contributed 35% to overall revenue,
saw sales grow 9% year-on-year during Q3.The company now has a much higher base in
the US. Aided by volume growth in many products as well as some new launches, the y-o-
y growth momentum remains decent. The confidence stems from the fact that Suryakala is
preparing for the launch of several large products in the US. These can take care of any
pricing pressure on the base business. As the launch of cardiology generic drug Vascepa
soon is to accrue benefits, it is to be followed by two more large generic product launches
in FY22. Another two much-awaited large product opportunities (Copaxone generics and
Nuvaring generics) may see their launches happen in FY23, as per analysts.
Overall, the product pipeline is strong. Further, the company has changed its strategy and
is focusing on growth in India and emerging markets too. In the US, its efforts are
concentrated on growing limited competition and niche product business. It had even
divested many loss-making proprietary products.
The rebound in acute segments after the lockdown-induced disruption in the first half will
drive benefits. The company has completed the integration of the acquired Wock hardt

portfolio and will harness synergy benefits in the domestic market. The success with
covid-19 vaccine can further propel

growth. Bhavesh Gandhi, lead analyst, institutional equities, Yes Securities, says
Suryakala has a diversified US portfolio compared to Lupin and also less risky
growth pathway in comparison to Sun Pharma. Lupin still has a larger
dependence on some key products, while Sun is banking on ramping up
speciality products to drive growth.

CHAPTER – 3 MCKENSY’S 7’S FRAMEWORK

AND PORTER’S FIVE FORCES ANALYSIS
Mckensy’s 7’s framework
The 7-S model can be used in a wide variety of situations where an alignment perspective is
useful, for example, to help you:
• Improve the performance of a company.
• Examine the likely effects of future changes within a company • Align departments and
processes during a merger or acquisition
• Determine how best to implement a proposed strategy.
While some models of organizational effectiveness go in and out of fashion, one that
has persisted is the McKinsey 7-S framework. Developed in the early 1980s by Tom
Peters and Robert Waterman, two consultants working at the McKinsey & Company
consulting firm.
The Seven Elements
• The McKinsey 7S model involves seven interdependent factors which are categorized as
either "hard" or "soft" elements:

HARD ‘S’
• Strategy
The plan devised to maintain and build competitive advantage over the competition.
• Structure
The way the organization is structured and who reports to whom that will be decided
by the manager in the industry. Firstly the manager takes decisions on the bases of
given direction by the MD, and all the related decision is taken by the manager by
coordinating with the department heads. This type of procedure will be follow in the
industry.
System
Formal and informal procedures that govern everyday activity, covering everything
from management information systems, through to the systems at the point of contact
with the customer (retail systems, call centre systems, online systems, etc).
Guiding behaviour for goal attainment

The strategic direction for Suryakala Laboratories is also important in helping the
business guide employee, staff, and stakeholder behaviour towards the attainment
and achievement of goals. SMART Goals are set with short and long term deadlines
in accordance with the business strategy. The business strategy helps employees
decide tactics and behaviours for attaining the set goals and targets to help the
business grow.
competitive pressures
Suryakala Laboratories A’s strategy also takes into consideration the competitive
pressures and activities of competitors. The strategy addresses these competitive
pressures through suggestive measures and actions to address competition via
strategic tactics and activities that ensure sustainability to Suryakala Laboratories A
via adapting to market changes, and evolving consumer trends and demands.

Changing consumer demands

An important aspect of the strategy at Suryakala Laboratories A is that it takes into
constant consideration the changing consumer trends and demands, as well as the
evolving consumer market patterns and consumption behavior. This is an important
part of the strategic direction at Suryakala Laboratories A as it allows the company to
remain competitive and relevant to its target consumer groups, as well as allows the
company to identify demand gaps in the consumer market.
Flexibility and adaptability

The strategy at Suryakala Laboratories A is flexible and adaptable. This is an
important aspect of the strategic direction, and strategy setting at Suryakala
Laboratories A. Rigidity in strategy leads a company and a business to often become
stagnant and obstructs advancement, and progression with evolving changes in the
consumer markets.
1. Structure
Organizational hierarchy
Suryakala Laboratories A has a flatter organizational hierarchy that is supported by
learning and progressive organizations. With lesser managerial levels in between and
more access to the senior management and leadership, the employees feel more
secure and confident and also have higher access to information. Moreover, the
flatter hierarchy also allows quicker decision-making processes for Suryakala
Laboratories A and increases organizational commitment in the employees.
Inter-Departmental coordination
Suryakala Laboratories A has high coordination between different departments. The
company’s departments often form inter-department teams for projects and tasks that
require multiple expertise. All coordination between different departments is
effective and organized. Suryakala Laboratories A has a systematic process for
initiating and monitoring coordination between departments to ensure smooth work
operations and processes – and goal attainment.

Internal team dynamics [department specific]

Suryakala Laboratories A encourages teamwork and team-oriented tasks. Where jobs
require individual attention and scope, the company also assigns individual
responsibilities and job tasks. However, all employees at Suryakala Laboratories A
are expected to be team players who can work well with and through other members,
and who get along well with other people. The teams at Suryakala Laboratories A are
supportive of all embers and work in synch with synergy towards achieving the
broader team objectives and goals under the Suryakala Laboratories A designed
strategy and values.
Centralization vs. decentralization

Suryakala Laboratories A has a hybrid structure between centralization and
decentralization. Like many progressive organizations, Suryakala Laboratories A
largely supports decentralized decision making. Job roles at Suryakala Laboratories
A are designed to be carried out with responsibility, and employees often set their
goals with mutual coordination and understanding with the supervisors.
Communication
Suryakala Laboratories A has a developed and intricate system for ensuring
communication between employees, and different managerial levels. The
communication systems at Suryakala Laboratories A enhance the overall
organizational structure. The systematic, defined, and organized communication
allows an easy flow of information and ensures that no organizational tasks and goals
are compromised because of a lack of communication, or misunderstandings.
2. Systems
Organizational systems in place
Suryakala Laboratories A has defined and well-demarcated systems in place to

ensure that the business operations are managed effectively and that there are no
conflicts or disputes. The systems at Suryakala Laboratories A are largely
departmental in nature, and include, for example:

- Human resource management
- Finance
- Marketing
- Operations
- Sales
- Supply chain management
- Public Relation Management
- Strategic leadership
Defined controls for systems
Each of the defined and demarcated systems at Suryakala Laboratories A has

especially designed tools and methods as controls for evaluating performance and
goal attainment. These controls and measures are designed specifically in different
departments based on the nature of their tasks and responsibilities. Moreover, each
department also designs specific controls for members for performance evaluation, as
well as for inter-departmental tasks and responsibilities.
Monitoring and evaluating controls

Suryakala Laboratories A continually evaluates its systems through the designed
controls. This monitoring of the performance is continual and ongoing. This is
largely done through observation and informal discussions. Feedback to employees
and overall department heads is informally given regularly as and when is required.
Internal processes for organizational alignment

Suryakala Laboratories A also has special processes and methods for ensuring that all
departments and systems within the organization are aligned and working in
harmony towards the greater business goals and targets.

Soft elements
The soft elements of the McKinsey 7s model, in turn, include shared values, staff,
skills, and strategy. These elements are less tangible in nature and are more
influenced by the organizational culture. As such, the management does not have
direct influence or control over them. These elements are also harder to describe and
directly identify
– but are equally important for an organization’s success and improved performance.
1. Shared values
Core values
The core values at Suryakala Laboratories A are defined and communicated to foster
a creative and supportive organizational structure that will allow employees to
perform optimally, and enhance their motivation and organizational commitment.
Corporate culture
Suryakala Laboratories A encourages an inclusive culture that celebrates diversity.

The company has an international presence, and production units that are spread
across different countries, as such, Suryakala Laboratories A ensure that its
organizational culture is supportive of diversity, and has internal policies to reduce
incidences of discrimination.
The corporate culture at Suryakala Laboratories A also encourages innovation and
creativity by allowing independence for growth to individuals and teams –thus
helping them refine their careers as well as personalities. Lastly, the corporate culture
at Suryakala Laboratories A also has a supportive leadership which works towards
increasing employee motivation and job satisfaction by giving way to visibility and
accessibility.
3. Task alignment with values
Suryakala Laboratories A ensures that all its job tasks and roles are aligned with the
core values that the company propagates. This means that all activities, tactics, and
strategic tactics employed by suryakala Laboratories A will reflect its core values,

and will not deviate away from these. This is to ensure a consistent, and reliable brand
image, as well as an honest organizational culture. In the event of organizational
change, the company will continue to ensure that all change management processes
and methods incorporate the core values so that the organizational culture is
consistently maintained, and systematically changed if need be.
Style
1. Management/leadership style
Suryakala Laboratories A has a participative leadership style. Through a participative

leadership style, Suryakala Laboratories A is able to engage and involve its
employees in decision-making processes and managerial decisions. This also allows
the leadership to regularly interact with the employees and different managerial
groups to identify any potential conflicts for resolution, as well as for feedback
regarding strategic tactics and operations. Through its participative leadership,
Suryakala Laboratories A is able to enhance employee motivation, and increase
organizational commitment and ownership amongst employees as well as other
stakeholders.
2. Effectiveness of leadership style
The participative leadership style is highly effective in achieving the business goals
and vision of the organization. Employees feel to be active members of the
organization who are valued for their suggestions, feedback, and input. Moreover,
through participative leadership, leaders and managers are able to identify current and
potential conflicts within the Suryakala Laboratories A organization, and actively
work to resolve them as soon as possible.
Cooperation vs competition – internally
With its supportive and encouraging organizational culture, Suryakala Laboratories A

gives way to internal collaboration and cooperation between employees, systems,
teams, and departments. This cooperation and collaboration at Suryakala Laboratories
A is important since its operations are spread globally, and also because tasks and
responsibilities within the company often require inter-departmental feedback and
input. Moreover, with increased expansion, and synergy, the business also regularly

forms project teams – which function effectively because of the cooperative and
collaborative culture within the Suryakala Laboratories A organization.
Team vs groups
Suryakala Laboratories A has effective and functional teams and works with them
internally to achieve its various business goals and objectives, and complete tasks.
The company’s management is encouraging and supportive, and the leadership
provides a motivating and pragmatic vision toad achieve. The human resource
management system, as well as the organizational training, supports all employees in
their growth fairly and transparently. This leads to effective team formation instead of
nominal groups within the organization for various projects, as well as department-
specific tasks and roles.
Staff
Employee skill level vs business goals
Suryakala Laboratories A has a sufficient number of employees employed across its global
operations. Employees for different job roles and positions are hired internally as well as
externally – depending on the urgency and the skill levels required. Based on this, it is seen
that Suryakala Laboratories A has employees who are skilled as per the requirements of their
job roles and positions. All employees are given in house training to familiarize themselves
with the company and its values. External training along with in-house training is provided
for skill level enhancement.

Number of employees
Suryakala Laboratories A has employed a large number of employees. The number of

employees varies from country to country as per the requirements and needs of the business
and operations. The global team of Suryakala Laboratories A is an inclusive one that accepts,
and encourages diversity, and works in synchronization with members to ensure attainment of
business goals. The team member sand employees are the most important part of business
success for Suryakala Laboratories A.
Gaps in required capabilities and capacities
Suryakala Laboratories A has a well-defined system for identifying potential needs of

capabilities and capacities for the organization. The human resource function of the
business has a systematic process that aligns all other departments to identify
potential vacancies or skill gaps. Based on the nature of the need, the human resource
department arranges for recruitments which may be permanent or contractual in
nature, as well as arranges training sessions if need be for the current workforce.
Skills
Employee skills
Suryakala Laboratories A has a commendable workforce, with high skills and

capacities. All employees are recruited based on their merit and qualifications.
Suryakala Laboratories A prides itself on hiring the best professionals and grooming
them further to facilitate growth and development.
Employee skills vs task requirements
Suryakala Laboratories A has defined tasks and job roles and hires and trains
employees for skill levels accordingly with respect to those. The company ensures
that all its job requirements are met and that employees have the sufficient skills to
perform their respective jobs in accordance with the values and culture as well as the
business goals and strategy of Suryakala Laboratories A.

Skill management
Suryakala Laboratories A pays particular attention to enhancing the skills and

capacities of its employees. It arranges regular training and workshops – internally as
well as externally managed- to provide growth and development opportunities for its
employees. Suryakala Laboratories A focuses on personal as well as professional
growth for its employees and works accordingly with them.
 Porter’s Five Forces Analysis
A model was put forward by Michael. E. Porter in an article in the Harvard Business
Review in 1979. This model, known as Porter's Five Forces Model is a strategic
management tool that helps determine the competitive landscape of an industry. Each
of the five forces mentioned in the model and their strengths help strategic planners
understand the inherent profit potential within an industry. The strengths of these
forces vary across the industry to industry, which means that every industry is
different regarding the profitability and attractiveness. The structure of an industry,
even though
it is stable, can change over time. These Porter’s five forces are as follows:
• Threat of New Entrants

• Bargaining Power of Suppliers
• Bargaining Power of Buyers
• Threat of Substitute Products or Services
• Rivalry Among Existing Firms

The Porter’s Five Forces model can be used to analyse the industry in which
suryakala Laboratories Limited operates, in terms of attractiveness through inherent
profit potential. The information analysed using the model can be used by strategic
planners for Suryakala Limited to make strategic decisions.
Suryakala Laboratories Limited Porter’s Five Forces Analysis

This section analyses Suryakala Laboratories Limited using each of the five forces of
Porter’s model.
 Threat of New Entrants
• The economies of scale is fairly difficult to achieve in the industry in which

Suryakala Laboratories Limited operates. This makes it easier for those
producing large capacitates to have a cost advantage. It also makes production
costlier for new entrants. This makes the threats of new entrants a weaker
force.
• The product differentiation is strong within the industry, where firms in the
industry sell differentiated products rather a standardised product. Customers
also look for differentiated products. There is a strong emphasis on advertising
and customer services as well. All of these factors make the threat of new entrants a
weak force within this industry.
• The capital requirements within the industry are high, therefore, making it
difficult for new entrants to set up businesses as high expenditures need to be
incurred. Capital expenditure is also high because of high Research and
Development costs. All of these factors make the threat of new entrants a
weaker force within this industry.
• The access to distribution networks is easy for new entrants, which can easily
set up their distribution channels and come into the business. With only a few
retail outlets selling the product type, it is easy for any new entrant to get its
product on the shelves. All of these factors make the threat of new entrants a
strong force within this industry.
• The government policies within the industry require strict licensing and legal
requirements to be fulfilled before a company can start selling. This makes it

difficult for new entrants to join the industry, therefore, making the threat of
new entrants a weak force.
How Suryakala Laboratories Limited can tackle the Threat of New

Entrants?
• Suryakala Laboratories Limited can take advantage of the economies of scale

it has within the industry, fighting off new entrants through its cost advantage.
• Suryakala Laboratories Limited can focus on innovation to differentiate its
products from that of new entrants. It can spend on marketing to build strong
brand identification. This will help it retain its customers rather than losing
them to new entrants.
Bergaining power of suppliers
The number of suppliers in the industry in which Suryakala Laboratories Limited operates is a
lot compared to the buyers. This means that the suppliers have less control over prices and this
makes the bargaining power of suppliers a weak for The product that these suppliers provide
are fairly standardised, less differentiated and have low switching costs. This makes it easier
for buyers like suryakala Laboratories Limited to switch suppliers. This makes the bargaining
power of suppliers a weaker force.
• The suppliers do not contend with other products within this industry. This means that
there are no other substitutes for the product other than the ones that the suppliers
provide. This makes the bargaining power of suppliers a stronger force within the
industry.
• The suppliers do not provide a credible threat for forward integration into the industry
in which Suryakala Laboratories Limited operates. This makes the bargaining power of
suppliers a weaker force within the industry.
• The industry in which Suryakala Laboratories Limited operates is an important
customer for its suppliers. This means that the industry’s profits are closely tied to that
of the suppliers. These suppliers, therefore, have to provide reasonable pricing. This
makes the bargaining power of suppliers a weaker force within the industry.


How Suryakala Laboratories Limited can tackle the Bargaining Power of

Suppliers?
• Suryakala Laboratories Limited can purchase raw materials from its suppliers at a low cost. If
the costs or products are not suitable for Suryakala Laboratories Limited, it can then switch its
suppliers because switching costs are low.
• It can have multiple suppliers within its supply chain. For example, Suryakala Laboratories
Limited can have different suppliers for its different geographic locations. This way it can
ensure efficiency within its supply chain.
• As the industry is an important customer for its suppliers, Suryakala Laboratories Limited can
benefit from developing close relationships with its suppliers where both of them benefit.
Bargaining power of buyers

The number of suppliers in the industry in which Suryakala Laboratories Limited operates is a
lot more than the number of firms producing the products. This means that the buyers have a
few firms to choose from, and therefore, do not have much control over prices. This makes the
bargaining power of buyers a weaker force within the industry.
• The product differentiation within the industry is high, which means that the buyers are not
able to find alternative firms producing a particular product. This difficulty in switching makes
the bargaining power of buyers a weaker force within the industry.
• The income of the buyers within the industry is low. This means that there is pressure to
purchase at low prices, making the buyers more price sensitive. This makes the buying power
of buyers a weaker force within the industry.
• The quality of the products is important to the buyers, and these buyers make frequent
purchases. This means that the buyers in the industry are less price sensitive. This makes the
bargaining power of buyers a weaker force within the industry.
• There is no significant threat to the buyers to integrate backwards. This makes the bargaining
threat of buyers a weaker force within the industry.
How Suryakala Laboratories Limited can tackle the Bargaining Power of Buyers?

• Suryakala Laboratories Limited can focus on innovation and differentiation to attract more
buyers. Product differentiation and quality of products are important to buyers within the
industry, and Suryakala Laboratories Limited can attract a large number of customers by
focusing on these.
• Suryakala Laboratories Limited needs to build a large customer base, as the bargaining power
of buyers is weak. It can do this through marketing efforts aimed at building brand loyalty.
• Suryakala Laboratories Limited can take advantage of its economies of scale to develop a cost
advantage and sell at low prices to the low-income buyers of the industry. This way it will be
able to attract a large number of buyers.
Threat of substitute products or services

There are very few substitutes available for the products that are produced in the industry in
which Suryakala Laboratories Limited operates. The very few substitutes that are available are
also produced by low profit earning industries. This means that there is no ceiling on the
maximum profit that firms can earn in the industry in which Suryakala Laboratories Limited
operates. All of these factors make the threat of substitute products a weaker force within the
industry.
• The very few substitutes available are of high quality but are way more expensive.
Comparatively, firms producing within the industry in which Suryakala Laboratories Limited
operates sell at a lower price than substitutes, with adequate quality. This means that buyers are
less likely to switch to substitute products. This means that the threat of substitute products is
weak within the industry.
How Suryakala Laboratories Limited can tackle the Threat of Substitute

Products?
• Suryakala Laboratories Limited can focus on providing greater quality in its products. As a
result, buyers would choose its products, which provide greater quality at a lower price as
compared to substitute products that provide greater quality but at a higher price.
• Suryakala Laboratories Limited can focus on differentiating its products. This will ensure that
buyers see its products as unique and do not shift easily to substitute products that do not

provide these unique benefits. It can provide such unique benefits to its customers by better
understanding their needs through market research, and providing what the customer wants.
Rivalry among existing firms
• The number of competitors in the industry in which Suryakala Laboratories Limited operates
are very few. Most of these are also large in size. This means that firms in the industry will not
make moves without being unnoticed. This makes the rivalry among existing firms a weaker
force within the industry.
The very few competitors have a large market share. This means that these will engage in
competitive actions to gain position and become market leaders. This makes the rivalry among
existing firms a stronger force within the industry.
• The industry in which suryakala Laboratories Limited is growing every year and is expected to
continue to do this for a few years ahead. A positive Industry growth means that competitors
are less likely to engage in completive actions because they do not need to capture market share
from each other. This makes the rivalry among existing firms a weaker force within the
industry.
• The fixed costs are high within the industry in which Suryakala Laboratories Limited operates.
This makes the companies within the industry to push to full capacity. This also means these
companies to reduce their prices when demand slackens. This makes the rivalry among existing
firms a stronger force within the industry.
How Suryakala Laboratories Limited can tackle the Rivalry Among Existing
Firms?
• Suryakala Laboratories Limited needs to focus on differentiating its products so that the
actions of competitors will have less effect on its customers that seek its unique products.
• As the industry is growing, Suryakala Laboratories Limited can focus on new customers rather
than winning the ones from existing companies.
• Suryakala Laboratories Limited can conduct market research to understand the supply-demand
situation within the industry and prevent overproduction.

CHAPTER – 4
SWOT ANALYSIS
STRENGTH:
• Strong products portfolio.

• Low cost based.
• Six-new chemical entities.
• Wide range of anti-cancer drugs developed.
• Contribute to company’s high profit margin of around 34% of sale.
• Expertise in developing innovative product formulations.

WEAKNESSES:
• High amount of revenues from overseas.

• Generic drugs smallest focus.
• Lack of patent legislation in India harms sales of its products.
• Smallest portion of revenues from generic at around 20 percent.
• Over-reliance on partnership.
OPPORTUNITIES :
• Take a drug then way to market.

• Domestic generic drugs market.
• In another 4-6 years many products patent obtained after the 2004 legislation will go off
providing an opportunity to the company increase its domestic footprints in Generic.
• Buy back of the integrated drug development company from ICICI venture & Citigroup.
THREATS:
• Need to gain FDA approval for all sources & products.

• Heightened concerns about profitability of German generics business of Beta pharm.
• Revenue running into billions which dwarfs Suryakala annual turnover litigation charges.
• Products have to pass strict FDA trails before going to market, which can be costly and time
consuming.

CHAPTER -05
Analysis of financial statement
Balance Sheet(In lakh)
Particulars Mar'21 Mar'20 Mar'19 Mar'18 Mar'17
Share Capital 83.20 83.10 83.00 83.00 82.90
Reserves & Surplus 16900.50 15108.80 12601.10 11724.80 11517.70
Net Worth 16983.70 15191.90 12684.10 11807.80 11600.60
Secured Loan 1198.60 1062.90 891.70 .00 .00
Unsecured Loan .00 .00 .00 2588.80 2355.10
TOTAL LIABILITIES 18182.30 16254.80 13575.80 14396.60 13955.70
Assets
Gross Block 11586.00 9625.80 9240.20 8746.70 8288.30
(-) Acc. Depreciation 5741.70 5191.90 4557.50 4029.40 3446.20
Net Block 5844.30 4433.90 4682.70 4717.30 4842.10
Capital Work in Progress 900.80 411.80 400.10 675.00 540.00
Investments 4989.40 5485.50 3933.50 3636.50 3101.90
Inventories 2819.70 2190.40 2015.60 1856.80 1809.70
Sundry Debtors 4080.00 4638.70 3717.70 4203.80 4405.40
Cash and Bank 1306.30 39.20 113.20 120.70 66.70
Loans and Advances 1689.10 2276.30 1384.70 1890.20 1681.40
Total Current Assets 9895.10 9144.60 7231.20 8071.50 7963.20
Current Liabilities 3123.50 2959.20 2432.30 2477.00 2220.80
Provisions 323.80 261.80 239.40 226.70 270.70

Total Current Liabilities 3447.30 3221.00 2671.70 2703.70 2491.50
NET CURRENT ASSETS 6447.80 5923.60 4559.50 5367.80 5471.70
Misc. Expenses .00 .00 .00 .00 .00
TOTAL
ASSETS(A+B+C+D+E) 18182.30 16254.80 13575.80 14396.60 13955.70
 PROFIT & LOSS ACCOUNT
PROFIT & LOSS MAR 21 MAR 20 MAR 19 MAR 18 MAR 17

ACCOUNT OF DR
REDDYS
LABORATORIES (in
Rs. lakh.)
INCOME
REVENUE FROM 13,281.40 11,803.00 10,572.90 9,302.60 9,628.10

OPERATIONS
[GROSS]
Less: Excise/Sevice 0.00 0.00 0.00 0.00 0.00

Tax/Other Levies
REVENUE FROM 13,281.40 11,803.00 10,572.90 9,302.60 9,628.10

OPERATIONS
[NET]
TOTAL 13,349.10 11,850.40 10,625.50 9,359.30 9,719.80

OPERATING
REVENUES
Other Income 801.10 743.20 238.40 204.00 591.20

TOTAL REVENUE 14,150.20 12,593.60 10,863.90 9,563.30 10,311.00
EXPENSES
Cost Of Materials 3,266.30 2,556.50 2,103.20 2,011.00 1,904.60

Consumed
Purchase Of Stock-In 1,252.30 1,117.20 868.60 671.60 671.50

Trade
Operating And Direct 0.00 0.00 0.00 0.00 0.00

Expenses
Changes In Inventories -395.60 -99.90 66.00 -51.60 1.90

Of FG,WIP And Stock-
In Trade
Employee Benefit 2,270.10 2,030.20 1,931.90 1,843.00 1,803.30

Expenses
Finance Costs 46.70 47.80 56.80 62.80 57.20
Depreciation And 835.00 789.20 780.60 774.10 735.10

Amortisation Expenses
Other Expenses 3,804.20 3,376.80 3,356.10 3,555.40 3,592.90
TOTAL EXPENSES 11,094.00 9,817.80 9,163.20 8,866.30 8,766.50
PROFIT/LOSS 3,056.20 2,775.80 1,700.70 697.00 1,544.50

BEFORE
EXCEPTIONAL,
EXTRAORDINARY
ITEMS AND TAX
Exceptional Items 0.00 0.00 0.00 0.00 0.00

PROFIT/LOSS 3,056.20 2,775.80 1,700.70 697.00 1,544.50

BEFORE TAX
TAX EXPENSES-
CONTINUED
OPERATIONS
Current Tax 540.10 483.90 281.80 138.10 182.60
Less: MAT Credit 0.00 0.00 0.00 0.00 0.00

Entitlement
Deferred Tax 329.70 -645.80 141.60 -8.00 -22.20
Tax For Earlier Years 0.00 0.00 0.00 0.00 0.00
TOTAL TAX 869.80 -161.90 423.40 130.10 160.40

EXPENSES
PROFIT/LOSS 2,186.40 2,937.70 1,277.30 566.90 1,384.10

AFTER TAX AND
BEFORE
EXTRAORDINARY
ITEMS
PROFIT/LOSS 2,186.40 2,937.70 1,277.30 566.90 1,384.10

FROM
CONTINUING
OPERATIONS
PROFIT/LOSS FOR 2,186.40 2,937.70 1,277.30 566.90 1,384.10

THE PERIOD

 Cashflow
(In lakh)
Particulars Mar'21 Mar'20 Mar'19 Mar'18 Mar'17
Profit Before Tax 3056.20 2775.80 1700.70 697.00 1544.50
Net Cash Flow from Operating

Activity 3514.20 1839.20 2762.10 1538.60 1015.90
- - -
Net Cash Used in Investing Activity 1458.00 1689.20 -550.90 1179.90 1442.50
Net Cash Used in Financing - -

Activity -794.30 -224.10 2223.10 -304.40 2581.80
Net Inc/Dec In Cash and Cash

Equivalent 1266.30 -74.10 -7.50 54.00 -135.40
Cash and Cash Equivalent -

Beginning of the Year 39.10 113.20 120.70 66.70 202.10
Cash and Cash Equivalent - End of

the Year 1305.40 39.10 113.20 120.70 66.70
Income Statement
(In lakh)
Mar 2021
Mar 2020 Mar 2019 Mar 2018 Mar 2017
Sales 19,047 17,517 15,448 14,281 14,196

Other
291 620 337 155 171
Income
Total Income 19,338 18,137 15,785 14,436 14,367
Total
16,406 16,209 13,404 13,007 12,750
Expenditure
EBIT 2,932 1,927 2,380 1,429 1,617
Interest 97 98 88 78 63
Tax 931 -140 385 438 296
Net Profit 1903 1969 1906 912 1257

CHAPTER -06
LEARNING AND EXPERIANCE
• I get to know that Suryakala laboratories ltd accelerate access to affordable

and innovative medicines to help patients lead healthier lives.
• Internship report helped me to improve in my communication skill.
• Suryakala laboratories ltd utilizing their strengths in product development,
global quality standards, robust supply chain.
• Suryakala laboratories ltd are able to offer a portfolio of products and services
which include generic medicines, active pharmaceutical ingredients, custom
pharmaceutical services, biosimilars, and differentiated formulations.
• Empathy and dynamism are words that we constantly use at Suryakala and we
are constantly encouraged to practice them.
• The objectives of the internship report are to benefits both the Practical
knowledge and theoretical Knowledge.
• During the internship, I have learnt how to work in manufacturing sector with
various departments in the organization helped to know and understand how
various department work.
• Learned About Various website and Information
• It was a great experience while working out on project. I wish the company to
get a grand success in all its endeavors.

BIBLIOGRAPHY
Name of the books Authors Name
Financial Management I.M. Pandey (9th Edition)
Management Accounting M.Y. Khan, P.K. Jain
Financial Management Prasanna Chandra
Financial management and investment analysis Evgene. F. Brighan
Financial Management Dr. S.N. Maheshwari
Capital budgeting lab Annual reports of Suryakala

laboratories ltd
Websites:
www.google.com www.drreddys.com
www.studyfinance.com
www.wikipedia.org/wiki/capital-budgeting
www.eximfim.com/training/capital budgeting.doc

ANNEXURE -1
Weekly Progress Report - 1
STUDENT NAME Basavaprasad S Mathapati
USN 3VY21BA020
TITLE OF STUDY An organization report on Suryakala

laboratories ltd
ORGANIZATION Suryakala laboratories ltd
DURATION First Week

(Week Start and End Date) 15-10-22 to 22-10-22
CHAPTERS COVERED Chapter 1 and Chapter 2
(During the Week)
DESCRIPTION OF THE ACTIVITIES Chapter-1
PERFORMED Introduction
Chapter-2
Organization profile
1. Back ground
2. Nature of business
3. Vision mission, quality policy
4. Workflow model
5. Product/service profile
6. Achievements/awards
7. Future growth and prospects
Date: Signature of student
"Reviewed" Signature of Internal Guide with date

ANNEXURE -2

USN 3VY21BA020
laboratories ltd
ORGANISATION Suryakala laboratories ltd

DURATION Second week
CHAPTERS COVERED Chapter-3
(During the Week)
Chapter-3
• Mckensy’s 7S framework
• Porter’s Five Forces Model
1. Threat of New Entrants
DESCRIPTION OF THE 2. Powers of Buyers
ACTIVITIES PERFORMED 3. Powers of Suppliers
4. Threat of Substitutes
5. Competitive Rivalry

ANNEXURE -3

USN 3VY21BA020
laboratories ltd

DURATION Third Week
(Week Start and End Date) 31-10-2022to 07-11-22
CHAPTERS COVERED Chapter-4

(During the Week)
Chapter- 4
DESCRIPTION OF THE SWOT Analysis
ACTIVITIES PERFORMED • Strengths
• Weakness
• Opportunities
• Threats

ANNEXURE -4

USN 3VY21BA020
TITLE OF STUDY An organization report on

Suryakala laboratories ltd
DURATION Fourth Week

CHAPTERS COVERED Chapter-5 Chapter-6

(During the Week)
Chapter-5 And Chapter-6
DESCRIPTION OF THE ACTIVITIES • Analysis of Financial Statements

PERFORMED • Learning Experience
• Bibliography
• Annexure

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SURYAKALA LABORATORIES

DEPARTMENT OF STUDIES IN BUSINESS ADMINISTRATION

Department of Management Studies VTU CPGS, Kalaburagi

Department of Management Studies VTU CPGS, Kalaburagi

Visvesvaraya Technological University

Dr. Shailaja Kheni Department of Management Studies

Department of Management Studies VTU CPGS, Kalaburagi

I hereby declare that this Internship report conducted at “SURYAKALA

Department of Management Studies VTU CPGS, Kalaburagi

PLACE: Kalaburagi Signature of the Student

Department of Management Studies VTU CPGS, Kalaburagi

Department of Management Studies VTU CPGS, Kalaburagi

Chapter-2 Organisation profile

2.3 Vision mission, quality policy

2.4 Workflow model

2.5 Product/Service Profile

2.6 Ownership pattern

2.7 Future Growth and prospects

Chapter-3 McKinsey’s 7s Framework and Porter’s

Chapter-5 Analysis of financial statement

Chapter-6 Learning experience

Department of Management Studies VTU CPGS, Kalaburagi

Department of Management Studies VTU CPGS, Kalaburagi

Department of Management Studies VTU CPGS, Kalaburagi

 Bulk chemicals : - Those which are manufactured on a very large scale. Commodity

contains many speciality chemicals companies, especially in the Northeast of England.

Department of Management Studies VTU CPGS, Kalaburagi

Department of Management Studies VTU CPGS, Kalaburagi

environmental catastrophes such as the Hungary Red Mud Disaster.

Introduction about the organisation:

Business Type: Manufacturer

Department of Management Studies VTU CPGS, Kalaburagi

Number of Employees: 51 - 100 People

Year Established: 2008

Name of Legal G V Rami Reddy

Registered Capital: US$501 Thousand - US$1 Million

Ownership Type: Corporation/Limited Liability Company

Annual Sales Volume: Below US$1 Million

Export Percentage: 11% - 20%

OAnnual Purchase Volume: Below US$1 Million

Factory Location: HIG185,Road No.5,KPHB Colony,, Hyderabad, Andhra Pradesh,

Number of Production Lines: 4

Number of R&D Staff: 96

Number of QC Staff: 5 - 10 People

Management Certification: ISO 9000/9001/9004/19011: 2000

Contract Manufacturing: Design Service Offered

Department of Management Studies VTU CPGS, Kalaburagi

Department of Management Studies VTU CPGS, Kalaburagi

Department of Management Studies VTU CPGS, Kalaburagi

Department of Management Studies VTU CPGS, Kalaburagi

2.2 Nature of Business

Suryakala Laboratories Ltd (DRL) is an integrated chemical company committed

Suryakala manufactures and markets a wide range of chemical in India and

2.3 Company vision

Our vision is to become a discovery-led global pharmaceutical company. We will

Suryakala is committed to provide customer’s products meeting or exceeding exceptions

Department of Management Studies VTU CPGS, Kalaburagi

2.4 workflow model

Department of Management Studies VTU CPGS, Kalaburagi