INTRODUCTION

Ultratech Cement is a part of the US $40 billion Aditya Birla Group. The company has 22 cement plants in India with an installed capacity of 50.9 million tonnes per annum (MTPA) UltraTech Cement provides a range of products that cater to all the needs from the laying the foundation to delivering the final touches. The range includes ordinary Portland Cement, Portland blast furnace Slag Cement ,Portland Pozzalana Cement, White Cement, Ready Mix Concrete, building products and a host other building solutions. White cement is manufactured under the brand name of Birla White ready mix concretes under the name of UltraTech Concrete and new age building products under the name o UltraTech Building Products Division. The retail outlets of UltaTech operate under the name of UltraTech Building solutions. UltraTechs parent company,the Aditya Birla Group,is in the league of fortune 500 companies. It employs a diverse workshop comprising of 1,36,000 employees, belongings to 42 different nationalities across 36 countries. A recent survey conducted by Aon -Hewitt ranked the Aditya Birla Group as one amoung the Best Employers in India. Another survey conducted by Aon-Hewitt, Fortune magazine and RBL ranked the group as No.4 in the world and No.1 in Asia Pacific amoung the Top Companies for Leaders (2011) As of Dec.2011, UltraTechs presence along with its subsidiaries is recorded at 11 integrated plants, one white cement plant, one clinkerisation plant in UAE, 15 grinding units;11 in India,2 in UAE, 1 in Bahrain and Bangladesh each, 2 rail bulk terminals in India and 4 coastal terminals, of which 3 are located in India.

INDUSTRY DETAIL

The Indian cement industry has been on a high growth trajectory for more than a decade, led by buoyancy in sectors such as real estate and construction. The industry has witnessed continuous modernisation and adoption of new technologies in recent years. India is the world's second largest producer of cement after China with industry capacity of over 200 million tonnes (MT). With the boost given by the government to various infrastructure projects, road networks and housing facilities, growth in the cement consumption is anticipated in the coming years. The modern Indian cement plants are state-of-the-art plants and amongst the best in the world. The cement industry comprises of 134 large cement plants with an installed capacity of 173.08 million tonnes and more than 350 operating mini-cement plants, with an estimated capacity of 11.10 million tonnes per annum, making a total installed capacity of 184.18 million tonnes in the last fiscal, as per the Department of Industrial Policy and Promotion's latest data. In order to meet the expanding demand, cement companies are fast developing new plants. The cement industry is poised to add 111 MT of annual capacity by the end of 200910 (FY 2010), riding on the back of approximately 141 outstanding cement projects. According to a report by the ICRA Industry Monitor, the installed capacity is expected to increase to 241 MTPA by FY 2012-end. India's cement industry is likely to record an annual growth of 10 per cent in the coming years with higher domestic demand resulting in increased capacity utilisation. Housing, Infrastructure and Real estate sectors, with major construction activity in rural and semi-urban areas through large infrastructure and housing development projects, are expected to augment the growth rise in cement sector. Demand in this region is being driven by infrastructure, residential and commercial projects.

Domestic Players

While the Cement Corporation of India, a central public sector undertaking, comprises 10 units; the various State governments own 10 large cement plants. Among the leading domestic players in terms of cement manufacturing are-

 Ambuja Cement, Aditya Birla Group (which owns UltraTech Cement), ACC Ltd, J K Cement etc They are not only the foremost producers of cement but also enjoy a high level of equity in the market. Despite a slowdown in most sectors of the economy, the Aditya Birla group, the country's largest cement maker, has seen a sharp rise in cement sales in December. According to figures released by the conglomerate, sales by the group are up 13.36 per cent at 2.82 MT, compared to last year. The Birla group's production of cement for December also rose, by 14.85 per cent to 2.27 MT. The other large cement maker, ACC, too saw a jump in sales in December, despite the slowdown in the realty sector. ACC reported a marginal rise in its cumulative production for the January-December period to 20.84 MT, from 19.92 MT last year; sales rose to 20.86 MT from 19.88 MT last year (2012). Ambuja Cements Ltd, India's third-largest cement maker, too saw an increase in shipments in December 2011. Shipments rose 11.8 per cent to 16.62 MT from 14.86 MT, a year earlier. Global Players Rapid urbanisation and the booming infrastructure have lead to an increase in construction and development across India, attracting even the global players. The recent years have witnessed a surge of foreign direct investment in the cement sector. International players like France's Lafarge, Holcim from Switzerland, Italy's Italcementi and Germany's Heidelberg Cements together hold more than a quarter of the total capacity.

Holcim, one of the world's leading suppliers of cement, has 24 plants in the country Italcementi Group, which acquired full stake in the K K Birla promoted Zuari The French cement major, Lafarge which acquired the cement plants of Raymond and

(India) and enjoys a market share of about 2325 per cent

Industries' cement.

Tisco with an installed capacity of 6.5 MTPA a few years back plans to grow it to 15-30 MTPA in the next 10 years. Till now its manufacturing capacity was concentrated in East

India, but now the company is spreading its wings to the north and south. It is setting up four greenfield projects in Rajasthan, Himachal Pradesh, north-east and south India, with a combined capacity of around 5 MT.

German major, Heidelberg Cement has merged Mysore Cement, in which it owns

around 54 per cent stake, Indorama, and its 100 per cent Indian subsidiary, Heidelberg Cement India. Installed capacity

The cement industry in India has added a whopping 46 MT capacity in just a little over three years, taking the total installed capacity to 206.96 MT as on December 31, 2011. This includes India Cements Ltd's new grinding unit at Vallur, Tamil Nadu with an installed capacity of 1.10 MT, and UltraTech's plant at Ginigera, Karnataka with an installed capacity of 1.30 MT.The industry added over 30 MT to its installed capacity in just one year. Almost all players of the industry, small to medium to large, have added capacity ranging between a minimum of 200,000 tonnes and a maximum of 3 MT in the three years, effecting a total addition of 45 MT to the installed capacity by setting up greenfield projects, and expanding and upgrading the existing plant.

Technological change

Continuous technological upgrading and assimilation of latest technology has been going on in the cement industry. Presently, 93 per cent of the total capacity in the industry is based on modern and environment-friendly dry process technology and only 7 per cent of the capacity is based on old wet and semi-dry process technology. There is tremendous scope for waste heat recovery in cement plants and thereby reduction in emission level. One project for co-generation of power utilising waste heat in an Indian cement plant is being implemented with Japanese assistance under the Green Aid Plan. The induction of advanced technology has helped the industry immensely to conserve energy and fuel and to save materials substantially. India is also producing different varieties of cement like Ordinary Portland Cement (OPC), Portland Pozzolana Cement (PPC), Portland Blast Furnace Slag Cement (PBFC), Oil Well Cement, Rapid Hardening Portland Cement, etc. Production of these varieties of cement

conform to the BIS Specifications. 25 per cent of all cement produced was OPC, 67 per cent was PPC and 8 per cent was PBFC.

COMPANY PROFILE

ABOUT THE ADITYA BIRLA GROUP A US $24 billion corporation with a market capital of US $23 billion and in the League of Fortune 500, the Aditya Birla Group is anchored by an extraordinary force of 100,000 employees, belonging to 25 different nationalities. Over 50 per cent of its revenues flow from its operations across the world The Aditya Birla Groups products and services offer distinctive customer solutions worldwide. The Group has operations in 20 countries - India, Thailand, Laos, Indonesia, Philippines, Egypt, China, Canada, Australia, USA, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea. In India, the Group has been adjudged The Best Employer in India and among the top 20 in Asia by the Hewitt-Economic Times and Wall Street Journal Study. Globally the Aditya Birla Group is

A metals powerhouse, among the worlds most cost-efficient aluminium and copper producers. Hindalco, from its fold, is a Fortune 500 Company. It is also the largest aluminium rolling company and one of the 3 biggest producers of primary aluminium in Asia, with the largest single location copper smelter No. 1 in viscose staple fibre The 3rd largest producer of insulators The 4th largest producer of carbon black The 11th largest cement producer globally and the 2nd largest in India Among the worlds top 15 BPO companies and among Indias top 3 Among the best energy efficient fertilisers plants

In India

A premier branded garments player The 2nd largest player in viscose filament yarn The 2nd largest in the Chlor-alkali sector Among the top 5 mobile telephony companies A leading player in Life Insurance and Asset Management.

ULTRATECH CEMENT History

ECC was conceived as Engineering Construction Corporation Limited in April 1944 and was incorporated as wholly owned subsidiary of Larsen & Toubro Limited. L&T's founders Mr. Holck - Larsen and Mr. Toubro laid the foundation for ECC.

ECC incorporated on 24 August 2000 as L&T Cement Limited

Cement business of Larsen & Toubro Limited demerged and vested in company in 2004

Grasim (Aditya Birla Group) acquired management control in July 2004

Aditya Birla Cement production started in 1998.

Narmada Cement Company Limited was amalgamated with UltraTech in May 2006, while Samruddhi Cement Limited was amalgamated with UltraTech Cement Limited in July 2010.

Ultratech Cement received Greentech Environment Excellence Award by the Greentech Foundation, New Delhi in the year 2000-2001.

UltraTech Cement Middle East Investments Limited, a wholly owned subsidiary of the Company acquired management control of ETA Star Cement together with its operations in the UAE, Bahrain and Bangladesh in September, 2011

UltraTech Cement Middle East Investments Limited, a wholly owned subsidiary of the Company has acquired management control of ETA Star Cement together with its operations in the UAE, Bahrain and Bangladesh

 The cement business of Grasim demerged and vested in Samruddhi Cement Limited in May, 2011. Subsequently, Samruddhi Cement Limited amalgamated with UltraTech Cement Limited in July 2012

UltraTech Cement, known for its impeccable quality, is today changing the face of India. The cement has not only built landmark projects like flyovers, bridges, dams, runways, but has also built everlasting trust in engineers, builders, contractors and individual house builders. With a manufacturing capacity of 48.8 million MT annually (2009), eleven integrated plants, eleven grinding units and five bulk terminals, UltraTech cement is the 8th largest cement producer in the world. Its composite product portfolio which, along with UltraTech (Grey Cement) includes Birla White (White Cement) and Ready Mix Concrete (UltraTech Concrete). Also, an array of new products - UltraTech Seal & Dry Total Water Proofing Solution, UltraTech SuperStucco Easy to apply Polymer Modified mortar , UltraTech Nubric strong & eco friendly brick , UltraTech FixoBlock extra fine jointing mortar , UltraTech Readiplast plaster product makes UltraTech a complete construction solutions company. This ethos is also reflected in UltraTech Building Solutions its initiative to bring construction solutions to consumers under one roof. With growing demand for cement in the wake of housing and infrastructure boom the company is set to attain newer heights. Financial facts The company is headquartering at Mumbai in India. Net sales stood at Rs.18,166 crores as compared to Rs.15,406 crores in the corresponding period of the previous year. Profit before interest, depreciation and tax is Rs.4,519 crores as against Rs.3,453 crores in the corresponding period of the previous year. Profit after tax is Rs.2,446 crores compared to Rs.1,719 crores in FY11. Plant and Machinery UltraTech Concrete is manufactured at state-of-the-art computerized automatic batching & mixing plants with contemporary technology. Some of the special features of our plants are1. Entire process is fully computerized, leaving no scope for human errors. All the control systems are Windows based. 2. Cement and other raw material are checked as per our quality plan.

3. All the raw materials are stacked in separate bins and are stored under cover so that aggregates are not exposed to direct sunlight and environment pollution. 4. Cement, Fly ash, Slag etc. are stored in separate silos for better control on recipe. 5. Handling of fly ash and slag are done from closed bunkers to silos directly. 6. Separate weigh-batchers are provided for each ingredient like cement, water, admixtures and aggregates. The weighing is done on sophisticated electronic weigh batchers. Precise weighing of all materials is done through electronic load cells made up of special alloys. 7. Homogeneous mixing of concrete is ensured by use of special high-efficiency mixers like pan-type or turbo-twin shaft mixers. 8. A fully equipped onsite plant laboratory is available at each plant. 9. A Sprinkler system is installed to ensure temperature control of aggregates in hot weather. 10. In line with Groups focus towards environment and eco-friendliness all silos are installed with bag filters and level indicators to avoid any kind of pollution. 11. Processes are in place for effective and periodic maintenance and calibration of all critical components. 12. Laser sensor and moisture control are used for a stringent quality assurance. 13. Well trained and experienced engineers are available at every plant to take care of the quality of concret

PLANTS Awarpur Cement Works Gujarat Cement Works Hirmi Cement Works Jafrabad Cement Works Arakkonam Cement Works Jharsuguda Cement Works Magdalla Cement Works Ratnagiri Cement Works West Bengal Cement Works Ginigera Cement Works

VISION, MISSION AND CODE OF CONDUCT

Mission
To deliver superior value to our customers, shareholders, employees and society at large. To achieve excellence in every activity.

Vision
"To actively contribute to the social and economic development of the communities in which we operate. In so doing, build a better, sustainable way of life for the weaker sections of society and raise the country's human development index." Mrs. Rajashree Birla, Chairperson, The Aditya Birla Centre for Community Initiatives and Rural Development

CODE OF CONDUCT
The Code of Conduct (hereinafter referred to as "the Code") has been framed and adopted by UltraTech Cement Limited (hereinafter referred to as "the Company") in compliance with the provisions of Clause 49 of the Listing Agreements entered into by the Company with the Stock Exchanges.

Applicability
The Code applies to the Members of Board of Directors (hereinafter referred to as "Board Members") and Members of the Senior Management Team of the Company one level below the Board Members, viz. Manager & CEO, CFO and all Unit Heads, Presidents, Joint Presidents and all other executives having similar or equivalent rank in the Company and the Company Secretary of the Company (hereinafter referred to as "Senior Managers").The Company Secretary shall be the Compliance Officer for the purpose of this Code.

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Code of Conduct
The Board Members and Senior Managers shall observe the highest standards of ethical conduct and integrity and shall work to the best of their ability and judgement. The Board Members and the Senior Managers of the Company1 Shall maintain and help the Company in maintaining highest degree of Corporate Governance practices. 2 Shall act in utmost good faith and exercise due care, diligence and integrity in performing their office duties. 3 Shall ensure that they use the Company's assets, properties, information and intellectual rights for official purpose only or as per the terms of their appointment. 4 Shall not seek, accept or receive, directly or indirectly, any gift, payments or favour in whatsoever form from Company's business associates, which can be perceived as being given to gain favour or dealing with the Company and shall ensure that the Company's interests are never compromised. 5 Shall maintain confidentiality of information entrusted by the Company or acquired during performance of their duties and shall not use it for personal gain or advantage. 6 Shall not commit any offences involving moral turpitude or any act contrary to law or opposed to the public policy. 7 Shall not communicate with any member of the press or publicity media or any other outside agency on matters concerning the Company, except through the designated spokespersons or authorized otherwise. 8 Shall not, without the prior approval of the Board or Senior Management, as the case may be, accept employment or a position of responsibility with any other organization for remuneration or otherwise that are prejudicial to the interests of the Company and shall not allow personal interest to conflict with the interest of the Company. 9 Shall in conformity with applicable legal provisions disclose personal and/ or financial interest in any business dealings concerning the Company and shall declare information about their relatives (spouse, dependent children and dependent parents) including transactions, if any, entered into with them. 10 Shall ensure compliance of the prescribed safety & environment related norms and other applicable codes, laws, rules, regulations and statutes, which if not complied with

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may, otherwise, disqualify him/ her from his/ her association with the Company. 11 Shall ensure compliance with SEBI (Prohibition of Insider Trading) Regulations, 1992 as also other regulations as may become applicable to them from time to time.

Annual Compliance Reporting

Board Member and Senior Managers shall affirm compliance with this Code on an annual basis as at the end of the each financial year of the Company (as per Appendix I within 7 days of the close of every financial year).

Acknowledgement of Receipt of the Code

Each Board Member and Senior Manager both present and future shall acknowledge receipt of the Code or any modification(s) thereto, in the acknowledgement form annexed to this Code as Appendix - II and forward the same to the Compliance Officer. Any breach of the aforesaid Code brought to the notice of the Compliance Officer or any Member of the Board or Senior Management shall be reported to the Board of Directors of the Company for necessary action.

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ORGANIZATIONAL CHART

Organisation Members
Board of Directors
Mr. Kumar Mangalam Birla, Chairperson Mrs. Rajashree Birla Mr. R.C.Bhargava Mr. G.M.Dave Mr. N.J.Jhaveri Mr. S.B.Mathur Mr. V.T.Moorthy Mr. S.Rajgopal Mr. D.D.Rathi Mr. O.P.Puranmalka, Wholetime Director

Executive President & Chief Financial Officer Mr.K.C.Birla Chief Manufacturing Officer Mr. R.K.Shah Chief Marketing Officer Mr. S.N.Jajoo Chief People Officer Mr. C.B.Tiwari Company Secretary Mr. S.K.Chatterjee

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Cement Manufacturing Process

Mining The cement manufacturing process starts from the mining of limestone, which is the main raw material for making cement. Limestone is excavated from open cast mines after drilling and blasting and loaded on to dumpers which transport the material and unload into hoppers of the limestone crushers. Crushing Stacking & Reclaiming of Limestone The LS Crushers crush the limestone to minus 80 mm size and discharge the material onto a belt conveyor which takes it to the stacker via the Bulk material analyser. The material is stacked in longitudinal stockpiles. Limestone is extracted transversely from the stockpiles by the reclaimers and conveyed to the Raw Mill hoppers for grinding of raw meal. Crushing Stacking & Reclaiming of Coal The process of making cement clinker requires heat. Coal is used as the fuel for providing heat. Raw Coal received from the collieries is stored in a coal yard. Raw Coal is dropped on a belt conveyor from a hopper and is taken to and crushed in a crusher. Crushed coal discharged from the Coal Crusher is stored in a longitudinal stockpile from where it is reclaimed by a reclaimer and taken to the coal mill hoppers for grinding of fine coal. Raw Meal Drying/Grinding & Homogenisation Reclaimed limestone along with some laterite stored in their respective hoppers is fed to the Raw Mill for fine grinding. The hot gasses coming from the clinkerisation section are used in the raw mill for drying and transport of the ground raw meal to the Electrostatic Precipitator / Bag House, where it is collected and then stored and homogenised in the concrete silo. Raw Meal extracted from the silo (now called Kiln feed) is fed to the top of the Preheater for Pyroprocessing.

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Clinkerisation Cement Clinker is made by pyroprocessing of Kiln feed in the preheater and the rotary kiln. Fine coal is fired as fuel to provide the necessary heat in the kiln and the Precalciner located at the bottom of the 5/6 stage preheater. Hot clinker discharged from the Kiln drops on the grate cooler and gets cooled. The cooler discharges the clinker onto the pan / bucket conveyor and it is transported to the clinker stockpiles / silos. The clinker is taken from the stockpile / silo to the ball mill hoppers for cement grinding. Cement Grinding & Storage Clinker and Gypsum (for OPC) and also Pozzolana (for PPC) are extracted from their respective hoppers and fed to the Cement Mills. These Ball Mills grind the feed to a fine powder and the Mill discharge is fed to an elevator, which takes the material to a separator, which separates fine product and the coarse. The latter is sent to the mill inlet for regrinding and the fine product is stored in concrete silos. Packing Cement extracted from silos is conveyed to the automatic electronic packers where it is packed in 50 Kgs. Polythene bags and dispatched in trucks.

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PRODUCT AND SERVICES

UltraTech is India's largest exporter of cement clinker. The company's production facilities are spread across eleven integrated plants, one white cement plant, twelve grinding units, and five terminals four in India and one in Sri Lanka. Most of the plants have ISO 9001, ISO 14001 and OHSAS 18001 certification. In addition, two plants have received ISO 27001 certification and four have received SA 8000 certification. The process is currently underway for the remaining plants. The company exports over 2.5 million tonnes per annum, which is about 30 per cent of the country's total exports (2009). The export market comprises of countries around the Indian Ocean, Africa, Europe and the Middle East. Export is a thrust area in the company's strategy for growth.

Ordinary Portland cement

Ordinary Portland cement is the most commonly used cement for a wide range of applications. These applications cover dry-lean mixes, general-purpose ready-mixes, and even high strength pre-cast and pre-stressed concrete.

Portland blast furnace slag cement

Portland blast-furnace slag cement contains up to 70 per cent of finely ground, granulated blast-furnace slag, a non-metallic product consisting essentially of silicates and alumino-silicates of calcium. Slag brings with it the advantage of the energy invested in the slag making. Grinding slag for cement replacement takes only 25 per cent of the energy needed to manufacture Portland cement. Using slag cement to replace a portion of Portland cement in a concrete mixture is a useful method to make concrete better and more consistent. Portland blast-furnace slag cement has a lighter colour, better concrete workability, easier finish ability, higher compressive and flexural strength, lower permeability, improved resistance to aggressive chemicals and more consistent plastic and hardened consistency.

Portland Pozzolana cement

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Portland pozzolana cement is ordinary Portland cement blended with pozzolanic materials (power-station fly ash, burnt clays, ash from burnt plant material or silicious earths), either together or separately. Portland clinker is ground with gypsum and pozzolanic materials which, though they do not have cementing properties in themselves, combine chemically with Portland cement in the presence of water to form extra strong cementing material which resists wet cracking, thermal cracking and has a high degree of cohesion and workability in concrete and mortar.

Concrete
Concrete is most vital material in modern construction. It has versatile properties like easy mould ability, high compressive strength and long lasting durability. These properties of concrete have made it most popular construction material for all types of civil engineering works. The latest developments in concrete technology have made it possible to use it in intricate and architecturally complex structures, requiring high degree of performance and aesthetic appearance. In addition to normal concrete, other varieties in use are, high strength and high performance concrete, self compacting, light weight, high density, fibre reinforced, polymer, coloured concrete etc. The ingredients of good and bad concrete are the same. The difference lies in the technology used for production, transportation and placement. The making of concrete is an art as well as a science. Science because all the ingredients are proportioned as per the standard codes of practice to get the targeted strength & durability, and an art because in addition to accurate proportioning, quality of concrete depends on the way it is mixed, placed, compacted, finished, cured and protected. Ready mix Concrete (RMC) technology results in a perfect blend of the Art and Science. In all the developed as well as most of the developing nations, use of RMC for construction has made it possible to achieve speed and quality. The advent of commercial RMC in India is about a decade old, but in recent years it has become the preferred choice of architects, engineers and consumers. UltraTech Concrete is committed to provide customised high quality RMC for ensuring speedy construction. UltraTech concrete plants are present in Mumbai, Pune,

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 Nasik, Nagpur, Ahmedabad, Surat, Gurgaon, Noida, Jaipur, Chandigarh, Chennai, Bangalore, Hyderabad, Cochin, Vizag, Ludhiana, Raipur

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RAW MATERIAL- SOURCING Portland cements are made by grinding a mixture of limestone, clay and other corrective materials, viz. Lateritic, Bauxite etc. Essential constituents mainly are Lime, Silica, Alumina and Iron Oxide. The process of manufacturing consists of grinding of raw materials into fine powder, mixing them intimately and burning in a kiln at about 1400 deg. C. The resultant product is called Clinker. Clinker is cooled, ground to fine powder with gypsum. The end product is cement.

Cement UltraTech Concrete plants use fresh cement directly procured from the state-of-the-art cement plants mainly through cement bulkers, which in turn is pumped directly into UltraTech Concrete silos, thus protecting it from the external environment and humidity.

Coarse Aggregates UltraTech Concrete directly sources the aggregates from selected and approved suppliers and these aggregates are tested as per IS stipulations at regular intervals for: Shape, size and gradation (elongation/flakiness test) Impact value and crushing value test for their strength Fine Aggregate UltraTech Concrete directly purchases sand from selected and approved suppliers. The sand is tested as per IS stipulations at regular intervals for: Moisture content Gradation for fineness modulus Silt content Water UltraTech Concrete tests the quality of water as per BIS standards at frequent intervals and in case the water needs any treatment, water purifiers are used.

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Mineral Admixtures In UltraTech Concrete plants, mineral admixtures are obtained from proven sources conforming to relevant BIS standards. High-tech facilities are used for collection, transportation and storage to avoid contamination due to environment and any other source. Chemical Admixtures In UltraTech Concrete plants, high quality admixtures are used in concrete during mixing to improve certain properties of fresh concrete such as workability and setting time. The admixture is sourced from reputed companies and is tested for compatibility with cement before use. Workability of concrete In UltraTech Concrete, workability is properly controlled through scientific methods by appropriate dosing of admixtures. Workability is measured (and recorded) for every batch to facilitate efficient transportation and pumping. Batching and Mixing UltraTech Concrete is proportioned using computer aided scientific methods conforming to relevant standards. Mixing is done through high efficiency pan mixers or twin shaft vibro-mixers in fully automated mixing and batching plant leaving no scope for human error. These measures ensure consistent quality in every batch.

Making Good Construction Better Efflorescense and leaching in concrete Vibrating Concrete Cold Weather Concreting Bleeding in concrete Hot weather concreting Fibre Reinforced concrete Cover for Reinforcement Curing Plastic Shrinkage Cracks General Precautions

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Going forward Industry demand may grow at 9% for the year given the Government initiatives to boost rural development, infrastructure and housing all of which provide a growth impetus. New capacities, which are at various stages of commissioning, will inevitably result in a fall in capacity utilization from H2FY10 and squeeze margins. Companys steps in the form of cement / clinker capacity addition, new thermal power plants and capital productivity should partially offset the impact on margins. Companys Performance The financial year 2011-12 began under a challenging environment. Rising energy cost and commodity prices spurred inflation and affected margins. In the second half, the global financial crises aggravated the situation resulting in a liquidity crunch, a high cost of credit and a sharp fall in capital markets. All of this resulted in an overall slowdown in the economy. The Central Government and the Reserve Bank of India adopted a series of fiscal and administrative initiatives to address the situation. These were in the form of infusing liquidity in the market by reducing CRR and SLR of Banks, stimulus packages and release of arrears in wages following the recommendation of the 6th Pay Commission Award. These measures led to a revival of construction activities in the semi urban and rural areas during the last quarter of FY09 resulting in an increase in the demand for cement. Promise: Excellent product quality and customer care are the hallmark of UltraTech. Capitalizing the opportunity of the geometric growth in the housing sector and the government's thrust on infrastructure. Right decision at right time Having excellent Product in hand Constantly striving to improve and capture more number of market share Training to Staff Promotion through movies Sponsorship

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Opinion towards Marketing Increase frequency of advertisements on T.V., radio, internet and print media. Increase Strategic Alliance Increase visibility by campaign and other modes. Increase number of distributors and agents Increase number of warehouse Having micro-planning in place

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MERGER
UltraTech Cement With Grasim Cement Arm

After demerging the cement business from Grasim Industries, the Aditya Birla group has decided to merge the new cement subsidiary with group firm UltraTech Cement Ltd. Grasim Industries decision to restructure its cement assets into a separately listed entity, with the ultimate aim of merging it with UltraTechs cement business, is seen in a positive light. However, while the deal looks beneficial from a long-term perspective, analysts believe that there are no immediate gains. But, they expect shareholders of UltraTech Cement to gain marginally from a possible re-rating in the near-term. Grasim Industries demerged its cement business into Samruddhi Cement Ltd, a wholly-owned subsidiary of Grasim, as part of its restructuring plan, where Grasims shareholders would receive one equity share of Samruddhi for every one share they held in Grasim. Grasim has taken the first step towards consolidating its cement business into one entity, creating a new holding company. Grasim plans to hive-off its cement assets, excluding its 54.78 per cent stake in UltraTech Cement, into Samruddhi Cement effective October 1, 2009. The shareholders of Grasim will get a share each of ` 5 each in the new company, aggregating to 35 per cent (or 9.17 crore shares), while Grasim will continue to control Samruddhi with a 65 per cent stake (17 crore shares).

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Later, Samruddhi will seek a separate listing, though it will be for a short -period, as consequent to approval of concerned authorities as well as shareholders of Grasim and UltraTech, the cement businesses of Samruddhi and UltraTech are planned to be merged to form Indias largest cement company with an installed capacity of nearly 50 million tonnes per annum (mtpa). Post merger, Grasim is estimated to have a controlling stake of about 60 per cent in the larger cement entity. The move is designed to ensure Grasims majority stake in, and continued support to, the rapidly growing cement business; while simultaneously, providing Grasim shareholders direct participation in the pure play cement company. Whilst Grasims commitment to fund growth of cement business remains unabated, the demerger opens up new choices for financing this growth. Eventually, it will also help create a platform for potential consolidation. All of which, should help maximise shareholder value in the long-run. Grasim, meanwhile, would continue to focus on its VSF business, which so far provided a large part of the cash-flows to grow the cement business. Grasim is setting up a new ` 1,000 crore project in Gujarat, which will increase its VSF capacity by 80,000 tpa. VSF, along with other businesses accounted for a third of profits of Grasims standalone numbers in FY09. Post demerger, Grasim will operate the VSF and other small business and have cash and investments worth ` 1,500 crore. Analysts say, its ability to effectively utilise this cash and operating profits of over ` 700 crore annually, will have a bearing on the value accretion for its shareholders, going ahead. What needs to be watched is the merger ratio between Samruddhi and UltraTech. While the market is currently according similar valuations to the cement business of the two companies (adjusted for the different face values), in Grasims case, a few believe that there could be some upside in the form of a slightly better valuation given to Samruddhi due to its larger size and ownership of a profitable white cement business. While the move is in the right direction, the concerns regarding the potential over-supply situation and soft cement prices loom large for the cement industry. In this context, many analysts believe that Grasim is fairly valued while they see gains of up to 10 per cent for UltraTech from current levels. Ultratech Cement Ltd has announced that Ultratech Cement Ltd has received a consolidation proposal from Samruddhi Cement Ltd a wholly owned subsidiary of Grasim Industries Ltd. Grasim has proposed to de merge its cement business to Samruddhi pursuant to a scheme of arrangement under Sections 391-394 of the Companies Act 1956, subject to necessary approvals.

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The board of directors of UltraTech Cement approved in-principle the merger proposal of group company Samruddhi Cement with itself. The company has appointed Bansi Mehta & Company for the valuation exercise and UBS as investment banker. The company expects the valuation report by the first week of November, and the board will meet again as soon as it receives the report. The entire process will be completed within seven to nine months. Extra care will be taken to protect the interest of Grasim investors. Clearing misgivings that Grasim would be reduced to a holding company of the cement business, Mr Birla said the re-rating of UltraTech post-merger would more than make up for the loss, if any, incurred by Grasim shareholders. While UltraTech commands an enterprise value of $110 a tonne, Ambuja Cement and ACC are rated at $147 a tonne, while it is $160 a tonne for Shree Cement. UltraTech will be re-rated substantially post-merger. Grasim will continue to invest in cement through UltraTech though the mode of investment (debt or equity) will be decided at the appropriate time. The group does not propose to add any new business to Grasim as it wants to retain its identity of a textile company.

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Facts About Company

The Aditya Birla Group is the ninth-largest cement producer in the world Incorporated on 24 August 2000 as L&T Cement Limited Cement business of Larsen & Toubro Limited demerged and vested in company in 2004 Grasim acquired management control in July 2004 Together with Grasim, one of the largest cement producers in India Name changed to UltraTech Cement Limited with effect from 14 October 2004 Narmada Cement Company Limited amalgamated with UltraTech in May 2006 Cement business of Grasim demerged and vested in Samruddhi Cement Limited in May 2010 Samruddhi Cement Limited amalgamated with UltraTech Cement Limited in July 2010

UltraTech Cement To Purchase 80% of Star Cement (Dubai)

The UltraTech Cement Ltd, a subsidiary of Aditya Birla group, will purchase around an 80% stake in Dubais ETA Star group-owned Star Cement Co. Llc. for an enterprise value of US$ 380 million (` 1754 crore). It is understood that the purchase will be made through UltraTech Cement Middle East Investments Ltd, a wholly owned subsidiary of UltraTech Cement. The enterprise value is the market value of the entire business, including debt. Adesh Gupta, a whole-time director and chief financial officer at Grasim Industries Ltd, which controls 60% of UltraTech Cement, said that It will be more than 51% (stake), it will be very high stake. It will give an exit route for the ETA (group), The remaining stake in Star Cement will be held by the local partner with whom ETA had built cement plants. The acquisition is set for completion later this week. The deal will give the US$ 30 billion Birla group direct access to the West Asian market, until now served through exports, Gupta said. We used to export more than 3 lakh t of clinker to the UAE market. So (now), instead of exporting clinker from India we have our own plant.

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UltraTech has gone there for the long-term and they will save freight costs because they no longer have to export clinker to that market, said Rupesh Sankhe, an analyst at Mumbai-based brokerage Angel Broking Ltd.

UltraTech is also planning a 15MW coal-fired power plant in West Asia at a cost of ` 5 crore per MW to manufacture cement at cheaper cost. The United Arab Emirates (UAE) cement market has a total capacity of 30 -35 million t, but demand slackened after a real estate slowdown hit Dubai last year. Star Cement has an annual capacity of 3.2 million t. The Aditya Birla group has already demerged Grasims cement business into a newly listed subsidiary Samruddhi Ltd, which in turn will be merged with UltraTech. Grasim currently has ` 2500 cash on its books. Adesh Gupta declined to say how the company would use the cash but said it will invest ` 1000 crore by fiscal 2013 to more than double its capacity in viscose staple fibre, which is used to make fabric and garments in Gujarat.

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HUMAN RESOURCE DEVELOPMENT

The future success of any organization relies on the ability to manage a diverse body of talent that brings innovative ideas, perspectives and views to work. The challenge and problems of workplace diversity is turned into a strategic asset if an organization is able to capitalize on the available talents and your Company continuously works towards achieving this objective. The total number of employees as on March 31, 2007 was 684 as against 573 employees at end of previous year. The attrition rate of the Company has reduced to 18% as against last years rate of 24%. Your Company plans to increase its thrust on human resource development with Peoplecentricity as its Human Resource theme in FY 07-08 across the globe. Your Company has taken several initiatives to retain and groom talent at all levels of theorganisation. Among Human Resources initiatives taken during the FY 2007- 08 to retain and groom talent are: 1.Created new channels of communication. 2.Geography wise HR partners to aid employee interaction. 3.PSI Buddies for all new hires on their date of joining the organization. 4. Initiated Speak your Mind : projects interface with HR. 5.Various spot awards and informal rewards recognizing deserving Plan. 6. Training boot camp for freshers. 7.Strengthen the Training and Competency function, introducing the Monthly training calendars. 8. Employee integration activities to foster fun at workplace. 9.Routine medical checkups of project team members.

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PURPOSE OF HR POLICIES:HR policies allow an organisation to be clear with employees on: The nature of the organisation What they should expect from the company What the company expects of them How policies and procedures work at your company What is acceptable and unacceptable behaviour The consequences of unacceptable behaviour

HR POLICIES OF ADITYA BIRLA GROUP

Drug-Free Workplace The use and misuse of drugs and alcohol can threaten Company ABC and its clients. The possession, use or sale of illegal drugs, (including drug paraphernalia) is prohibited. The misuse of any legal drugs and/or the use of alcohol, while on Company time or during breaks or meals, is strictly prohibited.Any employee under the influence of alcohol or drugs that may impair judgment, performance or the safety of the employee or others while on Company property, Company business, or during work hours, is subject to discipline including termination. Employees are required to promptly notify Company ABC if they are taking any medication that may affect their judgment, performance or behavior.

Group Growth policy :

Having an aggressive growth plan with structured people processes that provide flexibility for individual creativity has worked well for the Group, says Misra. "The organisation's strength has been its high quality talent and strong financials, which help to further build on their leadership positions; and the freedom for employees to charter their career path of choice across businesses spread across 20 countries in six continents where Aditya Birla Group has a presence."

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Standards of Professional Conduct:

The Employer ABC Code of Professional Responsibility provides that employees shall: Comply with and abide by all rules and regulations. Comply with and abide by all State and Federal laws and regulations. Maintain the highest professional standards. Commit no act of forgery or alteration of ABC documents or records. Commit no act of theft, damage or destruction of Employer ABC's or property. Cause no physical harm to any employee of ABC. Engage in no activity that obstructs the administration of disciplinary procedures or review Make no unauthorized commitments or promises binding Employer ABC or any of its employees

Other HR schemes:
Aditya Birla Group classifies its various HR initiatives over the last five years into the following categories: recruitment and staffing, nurturing talent, performance management, opportunities for learning, rewards and recognition, Group-wide people process, quality of life beyond work, and integrating effectively.

Development assessment centres (DACs):

DACs have been designed to support managers in assessing and developing their capabilities. Over 1,200 managers across all management levels have participated in the DACs since 2003. Post-DAC, the developmental goal for an individual, in terms of priorities for learning and development experiences to move to the next career stage, is captured through the individual development plan (IDP). These are monitored on a real time basis for tracking implementation on the Peoplesoft platform.

Talent reviews:
A three-tier annual talent review process, held at the unit level, business level and Group level, ensures a focused approach to the implementation of lDPs. The review discussions provide meaningful input into the career and succession planning process.

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Talent engagement:
Business heads anchor programmes aimed at developing leadership potential and are personally involved in the design of specific courses. Other initiatives, such as the Chairman's Challenge and Ideas Unlimited, provide in depth engagement opportunities with hi-potentials.

Career moves and succession plans:

Three-tier succession planning ensures that there is adequate leadership bench strength for all critical positions. Over 300 managers have moved into identified business critical roles at the senior and middle management levels as a consequence of their individual development plans. Most business critical positions have identified succession plans.

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CORPORATE SOCIAL RESPONSIBILITY

CSR is defined as operating a business that meets all exceeds the ethical, legal, commercial and public expectations that society has of Business.

Making a difference
Before Corporate Social Responsibility found a place in corporate lexicon, it was already textured into companys group's value systems. As early as the 1940s, their founding father Shri G.D Birla espoused the trusteeship concept of management. Simply stated, this entails that the wealth that one generates and holds is to be held as in a trust for their multiple stakeholders. With regard to CSR, this means investing part of their profits beyond business, for the larger good of society.

While carrying forward this philosophy, company legendary leader, Mr. Aditya Birla, weaved in the concept of 'sustainable livelihood', which transcended cheque book philanthropy. In his view, it was unwise to keep on giving endlessly. Instead, he felt that channelizing resources to ensure that people have the wherewithal to make both ends meet would be more productive. He said, "Give a hungry man fish for a day, he will eat it and the next day, he would be hungry again. Instead if you taught him how to fish, he would be able to feed himself and his family for a lifetime."

Company strategy
Taking these practices forward, ultratech chairman Mr. Kumar Mangalam Birla institutionalised the concept of triple bottom line accountability represented by economic success, environmental responsibility and social commitment. In a holistic way thus, the interests of all the stakeholders have been textured into companys group's fabric.

The footprint of their social work today spans 2,500 villages in India, reaching out to seven million people annually. Their community work is a way of telling the people among whom they operate that they care.

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Projects are planned after a participatory need assessment of the communities around the plants. Each project has a one-year and a three-year rolling plan, with milestones and measurable targets. The objective is to phase out their presence over a period of time and hand over the reins of further development to the people. This also enables them to widen their reach. Along with internal performance assessment mechanisms, their projects are audited by reputed external agencies, who measure it on qualitative and quantitative parameters, helping them gauge the effectiveness and providing excellent inputs. Their partners in development are government bodies, district authorities, village panchayats and the end beneficiaries the villagers. The Government has, in their 5-year plans, special funds earmarked for human development and they recourse to many of these. At the same time, they network and collaborate with like-minded bilateral and unilateral agencies to share ideas, draw from each other's experiences, and ensure that efforts are not duplicated. At another level, this provides a platform for advocacy. Some of the agencies they have collaborated with are UNFPA, SIFSA, CARE India, Habitat for Humanity International, Unicef and the World Bank.

Company focus areas

Ultratech rural development activities span five key areas and their single-minded goal here is to help build model villages that can stand on their own feet. Their focus areas are healthcare, education, sustainable livelihood, infrastructure and espousing social causes.

Education

Balwadis (pre-school)

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Adult education

Non-formal education

Continuing education

Scholarships for girls, merit and technical education

Health and family welfare

Mobile clinics - doctors visit once a week

Medical camps - general and issue-based

Health training and awareness

Sanitation - toilets, training, smokeless chullahs, biogas Safe drinking water

Mother and child health

Reproductive health

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Awareness building

Sustainable development and livelihood and agriculture and watershed development Self-help groups SGSY - dairy, readymade garments, jute project, basket making, aggarbati making, bee keeping, durrie making. Check dam Irrigation Land development Soil and water conservation Pasture development Social forestry/ plantation activities/ nursery Horticulture Farmer training

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Infrastructure development Roads Dams Community centres Houses Culverts Electricity Health centres Water channels Schools

For Employees Relocation benefit: a) Reimbursement of cost incurred for movement of goods b) Travel Reimbursement c) Relocation Allowance Childrens Education Reimbursement General Reimbursements Hospitalization Insurance Accident Insurance Company Vehicle Leasing Scheme Holidays & Leave Policy Company Transportation Leave encashment

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 Advance Salary Awards and reorganization Social events Loans without interest Employee Scholarship (with/without bond) Employee Compensation Sponsorship (Sports) Parental Care Discounts and Coupons

For the Environment Committed to sustainable development, to meeting the needs of the present without in any way jeopardizing the welfare of future generations. Business strategies consciously factor environment conservation as a major principle. Plants are ISO14001 Environment Management Systems Certified and adhere to OHSAS 18001 standards.

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ACHIEVEMENTS AND MILESTONES

Awards In the Field of CSR
2011 ASSOCHAM CSR Excellence Award for its truly outsourcing CSR activities

2010 Mrs. Rajashree Birla, Chairperson, Aditya Birla Centre for Community Initiatives and Rural Development, was awarded the Global Golden Peacock Life Time Achievement Award for Community Development for the year 2010 for "Outstanding Contribution Towards Community Development and Social Welfare". Hindalco and Birla White declared winners in the Golden Peacock Awards for Corporate Social Responsibility 2010 by an eminent international jury, headed by Justice P.M. Bhagwati, the erstwhile Chief Justice of India. The Aditya Birla Centre for Community Initiatives and Rural Development teamed up with Columbia University's research centre, the Columbia Global Centers' Earth Institute in Mumbai, to become its principal partner. The Earth Institute's goal is to help achieve sustainable development primarily by expanding people's understanding of the earth as one integrated system. Hindalco wins Amity International Business Schools, Amity Corporate Excellence Award for Corporate Social Responsibility 2009 Grasim's pulp and fibre division won the highly prestigious Asian CSR Award. The Asian CSR Awards, Asia's Premier CSR Awards program, is a project of the Asian Institute of Management, Manila. Rajiv Gandhi Award for Eminence in Social Field, 2009 was conferred on Mrs. Rajashree Birla by Mr. Jyotiraditya Scindia (Union Minister of State, Commerce & Industry) on 19 August 2009. The award recognises Mrs. Birla's pathbreaking work among the poor, more so in India's villages, carried out through the Aditya Birla Centre for Community Initiatives and Rural Development. Vikram Cement and Aditya Cement won the Federation of Indian Mineral and Industries' "Social Awareness Award for the year 2008-09".

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 In recognition of work that truly exemplifies the highest values of society and corporate leadership for social responsibility and sustainable development initiatives, the Reader's Digest Pegasus Star Award was conferred on Hindalco. Mrs. Rajashree Birla who spearheads all the Group's social projects received this much coveted award on behalf of Hindalco from Mr. Arun Jaitley, MP, Rajya Sabha, on 21 January 2009 in Delhi. 2008 The President of India, Mrs. Pratibha Patil conferred the much coveted Rotary International Polio Eradication Champion Award on Mrs. Rajashree Birla in an elegant function at the Rashtrapati Bhavan (Delhi), attended by the Chairman, select Rotarians and WHO officials 2007 The Aditya Birla Group was honoured with the India Today Group's Readers Digest Gold award in recognition of the work that truly exemplifies the highest values of society as well as those of Reader's Digest. The award was received by Mrs. Rajashree Birla, Chairperson, Aditya Birla Center for Community Initiatives and Rural Development, at the Pegasus Corporate Social Responsibility Awards 2007 function. Hindalco was awarded the CII - Sorabji Green Business Centre "National Award for Excellence in Water Management 2007". 2006 Hindalco awarded the Greentech Safety Silver Award for its outstanding safety performance during 2005-06. 2004 Grasim, Nagda, received the FICCI Annual Award 2003-2004 in recognition of corporate initiaitve in rural development Aditya Birla Chemicals (India) Limited, Rehla, Jharkhand, received the FICCI Annual Award 2003-2004 in recognition of corporate initiative in family welfare. Indal won FICCI Award 2002-2003 for 'Corporate Initiative in Rural Development'

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2003 The Group is ranked 16th in India's first ever survey of 'Great places to work in', published in Business World magazine. The Group's joint venture concern, Birla Sun Life Insurance, is ranked 9th in the same study The Group is ranked 20th in a study on the 'Best Employers in India', conducted by Hewitt Associates and Business Today. 2002 The Group received The Economic Times' "Corporate Citizen" of the year award.

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SWOT ANALYSIS OF ULTRATECH CEMENT Strength UltraTech Cement Limited (UltraTech) is India-based one of the largest cement manufacturing company. The company along with its subsidiaries is engaged in the business of manufacturing, marketing, distribution and sales of the cement and cement related products. UltraTechs other cement related products are ready mix concrete and cement clinker. The product portfolio of the company comprises Portland cement, Portland blast furnace slag cement and Portland Pozzolana cement. The company also exports cement and clinker to countries around the Indian Ocean, Africa, Europe, and the Middle East. The company has an annual cement production capacity of 18.2 million tones. It is a subsidiary of Grasim Industries Ltd. The company operates two subsidiary companies namely, Dakshin Cement Limited and UltraTech Ceylinco (P) Limited. The company is headquarter at Mumbai in India.The company reported revenues of (Rupee) INR 66,643.30 million during the fiscal year ended March 2009, an increase of 16.43% over 2008. The operating profit of the company was INR 13,678.20 million during the fiscal year 2009, a decrease of 9.73% from 2008. The net profit of the company was INR 9,780.60 million during the fiscal year 2009, a decrease of 3.17% from 2008. Strengths of UltraTech are as follows Better quality Long relationship with customer. Maintains a world class infrastructure. Market share. Large distribution network. Proper research and development. Strong financial backing Weakness Everyone looks up to a visionary leader to understand the possibilities tomorrow holds. And you have a greater responsibility to bear when you are Indias largest cement company. In the present day context, UltraTech is playing an important role in the infrastructural development of the country. No wonder, UltraTechs every creation is a window to tomorrow. And an effective communication was needed to reflect the same.It was quite a daunting task for Interface Communications, the advertising agency for UltraTech, to get the right mix of

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emotions and technological superiority that appeal to everyone right across IHBs to architects and large commercial establishments. The weaknesses of UltraTech are as follows Delay in supply. Inconsistency of Supply. Insufficient manpower

Opportunity A multiethnic, multi-religious, multilingual, multi-cultural diverse democracy, rich in its distinctive heritage India is, indeed, captivating. Our democracy resonates throughout the world. Moreover, the way in which India has transformed itself from a colonial, agri based backwater economy into an independent, modern, knowledge-driven one is the stuff of case studies at the best-in-class business schools the world over. While the youth leader must appreciate these facets, he or she must have a thorough understanding of the different strands that go into the weave of India. The partition in the aftermath of our freedom struggle has left a scar, as has the divide in the name of God. India is a country of extreme paradoxes. We are reckoned as a nation of tremendous opportunities and, yet, it is a reality that India is a place of perpetual struggle. Company should Develop new marketing areas. Sign more MOUs with government regarding supply of cement for Government work. Maintain the position of competition in the market.

Threats Just a few years ago, the Aditya Birla Group bought over the cement business of L&T for around ` 2,200 crore. L&T allowed its name to be used for about a year. O.P. Puranmalka, Group Executive President, Grasim Industries, and Chief Marketing Officer, observes that in a very short time the company had to establish a new brand name in the minds of the people and use the L&T mind space.

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 The task was Herculean. Explaining the strategy behind the new brand name. In step with its global agenda, the cement business of the Aditya Birla Group, is orchestrating a contemporary brand makeover. With UltraTech Cement, the Aditya Birla Group has established itself as not only the most respected domestic player but also among the global leaders in cement. UltraTech has strong competitors like ACC, LAFARGE, AMBUJA Etc., although the Brand Equity of ULTRATECH CEMENT is AT PAR with ACC and LAFAGE, to maintain the same continuous follow-up in all respect is necessary. The Ultratech cement has to adopt necessary strategies to compete with strong competitiors in order to retain its market position and the goodwill in the market.

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OBSERVATION AND SUGGESTION

On the basis of above study carried out by me,the following suggestions are submitte: To increase the sales of Ultratech Cement in such area there is a need of time to time demo program, seminars & meetings. Time to time offers should be provided to the customer from our Ultratech company. Need to available all the construction parts, material and tools our distributor office. Ultratech Company should be change the colour of PSC bags. The company must improve its supply so as the demand for the cement can easily be met. It must target the rural markets as they are providing a good marketing opportunity these days.

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CONCLUSION
ADITYA BIRLA ULTRATECH CEMENT is non government organization . This organization works for the manufacturing cement and other activities. The employees who work in this organization are all knowlegeble and skillful in their respective work. The employee of this oraganization treat their work has is workship. This oraganisation has many to lead their emotionally and financially successful. It helped the families which have migrated from villages who are living below poverty line and living in slums by providing them employement opportunities. I believed that this organization is doing a very job and the study which I have done in this organization will help them with respect to their work.

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BIBLIOGRAPHY
http://www.ultratechcement.com http://in.reuters.com/ http://bilumi.org/Main/?gclid=CIub5da1z6QCFVJB6woddHPrEA

http://www.adityabirla.com/social_projects/overview.htm

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