|
Shareholders
Company
endeavors to maximize the wealth of the shareholders. The company has
in its own small way tried to reward the shareholders by declaring dividend
at reasonable rates.
Bonus
Shares
A small bonus issue of 13 shares for every hundred shares held was made
in the year 2001.
 Shareholders'
fund
The company has added value to the business year after year and the
shareholders wealth has risen over the years. Sincere efforts are being
made to get the shares of the company listed on recognized stock exchanges
of the country.
|
Dwarikesh
Sugar Industries Limited
|
| Year |
Earning
per Share |
Book
Value per Share |
|
1997-98
|
9.04
|
34.32
|
|
1998-99
|
7.91
|
40.57
|
|
1999-00
|
10.56
|
49.28
|
|
Growth
in shareholder's fund
Amount in Lacs
|
| Year |
Share
Holders fund |
|
1995-96
|
2,275.00
|
|
1996-97
|
2,402.30
|
|
1997-98
|
3,061.20
|
|
1998-99
|
3,618.66
|
|
1999-00
|
4,395.75
|
|
Growth
in sales and PAT
Amount in Lacs
|
| Year |
Sales |
PAT |
|
1997-98
|
9379.06
|
820.61
|
|
1998-99
|
8987.41
|
720.64
|
|
1999-00
|
10060.44
|
956.73
|
|
Cost
Break up
|
| Year |
Cost
Head |
Amount
in Lacs |
|
1997-98
|
Manufacturing
Expenses
|
5206.67
|
|
|
Excise
Duty
|
642.87
|
|
|
Staff
Expenses
|
385.28
|
|
|
Selling
& Adm. Expenses
|
394.52
|
|
|
Depreciation
|
271.85
|
|
|
Interest
|
973.07
|
| Year |
Cost
Head |
Amount
in Lacs |
|
1998-99
|
Manufacturing
Expenses
|
6383.09
|
|
|
Excise
Duty
|
616.81
|
|
|
Staff
Expenses
|
479.25
|
|
|
Selling
& Adm. Expenses
|
336.71
|
|
|
Depreciation
|
357.49
|
|
|
Interest
|
913.87
|
| Year |
Cost
Head |
Amount
in Lacs |
|
1999-00
|
Manufacturing
Expenses
|
6722.75
|
|
|
Excise
Duty
|
693.16
|
|
|
Staff
Expenses
|
535.76
|
|
|
Selling
& Adm. Expenses
|
370.94
|
|
|
Depreciation
|
401.99
|
|
|
Interest
|
920.35
|
|
TOP
SUGAR PRODUCERS
1999-2000
|
| Country |
Production
in million tonnes |
|
Mauritius
|
0.55
|
|
Russia
|
1.62
|
|
South
Africa
|
2.58
|
|
Cuba
|
4.13
|
|
Mexico
|
4.98
|
|
Australia
|
5.24
|
|
Thailand
|
5.81
|
|
China
|
7.44
|
|
USA
|
8.27
|
|
Brazil
|
16.36
|
|
E.U.
|
19.25
|
|
India
|
19.79
|
|
TOP
WORLD SUGAR CONSUMPTION
1999-2000
|
|
Country
|
Consumption
million tonnes |
|
Mauritius
|
0.05
|
|
Cuba
|
0.66
|
|
Australia
|
1.27
|
|
South
Africa
|
1.45
|
|
Thailand
|
1.86
|
|
Mexico
|
4.61
|
|
Russia
|
5.92
|
|
China
|
8.91
|
|
Brazil
|
9.00
|
|
USA
|
9.32
|
|
E.U.
|
14.46
|
|
India
|
17.70
|
Employees
 The
Indian Sugar Industry has so far treated the human resource as an adjunct
to industrial relation and worker welfare matrix. On the contrary, DSIL
has focused on the development of human resources and pooling of intellectual
capital to attain increased productivity. Allocation of limited human
resources has been carefully planned to meet the needs of new dynamics
of management. The management cadre at Dwarikesh consists of few but
well qualified personnel.
The
employees of DSIL are a bunch of motivated individuals. They carry out
their respective jobs with missionary zeal. The employees perceive the
goals of the Company as their personal goals and spare no efforts in
accomplishing the tasks assigned to them. The ethos imbibed by the employees
of DSIL is pristine and the turnover of workforce at DSIL is one of
the lowest in Sugar Industry.
 Sugar
Industry being a seasonal industry has different staff (non-management
cadre) strength during season and off-season. DSIL is one of the few
sugar units in India, which is not over-staffed inspite of political
pressures and other constraints.
Spotting
of Talent - DSIL is conducting on an annual basis, a sport meet to spot
and encourage local talent and then sponsor the deserving sports-person
for bigger events.
|
HRD
has assumed new dimension in DSIL.