Contents

S. No. Chapter Page no.

1 Introduction 1
2 Construction 4
(measuring customer
satisfaction)
3 Company profile 7
4 Types of leave 15
5 Industry profile 16
6 Scope and importence 24
7 Conclusion 25
7 References 26

1
INTRODUCTION

2
 INTRODUCTION

Customer satisfaction, a term frequently used in marketing, is a measure of how products

and services supplied by a company meet or surpass customer expectation. Customer

satisfaction is defined as "the number of customers, or percentage of total customers,

whose reported experience with a firm, its products, or its services (ratings) exceeds

specified satisfaction goals." In a survey of nearly 200 senior marketing managers, 71

percent responded that they found a customer satisfaction metric very useful in managing

and monitoring their businesses. It is seen as a key performance indicator within business

and is often part of a Balanced Scorecard. In a competitive marketplace where businesses

compete for customers, customer satisfaction is seen as a key differentiator and

increasingly has become a key element of business strategy. Within organizations,

customer satisfaction ratings can have powerful effects. They focus employees on the

importance of fulfilling customers expectations. Furthermore, when these ratings dip, they

warn of problems that can affect sales and profitability. These metrics quantify an

important dynamic. When a brand has loyal customers, it gains positive word-of-mouth

marketing, which is both free and highly effective. Therefore, it is essential for businesses

to effectively manage customer satisfaction. To be able do this, firms need reliable and

representative measures of satisfaction. In researching satisfaction, firms generally ask

customers whether their product or service has met or exceeded expectations. Thus,

expectations are a key factor behind satisfaction. When customers have high expectations

and the reality falls short, they will be disappointed and will likely rate their experience as

less than satisfying. For this reason, a luxury resort, for example, might receive a lower

satisfaction rating than a budget motel even though its facilities and service would be

deemed superior in absolute terms. The importance of customer satisfaction diminishes

when a firm has increased bargaining power. For example, cell phone plan providers, such

3
as AT&T and Verizon, participate in an industry that is an oligopoly, where only a few

suppliers of a certain product or service exist. As such, many cell phone plan contracts

have a lot of fine print with provisions that they would never get away if there were, say, a

hundred cell phone plan providers, because customer satisfaction would be way too low,

and customers would easily have the option of leaving for a better contract offer.

There is a substantial body of empirical literature that establishes the benefits of customer

satisfaction for firms. A business ideally is continually seeking feedback to improve

customer satisfaction.

Customer satisfaction provides a leading indicator of consumer purchase intentions and

loyalty. Customer satisfaction data are among the most frequently collected indicators of

market perceptions. Their principal use is twofold:

1. Within organizations, the collection, analysis and dissemination of these data send a

message about the importance of tending to customers and ensuring that they have a

positive experience with the companys goods and services

2. Although sales or market share can indicate how well a firm is performing currently,

satisfaction is an indicator of how likely it is that the firms customers will make

further purchases in the future. Much research has focused on the relationship between

customer satisfaction and retention. Studies indicate that the ramifications of

satisfaction are most strongly realized at the extremes. On a five-point scale,

individuals who rate their satisfaction level as 5 are likely to become return

customers and might even evangelize for the firm. (A second important metric related

to satisfaction is willingness to recommend. This metric is defined as "The percentage

of surveyed customers who indicate that they would recommend a brand to friends."

When a customer is satisfied with a product, he or she might recommend it to friends,

relatives and colleagues. This can be a powerful marketing advantage.) Individuals

4
Construction (Measuring customer satisfaction)

Organizations need to retain existing customers while targeting non-customers. Measuring

customer satisfaction provides an indication of how successful the organization is at

providing products and/or services to the marketplace.

Customer satisfaction is measured at the individual level, but it is almost always reported

at an aggregate level. It can be, and often is, measured along various dimensions. A hotel,

for example, might ask customers to rate their experience with its front desk and check-in

service, with the room, with the amenities in the room, with the restaurants, and so on.

Additionally, in a holistic sense, the hotel might ask about overall satisfaction with your

stay. As research on consumption experiences grows, evidence suggests that consumers

purchase goods and services for a combination of two types of benefits: hedonic and

utilitarian. Hedonic benefits are associated with the sensory and experiential attributes of

the product. Utilitarian benefits of a product are associated with the more instrumental and

functional attributes of the product (Batra and Athola 1990). Customer satisfaction is an

ambiguous and abstract concept and the actual manifestation of the state of satisfaction

will vary from person to person and product/service to product/service. The state of

satisfaction depends on a number of both psychological and physical variables which

correlate with satisfaction behaviors such as return and recommend rate. The level of

satisfaction can also vary depending on other options the customer may have and other

products against which the customer can compare the organization's products.

Work done by Parasuraman, Zeithaml and Berry (Leonard L) [5] between 1985 and 1988

provides the basis for the measurement of customer satisfaction with a service by using the

gap between the customer's expectation of performance and their perceived experience of

performance. This provides the measurer with a satisfaction "gap" which is objective and

quantitative in nature. Work done by Cronin and Taylor propose the

5
"confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman,

Zeithaml and Berry as two different measures (perception and expectation of performance)

into a single measurement of performance according to expectation.

The usual measures of customer satisfaction involve a survey with a set of statements

using a Likert Technique or scale. The customer is asked to evaluate each statement and in

term of their perception and expectation of performance of the organization being

measured. Their satisfaction is generally measured on a five-point scale. Regardless of the

scale used, the objective is to measure customers perceived satisfaction with their

experience of a firms offerings. It is essential for firms to effectively manage customer

satisfaction. To be able do this, we need accurate measurement of satisfaction. Good

quality measures need to have high satisfaction loadings, good reliability, and low error

variances. In an empirical study comparing commonly used satisfaction measures it was

found that two multi-item semantic differential scales performed best across both hedonic

and utilitarian service consumption contexts. According to studies by Wirtz & Lee (2003),

they identified a six-item 7-point semantic differential scale (e.g., Oliver and Swan 1983),

which is a six-item 7-point bipolar scale, that consistently performed best across both

hedonic and utilitarian services. It loaded most highly on satisfaction, had the highest item

reliability, and had by far the lowest error variance across both studies. In the study, the six

items asked respondents evaluation of their most recent experience with ATM services

and ice cream restaurant, along seven points within these six items: please me to

displeased me, contented with to disgusted with, very satisfied with to very

dissatisfied with, did a good job for me to did a poor job for me, wise choice to poor

choice and happy with to unhappy with.

A semantic differential (4 items) scale (e.g., Eroglu and Machleit 1990) [9], which is a four-

item 7-point bipolar scale, was the second best performing measure, which was again

6
consistent across both contexts. In the study, respondents were asked to evaluate their

experience with both products, along seven points within these four items: satisfied to

dissatisfied, favorable to unfavorable, pleasant to unpleasant and I like it very much

to I didnt like it at all.

The third best scale was single-item percentage measure, a one-item 7-point bipolar scale

(e.g., Westbrook 1980). Again, the respondents were asked to evaluate their experience on

both ATM services and ice cream restaurants, along seven points within delighted to

terrible. It seems that dependent on a trade-off between length of the questionnaire and

quality of satisfaction measure, these scales seem to be good options for measuring

customer satisfaction in academic and applied studies research alike. All other measures

tested consistently performed worse than the top three measures, and/or their performance

varied significantly across the two service contexts in their study. These results suggest

that more careful pretesting would be prudent should these measures be used.

Finally, all measures captured both affective and cognitive aspects of satisfaction,

independent of their scale anchors. Affective measures capture a consumers attitude

(liking/disliking) towards a product, which can result from any product information or

experience. On the other hand, cognitive element is defined as an appraisal or conclusion

on how the products performance compared against expectations (or exceeded or fell

short of expectations), was useful (or not useful), fit the situation (or did not fit), exceeded

the requirements of the situation (or did not exceed).

7
COMPANY PROFILE

8
Village Asmoli, Tehsil Sambhal, Moradabad, Moradabad - 244001, Moradabad

Dhampur Sugar Mills incorporated in 1933 is engaged in manufacturing sugar, ethanol,

chemicals and plantation white sugar. The company is managed by Chairman

Mr.V.K.Goel.

In 1933, the company started with a production capacity of 300 TCD. Today the Dhampur

Group has a combined capacity of 39,500 TCD. Company also operates captive power

plant of 125 MV capacity.

Company?s R&D facility has successfully introduced various technologies namely

Fibrizors, Pressure Feeders, Fiber based single tandem, Pressure Evaporation System with

Falling Film Type Evaporator Bodies, Vertical Continuous Pans etc.

Dhampur Sugar is the first and the largest manufacturer of refined sulphurless sugar in the

India. Company captive power generation capacity is amongst the largest in India.

It has also emerged as the highest ethanol manufacturing capacity relative to its cane

crushing capacity, in the country.

9
Company s manufacturing facilities are located at Dhampur, Mansurpur, Asmoli and

Rajpura, all in Uttar Pradesh.

In 2010, Dhampur Sugar Mills acquired Dhampur Sugar Distillery Private Limited.

DSDPL become the wholly owned subsidiary company.

Products

Sugar Being pioneer in manufacturing of Sulphurless Refined Sugar, the company uses

Defeco Remelt Process in which the sugar, after it has crystallized, is melted all over again

and all the impurities are removed without the use of sulphur. The company also

manufactures Mill White Sugar.

Ethanol Ethanol is a product that is generated from sugarcane molasses and juice,

prepared by fermentation and distillation processes. Currently company produces 5%

ethanol blend. It has a manufacturing capacity of 270 KL per Day.

Chemicals Company produces chemicals with manufacturing capacity such as Industrial

Alcohol (170 KL/day), Extra Neutral Alcohol (60 KL/day), Carbon Dioxide (20 MT/day),

Acetaldehyde (50 MT/day), Acetic Acid (35 MT/day), Acetic Anhydride (15 MT/day) and

Ethyl Acetate (55 MT/day).

IRECTORS' REPORT

Your Directors are pleased to present their 79th Annual Report together with the

Company's audited accounts for the year ended 31st March, 2014

Subsidiaries and promoted company:

In accordance with the general circular issued by the Ministry of Corporate Affairs,

Government of India, the Balance Sheet, Profit and Loss Account and other documents of

the subsidiary companies are not being attached with the Balance Sheet of the Company.

The Company will make available the Annual Accounts of the subsidiary companies and

the related detailed information to any member of the Company who may be interested in
10
obtaining the same. The annual accounts of the subsidiary companies will also be kept

open for inspection at the registered office of the Company and that of the respective

subsidiary companies. The Consolidated Financial Statements presented by the Company

include the financial results of its subsidiary companies.

Public deposits:
Public deposits as on 31st March, 2014 stood at Rs. 29.63 crore as against Rs. 24.86 crore

as on 31st March, 2014. There were unclaimed deposits amounting to Rs. 1.04 crore

pertaining to 189 depositors as on that date. Out of these, depositors with deposits

aggregating Rs.0.04 crore have subsequently claimed/ renewed their deposits. However,

the balance amount of Rs. 1.00 crore still remains unclaimed.

Directors:

Shri Priya Brat, Shri M. P. Mehrotra, Shri Ashwani K. Gupta, Shri B. B. Tandon, Shri

Harish Saluja and Shri Rahul Bedi will be appointed as Independent Directors for a period

of five years with effect from 1st April, 2014 in compliance with the provisions of Section

149, 150, 152 and Schedule IV of Companies Act, 2013 .

Mr. Sandeep Sharma shall be appointed as Director of the Company w.e.f 15th June, 2014.

During the year Nomination by IDBI Limited in the Board was withdrawn and

accordingly Mr. M. K. Jain, nominee of IDBI Limited ceased to be Director of the

Company w.e.f 08th March, 2014. Mr. J. P. Sharma, has resigned from the Directorship of

the Company w.e.f 31st March, 2014.

Directors' responsibility statement:

Pursuant to Section 217 (2AA) of the Companies Act, 1956, your Directors confirm:

i) That the applicable Accounting Standards have been followed in the preparation of the

Annual Accounts;

ii) That the Directors have selected such accounting policies and applied them consistently

and made judgments and estimates that are reasonable and prudent so as to give a true and
11
fair view of the Company's state of affairs at the end of the financial period and of the

profit or loss of the Company for that period;

iii) That the Directors have taken proper and sufficient care for the maintenance of

adequate accounting records in accordance with the provisions of this Act for safeguarding

the assets of the Company and for preventing and detecting fraud and other irregularities;

iv) That the Directors have prepared the annual accounts on a 'going concern' basis.

M/s S. Vaish & Co., Chartered Accountants, Kanpur, and M/s Mittal Gupta & Co.,

Chartered Accountants, Kanpur, the Joint Auditors of your Company will retire at the

ensuing Annual General Meeting and being eligible are proposed to be reappointed.

The observations of the Auditors in their report read with the accounts are self

explanatory and therefore do not require further explanation. M/s S. S. Kothari Mehta &

Company, Chartered Accountants, New Delhi, Branch Auditors will retire at the ensuing

Annual General Meeting and being eligible are proposed to be reappointed as Branch

Auditors of the Meeraganj unit of the Company for the year 201415.

Corporate Governance:

In compliance with Clause 49 of the Listing Agreement with the stock exchanges, a

detailed Corporate Governance Report has been given elsewhere in this report, along with

the Management Discussion and Analysis report, which form an integral part of the

Annual Report.

A certificate from Shri Saket Sharma, FCS, confirming compliance with the conditions of

Corporate Governance as stipulated under Clause 49 of the Listing Agreement is attached

to this report.

Particulars of Employees:

In terms of the provisions of Section 217(2A) of the Companies Act, 1956, read with the

Companies (Particulars of Employees) Rules, 1975, as amended, the names and other

12
particulars of the employees are required to be set out in the Annexure to the Directors'

Report. However, as per the provisions of Section 219(1)(b)(iv) of the said Act, the Annual

Report excluding the aforesaid information is being sent to all the Company Members and

others enSugard thereto. Members interested in obtaining such particulars may write to the

Company Secretary at the Company's Registered Office.

Conservation of energy, technology absorption, foreign exchange earnings and

The particulars as required by the Companies (Disclosure of particulars in the Board of

Directors report) Rules, 1988, with regard to conservation of energy, technology

absorption, foreign exchange earnings and outgo are given in the Annexure.

We have audited the accompanying financial statements of Dhampur Sugar Mills Limited ('the

Company') which comprise the Balance Sheet as at 31st March, 2014, the Statement of Profit

and Loss and Cash Flow Statement for the year then ended and a summary of significant

accounting policies and other explanatory information.

Management is responsible for the preparation of these financial statements that give a true

and fair view of the financial position, financial performance and cash flows of the Company

in accordance with the accounting principles generally accepted in India including Accounting

Standards referred to in section 211(3C) of the Companies Act, 1956 ("the Act") [which

continue to be applicable in respect of Section 133 of the Companies Act, 2013 in terms of

General Circular 15/2013 dated September 13, 2013 of the Ministry of Corporate Affairs].

This responsibility includes the design, implementation and maintenance of internal control

relevant to the preparation and presentation of the financial statements that give a true and fair

view and are free from material misstatement, whether due to fraud or error.

Our responsibility is to express an opinion on these financial statements based on our audit.

We conducted our audit in accordance with the Standards on Auditing issued by the Institute

of Chartered Accountants of India. Those Standards require that we comply with ethical

13
requirements and plan and perform the audit to obtain reasonable assurance about whether the

financial statements are free from material misstatements.

An audit involves performing procedures to obtain audit evidence about the amounts and

disclosures in the financial statements. The procedures selected depend on the auditor's

judgement, including the assessment of the risks of material misstatement of the financial

statements, whether due to fraud or error. In making those risk assessments, the auditor

considers internal control relevant to the Company's preparation and fair presentation of

the financial statements in order to design audit procedures that are appropriate in the

circumstances. An audit also includes evaluating the appropriateness of accounting

policies used and the reasonableness of the accounting estimates made by

management, as well as evaluating the overall presentation of the financial

statements. We believe that the audit evidence we have obtained is sufficient and

appropriate to provide a basis for our audit opinion.

VISION

DSCL are committed to creating & nurturing an organization which fosters a culture of

entrepreneurship and risk taking. An organization driven by passion to excel and deliver

world class performance.

CORE VALUE & BELIEFS

DSCL's core values and beliefs are a reflection of its commitment to build a world class,

learning organization, striving for excellence in all its endeavors.

Customer Focus

Be sensitive to the needs of the customer; develop superior customer insight

Commitment to surpass expectations and deliver superior value

14
Innovation and Excellence

Strive to think differently and promote creativity

Make continuous improvement a way of life; drive excellence

People Development

Continuously improve and upgrade the skills and competencies of our people

Support people to realize their potential

Team work

Work closely as a cohesive, well-knit team

Inculcate a spirit of openness and collaboration

Relationships and Human Dignity

Value people and partnerships

Nurture understanding, compassion, trust and respect in all relationships

Social Responsibility and Ethics

Be a socially responsible corporate, addressing the needs of the community and

environment

Conduct business ethically

Maintain highest standards of personal integrity

Organizational Policies

DSCL believes in providing the overall comfort, social and intellectual comfort of all its

employees apart from regular wages and economic benefits available to employees under

legal provisions.

Leave Policy & Procedure

Leaves to be maintained through Sparsh (ESS) which is available with the HR.

All leaves will have be approved by the respective manager.

15
TYPES OF LEAVE:

1. Earned Leave (EL)

2. Casual Leave (CL)

3. Sick Leave (SL)

4. Leave without Pay (LWP)

Compensatory off

Eligible for a compensatory off if the employee has worked on his weekly off or

National & paid holiday.

Should be availed the same month or in special cases in the following month.

Employee Welfare and Other Schemes

1. Salary Advance Policy

2. Personal Loan Policy

3. Computer Subsidy Policy

4. Allotment of Company Quarters

5. Electricity Charges applicable to the residential colony

6. Conveyance Loan

7. Company Car Policy.

8. Mobile Facility to Officers Need Based

9. Children Education Subsidy

10. Mediclaim Policy, GPA Policy & Workmen Compensation Policy

11. Self-Development Scheme

12. Use of Company Vehicle

13. Company Guest House

14. Superannuation Scheme

15. Festival celebration

16
INDUSTRY PROFILE

Dhampur has a capacity to produce 1700 MT per day of refined sugar and 2200 MT per

day of sulphitation sugar. Dhampurs refined sugar is also sold in one and five kg.

consumer packs under the brand Dhampure Sulphurless Sugar

Dhampur Sugar Mills was the first company in India to manufacture sulphurless refined

Sugar. Dhampurs has the ablility to produce refined sugar both during the season wherein

the sugar from the sugarcane is first used to manufacture raw sugar and subsequently

refined to produce refined sulphurless sugar and in off-season when coupled with

cogeneration Dhampur can use raw sugar procured from outside to produce refined sugar.

COGENERATION CAPACITY 154.7 MWH and 35.6 MWH under commissioning

(80 MWH GRID INTERACTIVE)

BAGASSE, the residual fiber of sugarcane after crushing and extraction, is a valuable by-

product generated during the sugar manufacturing process. It has high calorific value and

is therefore used to generate steam and thereby electricity, which is a conventional thermal

alternative and eliminates emission of green house gases.

In 1994, Dhampur was the first sugar company in India to start eco-friendly cogeneration

at one of its units, with a low . outlay as compared to conventional power plants.

Conventionally, this was restricted to providing captive power in order to meet the energy

requirements of the sugar factory. However, Dhampur was one of the first to realize the

tremendous potential it had towards reducing the power deficit, by supplying to the grid,

thereby contributing to the bio-energy effort undertaken by the country.

An additional benefit of using bagasse is that it is a renewable source of fuel and does not

contribute to Greenhouse gasses as the sugarcane plantation consumes more carbon

dioxide than that generated in burning bagasse. Today, the Groups combined co-

generation capacity stands at 154.7 MWH with 80 MWH of grid interactive power and an

17
additional 35.6 MWH is under commissioning, and is expected to come on line by 31st

Jan 2014.

Dhampur was the first in the sugar cogenerater in the world to install and operate105

kg/cm2 boiler and turbine , which has increased efficiencies in bagasse usage and made it

perhaps the most efficient cogeneration unit in the world. Dhampur additionally installed

energy saving devices which would further increase bagasse savings. This saving would

enable the company to run its power plants without external bagasse purchases. Power

generation in non-sugar season as well, will result in consistent cash inflows.

Dhampur was the first sugar company in Uttar Pradesh, which was allowed export of

power under Open Access (during off-season), from 1st October, 2009, resulting in

higher realizations.

CAPACITY :

Ethanol - 300,000 liters Per Day

Rectified Spirit - 300,000 liters Per Day

Extra Neutral Alcohol - 150,000 liters Per Day

Special Denatured Spirit - 300,000 liters Per Day

Anhydrous Alcohol - 300,000 liters Per Day

Ethanol is a generic name for Ethyl Alcohol which can be produced by fermenting

sugarcane molasses or juice. It is a volatile, flammable and colourless liquid. Ethyl

Alcohol has three principle usages:

1. Portable Portable alcohol is used in varying ratios and blends in the production of

liquor. There are two main grades of portable alcohol and they are:

o a) Rectified Spirit or RS, which has a purity of 95%.

o b) Extra Neutal Alcohol is produced by redistilling RS and is used in the

production of portable
18
 2. Industrial Industrial Alcohol is produced by denaturing alcohol with bitterants

and thereby making it unfit for human consumption. This form of alcohol is called

Special Denatured Spirit.

3. Fuel Ethanol This grade of alcohol is also termed as Anhydrous Alcohol

Usage of ethanol-blended gasoline began in the late 1970s. Environmentally, the use of

ethanol blends has assisted in reducing carbon monoxide emissions. In the United States,

one out of every eight gallons of gasoline sold contains ethanol. Most of this ethanol is

purchased as blends of 10% ethanol and 90% gasoline, known as E10, and is used as an

octane enhancer to improve air quality.

In India we are presently using E5 that is, 5% ethanol blend with gasoline but a

government order for 10% blend is expected in the near future.

A SUGAR INDUSTRY PERSPECTIVE & ETHANOL PRODUCTION

Most sugar companies in India are evolving into integrated players as diversification into

distillery, ethanol and power has become possible. This has improved the demand for

molasses and ensures better economics.

The Government of India has made blending of 5% Ethanol in motor vehicle fuels,

compulsory all over India. This directive has provided sugar mills the opportunity to

implement forward integration.

A 5% ethanol blend on an all-India basis would require around 500 million liters. The

current installed capacity would be adequate to meet this requirement as also for E10

blend, even after fully meeting the requirement of the chemical industry and potable

sectors, as India is the second largest producer of sugar in the world.

1. Renewable source of energy

19
 2. Use Molasses which is readily available and is a by-product of the sugar

manufacturing process

3. Diversifies the Sugar Industry

4. Utilizes industrial installed capacity, improving the economy of the industry

5. Energy security, trade balance and risk reduction

6. Reduce use of gasoline and ensures less dependence on imports of oil

7. Market opportunity for agricultural crops

8. Rural economic development and boost to the agricultural sector

9. Environmental benefits (reduced carbon dioxide and carbon monoxide emission. It

does not contribute to the harmful greenhouse gasses)

10. Displaces dangerous and environmentally damaging components in gasoline, such

as benzene.

India presently has an installed capacity of over 3,000 million liters per annum but is

producing less than 50% of installed capacity.

Ethyl Acetate : 150 MT/day

Ethyl acetate is the ester of ethanol and acetic acid This colorless liquid has a

characteristic sweet smell (similar to pear drops) and is used on a large scale for use as a

solvent.

Carbon Dioxide : 20 MT/day

CARBON DIOXIDE (CO2) is a co-product of distillery fermentation house, recovered

and purified to 99.9%.

Liquid Bio Fertilizers : 500 liters per day

Organic Fertilizer : 33000 metric tonnes per annum

India has the potential to export to major Indian Ocean markets, due to freight

competitiveness with respect to key competitors, Brazil and Thailand. With EU exports
20
reducing by 4.5 million MT, world prices per MT of sugar are expected to 10 increase in

the range of USD 50 to USD 100 . This could potentially make exports more viable for

India. However, due to the increasing emergence of destination refineries, key markets are

importing greater share of raw sugar, and India's competitiveness for raw exports is

relatively lower as of today. Currently, India's competitiveness is higher in markets, where

share of white sugar imports as percentage of cumulative imports is higher. Going

forward, India would need to build the capability to produce raw sugar and refined sugar

of international quality standards, in order to leverage the export opportunity.

The target markets are estimated to import 10 million MT of sugar by 2017 . India would

be able to leverage this opportunity through productivity improvements and alignment of

cane and sugar prices in the domestic market. India's competitiveness can also be

increased by enhancing export infrastructure like loading rates and draft in Indian ports.

Since the current cost structure of the Indian industry is uncompetitive for exports, in case

of a large sugar surplus, the government could consider using WTO compliant subsidies to

enable exports while creating stability in the domestic market. The industry could also

explore ways of collectively sharing losses due to exports, if any, since exports would

enable lower stocks in the domestic market, thus benefiting both mills and farmers through

higher sugar realization.

the Indian sugar industry has commendably kept pace with the growing domestic sugar

demand. As a result, the Indian domestic market became the largest in volume; the sector

became the second largest sugar producing geography. Thus having established itself as a

key sugar producing geography, it now aspires for greater frontiers. The sugar industry

aspires to continue to service the domestic demand, while it also aims to enhance the value

addition from sugarcane by focusing on emerging by-products through integrated sugar

complexes. However, the entire value chain of the sector farm side, mill side and market

21
side is confronted by significant business and regulatory challenges. Many of these

challenges not only impact the sugar business but also impair the high potential

byproducts' businesses. The sector, thus, requires a comprehensive sector road map to

guide it towards achieving its potential. The study aims at drafting such a sector road map,

which will identify requisite business and regulatory initiatives for unlocking the sector's

potential over the next ten years. The sector road map 2017 will comprise business and

regulatory roadmaps. Business roadmap 2017 is guided by the sector's shared vision. It

aims at evaluating transformation opportunities, identifying business imperatives for

realizing the opportunities, incorporating learnings from other industries that have

undergone similar transformation and visualizing the appropriate policy environment.

Regulatory roadmap highlights regulatory modifications in prevailing sugar related

regulations for creating the required policy environment thereby facilitating the successful

implementation of the business roadmap. It also captures the status of sugar regulations in

key international sugar geographies. The regulatory roadmap also presents the

implementation plan, incorporating the prerequisites, risk mitigation measures and phases

of implementation for ensuring minimum adverse impact on the sector during the

transition period.

Sugarcane is primarily grown in nine states of India: Andhra Pradesh, Bihar, Gujarat,

Haryana, Karnataka, Maharashtra, Punjab, Uttar Pradesh and Tamil Nadu. More than 50

million farmers and their families are dependent on sugarcane for their livelihood. The

22
sugar industry caters to an estimated 12 percent of rural population in these nine states

through direct and indirect employment. Effectively, each farmer 19 contributes to the

production of 2.9 MT of sugar every year . In addition to farmers, an estimated 0.5 million

workers are directly employed as agricultural labour involved in cultivation and

harvesting. The sugar industry also supports diversified ancillary activities and skills that

support the local economy.The dependent population creates substantial demand for local

goods and services. In addition to the sugar industry's contribution to the rural economy, it

has significant social and economic impact for the nation as well.The sugar industry is a

green industry and is largely self sufficient in energy needs through utilisation of bagasse

for generating electricity and steam. In fact, the sugar industry generates surplus

exportable energy through cogeneration and contributes in reducing the energy deficit that

India is currently facing. The sugar industry is also the primary source of raw material for

the alcohol industry in India.

Sugar is produced in India primarily in nine major states. In 2006, the six states of Andhra

Pradesh, Gujarat, Karnataka, Maharashtra, Uttar Pradesh and Tamil Nadu produced more

than 1 million MT of sugar per annum each, with the three states of Bihar, Punjab and

Haryana producing less than 1 million MT of sugar. In 2006, these states accounted for 94

percent of the total sugar production in India with Maharashtra and Uttar Pradesh leading

with 27 percent and 30 percent of the total production.

The Indian sugar sector is composed of three distinct categories - public mills, private

mills and cooperative mills. Public mills account for around 6 percent of the total mills in

operation while the private mills account for approximately 40 percent and the cooperative

23
mills account for approximately 53 percent. In the recent past, the number of operational

private mills has been increasing as a percentage of the total number of mills.

SCOPE AND IMPORTENCE

1. Be sensitive to the needs of the customer; develop superior customer insight

24
2. Commitment to surpass expectations and deliver superior value

3. Strive to think differently and promote creativity

4. Make continuous improvement a way of life; drive excellence

5. Continuously improve and upgrade the skills and competencies of our people

6. Support people to realize their potential

25
 CONCLUSION

This . report is based on market survey of buying behaviour of customers of Sugar in

respect to the DSM Sugar Mills Sugar at Moradabad city. Surveys have been conducted

in Moradabad city having the sample size 60. After analyzing the collecting data following

concluding points have been drawn which are as follows: Mostly customers are used the

Sugar of DSM Sugar Mills Sugars and they come to know about DSM Sugar Mills they

find the quality of DSM Sugar Mills Sugar is excellent. Mostly customers are satisfied

with the prices of DSM Sugar Mills Sugar and find the dispatch of Sugars in

26
References
1. Moxham, Roy, The Great Hedge of India, Carroll & Graf, 2001 ISBN 0-
7867-0976-6.
b
2. Kiple, Kenneth F. & Kriemhild Conee Ornelas. World history of Food
Sugar. Cambridge University Press. Retrieved 9 January 2012.
3. Sharpe, Peter (1998). "Sugar Cane: Past and Present". Illinois: Southern
Illinois University. Archived from the original on July 10, 2011.
b
4. Rolph, George (1873). Something about sugar: its history, growth,
manufacture and distribution.
5. Murthy, K. R. Srikantha (2016). Bhvapraka of Bhvamira, Vol. I.
Krishnadas Ayurveda Series 45 (reprint 2016 ed.). Chowkhamba Krishnadas
Academy, Varanasi. pp. 490494. ISBN 9788121800006.
6. Galloway, J.H. (1989), The Sugar Cane Industry: An Historical Geography
from its Origins to 1914. Cambridge University Press. p. 23. ISBN 0521022193

27