Page 17 - Cost_Competitiveness
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17
The Institute of Cost Accountants of India
Overall Improvement in vision and focused growth strategy, TSL is
Financial Performance of TSL geared to rise above external challenges
and leverage the right opportunities, to
TSL’s turnover increased by 69 achieve a strong market performance.
percentage from ` 27612 crores (2010) to
` 46749 crores (2014). Average year-on- Conclusion
year growth rate in turnover is about 14
percentage. This increase in turnover was The message from the analysis of
possible for TSL’s taking strategic decision performance of TSL that achieved cost
for expanding its existing capacity and competitiveness during the diffcult phase
by takeover of companies both in India is that if a company adopts tactical
and abroad. PAT increased from ` 5047 and technology-oriented strategies, it is
crores (2010) to ` 6412 crores (2014). possible to combat unfavourable macro
Leverage ratio improved from 0.60 to 0.40 economic or business environment. In this
by repaying high interest bearing debt case, factors responsible for making TSL
from funds from operation. TSL could competitive may be ‘idiosyncratic’ ones,
maintain other fnancial parameters at such as reorientation of management
the same level as it was during pre world decision including aggressive decision for
economic downturn period. Data given
in table 1 capture the important fnancial taking over many steel companies across
indicators of TSL during the last 5 years. the globe. Major investments made by
TSL specifcally to capture export market
and secure raw material sources both
Future Concerns in India and abroad have reinforced
the efforts taken by TSL to achieve cost
TSL has adopted an integrated business competitiveness.
model to support its vision of being a global
leader in creating value while being a Reference
steel industry benchmark organization in
corporate citizenship in its efforts towards Annual Reports of TSL for various
»
special responsibility and environmental fnancial years.
performance. TSL’s main aim is to maintain
a strategic focus on continuous value » Miller, Alex (1998). ‘Stra-
creation for all its stakeholders. One of tegic Management’, Boston,
the key pillars of the company’s strategy Irwin-McGraw Hill.
is to continue to build capacity in India » Smith, Ken A, Vasudevan, Satish R
that is globally competitive and delivers and Tanniru, Mohan R (1996). ‘Organ-
world-class products to its customers. The isational learning and resource-based
company is also aggressively pursuing theory: An integrative model’, Journal of
completion of the frst phase of the 6 Organisational Change Management.
million tonnes per annum greenfeld
project in Kalinganagar, with stage-wise Author can be reached at:
commissioning expected to start by end sayantan.consultants@gmail.com
of fnancial year 2014-15. With a steady
www.icmai.in
The Institute of Cost Accountants of India
Overall Improvement in vision and focused growth strategy, TSL is
Financial Performance of TSL geared to rise above external challenges
and leverage the right opportunities, to
TSL’s turnover increased by 69 achieve a strong market performance.
percentage from ` 27612 crores (2010) to
` 46749 crores (2014). Average year-on- Conclusion
year growth rate in turnover is about 14
percentage. This increase in turnover was The message from the analysis of
possible for TSL’s taking strategic decision performance of TSL that achieved cost
for expanding its existing capacity and competitiveness during the diffcult phase
by takeover of companies both in India is that if a company adopts tactical
and abroad. PAT increased from ` 5047 and technology-oriented strategies, it is
crores (2010) to ` 6412 crores (2014). possible to combat unfavourable macro
Leverage ratio improved from 0.60 to 0.40 economic or business environment. In this
by repaying high interest bearing debt case, factors responsible for making TSL
from funds from operation. TSL could competitive may be ‘idiosyncratic’ ones,
maintain other fnancial parameters at such as reorientation of management
the same level as it was during pre world decision including aggressive decision for
economic downturn period. Data given
in table 1 capture the important fnancial taking over many steel companies across
indicators of TSL during the last 5 years. the globe. Major investments made by
TSL specifcally to capture export market
and secure raw material sources both
Future Concerns in India and abroad have reinforced
the efforts taken by TSL to achieve cost
TSL has adopted an integrated business competitiveness.
model to support its vision of being a global
leader in creating value while being a Reference
steel industry benchmark organization in
corporate citizenship in its efforts towards Annual Reports of TSL for various
»
special responsibility and environmental fnancial years.
performance. TSL’s main aim is to maintain
a strategic focus on continuous value » Miller, Alex (1998). ‘Stra-
creation for all its stakeholders. One of tegic Management’, Boston,
the key pillars of the company’s strategy Irwin-McGraw Hill.
is to continue to build capacity in India » Smith, Ken A, Vasudevan, Satish R
that is globally competitive and delivers and Tanniru, Mohan R (1996). ‘Organ-
world-class products to its customers. The isational learning and resource-based
company is also aggressively pursuing theory: An integrative model’, Journal of
completion of the frst phase of the 6 Organisational Change Management.
million tonnes per annum greenfeld
project in Kalinganagar, with stage-wise Author can be reached at:
commissioning expected to start by end sayantan.consultants@gmail.com
of fnancial year 2014-15. With a steady
www.icmai.in
