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The Passenger Car division was born out of a vision to offer the Indian customer all
the comfort of a big car, at the price of a small car. The Indica was formally launched
in 1998 & has rewritten the rules of the Indian car industry ever since then. The
latest addition to the Tata Motors family after the launch of Indigo which is designed
to deliver never-before levels in luxury, safety, power and comfort on Indian roads is
the New Indica V2. Refreshingly different, with a sporty new look, stylish interiors,
and more. The Indigo Marina story started two years back with the launch of the
luxury sedan from Tata Motors, the Tata Indigo. There were however, a select group
of people who wanted everything that came with the Indigo plus a little more space.
So, we developed the Indigo Marina. A car that has the luxury of a sedan and the
utility and convenience of a multi-utility vehicle. A car that does not compromise on
power, safety and luxury. A car that has enough space to carry everyone and
everything you've ever loved, right by your side, on every drive.
Established in Established in
Cost Sheet for Tata Motors for the year 2003-2004
Rs./ Crores
Direct Materials
(a) Spare parts & accessories for sale 253.55
(b) Bodies & trailers for mounting on chassis 214.43 467.98
Direct Labour 323.00
Direct Expense 2270.30
Prime Cost 3061.28
Factory Overheads
Consumption of Raw Materials 7873.41
Processing Charges 388.59
Stores, spare parts & tools consumed 236.73
Freight, transportation, port charges 185.47
Repairs to plant, machinery 25.62
Power & Fuel 214.52
Insurance 21.44
Lease Rentals in respect of Plant & Machinery 8.84
Depreciation 382.60
Work Cost(Gross) 9337.22
Opening WIP 793.91
Less: Closing WIP 651.93 141.98
Works Cost(Net) 9479.20 12540.48
Administrative Overheads
Salaries 323.99
Repairs to building 20.37
Rent 9.37
Rates & Taxes 22.16

Total Cost 375.89 12916.37

Add: Opening Finished Goods
Add: Purchase of Finished Goods
Less: Finished Goods
Cost of production of Saleable units 12916.37
Selling and Distribution Expenses
Publicity 123.60
Incentive/Commission to dealers 120.57
Commission & Brokerage on sales 25.92
Cost of Sales 270.09 13186.46
Profit 2022.28
Sales 15208.74

1. The salaries & wages are divided in the ratio of 1:1 such that 323 crores is
allocated to the factory direct labour & 323.99 crores is allocated to the office
2. Freight & stores consumed are factory expenses
3. Repairs to building are an administrative expense as the building is used for the
4. Rent, Rates & Taxes are administration expenses.
Following items are excluded from the cost sheet
Product development cost is a capital expenditure hence not considered.
Interest being a financial expense is not considered.
Extraordinary items like write back of provision for contingencies, provision for
diminution in vale of investment & employee separation cost not considered.
Provision for tax, investment allowance & the other appropriations in profits are not
considered in arriving at cost.
Superannuation, gratuity & contribution to provident fund.
Workmen & staff welfare expenses, which includes provisions for employee benefit
schemes, is not considered.
Provision for Wealth Tax.
Excess debits/ short credits in respect of previous years.
Loss on assets sold/scrapped/written off.
Provision for doubtful sundry debts, bad debts written off, warranty expenses &
securitisation expenses for hire purchase contracts.


Hindustan Petroleum Corporation Limited (HPCL) is the result of a successful
convergence of four established companies. Today the second largest integrated oil

refining and marketing company in India, HPCL was born of the merger of ESSO,
Lube India Ltd, Caltex Oil Refining India Ltd and Kosan Gas Company Ltd.
The Company was first incorporated as Standard Vacuum Refining Company of India
Limited, on July 5, 1952, and later named ESSO India Limited, on March 31, 1962.
On July 12, 1974, when Esso and Lube India were nationalised, the Company was
renamed Hindustan Petroleum Corporation Limited with effect from July 15, 1974.
The undertakings after nationalisation were then vested in HPCL. The Government of
India also nationalised the Caltex undertakings in the year 1976, which were
subsequently merged with HPCL in 1978. In the following year, the undertakings of
Kosan Gas Company Ltd, the concessionaires of HPCL in the domestic LPG market,
were merged with HPCL. Thus, the various amalgamations, at different points in
time, have given rise to HPCL that has ever since been growing from strength to
HPCL had a humble beginning in 1974 with one refinery at Mumbai that had a
refining capacity of 3.5 million metric tonnes per annum (MMTPA). The Lube oil
refinery at Mumbai stood around 165000 Tonnes per annum. The sales turnover in
that year was only Rs. 3.67 billion, and the net profit Rs. 58 million. But over the
years, the Corporation has made judicious use of its assets to achieve tremendous
growth. Dedicated and well - experienced manpower, strategically located refineries
at Mumbai and Visakh and a widespread marketing network have enabled the
company to carve a niche in the Indian oil industry today.

"To be a leading world class company in hydrocarbons and energy related sectors
with a global presence.
HPCL, along with its joint ventures, will be a fully integrated company in the
hydrocarbons sector of exploration and production, refining and marketing;
focussing on enhancement of productivity, quality and profitability; caring for
customers and employees; caring for environment protection and cultural heritage.
It will also attain scale dimensions by diversifying into other energy related fields and
by taking up transnational operations."


Cost Sheet for Hindustan Petroleum Corporation Ltd for the year 2003-2004
Rs./ Crores
R.M Consumed 15,017.04
Direct Labour (See Assumption 1) 280.055
Direct Expense
-Excise Duties 5993.47
Prime Cost 21290.565
Factory Overheads
Packages Consumed 79.15
Transshipping Expenses 1228.97
Duties Applicable to Products 317.61
Repairs and maintenance to Plant 165.68
Rent (See Assumption 3) 28.65
Repair and maintenance to other assets (See Assumption 2) 1.633
Electricity and Water 94.93
Power and Fuel 9.17
Rates and Taxes 21.20
Equipment Hire Charges 0.30
Consumption of stores, spares and chemicals 71.08
-Transport Equipment (See Assumption 4) 2.335
-Roads and Culverts 7.16
-Leasehold Property 2.45
-Railway siding and Rolling stock 12.42
-Plant and Machinery 536.24 560.605 2578.978
Work Cost (Gross) 23869.543
Opening WIP 212.67
Less: Closing WIP 197.68 14.99
Works Cost (Net) 23884.533
Administrative Overheads
Security Charges 16.67
- Building 17.25
-Furniture, fixtures and equipments 26.39 43.68
Office appliances--- Printing & Stationary 7.69
Rent (See Assumption 3) 28.65
Repair and maintenance to building 11.7
Repair and maintenance to other assets (See Assumption 2) 1.634
Insurance 40.08
Consultancy and Technical charges 37.26
Sundry Expenses and Charges 163.04
Office Salaries (See Assumption 1) 280.055 630.459

Total Cost 24514.989

Add: Opening Finished Goods 3777.2
Add: Purchase of Finished Goods 30583.9 34361.1
Less: Finished Goods -4149.69
Cost of production of Saleable units 54726.399
Selling and Distribution Expenses
Traveling and Conveyance 55.97
Repair and maintenance to other assets (See Assumption 2) 1.633
Depreciation on transport equipment (See Assumption 4) 2.335
Advertising & Publicity 81.45 141.388
Cost of Sales 54867.787
Profit 2643.343
Sales 57511.13

1 A bifurcation between factory wages and office salaries has not been given.
However the annual report says that HPCL has 11088 employees of which 3594 are
management employees and 7494 are non-management employees. Let us assume
this to be the distribution of office and factory staff. However, the management
employees have higher salaries. Thus, I have divided Wages, Salaries and Bonus
equally between Direct Labour and Administrative overheads.
2 Repairs and Maintenance to other assets has been equally divided between Factory
overheads, Administrative overheads and Selling and Distribution overheads since
the assets have not been mentioned.
3 Rent is equally distributed as Factory rent and Office rent.
4 We assume that Transport equipment is used for both Factory and Selling and
Distribution purposes. Thus depreciation on transport equipment is equally divided
between Factory overheads and Selling and Distribution overheads.