CHAPTER I

1. INTRODUCTION
1.1 Significance of Rewards and Recognition
“You get the best effort from others not by lighting a fire beneath them, but by building a
fire within.”
Bob Nelson

Rewards and Recognition is considered as a powerful tool which is used by an organization to

motivate its employees. Reward and Recognition is typically used either to reward an employee
for a behavior or recognize an employee for results. The assumption that rewards and recognition
is necessary is most likely a true one. There is a definite link between the intention of people to
stay at their place of employment and get reward/recognition. Indeed, some of the recent studies
have shown that the correlation between the length of time people intent to stay with their current
employers and the recognition given for work that is well done is positive and statistically
significant relationship. The relationship between monetary rewards and intention to stay also is,
but somewhat less so.

In a competitive business climate, more business owners are looking at improvements in quality
while reducing costs. Meanwhile, a strong economy has resulted in a tight job market. So while
small businesses need to get more from their employees, their employees are looking for more
out of them. Employee reward and recognition programs are one method of motivating
employees to change work habits and key behaviors to benefit a small business.

Reward and Recognition programs aim to:

 Recognize individuals and teams, in a timely and effective way, for their exceptional
contributions and motivate them.
 Provide opportunities to acknowledge and recognize staff.
 Recognize that each individual can make a difference.
 Highlight behaviors and activities that have benefited the business and showcase employees
as role models.

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Difference between Reward and Recognition:

Recognition = Reinforcing behaviors

Reward = Rewarding results

Although these terms are often used interchangeably, Employee reward systems refer to
programs set up by a company to reward performance and motivate employees on individual
and/or group levels. They are normally considered separate from salary but may be monetary in
nature or otherwise have a cost to the company, whereas employee recognition programs are
often combined with reward programs. They are intended to provide a psychological—reward a
financial—benefit. Although many elements of designing and maintaining reward and
recognition systems are the same, it is useful to keep this difference in mind, especially for small
business interested in motivating staffs while keeping costs low.

1.2 Need for the Study

In an industry like construction, employee retention and motivation aspect is less when compared
to other industries. Traditionally most reward and recognition programs were vague and often
given in response to a manager’s perception of when an employee performed exceptionally well
and moreover very few construction companies tend to implement the programs like rewards and
recognition and motivate employees to do exceptional job at their work place. So the researcher
felt need to conduct such program at Elite and study how this program impacts the employee
motivation level. The purpose of many of the reward and recognition programs is multi-layered.
As stated above, associate motivation and retention is the generally stated goal and also to
recognize the outstanding behaviors that lead directly to the accomplishments of the mission and
strategic goals of the organization.

1.2.1 Criteria for successful reward & recognition system:

 Employee motivation, engagement, retention and satisfaction

 Organizational goals, culture and values
 Productivity, Reward systems need to have a positive impact on behavior
 Achieving desired performance levels
 Open to all, everyone can win

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1.2.2 Types of reward & recognition programs:

Formal

 Monetary Incentives
 Bonus for Goal Achievement
 Company or Division individual recognition
 Organization Specific Rewards
 Man of the Project
 Best Employee for Safety
 Man of the Project
 Appreciation form clients
 Performance Reviews
Spot Rewards
 Non Monetary Rewards
 Movie Tickets/Vouchers
 Book a Table for Lunch/Dinner with his/her family
Show Appreciation
 Thank you – letters, certificates, public forums
 “Good Job” – email with superiors copied

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 CHAPTER II
INDUSTRY PROFILE

The Construction industry of India is an important indicator of the development as it creates

investment opportunities across various related sectors. The construction industry has
contributed an estimated 670,778 crore to the national GDP in 2011-12 (a share of around 8%).
The industry is fragmented, with a handful of major companies involved in the construction
activities across all segments; medium sized companies specializing in niche activities and small
and medium contractors who work on the subcontractor basis and carry out the work in the field.
The sector is labor-intensive and, including indirect jobs, provides employment to more than 35
million people.

The period from 1950 to mid 60’s witnessed the government playing an active role in the
development of these services and most of construction activities during this period were carried
out by state owned enterprises and supported by government departments. In the first five-year
plan, construction of civil works was allotted nearly 50 per cent of the total capital outlay. The
first professional consultancy company, National Industrial Development Corporation (NIDC),
was set up in the public sector in 1954. Subsequently, many architectural, design engineering and
construction companies were set up in the public sector (Indian Railways Construction Limited
(IRCON), National Buildings Construction Corporation (NBCC), Rail India Transportation and
Engineering Services (RITES), Engineers India Limited (EIL), etc.) and private sector (M N
Dastur and Co., Hindustan Construction Company (HCC), Ansals, etc.).

In India Construction has accounted for around 40 per cent of the development investment
during the past 50 years. Around 16 per cent of the nation's working population depends on
construction for its livelihood. The Indian construction industry employs over 3 crore people and
creates assets worth over 20,000 crore. It contributes more than 5 per cent to the nation's GDP
and 78 per cent to the gross capital formation. Total capital expenditure of state and central govt.
will be touching 8,02,087 crores in 2011-12 from 1,43,587 crores (1999-2000). The share of
the Indian construction sector in total gross capital formation (GCF) came down from 60 per cent
in 1970-71 to 34 per cent in 1990-91. Thereafter, it increased to 48 per cent in 1993-94 and stood
at 44 per cent in 1999-2000. In the 21st century, there has been an increase in the share of the

4
construction sector in GDP and capital formation. GDP from Construction at factor cost (at
current prices) increased to 1,74,571 crores (12.02% of the total GDP) in 2004-05 from
1,16,238 crores (10.39% of the total GDP) in 2000-01.

The main reason for this is the increasing emphasis on involving the private sector infrastructure
development through public-private partnerships and mechanisms like build-operate-
transfer (BOT), private sector investment has not reached the expected levels. The Indian
construction industry comprises 200 firms in the corporate sector. In addition to these firms,
there are about 1,20,000 class A contractors registered with various government construction
bodies. There are thousands of small contractors, which compete for small jobs or work as sub-
contractors of prime or other contractors. Total sales of construction industry have reached
42,885.38 crores in 2004 05 from 21,451.9 crores in 2000-01, almost 20% of which is a large
contract for Benson & Hedges.

Future Challenges
The Indian economy has witnessed considerable progress in the past few decades. Most of the
infrastructure development sectors moved forward, but not to the required extent of increasing
growth rate up to the tune of 8 to 10 per cent. The Union Government has underlined the
requirements of the construction industry. With the present emphasis on creating physical
infrastructure, massive investment is planned in this sector. The Planning Commission has
estimated that investment requirement in infrastructure to the tune of about 14,50,000 crore or
US$320 billion during the 11th Five Year Plan period. This is a requirement of an immense
magnitude. Budgetary sources cannot raise this much resources. Public Private Partnerships
(PPP) approach is best suited for finding the resources. Better construction management is
required for optimizing resources and maximizing productivity and efficiency.

Construction
In the fields of architecture and civil engineering, construction is a process that consists of
the building or assembling of infrastructure. Far from being a single activity, large scale
construction is a feat of human multitasking. Normally, the job is managed by a project manager,
and supervised by a construction manager, design engineer, construction engineer or project
architect.

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For the successful execution of a project, effective planning is essential. Involved with the design
and execution of the infrastructure in question must consider the environmental impact of the
job, the successful scheduling, budgeting, construction site safety, availability of building
materials, logistics, inconvenience to the public caused by construction delays and bidding, etc.

Types of Construction Projects

In general, there are four types of construction:

Residential Building construction

Industrial construction
Commercial Building construction
Heavy Civil construction

Each type of construction project requires a unique team to plan, design, construct and maintain
the project.

Building Construction
Building construction is the process of adding structure to real property. The vast majority of
building construction jobs are small renovations, such as addition of a room, or renovation of a
bathroom. Often, the owner of the property acts as laborer, paymaster, and design team for the
entire project. However, all building construction projects include some elements in common –
design, financial, estimating and legal considerations. Many projects of varying sizes reach
undesirable end results, such as structural collapse, cost overruns, and/or litigation reason; those
with experience in the field make detailed plans and maintain careful oversight during the project
to ensure a positive outcome. Commercial building construction is procured privately or publicly
utilizing various delivery methodologies, including cost estimating, hard bid, negotiated price,
traditional, management contracting, construction management-at-risk, design & build and
design-build bridging.

Residential construction practices, technologies, and resources must conform to local building
authority regulations and codes of practice. Materials readily available in the area generally
dictate the construction materials used (e.g. brick versus stone, versus timber). Cost of
construction on a per square meter (or per square foot) basis for houses can vary dramatically

6
based on site conditions, local regulations, economies of scale (custom designed homes are
always more expensive to build) and the availability of skilled trades people. As residential
construction (as well as all other types of construction) can generate a lot of waste, careful
planning again is needed here.

The most popular method of residential construction in the United States is wood framed
construction. As efficiency codes have come into effect in recent years, new construction
technologies and methods have emerged. University Construction Management departments are
on the cutting edge of the newest methods of construction intended to improve efficiency,
performance and reduce construction waste.

New techniques of building construction are being researched, made possible by advances in 3D
printing technology. In a form of additive building construction, similar to the additive
manufacturing techniques for manufactured parts, building printing is making it possible to
flexibly construct small commercial buildings and private habitations in around 20 hours, with
built-in plumbing and electrical facilities, in one continuous build, using large 3D
printers. Working versions of 3D-printing building technology are already printing 2 meters
(6 ft 7 in) of building material per hour as of January 2013, with the next-generation printers
capable of 3.5 meters (11 ft) per hour, sufficient to complete a building in a week. Dutch
architect Janjaap Ruijssenaars's per formative architecture 3D-printed building is scheduled to be
built in 2014.

Construction Processes
Design Team

In the modern industrialized world, construction usually involves the translation of designs into
reality. A formal design team may be assembled to plan the physical proceedings, and to
integrate those proceedings with the other parts. The design usually consists
of drawings and specifications, usually prepared by a design team including surveyors, civil
engineers, cost engineers (or quantity surveyors), mechanical engineers, electrical engineers,
structural engineers, fire protection engineers, planning consultants, architectural consultants,
and archaeological consultants. The design team is most commonly employed by (i.e. in contract
with) the property owner. Under this system, once the design is completed by the design team, a

7
number of construction companies or construction management companies may then be asked to
make a bid for the work, either based directly on the design, or on the basis of drawings and
a bill of quantities provided by a quantity surveyor. Following evaluation of bids, the owner will
typically award a contract to the most cost efficient bidder.

The modern trend in design is toward integration of previously separated specialties, especially
among large firms. In the past, architects, interior designers, engineers, developers, construction
managers, and general contractors were more likely to be entirely separate companies, even in
the larger firms. Presently, a firm that is nominally “architecture” or "construction management"
firm may have experts from all related fields as employees, or to have an associated company
that provides each necessary skill. Thus, each such firm may offer itself as "one-stop shopping"
for a construction project, from beginning to end. This is designated as a "design Build" contract
where the contractor is given a performance specification and must undertake the project from
design to construction, while adhering to the performance specifications.

Several project structures can assist the owner in this integration, including design-build,
partnering and construction management. In general, each of these project structures allows the
owner to integrate the services of architects, interior designers, engineers and constructors
throughout design and construction. In response, many companies are growing beyond
traditional offerings of design or construction services alone and are placing more emphasis on
establishing relationships with other necessary participants through the design-build process.

The increasing complexity of construction projects creates the need for design professionals
trained in all phases of the project's life-cycle and develop an appreciation of the building as an
advanced technological system requiring close integration of many sub-systems and their
individual components, including sustainability. Building engineering is an emerging discipline
that attempts to meet this new challenge.

Financial Advisors

Construction projects can suffer from preventable financial problems. Underbids ask for too little
money to complete the project. Cash flow problems exist when the present amount of funding
cannot cover the current costs for labour and materials, and because they are a matter of having
sufficient funds at a specific time, can arise even when the overall total is enough. Fraud is a

8
problem in many fields, but is notoriously prevalent in the construction field. Financial planning
for the project is intended to ensure that a solid plan with adequate safeguards and contingency
plans are in place before the project is started and is required to ensure that the plan is properly
executed over the life of the project.

Mortgage bankers, accountants, and cost engineers are likely participants in creating an overall
plan for the financial management of the building construction project. The presence of the
mortgage banker is highly likely, even in relatively small projects since the owner's equity in the
property is the most obvious source of funding for a building project. Accountants act to study
the expected monetary flow over the life of the project and to monitor the payouts throughout the
process. Cost engineers and estimators apply expertise to relate the work and materials involved
to a proper valuation. Cost overruns with government projects have occurred when the contractor
was able to identify change orders or changes in the project resulting in large increases in cost,
which are not subject to competition by other firm as they have already been eliminated from
consideration after the initial bid.

Large projects can involve highly complex financial plans and often start with a conceptual
estimate performed by a building estimator. As portions of a project are completed, they may be
sold, supplanting one lender or owner for another, while the logistical requirements of having the
right trades and materials available for each stage of the building construction project carries
forward. In many English-speaking countries, but not the United States, projects typically use
quantity surveyors.

Interaction of Expertise

Design, finance, and legal aspects overlap and interrelate. The design must be not only
structurally sound and appropriate for the use and location, but must also be financially possible
to build, and legal to use. The financial structure must accommodate the need for building the
design provided, and must pay amounts that are legally owed. The legal structure must integrate
the design into the surrounding legal framework, and enforce the financial consequences of the
construction process.

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Procurement

Procurement describes the merging of activities undertaken by the client to obtain a building.
There are many different methods of construction procurement; however the three most common
types of procurement are:

Traditional (Design-Bid-Build)
Design and build

Management contracting

There is also a growing number of new forms of procurement that involve relationship
contracting where the emphasis is on a co-operative relationship between the principal and
contractor and other stakeholders within a construction project. New forms include partnering
such as Public-Private Partnering (PPPs) aka private finance initiatives(PFIs) and alliances such
as "pure" or "project" alliances and "impure" or "strategic" alliances. The focus on co-operation
is to ameliorate the many problems that arise from the often highly competitive and adversarial
practices within the construction industry.

Traditional

This is the most common method of construction procurement and is well established and
recognized. In this arrangement, the architect or engineer acts as the project coordinator. His or
her role is to design the works, prepare the specifications and produce construction drawings,
administer the contract, tender the works, and manage the works from inception to completion.
There are direct contractual links between the architect's client and the main contractor. Any
subcontractor will have a direct contractual relationship with the main contractor.

Design and Build

This approach has become more common in recent years and involves the client contracting a
single entity to both provide a design and to build that design. In some cases, the Design and
Build (D & B) package can also include finding the site, arranging funding and applying for all
necessary statutory consents.

The owner produces a list of requirements for a project, giving an overall view of the project's
goals. Several D&B contractors present different ideas about how to accomplish these goals. The

10
owner selects the ideas he or she likes best and hires the appropriate contractor. Often, it is not
just one contractor, but a consortium of several contractors working together. Once a contractor
(or consortium/consortia) has been hired, they begin building the first phase of the project. As
they build phase 1, they design phase 2. This is in contrast to a design-bid-build contract, where
the project is completely designed by the owner, then bid on, then completed.

Kent Hansen pointed out that state departments of transportation (DOTs) usually use design
build contracts as a way of getting projects done when states don't have the resources. In DOTs,
design build contracts are usually used for very large projects.

Management Procurement Systems

In this arrangement the client plays an active role in the procurement system by entering into
separate contracts with the designer (architect or engineer), the construction manager, and
individual trade contractors. The client takes on the contractual role, while the construction or
project manager provides the active role of managing the separate trade contracts, and ensuring
that they all work smoothly and effectively together.

Management procurement systems are often used to speed up the procurement processes, allow
the client greater flexibility in design variation throughout the contract, the ability to appoint
individual work contractors, separate contractual responsibility on each individual throughout the
contract, and to provide greater client control.

Construction Careers
There are many routes to the different careers within the construction industry which vary by
country. However, there are three main tiers of careers based on educational background which
are common internationally:

Unskilled and semi-skilled – General site labor with little or no construction qualifications.

Skilled – On-site managers who possess extensive knowledge and experience in

their craft or profession.

Technical and management – Personnel with the greatest educational qualifications,

usually graduate degrees, trained to design, manage and instruct the construction process.

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Skilled occupations in the UK require further education qualifications, often
in vocational subject areas. These qualifications are either obtained directly after the completion
of compulsory education or through "on the job" apprenticeship training. In the UK, 8500
construction-related apprenticeships were commenced in 2007. Technical and specialized
occupations require more training as a greater technical knowledge is required. These
professions also hold more legal responsibility. A short list of the main careers with an outline of
the educational requirements is given below:

Quantity surveyor – Typically holds a master's degree in quantity surveying. Chartered status is
gained from the Royal Institution of Chartered Surveyors.

Architect – Typically holds 1, undergraduate 3 year degree in architecture + 1, post-graduate 2

year degree (Dip-Arch or B-Arch) in architecture plus 24 months experience within the industry.
To use the title "architect" the individual must be registered on the Architects Registration
Board register of Architects.

Civil engineer – Typically holds a degree in a related subject. The Chartered

Engineer qualification is controlled by the Engineering Council, and is often achieved through
membership of the Institution of Civil Engineers. A new university graduate must hold a master's
degree to become chartered; persons with bachelor's degrees may become an Incorporated
Engineer.

Building services engineer – Often referred to as an "M&E Engineer" typically holds a degree
in mechanical or electrical engineering. Chartered Engineer status is governed by
the Engineering Council, mainly through the Chartered Institution of Building Services
Engineers.

Project manager – Typically holds a 4-year or greater higher education qualification, but are
often also qualified in another field such as quantity surveying or civil engineering.

Structural engineer – Typically holds a bachelors or master's degree in structural engineering.

A P.ENG is required from the Professional Engineers Ontario. (ON, CANADA) New university
graduates must hold a master's degree to gain chartered status from the Engineering Council,
mainly through the Institution of Structural Engineers (UK).

12
Civil Estimators-are professionals who typically have a background in civil
engineering, construction project management, or construction supervision.

In 2010 a salary survey revealed the differences in remuneration between different roles, sectors
and locations in the construction and built environment industry. The results showed that areas of
particularly strong growth in the construction industry, such as the Middle East, yield higher
average salaries than in the UK for example. The average earning for a professional in the
construction industry in the Middle East, across all sectors, job types and levels of experience, is
£42,090, compared to £26,719 in the UK. This trend is not necessarily due to the fact that more
affluent roles are available however as architects with 14 or more years experience working in
the Middle East earns on average £43,389 per annum, compared to £40,000 in the UK. Some
construction workers in the US/CANADA have made more than $100,000 annually, depending
on their trade.

Safety
Construction is one of the most dangerous occupations in the world, incurring more occupational
fatalities than any other sector in both the United States and in the European Union. In 2009, the
fatal occupational injury rate among construction workers in the United States was nearly three
times that for all workers. Falls are one of the most common causes of fatal and non-fatal injuries
among construction workers. Proper safety equipment such as harnesses and guardrails and
procedures such as securing ladders and inspecting scaffolding can curtail the risk of
occupational injuries in the construction industry.

Site survey
A site survey is an inspection of an area where work is proposed, to gather information for a
design or an estimate to complete the initial tasks required for an outdoor activity. It can
determine a precise location, access, best orientation for the site and the location of obstacles.
The type of site survey and the best practices required depend on the nature of the
project. Examples of projects requiring a preliminary site survey include urban
construction, specialized construction (such as the location for a telescope) and wireless
network design.

13
In hydrocarbon exploration, for example, site surveys are run over the proposed locations of
offshore exploration or appraisal wells. They consist typically of a tight grid of high resolution
(high frequency) reflection seismology profiles to look for possible gas hazards in the shallow
section beneath the seabed and detailed bathymetric data to look for possible obstacles on the
seafloor (e.g. shipwrecks, existing pipelines) using multi beam echo sounders.

14
 CHAPTER III
ORGANIZATION PROFILE
Introduction
Elite Engineering & Constructions (Hyderabad) Pvt Ltd are a leading contracting company
undertaking Civil & Structural works for Commercial & Residential Buildings, Industrial,
Infrastructure & Logistic park projects at various locations in India. Founded in 2007, Elite
Engineering & Construction (Hyd) Private Limited, a part of V-TECH ENGINEERS Group, is
one of the leading Concrete Flooring & Roads Making companies in India With strong
workforce of 300 professionally qualified construction managers, engineers and supervisors
backed up with latest construction equipment & technologically advanced work environment.
Our gross revenues are Rs. 2000 lakhs for the fiscal year ended in March 2010.

The Company's strength has been its commitment to the timely completion of projects with due
emphasis on project management, quality & safety. Armed with the technical expertise gained
through a varied range of projects executed, we can take up any challenging and fast track
project. Our corporate office is located in Hyderabad with other regional office at Chennai.
Today, Elite with a proven track record of completing prestigious projects within the scheduled
time and quality parameters to the customer's satisfaction, and also take care of quality, timing
completion & Safety.

Elite Mission and Vision

“At Elite, it’s more about WE and less about ME”

Mission

Building value founded on the strength of cutting edge technology blended with experience,
knowledge, expertise and excellence.

Vision

Transform the way people perceive Quality, thus cementing a strong relation and everlasting
relationship with clients, stake holders and customers.

15
Philosophy

Passion at work to deliver the best value exceeding the client’s expectations.

Teamwork

We can gain from the diversity within our group by sharing knowledge and resources to achieve
individual and collective success.

Reliability

We are trustworthy and reliable, in both thought and action. Our stakeholders and clients can
count on us to deliver always.

Company Culture and Values

Our Management
We see ourselves as promoters of change. We shall work in committed teams and achieve our
business objectives with honesty and integrity.

Our Customers

We hope our customers will be delighted by our products and service and build long-term
relationships based on mutual trust, leading EECHPL to be the preferred brand.

Our People

Our people shall be competent, self driven and promoted on merit. They shall with, honesty and
integrity; work within an environment where free expression based on mutual trust shall foster
innovation.

Our Business

We see our business as being competitive and profitable, built on partnerships based on mutual
trust with respect to customers, suppliers, employees and shareholders who see us as a
progressive, dependable and reliable company.

16
Integrity

No matter how high the stakes, no matter how great the stretch, we will do business only by
lawful and ethical means. All employees will demonstrate the firm’s integrity in every aspect of
our business and will never compromise on commitment to integrity.

Key Management

S.No Name Designation

1 Mr.S.V.Gurusamy Managing Director

2 Mr.S.V.Arumugam Director - Projects

3 Mr.S.V.Srinivasan Director - HR/Admin

4 Mr.S.Sundar Additional Director - Projects

5 Mr.S.Satyanarayana General Manager- Finance/Accounts

6 Mr.Roshan Zameer Head - HR

17
Organization Structure

Corporate Office Organization Chart

18
Regional Office Organization Chart

19
Site Organization Chart

Services

Buildings Industrial Infrastructure

Residential Buildings Warehouse Buildings Roads / Highways

Commercial Complex Logistic Park Bridge / Flyover / Underpass
Institutional Buildings Industrial Sheds Grade Separator
IT Park Buildings Factory Buildings Sports Complex
Hospital Urban Developments
Hotels

20
Strengths

Human Resources
At Elite, our HR Policies are liberal and employee friendly. We value our employee and extend
all support and co-operation for their Professional Development and providing career growth
plan. HR plays the role of catalyst and acts as a voice of employee in order to improve
employees’ contribution and achieving business goals.

Learning and Development

Learning is a continuous process at Elite. To cater to the ever growing needs of the industry we
have set up a state of the art learning centre at Hyderabad & Chennai. Learning Centre caters to
the learning development need of our team and moreover helps us build a highly skilled and well
informed workforce. A good blend of skill development, behavioral and functional programs
provide a platform for growth. In addition to this we cater to such development needs through
experts at our various project sites and regional offices also. Courses are designed to keep
employees in touch with the latest trends in management. Emphasis is laid on creativity,
innovation, achievement motivation for excellence, empowerment, enhance communication and
interpersonal skills, developing leadership qualities and providing knowledge of industry latest
related software.

Best employee performance awards:

Every year we call in nominations from our employees to state their achievements and to
nominate themselves as 'Best Employee'. This activity is undertaken to promote a sense of
healthy competition and to acknowledge efforts of thousands of our team members. Along with
these awards for Best site and Site with best safety conditions are also presented.

Quality

Scientific process control measures are implemented and monitored at all project sites as an
ongoing quality assurance program. A strong and committed team of project execution engineers
and quality assurance engineers work hand in hand to deliver the best quality of material and
workmanship to delight the customer.

21
Elite satisfied Client list includes well known MNCs, National giants and PSUs. Elite has bagged
awards for delivering best quality constructions.

Safety

Management sees each minor incident also as a scope for improvement in the EHS norms
imbibed in the policy. Motivational EHS standard in the company also includes Occupational
Health of everyone involved.

As an EHS culture of the company, all workers are provided with necessary PPE (Personal
Protective Equipment) and training to adhere to standard EHS norms and rules. Due to its
continual endeavor for improvement in EHS implementation system.

New Formwork System

Elite has successfully completed prestigious assignments with its pertinent formwork materials
by giving due importance to customer demand, functional requirement and site conditions on job
to job basis by its extensive formwork materials fleet and competent technical personnel.
Elite proudly mentions that it can complete any type of building and infrastructure project with
full client satisfaction with due importance to safety.

Plant & Machinery

Logistic management of these equipment is done in the most scientific way to ensure availability
of the pertinent equipment for the task..

With its highly competent technical personnel and experience, Elite has successfully completed
prestigious assignments with its pertinent equipments by giving due importance to customer
demand, functional requirement and site conditions on job to job basis. By its extensive
equipment fleet and competent technical personnel Elite proudly mentions that it can complete
any type of building and infrastructure project with full client satisfaction with due importance to
safety.

22
Elite Projects

Order
Value
S.No Project Details Client Status
In
Lakhs

Construction of Sugar Godown for M/s

1 Jeyapore Sugars Limited, Pothavarm,west CCCL 120 Completed
Godhawari Dist, Andhra Pradesh

Site Development for EMAAR MGF, Golf

2 EMAAR 450 Completed
Club, Gachi Bowli, Hyderabad

Elite Engineering
Construction Elite's apartment - 5 Storied
3 and Construction 550 Completed
Building at Beeramguda, Hyderabad
Hyd (P) Limited

Construction of Compound wall and misc

4 civil works for VITP, Ascendas IT Park VITP Pvt Limited 400 Completed
Hyderabad

Construction of Major Bridge - 32 Spans at Madhucon Projects

5 300 Completed
CH 208 on NH - 45B Limited

Construction of Metro Cash and Carry at Metro Cash and

6 550 Completed
Uppal, Hyderabad Carry India

Construction of warehouse and Civil works Musaddilal Projects

7 2500 Completed
for HUL, Chikballapur, North Bangalore Limited

IIT , Chennai
Construction of Married Accomodation for 98%
8 through Maytas 800
Research Scholars , IIT campus , Chennai completed
Infra

23
 Construction of Road over Bridge at CH: Madhucon Projects
9 128 Completed
81+400 at NH - 67 Ltd

Construction of Toll Plaza on at CH:254 on Madhucon Projects

11 400 Completed
NH 45 B Ltd

Techtrans
Construction of Structures placed between Work In
12 Construction India 5728
CH:0+000KM to 17+340 on NH 67 progress
(P) Limited

Construction of Road over Bridge Work in

13 Madras Cements Ltd 250
at Tuticorin CH:267 on NH 45 B Progress

Somana
Construction of MULTIPLEX , G + 7 at Work in
14 Entertainment Pvt 1725
Begumpet, Secunderabad Progress
Ltd

Construction of luxury apartment, G + 13 Work in

15 Vermont Projects 1620
Floors at Begumpet, Hyderabad Progress

24
 CHAPTER IV
JOB PROFILE
(this section should have 6 pages)
1. Profile of the department the intern is working
2. Nature of the Job
3. Job Description

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 CHAPTER V

LEARNING OUTCOMES (this section should be 15 pages)

1. Concepts applied in the Summer Internship

Example : If your profile is in recruitment the concept
would be sources of recruitment the source could be
internal/external. For recruitment at different levels which
source was used by the recruitment company and the
reason behind? Further you may take the ratio of
candidates applied and selected and how is this ratio at
different level of recruitment. (these are only indicative).
2. Your observations
3. Any recommendations that you would like to give to the
company for the improvement of process.

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 ANNEXURE
(any document that is relevant to your internship)
QUESTIONNAIRE
PART A: Employee Details

Name : Designation:

Location: Elite Experience:

Age: Contact No:

PART B: To be filled by Employee

Score the following Questions on the basis of five point rating scale.

1. I am aware of the Employee Reward & Recognition Program conducted at Elite.

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
2. I believe that the current Employee Recognition Programs used by Elite has value to me as an
Employee.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
3. The department does an adequate job recognizing employees for their performance.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
4. Do you believe that a selection committee of your peers could lead to favoritism in the
selection process?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
5. Is Personal Recognition for a job well done important to you?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
6. Does your department have a mechanism in place for a supervisor to give an on the spot
“Thank-You” award?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
7. Does the criterion of your department’s awards align with the core values of department?

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a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
8. Do you think reward system has a positive impact on behavior?
a) Yes b) No
9. Do you think reward & recognition program helps to achieve desired performance levels?
a) Yes b) No
10. Does Recognition program motivates you to grow in the organization?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

PART C: To be filled by Employer

On a scale of 1 to 5 with 5 being the best, how would you rate your company’s employee
reward and recognition

11. Is your Program valued by your employees?

a) Yes b) No
12. How frequently do you modify or evaluate your program?
a) Often b) Sometimes c) Neutral d) Rarely e) Never
13. How involved are your Managers in your Program?
a) Highly Involved b) Moderate c) Less Involved d) Poor
14. Do you think Rewards & Recognition program helps to retain employees?
a) Yes b) No
15. Do you think employees get motivated and get engaged in work through this program?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
16. Do you think Rewards & Recognition program increases productivity?
a) Yes b) No
17. Do you think your employees are satisfied with the reward program conducted at Elite?
a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied
18. Is your reward & recognition program open to all employees?
a) Yes b) No
19. Does this program gives the employees opportunity for promotion?

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a) Yes b) No
20. Does this program motivate employees to do exceptional job?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

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