organization report on BBTCL, Mudis group

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Introduction about the Organizational Study
An organization is a social arrangement which pursues collective goals, which controls its own
performance and which has a boundary separating it‟s from environment. Organization is the
association formed by a group of people who see that there are benefits available from working
together towards some common goal.
Organization studies are the study of individual and group dynamics in an organizational setting,
as well as the nature of organizations themselves. Whenever people interact in organizations,
many factors come in to play. Organization studies attempt to understand and model these
factors. Organizational study is essential to any MBA graduate as it helps them to connect theory
with practice.
Organization study refers to the study of the organization as a whole and getting adequate
knowledge with various departments in the organization the study was carried out at BBTC LTD
Coimbatore. The study is the based on the different aspects and dimensions of different
departments of the company. The study was carried out at the BBTC LTD Coimbatore.
Statement of the problem
BBTC LTD consists of all functional departments and thereby gets an idea about all departments
on an organization study was conducted at BBTC LTD with an aim of getting awareness of their
functioning and final procedures of that organization.

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Scope of the study
The organization study at BBTC Ltd aims at getting accustomed to the business environment of
BBTC for a period of one month. The study will be conducted to understand the stricter, function
and process of various departments and their interdependence.
Objectives of the study
The organization study was carried out in BBTC Ltd at Coimbatore is to achieve the following
specific objectives
1. To familiarize with the organization structure and its functioning
2. To familiarize with the different departments in the organization& their functions and
activities including documentation
3. To understand how the key business processes are carried out in an organization
4. To understand the growth and diversification strategies, portfolio structure of the
organization
5. To study the overall performance measurements of employees and various employee
welfare activities and training activities.
6. To understand the steps taken to increase the productivity in the organization
Methodology
The success of a research depends largely on the methodology used. The appropriate
methodology will improve the validity of the findings. The following methodologies were
adopted for the study:
Identification of the company:

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Bombay Burmah Trading Corporation Limited Coimbatore was selected for the organizational
study considering various factors including reputation, ease of getting permission, industry,
location etc.
Identification of the objectives:
The specific objectives of the organizational study was identified and listed out in order of
priority. This helped in conducting the organizational study in a systematic and effective manner.
Data collection:
Both primary and secondary source were used in this particular research.
Primary Data:
Primary data were collected through observation, personal interaction, and discussion with
managers, factory officer, and employees of the various departments of the organization.
Secondary Data:
Secondary data were collected through magazine, annual report, past data, etc….
Analysis and interpretation:
The data collected must be properly analysis to evaluate and enhance the data quality. The
analysis is done to identifying the actual meaning of the data which helps in proper
interpretation. Data analysis involves working to uncover patterns and trends in data sets and
data interpretation involves explaining those patterns and trends.
Documentation:

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After the analysis and interpretation of collected data, the information is documented in the form
of study report, which gives an elaborate report on the organizational study.
Limitations
There were some limitations in conducting the organizational study at BBTC Ltd, THAY MUDI.
1. An in –depth study of the company could not be carried out due to shortage of time
2. The reliability of data used for study is largely depends upon the companies reports and
the information given by executives.
3. The company has the limitation to disclose their financial details, so a detailed analysis of
financial performance of the company is not possible.
Chapter Scheme
Chapter 1 gives an introduction to the study. This chapter includes statement of the problem,
scope and objectives of the problem.
Chapter 2 deals with the profile of the industry.
Chapter 3 presents the profile of BBTC LTD where this work has been carried out and outlines
the structure and overall administration of the company and also deal with departmental details
of BBTC LTD. The purpose of this chapter is to give a good picture of the company bureaucracy
and duties and responsibilities of each department of BBTC LTD
Chapter 4 presents SWOT (Strengths-Weakness-Opportunities-Threats) analysis of the company.
Chapter 5 deals with the Findings, Recommendations and conclusions of the study.

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History of the tea Industry
The history of tea is long and complex, spreading across multiple cultures over the span of
thousands of years. Tea likely originated in southwest China during the Shang dynasty as a
medicinal drink. An early credible record of tea drinking dates to the 3rd century AD, in a
medical text written by Hua Tuo. Tea was first introduced to Portuguese priests and merchants in
China during the 16th century. Drinking tea became popular in Britain during the 17th century.
The British introduced tea production, as well as tea consumption, to India, in order to compete
with the Chinese monopoly on tea.
"Camellia sinensis originated in southeast Asia, specifically around the intersection of latitude
29°N and longitude 98°E, the point of confluence of the lands of northeast India, north Burma,
southwest China and Tibet. The plant was introduced to more than 52 countries, from this
„Centre of origin‟."
Based on morphological differences between the Assamese and Chinese varieties, botanists have
long asserted a dual botanical origin for tea; however, statistical cluster analysis, the same
chromosome number (2n=30), easy hybridization, and various types of intermediate hybrids and
spontaneous polyploids all appear to demonstrate a single place of origin for Camellia sinensis
the area including the northern part of Burma, and Yunnan and Sichuan provinces of China.
Yunnan Province has also been identified as "the birthplace of tea…the first area where humans
figured out that eating tea leaves or brewing a cup could be pleasant." Fengqing County in the
Lincang City Prefecture of Yunnan Province in China is said to be home to the world's oldest
cultivated tea tree, some 3,200 years old.

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According to The Story of Tea, tea drinking likely began in modern-day Yunnan province during
the Shang Dynasty (1500 BC–1046 BC), as a medicinal drink. From there, the drink spread to
Sichuan, and it is believed that there "for the first time, people began to boil tea leaves for
consumption into a concentrated liquid without the addition of other leaves or herbs, thereby
using tea as a bitter yet stimulating drink, rather than as a medicinal concoction.
Tea Industry market size and growth
Rapid change in consumer behavior is likely to support branded tea market more than its
unbranded segment. Consequently, the branded tea market is expected to double in the next five
years on consumers‟ preferences over branded packet of tea over the open weight dominated
unbranded products.
With 20% compounded annual growth rate (CAGR), the branded tea market is contributes nearly
55% of the market size with around 980 million kilograms of India‟s overall output. A recent,
Assocham study forecast India‟s tea market to touch Rs 33,000 crore by 2015 from the current
level of Rs 19,500 (in 2011).
“The total branded tea segment in India is currently valued at Rs 6000 crore and is expected to
double in the next 5 years. The domestic coffee consumption too has been continuously growing
at annual average rate of 6% and is largely on account of a thriving independent upscale café
culture,” Priti Kapadia, Director, Sentinel Exhibitions Asia the organizer of World Tea & Coffee
Expo (WTCE) scheduled to be held between February 15 and 17, 2013 in Mumbai.

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Domestic coffee outlets which have a lot of appeal for the new generation are set to double
within next three years fuelled by the foray of global players such Starbucks and Dunkin‟ Donuts
in India. WTCE is India‟s only trade show dedicated to the hot beverage sector.
Companies in the last decade have positioned tea and coffee as recreational products, which
have proved beneficial in attracting younger population. Furthermore, the focus on high-protein,
low-sugar diets is stimulating demand for green tea, ground coffee and artificial sweeteners,
which have shown strong signs of promise over the past three years, Priti added.
Meanwhile, the Assocham study further said that with nearly six lakh hectares area under tea
cultivation, the domestic tea industry is growing at a compound annual growth rate (CAGR) of
about 15%. India is world‟s largest consumer, second largest producer and fourth largest
exporter of tea after China and accounts for nearly 30% of global output and nearly 25% of tea
produced worldwide is consumed in India, said the study.
With the display of new technologies at the WTCE, Indian companies will be able to fulfill their
need of investing in modernization and improving quality so as to consolidate gains and improve
their global competitiveness, Priti added.
In spite of the deteriorating global economic climate in the last few years, the hot beverage sector
has remained resilient as improvements in transportation and the extension of the shelf life of
products backed by continued product innovation and aggressive marketing initiatives is
contributing to the growth of this industry. Some segments like premium and organic coffee and
green or herbal tea have created an entirely new market.” Adds Kapadia, “Rising consumer
awareness about the health hazards of carbonated drinks is leading to a shift towards tea and

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coffee. Another major driver is surge in the health conscious population who prefer antioxidant
property of tea or the instant energy of coffee.”
The top two tea producing nations – China and India, collectively produce about 60% of total
global tea output. India is the second-largest tea producer and consumer after China and fourth
largest tea exporter after Kenya, China, and Sri Lanka. The key coffee producing and exporting
nations are Brazil, Vietnam, Columbia, Indonesia, Ethiopia, and India, among others. Brazil is
the world‟s largest producer, exporter and consumer of coffee
Nearly 35 lakh workers are employed in over 1,500 tea estates across India and about 65% of
these are employed indirectly.
Historically regarded as a hot beverage, the penetration of tea in the non-alcoholic cold beverage
segment is another driving force for this industry owing to the rising affinity towards ice-tea
which currently accounts for over 5% of entire non-alcoholic beverage market in India.
There is not much product differentiation at rural and urban levels and thus key industry players
are coming out with value added products but with rapidly changing market scenario and
technological advancement in agri-business, there is tremendous scope and potential for growth
and development of domestic tea industry.
Internationally, the market for branded tea and coffee in terms of revenue is expected to reach
$125 billion by 2017 as against $69 billion in 2011 (estimated) signaling an annual growth of
10.9 % between 2012 and 2017.

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Origin of Myth
In one popular Chinese legend, Shennong , the legendary Emperor of China and inventor
of agriculture and Chinese medicine was drinking a bowl of just boiled water due to a decree that
his subjects must boil water before drinking it sometime around 2737 BC when a few leaves
were blown from a nearby tree into his water, changing the color. The emperor took a sip of the
brew and was pleasantly surprised by its flavor and restorative properties. A variant of the legend
tells that the emperor tested the medical properties of various herbs on him, some of them
poisonous, and found tea to work as an antidote. Shennong is also mentioned in Lu Yu's famous
early work on the subject, The Classic of Tea. A similar Chinese legend goes that the god of
agriculture would chew the leaves, stems, and roots of various plants to discover medicinal
herbs. If he consumed a poisonous plant, he would chew tea leaves to counteract the poison.
A rather gruesome legend dates back to the Tang Dynasty. In the legend, Bodhidharma, the
founder of Chan Buddhism, accidentally fell asleep after meditating in front of a wall for nine
years. He woke up in such disgust at his weakness that he cut off his own eyelids. They fell to
the ground and took root, growing into tea bushes. Sometimes, another version of the story is
told with Gautama Buddha in place of Bodhidharma.
Scholars however believe that tea drinking likely originated in the southwest of China, and that
the Chinese words for tea them may have been originally derived from the Austro-Asiatic
languages of the people who originally inhabited that area. Whether or not these legends have
any basis in fact, tea has played a significant role in Asian culture for centuries as a staple
beverage, a curative, and a status symbol. It is not surprising, therefore, that theories of its origin
are often religious or royal in nature.

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History of the Global Tea Industry
The Chinese have consumed tea for thousands of years. The earliest physical evidence known to
date, found in 2016, comes from the mausoleum of Emperor Jing of Han in Xi'an, indicating that
tea was drunk by Han Dynasty emperors as early as the 2nd century BC. The samples were
identified as tea from the genus Camellia particularly via mass spectrometry and written records
suggest that it may have been drunk earlier. People of the Han Dynasty used tea as medicine
(though the first use of tea as a stimulant is unknown). China is considered to have the earliest
records of tea consumption, with possible records dating back to the 10th century BC. Note
however that the current word for tea in Chinese only came into use in the 8th century AD, there
are therefore uncertainties as to whether the older words used are the same as tea. The
word tu appears in Shijing and other ancient texts to signify a kind of "bitter vegetable", and it is
possible that it referred to a number of different plants, such as sowthistle, chicory,
or smartweed, including tea. In the Chronicles of Huayang, it was recorded that the Ba people
in Sichuan presented tu to the Zhou king. The state of Ba and its neighbour Shu were later
conquered by the Qin, and according to the 17th century scholar Gu Yanwu who wrote in Ri Zhi
Lu "It was after the Qin had taken Shu that they learned how to drink tea."
Global Expansion
The earliest record of tea in a more occidental writing is said to be found in the statement of an
Arabian traveler, that after the year 879 the main sources of revenue in Canton were the duties on
salt and tea. Marco Polo records the deposition of a Chinese minister of finance in 1285 for his
arbitrary augmentation of the tea taxes. The travelers Giovanni Batista Ramusio (1559), L.
Almeida (1576), Maffei (1588), and Teixeira (1610) also mentioned tea. In 1557, Portugal

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established a trading port in Macau and word of the Chinese drink "chá" spread quickly, but
there is no mention of them bringing any samples home. In the early 17th century, a ship of
the Dutch East India Company brought the first green tea leaves to Amsterdam from China. Tea
was known in France by 1636. It enjoyed a brief period of popularity in Paris around 1648. The
history of tea in Russia can also be traced back to the seventeenth century. Tea was first offered
by China as a gift to Czar Michael I in 1618. The Russian ambassador tried the drink; he did not
care for it and rejected the offer, delaying tea's Russian introduction by fifty years. In 1689, tea
was regularly imported from China to Russia via a caravan of hundreds of camels traveling the
year-long journey, making it a precious commodity at the time. Tea was appearing in
German apothecaries by 1657 but never gained much esteem except in coastal areas such
as Ostfriesland. Tea first appeared publicly in England during the 1650s, where it was introduced
through coffeehouses. From there it was introduced to British colonies in America and
elsewhere.
History of the Indian Tea Industry
Tea was first introduced into India by the British, in an attempt to break the Chinese monopoly
on tea. The British, "using Chinese seeds, plus Chinese planting and cultivating techniques,
launched a tea industry by offering land in Assam to any European who agreed to cultivate tea
for export." Tea was originally only consumed by Anglicized Indians; it was not until the 1950s
that tea grew widely popular in India through a successful advertising campaign by the India Tea
Board.

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Prior to the British, the plant may have been used for medicinal purposes. Some cite the
Sanjeevani tea plant first recorded reference of tea use in India. However, scientific studies have
shown that the Sanjeevani plant is in fact a different plant and is not related to tea. The Singpho
tribe and the Khamti tribe also validate that they have been consuming tea since the 12th century.
However, commercial production of tea in India did not begin until the arrival of the British East
India Company, at which point large tracts of land were converted for mass tea production.
The Chinese variety is used for Sikkim, Darjeeling tea, and the Assamese variety, clonal to the
native to Assam, everywhere else. The British started commercial tea plantations in India and in
Ceylon: "In 1824 tea plants were discovered in the hills along the frontier between Burma and
Assam. The British introduced tea culture into India in 1836 and into Ceylon (Sri Lanka) in
1867. At first they used seeds from China, but later seeds from the clonal Assam plant were
used." Only black tea was produced until recent decades.
India was the top producer of tea for nearly a century, but was displaced by China as the top tea
producer in the 21st century. Indian tea companies have acquired a number of iconic foreign tea
enterprises including British brands Tetley and Typhoo. While India is the largest consumer of
tea worldwide, the per-capita consumption of tea in India remains a modest 750 grams per
person every year. Recently consumption of green tea has seen a great upsurge across the cities.
Average growth in the consumption is assumed to be over 50%. One estimate suggest the market
size has already crossed over INR 1400crore and will reach a 6000 crore in next few years.
Top station, 41 km (1 Hour) from Munnar, is aptly named, as it is home to some of the highest
tea plantations in India. It lies on the state of Kerala and commands a panoramic view of rolling
green hills.

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The country is home to a wide variety of teas, including CTC tea, orthodox tea, green tea and
organic tea. Unlike many other tea producing and exporting nations, India has a manufacturing
base for both CTC and orthodox tea, in addition to green tea.
Amongst these policies, monopolies and restrictive trade practices (MRTP) and foreign exchange
regulation act (FERA) were aimed at regulating monopoly and foreign investment respectively.
This controlling mechanism over the industry resulted in:
a. Several firms operating below minimum scale of efficiency
b. Under-utilization of capacity and
c. Usage of outdated technology
Indian Tea Industry Facts
 The aggregate turnover of the tea industry in India has been estimated at Rs. 10,000
crore.
 The aggregate Net Foreign Exchange earned by exporting tea has been estimated at Rs.
1,847 crore.
 India is the fourth largest exporter of tea in the world with an annual shipment of 250
million kg.
 After independence, the land used for growing tea has increased by 40 percent, but the
tea cultivation has gone up by more than 250 percent.
 Tea is grown over an aggregate of 6,00,000 hectares of land area across various parts of
the country.
 The state of Assam alone produces more than 50 percent of India's and 16 percent of the
world's total tea.

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 The Indian tea industry is a labour-intensive. Currently, there are at least 1.1 million
workers employed in various tea companies around the country.
 The Indian tea industry creates income opportunities for almost another 10 million
people.
 The workforce in the Indian tea industry is equally distributed when it comes to gender.
Top Tea Producing States in India
The leading states regarding tea production in India are enumerated below:
 Assam
 West Bengal
 Kerala
 Meghalaya
 Karnataka
 Tamil Nadu
Manufactures
The Indian tea industry is highly concentrated, with eight players:
a) Assam tea company
b) Tata tea LTD
c) Brooke Bond
d) Wagh Bakri
e) Goodricke
f) Nestle India

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g) Bombay Burmah Trading Corporation Limited
h) Society tea
The other key players in the tea industry are
i. Lipton tea
ii. Tetley Tea
iii. Marvel Tea
iv. Pataka Tea
v. Mohani Tea
History of Tea in South India
As mentioned earlier, Dr. Christie was the first to experiment with the growing of tea plants in
the Nilgiris in 1832 and some of his plants were distributed to various parts of the Nilgiri hills for
trial. In 1834 a few plants grown from the seeds brought from China were again planted in these
hills. The earliest record of commercial planting in Kerala was in Peermade during 1875. The
development of Kanan Devan Hills by James Finlay and Co. in 1878 with tea as an exclusive
crop is a landmark in the history of tea planting in this part of the country. Soon, tea cultivation
caught up in Wayanad and by 1889 planting was taken up on a large scale in the district. In the
Anamallais (Coimbatore Dist.), the actual opening of tea estates was around 1897. Karnataka
came into the tea map, rather recently.
The widespread occurrence of the leaf rust (Hemilia vastatrix Berk & Br.) of coffee and the
consequent decline of the coffee industry was a major factor responsible for the extensive
planting of tea in south India. The tea growing tracks of south India, extending along the Western
Ghats, vary in their elevation from 300 to 2,300 m above MSL and experience an annual rainfall

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ranging from 90-750 cm. These plantations, with their adjoining forest ecosystem contribute
greatly to the maintenance of terrestrial ecology by providing extensive land cover and
minimizing soil erosion.
Tea belongs to the family Camelliaceae and all the cultivated tea plants belong to two distinct
species, viz., Camellia sinensis (L). O. Kuntze, the short leaved „China‟ plants and Camellia
assamica (Masters) Wight, the broad leaved „Assam‟ plants. The „Cambod‟ variety, a subspecies
of the latter, is named C. assamica lasiocalyx (Planchon exWatt) Wight. The „China‟, „Assam‟
and „Cambod‟ and a large number of their hybrids are seen in many tea fields. It is believed that
many wild species of teas have also contributed to the present day hybrid population of
cultivated tea plants.
Tea prefers a warm humid climate, well distributed rainfall and long sunshine days. A soil pH
below 6.0 is essential for establishing tea successfully and moderately good tea can be grown on
soils with pH values between 4.5 and 5.5. Under natural conditions, this plant grows to a small
tree but brought into a bush form by pruning at regular intervals for the convenience of plucking
and for harvesting optimum vegetative growth.
Tea Growing Areas in south India
1 Wayanad (Kerala)
2 The Nilgiris (Tamil Nadu)
3 The Anamallais (Coimbatore District, Tamil Nadu)
4 Nelliampathy (Palghat, Kerala)
5 High Range (Iddukki District, Kerala)

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6 Vandiperiyar and Peermade (Iddukki District, Kerala)
7 High Wavys (Madurai District, Tamil Nadu)
8 Trivandrum (Kerala)
9 Singampatty (Tirunelveli, Tamil Nadu)
10 Coorg (Karnataka)
11 Hassan (Karnataka)
12 Chikmagalur (Karnataka)
History of Tea in Kerala
Tea is the most popular drink in the world today. It is used by more than two third of the world‟s
population and almost in every part of the world. It can be safely accorded the pride of place as
the beverage of the world. Once it was a drink of the rich and a luxury item but today it has
become the cheapest available to every section of the society. Tea is said to be an indigenous
product of the north east region of India. It was being grown and consumed long before the
British found the commercial production lucrative enough to begin plantations in the North East
and Southern India.
The history of tea plantation in Kerala is associated with the Britishers. They were trying to vie
with the tea trade of China. They found that the slopes of the Western Ghats could be the prime
tea plantation site in India. The weather, the soil and the long history of the know-how in
plantation of spices made the slopes of the Ghats a suitable location for tea plantation in India.
Thus, Kerala came to occupy a prominent place among tea grower states of India.
Tea plantation in Kerala is spread over Idukki, Wayanad, Kottayam, Thrissur, Malappuram and

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Palakkad but Idukki and Wayanad are the two major tea producing regions by way of total
acreage under tea. 87 % of the total area under tea gardens in Kerala falls in these two districts.
Idukki is the most important district with 72% of the total acreage of Kerala under tea plantations
here. The main tea growing areas of Idukki are in Munnar, Vandiperiyar and Peermade regions.
Wayanad accounts for about 14% other than areas under multi plantations like Palghat-
Nelliampathy and Thiruvananthapuram.
Famous Tea Plantations in Kerala
 Tea Plantations in Idukki
 Munnar
 Vandiperiyar and Peermade
 Tea Plantation in Wayanad
 Tea Plantation in Palakkad
 Tea Plantation in Thiruvananthapuram
Challenges faced by Indian Tea industry
 India's tea industry is facing tough times due to labor problems, declining demand at
home and strong price competition abroad. India has traditionally been the world's largest
producer of tea.

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 India's sprawling tea estates that spread over the eastern Himalayan mountain ranges
usually hum with activity at this time of the year, as laborers pluck the leaves of the
blooming tea bushes.
 But this year, a strike called by a 250,000 tea estate workers has crippled operations for
the past two weeks in West Bengal, one of India's two main tea-producing regions along
with Assam.
 The laborers, who are paid approximately a dollar a day, want their wages doubled. Tea
estate owners insist that any hike must be linked to productivity, and labor unions have
rejected that proposal. The industry in West Bengal has piled up losses of $5 million a
day due to the strike.
 The labor problems were the latest bad news for an industry that has been hit in recent
times by high production costs and slumping demand.
 Tea industry officials say wages are lower in other tea-producing nations. Labor costs
account for more than half the total cost of tea production. The Indian Tea Association's
deputy secretary, Pranjal Neog, says Indian tea, once predominant in world markets, has
been steadily losing out as a result.
 "Our cost of production per KG [kilogram] of tea manufactured has been uncompetitive
with respect to other global players such as Sri Lanka, Kenya, and that has resulted in our
losing out export markets," he said. "Simultaneously it has also affected our domestic
markets. This has led to the recession."

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 The tea industry says it is also facing problems in the domestic market, which consumes
70 per cent of the beverage produced in the country. In recent years, demand has
stagnated or even declined in some areas due to the growing popularity of such beverages
as soft drinks - particularly among younger people. Indian tea has traditionally dominated
world markets since a few cases were exported to Britain in the mid-19th Century. But
now, say tea growers, they only see tough times ahead.

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About Bombay Burmah Trading Corporation Limited
The 150 year-old Bombay Burmah Trading Corporation, Limited entered the plantation
business in 1913. Today its plantations in the hills of South India cover 2,822 hectares under tea.
These plantations are located in prime plantation areas, producing 10 million kgs of tea annually.
Preserving the aroma, flavor and distinct taste of classic Indian tea, BBTCL is one of the most
experienced and highly respected business houses in the country. Operating for the last
150 years, we hold the distinction of being amongst the most eminent and reputed manufacturers
and exporters of naturally grown “Organic Tea”.
The BBTCL was incorporated in 1863 and is the oldest Rupee Company in India founded with
public participation. The Bombay Burmah Trading Corporation Limited (often simply called the
"Bombay Burmah Trading Company") was formed in 1863 by the Wallace Brothers. The
Corporation was originally formed as a public company to engage in the Burmese tea business
by taking over the assets in Burma of William Wallace. It is India's second oldest publicly
quoted company.
The Wallace Brothers were a Scottish merchant house in Edinburgh. The six brothers first
arrived in Bombay (now Mumbai) in the 1840s. A Bombay partnership was formed in 1848 as
“Wallace Bros & Co”. In the mid-1850s the Wallaces set up a business in Rangoon, shipping tea
to Bombay. In 1863 the business was floated as “The Bombay Burmah Trading Corporation”
(BBTC). Its equity was held by Indian merchants, as well as the Wallace Brothers who had the

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controlling interests. By the 1870s it was a leading producer of teak in Burma and Siam, as well
as having other interests in cotton, oil exploration and shipping.
British motivations for the third Anglo-Burmese War were partly influenced by concerns of
capitalism. The Burmese state‟s conflict with the BBTC furnished British leaders with a pretext
for conquest. By the 1880s Wallace Brothers had become a leading financial house in London.
This firm was able to affect the intelligence about Burma and, more critically, about the growing
French influence in the country.
The company is now part of the Wadia group of companies.As the name suggests, the company
in its early years, dealt with trading of timber from Burma (now Myanmar). It was not until 1913
that we turned our attention to tea plantations. After learning about the areas suitable for tea
plantations in South India, we decided to invest there and opened our first estates in the
Anamallai hills of Coimbatore District.
By 1926, we established “The Mudis Group of estates”, which today comprises of four estates
and four factories having 1,863 hectares for tea plantation.the picturesque stopes of the Tea
estates, situated at an average altitude of 3500 above sea level, seems sculpted to perfection.
In the next phase, BBTC established the Singampatti Group of Estate in Tirunelveli, Tamil
Nadu. It was also at this time that we acquired land in further south (at the tip of the Indian
peninsular) and founded “The Singampatti Group” which today has three estates, covering 804
hectares and having three factories. These estates produce the well kwon Organic Green, White,
Oolong and Black teas. In addition, we (BBTC, as popularly known in South India) acquired
Dunsandle Estate (155 hectares) in the Nilgiris, which is one of the earliest planted estates in

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South India. Today, we have 2,822 hectares under tea and produce about 8 million kgs of tea
annually.
Milestones in the History of the Company
YEAR EVENTS
1863 - The Company was Incorporated on 4th September, at Mumbai,
under the name of the Burma Trading Co. Ltd.
- The Corporation's activities cover a wide range such as
plantations of tea, coffee, cardamon, cocoa, rubber and palm
oil;manufacture of starch from tapioca; manufacture of asbestos
cement and concrete products; extraction of timber and boat
building and repairs.
- The Corporation was originally formed as a public company to
engage in the growing Burma tea business by taking over the
assets and rights in Burma of William Wallace.
- 100 shares of Rs 2,500 each issued as fully paid-up to William
Wallace without payment in cash. These shares had a special
right to an extra or preferential dividend equal to 1/3 of the
surplus net profits after paying a dividend at the rate of 12 on
other shares. 40,000 shares issued for cash.
1864 -The name was changed to the Bombay Burmah Trading
Corporation Ltd., on the 30th April.
1918 - 84,000 No. of Equity shares issued for cash. Only Rs 50 per
share called up and paid-up.
1957 -10,000 No. of Equity shares of Rs 125 each issued as fully paid
up to holders of shares of Rs 2,500 each in lieu of the special
rights attached to those shares.

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1958 - AFCO became a wholly owned subsidiary of the Company.
- 21,400 Bonus Equity shares issued in the prop. 5:1 (Rs 2,500
paid-up) 1:4 (Rs 125 paid-up), 1:10 (Rs 50 paid-up).
1962 - The Corporation in association with Formica International
Ltd.,floated in India, Formica India Ltd., to undertake the
manufacture of laminated plastics. Formica India Ltd., became
of subsidiary of the Corporation, with 99% holding with effect
from 17th November, 1975. This company was merged with
Bombay Burma Trading Corporation with effect from 1st
October, 1978.
1963 - On 4th June, 1963, fully paid-up shares subdivided into share
of Rs 25 each. 84,000 partly paid-up shares divided into
4,20,000 shares of Rs 25 each, Rs. 10 paid-up. Then 3,67,000
Bonus shares issued in the proportion 1:1 (Fully paid-up) and a
sum of Rs 10 per partly paid share was credited, making them Rs
20 paid-up.
1964 - On incorporation, M/s. Wallace & Co., Ltd., were named in the
Memorandum of Association as perpetual Secretaries, Treasures
and Managers.
- From February, the management of P.T. Indo-Java Rubber
Planting and Trading Company, Indonesia, was brought under the
supervisory control of a body appointed by the Govt. of India.
1967 - 1,83,500 Bonus Equity shares issued in the prop. 1:4 (fully
paid-up) and partly paid shares made fully paid-up.

25. 25
1969 - North Borneo Timbers, Berhad is an associated company of
Bombay Burmah Trading Corporation Limited.
1970 - In February, 1,33,750 Bonus Equity shares issued in the prop
1:10.
1973 - 2,94,250 Bonus Equity shares issued in the prop. 1:5.
1975 - Vitro Pharma Products Ltd., and Chawla Chemical Industries
Ltd., became subsidiaries of AFCO Industries and Union
Agencies.
1977 - 4,41,375 Bonus shares issued in the prop. 1:4.
1981 - The operations at the Dombivili factory were suspended from
1st August. It was proposed to selectively revive the activities at
an opportune time for which the Company holds licenses.
1982 - The name of Chawla Chemical Industries Ltd. was changed to
AFCO Industrial & Chemicals Ltd., and it was later merged with
AFCO Ltd.
1983 - The Kachaldara Trading Limited company became a wholly
owned subsidiary. It was amalgamated with Bombay Company,
Ltd. with effect from 1st April, 1988.
- 1 Equity shares of Rs 25 allotted. Shares of Rs 25 each then
consolidated into shares of Rs 100 each.
1984 - The Corporation offered 4,00,000-15% secured redeemable
non-convertible debentures of Rs 100 each as rights in the
proportion 5:6, fractions being ignored. This issue was
oversubscribed and the corporation subsequently allotted 6,00,000
such debentures on 31st May, 1985. These debentures were to be
redeemed on 31st May, 1992.
1987 - A new press was commissioned. The new designs of laminates
were received well in the market.
1988 - The Kachaldara Trading, Ltd., an erstwhile subsidiary of
Bombay Burmah Trading Corporation, Ltd. merged with Bombay
Company Ltd. with effect from 1st April. With this merger, BCL

26. 26
became a subsidiary of the company on 16th November, 1990
1989 - New ranges of decorative laminates were developed and
Launched. A new treater was commissioned during the year.
New designs of laminates were launched in the market.
1991 - The Dental Products of India Ltd., became a subsidiary of the
Corporation.
1992 -`Post Forming Laminates' were launched for the first time
India.
- The BCL Spring Division was formed consequent upon the
merger of the erstwhile Bombay Company, Ltd. with the
Company effective from 1st October.
- The Afcoset Balances Division was formed consequent upon the
merger of the erstwhile Bombay Company, Ltd. with the
Company effective from 1st October.
- Effective from 1st October, Bombay Company Ltd. merged
with the Company. With this merger, the three wholly owned
subsidiary companies of the BCL viz. Lotus Viniyog Ltd.,
Roshnara Investment & Trading Company Ltd., and Cincinnati
Investment & Trading Company Ltd., became wholly owned
subsidiary companies of the Corporation.
1994 - The Company acquired the division manufacturing particle
boards at Itarsi from Indian Plywood Manufacturing Co. Ltd.
- The Company allotted 1,01,600 No. of equity shares and 44,400
warrants to Wadia group on 25th October. The equity shares
were allotted at a premium of Rs 4,397 per share. The warrant
holders have the option to convert each warrant into one equity
share of Rs 100 each at a premium of Rs 4,947 per share.
1995
- The company had sub-divided its 6,53,319 equity shares of Rs

27. 27
100 each into 65,33,190 No. of equity shares of Rs 10 each on
October.
- The Company has allotted 65,33,190 fully paid equity bonus
shares of Rs 10 each on 12th October, in the proportion of 1:1.
- On December, the Company allotted 4,44,000 No. of equity
Shares of Rs 10 each at a premium of Rs 484.70 per shares of
Damascus Investment & Trading Co. Ltd. against the warrants
issued.
1996 - On 30th January, 4,44,000 bonus equity shares of Rs 10 each
allotted to Damascus Investment & Trading Co. Ltd.
- The Corporation's Formica and Springs Divisions have been
accredited with ISO 9002 by international agencies.
1997 - The Corporation continues to maintain the rating of AA+ for
Debentures FAA+ for Fixed Deposits and P1+ for Commercial
Paper assigned by The Credit Rating Information Services of
India Limited (CRISIL).
1998
- During the year the Corporation issued 12.75% Secured,
Redeemable, Non-Convertible Debentures aggregating to Rs. 12
Crores on Private Placement basis.
- During the year, the Corporation entered into an tri-partite
agreement with the National Securities Depository Limited
(NSDL) and Sharepro Services, Mumbai for providing depository
facility to the shareholders in accordance with the provisions of
the Depositories Act, 1996.
- NCDs of the company have been downgraded from AA + to

28. 28
AA and the fixed deposits (FDs) programme has been downed
from FAA+ to FAA.
1999 - The Corporation has also taken steps to get ISO 9002
accredition in respect of the Afcoset Balances Division.
2000 - The Company has suffered heavy setback during the 18 months
period ended September 2000 on account of labour problems at
its tea garden, sharp rise in wage cost, heavy downward pressure
on tea price and interest burden.
2002 - The Company has informed that Mr Ashok Panjwani has been
appointed as an Additional Director wef June 24, 2002. Further,
he is appointed as the Executive Director of the company for a
period of 3 years subject to the approval of the shareholders at the
General Meeting.
-Jeh Wadia appointed as Deputy MD of Bombay Burmah
TradingCorporation.
2006 - Bombay Burmah Trading Corporation Ltd has informed that
Field Marshal S H F J Manekshaw & Mr J Matthan have resigned
as Directors of the Corporation with effect from October 26,
2006.
2007 - Bombay Burmah Trading Corporation Ltd has appointed
Mr. Ishaat Hussain as a Director of the Corporation with effect
from May 30,2007.
2008 -Bombay Burmah Trading Corporation Ltd has recommended a
dividend @ 30% i.e. Rs 3/- per share
2009 -Bombay Burmah Trading Corporation Ltd has recommended a
dividend @0% (Rs 1/- per share).
2010 -Ms. Vinita Bali and Ms. Ness N. Wadia have been appointed as
Additional Directors of the Company
-Bombay Burmah Trading Corporation Ltd has recommended a

29. 29
dividend @35% (Rs. 3.50 per share)
2011 -Bombay Burmah Trading Corporation Ltd has recommended a
dividend @70% (Rs. 7/- per share)
2012 -Scheme of amalgamation, it has merged with its wholly owned
subsidiary M/s. Electromags Automative Products Pvt Ltd.
-Company has splits its Face value of Shares from Rs 10 to Rs 2
2013 - The Company has recommended dividend @ 150% (Rs. 3/- per
share).
2014 - Mr. Mahindra had appointed as a Director of the Company.
- The Company has recommended dividend @ 50% (Re.1/- per
share).
Production started in various estates
Tea factories of course had high priority. In chronological order, the following factories came
into being, began producing as bellow.
Mukottu mudi 1918
Thay mudi 1923
Thoni mudi 1923- (This Estate was merged with Mukottu and Gajam in the later time)
Nallamudi 1925- (This Estaste was merged with Anaimudi in the later time)
Gajam mudi 1928
Anai mudi 1930

30. 30
Other estate of BBTCL
 Niligiri estate
 Dunsadle tea estate
 Singampatti tea estate
 Elkhil coffee estate
 Tanzzania tea estate
Board Of Directors
Mr. Nusli N. Wadia – Chairman
Mr. Anil Kumar Hirjee – Vice Chairman
Mr. Madhav Laxman Apte
Mr. Darius Erach Udwadia
Mr. Jehangir N. Wadia
Dr. (Mrs.) Sheela Bhide (w.e.f. 28th March, 2015)
Mr. Ashok Panjwani – Managing Director
Mr. Ness N. Wadia – Managing Director
Philosophy
The premier taste of tea at BBTCL has not changed a bit over more than a century, neither the
confidence of customers in it, though it has taken to modern machineries, processes and growing
procedures. The company believes in providing the best natural quality products and taking India
to the global platform. To achieve this, it completely relies on product quality and trade

31. 31
competency. Of course, the present world recognizes the worth of Indian goods and services, and
the country‟s capacity to meet the global standards.
Core Values
Personal lives are enriched by values, the same holds true for organizations. To be “the one” one
has to operate in fair, humble and good faith. Likewise we nurture our lofty aspirations honestly
by integrity and solidarity. Our value system encourages us to foster the talent of internal public
and satisfy the external public by good quality products. The Company firmly believes in
transparency in its dealings and lays emphasis on integrity and regulatory compliance. The
Wadia Group considers good corporate governance a prerequisite for meeting the needs and
aspirations of its Shareholders.
People - our asset and pride:
Each of our tea estates or group is a completely self-contained community, with its own bazaars,
places of worship, schools, residential quarters and hospitals. The complete workforce is housed
on the estates and we provide all amenities. The plantation workers at our estate are probably the
best paid unskilled agricultural worker in the country, enjoying all the amenities that a normal
industrial worker has and even more, such as provident fund, gratuity, free housing, crèches, free
medical aid and schooling for the children up to primary level. Worker welfare is a high priority,
which, given the circumstances of distance from urban amenities, is a necessity. A small
township, solely dependent on the tea industry for its existence, is situated in the center of the
district and looks after the other needs of the population. In addition, recreation clubs are
provided for relaxation after a hard day‟s work. We understand that happy people make an
efficient work force.

32. 32
A partnership with nature
“Founded in 1899, NABU (NATURE AND BIODIVERSITY CONSERVATION UNION) is
one of the oldest and largest environment associations in Germany. The association encompasses
more than 460,000 members and sponsors, who commit themselves to the conservation of
threatened habitats, flora and fauna, to climate protection and energy policy. NABU is the
German partner of the global Bird Life International network.”
The purpose of the cooperation between BBTCL and NABU is to support environmental
protection and education in the tea gardens. The cooperation project specifically supports the
development of a wildlife monitoring system on the estates of the Singampatti group, including
protected areas.
Bombay Burmah with NABU are monitoring the environment in the Plantations
The forest surrounding our estates teems with wild life. The flora and fauna have been the
subject of studies by people from all over the world. With its mixture of animals ranging from
elephants to the larger cats, including tigers, and from stag to mouse deer, and not to speak of the
varieties of bird and insect life, this is a veritable paradise. The endangered lion-tailed macaque
has its home here and ranges the jungle in peace. It is not surprising that managers who worked
here from 1929 onwards took pains to preserve the area in its original condition. Even the
planted tea fields were left with jungle belts between them, unlike other areas under tea.
Complementing our commitment for preserving nature, we have made the best use of our
resources in safe-guarding the flora and fauna of our virgin forestlands. The Mundanthurai /
Kalakkad wildlife reserves have the unique distinction of providing sanctuary to rare and
endangered lion-tailed Macaque (Macaca silenus). It is also a protective land for Elephants and
Tigers under „Project Tiger‟, besides many other animals.

33. 33
Fair trade:
The Bombay Burmah Trading corportation Limited, first obatianed Fair Trade Certificate for the
Singampatti group of Estates in 1995 under the name“Singampatti Foundation”. Later “Mudis
Foundation”. was established in Mudis Group. Our Herkulu estate at Usambara Group, Tazania
was also certified by Fairtrade in the year 1997. In 1998, our estate at Dunsandl, Niligiris was
brought under this label. We were keen to sell teas throught the Fairtrade network so as to assist
the workers in building community programmes and help in starting up self-helf and sustainable
projects.
The benefits of Fairtrade have helped in augmenting the funds available for workers‟ welfare, to
the money spent by the company, and the funds thus received are utilized in the following areas,
by a joint Committee set up for the same.
a)Scholarships for all college-going children of our workers.
b) It is proposed to invest the Fairtrade funds in a Retirement fund for the benefit of our workers
c) Roofing sheets were provided to all workers at our Herkulu Estate in Tanzania for their own
housing.
d) School books were distributed to the children of the villages surrounding our Herkulu Estate.
e) Dispensary was built for the villagers out of funds available from Fairtrade scheme.
Apart from the above a maize mill and Fairtrade shop has been set up using Fairtrade funds.

34. 34
Tea appreciated the world over
In 1992, we built a factory dedicated to the manufacture of organic tea at Oothu and today, both
black and green tea are produced here. This production is carefully inspected and certified by
The Institut Für Marktökologie, Switzerland, that is accredited to EEC and associate members of
the International Federation of Organic Agriculture Movements (IFOAM). The certification
conforms to EEC regulations for production of organic
African Connection:
A decision was taken in 1954 to spread the Corporation‟s tea interest to East Africa, and
following a visit by an experienced planter, two areas in Tanganuila were considered suitable
and negotiations for purchase were commenced. In January 1956, Herkulu Estate in the Western
Usambara Mountains was purchased. a small factory has been in operration sicne October 1961,
and teas are being sold at the London and Nairobi Markets.
Since 1989/90. the Herkulu Estate (230 Hectares) has been organically cultivated without
application of chemcials and fertilizers. The estate is certitified organic according to EEC
Regulations 2092/91 since February 1994 by the Institute of Marketecology, Switzerland.
The second estate of marvera is situated in the Eastern Usambara in Muheza District.
The development of these estates continue. The production in these estates for the period 1st
April, 1997 to 31st March,1998 was 6.20 Lakhs Kgs. and resulted in a profit of Rs.56.13 Lakhs
Granum- The American Connection:
The Corporation‟s Subsidiary Island Horti-Tech Holdings Pte. Ltd.(IHTH), Singapore acquired
majority stake in Innovative organics Inc., USA w.e.f. February 2007 for acquisition of

35. 35
controlling interest in Granum Inc., a company engaged in speciality organic tea business based
in Seattle, USA.
Granum Teas has a niche brand, Choice Organic Teas.
A firm belief in organics, with a dedication to ensure the ethical treatment of workers who
cultivate tea, and a team of dedicated employees at Choice Organic Teas, has made the company
a modern day tea pioneer.fairtrade_clip_image002
A brand of Granum, Inc. of Seattle, WA, Choice Organic Teas made its debut in 1989 as an
outgrowth of the company founder, Blake Rankin‟s active involvement in the organic
marketplace.
The Company has received 2004 Governors award for pollution prevention & Seattle Public
utility BEST award for environment sustainability.
21As North America‟s #1 selling exclusively certified organic tea line, Granum has promoted the
growth and development of organic agriculture in tea estates worldwide.
In 2000, Choice Organic Teas became the first tea crafter in the United States to offer Fair Trade
Certified™ tea. Today, Choice Organic Teas proudly offers more varieties of Fair Trade
Certified tea than any other tea company in North America, expanding awareness of a just form
of trade with the developing world. The Company‟s plantations were also the first to be Fair
Trade Certified™ in 1995.
Choice Organic Teas are manufactured in a certified organic facility where Green-e Certified
renewable energy 22certificates (RECs) from wind power are purchased to offset 100 percent of

36. 36
the facility‟s electricity. The plantations at Bombay Burmah also draw most of their power
requirements from Wind energy showing the synergy that already existed with Granum and it
was a seamless integration.
It remains the goal of Choice Organic Teas to raise awareness across an industry dominated by
conventionally cultivated tea to the benefits of sourcing of organic teas. Choice Organic Teas
asks its consumers to look for the United States Department of Agriculture (USDA) organic seal
to ensure that the tea was grown and processed according to the National Organic Standards.
Other business of BBTCL
 Electromags
 DPI –Dental Product of India
 Horticulture
 Weighing Products
Corporate Social Responsibilities
Beyond self-servicing corporate goals, the Wadia Group has always been driven by a community
consciousness, a desire to share its prosperity with the community at large. The involvement of
the Wadias in community welfare began with the magnificent obsession of Bai Jerbai Wadia,
who single mindly and committedly set out to construct low cost “Baugs” or housing colonies in
Bombay for lower and middle class Parsis. Between 1908 and 1956, 5 baugs were built – the
Nowroz Baug, Rustom Baug, Bai Jerbai Baug, Cusrow Baug and Ness Baug. Even today, they
stand testimony to the magnanimous spirit of Bai Jerbai and her sons. The Company is
responsible for the implementation of the Neville.N.Wadia higher education scholarship scheme

37. 37
from the year 1997/98. Children of all employees of the Group Companies pursuing higher
education are eligible to obtain this scholarship. Weight age is given to children of employees
who have excelled in sports. The Group also extends educational loans to employees to meet
additional expenses, while the children pursue professional courses. The scholarship scheme is
also extended to employees who are superannuated and to those who have been retired on
through the years; the human spirit has been the fulcrum of the Wadia Group‟s endeavors.
Medical grounds.
Awards & Recognition
The Tea Board of India, in association with the United Planters Association of South India
(UPASI), successfully conducted its third edition of the GOLDEN LEAF INDIA Awards:
Southern Tea Competition (TGLIA:STC), at Cochin on the 22nd of March 2007. Tea samples
were drawn by UPASI, from the Five planting zones of South India was screened for traces of
Pesticide & Heavy metal and the teas that passed muster was evaluated by an International Jury
of 9 eminent Tea experts. Tea samples were drawn by UPASI, from the Five planting zones of
South India was screened for traces of Pesticide & Heavy metal and the teas that passed muster
was evaluated by an International Jury of 9 eminent Tea experts.
The Bombay Burmah Trading Corporation Limited added yet another feather to its cap, by
walking away with trophies for all the 4 samples that took part in the competition. The Jury
recognized BBTC teas as the best in the Anamallais with our Mukkottumudi and Anaimudi teas
winning trophies. Manjolai, BBTC‟s CTC factory from Singampatti, bagged the trophy for CTC
Fannings and Oothu bagged the Trophy under the Organic Tea Category.

38. 38
At BBTC these trophies have further strengthened our resolve to produce and offer the finest teas
to connoisseurs‟ worldwide.
Other awards:
 ISO 9001:2008
 FSSAI Certification (Food Safty and Standards Authority of India)– Four Tea Factory in
mudis group
 Fairtrade Certification – Mudis Central School
 FLO – CERT Gmbh
 Sustainable Farm Certificate
Vision, Mission and quality policy
Vision Statement:
To create technically competent and proficient individuals who meet global standards of
excellence in a range of processes and systems across multiple sectors and domains.
 BBTC LTD Committed to Total- Quality:
BBTC is committed to achieving a self-reviewing organization is perpetuity by adopting
TQM as a way of life. BBTC beliefs in the importance of the process, people and projects
will be evaluated by both their results and the process adopted.

39. 39
Mission statement:
To be highly profitable and socially responsible, leading manufacturer of high value for money
environmentally, friendly, life time personal transportation products under BBTC brand for
employees, dealers and suppliers.
Quality policy
BBTC is committed to achieving total customer satisfaction through excellence in TQC. They
will continuously strive to provide the customer the best value for money by supplying quality
products at the right time and at the right price. This objective will be achieved by continuous
improvement through employee involvement.
Area of operation
 Geographical location of operational units:
There is located within the factor premises of BBTC LIMITED, MUDIS,
COIMBATORE.
Ownership pattern:
BBTC Ltd has not issued many shares to public. Hence BBTC Ltd has got a corporate
ownership.

40. 40
Infrastructure facilities:
 Health and safety policy
BBTCL Group will always focus on health and safety of all the personal by following
safety rules and maintaining this system beyond any compromises. BBTC commit their
selves to create awareness among all, on health and safety, across the plant and provide
safe work environment.
The aim is to provide safe working conditions at all the BBTC. The safety and health of
the employees is ensured by maintaining safe processes carrying out safe practices.
Providing a safe environment imparting adequate and proper training issuing detailed
instruction as regards the area of operations and including safety awareness among all
employees.
 Work Environment
The company believes that the working environment act as the primary motivator. The
quintessence of the organization lies in the people working here. It has been our constant
Endeavour to achieve and provide an atmosphere of perpetual growth and shared learning
to all the closely tried to promote a team based culture and encourage a sense of
innovation and positive thought.
 Canteen Facilities
They provide tea for all the employees.
 Environment Health & Safety Policy

41. 41
Safety management is integrated with the company‟s overall environment, health and safety
(EHS) management system and “achievement of Zero accidents” is taken up as the company‟s
goal.
 Other facilities:
 SCHOOLARSHIP
 CLUB - CO. conduct sports meet in April 28
 SCHOOL
 CAR & BIKE – CO. provides only in top level managers and middle level
manager
 FILM TEATER
 TRANSPORTATION
 Gas cylinder – monthly one gas cylinder is free for all the workers
Customer
The company mainly focuses in western countries.
 UK
 Germany
 USA
 Russia
 Japan
 Netherlands
 Poland

42. 42
 Denmark
 Switzerland
 AVT
 Brooke Bond
 Red label

43. 43
ORGANIZATIONAL STRUCTURE
VICE PRESIDENT- PLANTATION
GENERAL MANAGER-MUDIS GROUP
HEAD TECHNICAL AND
MANUFACTURING
SEANIOR MANAGER
MANAGER OF ESTATES
MUKOTTU MUDI THAY MUDI THONI MUDI NALLAMUDI GAJAM MUDI ANAI MUDI
ASST. MANAGER OF THAY MUDI
MUDI
FACTORY OFFICER
FIELD OFFICER
SUPERVISOR
SUPERVISOR
LABOUR
LABOUR
ASST. ENGINEER
TECHINCAL WORKERS

44. 44
Departments
1. PRODUCTION AND OPERATION
2. HUMAN RESOURCE
3. FINANCE
4. MARKETING
5. TECHNICAL AND MAINTANANCE

45. 45
Production & Operation Department
An operations department is responsible for running your business successfully. It has the
ultimate accountability for profit and loss, and seeks to maximize return on investment for the
shareholders. The members of this department are ultimately responsible for the success of your
business, and as such, maintain considerable power in your company. While the operations
department is responsible for the bottom line, it also oversees the other departments in your
organization, as well as the development of your employees and customers.
Your operations department is responsible for the profitability of your company. When it
increases sales and profit margin while simultaneously reducing expenses, your bottom line will
improve and profits will increase. Accountability for profits ultimately falls to your operations
department. These individuals run the day-to-day business of your company and, through solid
management techniques, produce results and a return on investment for your organization. From
scheduling employees to solving performance issues, your operations department manages the
bottom line.
Objectives of the Operation Department
•To increase product quality
•To reduce the cost of production
•To increase profitability
•To increase sales

46. 46
We produce:
Origin of some of the Finest Teas, and Organic Teas in the World. Even before the world began
waking up to the benefits of Organic Teas, BBTC in 1987, initiated pioneering efforts to produce
organic teas. Today, the Organization produces exports and markets some of the finest Organic
Teas in the world.
•Organic Green Tea
•Organic white Tea
•Organic Oolong Tea
•Organic Black Tea
•Green Tea
•Black Tea
On the basis of manufacturing
*CTC- Cutting Turning curling
* OORTHODOGS- this machine is like a big grinder
Types of Teas
CTC* TEA OORTHADOGS* TEA

47. 47
Advantages of Organic Tea
Offers all the benefits of conventional tea and above and over that some of its benefits are
amplified because of its cultivation procedure. It also nulls the bad effects of agrochemicals
found in conventional tea. It is pure, rich, strong, dark and has a refreshing aroma. The benefits
of Organic Tea are:
•Organic tea contains antioxidants as the key components. High levels of antioxidants minimize
the amount of harmful free radicals in the body and reduce the chances of cancer.
•It is also one the few natural sources of fluoride and reduces high blood cholesterol and blood
pressure.
•It is a non-toxic refreshing beverage

48. 48
Layout of the Thay Mudi factory
Withering Trough
CTC Cutting Room
Heaters
Winnower
Fermenting Drum
Trinic sifter Fibro mate
Sifting room
NO.1
NO.2
NO.3
NO.34
Chopper
No.1
No.2
No.3
C.T.C No.1
C.T.C No.2
C.T.C No.3
No
3
No
2
No
1
No
4
No
9
No1 No2 No3
RC & Grinding
Room
DrierNo.1
No.3
NO.2
1
2
FACTORY OFFICE

49. 49
Hierarchy of Production and Operation Department
GENERAL MANAGER
HEAD TECHNICAL & MANUFACTURING SENIOR MANGER
MANAGER OF THAY MUDI ESTATE
ASST. MANAGER OF THAY MUDI ESTATE
FACTORY OFFICER / TEA MAKER
ASST. FACTORY OFFICER/ TEA MAKER
SUPERVISOR
WORKER/ LABOR

50. 50
Manufacturing Process
1) Weighment
Before take the leaf to trough, the leaves are weighed at Weighbridge.
Firstly we have to take Gross Weight and it is deducted from Tare Weight of the
lorry. Then only we can get actual quantity of the leaf. That leaf shared and spread in
to the trough. Now only this leaf goes for withering.
2) Withering
Green leaf is given a light withering, corresponding to about 28-32% outturn of
made tea to withered leaf, in troughs. It is important that the wither should not get
harder than an upper limit of 32% to ensure a satisfactory make, even if a drastic
reduction in the duration of wither is necessary . The withered leaf is then passed
over a withered leaf sifter with a larger mesh to eliminate sand and small stones
that may have got picked up accidentally in the field and in the weighing sheds.
By reducing the spreading thickness from 25 cm to 32 cm (1 to 1 ¼ inches) in
height giving good withering.
3) Cutting
The withered leaf is fed into chopper for cutting or makes a powdery stuff with
the help of blades and it is entered into pre-conditioner such as 15” (380 mm)
rotor vane along with reconditioned tea (RC) and then given four successive cuts
in CTC machine arranged in series. In this process to make finer cutting from
bolder stuff to powdery stuff to make dust grades. It is advisable to use a bar

51. 51
magnet on the conveyor to the first CTC machine connected to remove iron
particles, which might damage the roller. Arrangement sketches, details of roller
adjustments, rolling programmes etc.., are given in other circular.
 RC
All the rejections of the teas going to RC room for pulverizing. Impact Pulverizer
and A type Smith pulverzers are used for pulverizing the rejections. This powder
stuff is used with chopped leaf through Rotor vane.
4) Fermentation
The period of fermentation is generally shorter than with conventional
manufacture, ranging from 1 hour 30 minutes. Rainy season the fermentation
time will vary. Fermentation drum with a forced draught of air could be used. In
this process are to help us oxidation, flavoring, and coloring. Fermented dhool
can be fed into the drier directly. It is however, advisable to pass it first through a
ball-breaker as this operation minimizes the formation of agglomerates which
inevitably find their way into the off grades. Fermentation is an important that
determines the quality.
5) Drying
The drying process is carried out in Drier. However, Drier is considered to be
CTC manufacture. If Drier is used the inlet temperature should be maintained at
135◦-140◦C. There are 3 driers used in the factory.

52. 52
 Furnace
For drying the teas, hot air is must. That heat is given by furnace. Only the
heat of the furnace can give hot air to Drier. For making heat Mixed Firewood
and Briquettes are used.
6) Sifting
In this process is carried out in 24 Mesh in the main fibro mate. In this process is
to help segmenting the leaf grade and dust grade.
7) Grading
The grading operation is simplified by the absence of a big bulk, and by the
manufacture of only a limited number of grades. Generally, the dhools are sifted with
the mesh sizes of 8, 10, 12, 16, 24, 30, 40, and 50 is used. The meshes are used to
segregate, tea particles, like grades and rejections. Passing over the all the meshes
are resifted and classified in primary grades. The following are the important
classification of Dust grade and Leaf grade.
Dust Grade:
 Primery Grade (through)
SFD- SUPER FINE DUST-50 MESH
SRD-SUPER RED DUST-40 MESH
RD-RED DUST-30 MESH
PD-PEKOE DUST - 24 MESHS
 Secondary Grade (through)
FD-FINE DUST-50 MESH

53. 53
SD-SUPER DUST-50 MESH
GD-GOLDEN DUST - 30 MESH
Leaf Grade
PRIMERY GRADE (through)
BPSM-BROKEN PEKOE SMALL-16 MESH
BP- BROKEN PEKOE-12 MESH
BOP- BROKEN ORANGE PEKOE-10 MESH
SBOP-SPECIAL BROKEN ORANGE PEKOE - 8 MESH
8) PACKING
After complete the processing of manufacture as well as cleaned the grades, we
have to send market for selling teas. That time we have to pack the teas very
carefully with help of sandwich bag and inner liner for dust grades and White PP
woven bags and inner liner for leaf grades. It helps in protection, handling,
delivery and preservation of goods from the producer to the user or consumer.

54. 54
WITHERING
CUTTING
FERMENTATION
DRYING
SIFTING & GRADING
PACKING
WEIGHMENT
RC

55. 55
Marketing Department
Marketing department is the organizational discipline which focuses on the practical application
of marketing orientation, techniques and methods inside enterprises and organizations and on the
management of a firm's marketing resources and activities.
Globalization has led firms to market beyond the borders of their home countries,
making international marketing highly significant and an integral part of a firm's marketing
strategy. Marketing managers are often responsible for influencing the level, timing, and
composition of customer demand accepted definition of the term. In part, this is because the role
of a marketing manager can vary significantly based on a business's size, corporate culture,
and industry context. For example, in a large consumer products company, the marketing
manager may act as the overall general manager of his or her assigned product. To create an
effective, cost-efficient marketing management strategy, firms must possess a
detailed, objective understanding of their own business and the market in which they operate. In
analyzing these issues, the discipline of marketing management often overlaps with the related
discipline of strategic planning.
Marketing management employs various tools from economics and competitive strategy to
analyze the industry context in which the firm operates. These include Porter's five forces,
analysis of strategic groups of competitors, value chain analysis and others. Depending on the
industry, the regulatory context may also be important to examine in detail.
In competitor analysis, marketers build detailed profiles of each competitor in the market,
focusing especially on their relative competitive strengths and weaknesses using SWOT analysis.
Marketing managers will examine each competitor's cost structure, sources of profits, resources

56. 56
and competencies, competitive positioning and product differentiation, degree of vertical
integration, historical responses to industry developments, and other factors.
Marketing management often finds it necessary to invest in research to collect the data required
to perform accurate marketing analysis. As such, they often conduct market
research (alternately marketing research) to obtain this information. Marketers employ a variety
of techniques to conduct market research, but some of the more common include:
 Qualitative marketing research, such as focus groups and various types of interviews
 Quantitative marketing research, such as statistical surveys
 Experimental techniques such as test markets
 Observational techniques such as ethnographic (on-site) observation
Marketing managers may also design and oversee various environmental scanning and
competitive intelligence processes to help identify trends and inform the company's marketing
analysis.
Function of Marketing Department:
 Identify the customers and needs and wants
 Identify the potential
 Developing the marketing strategies and plans
 Understanding the external opportunities
 Understanding current and potential customers
 Maintaining the customer relationship
 Managing the promotional activities
 Ensuring timely delivery

57. 57
 Making customer focused decisions
 Managing the sales force
Major products of BBTCL
 Oothu Green Organic Tea
Discover all the health benefits of tea polyphenols in Oothu Green Organic Tea. The
green leaf is harvested from our Organic plantations and manufactured with utmost
care, making Oothu Green Tea the preferred choice of the conscious consumer.
 Ooothu Premium Black Tea
Oothu Premium Black Tea comes from BBTC‟S Organic Tea plantations, carefully
process and packed, Oothu Black Tea offers the finest, full-bodied tea experience thanks
to its unique strength and flavour. The abundant polyphenols in the tea contributes to
healthy life style.
 Manjolai CTC Tea
Manjolai Tea is produced from BBTC‟S Manjolai estates in Tirunelveli, Tamil Nadu. The
leaf is selectively plucked and manufactured Manjolai has an exceptional blend of strength and
flavour and is a favoured choice of consumer in India.
 Dusandle Niligiri Tea
Dunsandle Niligiri Tea originated from BBTC‟S celebrated Dunsa,one of the oldest tea etsates
in Niligiris. The exceptional Niligiri Tea experience of perfect taste, originates from the right
blend of strength and flavour, making Dunsandle Niligiri Tea a connoisseur‟s delight.

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By product
 The co. sales the tea waste that is instant tea – HUL & Tata are buying this product
Innovative product
 Rose tea
Price of Product
Item Quantity Price
Oothu Green Organic Tea 125 gram 125
Ooothu Premium Black Tea 125 gram 100
Manjolai CTC Tea 125 gram 119
Dusandle Niligiri Tea 125 gram 110

59. 59
Finance Department
Finance is a life blood of every business. This department deals with recording, classifying,
summarizing and interpreting, financial information about the business activities of this industry.
It keeps the record of assets and liabilities in such a way to know the financial position of
business and the ascertainment of profit and loss to the business. The work of accounting is
referred as the business accounting is done and designed to prepare the financial statement
periodically i.e. Once in an year.
Commitment to produce a quality accounting system which all ensue safeguarding of the
company finance and availability of timely and accurate information to the satisfaction of
internal and external customer, achieving business results by effective cost management through
total employee involvement and continuous improvement of process.
Hierarchy of Finance Department
GENERAL MANAGER MUDIS GROUP
CHIEF ACCOUNTANT
ACCOUNTANT
STAFFS

60. 60
Functions of Finance Department:
 Finalizing accounts and timely submission of directors
 Preparation of accounting statement
 Record maintenance
 Keeping records of transaction of sale and purchase of goods
 Identify the company requirements and meets the requirement
 Salary progress and cash handing
 Vendor settlement
 Strengthen the internal audit system
The summarized consolidated financial results are as under:
(Rs. in lakhs)
Particulars FY 2014-2015 FY 2013-2014
Sale of Products 812318.27 719997.42
Sales of Service 20.56 25.04
Other Operating Revenues 7331.73 7093.40
Other Income 15549.72 8778.75
Profit before finance costs,
exceptional items and tax
86075.29 62231.06
Finance costs 4065.78 4316.80
Exceptional Items 14606.00
Profit before Tax 96075.51 57914.26

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Profit after Tax 35687.29 20711.28
Consolidated sales of products and services of the Corporation for the year ended 31st
March,
2015 was Rs.812,318 lakhs as compared with Rs.719,997 lakhs in 2013-2014, a growth of
12.82%. Consolidated Net Profit for the year ended 31st
March 2015 was Rs.35,687 lakhs
compared with Rs. 20,711 lakhs in the previous year, a growth of 72.30%.
Human Resource Department
The management of man is a very important and challenging job: important because it is job, not
of managing „men‟, but of administering a social system. HRM involves procedures the
attainment of the individual, social and organizational goals.
Human Resource Manager Is headed in this department and handling all kinds of activities in the
concern. The core function of Human Resource Department is to maintain the Human Resource
and utilize Human Resource in a proper manner.
Responsibilities of HR
 To carry out the activity related to HR
 To ensure that Competency and Skill Matrix are identified
 To ensure that Training needs are Identified, Planned and Conducted
 To ensure that Training effectiveness is measured
 Toensurethatsystemstomotivateandempoweremployeesareidentifiedandimplemented
 TocontrolQualityrecordsrelatedtoQualitySystemoftheirfunctions

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Department Policy:
The policy of HR Department is to render effective administrative support to the organization
both at corporate level and unit level in a systematic and scientific manner with special emphasis
on Human Resource Development and training with the laid down quality policy of the
organization
Hierarchy of HR Department
Functions of the HR Department
HR manager is responsible for the management of the employees of the BBTC LTD. The main
functions of HR Department include:
 Employment and placement
HEAD OF MANAGER LEGAL & HR
GENERAL MANAGER- PERSONNEL& LEGAL
MANGER- LEGAL & HR
MANAGER- IR
LEGAL DEPARTMENT

63. 63
Recruitment, Selection and Placement as per the manpower recruitments of the company
are the most important functions of HR Department.
 Planning, monitoring and controlling all HR activities
 Maintaining personnel file and records
 Solving workers problem and their grievances
 Performance appraisal
 Time office maintenance
 Training and development
 Safety measure
 Welfare facilities
 Canteen administration
 Medical administration
The major functions performed by the department are industrial relations, training, safety
and securities, personal activities and welfare activities
1. Industrial Relations:
The company has been enjoying peaceful industrial atmosphere for as long time. The
company has the cooperation of employees in almost all the activities. Whenever
conflict occurs it is the duty of this department to look into the matters and take
corrective action. The IR Office acts as a liaison with legal advisors.
It is natural that the interest of management and trade union differs on certain issues.
In an industry the maximum production can be achieved only by securing the
confidence and cooperation of the trade union leaders and utilizing them in a positive
way.

64. 64
2. Training
BBTCL gives very high priority to human resource development through training
and organizational activities. The company looks after training needs of employees
through their life in the origin.
 Employees Training
 Induction: Duration of this programme is one year. Induction is
given to the people selected through recruitment. If the person
successfully completes induction, he will be posted in suitable area.
Otherwise give further training.
 In plant training: It is the training given inside the plant or hands
on training. It may be given to the employees who are transferred from
different plants in different places.
 Periodical awareness training: It is given to supervisor and
worker category employees depending in need and nature of work.
Employees for training may be selected by head of the department.
 CNC operation training: It is maintenance and operation
training programme. Its duration is one week. Free training
programme is given to a person per machine. It is given in four areas:
 CNC programming
 Computer programming
 Electric and electrolytic maintaining
 Metallic and hydraulic programming

65. 65
Objectives of Human Resource Department:
The major objectives of the Human Resource Department are to recruit, develop, motivate and
retain the employees:
 Recruiting the employees:
Recruiting is the process of finding or seeking the right person at the right place at the
right time.
 Developing the employees;
BBTC LTD organizing various training and development programmers on need like On
the job training and Off the job training based on the job requirement.
 Motivate and empowering employees:
Motivational activities like Quality Circle, Suggestion schemes and etc. are conducted by
the company.
 Retaining employees
In BBTCL employee satisfaction survey is conducted by every year to find out the
satisfaction level of employees.
Trade unions in BBTCL:
There are 5 registered trade unions. There are number of unregistered trade unions in BBTCL.
The main aim is to satisfy the employee‟s needs and basic requirements.
Staff at BBTCL
An enterprise may have a comprehensive business plan, a sound organization structure, but it
cannot accomplish result as per plan without effective staffing. So the BBTCL has maintained a

66. 66
good relationship amongst its staff providing all guidance and inspiration to people to work and
carry out their assigned duties and responsibilities.
The BBTCL consists of more than- employees. These employees are categorized on the basis of
permanent and contract, the level of management. These employees occupy the various positions
create through the process of organization. Each position of the organization makes specific
contribution to achieve organizational objectives. On the basis of level of management, they
have been categorized as top, middle and lower level management. The top level consists of
about 10% of the total people employed, middle level consists of 30% of the total people
employed, who are the managers or the head of specific departments, low level consists of
supervisors of a specific group or project and employees.
No. of employees in the Mudis group:
Including field workers Mudis group employees is 6000
Executive staff 19
Staff factory 22
Staff field 24
Office staff 28
Technical worker 25
Total 99
Workers permanent 2357 ( including women)
Temporary 87
Total 2562

67. 67
Skills:
Skill is the distinctive capabilities or competences of personnel or of the organization as whole.
In other words it is what the company does best in way of selecting capable persons and well-
trained persons.
Skill at BBTCL:
BBTCL emphasis on enhancing the skill of the employees by giving proper training, regular
feedback, discussing the issues faced and deriving at the best possible solution to the problem.
Remuneration Policy
1. Purpose
This Policy shall be in compliance with Section 178 of the Companies Act, 2013 read along with
the applicable rules thereto and Clause 49 under the listing Agreement.
2. Objectives of the policy
 To evaluate the performance of the members of the Board and provide necessary
report to the Board for further evaluation of the Board.
 To recommend to the Board on Remuneration payable to the Directors, Key
Managerial Personnel and Senior Management.

68. 68
 To provide to Key Managerial Personnel and Senior Management reward linked
directly to their effort, performance, dedication and achievement relating to the
Corporation‟s operations.
 To retain, motivate and promote talent and to ensure long term sustainability of
talented managerial persons and create competitive advantage.
3. Role of committee
Recommend the remuneration policy for the directors, KMP, executive team and other
employees. This includes review and recommendation of the design of annual and long term
incentive plan (includes deferred payment plans, equity plans, etc.) for Managing Director
(“MD”)/ Executive Directors (“EDs”), KMPs and the executive team. While formulating such a
policy the Committee shall ensure that
 the level and composition of remuneration is reasonable and sufficient to attract, retain
and motivate directors of the quality required to run the Corporation successfully;
 relationship of remuneration to performance is clear and meets appropriate performance
benchmarks; and
 remuneration to directors, KMP and executive team involves a balance between fixed and
incentive pay reflecting short and long term performance objectives appropriate to the
working of the Corporation and its goals.

69. 69
Director Remuneration
 Non-Executive Director (IDs and Non-Independent NEDs)
 IDs and non-independent NEDs may be paid sitting fees for attending the meetings of the
Board and of committees of which they may be members.
 Within the prescribed law, the payment of sitting fees and commission will be
recommended by the NRC and approved by the Board.
 The aggregate commission payable to all the non-independent NEDs and IDs will be
recommended by the NRC to the Board based on corporation‟s performance, profits, return
to investors, shareholder value creation etc.
 The NRC will recommend to the Board the quantum of commission for each director
based upon various factors including attendance & time spent in the Board and committee
meetings, individual contributions at the meetings and contributions made by directors other
than in meetings.
 In addition to the sitting fees and commission, the Corporation may pay to any director
such fair and reasonable expenditure, as may have been incurred by the director while
performing his/ her role as a director of the Corporation. This could include expenditure
incurred by the director for attending Board/Board committee meetings, general meetings,
court convened meetings, meetings with shareholders/creditors/ management, site visits,
induction and training (organized by the corporation for directors) and in obtaining
professional advice from independent advisors in the furtherance of his/her duties as a
director.
 Managing Director and Executive Director
 The MD and EDs should submit their goals to the NRC at the start of the financial year.

70. 70
 Goals of the MD and EDs should ideally have a balance of quantitative and qualitative
parameters. The goals should ideally also balance the long term and short term outcomes. If
the Corporation is utilizing the Balanced Scorecard model, the goals should be in line with
the Balanced Scorecard.
 The NRC should conduct a year-end performance review of the MD and EDs.
 The Chairman of the Board is responsible for providing feedback to the MD and EDs on
a periodic basis.
 MD and EDs will be paid a basic salary, allowances, perquisites, benefits, and incentive
in alignment with the regulatory requirements. The level and composition of remuneration
will be such as to attract, retain and motivate the required quality of professionals.
 Key Manager Personnel & Executive Team
 On an annual basis, recommend to the Board the remuneration payable to KMPs and
executive team of the Corporation. This includes review and recommendation of actual
payment of annual and long term incentives for KMPs and executive team.
 Review matters related to remuneration and benefits payable upon retirement and
severance to KMPs and executive team.
 Review matters related to voluntary retirement and early separation schemes for the
Corporation.
 Employees
Daily wages of the employees depend up on the time he/she spent. Daily wages given to
the employees as follows;

71. 71
 Factory workers –
Men - 224.69
Women- 222.10
 Field workers – 222.59
Performance Appraisal:
Performance appraisal is a systematic way of evaluating the behavioral performance of
the employees while they are performing their job or work at a work place; normally it includes
the both quantitative and qualitative aspects of job performance.
Performance refers to the degree of accomplishment of the task that makes up an individual‟s
job. It indicates how well an individual is fulfilling the job demands. On the basis of performance
appraisal the Human Resource Department will set up an action plan for each employee. If the
employee needs any training then he will be provided with the respective training.
The corporation evaluates performance of all employees on quarterly basis. Key Result Area
(KRA) of all employees has been well defined. The corporation has initiated incentive schemes
for all employees to reward exceptional performance.
Training needs of all are periodically assessed and training programs are conducted using
internal resources and also by engaging external trainers/facilitators.
Technical Department
The application of scientific knowledge for practical purposes, especially in industry.
"advances in computer technology and machines"
 Machinery and devices developed from scientific knowledge.

72. 72
"it will reduce the industry's ability to spend money on new technology"
 The branch of knowledge dealing with engineering or applied sciences.
A technical department is responsible for running your company machines in
correctly. The main objective of the technical department is properly maintaining and servicing
the all machineries and vehicles of the company.
Objectives of the Technical Department
 To maintaining and service all the machines and vehicle
 To easy availability of technical workers
 To reduce the breakdown of machines
Hierarchy of Technical department
HEAD TECHNIACL & MANUFACTURING
DEPUTY ENGINEER
ENGINEER DEPT. AUTOMOBILE
TECHNICAL WORKERS

73. 73
A scan of the internal and external environment is an important part of the strategic
planning process. Environmental factor internal to the firm usually can be classified as the
strength or weakness and those external to the firm usually can be classified as the opportunities
or threats. Such an analysis of the strategic environment is referred as SWOT analysis. The
SWOT analysis provides information that helpful in matching the firm‟s resource and
capabilities to the competitive environment on which it operates. As such, it is an instrumental in
the strategy formation and selection and administration of the company. SWOT analysis can be
used in conjunction with other tools for audit and analysis, such as PEST analysis and Porter‟s
Five – force analysis. SWOT analysis is a very popular tool, quick and easy to learn.
Strength:
 Very high quality standards
 Strong manpower
 Organizational initiatives
 Hard work directed by logic
 Good brand image
 Good industrial relation
 Financial strength of the company
 Good organizational climate
 Strong functional structure
 Good training system
 Dedicated work force
 Advanced machines
 Strong and accepted products.

74. 74
 High capacity utilization and productivity of the plant.
Weakness:
 Employees are not properly use safety measures.
 Labour attrition
 Trust on IT application is not adequate and updates.
Opportunities:
 More expansion into local market and domestic market
 Collaboration can be made with foreign giants
 Heavy competition from Assam Tea Company, Godrej Tea, Tata tea LTD.
 Good brand image
 Government support.
Threats:
 Heavy competition from Assam Tea Company, Godrej Tea, Tata tea LTD.
 Govt. policy
 The cost of production are increasing
 Rising manpower and infrastructure cost
 Fluctuating economic environment
 Availability of skilled labour.

75. 75
FINDINGS
 The company is running in systematic and organized manner
 The internal communication of the company is doing well
 The manufacturing unit is well maintained, clean and hygiene
 The majority of employees are satisfied with the working condition
 Worker health and safety are given prime importance
 Good transportation facilities
 The company mainly focuses in exports
 The company using imported machine (CCW) for the purpose of withering
 The products of the company enjoy high brand loyalty. The majority of customers
are willing to buy the products frequently, once they used the companies products.

76. 76
Recommendations
 BBTCL doesn‟t have enough market shares in India in order to their potential. So
they must have to concentrate on domestic tertiary to improve their current market
performance.
 The technology used by the company in the factory floor to maintain management
information system is outdated and inefficient. So management should have to
update the current system to save the time and other resources.
 Huge expenses are incurred on account of electricity charges. To reduce the same
we can instill other alternative sources like solar energy to save the energy.
 Comparatively products prices are at premium rate. So local customers and
companies are abstained from the buying practices, because it is not affordable.
So company should have to consider more that market segment also to increase
their market potential.

77. 77
Conclusion:
The organizational study carried out in BBTC LTD, Coimbatore was successful in
achieving the specific objectives. It helped to familiarize with the organization and its
functioning. It also helped to familiarized with the different departments in the
organization and their functions and activities including documentation.
The study helped to understand how the key businesses are carried out in an organization
and how information is used in organization for decision making at various level. The
study was successful in understanding the organization for various functions/activities.
This study helped in improving practical knowledge. The organizational study was
beneficial as it helped to gain confidence and awareness.

78. 78
BIBILIOGRAPHY
1. Prasad L M : “Human Resource Management” Sulthan Chand & Sons 23
Daryagunja New Delhi
2. K Aswathappa K : “Human Resource and Personal Management”, Mc Grew Hill
Publishing Company Ltd.
3. Kothari C R : “Research Methodology and Techniques”, New Delhi, New age
International PVT, Ltd,2005
4. Saravanavel P : “Research Methodology; Kithab Mahal”
5. Gibbons, M R and Hess, “Day of the Week Effects and Asset Returns,” Journal of
Business, 54(4), 579-596.
6. Robbins; Stephen P, “Organization Behaviour” Person Education INC
Bye Low Annual Report of BBTCL

79. 79
Balance Sheet As At 31st
March, 2015
(Rs in lakhs)
PARTICULAR As at 31st
March,2015
As at 31st
March, 2014
A. Equity and liabilities
 Shareholders` Funds
o Share capital
o Reserves and surplus
1396.27
24398.65
1396.27
25.198.69
25794.92 26594.96
 Non- Current Liabilities
o Long term borrowings
o Deferred tax
o Other long term liabilities (net)
o Long term provisions
9885.24
-
46.13
2.16
6318.38
121.39
46.79
192.16
9933.53 6677.2
 Current Liabilities
o Short term borrowings
o Trade payables
o Other current liabilities
o Short term provisions
19273.46
2633.40
8220.51
1503.23
12232.73
2295.54
2191.17
1345.81
31630.60 18065.25
Total 67359.05 51337.93
B. Assets
 Non-current assets
o Fixed assets
- Tangible assets
- Intangible assets
- Capital work in progress
11094.33
25.48
92.47
10653.84
14.43
318.37
11213.28 10986.64
o Non-current investments
o Deferred tax assets (net)
o Long term loans and advances
o Other non-current assets
16545.80
104.81
8066.25
30.01
16553.30
-
7339.55
27.81
24746.87 23920.72
 Current assets
o Inventories
o Trade receivables
o Cash and bank balance
o Short term loans and advances
o Other current assets
9899.07
4903.00
5428.68
9224.27
1943.88
8406.61
4332.62
589.90
2761.65
339.79
31398.90 16430.57
Total 67359.05 51337.93

80. 80
Statement of Profit and Loss for the year ended 31st
March, 2015
( Rs in Lakhs)
Particular For the year
ended 31st
March,
2015
For the year ended 31st
March, 2014
Income
Revenue from operations
 Sales product
Less: Excise duty
23925.84
622.56
27464.30
767.24
23303.28 26697.06
 Sale of service
 Other Operating Revenues
20.56
740.73
25.04
755.16
24064.57 27477.26
 Other income 355.57.65 1669.07
277622.22 29146.33
Expenditure
 Cost of materials consumed
 Purchases of stock-in-trade
 Changes in inventories of finished
goods, working-in-progress and
stock-in-trade
 Employee benefits
 Finance costs
 Depreciation and amortization
Less: Transfer from Revaluation
Reserve
 Other expenses
 Cost relating to Real estate under
development
7804.60
1471.63
(1077.55)
7291.01
2694.45
693.43
(6.59)
7657.85
90.70
8655.57
845.05
1003.23
7217.84
2151.01
766.13
(6.59)
7765.91
25.21
26619.53 28423.36
Profit before tax
 Tax expense:
 Current tax expense for current
year
 Current tax expense relating to
prior years
 Deferred tax
1002.69
269.75
-
30.00
722.97
177.00
(22.99)
56.17
299.75 210.18
Profit after tax 702.94 512.79