project of iffco

V.M./PATEL COLLEGE OF MANAGEMENT STUDIES

(KALOL UNIT)

V.M./PATEL COLLEGE OF MANAGEMENT STUDIES 1


\

We are student of B.B.A Programme. It is necessary to take visit of industry is a very crucial role for B.B.A students.

The main objective of the Industrial visit is to develop the student’s ability. It is the opportunity for the students to show their skills and efficiency. Students will able to develop their internal strength by the Industrial visit.



I feel really very happy to prepare a project on IFFCO KALOL. We did during the F.Y.B.B.A academic Seasion. The main object of the study is to Industrial environment and its different department for study.

I am very much thankful to Our collage Principal l and other faculties for arranging our Industrial visit.my project report is completed with the help of Mr vipul patel , Maulik prajapati , and my brother Bhavesh . I am also very much thankful to various Department , Managers, who give us many information about the company and spend their valuable time to give information and for answering the question of students. I am also very thankful to our faculties for Preparing this Project that we listed below.



Your Faithfully

Bharat.c.Prajapati

INDEX

SR.NO.

PARTICULARS PAGE NO.

A GENERAL INFORMATION BRIEF HISTORY INTRODUCTION OF THE COMPANY MISSION INDIAN FARMERS SUCCESS STORY IMPORTANT AWARDS BEST MANAGED WORK FORCE FOR IFFCO IFFCO CASH AWARD IN CO-OPERATION AWARDS AND PRIZE WINNER KALOL-NEWS/EVENTS FAQ ON CO-OPERATION KALOL UNIT ISO 9001(2000) ORGANISATION STRUCTURE

8910111213141516171819

B PRODUCTION DEPARTMENT

IFFCO’S UREA IFFCO’S NPK/DAP AMMONIA PROCCESS UREA PROCCESS KALOL EXPANSION PROJECT PRODUCTION OF BIO-FERTILIZER DRY ICE/LIQUIDE CO2

IFFCO ACQUIRES PARADEEPDAP/NPK UNIT KALOL UNIT R&D ACTIVITY KALOL UNIT LOCATION KALOL UNIT MILESTONES PROJECT IMPLEMENTATION PERFOREMENCE HIGHLIGHTS 2004-2005 MAJOR MILESTONES(RECORDES) ENERGY SAVING SCHEMES PROJECT STOPPAGE OF NAPHTHA AND FUEL OIL USAGE AT KALOL UNIT KALOL UNIT RECORDS AND ACHIVEMENTS KALOL UNIT PERFORMANCE

2122232425262728293031323334353637



QUALITY CONTROL 38

C MARKETING DEPARTMENT MARKETING DIVISION AS DISTRIBUTED BY IFFCO RATIONAL PRICING SCHEME PROMOTION ACTIVITIES MARKETING CENTRAL OFFICE AT NEW DELHI ALL INDIA SHARE OF IFFCO ANNUAL CONSUMPTION PRICE OF IFFCO FERTILIZERS

FINANCE DEPARTMENTBANKING SERVICESIFFCO’S UNIVEINS US$ 1 BILLION INVESTMENT PLANTPROFIT & LOSS ACCOUNTBALANCESHEET

ADMINISRATION DEPARTMENT MANAGEMENT DESIGNATION HEAD OF THE KALOL UNIT IFFCO’S CHIEF EXECUTIVES OFFICERSSENIOR EXECUTIVES

40414243454647

49525355

5859606162



D HUMAN RESOURCE DEPARTMENT

INTRODUCTION&OBJECTIVE OF PERSONNEL MANAGEMENT GRADING SYSTEM RECRUITMENT & SELECTION PROCESS TRAINING AND DEVELOPMENT PERFORMANCE APPRAISAL PROMOTION DEMOTION & TRANSFER LABOUR WELFARE SCHEME

SERVICES IFFCO LENDS A HELPING TO EARTHQUAKE VICTIM CO-OPERATIVE RURAL DEVELOP MENT TRUST (CORDET) CORDET AT IFFCO KALOL INTEGRATED RURAL DEVELOPMENT PROJECT AFFORESTATION PROGRAMME IFFCO KISAN SEWA TRUST PRINCIPAL FOCUS AREAS IFFCO CHAIRS IN UNIVERSITIES ENVIRONMENT-THE PRIME CONCERN FARMERS SERVICE CENTRES INVESTMENT OUTSIDE OF IFFCO

IFFCO KALOL DEVELOPMENT ECO-FRIENDLY TOWNSHIP EGYPT’PLANT SHAREHOLDER AGREEMENT FOR IFFCO CHHATTISGARH POWER LTD (ICPL) OMAN PROJECT IFFCO TOKIO

CONCLUSIONBIBLIOGRAPHY

6466676971737475

77787980818283848586

8889

909193

9697



Brief History Of The Company

The Indian Farmers Fertilizers Co-operative LTD(IFFCO) is one of the largest producers of fertilizers in India.IFFCO,the government of India extended the share of 51%of the othorised capital,some loan was taken frome the Financial Institutions.The remaining capital was rised thought village level co-operative societies has aminimum of two farmers and each farmer having a minimum a one share of Rs. 1000 each IFFCO was registered on 3th of November 1967 under the Bombay co-operative act

The first Plant of IFFCO was commissioned at KALOL in November 1974 to produce Ammonia.It is commercial production started 1st of March 1975.A Urea plant has capacity of 3,00,300 tunes of ammonia and 3,96,000 tunes Urea per year.

The Kandala Plant was commissioned 26th November 1974 and the commercial production of NPK/DAP started on 4th June 1981.Kandala Plant has capacity of 3,09,130 tunes per annum of in terms of p205.

The Ammonia Plant at Phulpur started it commercial production on 10 th

October 1980 and that Urea on 5thOctober 1980.Phulpur Plant has capacity of 2,97,000 tunes of Ammonia and 4,95,000 tunes Urea per year.

The Aonla Plant fourth in Series started commercial production in July 1988.The Plant based on Natural Gas has capacity to produce 4,95,500 tunes of Ammonia and 7,20,000Tunes Urea per year.

IFFCO’s four Plant at KALOL,KANDALA,PHULPUR and AONLA produce 27.36 lacks tunes of Fertilizers produced in the country.IFFCO is the biggest multi Co-operative Society in Asia With an authorized capital of Rs 1150 crores.

The managing directore of IFFCO is the Chief Executive of Institutions and all IFFCO policy,dicision and rules and regulation regulating IFFCO the Chief Execuitve Mr.U.S.Awasthy is MD of the IFFCO at head office New Delhi.

Marketing Personnel & Administration Marketing Accounts Agriculture Services Marketing Service & Port Operation Physical Distribution/Transportation Training & Development



Public Relation

INTRODUCTION OF THE COMPANY

ADDRESS OF IFFCO

INDIAN FARMERS FERTILIZER CO-OPERATIVE LTD,

KALOL UNIT,

KASTURI NAGAR,

GANDHI NAGAR-382423

Contact Information For IFFCO FOUNDATION FARM BHAVAN, 14-15 NEHRU PLACE,NEW DELHI-110019 INDIA

TELEPHONE: [91-11] 2643-6450, 2643-6387TELEFAX: [91-11] 2629-2519

E-MAIL ADDRESS: [email protected]: HTTP://WWW.IFFCOFOUNDATION.ORG


http://www.iffcofoundation.org/

mailto:[email protected]


Mission

IFFCO’S MAIN MISSION

Iffco’s mission is “to enable Indian farmers to prosper through timely supply of reliable,High quality agricultural inputes and services in an environmentally sustainable manner and to undertake other activities to improve their welfare”

Strengthening management and participatory character of the Indian Cooperative Movement by using duly tested and appropriate consultancy, advisory and technological interventions sourced from within the country and abroad and in accordance of the Cooperative Principles and in harmony with the law and culture of the land.

IFFCO’S APPROACH To achieve our mission, IFFCO as a cooperative society, undertakes several

activities covering a broad spectrum of areas to promote welfare of member cooperatives and farmers. The activities envisaged to be covered are exhaustively defined in IFFCO’s Bye-laws.

IFFCO’S COMITMENT Our thirst for ever improving the services to farmers and member co-operatives is

insatiable, commitment to quality is insurmountable and harnessing of mother earths' bounty to drive hunger away from India in an ecologically sustainable manner is the prime mission

All that IFFCO cherishes in exchange is an everlasting smile on the face of Indian Farmer who form the moving spirit behind this mision.

A.implements and other agricultural inputs/outputs and their conversion, storage, transportation and marketing and undertake trading, shipping, transportation, communication and telecommunication, information technology, power generation and distribution from conventional or non-conventional energy sources, housing, real estate, construction, banking and insurance and to undertake such other activities which are conducive and incidental thereto.

B. In furtherance of above objects, IFFCO may undertake one or more of the following activities which are indicative but not limited to:

To set up Plant or Plants for manufacture of chemical fertilizers and allied products/bye-products;



INDIAN Farmers Success Story

Indian Farmers Fertilizer co-operative LTD was created on November 3, 1967 as a Multi Unit Co-operative society engaged in production and distribution of Fertilizer. The main emphasis is on Production and distribution of Fertilizers.

IFFCO commissioned the Ammonia-Urea complex at Lalol and the NPK/DAP Plant at Kandala both in the state of Gujarat in 1975.Another Ammonia-Urea complex was set up at Phulpur in the state of Gujarat in 1975. Another Ammonia-Urea complex was set up at Phulpur in the state of Uttar Pradesh in 1981.The Ammonia-Urea unit at Aonla was commissioned in 1988.

The expansion project at Aonla , Kalol and phulpur has been completed on schedule. The latest feather in the cap of IFFCO was completion of Kandla phase-ll on 5 th

August 1999, which has heralded realization of all the objectives set forth under vision-2000.

The distribution of IFFCO’s Fertilizer is under taken though over 35000 co-operative societies.Rhe entire activities distribution sales and promotion are co-0rdinated by marketing central at new Delhi assistade by the marketing office in the field.In addition,essential agro-input for crop production are made available to the farmer through a chain of 167 Farmers service center.

IFFCo today is a Dealing player in INDIA’s fertilizer industry and is making substantial contribution to the effort of Indian government to increase food grain production in the country.



IMPORTANT AWARDS IFFCO own the “Best Managed Work Force Award” from Hewitt

Associates and CNBC TV18.

Won second prize - Runner-up for “National Safety Awards 2003” from Ministry of Labour, Govt. Of India.

Received “Certificate of Honour” for working more than 3 million Man-hours without lost time accident during the year 2003 (Manufacturing of Chemicals & fertilizer Industries Group) from Gujarat Safety Council.

Won first prize in the category of “Institutional Gardens” in competition organized by Gujarat Horticulture Association..

Kalol Cordet won prizes for “Cut Flowers, Vegetables and Fruits” in the exhibition.



Best Managed Work Force Award for IFFCO

Indian Farmers Fertilizer Cooperative Limited (IFFCO), has won the prestigious Best Managed Work Force Award instituted by Hewitt Associates and CNBC TV18.

The award was presented by Ms. Sheila Dikshit, Chief Minister of Delhi to Sh. Surinder Kumar Jakhar, Chairman, IFFCO at glittering and impressive ceremony in New Delhi. Shri Dayanidhi Maran, Union Minister for Communications and Information Technology was present besides a galaxy of personalities from various private and public enterprises.IFFCO has been following a liberal, pragmatic and radical policy aimed at improving the living standards and productivity of employees.



IFFCO CASH AWARDS IN COOPERATION The Board of Directors in the year 1982 had approved giving a best cooperator Award on an annual basis, to an individual who has contributed maximum towards development of Cooperative Movement. The amount of Cash Award was fixed at Rs.10,000/- along with a citation. This amount was enhanced by the Board in the year 1988 from Rs.10,000/- to Rs.25,000/-.

The Board of Directors in the year 1993 while approving IFFCO Cash Award on Cooperation for the years 1990-1991 & 1991--1992 to the Best Cooperators, inter-alia approved that in addition to the “Best Cooperator Award”, “IFFCO Sahakarita Bandhu Award” may also be instituted from the year 1993-94. The amount of both the Awards namely “IFFCO Cash Award on Cooperation to the Best Cooperator”, (ii) “IFFCO Sahakarita Bandhu Award”, was fixed at Rs.51,000/- each from the year 1993-94 to be presented every year. In the year 1997 the Board of Directors decided that the name of the Best Cooperator Award should be changed to “Sahakarita Ratna Award”. In the year 2000 it was decided that the amount for each award be increased from Rs.51,000/- to Rs.1,01,000/-.

As per the laid down procedure for inviting recommendations for the Awards, a letter is addressed to all the State Cooperative Unions, IFFCO Directors and NCUI requesting them to recommend the names of two nominees for the each award. The recommendations so received are placed before the Sub-Group on Awards of the Board of Directors for Screening of nominations of Cooperators. The recommendation of the Sub-Group of the Award are placed before the Board of Directors for their consideration and approval. The Awards are presented to the Awardees on the occasion of Jawaharlal Nehru Memorial IFFCO Lecture which is organised generally during Cooperative Week i.e. November 14-20 every year.So far 21 eminent Cooperators received the Prestigious “Sahakarita Ratna Award” and 12 Cooperators were honoured with “Sahakarita Bandhu Awards” upto year 2003-04.

The Sahakarita Ratna Award for the year 2004-05 is being conferred on Shri Varanasi Subraya Bhat from Karnataka State.

The honour of “Sahakarita Bandhu Award” for the year 2004-05 is being conferred on Shri Jairambhai A. Patel from Gujarat.



AWARD AND PRIZE WINNER

MAJOR AWARD RECEIVED

Seven awards for overall performance from FAL

Two awards for Industrial Safety from GOL

Awards for Technical Innovation from FAT

Two Rajya Bhasha shields for promoting Hindi

Awards for safety from National Safety council Chicago

Indo Germen Green tech environment excellence awards

Kalol Unit - Awards

Eight Fertilizer Association of India Awards(FAI).

Two National Productivity Council (NPC) Awards.

Eighteen Safety Awards.

Kalol Unit - Fertilizer Association of India (FAI) Awards

First Prize for best overall performance of an operating Nitrogenous Fertilizer Unit for 1980, 1982, 1983, 1984, 1985 and 1991.

Second Prize for best overall performance of an operating Nitrogenous Fertilizer Unit for 1981.

First Prize for best Technical Innovation actually implemented in the field of production / technology for 1981.

Kalol - News/Events


http://www.iffco.nic.in/applications/iffcowebr5.nsf/45ac0a051a8cea458025646f0018ff45/3c03e4262764341c80256472001b4aa4?OpenDocument

http://www.iffco.nic.in/applications/iffcowebr5.nsf/45ac0a051a8cea458025646f0018ff45/a9550d65def1a20680256472001ae5c1?OpenDocument


Third Prize for Kasturi Hindi House Journal

First Prize for Institutional Gardens

IFFCO Kalol Unit has won the First Prize in category of "Institutional Gardens" in the competition organizedby Gujarat Horticulture Association, held on 13-Feb.-2005. The prize was awarded by Hon. Agriculture Minister, Govt. of Gujarat, on 26-Feb.-2005.

National Safety Award for 2003

Kalol Unit has won second prize " RUNNER-UP from NATIONAL SAFETY AWARDS 2003" under Schme No.II (Manufacturing of Chemicals & Fertilizer Industries Group).

Gujarat Safety Council Award 2003

Kalol unit has received "Certificate of Honour" for working more than 3 million Man-hours without lost time accident during the year 2003(Manufacturing of Chemicals & Fertilizer Industries Group).

FAQ on Cooperation


http://www.iffco.nic.in/applications/iffcowebr5.nsf/bcbea307bdd28640e52566a4003a8cc1/e4199587c6280cfc65256d430025031e?OpenDocument


Shri U S Awasthi, Managing Director, IFFCO enumerated the following major components of the new business plan :

A state of the art phosphoric acid plant in Egypt with an installed capacity of 5 lakh tonnes P2O5 tonnes per annum. The project would be executed through a Joint-Venture Company with the equity association of El Nasr Mining Co. (ENMC) of Egypt as a JV partner. IFFCO would hold the majority equity with over 75% along with management control while the Egyptian counter part ENMC would pitch in with balance equity in the JV. ENMC will supply Rock Phosphate for the project and IFFCO will buy the entire phosphoric acid. This will lend stability to the international prices of phosphoric acid.

A second Phosphoric Acid Plant in Kutch district, Gujarat with a capacity of five lakh tonnes P2O5 per annum will be set up. This Plant will be wholly owned by IFFCO.

The two Phosphoric Acid plants are being executed as part of IFFCO’s strategy to achieve backward integration vis-à-vis vital ingredients for its DAP production capacities.

A DAP / NPK Plant, with a capacity of 18 lakh tonnes per annum will be set up in Kandla. The new facility with the latest know how will also be fully owned by IFFCO.

IFFCO is in advance stage of negotiations with a Government entity in Egypt to undertake rock phosphate mining. This venture will involve production of 20 lakh tonnes of rock phosphate per annum to feed the phosphoric Acid Plant facility in India.

The two phosphoric acid units, one DAP/NPK facility and rock phosphate mining will involve a total investment of US $ 800 million dollars.

And, US $ 200 million is being invested in IFFCO’s energy saving and expansion scheme. This will, eventually, result in subsidy savings worth Rs.800 crore per annum as the production costs of Urea would be pruned substantially.

IFFCO is targeting a debt equity ratio of 2:1 for the US $ 1 billion business plan. Negotiations have commenced with both domestic, foreign banks and financial institutions to tie-up the debt funds for the green field projects. About US $ 670 million will be raised in debt and the rest US $ 330 million would be mopped up towards equity.



KALOL UNIT –ISO 9001 (2000)

KALOL UNIT received ISO-9001 certification from Bureau veritas Quality International ( BVQI) in 1996. The same was recertified by BVQI for a period of three in 1999. Kalol unit is again recertified by BVQI for the updated new ISO standard ISO 9001 : 2000 in August, 2002. All the aspects of organisational activities are addressed to confirm the Quality Management standard requirement as per ISO 9001 : 2000 giving objectivity for continual improvement in operation and transperancy in dealings.



IFFCO's Urea IFFCO's Urea is not merely a source of 46% of nutrient nitrogen for crops, but it is an integral part of millions of farmers in India. A bag of IFFCO's urea is a constant source of confidence and is a trusted companion for Indian farmer.

When farmers buy IFFCO's urea, they know that what they get is not just a product but a complete package of services, ably supported by a dedicated team of qualified personnel. More importantly, they are aware that it is their own urea, produced and supplied by a cooperative society owned by themselves.

About Urea Urea is the most important nitrogenous fertilizer in the country because of its high N content (46%N). Besides its use in the crops, it is used as a cattle feed supplement to replace a part of protein requirements. It has also numerous industrial uses notably for production of plastics.

Specification of urea as per Fertilizer Control Order

Moisture % by weight, maximum 1.0 Total N % by weight (on dry basis) minimum

46.0

Biuret % by weight, maximum 1.5 Particle size 90% of the material shall pass through 2.8

mm IS sieve and not less than 80% by weight shall be retained on 1 mm IS sieve.

If urea is applied to bare soil surface significant quantities of ammonia may be lost by volatilisation because of its rapid hydrolysis to ammonium carbonate. The hydrolysis of urea can be altered by the use of several compound called urease inhibitors. These inhibitors inactivate the enzyme and thereby prevent the rapid hydrolysis of urea when it is added to soil. The rapid hydrolysis of urea in soils is also responsible for ammonia injury to seedlings if large quantities of this material placed with or too close to the seed. Proper placement of fertilizer urea with respect to seed can eliminate this difficulty.



IFFCO's NPK/DAP

As far as Indian farmer is concerned, IFFCO's NPK/DAP is not just a source of crucial nutrients N, P, K for the crops, but is an integral part of his/her quest for nurturing mother earth. The bountiful crop that results from this care is an enough reason for the graceful bags of IFFCO NPK/DAP bags to be an integral part of the farmers's family.

The two grades of NPK produced by IFFCO, 10:26:26 and 12:32:16, indicating the content of N, P, K proportion, are tailor made to supply the exact composition required for replinishment of the soil. The Indian farmer's confidence and trust stems from the fact that IFFCO's NPK/DAP are merely a part of a complete package of services, ably supported by a dedicated team of qualified personnel. More importantly, they are aware, IFFCO is a cooperative society owned by farmers cooperatives.

About DAP/NPK

Diammonium Phosphate

It is the most popular phosphatic fertilizer because of its high analysis and good physical properties. The composition of pure salt of DAP is N-21.19% and P205 -53.76%. Fertilizer grade DAP is 18:46:0.

NPK Complex Grades

NPK complex fertilizers produced at Kandla are DAP based grades. At present two grades Grade I - 10:26:26 and Grade II - 12:32:16 are produced. Granular NPK complexes are free flowing and do not pose any problem during handling and storage. However, exposure of material for long period to very high humidity may cause caking. Therefore, NPK complexes are bagged in quality tested HDPE bags to prevent ingress of moisture.

BIO – FERTILIZERSA biofertilizer unit was established at Cooperative Rural Development Trust, Phulpur (Uttar Pradesh) in 1996 - 97 and other at Kalol (Gujarat) in 2003-04 with an annual capacity of 75 MT and 165 MT respectively of different cultures such as Rhizobium, Azotobacter, PSM, Azospirillium and Acetobacter.



Ammonia Process

The plant is designed to produce 1100 tonnes of ammonia per day based on MW Kellogg steam reforming process. Original name plant capacity of the Plant was 910 tpa, which is upgraded to 1100 tpa in the year 1997 after Kalol expansion. Naphtha as well as natural gas is used as feedstock. Naphtha is prereformed in Pre reformer mainly to methane, hydrogen and CO2 and is further reformed in Primary reformer after mixing with natural gas. Natural gas is purified in the Desulphuriser and then mixed with steam and partially reformed in Primary reformer. The Pprimary reformer is supplied with associated gas and naphtha as process fuel. A mixture of gases, coming out from Primary Reformer, enters Secondary Reformer where stoichiometric quantity of air is introduced.

The gases leaving the Secondary Reformer contain nitrogen, hydrogen, carbon monoxide and carbon dioxide. These gases are passed through Shift Converters where most of the carbon monoxide gets converted to carbon dioxide. This converted gas is purified in an Absorber where carbon dioxide is absorbed in an aqueous MDEA (methyl diethyl amine) solution.

The MDEA (methyl diethyl amine) solution is regenerated in Strippers where carbon dioxide is stripped off and sent to urea plant. The gases are again purified in the Methanator where the remaining small quantities of carbon oxides are converted to methane. The gas after purification is a mixture of mainly nitrogen and hydrogen in 1:3 proportion. It is compressed and sent to Ammonia Synthesis Converter along with recycle gases.

Synthesis Converter is a single piece reactor. In Synthesis Converter nitrogen and hydrogen combine to form ammonia. The gases from the Synthesis Converter are cooled and recycled back to the compressor. The discharge stream of the compressor is passed through a train of coolers and chillers where ammonia is condensed over chillers and the unconverted gases from the Separator are sent to the Synthesis Converter which is of 3.19 m dia, 27.4 m high and weighs 255 t.

A small stream of gases being purged from the synthesis loop is sent to the Purge Gas Recovery Plant where hydrogen is recovered by cryogenic process. This hydrogen is recycled to the synthesis loop.

The separated liquid ammonia is purified by further flashing and it is then sent to Urea plant or to an Atmospheric storage tank, having 10,000 or 5,000 tonnes capacity.



Urea Process The 1200 tonnes per day Urea plant based on Stamicarbon Stripping Process, engineered by Humphreys & Glassgow, UK. was commissioned in January 1975. Urea plant was revamped to uprate its capacity to 1650 tpd in the year 1997. The main raw materials required for urea process namely, ammonia and carbon dioxide, are obtained from the adjacent ammonia plant.

Carbon dioxide first enters a Stripper in which it counter currently contacts the liquid product from the Autoclave. The liquid product from the bottom of the Stripper which is mainly urea solution, passes to the recovery section. Gases from the top of the Stripper enter Carbamate Condenser where ammonia and carbamate solution are also introduced

The ammonium carbamate solution, uncondensed carbon dioxide, ammonia and water vapours are introuduced into the Autoclave bottom. In the Autoclave, conversion of ammonium carbamate in to urea is achieved at 150 kg/cm2 pressure. Product from Stripper is let down to the Rectifying Column for recovery of small amount of unconverted ammonium carbamate. An additional LP condenser is installed in the plant for uprated capacity.

To unload the evaporators, Pre-eEvaporator is installed down stream of the Flash tank to concentrate urea solution to 82.6 %. The product urea solution is further concentrated in two Evaporators installed in series to produce molten urea which is pumped to the top of a Prill Tower having a total height of 71 metres, from where it is passed into a rotation Prill Bucket. Prills, formed in the Prill Tower, are collected at the base by Prill Tower Scrapper which transfers urea to a conveyor to Prill Cooling System.

In Fluidised Bed Prill Cooling System urea is fluidised on perforated plate, heat of hot prills is taken away by air and cooled to 55 deg C (max.). From here it is conveyed to Bagging Plant or to Urea Silo.



Kalol Expansion Project

The main objective of the expansion project was to increase the capacity of urea plant from 1200 tpd to 1650 tpd and ammonia plant from 910 tpd to 1100 tpd by removing bottlenecks and upgradation of technology. The expansion project was successfully completed and additional production has commenced from 31st August., 1997.

Major schemes implemented under the expansion project for energy conservation, uprating plant capacity and operational necessities are as below.

Urea plant revamp for uprating the plant capacity. Naphtha Pre-reformer system. Process air compressor revamp. MEA solution swap by aMDEA IN CO2 removal system . Syn. gas chilling. Replacement of cooling water pump back pressure turbine with efficient condensing

type. Natural gas booster compressor. Replacement of equipment / critical pipings. Conversion of Pneumatic Control System to Distributed Control System (DCS)



PRODUCTION OF BIO – FERTILIZERS

CORDET - PHULPUR & KALOL (Annual Capacity 75 MT & 165 MT) (Qty in MT)

STRAIN 2000-01 2001-02 2002-03 2003-04 2004-05Rhizobium 5.07 3.81 5.50 5.39 7.37Azotobacter 45.72 55.37 56.22 56.73 120.20PSM 51.80 72.07 71.17 71.24 172.77Azospirillium 0.01 0.37 0.34 3.14 8.36Aectobacter 0.00 0.00 0.00 0.00 30.43TotalProduction

102.60 131.62 133.23 136.50 339.13

CapacityUtilisation (%)

136.80 175.49 177.64 182.00 141.30



0

100

200

300

400

500

600

700

800

900

1/1/1900 1/2/1900 1/3/1900 1/4/1900 1/5/1900

YEAR

STR

AIN

Series11

Series10

Utilisation (%)

Capacity

Production

Total

Aectobacter

Azospirillium

PSM

Azotobacter

Rhizobium

DRY ICE /LIQUID CO 2

IFFCO Kalol unit has 6t/d dry-ice plant designed by Borsig, Germany. Liquid CO2 can be produced in dry-ice plant by liquifying gaseous CO2 received from ammonia/urea plants. plant has capacity to liquify 12 t/d CO2. The saturated CO2 gas from ammonia plant at about 0.16 bar and 60 deg C is cooled by washing in a direct contact cooler to condense the water vapour and washing off odour-forming organic impurities etc. The CO2 gas after washing in CO2 contact cooler is compressed dry cylinder compresor from 0.06 bar g to 40 bar g.

Alternatively provision is made to supply HP CO2 gas from final discharge of urea plant CO2 compresor at a pressure of 153 kg/cm2g and 120 deg C. HP CO2 gas is let down to a presure of 41 kg/cm2g and temperature of 35 deg C.

The CO2 gas from compressor discharge is saturated at 40 bar g and 40 deg C. Water vapour is removed from gas by passing the CO2 gas over an adsorbent bed of silica gel/amumina balls to dew point of -50 deg C. The trace quantities of odour forming



organic materials from the dry CO2 gas are removed by passing it through the activated charcoal bed.

The pure and dry CO2 gas is cooled and condensed by evaporating ammonia on the shell side of condenser. CO2 at 40 bar g and 0 deg C flows down to CO2 liquid storage tanks. The non condensable such as H2, N2 and CH4 are vented to atmosphere.

There is one 40 bar g CO2 liquid storge tank of 4.5 t capacity and two no. 22 bar g storage tank each of 17.5 t capacity. For sale of liquid CO2, liquid is letdown from 40 bar g tank to 22 bar g tank.

Dry-ice is a solid form of CO2 lqiuid. Liquid CO2 at 0 deg C is flashed into the top of snow tower, through expansion valve. CO2 liquid is cooled in the U tube of revert gas heat exchnger by flashed CO2 from snow tower to increase the "yield of snow" per pass. The snow formed inside the snow tower drops into the pressing chamber. piston presses the snow in the pressing chamber to make cylindircal dry-ice block of about 185 mm diameter and length 200 to 375 mm. the dry-ice blocks weigh about 8 to 15 kg depending on the length of the blocks. The blocks are wraped in craft paper and stored in an insulated storge to minimise the loss by evaporation during storage. CO2 gas formed in the snow tower passes to the shell of the revert gas exchanger and recycled for producing liquid CO2.

IFFCO acquires Paradeep DAP/NPK Unit 16th September, 2005 was another momentous date for the fertilizer cooperative major – IFFCO.In a historic deal – the largest ever in the industry; IFFCO acquired the DAP, NPK and phosphoric acid facilities at Paradeep in Orissa from Oswal Chemicals & Fertilizers Ltd.The deal was stuck between IFFCO and Oswals for a sale consideration of Rs 2180 crore that includes banks and financial institutions exposure of Rs 1915 crore.

The Paradeep facility includes a two million tonne capacity to produce both DAP and complex fertilizers annually. It also has a phosphoric acid plant along with railway siding facility.

The acquisition comes in the wake of the ‘VISION 2010’ of the organization which is geared up to take new challenges and opportunities in its stride. The facility will increase the complex fertilizer capacity of IFFCO by 2



million tones – strengthening its business, assisting its efforts to bring in more opportunities to serve the farmers of the country.

IFFCO convened a meeting of its Board of Directors on September 28 to approve the takeover. The move was welcomed by everyone and the Board congratulated the MD and the entire management of IFFCO for taking a swift action in this regard

Kalol Unit R& D Activities IFFCO Kalol unit has in house R & D set up established since the inception stage of the plant. The R & D laboratory was recognised by Department of Scientific and Industrial Research under Ministry of Science and Technology, Government of India, as in house R & D laboratory in 1985. Initially the R & D work was mainly to meet the plant trouble shooting requirement and for resolving corrosion and microbilological fouling problems in cooling water system. Presently R & D laboratory is working on the production of biofertilizers using area speific bacterial strains. Over a period of time, IFFCO have worked on the following R & D projects :

Value addition product in Urea fertilizer. Smooth change over of chromate to non chromate treatment for

cooling tower. Use of biotechnology for improvemnt of effluent quality. Use of urease enzyme for the sand consolidation of oil wells for ONGC. Corrossion and microbiological study of cooling water and MDEA

system.



Kalol Unit – Location

State Gujarat, India State Capital Gandhi Nagar, is about 18 Km from the plant site. Distance from New Delhi

912 Km

Distance from Mumbai 514 Km Nearest Airport Ahemdabad (About 25 Km. away from Plant) Railway Station Kalol (7 Km from the plant) Road Ahmedabad (25 Km from the plant)On Ahmedabad-Mehsana State Highway



(SH) Area under Plant 96 Hectares Area under Township 22 Hectares Temperature ( o C ) 45 (Maximum) in summer to 4 (Minimum) in winter. Rainfall (mm) 742 Longitude 72-31-40

Kalol Unit Milestones of Project Implementation



Performance Highlights 2004-05 Highest Production of Fertilizers(Previous Best 60.47 lakh tonne in 2002-03)

61.54 lakh tonne

Highest Production of Urea (Previous Best 36.85 lakh tonne in 2002-03)

37.14 lakh tonne


CommissioningAmmonia Plant Nov.05, 1974Urea Plant Jan. 31, 1975Dry Ice Plant Mar. 28, 1978Plant Expansion Aug. 31, 1997Commercial ProductionAmmonia Mar. 01, 1975Urea Apr. 01, 1975Dry Ice Plant Mar. 28, 1978Products Present Capacity in TPAAMMONIA 363000UREA 544500DRY ICE 1980LIQUID CO2 3960

32


Highest Production of NPK/DAP(Previous Best 23.62 lakh tonne in 2002-03)

24.40 lakh tonne

Highest Sales of Fertilizers(Previous best 60.54 lakh tonne in 2003-04)

64.64 lakh tonne

Sales of Urea(Highest Sales of 37.02 lakh tonne in 2003-04)

36.70 lakh tonne

Highest Sales of NPK/DAP(Previous best 23.52 lakh tonne in 2003-04)

27.94 lakh tonne

Profit Before Tax (Best PBT Rs.807.09 crore in 2002-03)

Rs.471.00 crore

Profit After Tax (Best PAT Rs.557.21 crore in 2002-03)

Rs.320.00 crore

Highest Turnover(Previous best Rs.6091.14 crore in 2002-03)

Rs.7224.00 crore

Plant Productivity(Previous best 1367 MT in 2003-04)

1511 MT per head

Marketing Productivity(Previous best 3345 MT in 2003-04)

3848 MT per head

Lowest Product Inventory(Previous lowest 5.09 lakh MT in 2003-04)

4.26 lakh MT

Lowest Composite Energy Consumption(Previous lowest 6.14 Gcal/ MT in 2003-04)

6.138 Gcal/ MT

Major Milestones (Records)

Produced highest ever 5.55 lakh tonne of Urea.



Despatched highest ever 5.57 lakh tonne of Urea.

Achieved lowest specific energy consumption of 6.343 Gcal/MT of Urea.

Produced highest monthly production of 53.6 thousand tonne of Urea in the month of October, 2004.

Twelfth million tonne of Urea production was achieved on 9.11.2004

.

Energy Saving Schemes Project

IFFCO has embarked upon an ambitious Energy Saving Project (ESP) for its five Ammonia Plants located at Kalol, Phulpur-I, Phulpur-II, Aonla-I and Aonla-II at a total



cost of Rs. 405 crore. October 2003 was declared as Zero date of the Project. M/s. HTAS, Denmark and M/s PDIL, Noida, were appointed as Consultants for Basic Engineering and Detailed Engineering respectively. The Energy Saving Schemes were identified by M/s. HTAS, Denmark, after carrying out a detailed study of all the five Ammonia Plants. The Project was bifurcated in to two parts as Phase-I and Phase-II for ease of implementation and to facilitate accrual of early benefits.

Phase-I Energy Saving Schemes Project have been implemented in the Annual Turn around of 2005 in all the Ammonia Plants. Phase-II Schemes shall be implemented in Annual Turn around of 2006.

Considering the October 2003 as zero date, Phase-I Energy Saving Schemes Project have been commissioned in the shortest period of 17 months.

Stoppage of Naphtha and Fuel Oil Usage at Kalol Unit

To meet the targeted Urea production of 5.545 lakh MT at Kalol, about 55934 MT



Naphtha and 20320 MT Fuel Oil (FO) were consumed in the year 2004-05. From July 2005, the Unit is completely based on NG/RLNG. Usage of R-LNG in place of Naphtha/FO has reduced the cost of production.

Total stoppage of Naphtha/FO and its replacement by RLNG shall reduce the Government subsidy @ Rs. 7 crore per month amounting to about Rs. 84 crore per year.

Kalol Unit : Records and Achievements



Achievement Ammonia Urea

Highest production

For a Day 1150 (22-12-1997) 1806 (17-11-2002)

For a Month 34182 (Aug-1999) 53570 (Oct-2004)

For a Year 346244 (1998-99) 554507 (2004-05)

Lowest Specific Energy

For a Month 8.829 (Jun-1984) 6.120 (Jan-2005)

For a Year 9.163 (2004-05) 6.344 (2004-05)

Highest On-stream days 355 (1991-92) 338 (1995-96)

Highest Despatches

For a Day 2078 (20-09-2003) 5223 (01-08-2000)

For a Month 25009 (Sept-2003) 61040 (July-1999)

For an Year 90989 (1980-81) 556504 (2002-03)

Kalol Unit – Performance

Particulars Units 2000-01 2001-02 2002-03 2003-04 2004-05 Ammonia PlantProduction '000 t 303 322 315 322 342Cap. utilisation % 83.51 88.71 86.67 88.57 94.20



Sp. Energy G cal / t 9.776 9.424 9.585 9.440 9.163Onstream Days No. 326 332 325 337 344Urea PlantProduction '000 t 488 550 538 480 555Cap. utilisation % 89.59 101.06 98.82 88.08 101.84Sp. Energy G cal / t 6.762 6.520 6.627 6.597 6.344Onstream Days No. 305 329 323 292 337Dry Ice PlantProduction t 130 77 83 69 22Liquid CO2Production t 2880 662 1009 1341 784

Quality Control

IFFCO Kalol is conscious about quality of it's inputs and products. A special quality control cell has been established with the state of the art testing facilities. All the raw materials and consumable used in the process are tested against the specifications/ standards laid down.Samples are drawn from various points from the urea/ammonia manufacturing process to optimise output efficiency, minimise losses and to achieve consistency in the product



quality. Special care is taken for analysing packing materials and strict quality control is exercised in accepting the same. Quality control cell has got microprocessor controlled gas chromatographs, HPLC with ion analysers, ppm gas analysers, flame photometer, mettler balances, tensile strength testers and complete set of instruments for environmental and stack analysis. Quality of product at destinated points is reconfirmed by sampling and testing. Sample drawn by field staff are analysed by quality control cell an feed back is given to field staff.It is always ensured that IFFCO product are well within the norms specified under Fertilizer Control Order (FCO).



MARKETING DIVISION AS DISTRIBUTED BY IFFCO

MARKETING DIVISION



ZONAL OFFICE ZONAL OFFICE ZONAL OFFICE ZONAL OFFICE ZONAL OFFICEN.CHANDIGADH N.LUCKNOW E.KALKATTA WEST BENGAL

S.BANGLORE

STATE OFFICE STATE OFFICE STATE OFFICE STATE OFFICE STATE OFFICE

AREA OFFICE AREA OFFICE AREA OFFICE AREA OFFICE AREA OFFICE

. Retention Pricing Scheme (RPS )

The fertiliser prices in India are regulated by the state to make them more affordable to the Indian farmers majority of whom are poor. Retention Pricing Scheme is the mechanism by which the government of India attempts to compensate the fertiliser producers in lieu of keeping the fertiliser prices stable. A reasonable return on networth is also assured to the fertiliser producers in this mechanism. Thus, the twin objectives of



increasing indigenous production and encouraging consumption of fertilisers are sought to be achieved.

The RPS was first introduced for nitrogenous fertilisers in November, 1977. This was extended to complex fertilisers in Feb 1979. Single Super Phosphate (SSP) was brought under the gambit of RPS in 1982.

Under this scheme, each fertiliser unit is awarded an ex-factory price based on the prescribed norms. The norms are fixed with respect to capacity utilisation and also consumption of inputs. This ex-factory price is referred to as Retention Price. A post-tax return of 12 per cent on networth is provided as a reasonable return in this mechanism.

The difference between the retention price and the state controlled fertiliser price to the farmer is paid back to the manufacturer as subsidy. Transportation costs are also compensated based on equated freight computed on a normative basis. Thus, the RPS scheme provided an elegant means of subsidising farmers through fertiliser manufacturers to ensure conducive environment for both production and consumption. Since subsidy was an integral part of the scheme, substantial outflows were involved from the government. During the early nineties, the country faced acute resource crunch, which among other reasons, was attributed to subsidy burden. This had led to fresh policy initiatives with major

PROMOTIONAL ACTIVITIES

AGRICULTURE EXTENTION PROGRAMMES ARE INTERNAL PART OF IFFCO’S MARKETING EDUCATIONAL PROGRAMMES ARE CONDUCTED BY THE FIELD PERSONAL UNDER THE ABLE GUIDANCE OF AREA/ STATE / ZONAL AGRONOMIST/ SOME OF THE PROGRAMMES UNDERTAKEN ARE


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PROGRAMMES TO PROMOTE BUINCED USE OF FERTILIZERS VILLAGES ADOPTION PROGRAMMES FOR BRINGING ALL

AROUND SOCIO- ECONOMIC DEVELOPMENT FARMERS TRAINING OF VARIOUS AGRICULTURE

INSTITUTES SOIL TESTING

THE FARMER EDUCATION PROGRAMMES OS IFFCO ARE BROADLY CLASSIFIED

DEMONSTRATIONS FIELD PROGRAMMES SEED MULTIPLICATION VILLAGE ADOPTION

Marketing Central Office, New Delhi

Mr A. Roy General Manager [email protected]. D. Bhattacharyya General Manager (P&A )/ HRD [email protected]. K K Verma Jt. General Manager (F&A) [email protected]

North Zone



Mr P S Sidhu Zonal Manager (North) [email protected] S S Panwar State Mktg. Manager ( Haryana) [email protected] R K Chordia State Mktg. Manager ( Rajasthan) [email protected]. S.S. Lehal State Mktg. Manager ( J & K) [email protected]. R.S. Yadav State Mktg. Manager -Uttaranchal [email protected]

North Central Zone Mr S K Tyagi General Manager (Marketing) [email protected] T P S Tomar State Mktg. Manager ( UP) [email protected]

Mr D V Singh State Mktg. Manager ( Bihar) [email protected] G K Choudhary State Mktg. Manager ( Jharkhand) [email protected]

West Zone Dr S P Shukla General Manager (Marketing) [email protected] B L Mania State Mktg. Manager ( Gujarat) [email protected] C B Mishra State Mktg. Manager ( MP) [email protected] S S P Dwivedi State Mktg. Manager ( Chhattisgarh)) [email protected]. K.G. Wankhede State Mktg. Manager ( Maharashtra) [email protected]

East ZoneDr D P Patra Zonal Manager (East) [email protected] Indrajit Putatunda State Mktg. Manager (Assam) [email protected] S K Samantaray State Mktg. Manager ( Orissa)) [email protected]

South Zone Dr C S Rao Jt.General Manager (Mktg) [email protected] S Govindarajan State Mktg. Manager ( Tamilnadu) [email protected] P Subhash Babu State Mktg. Manager ( AP) [email protected] Tomgee Kallingal State Mktg. Manager ( Kerala) [email protected] K T Manjunath Sr Manager (Mktg) [email protected]

IFFDC



Dr. P S Marwaha Jt.GM (Mktg)& Chief Exe IFFDC [email protected]

All India Share of IFFCO (Quantity

in '000 Tonnes)

2004-05 2003-04 2002-03 2001-02 2000-01 99-00 98-99 97-98 96-97 95-96 94-95N ALL

INDIAProdn. 11333.2 10633.9 10507.6 10689.5 10942.8 10873.2 10477.3 10083 8592.3 8768.8 7944.3Cap. Util.

92.6%87.0% 86.6 % 88.3% 92% 98.2% 99.2% 93.2% 98.5% 91.0%

IFFCO Prodn. 2070.8 1977.4 2060.2 1911.6 1879.3 1807.5 1843.6 1497 1019.5 1012.0 1006.7



Cap. Util.

101%98% 102.0 98% 100.0% 109.0% 115.0% 112.0% 106.9% 117.2% 116.6%

Share 18.3% 18.6% 19.6% 17.9% 17.1% 16.6% 17.6% 14.8% 11.9% 11.5% 12.7%

P2O5 ALL INDIA

Prodn. 3996.8 3630.8 3907.4 3835.2 3734.2 3404 3181.2 3058 2559 2593.5 2562.6Cap. Util.

72%66% 74.7% 75.9% 77.8% 90.5% 95.0% 87.1% 90.7% 90.9%

IFFCO Prodn. 938.4 832.7 949.2 793.3 664.2 708.8 500 478 350.427 360.634 377.214

Cap. Util.

103%101% 115% 109% 118.0% 126.0% 162.0% 154.5% 113.4% 116.7% 122.0%

Share 23.5% 22.9% 24.4% 20.7% 17.7% 21.1% 16.3% 15.6% 13.7% 13.9% 14.7%TOTAL ALL

INDIA Prodn.15330.0

14264.7 14415.0 14524.7 14676.9 14277.2 13658.5 13141 11151.3 11362.3 10506.9IFFCO Prodn. 3009.2 2810.1 3009.4 2704.9 2543.5 2516.3 2343.6 1974.5 1369.9 1372.6 1383.9

Share 19.6% 19.7% 20.9% 18.6% 17.3% 17.6% 17.2% 15.0% 12.3% 12.1% 13.2%

Annual Consumption of Major Inputs

Item Unit 2001-2002 2002-03 2003-04 2004-05 Natural Gas MMSM3 150 130 115 62Associated Gas MMSM3 72 79 71 64



R-LNG MMSM3 0 0 0 153Naphtha MT 87415 96045 117181 55934LSHS MT 39195 45197 42285 42162Caustic Soda (46%)

MT 452 312 270 263

HCL (31%) MT 11197 11087 10762 11432Sulphuric Acid (98%)

MT 51 34 29 32

aMDEA MT 17 14 17 17

Prices of IFFCO's Fertilizers

(Applicable only within India)(Indian Rupees Per Tonne w.e.f 28-02-2002)

UREA NPK DAP MOP

N-

46% 10-26-26 12-32-16 18-46-0 K-60%



M.R.P. 4830 8360 8480 9350 4455 Local Taxes Extra, where ever applicable.



BANKING SERVICES

LOAN SCHEME

Purpose To purchase consumer durables/house-hold articles, to meet the marriage expenses, other family expenses, etc.

Eligibility Permanent employees who are confirmed in the services of Govt. Departments, Reputed Corporates / Business Houses, Recognised Educational Institutions, etc. Whose age is below 54 years.

Loan Quantum

6 times of the gross salary as per latest salary bill with a maximum of Rs.2,00,000/-.

Security Lien over Salary, Bonus and other emoluments.

Primary :Hypothecation of assets created out of the loan proceeds in case loan is sanctioned for purchasing Consumer Durables/House-hole articles.Suitable third party guarantee, if necessary.

Collateral :Obtention of collateral security need not be a prerequisite.

Guarantee : If the employer does not undertake to



deduct and remit the instalment or the instalment is not deducted from the salary account maintained by the branch, suitable guarantee from two worthy persons should be obtained.

Pre-requisite

1. Proof of income and certificate from the employer for the take Home Salary.2. Undertaking from the employer to deduct and remit the instalment amount from the salary of the staff every month when the employer is agreeable for the same.

Repayment Maximum of 60 EMI, while fixing repayment, take home salary of the employee, the remaining period of service, etc., should also be taken into account so as to ensure that the loan amount is recovered within the period of service of the applicant.



ANYWHERE BANKING

Particulars TMB Silver TMB Gold TMB Platinum TMB Diamond TMB Premium SB

Minimum Balance

Rs.10000/- (Monthly Avge)

Charges for Non Maintenance Rs.250/- Per Month.

Rs.50000/- (Monthly Avge)


Rs.3,00,000/- (Monthly Avge)


Rs.10,00,000/- (Monthly Avge)


Rs.5000/= (Qtly Avge)

Charges for Non Mainten- ance Rs.200/- Per Quarter.

Cheque Issue

50 Cheque leaves free of cost.Subsequent Cheques Rs.2/- Per Leaf.



FREE




IFFCO UNVEILS US$ 1 BILLION INVESTMENT PLAN

Indian Farmers Fertilizer Cooperative Ltd. (IFFCO), world’s largest fertilizer cooperative has decided to embark on a US$ 1 billion investment plan to ramp up domestic fertilizer production capacity and achieve savings in energy consumption in its Ammonia – Urea Plants.

Revealing details to the media Shri Surinder Kumar Jhakhar, Chairman, IFFCO said that as a result the fertilizer production capacity of IFFCO will increase to 86 lakh tonnes per annum from the present 61 lakh tonnes. IFFCO has targeted fertilizer production of 100 lakh tonnes in the medium term. These investments will also ensure backward integration for assured supply of phosphoric acid, one of the major raw materials.



PROFIT& LOSS ACCOUNTFOR THE YEAR ENDED 31 ST

MARCH- 2005

SCHEDULE YEAR ENDED 2005 YEAR ENDED 2004Rs IN LAKHS Rs IN LAKHS

INCOME FROM OPERATION

SALES 409760.12 376339.26SUBSIDY FROM GOVT OF INDIA 312642.79 216617.64

OTHER REVENUE 14 26819.11 27235.97INCREASE/DECREASE IN STOCK 15 14182.08 15888.48

735059.94 603304.41

LESS:COST OF OPERATIONCONSUMPTION OF R.M &STORES

RAW MATERIALS 497699.03 393366.97STORES & SPARES 6857.29 4669.31

CHEMICALES& CATALYSIS 2101.76 2062.67PACKING MATERIALS 13098.84 9603.66

POWER, FUEL& WATER 45997.68 41882.82565754.6 451585.43

LESS:STOCK TRANSFER FORSELF CONSUMPTION 8776.63 558957.97 14834.60 436750.83

PURCHASES:SEEDS & CHEMICALS 544.47 471.36

UREA & DAP 15041.38 15585.85 3369.64 3841.00EMPLOYEE'S REMUNERATION & 16 26810.46 25666.11

BENEFITOTHER EXPENSES ON MANUFAFADMINISTRATION &DISTRIBUTION 17 68666.72 63356.47

INTEREST 18 3401.72 4112.19DEPRICIATION 16759.14 18401.69

PRIOR PERIOD ADJUSTMENT 19 213.78 93.6687968.08 552034.69

PROFIT BEFORE TAXPROVISION FOR TAXATION:

CURRENT 15367 16150EARLIER YEARS 179 2717.94

DEFFERED 417.98 15128.02 564.84 18303.10



31963.84 32966.62PROFIT AFTER TAX

PROFIT TRANSFERRED TOCAPITAL REPATRIATION FUND 126.2 126.2

DIVIDEND EQUALISATION FUND 2000 7500CONTRIBUTION TOWARDS APPR 10 2136.20 100 7726.20

OVED DONATION

NET PROFIT-AS PER MULTISTATECO-OPERATIVE SOCLETLES,ACT

2002 29827.64 25240.42



BALANCE SHEETAs on 31/3/2004-05

SCHEDULE AS AT 31/3/2005 AS AT 31/3/2004SHAREHOLDER'S FUND 1 42122.85 45701.3SHARE CAPITAL 8.1 889.11SHARE APPLICATION MONEYRESERVES AND 2 287984.3 330115.25 264768.23 310958.64 SURPLUS

LOAN FUNDSSECURED LOANS 3. 14505.55 70337.21UNSECURED LOANS 50203.55 64709.10 29055.63 99392.84DEFERRED TAX LIABILITY 42125.38 42543.36TOTAL 436949.73 452894.84

APPLICATION OF FUNDSFIXED ASSETS 443556.7 438556.65GROSS BLOCK 241116.67 225454.45LESS:DEPRITIATION 202439.03 213103.2NET BLOCK 13623.36 216062.41 4127.36 217278.58 0CAPITAL WORK IN 69073 69508 PROGRESSINVESTMENTSCURRENT ASSESTS,LOANS&ADVANCESINVENTORIES 93150.65 102056.05SUNDRY DEBTORS 32459.94 46946.1CASH AND BANK BAL. 19910.28 11338.45LOAN AND ADVANCES 114877.67 98060.45LESS;CURRENT LIABILITIES 260396.54 256402.05AND PROVISIONSCURRENT LIABILITIES 93381.28 75719.38PROVISIONS 17102.94 14524.38

110484.22 80243.77NET CURRENT ASSETS 149914.32 166158.28MISCELLANEOUSEXPENDITURE

VOLUNTARY 1900RETIREMENTSCHEME EXPENSES

TOTAL 436948.73 452894.84



MANAGEMET

The Representative General Body ( RGB) which is the General Body forms the supreme body that guides the various activities of IFFCO. The RGB consists of :

Members of the Board of Directors.

One delegate from each of the Member Societies holding shares of the value of Rs.100 thousand and above; such delegate shall be as per the provisions of the Multi-State Cooperative Societies Act/Rules as amended from time to time;

Delegates to be elected from amongst the representatives of Member-Societies (other than Members holding shares of the value of Rs.100 thousand and above) in each State/ Union Terriotory at the rate of one delegate for every 200 societies or part thereof. However, the maximum number of such delegates from any State / Union Territory shall not exceed 25. Such elected delegates shall be as per the provisions of the Multi-State Cooperative Societies Act/ Rules amended from time to time.

The BOARD OF DIRECTORS of IFFCO carry out all functions as specified under the Multi-state Cooperative Societies Act/Rules. The Board of Directors frame policies, direct the various activities of the Society, and under take any other activities conducive to overall growth and development of Societies. The Board is headed by the Chairman.

The Managing director of the Chief Executive of the organisation with responsibilities for general conduct, supervision and management of day to day business and affairs of IFFCO. The Finance Director oversees the financial aspects and the Marketing Director looks after the marketing functions of IFFCO. These three functional directors are assisted by Senior Executives who are experts in various desciplines.


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DESIGNATION Name Designation E-mail Mr. K. L. Singh Executive Director [email protected]. A.K.Sinha General Manager [email protected]. H. D. Mistry Jt.General Manager (Maint.) [email protected]. M.R. Patel Jt.General Manager (Tech.) [email protected]. A. K. Singh Jt.General Manager (P&A) [email protected]. Shamsher singh Jt. General Manager (Prod.) [email protected]



Head of the Kalol Unit

Mr.K.L.Singh, Executive Director

Executive Director, the chief executive of Kalol unit is responsible for overall Management of the unit. Mr. K.L.Singh gratuated in Mechanical Engineering from Bihar College of Engineering, Patna in the year 1970. He has wide experience in Project Planning, Construction, Opeartion & Maintenance of Fertilizer Industry at various levels. He joined IFFCO in the year 1979 at Phulpur Unit (Allahabad). Before joining IFFCO, he was associated with Bokaro Steel Limited and Bhilai Steel Plant in various capacities.

During his association with IFFCO he has widely travelled abroad for presenting papers at various National and International Symposiums. He had been to ICS, Senegal as technical expert to solve some of their chronic problems. He is a key technocrat to head a premier fertilizer unit.



IFFCO's Chief Executive Officer

Mr U.S.Awasthi

The Chief Executive Officer of IFFCO, designated as Managing Director, is vested with the overall responsibility of the affairs of IFFCO's day to day activities. Mr. Udai Shanker Awasthi is Managing Director of IFFCO since 1993.

Mr. Awasthi is an internationally renowned chemical engineer and has about four decades of experience which is completely dedicated to the fertilizer industry. Mr. Awasthi enjoys the unique distinction of serving private, public and cooperative sectors of the industry in India. He is acclaimed as a manager par excellence in India, particularly, in the area of project management. He has played crucial role in setting up a number of Ammonia-Urea, SSP and NPK/DAP projects in the country.

Ever since taking over as the Managing Director of IFFCO in February 1993, Mr. Awasthi has instilled new dynamism into IFFCO. He was the architect of "VISION 2000", a strategic road map for IFFCO, to make it a global leader in fertilizer production. The organisation has made rapid strides on all fronts under the aegis of this plan. New records and milestones were created in projects, production, energy conservation, environmental protection and sales. Four major expansion projects were completed and new grassroots projects in India and Joint ventures abroad are under implementation or in the pipeline. With the completion of Kandla-II on Aug 5, 1999, all the major projects of Vision 2000 have been achieved. A testimony of Mr. Awasthi’s project management skills are evident from the fact that these projects were completed without time and cost overruns. A hallmark of Mr. Awasthi’s tenure at the helm of IFFCO are the high levels of growth & and excellent financial results which are unsurpassed in the history of IFFCO. He was also instrumental in diversification forays of IFFCO such as IFFCO-Tokio



SENIOR EXECUTIVES Functional DirectorsManaging Director Mr. U.S. AwasthiMarketing Director Mr. D.K.BhattFinance Director Mr. Rakesh KapurSenior ExecutivesChief Vigilance Officer Mr Gian Singh [email protected] Executive Director (Technical)

Mr. V.K. Bali [email protected]

Executive Director (Transportation)

Dr. D.K. Shukla [email protected]

Executive Director (P & A and TSD)

Mr. S.K Mishra [email protected]

Executive Director (Market Planning)

Mr. B. D Singh [email protected]

Executive Director (Aonla) Mr. H.C Dave [email protected] Director (Tech) Mr. Subhash Chandra [email protected] Director (Kandla) Mr. S.P Yadav [email protected] Director (ICPL) Mr. M.M Raheja [email protected] Director (Kalol) Mr. K.L Singh [email protected] Director (CS&AM) Dr. G.N Saxena [email protected] key Officials


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INTRODUCTION OF PERSONNEL MANAGEMENT

Human resource or manpower is most valuable things

of any organization. We can define if as a lifeblood of any

organization functioning. We can utilize it properly or at

maximum possible extent to achieve organizational as well as

individual goals.

Human resource or manpower is assets of any

organization. Manpower management or personnel

management is related with the function of recruitment,

selection, promotion, demotion, transfer policy, wages and

salary administration, collective bargaining, union benefits

and other activities.

OBJECTIVE

Palph C. Davis has divided the objectives of the

personnel management into two categories.

1) Primary objectives:

Relate to the satisfaction of

community and social objectives.



Relate to the creation and

distribution of some goods and

services.

.

2) Secondary objectives:

The continuity of the enterprise.

The effective utilization of people

and materials in productive work.

The economic need, or usefulness

of the goods and services required

by the community / society.



GRADING SYSTEM AT IFFCO - KALOL

GRADE(OFFICER) BASIC PAY (RUPEES) TOTAL NUMBER OF INCREMENTS

Actual Increment MaximumB1 23750 600 28550 08C0 21500 500 26300 08D0 20000 500 25000 10E0 18500 450 23900 12F0 17500 400 22300 12F1 16000 100 20800 12G0 14500 350 18700 12G1 13500 350 18050 13G2 10750 300 16750 20H0 9100 250 14600 22

GRADE(WORKER) BASIC PAY (RUPEES) TOTAL NUMBER OF INCREMENTS

Actual Increment MaximumH1 8200 220 12380 19H2 7600 210 11590 19J0 7100 175 10425 19J1 6600 150 9450 19K0 6400 130 8870 19L0 6050 110 8360 21



L1 5650 100 7760 21MO 5300 90 7190 21N0 4900 80 6580 21

RECRUITMENT & SELECTION PROCEDURE

Recruitment and selection policy is to recruit and

promote most suitable person. Suitability of candidate is to be

judge by senior officer based on his

Academic qualification

Experience in and outside IFFCO

Nature of experience

Interview performance

Suitability for the post

Potential for future development

Engagement of APP:

Except graduate engineers, other

apprentices at unit level

GET to be absorbed “G2” as assistance

engineers

Dip. In engineering/ B.Sc (PCM) – Subject

to manpower requirements to be engaged as IFFCO

trainee for one year on successful completion of

trainings, to be absorbed in “L” grade as J2 tech/J2



opts. On probation for six months. No needs to

sponsor by EE. Age relation of 3 years.

ITI – to be engaged as IFFCO trainee for a

period of trainings on successful completion

trainings, to be absorbed in “L1” grade as J2

tech/J2 opts. On probation for six months. G2

subjects to availability of vacancies.

Charted accountant as FMT for one year

absorbed as AAO in gr. “G2” on probation for six

months.

B.Com. / M.Com. To be included as

trainees for 1 year and on successful completion of

trainings to be absorbed as accountant asstt. “L1”

(B.com) “L” (M.Com) on probation for six months.

G2 subjects to availability of vacancies.

MSW/MBA 2 year’s full time PG DIP. In PM.

May be included as trainee for one year on

successful completion of trainings may be absorbed

on asstt. In “J1” grade on probation for six month.

STRATEGIC GROUP: - PGDBM for XLRI,

TISS, PG form Delhi school of economic, Indian

institutes of managements may be included as

trainee (by campus selection) for one year. They

are absorbed as H1 grade on probation for six

months in discipline e.g marketing, finance, HR, p&a,

Tpt. etc.



TRAINING AND DEVELOPMENT

New employeea. Newly joined persons

Apprentice

Transferred form other units

New recruited officers

They required making familiar with plant, culture,

instruments, rules & regulation administration, and work

environment.

b. Skill developments

It is done for the person who is directly recruited

from collage of study. So they just have bookish knowledge

into practical work training is given.

Trainings for Existing employees

They develop skill among employee for new expansion,

developments of firm, projects works, medication,

change in process etc.

Redevelopments: it mean they are job of different

departments to a persons will go for instruments plants

etc. so this is the kind of redevelopments where the



person is being put in various departments. Purpose is

to make him perfects in every kind of activities. Which

makes him confident & would increase satisfaction & the

person does not get tier out his job.

Job relation: They rotate the person in their own

departments like example in personal departments

person working in welfare will be transferred to transport

of industrial

relation (IR). IR will look for other departments like

administrative work. So this way they get knowledge of

every department.

a) Lectures/ seminars:

b) Motivation

c) Communication

d) Leadership qualities

e) Team buildings

f) Group behavior

g) Ethics

h) Positive work culture development

i) Meditation

j) Health, Safety

k) First Aid

l) Yoga – Pranayam

m) Stress Management



PERFORMANCE APPRAISAL

It is done on yearly bases. In March & April of every

year they make performance appraisal.

It is divided in two categories.

1) H1 & above – officers: They do their appraisal

system.

2) H2 & below – workers: They do not have self-

appraisal system.

H1 & above:

In this system they have been given questionnaires,

which they have to fill up, by themselves.

For every question there are five options:

Outstanding: Extra work other than

normal job done by Employee.

Very Good: They do their work timely,

perfectly or before time.

Good: They take help of some body for

initiate then do their work.

Fair: They just do their own work. No

extra work done by them.

Poor: They do not work at all.



H2 & below:

Their superior or supervisor they have been given

questionnaires dose appraisal.

For every question there are five options:

Outstanding: Extra work other than

normal job done by Employee.

Very Good: They do their work timely,

perfectly or before time.

Good: They take help of some body for

initiate then do their work.

Fair: They just do their own work. No

extra work done by them.

Poor: They do not work at all.



PROMOTION

Competence to discharge the responsibility of each

job is the prime consideration for promotion to a post. The

judgment of the competence of an individual to discharge his

duties will be based on:

Academic performance

Experience in and outside

IFFCO

Nature of experience

Interview performance

Quality of post performance

His suitability for the senior

position post

His potential for future

development



DEMOTION / TRANSFER

In case, the employee is awarded punishment his

disability period shall be extended by the following period:

a) demotion / reduction in post/grade/pay - 2 years

b) Withholding of increments with or without

cumulative effect - 1 year

Seniority of demoted employee shall be recorded from

the original date of entry in the demoted grade not from the

date of demotion.

Employee brings outside influence in the matter

pertaining to his/her service will be debarred from

consideration from promotion for a period of one year from

the date of his eligibility.

Employee refuses to accept promotion, with the change

in the place of posting, will be debarred for promotion for 2

years.



LABOUR WELFARE SCHEME INPERF

IFFCO is a Multi State Cooperative Society

registered under Bombay Cooperative Societies Act (Act 7 of

1925) under Multi Unit Cooperative Societies Act 2002. Being

a Cooperative Society, the philosophy of the organization is

guided by the Cooperative principles for economic and social

betterment through self-help and mutual aid. IFFCO views its

human capital as a key source in achieving its vision of

becoming the global leader in fertilizer industry. In rapidly

changing business environment it has become even more

important to create a culture of high performance across the

organization, which can be achieved only with mutual care for

each other’s requirement. Apart from paying the best salary in

the fertilizer industry the Society has taken special care in

designing various needs of its human resource. The different

welfare schemes formulated by IFFCO are given herein

below.

VARIOUS SCHEME

Medical assistance scheme Housing facility House building loan scheme Conveyance advance scheme Canteen Iffco co-operative store Transport facility Education facilitys



Leave Travel Facility Maternity facility Cultural Activities

Employees provident fundFamily pension scheme



IFFCO lends a helping hand to earthquake victims of J&K

Indian Farmers Fertilizer Cooperative Limited (IFFCO), one of the significant players of India’s agricultural development revolution and globally acclaimed largest fertilizer cooperative has always been in the service of farmers and has catered to the needs and interests of the Nation. IFFCO has always undertaken a host of developmental activities not as a part of its ‘Corporate Social Responsibility’, but as its ‘National Duty’. IFFCO was terribly shaken by the worst ever earth quake which rocked Jammu & Kashmir region of India. IFFCO Kisan Sewa Trust has donated 11600 woollen jerseys worth Rs 10 Lakh to provide relief and assistance to the earthquake victims of Jammu & Kashmir. Expressing his sympathy at the loss of lives and devastation caused by earthquake Mr. Surinder Kumar Jakhar, Chairman, IFFCO said that IFFCO Kishan Sewa Trust has always stood by the farming community at the time of any any natural calamity and now also it has extended and helping hand to earthquake vicitims. Mr. U S Awasthi, Managing Director, IFFCO, said, “IFFCO has always been extending help hand at the time of any natural calamity and this time also IFFCO will take all possible measures to reach out to the grief – stricken”.

Whether it was giving a new home to the Gujarat earthquake victims or coming to the rescue of the Tsunami – struck people, IFFCO has always tried to be a source of strength and support in the face of calamity.



Cooperative Rural Development Trust (CORDET) IFFCO promoted Cooperative Rural Development Trust (CORDET) in the year 1979 to provide education and training to farmers on various aspects of crop production, horticulture, animal husbandry, farm machinery etc.

Land for CORDET adjacent to Phulpur plant of IFFCO was made available by Motilal Nehru Memorial Trust and CORDET has established Motilal Nehru Farmers Training Institute at Phulpur. At CORDET, Phulpur the training programmes are of one-six week duration, while at CORDET, Kalol training programmes of one-two weeks duration are held on different aspect related to farm production. Besides facilities for seed production and soil testing with an annual analysing capacity of 25000 soil samples are set up. IFFCO’s field staff collects the soil samples and forward them for its analysis. Farmers are communicated the results and they are encouraged to apply nutrients based on soil test. At CORDET, Phulpur a bio-fertilizer unit was established in 1996-97 with an annual capacity of 75 MT of different strains. Bio-fertilizers are sold through IFFCO’s Farmers Service Centres and Cooperative societies and also distributed to the farmers as one of the component of CIP.

Development work at Kandla was started from July, 1999. Total area of the farm is 74 ha. CORDET, Nellore has undertaken its activities on 54 ha area. Fencing in some area has been completed. Annual maintenance work was undertaken on plants such as eucalyplus, coconut etc. Propagation of mother plants for orchard of mango, sapota, gauva, etc. have also been done. The plants are progressing well. Under paddy cropping sequence, seed multiplication programme was undertaken. Water harvesting tanks have been developed along the slope of the farm and installed pump set to irrigate existing crops.



CORDET AT IFFCO KALOL

The Cooperative Rural Development Trust (CORDET) is a Charitable Trust registered under Indian Trust Act and at present having units at Phulput (Allabhad U.P.), in 1982,Patia (Anjar, Kutch, Gujarat) and Nellore (Andhra Pradesh), Kalol (Mehsana-Gujarat), The Trust is promoted by Indian Farmers Fertilizer Cooperative Limited, New Delhi, to provide training, assistance, financial or otherwise to rural people and to conduct research on Agriculture and related aspects. The broader aim of the Trust is to undertake the integrated rural development programme for the benefit of farmers. At Kalol Unit the following main activities are aimed out to fulfill the objectives of CORDET on limited basis in view of finance and personnel available.

Soil Testing - to advise farmers regarding judicious use of fertilizer for crops based on soil results.

Production and supply of Improved Seeds.

One Day /Three Days/ Weekly Training Campus to educate farmers and farm women in modern agriculture technology , dairying, animal husbandry and home science.

Rural Development Programme in the surrounding villages within the radius of 20 KMS.



INTEGRATED RURAL DEVELOPMENT PROJECT

In the vicinity of IFFCO Kalol Unit, IFFCO has initiated a Rural Development Project in a cluster of ten villages consisting of Dhanj, Jaspur, Tintoda, Dantali , Shertha , Arsodia, Ola , Saij, Tarapur and Palsana. The project envisages multi-dimensional agricultural development of these villages. Other promotional programmes include field demonstration, farmers meeting field day, crop seminars and special campaigns like soil testing , seed treatment, plant protection etc. Welfare activities like education, child care , social forestry, medical and veterinary check-ups, tailoring, embroidery and fruits & vegetables canning and preservation training programme conducted in the rural areas for village women for the purpose of self-



AFFORESTATION PROGRAMME

In pursuance of the national priority CORDET Kalol has taken up road side plantation work to conserve and maintain the ecological balance and pollution free atmosphere. One Kilometer is covered and more than 10,000 trees are planted along the State Highway passing through CORDET and IFFCO Establishments.

The programme was successfully implemented and monitored by CORDET. A forest nursery with a capacity to raise 10,000 seedlings per year has started since 1996-97 with an objective to distribute saplings to the surroundings farmers.



IFFCO Kisan Sewa Trust (IKST)

IFFCO had always been in the forefront of activities for the rescue of victims of natural calamities. Every year significant contributions, both monetary as well as in kind, are made by IFFCO along with separate contributions by the employees.

The death and devastation caused by the massive Earthquake in Gujarat, measuring 6.9 on Richter scale on Jan 26, 2001 followed by hundreds of tremors during Jan-Feb, 2001, has shaken the conscience of the nation. IFFCO's Kalol and Kandla units have launched large scale relief operations under the direct supervision of the Managing Director, who rushed to Ahmedabad within hours of the news of earthquake. All the personnel of IFFCO responded to the situation and devoted themselves during the next few months for the relief of victims. Simultaneously, Kandla unit, which was partially damaged was revived and production commenced within a short time.

The experience of Gujarat added a new dimension to the activities of IFFCO. In a country like India, where natural calamities are a regular feature, it is necessary to be prepared for such eventualities. In particular, the most vulnerable sections from rural parts such as farmers require special attention. This has led to the creation of a Trust i.e. Kisan Sewa Fund' which has been renamed as "IFFCO Kisan Sewa Trust"

OBJECTIVE OF THE KISAN SEWA TRUST A Relief Trust for the Welfare of the Victims of Natural Calamities

Kisan Sewa Trust Fund was created out of contributions from:IFFCOEmployees of IFFCOCooperative Societies and othersTOTAL

Rs 100 millionRs 10 millionRs 90 millionRs 200 million


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Principal Focus Areas The IFFCO Foundation has identified the following principal areas which need immediate attention: Cooperative Credit Development of PACS as financial intermediaries. Credit and Insurance Self-Help Groups and Micro Credit. Strengthening of Urban Credit Structure including Urban Banking System; Strengthening of Rural Credit Structure including Rural Banking System; Linkage of Credit and Insurance, specially the Kisan Credit Cards. Strengthening of PACS Cooperative Development Centre/Cooperative resource Centre; Developing PACS as Multipurpose Cooperative Societies; Cooperative Marketing, Value-addition, Agro-processing; Contract farming in Cooperative Sector; Natural Resource Management, Environment and Cooperatives. Appraisal and Monitoring of Cooperative Projects Sugar Projects under Sugar Development Fund (SDF); Projects of NCDC, NABARD, IDBI etc. Women Cooperatives, Women Empowerment and Youth Participation of Women in Cooperatives; Women Empowerment; Mainstreaming Youth and Disadvantaged in Cooperative System. Human Resource Development and Training Member Education on Cooperative Philosophy and Cooperative Principles; Awareness on Trade Regimes, Standardisation etc.; Development of Regional and International Cooperation; Research, Publications and Public Relations; Creation of Data Base on Cooperatives. Cooperative Legislation and Policy Suggesting Reforms in policy, legislative and administrative systems; Developing Collaborative Strategies between Government and Cooperatives; Civil Society, Good Governance, Code of Ethics in Cooperatives.



IFFCO Chairs in Universities In order to promote excellence in agricultural research and cooperative education in the country, IFFCO has established Professors' Chairs in Agricultural Universities and Cooperative Institutions. At present 16 Chairs are set up in different parts of the country. IFFCO Professors' Conferences are held periodically and action plans are discussed. The details of IFFCO Chairs are placed below :

Subject/Institution Location Set up inI. AgronomyPunjab Agricultural University Ludhiana August, 1980Jawaharlal Nehru Krishi Vishwa Vidalaya Jabalpur (Indore

Campus)January, 1982

Andhra Pradesh Agricultural University Hyderabad May, 1982Chandra Shekhar Azad University of Agriculture and Technology

Kanpur December, 1985

Tamilnadu Agricultural University Coimbatore December, 1985Bidhan Chandra Krishi Vishwa Vidyalaya Nadia, West

BengalApril, 1986

Sardar Vallabh Bhai Patel University of Agriculture & Technology

Meerut, Uttar Pradesh

September 2005

II. Soil ScienceGujarat Agricultural University Junagarh June, 1980Govind Ballabh Pant University of Agriculture and Technology

Pantnagar October, 1980

CCS Haryana Agriculture University Hisar March,1982Orissa University of Agriculture & Technology

Bhubaneshwar February, 1985

Rajasthan Agricultural University Bikaner, (Udaipur Campus)

April, 1981

III. Extension and CooperationUniversity of Agricultural Science Bangalore August, 1980Vaikunth Mehta National Institute of Cooperative Management

Pune December,1981

IV. Agro Economics



Kerala Agricultural University Vellanikkara May, 1995

V. Fertilizer TechnologyBanaras Hindu University Varanasi May, 1998

ENVIRONMENT THE PRIME CONCERN

Harmonious living with the nature is the call for the day as environmental degradation is sounding catastrophic alarms for all the living things on the earth. The message is crisp and clear. Gifts of nature needs to be preserved for our well being and for the survival of our progeny. This was and has remained the guiding principle of IFFCO. As a part of concern for environment , a number of pollution control equipment and systems were installed alongwith the main plant at the time of inception. Further, in keeping pace with the changing trends, IFFCO have implemented new schemes and technology to combat pollution. Quality of liquid effluent is continuously monitored before it is used for gardening within the plant as well as for irrigation by the farmers of nearby villages. Flamingoes, the migratory birds with fiery wings have found safe abode at solar evaporation lagoons during winter season. This conveys the quality of Environment Management system at IFFCO-Kalol. Ambient air quality is also monitored periodically at different locations of the factory premises. Green belt has been developed in and around the plant to keep the environment clean and one can feel that IFFCO-Kalol plant is in the garden.

ENVIRONMENTAL MANAGEMENT SYSTEM AT IFFCO KALOLIFFCO-Kalol unit has sound environment management system comprising of following features:

Facilities for effluent treatment Monitoring of environmental quality

Monitoring of final liquid effluent Monitoring of Air/process emission

Implementation of waste minimisation / pollution abatement schemes Lagoon for strong effluent - Phase III & IV Diversion of Syn gas compressor interstage separator drain to ammonia water

tank in urea plant Condensation of condensate stripper vent gases Installation of ammonia scrubber to scrub vent scrubber off gases. Dust collection system in Urea storage Silo Disc oil skimmer Non-Chromate based cooling water treatment Dust Extraction System for B&MH Plant



Well equipped laboratory and EPC cell Green belt development ISO 14001 Accrediction both for plant and township

Farmer Service Centres

West Bengal U.P. Uttranchal Rajasthan Punjab Orissa Closed wef 31.12.04 Maharashtra Madhya Pradesh H.P. Haryana Bihar



IFFCO Kalol develops an eco-friendly township .

With the ongoing global campaign against pollution, the Kalol (Gujarat) -based unit of the Indian Farmers Fertilizer Co-operative (IIFCO) has developed their township

as Eco-friendly Township. Right from the beginning, the main objective of IFFCO Kalol is to minimize the pollution level and to reduce quantity of the effluent and

maintain the same below the limits prescribed by statutory bodies. Various in-house modifications have been carried out to update the technology for waste minimization. Implementing on this policy various environmental measures are being undertaken but not limited to are provided below

: An in-house vermicomposting system, aimed at minimizing the hazards of

chemical fertilizers. Domestic waste is segregated into biodegradable and non- biodegradable waste at the source of generation. The management has provided specially designed dustbins to all residents of the township marked as ‘biodegradable waste and non-biodegradable waste. The biodegradable waste after partial decomposition is shifted to the vermibeds wherein special species of earthworms are utilized for further treatment of the waste. Composting is achieved through rotting, helped by addition of cow dung, moisture and temperature control or product rich in Nitrogen, Phosphorous, Potassium (NPK) is sieved and bagged and is made available to the horticultural section for farming and gardening purpose within the township and the plant.

The unit has also evolved a mechanism to utilize rainwater to cope with

depletion of the groundwater and sinking water. The system is set up to avoid air and land-based pollution for the conversion of 350 cubic meters per day of domestic and garden waste into organic manure at the IFFCO township.



IFFCO's JV Indo-Egyptian Fertiliser Company launched in Egypt

World' s premier fertiliser cooperative (IFFCO), in collaboration with EI Nasar Mining company (ENMC) launhed Indo Egyptian Fertiliser Company (IEFC ) in Egypt on 21st November, 2005 for setting up a state of the art Phosphoric Acid Project in at an estimated capital cost of US$ 325 million . The Project will be financed with the debt equity ratio of 70:30 . IFFCO is the major stakeholder with 76 percent in its equity participation while the balance 24 per cent will be held by ENMC.

Egypt's largest rock phosphate mining company will supply rock phosphate, the basic raw material for the Project while IFFCO will buy back the entire Phosphoric Acid thus produced for its DAP Plant at Kandla. After the first Board Meeting of the Joint Venture Company in Cairo, Sh. U.S. Awasthi, Managing Director, IFFCO, said that the necessary land for construction of the Project at Edfu near the rock phosphate mines has been allotted by the Aswan Governorate and the Project has been accorded Free Zone status by the general authority for Investments and Free Zones, Egypt.

He disclosed that discussions with International Financial Institutions for syndication of about US$ 220 million loan for the Project are in progress. He further informed that with the commissioning of the Project scheduled in early 2009, IFFCO will have assured supply of about one million tonne bulk Phosphoric Acid for its Kandla Plant.Sh. U.S. Awasthi said that Sh. Surinder Kumar Jakhar, Chairman of IFFCO has also been elected Chairman of Indo Egyptian Fertiliser Company



Share Holders Agreement for IFFCO- Chhattisgarh Power Ltd. (ICPL)

Share Holders Agreement was singed between fertilizer giant, Indian Farmers Fertilizer Co-operative Limited ( IFFCO) and Chhattisgarh State Electricity Board (CSEB) paving way for the incorporation of a Joint Venture Company named IFFCO Chhattisgarh Power Ltd. (ICPL). Agreement to this effect was signed by Shri U S Awasthi, Managing Director, IFFCO and Shri Rajib Ranjan, Chairman, CSEB, on 3rd Nov. 2005 at New Delhi. Earlier IFFCO had signed an MoU with Government of Chhattisgarh and Chhattisgarh State Electricity Board (CSEB) for setting up a Mega Power Project of 1000 MW in District Sarguja, Chhattisgarh.

Revealing details of the project Shri U S Awasthi, Managing Director, IFFCO & Shri Rajib Ranjan,Chairman, CSEB said that the estimated cost of the Power Project will be Rs. 4,500 Crores & the project financing will be on 70: 30 Debt- Equity pattern. IFFCO and CSEB will share the equity in the ratio of 74% and 26% respectively. The financial closure of the project is targeted to be achieved by December 2006. The project will start generating power from year 2010. CSEB will off-take up to ninety percent of power generated from the project. It is worth mentioning here that it is a pit head Thermal Power Project which shall provide livelihood opportunities to the people of under developed area of District Sarguja, Chhattisgarh

Shri U S Awasthi, MD IFFCO further added that IFFCO, under its expansion programme VISION 2010, has decided to make a foray in the field of power so as to provide another important input- Electricity to the farmers, apart from fertilizer & seeds.



OMAN PROJECT

With the Oman India fertiliser project attaining financial closure and being expected to be completed by 2005, both the countries are now looking forward to setting up similar joint ventures. OER reports

The Oman-India fertiliser project, which was first conceived in 1993, appears to be finally taking off with the project attaining financial closure. The US$969-million fertiliser is a joint venture (JV) between the government of Oman and Indian cooperative enterprises, Krishak Bharati Cooperative Limited (Kribhco) and Indian Farmers Fertlisers Cooperative .The project, christened as Oman India Fertiliser Company (Omifco), is expected to be up and running by March 2005. In the US$316.5 million equity of the JV, Oman Oil Company, a 100-per cent closed joint-stock company owned by the government of Oman, holds 50 per cent, while Kribhco and Iffco have 25 per cent stake each. The plant will be operated and maintained by Omifco, while technical and managerial services, and personnel will be provided by the Indian partners.Omifco has finalised agreements with the government of Oman for the supply of natural gas, which will be the feedstock for the fertiliser plant. It has also signed an agreement with the government of India for the guaranteed offtake of urea and with Iffco for offtake of ammonia.

The Oman-India fertiliser project is of great significance for both the countries, economically as well as politically. Economically, it was important to get the project off the ground as India is unable to meet its gas and energy requirements. Politically, it would be a boost to the bilateral relationship between India and Oman, which suffered minor setbacks recently due to the Dabhol fiasco and the problems related to Bharat Petroleum's Bina Refinery. After the Dabhol Power Company (DPC) in India's Maharashtra suspended power production following a rate dispute with the state electricity board, the gas imports from Oman for the Dabhol plant were put on hold. As for the Bina refinery, Oman was to play a major rolewith an equity stake, which is now a closed chapter looking



IFFCO TOKIO

We see ourselves as a "people's company"; our principal aim is to provide benefits for the common man who traditionally lacks knowledge and access to quality insurance products. To achieve this, we have leveraged the deep knowledge of IFFCO by studying 600 of the country's 602 districts before drawing up our business plan.

We closely follow the rigorous global financial standards of the Millea group, combining sound financial management with rapid growth. ITGI is the only private general insurance company in India to have made five consecutive years of profit. We are also one of the few to report underwriting profits within four years of operations.

We also believe in focusing on creative solutions to provide optimum service to our customers. We are the only company in the country to have a 100%-owned distribution channel to service our retail customers. Called IFFCO-TOKIO Insurance Services Ltd (ITIS), this subsidiary has 273 employees and is present in 68 cities. ITIS is an example of an indigenously developed best practice that will be replicated in other Millea Asia subsidiaries.

Innovation has also played a significant part in making us a dynamic industry leader both in India and globally. We are the first company in India to underwrite mega policies for a fertilizer and an automobile client. This comprehensive policy is based on international rates and optimizes the premium outflow for clients even as it offers a one-stop, all-risk cover.

OUR PERFORMANCE

Profitable growth: Our commitment to innovation and customer service has helped us consistently raise the bar on our performance. We strongly believe in profitable growth: Our rapidly reducing Earned Income Loss Ratio (EILR) is testimony to this



ITGI's sound financial management has been achieved in a period of fast-paced growth. Our gross written premium (GWP) has grown from Rs 58 million in 2000-01 to Rs 5 billion in 2004-05. Policy issuance growth has jumped more than 20 times between 2002 and 2004.

We have also consistently demonstrated our commitment to shareholder value: return on equity for 2004-05 was 14.72%, up from 9.58% the year before. Our unqualified audit reports reflect the rigorous, global standards of accounting.

ITGI voluntarily maintains strong institutional checks and balances. An investment committee of board members and senior executives scrutinizes all major investment decisions. An in-house audit committee audits all the branches and suggests ways to improve their functioning. Finally, there is an executive committee of senior management that monitors policy decisions. All these have ensured that ITGI has established a reputation for the highest standards of



corporate governance.

'Customized' satisfaction: Our bi-annual customer satisfaction surveys - another unique feature at ITGI -- indicates the speed and fairness in handling policy-holders' claims. This is backed by robust IT infrastructure that is robust enough to handle large volume of more than 3,00,000 documents. All ITGI's branches and distributors are networked. This not only enables a detailed and accurate analysis of the company's performance based on specific parameters, the web-based claim response system has enabled the speedy settlement of claims, achieving a 90% claim settlement ratio.



CONCLUSION

In the conclusion of this report, I can say that if it has very best opportunities for development on ethical basis it has wide scope for development

The company has to improve its product to survive in the market . though at present , the company is earning reasonable profit’ in future , it has a wide scope for development.

During my visit I found that company has adopted the policy of ethical business . So this type of company are needed for the development of the country.



BIBLIOGRAPHY

I have completed my report with the help of Mr .Vipul Sir and Mr Maulik Sir and my Brother Bhavesh prajapati.

Iffco magazine Iffco webside Iffco kalol branch Iffco reference Book Times of India


project of iffco

Documents

kalol unit kalol unit

iffco iffco cash award

cooperation kalol unit

different department

various department

project report

student of b

industrial visit