GODREJ CONSUMER PRODUCTS.

LTD

Established in 1897, the Godrej group has grown in

India from the days of the charkha to nights at the
call centres. Our founder, Ardeshir Godrej, lawyer-
turned-locksmith, was a persistent inventor and a
strong visionary who could see the spark in the
future. His inventions, manufactured by his brother
Pirojsha Godrej, were the foundation of today’s
Godrej empire. One of India’s most trusted brands,
Godrej enjoys the patronage and trust of over 400
million Indians every single day. Our customers mean
the world to us. We are happy only when we see a
delighted customer smile.

With 7 major companies with interests in real estate,

FMCG, industrial engineering, appliances, furniture,
security and agri care – to name a few – our turnover
crosses 2.5 billion dollars. You think of Godrej as
such an integral part of India – like the bhangara or
the kurta – that you may be surprised to know that
20% of our business is done overseas. Our presence
in more than 60 countries ensures that our customers
are at home with Godrej no matter where they go.
With brands you can believe in, service excellence
you can count on and the promise of brighter living
for every customer, Godrej knows what makes India
tick today.

Today, we’re at a point in Godrej’s history when our

amazing past is meeting up with its spectacular
 future head on. Godrej is learning and relishing being
young again.

Godrej Consumer Products (GCPL) is a leader among India's

Fast Moving Consumer Goods (FMCG) companies, with
leading Household and Personal Care Products. Our brands,
which include Good knight, Cinthol, Godrej No. 1, Expert, Hit,
Jet, Fairglow, Ezee, Protekt and Snuggy, among others, are
household names across the country. We are one of the largest
marketers of toilet soaps in the country and are also leaders in
hair colours and household insecticides. Our ‘Good knight’
brand has been placed at an overall rank 12 and continues to
be the most trusted household care brand in the country in
Brand Equity’s Most Trusted Brands Survey 2010.

Branch Offices in Mumbai, Delhi, Kolkata and Chennai ensure

pan-India coverage, while factories located at Malanpur
(Madhya Pradesh), Thana (Himachal Pradesh), Katha
(Himachal Pradesh), Guwahati (Assam) and Sikkim cater to
the diverse requirements of our product portfolio.

We also have a strong emerging presence in markets outside

India. With the acquisition of Keyline Brands in the United
Kingdom, Rapidol and Kinky Group, South Africa and Godrej
Global Mideast FZE, we own international brands and
trademarks in Europe, Australia, Canada, Africa and the
Middle East. As part of increasing our global footprint, we
have also recently acquired Tura, a leading medicated brand in
West Africa, Megasari Group, a leading household care
company in Indonesia and Issue Group and Argencos, two
leading hair colorant companies in Argentina.
We are driven by our mission to continuously enhance the
quality of life of consumers in high-growth markets with
superior-quality and affordable home care, personal care and
hygiene products.

Code of Conduct

Applicability of the Code of Conduct :

This Code of Conduct (Code) applies to Directors of

Godrej Consumer Products Ltd. (GCPL). It also applies
to the senior management of the company i.e. one level
below the executive directors, and all functional heads.

Code of Conduct :

The Board of Directors and Senior Management of

Godrej Consumer Products Ltd. (GCPL) should:

• Demonstrate the highest standards of

integrity, business ethics, and corporate
governance.

• Perform their roles with competence,

diligence, in good faith and in the best interests of
the Company.
• Provide expertise and experience in their areas
of specialization and share learnings at Board
meetings with the best interests of the Company
and its stakeholders in mind. They should point the
company's management in the 'right' direction
based on their experience and judgement.

• Give careful and independent consideration to

the affairs of the company and all documents
placed before them to satisfy themselves with the
soundness of key decisions taken by the
Management. They should call for additional
information, where necessary, for making such
judgements.

• Not engage in any business, relationship or

activity which detrimentally conflicts with the
interest of the Company / Godrej Group or bring
discredit to it. Any situation that creates a conflict
of interest between personal interests and the
Company and its stakeholders' interests must be
avoided at all costs.

• Follow all the guidelines put forth in the Insider

Trading Code of Conduct.
 • Not disclose any confidential/privileged
information of the Company and should direct any
media queries or approaches to the appropriate
spokesperson within the Company.

MANAGEMENT TEAM / BOARD OF

DIRECTORS:

A.Mahendran

A.Mahendran is Managing Director, Godrej Consumer Products,

India's premier FMCG Company. He is also Director of Godrej
Household Products (formerly known as Godrej Sara Lee) and
Godrej Hershey

Dr. Rakesh Sinha

Dr. R. K. Sinha is Chief Operating Officer (Operations), Godrej
Consumer Products (GCPL), India’s premier FMCG Company.Dr.
Sinha has headed several functions in Godrej Soaps including
Strategic Planning, Information Systems, and Marketing.

Bhupendar Sodhi
Bhupendar Sodhi is Executive Vice President, Sales, Godrej
Consumer Products(GCPL), India’s premier FMCG Company.
Part of the Godrej Group for over 36 years, Sodhi is known for
taking up new challenges and has been instrumental in leading
the entire sales force of GCPL to new heights
Jimmy Anklesaria
Jimmy Anklesaria is Executive Vice President, International
Operations, Godrej Consumer Products (GCPL). Jimmy looks
after the GCPL subsidiaries in UK, SA and GCC locations. He
has successfully handled the acquisition of Keyline Brands and
also initiated the joint venture between SCA, Sweden and GCPL
for hygiene products

Sumit Mitra
Sumit Mitra is Executive Vice-President, Human Resources,
Godrej Industries. He also heads the HR function for
International Operations at Godrej Consumer Products (GCPL

Dr. Sunder Mahadevan

Dr. Sunder Mahadevan is Executive Vice President, Research &
Development, Godrej Consumer Products (GCPL). He heads the
Personal Care department at GCPL. With his varied experience
of working in leading FMCG companies like Dabur, Emami and
Colgate Palmolive, he looks after a number of roles in product
and packaging.

P. Ganesh
P. Ganesh is Executive Vice President – Finance & Commercial
and Company Secretary, Godrej Consumer Products (GCPL).
With over 15 years of experience in the domain of finance, his
responsibilities include finance functions like accounts, MIS,
funds management and taxation besides being the Company
Secretary for GCPL
Rajesh Tiwari

Rajesh Tiwari is Executive Vice President, Operations, Godrej

Consumer Products (GCPL). He was a key member in setting up
the Malanpur unit in 1991 and since then looks after the entire
supply chain of GCPL right from procurement, production
planning, manufacturing and logistics.

Tarun Arora
Tarun Arora is Executive Vice President, Sales & Marketing,
Godrej Household Products (formerly known as Godrej Sara
Lee) and also heads the Marketing function at Godrej Consmer
Products. He is responsible for leading the Brand Strategy,
Innovation, and Go-to-Market strategy for Godrej Household
Products

Rahul Gama
Rahul Gama is Vice President Human Resources (HR), Godrej
Household Products (formerly known as Godrej Sara Lee) and
Godrej Consumer Products (GCPL). In his current role, he is
responsible for driving the Human Resource Strategy at Godrej
Household Products and Godrej Consumer Products

PURPOSE:

25% of the shares of the Godrej Group’s holding

company Godrej & Boyce are held in a trust that invests
back in the environment, healthcare and education.
Which means business is not just about revenues and
profits but keeping our land green, our communities
healthy and our kids smart. In 1920, our founder
Ardeshir Godrej gave a donation of Rs. 3 lakhs to the
Tilak Swaraj Fund – then considered a princely sum –
for upliftment of the downtrodden. His gesture of
philanthropy grew into Godrej corporate policy. Giving
back turned into our way of saying thank you to the 400
million Indians who are Godrej loyalists

BRANDS:

Cinthol
Cinthol is specially formulated for 24 hour confidence, to enable
an active lifestyle

Godrej Expert
The Expert range offers you five expert benefits which ensure
that your hair looks young –So that...

Renew
A unique cream hair colour with breakthrough formula from the
Godrej Hair Care Institute.

Ezee
Godrej Ezee was launched in 1983 for special clothes and
delicate garments like woolens, silks, baby...
Godrej No.1
India’s largest-selling Grade 1 soap

Godrej Protekt
Godrej Protekt Instant Hand Sanitizer, with its revolutionary
Insta Sanitize Technology, kills 99.99% ...

Colour Soft
The new Ultra Gentle Colour Soft guarantees a pleasant
colouring experience while causing no side effects.

Others
Range of products in Hair Care, Personal Care, Household Care
& Baby Care category...

INTERNATIONAL BUSINESS:

With the acquisition of Keyline Brands in the United

Kingdom, Rapidol and Kinky Group, South Africa and
Godrej Global Mideast FZE, a 100% subsidiary of
Godrej International Ltd., GCPL now owns
international brands and trademarks in Europe,
Australia, Canada, Africa and the Middle East.

Keyline Brands
Established in 1990 by Brian Boyce and Vicki Dryden Wyatt,
Keyline Brands was acquired by GCPL in October 2005.
Keyline operates in the toiletries and personal care sector
and its portfolio includes a number of important niche
brands, including Cuticura, Aapri, Erasmic and Nulon.

Cuticura
A brand leader in Medicated Talcum Powder, Hand Hygiene Gels
and extensive skin and body care ranges.

Erasmic
A brand leader (volume) in shaving foam in Independent
Pharmacy.

Aapri
A pioneer of facial scrub in mid 80s, it is regarded as a leading
name in skin care.

Adorn
A trusted hair spray brand with strong sales in drug stores and
pharmacies.

Nulon

A name synonymous to quality and value, it is a household

name in hand creams and lotions.

Inecto – Pure Coconut

A complete range of 'miracle moisture' toiletries, skin care, hair

care, hand care and body care.
DABUR:

Dabur India Limited is a leading Indian consumer

goods company with interests in Hair Care, Oral
Care, Health Care, Skin Care, Home Care and Foods.
From its humble beginnings in the bylanes of
Calcutta way back in 1884 as an Ayurvedic
medicines company, Dabur India Ltd has come
a long way today to become a leading
consumer products manufacturer in India. For
the past 125 years, we have been dedicated to
providing nature-based solutions for a healthy
and holistic lifestyle.

Through our comprehensive range of products,

we touch the lives of all consumers, in all age
groups, across all social boundaries. And this
legacy has helped us develop a bond of trust
with our consumers. That guarantees you the
best in all products carrying the Dabur name.
Dabur India Ltd is one of India’s leading FMCG
Companies with Revenues of about US$750
Million (over Rs 3416 Crore) & Market
Capitalisation of over US$3.5 Billion (over Rs
16,000 Crore). Building on a legacy of quality
and experience of over 125 years, Dabur is
today India’s most trusted name and the
world’s largest Ayurvedic and Natural Health
Care Company.

Dabur India is also a world leader in Ayurveda

with a portfolio of over 250 Herbal/Ayurvedic
products. Dabur's FMCG portfolio today
includes five flagship brands with distinct
brand identities -- Dabur as the master brand
for natural healthcare products, Vatika for
premium personal care, Hajmola for digestives,
Réal for fruit juices and beverages and Fem for
fairness bleaches and skin care products.

Dabur today operates in key consumer

products categories like Hair Care, Oral Care,
Health Care, Skin Care, Home Care and Foods.
The company has a wide distribution network,
covering over 2.8 million retail outlets with a
high penetration in both urban and rural
markets.

Dabur's products also have a huge presence in

the overseas markets and are today available
in over 60 countries across the globe. Its
brands are highly popular in the Middle East,
SAARC countries, Africa, US, Europe and
Russia. Dabur's overseas revenues stands at
over Rs 500 Crore in the 2008-09 fiscal,
accounting for about 20% of the total turnover.

The 125-year-old company, promoted by the

Burman family, had started operations in 1884
as an Ayurvedic medicines company. From its
humble beginnings in the bylanes of Calcutta,
Dabur India Ltd has come a long way today to
become one of the biggest Indian-owned
consumer goods companies with the largest
herbal and natural product portfolio in the
world. Overall, Dabur has successfully
transformed itself from being a family-run
business to become a professionally managed
enterprise. What sets Dabur apart from the
crowd is its ability to change ahead of others
and to always set new standards in corporate
governance & innovation.

Dabur India Ltd's manufacturing activities

spanning various consumer products categories
are carried out in 17 factories spread across
India and abroad.

Dabur has 11 manufacturing facilities in India,

out of which two main units are at Baddi
(Himachal Pradesh) and Pantnagar
(Uttaranchal).
Dabur's mission of popularising a natural
lifestyle transcends national boundaries. Today,
there is growing global awareness on
alternative medicine, nature-based and holistic
lifestyles and an interest in herbal products.
Dabur has been in the forefront of popularising
this alternative way of life, marketing its
products in more than 60 countries all over the
world.

Over the years, Dabur's overseas business has

successfully transformed from being a small
operation into a multi-location business
spreading through the Middle East, North
Africa, West Africa and South Asia.

Our Products Worldwide

We have spread ourselves wide and deep to be close

to our overseas consumers. Our overseas product
portfolio is tailor-made to suit the needs and
aspirations of our growing consumer base in the
international markets.

 Offices and representatives in Europe, UK,

America and Africa
  A special herbal health care and personal care
range successfully selling in markets ranging
from the Middle East, Far East, North Africa and
Europe
 Inroads into several European and American
markets that have good potential due to
resurgence of the back-to-nature movement
 Export of Active Pharmaceutical Ingredients
(APIs), manufactured under strict international
quality

 benchmarks, to Europe, Latin America, Africa, and

other Asian countries
 Export of food and textile grade natural gums,
extracted from traditional plant sources

Partnerships & Production

 Strategic partnerships with leading multinational

food and health care companies to introduce
innovations in products and services.
 Six modern manufacturing facilities spread across
South Asia, Middle East and Africa to optimise
production by utilising local resources and the
most modern technology available.
COLGATE PALMOLIVE:

Public Company
Incorporated: 1806 as The Colgate Company
Employees: 36,000
Sales: $10.58 billion (2004)
Stock Exchanges: New York Euronext London
Zurich.

Colgate-Palmolive Company's growth from a small

candle and soap manufacturer to one of the most
powerful consumer products giants in the world is
the result of aggressive acquisition of other
companies, persistent attempts to overtake its
major U.S. competition, and an early emphasis on
building a global presence overseas where little
competition existed. The company is organized
around four core segments—oral care, personal
care, home care, and pet nutrition—that market
such well-known brands as Colgate toothpaste, Irish
Spring soap, Softsoap liquid soap, Mennen
deodorant, Palmolive and Ajax dishwashing liquid,
Ajax cleanser, Murphy's oil soap, Fab laundry
detergent, Soupline and Suavitel fabric softeners,
and Hill's Science Diet and Hill's Prescription Diet
pet foods. Colgate-Palmolive has operations in more
than 200 countries and generates about 70 percent
of its revenue outside the United States.
International Expansion
Colgate & Company had been a pioneer in establishing
international operations, creating a Canadian subsidiary in
1913 and one in France in 1920. In the early 1920s the firm
expanded into Australia, the United Kingdom, Germany,
and Mexico. Colgate or its successor firm next created
subsidiaries in the Philippines, Brazil, Argentina, and South
Africa in the late 1920s. In 1937 the company moved into
India and by the end of the 1940s had operations in most of
South America. By 1939 Colgate-Palmolive-Peet's sales hit
$100 million.

In the 1940s and 1950s the company also built upon its
strategy of growth by acquisition, buying up a number of
smaller consumer product companies. Organic growth
remained on the agenda as well, and in 1947 the company
introduced two of its best-known products, Fab detergent
and Ajax cleanser. These acquisitions and new products,
however, did little to close the gap between Colgate and its
arch-rival, the Procter & Gamble Company, a firm that had
been formed in the 1830s and had by now assumed a
commanding lead over Colgate in selling detergent products
in the United States. Meanwhile, the firm adopted its
present name in 1953 and moved its offices for domestic
and international operations to New York City in 1956.

In 1960 George H. Lesch was appointed Colgate's president

in the hopes that his international experience would
produce similar success in the domestic market. Under his
leadership, the company embarked upon an extensive new
product development program that created such brands as
Cold Power laundry detergent, Palmolive dishwashing
liquid, and Ultra Brite toothpaste. In an attempt to expand
beyond these traditional, highly competitive businesses into
new growth areas, Colgate also successfully introduced a
new food wrap called Baggies in 1963. As a result of these
product launches, the company's sales grew between 8 and
9 percent every year throughout the 1960s. Sales topped the
$1 billion mark in 1967.

Lesch assumed the chairmanship of Colgate, and David

Foster became president in 1970 and CEO in 1971. Foster
was the son of the founder of Colgate-Palmolive's U.K.
operations. He joined the company in 1946 as a
management trainee and rose through the sales and
marketing ranks both in the United States and overseas.

Company Perspectives:

Our long history of strong performance comes from

absolute focus on our core global businesses,
combined with a successful worldwide financial
strategy. This financial strategy is designed to
increase gross profit margin and reduce costs in
order to fund growth initiatives and generate
greater profitability.
Although total U.S. sales of consumer products
appeared to be slowing by the end of 1974,
particularly in soaps and detergents, Colgate's
international sales continued to carry the company
forward. It maintained its leadership position
abroad through new product development geared
specifically to local tastes throughout Europe as well
as through its involvement in the growing markets
of less-developed countries in Latin America, Africa,
and Asia.

Major Acquisitions in the 1990s

Colgate continued to make significant acquisitions in the
early and mid-1990s while it attempted to gear up its
product development program, which had been unable to
introduce more than a few new products each year. In 1991
Colgate acquired the Murphy-Phoenix Company (whose top
brand was Murphy's Oil Soap) to bolster its household care
segment. That same year, Mark initiated a restructuring
aimed at improving the firm's profitability and gross
margins, which lagged behind the industry leaders. A major
part of the effort was the elimination or reconfiguration of
25 factories throughout the world and an 8 percent
reduction in the workforce. Consequently, Colgate took a
$243 million charge in September 1991, which reduced
significantly the firm's net income for the full year.

Colgate's most dramatic acquisition to date came in 1992

with the $670 million purchase of the Mennen Company,
which added to its personal care line the top U.S. deodorant
brand, Mennen Speed Stick, and the number two baby-care
brand, Baby Magic. In addition, Colgate gained footholds in
skin-care and hair products, and the Mennen brands gained
the power of Colgate's worldwide distribution and
marketing reach. This major acquisition was followed in
1993 by the purchase of S.C. Johnson & Son, Inc.'s liquid
hand and body soap brands in Europe and the South
Pacific, which enabled Colgate to become the worldwide
leader in liquid soap.

Gross margins steadily improved in the early 1990s,

reaching 48.4 percent by 1994 (up from 39.2 percent in
1984). This provided Colgate with additional funds for
research and development and advertising. The North
American sector also experienced gains in gross margins,
which resulted in part from pricing increases on Colgate
detergents. In turn, this cut into overall North American
sales, which declined 8 percent from 1993 to 1994. Mark's
strategy was to turn North American sales around through
new product introductions such as a variant of Irish Spring
soap and an extension of the Murphy's Oil Soap brand into
a Murphy's Kitchen Care line of all-purpose cleaners. Under
the leadership of Lois D. Juliber, who formerly headed up
new product development, the North American sector was
able to introduce several products within a short span for
the first time.

A hidden jewel within the Colgate empire in the 1990s was

its pet foods sector, Hill's Pet Nutrition. The worldwide
leader in therapeutic and specialty wellness pet food, Hill's
enjoyed a compound annual growth rate of 14.6 percent
from 1989 to 1994. During this period the market for
premium pet food increased dramatically in Europe and
Japan, with Hill's snatching a substantial portion of this
growth. Overall, pet foods were one of Colgate's leading
profit generators, boasting gross margins of 55 to 60
percent.

Early in 1995 Colgate made another major acquisition with

the $1.04 billion purchase of Kolynos Oral Care from
American Home Products, which gained it the Kolynos
toothpaste brand, the top brand in Brazil and a leader in
several other Latin American countries. This purchase
pushed Colgate's share of the Latin American oral-care
market from 54 percent to 79 percent.

In September 1995 Colgate announced another major

restructuring of its operations to close or reconfigure 24
additional factories and cut 3,000 more employees (more
than 8 percent of the workforce). Mark said the action was
necessary to finance new growth initiatives; Colgate took a
$369 million charge as a result. The 1995 figures were also
affected by a deepening recession in Mexico, which had
accounted for 11 percent of sales and 20 percent of profits
in 1994.

Principal Subsidiaries
Colgate Flavors and Fragrances, Inc.; Colgate (Guangzhou)
Co. Ltd. (China); Colgate Oral Pharmaceuticals, Inc.;
Colgate-Palmolive (America), Inc.; Colgate-Palmolive (Asia)
Pte. Ltd. (Singapore); Colgate-Palmolive Argentina S.A.;
Colgate-Palmolive A/S (Denmark); Colgate-Palmolive
Belgium S.A./N.V.; Colgate-Palmolive
Beteiligungsgesellschaft mbH (Germany); Colgate-
Palmolive Canada, Inc.; Colgate-Palmolive (Central
America), Inc.; Colgate-Palmolive (Centro America) S.A.
(Guatemala); Colgate-Palmolive Chile S.A.; Colgate-
Palmolive Cia.; Colgate-Palmolive (Hellas) S.A.I.C.
(Greece); Colgate-Palmolive Compania Anonima
(Venezuela); Colgate-Palmolive Company, Distr. (Puerto
Rico); Colgate-Palmolive del Ecuador S.A.I.C.; Colgate-
Palmolive de Puerto Rico, Inc.; Colgate-Palmolive
Deutschland Holding GmbH (Germany); Colgate-Palmolive
(Dominican Republic), Inc.; Colgate-Palmolive (Eastern)
Pte. Ltd. (Singapore); Colgate-Palmolive España, S.A./N.V.
(Spain); Colgate-Palmolive Europe S.A. (Belgium); Colgate-
Palmolive Europe Sarl (Switzerland); Colgate-Palmolive
G.m.b.H. (Germany); Colgate-Palmolive (Guangzhou) Co.,
Ltd. (China); Colgate-Palmolive (H.K.) Ltd. (Hong Kong);
Colgate-Palmolive Holding Inc.; Colgate-Palmolive
Holdings (UK) Limited; Colgate-Palmolive Holding S. Com.
p.a. (Spain); Colgate-Palmolive Inc. S.A. (Uruguay);
Colgate-Palmolive (India) Limited; Colgate-Palmolive
Industria e Comercio Ltda. (Brazil); Colgate-Palmolive
Industrial Unipessoal, Lda. (Portugal); Colgate-Palmolive
International LLC; Colgate-Palmolive Investments, Inc.;
Colgate-Palmolive Ltd. (New Zealand); Colgate-Palmolive
(Malaysia) Sdn Bhd; Colgate-Palmolive (Marketing) Sdn
Bhd (Malaysia); Colgate-Palmolive Nederland BV
(Netherlands); Colgate-Palmolive Norge A/S (Norway);
Colgate-Palmolive Philippines, Inc.; Colgate-Palmolive
(Poland) Sp. z 0.0.; Colgate-Palmolive Pty Limited
(Australia); Colgate-Palmolive (Pty) Limited (South Africa);
Colgate-Palmolive Services, S.A. (France); Colgate-
Palmolive, S.A. de C.V. (Mexico); Colgate-Palmolive S.p.A.
(Italy); Colgate-Palmolive Temizlik Urunleri Sanayi ve
Ticaret, A.S. (Turkey); Colgate-Palmolive (Thailand) Ltd.;
Colgate Sanxiao Company Limited (China); Cotelle S.A.
(France); CPIF Venture, Inc.; GABA Holdings Delaware,
LLC; GABA Holding A.G. (Switzerland); Hawley & Hazel
Chemical Company (HK) Limited (Hong Kong); Hawley &
Hazel Chemical Company (Zhongshou) Limited (China);
Hawley & Hazel Chemical (Taiwan) Corporation Ltd.; Hill's

Pet Nutrition, Inc.; Hill's Pet Nutrition Indiana, Inc.; Hill's

Pet Nutrition Limited (U.K.); Hill's Pet Nutrition Sales, Inc.;
Hill's Pet Nutrition Manufacturing, B.V. (Netherlands);
Hill's Pet Nutrition SNC (France); Hill's Pet Products, Inc.;
Hill's-Colgate (Japan) Ltd.; Inmobiliara Hills, S.A. de C.V.
(Mexico); Kolynos Corporation; Mission Hills, S.A. de C.V.
(Mexico); Norwood International Incorporated; Softsoap
Enterprises, Inc.

Principal Competitors

The Procter & Gamble Company; Unilever; The Clorox

Company; S.C. Johnson & Son, Inc.; The Gillette Company;
Johnson & Johnson; Alberto-Culver Company; Reckitt
Benckiser plc; Sara Lee Corporation; Church & Dwight Co.,
Inc.; The Dial Corporation.

OBJECTIVES OF THIS FINANCIAL

ANALYSIS:

Our primary objective is to compare the financial

statements of Godrej Consumer products ltd with
dabur consumer products ltd and colgate palmolive
consumer products ltd.

The objective of this project is to know companies

performance through detailed analysis of degree of
operating leverage (business risk),degree of
financial leverage (financial risk) and also to
calculate the depth equity ratio and interest
coverage ratio.

Generally we know that if return is high risk

involved is also high and vice-versa.It means a
company is good when its business risk is high and
financial risk is low and its inverse .But if its
EPS(earning per share)is less in both the conditions
then the companies performance is not upto its
satisfactory limit.
Also the capital structure of the company is very
important to analyse.It simply measures the that
how much a company is collecting capital from
equity through public issue and how much through
debt issue as the total value of the firm is calculated
as the sum of the total market value of the equity
and the total market value of debt.

The more debt in the company more is the risk

involved in the business and the return involved is
also higher.

Debt equity ratio helps us to know what amount of

ratio is involved in debt and equity and how is it
useful in constructing its capital.

The interest coverage ratio helps us to analyse the

capability of the company to pay back its debt in the
market.