Atul JOb openings for BE/ B.Tech Chemical in the Production department Graduates job openings in Atul Ltd . This is a great opportunity f...
Atul JOb openings for BE/ B.Tech Chemical in the Production department
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Designation: Senior Executive- Production department
Location: Atul, Gujarat/ Ambernath, Maharastra
Qualifications: BE/B.tech
Experience: 2 to 5 years
Role:
- Archive production as per plan
- Comply with documentation and reporting standards
- Improve and Sustain GHK
- Monitor usage of RM and utilities as per Budget norms
Interested candidates can send their resumes to ishani_desai@atul.co.in
About Atul Ltd
History
Consolidated in 1947, Atul Ltd, once Atul Products Ltd was established by Kasturbhai Lalbhai with a fantasy to make India independent in synthetic compounds, create work for a huge scope and make abundance for the general public. For making an interpretation of his fantasy into the real world, Kasturbhai Lalbhai brought his comrade, Ballubhai Muzumdar, a financial expert and his child, Siddharth Kasturbhai Lalbhai, a compound designer, to lead Atul Ltd and build up an enormous synthetic combination.
Atul Ltd is an individual from Lalbhai Group, one of the most established business places of India, with interests predominantly in materials and synthetic compounds. The Group is unequivocally dedicated to serve the general public in the fields of schooling, wellbeing just as culture.
Atul Ltd turned into the main private area organization of India to be introduced by Jawaharlal Nehru, the primary Prime Minister of the country. The organization along these lines started its business with only a couple dyestuffs, the expertise of which was brought from unfamiliar organizations.
Throughout the long term, Atul Ltd held hands with American Cyanamid Corp (1952), Imperial Chemical Industries plc (1955) and Ciba–Geigy Ltd (1960) to shape three joint endeavor organizations, specifically, Cyanamid India Ltd, Atic Industries Ltd and Cibatul Ltd individually.
Ensuing to overall divestment of colors and polymers business by Zeneca plc (once a piece of ICI plc) and Ciba Ltd separately, Atic Industries Ltd and Cibatul Ltd were converged into Atul Ltd in 1995 and 1998 individually.
Atul Ltd works through six business divisions, to be specific, Agrochemicals, Aromatics, Bulk Chemicals and Intermediates, Colors, Pharmaceuticals and Intermediates and Polymers. Every business, in sync with the organization vision, creates and carries out its development plans.
Atul's enrolled office is in Ahmedabad though its corporate base camp are situated in Atul, Gujarat. The organization is recorded on the NSE in India and has more than 35,000 investors. Atul likewise has workplaces in the USA, the UK, Germany, China and Vietnam that help its worldwide clients.
In 1967, Atul Limited began assembling of phenoxy herbicides and in ensuing years added more items to the reach, including urea and sulfonylurea herbicides, triazole fungicides and carbamate; neonicotinoid; organophosphorus and pyrethroids insect sprays. Phosgene, a fundamental crude material is produced by the division.
The mass synthetic compounds and Intermediates division was begun to produce of mass synthetic compounds in 1960 and intermediates in 1963 to give in reverse joining to Atul Ltd's. colors business.It at present makes an assortment of mass synthetic compounds and semi–claim to fame intermediates.
The tones division is the biggest business division of Atul Ltd, producing a wide scope of dyestuffs for the material, calfskin, paper, fleece and silk enterprises. The division is the biggest provider of dyestuffs in India and fares almost 40% of its creation to in excess of 40 nations around the world.
Atul is the world forerunner in Dapsone, an enemy of bacterial medication. A recently fabricated cGMP producing plant, upheld by an endorsed DMF, guarantees you an excellent and customary stock.
The assembling of epoxy frameworks started in 1968 in an organization set up as a joint endeavor among Atul and Ciba, Switzerland. In 1999, on the consolidation of the JV with the parent organization, the Epoxy activities turned into a piece of Atul Limited.
In 2012–13 the organization set up tissue refined date palm creation office in Jodhpur without precedent for India.
Item scope of the organization incorporates:
Agrochemicals
- Herbicides
- Fungicides
- Insect sprays
- Intermediates
Aromatics
- Pefumery Grades
- Inorganics
Mass Chemicals and Intermediates
- Semi Speciality Intermediates
Shadings
Drugs and Intermediates
- Phosgene Derivative Intermediates
- Mass Actives
- Mass Chemicals
Polymers
- LAPOX Epoxy Systems
- LAPOX Curing Agents
- Formaldehydes
Verdures
- Geraniol ex–palmarosa (95% – 99% virtue)
- Patchouli Oil
- Safed Musli (Chlorophytum borivilianum)
- Henna (Law sonia inermis)
- Basil (Ocimum spp.)
Chiefs' REPORT
DEAR MEMBERS,
The Board of Directors (Board) presents the Annual Report of Atul Ltd along with the reviewed proclamation of records for the year finished March 31, 2016
Execution
Deals diminished by 4% from Rs. 2,510 cr to Rs. 2,407 cr basically because of lower costs (7%) incompletely counterbalance by higher volumes (3%). Deals in India diminished by 6% from Rs. 1,283 cr to Rs. 1,202 cr. Deals outside India diminished by 2% from Rs. 1,227 cr to Rs. 1,205 cr. The Earning per share expanded from Rs. 73.30 to Rs. 90.37. While the working benefit prior to working capital changes expanded by 21% from Rs. 383 cr to Rs. 462 cr, the net income from working exercises expanded by 18% from Rs. 317 cr to Rs. 374 cr.
Deals of Life Science Chemicals (LSC) Segment expanded by 11% from Rs. 676 cr to Rs. 748 cr, predominantly on account of higher deals in Sub–section Crop Protection; its EBIT expanded by 45% from Rs. 119 cr to Rs. 173 cr. Deals of Performance and Other Chemicals (POC) Segment diminished by 10% from Rs. 1,834 cr to Rs. 1,659 cr primarily as a result of lower deals in Sub–section Colors; its EBIT stayed stale at Rs. 242 cr. More subtleties are given in the Management Discussion and Analysis (MDA) Report.
The borrowings of the Company expanded possibly (counting current developments of long haul borrowings) by 8% from Rs. 281 cr to Rs. 303 cr regardless of installments towards capital use of Rs. 363 cr.
Credit Analysis and Research Ltd (CARE) kept up its FICO score at 'AA+' (twofold An or more) for long haul borrowings of the Company. Its rating for transient borrowings and business paper stayed at 'A1+' (A1 in addition to), the most noteworthy conceivable granted via CARE.
The Company finished 5 undertakings with a venture of Rs. 213 cr which are relied upon to create deals of Rs. 530 cr at full limit usage.
Profit
The Board suggests installment of profit of Rs. 10 for every offer on 2,96,61,733 Equity portions of Rs. 10 each completely settled up. The profit will involve a surge of Rs. 32.14 cr {including profit appropriation charge (net)} on the settled up Equity share capital of Rs. 29.66 cr.
Preservation of energy, innovation retention, unfamiliar trade profit and outgo
Data needed under Section 134 (3) (m) of the Companies Act, 2013, read with Rule 8 (3) of the Companies (Accounts) Rules, 2014, as corrected occasionally, structures a piece of this Report which is given at page number 26.
05. Protection
The Company has taken satisfactory protection to cover the dangers to its representatives, property, plant and gear, structures and different resources and outsiders.
06. Hazard Management
Hazard Management is an indispensable piece of the strategic approaches of the Company. The structure of Risk Management focuses on formalizing a framework to manage the most important dangers, expanding on existing administration practices, information and designs. With the assistance of a presumed global consultancy firm, the Company has created and executed an extensive Risk Management System to guarantee that dangers to the proceeded with presence of the Company as a going concern and to its development are recognized and cured on an ideal premise. While characterizing and fostering the formalized Risk Management System, driving norms and practices have been thought of. The Risk Management System is pertinent to business reality, even minded and basic and includes the accompanying:
I) Risk distinguishing proof and definition – Focused on recognizing pertinent dangers, making refreshing clear definitions to guarantee undisputed comprehension alongside subtleties of the basic underlying drivers contributing variables.
ii) Risk grouping – Focused on understanding the different effects of dangers and the degree of impact on its main drivers. This includes distinguishing different cycles producing the underlying drivers and clear comprehension of hazard interrelationships.
iii) Risk appraisal and prioritization – Focused on deciding danger need and hazard proprietorship for basic dangers. This includes appraisal of the different effects contemplating hazard craving and existing alleviation controls.
Iv) Risk moderation – Focused on addressing basic dangers to limit their impact(s) to a satisfactory level (inside the characterized hazard craving). This includes a reasonable meaning of activities, obligations and achievements.
v) Risk announcing and observing – Focused on giving to the Board and the Audit Committee intermittent data on hazard profile advancement and moderation plans.
Jobs and duties
Administration
The Board has supported the Risk Management Policy of the Company. The Company has set down systems to illuminate the Board on I) to iv) above. The Audit Committee occasionally surveys the Risk Management System and gives its suggestions, assuming any, to the Board. The Board surveys and guides the Risk Policy.
Execution
Execution of the Risk Management Policy is the duty of the Management. It guarantees working of the Risk Management System according to the direction of the Audit Committee. The Company has Risk Management Oversight Structure in which each Sub–fragment has Chief Risk and Compliance Officer.
The Management at different levels takes responsibility for hazard ID, fittingness of hazard examination, and idealness just as sufficiency of hazard moderation choices at both individual and total levels. It is additionally answerable for the execution, following and revealing of characterized alleviation plans, including occasional answering to the Audit Committee and the Board.
07. Inward Financial Controls
The Internal Financial Controls over monetary detailing are intended to give sensible confirmation with respect to the unwavering quality of monetary revealing and the arrangement of the Financial Statements.
These incorporate those approaches and methodology that
I) relate to the upkeep of records which in sensible detail, precisely and decently mirror the exchanges and airs of the resources of the Company,
ii) give sensible affirmation that exchanges are recorded as important to allow readiness of the Financial Statements as per Generally Accepted Accounting Principles and that receipts and uses are being made uniquely as per authorisations of the Management and the Directors of the Company and iii) give sensible confirmation in regards to avoidance or convenient recognition of unapproved securing, use or aura of the resources that can materially affect the Financial Statements. A presumed global consultancy firm has explored the ampleness of the Internal Financial Controls regarding the Financial Statements.
The Management surveyed the viability of the Internal Financial Controls over monetary announcing as of March 31, 2016, and the Board accepts that the controls are satisfactory.
08. Fixed stores
During 2015–16, the Company didn't acknowledge any fixed stores.
09. Advances, ensures, ventures and
Specifics of advances, ensures, speculations and security are given at page number 103 and 119.
10. Auxiliary, partner and joint endeavor organizations
Execution and monetary situation of such organizations are given at page number 28.
11. Related Party Transactions
Points of interest of agreements or plans with related gatherings are given at page number 111.
12. Corporate Social Responsibility
Sythesis of the Corporate Social Responsibility (CSR) Committee, the CSR Policy and the CSR Report are given at page number 30.
13. Concentrate of the Annual Return
This is given at page number 33.
14. Inspectors
Dalal and Shah Chartered Accountants LLP, the Statutory Auditors (the Auditors) of the Company, will resign at the finish of the following Annual General Meeting (AGM). They have given their agree to keep on going about as the Auditors for 2016–17, if reappointed. The pertinent Notes shaping piece of the records are plain as day and give full data and clarification in regard of the perceptions made by the Auditors in their report.
The Shareholders approved the arrangement of R Nanabhoy and Co as the Cost Auditors for 2015–16 on August 04, 2015. The Board designated Mr A C Doshi, Practicing Company Secretary, as the Secretarial Auditor for 2015–16 on April 29, 2015, and his report is given at page number 44.
15. Chiefs' obligation articulation
According to Section 134 (5) of the Companies Act, 2013, the Directors affirm that, as far as they could possibly know and conviction:
15.1 The appropriate Accounting Standards were tracked with legitimate clarifications identifying with material takeoffs in the arrangement of the yearly records.
- 15.2 The Accounting Policies were chosen and applied reliably and decisions and assessments were made that were sensible and judicious to give a valid and reasonable perspective on the situation of the Company toward the finish of the monetary year and of the benefit and loss of the Company for that period.
- 15.3 Proper and adequate consideration was taken for the support of sufficient bookkeeping records as per the arrangements of this Act for protecting the resources of the Company and for forestalling and recognizing misrepresentation and different anomalies.
- 15.4 The appended yearly records for the year finished March 31, 2016 were set up on a going concern premise.
- 15.5 Adequate Internal Financial Controls to be trailed by the Company were set down and the equivalent were sufficient and working successfully.
- 15.6 Proper frameworks were conceived to guarantee consistence with the arrangements of every pertinent law and the equivalent were satisfactory and working viably.
16. Chiefs
16.1 Appointments Reappointments Cessations- 16.1.1 Subject to the endorsement of the Members in the AGM, Mr B N Mohanan was reappointed as a Whole–time Director viable January 01, 2017 for a time of 3 years.
- 16.1.2 According to Article 86 of the Articles of Association of the Company, Mr B S Mehta and Mr B N Mohanan resign by pivot and being qualified, offer themselves for reappointment at the approaching AGM planned on July 29, 2016.
16.2.1 Appointment
While suggesting arrangement of the Directors, the Nomination and Remuneration Committee thinks about the accompanying components:
- I) Qualification: accomplished and experienced in senior administrative roles in industry calling
- ii) Traits: positive credits and characteristics
- iii) Independence: rules recommended in Section
Free Directors, including no financial interest and irreconcilable situation
16.2.2 Remuneration of the Non–leader Directors
I) Sitting charges: up to Rs. 20,000 for going to a Board, Committee and some other gathering
ii) Commission: up to 1% of net benefit as might be chosen by the Board dependent on the accompanying elements:
- a. Participation of Committee(s)
- b. Benefit
- c. Participation
- d. Classification (Independent or Non–autonomous)
16.3 Criteria and technique for yearly assessment
16.3.1 The models for assessment of execution of
- a) the Non–free Directors (Executive)
- b) the Non–free Directors (Non–leader)
- c) the Independent Directors d) the Chairman e) the Committees of the Board and f) the Board in general are summed up in the table toward the finish of the Directors' Report at page number 24.
- I) Review of execution of the Non–autonomous Directors – Executive
- ii) Review of execution of the Non–autonomous Directors – Non–chief
- iii) Review of execution of the Chairman
- iv) Assessment of value, amount and practicality of the progression of data to the Board
- v) Review of execution of the Board all in all
- I) Its Committees in particular Audit, Nomination and Remuneration, Stakeholders Relationship, CSR and Investment
- ii) The Independent Directors
16.4 Familiarization Program for the Independent Directors
The Company has a Familiarization Program for its Independent Directors. It contains, among others, introductions by and conversations with the senior Management on the idea of the businesses in which it works, its vision and procedure and its association structure. A visit is coordinated to at least one of its assembling destinations. Subtleties of the program are likewise accessible at <http://www.atul.co.in/> financial backers/pdf/familiarisation_programme.pdf.
17. Key Managerial Personnel and different representatives
17.1 Appointments and ends of the Key Managerial PersonnelThere were no arrangements end of the Key Managerial Personnel during 2015–16.
17.2 Remuneration
The Remuneration Policy of the Key Managerial Personnel and different representatives comprises of the accompanying:
17.2.1 Components:
I) Fixed compensation
- a. Fundamental compensation
- b. Remittances
- c. Perquisites
- d. Retirals
17.2.2 Factors for deciding and changing fixed compensation
I) Existing remuneration
ii) Education
iii) Experience
iv) Salary groups
v) Performance
vi) Market benchmark
17.2.3 Factors for deciding and changing variable compensation
I) Business execution
ii) Individual execution
iii) Grade
18. Investigation of compensation
The data required according to Sections 134 (3)(q) and 197 (12) of the Act read with Rule 5 (2) of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014 in regard of workers of the Company, frames part of this Report. Notwithstanding, according to the arrangements of Sections 134 and 136 of the Act, the Report and the Accounts are being shipped off the Members and others entitled thereto barring the data on representatives' points of interest which are accessible for investigation by the Members at the enlisted office of the Company during business hours on stirring days of the Company up to the date of following AGM.Any Member keen on getting a duplicate of such explanation may keep in touch with the Company Secretary at the enrolled office of the Company.
19. The executives Discussion and Analysis
The Management Discussion and Analysis Report covering execution of the two announcing sections, to be specific, LSC and POC, is given at page number 49.20. Corporate Governance
20.1 Statement of revelation given by the IndependentChiefs
The Independent Directors have given revelations under Section 149 (6) of the Companies Act,2013
20.2.Report
The Corporate Governance Report alongside the authentication from the Statutory Auditors with respect to consistence of the states of Corporate Governance according to Regulation 34 (3) of the Securities and Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulations, 2015 is given at page number 56. Insights regarding the quantity of gatherings of the Board held during 2015–16 are given at page number 59. The structure of the Audit Committee is given at page number 62.
Every one of the suggestions given by the Audit Committee were acknowledged by the Board.
20.3 Whistle–blowing Policy
The Board, on the suggestion of the Audit Committee, had endorsed a vigil system (Whistle–blowing Policy). The approach gives an autonomous instrument to announcing and settling grumblings relating to dishonest conduct, genuine or associated extortion and infringement with the Code of Conduct of the Company and is shown on the site (of the Company) at <http://www.atul.co.in/> financial backers/pdf/Whistle_blowing_Policy.pdf.
No work force has been denied admittance to the Audit Committee.
21. Affirmations
The Board communicates its genuine gratitude to every one of the representatives, clients, providers, moneylenders, administrative and Government specialists, Stock Exchanges and financial backers for their help.For and for the Board of Directors
(Sunil Siddharth Lalbhai)
Executive and Managing Director
Spot : Mumbai
Date : April 29, 2016
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