Once More Final

A
SUMMER PROJECT REPORT

ON
“( INFRASTRUCTURE INDUSTRY)”
IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE AWARD FOR THE

DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION
UNDER THE GUIDANCE OF SUBMITTED BY

“Prof. HIREN. S. PATEL” “AJAY JANGID” (27)
“DARSHI PATEL” (47)
“JAY PANCHAL” (98)
SUBMITTED TO
SHREE UTTAR GUJARAT BBA COLLEGE,
BHATAR ROAD, SURAT.
AFFILIATED TO VEER NARMAD SOUTH GUJARAT UNIVERSITY SURAT

STUDENTS’ DECLARATION
I/We, _______________ and _______________ and ____________, hereby
declare that the report for Comprehensive Project entitled
“_______________________________________________________” is a result
of our own work and our indebtedness to other work publications, references, if
any, have been duly acknowledged.
Place: Surat
Date: (1st Student Name)
(2nd Student Name)
1
SHREE UTTAR GUJARAT B.B.A & B.C.A COLLEGE
ACKNOWLEDGEMENT
We are thankful to the veer Narmad South Gujarat University for providing us this great
opportunity of doing analysis of Industry Defined problems. In preparation of this report by us,
we feel great pleasure because it gives us extensive practical knowledge in our career. We get
idea about ____________ Industry by this project.
We express our gratitude to our Institute for providing us its best support in carrying on this
thing. We are thankful to ______________ (Assistant Prof.) for guiding us during the project and
giving us his best support and wide knowledge to us for undertaking this project.
We are also thankful to the Institute’s library staff, computer lab staff and office staff for their
support in making of this report. Last but not least, we are thankful to all those people, who have
directly or indirectly provided their support to us.
2
EXECUTIVE SUMMARY
Chapter-1 Industrial Scenario :-
In Industrial Scenarios we have discussed the topics on the sector's history & its evolution ,the
working of the sector ,challenges faced by this Sector , contribution in GDP , SWOT Analysis of
the sector. In Short Overall Scenario of this Sector is covered in this chapter of industrial
scenario.
Chapter-2 Company Profile :-
In this Chapter we have discussed the basic details of the company like its history ,owners &
promoters, Name & Location of the company, their Mission and Vision statement , its
organizational structure, and the SWOT Analysis of the company also.
Chapter-3 Finance Department:-
In this Chapter we discussed the Companies financial reports and its analysis . Analysis of the
Profit & Loss Statement ,Balance sheet statement ,Common size statement ,Ratios & its analysis
which is derived from the Financial statement. Companies CSR (corporate social Responsibility)
is also discussed in this chapter.
Chapter-4 Marketing Department :-
In this Chapter we have discussed the list of products and services of the company ,No of
Customers, Companies distribution channel ,companies product positioning strategies and
promotional tools and pricing method of the company. Chapter-5 Human Resource
Management :- In this Chapter 5 Human Resource Management we have discussed the
3
recruitment and selection process of the company, their training methodology ,employee safety
mechanism, performance appraisal &grievance handling procedure of the company.
Chapter-6 Production Department :-
In this chapter ,we have discussed the raw material used by the company , turnover of the
company, plant location , machine equipment used by the company and other service provided
by the company.
Chapter-7 Conclusion :-
In this chapter we have concluded about all the department of the company ,like finance
department , human resource department, marketing department and production department of
the company.
4
INDEX
5
Chapter 1
Industrial
Scenario
6
1. History / Evolution of Infrastructure Sector
In Indian transportation was conducted by two systems: road and water. Constructed roads were
few and poorly maintained, with many being inaccessible during monsoon season. On roads,
goods were carried in bullock carts or carried manually on the heads of porters. Water
transportation was limited to the coast and the Indus and Ganga river basins. These important
commercial arteries connected the north to the western and eastern coasts respectively. In
comparison to the north, river transportation in the south was less reliable because the rivers
relied heavily on rainfall. Thus, for British trading ambitions, transport costs were high outside
of the great river routes. Also, the Grand Trunk Road, which had been constructed by She shah
Suri, only connected Calcutta to Peshawar. In this situation, the initial advocates for developing
railways were mercantile firms in London and Manchester with trading ambitions in India
The goals of the plan to introduce railways were to lower transport costs and to give English
merchants easier access to raw cotton from India. Also, the railway would simultaneously open
the Indian market to British manufactured products such as cotton textiles. Initially, neither the
railways promoter nor the East India Company envisioned much of a demand for passenger
traffic. Railway construction started in 1853, with two “experimental” lines beginning in
Bombay and Calcutta, and accelerated quickly following the Indian Mutiny, the first Indian war
of independence, and the transfer of the government of India from the East India Company to
direct rule by the British Crown
A British plan for railway development in India was first initiated in 1832, but the core of the
pressure for building railways came from London in the 1840s. In the year 1844, private
entrepreneurs were permitted to launch a railway system by Lord Harding, who was the
Governor-General of India. The railway age dawned in India on 16 April 1853, when the first
train ran from Bombay’s Bori Bunder to Thane, a distance of 21 miles, marked by a 21-gun
salute. The mileage of India’s rail network grew from 838 miles in 1860 to 15,842 miles in 1880,
mostly radiating inland from the three major port cities of Bombay, Madras, and Calcutta. Most
of the rail construction was made by Indian companies under the supervision of British
7
engineers. They built a railway system of strong bridges and a mixture of broad-meter and
narrow-gauge tracks. By 1901 India had a rail network covering 25,373 miles.
Puratchi Thalaivar Dr. M.G. Ramachandran Central Railway Station.
The common people of India did not see the railroad as a wonderful invention or great
convenience; they even referred to it as the Great Rakasha or Rakas (ghost). While the railway
conveyed the huge might and power of the British and boosted India’s efforts at commercial
modernization, it did little to help local people in times of famine
Their greatest impact of railroads on the famines, therefore, may have been neither the ability to
transport commodities over long distances nor their impact on the Indian economy, but rather the
way they catalysed the natural processes of the spread of diseases, a process magnified
8
immensely in the context of famine. Indeed, railroads serve as a telling example of the
misalignment between
1.1 Overall working of Infrastructure Sector
Infrastructure sector is the cornerstone of the Indian economy and plays an important role in
accelerating the growth of India’s overall development. The sector covers wide range of sub-
groups namely power, roads, ports, railways, telecommunication amongst others. To implement
an infrastructure program of large scale, the Government of India has launched National
Infrastructure Pipeline (NIP) in 2019, wherein it has planned to invest about INR 102 lakh crores
on infrastructure projects by 2024-25. Of the total, INR 102 lakh crore worth projects in NIP,
42% are under implementation, 19% are under development stage and about 31% are in the
conceptual stage currently. As per the NIP, the Central and State Government are expected to
have equal share of 39% in funding of the projects, whereas Private Sector will have 22% share.
Infrastructure is one of the core sectors that also attracts high foreign direct investments.
Between 2000 and 2019, about US$ 25.6 Bn of inflows were recorded in verticals such as
townships, construction development projects and housing (Source: IBEF). Asian Development
Bank has also announced a US$ 100 M funding for the Indian infrastructure sector through the
government promoted NIIF.
1.2 Challenges faced by Infrastructure Sector in India
 Political and regulatory risk: it has many facets. There are various categories of approvals
required across the project cycle at every stage, right from the pre-tendering stage to post
construction. They include community opposition on an investment, changes to asset-
specific regulations and breach of contract terms. In the case of India, denial of payments
from the government that go against contractual agreements seem to be perceived as
highly likely to influence future investment decisions.
 Land acquisition: Several projects have been stalled or delayed due to land acquisition
There are multiple reasons that lead to delays in land acquisition. One primary reason has
9
been resistance local from farmer’s communities whose land of is being acquired. Large
road and energy projects can take several months to be awarded and if processes are not
clear and impartial enough, investors hardly mobilize resource to bid.
 Environmental impact assessment: Environmental safeguards and guidelines are
evolving, which are similar to the scale and complexity of infrastructure projects. While
new projects need to comply with these regulations, even a project under construction
may sometimes need to comply with revised standards midway through the execution
stage.
 Access to financing: It touches upon the core feature of infrastructure: its long-term
payback period. It affects financiers and investors who are looking for long-term and
steady returns. After the global financial crisis though, long term lending is not easy to
get, India not being an exception.
 Capacity of private players: another emerging challenge for the achievement large
infrastructure projects is the capacity of the private sector to undertake or implement such
projects
1.3 SWOC ANALYSIS
1.3.1. STRENGTH
 Proliferating domestic and offshore infrastructure funds target the Indian

infrastructure market, driven by strong demand from the transport, power, urban,
infrastructure and irrigation segments.
 India’s government is keen to facilitate private sector participation in
infrastructure.
 Application of takeout financing boosted India, potentially unlocking around
INR300bn (US$6.2bn) in back debts, which could be used to finance
infrastructure.
10
1.3.2. WEAKNESS
 Lack of a structured regulatory and policy framework, or well-defined operating

and financing regulations – public-private partnership (PPP) framework and
regulations are inconsistent and lack transparency.
 There are low mechanization and limited use of modern technological
equipment.
 Limited long-term borrowing capability on the domestic banking sector due to an
immature bond market.
1.3.3. OPPORTUNITY
 There is the opportunity for the domestic industry to become more organized,
with the creation of larger firms through organic growth and acquisitions. This
would improve overall construction quality.
 Strong population growth and the growing economy is fuelling demand for
infrastructure.
 The government is looking to attract private companies to invest in infrastructure
through PPPs.
1.3.4. CHALLENGES
 Lack of investment
 Higher consumption of electricity
1.4. MAJOR PLAYER IN INFRASTRUCTURE IN THE

WORLD
11
1.4.1. GMR Infrastructure Limited
 GMR Infrastructure limited is stands at 3rd position in the list of top 10 infrastructure
companies in India, the company has founded in 1996, it is involved in various projects
like energy, real estate, highways, and Airports etc., and its market capital stands at Rs
8,049 Crore as on July 2015
 GMR handles many turn key projects in Turkey, Maldives, Philippines, Singapore and
Indonesia apart from India. 2 major projects completed by this company are:
 Indira Gandhi International Airport, New Delhi

 Rajiv Gandhi International Airport, Hyderabad, Telangana
1.4.2. IRB Infrastructure Developers Limited
 IRB Infrastructure Developers Limited was incorporated with an objective to finance IRB
Group. IRB is one of leading Infrastructure Development Company in Road construction
India. It has completed road projects about 9,000 kilometers and it has a market capital of
around Rs 7,940 Crores. The major projects completed by IRB are:
 Mumbai-Pune Expressway
 Ahmedabad-Vadodara Expressway
1.4.3 Jaiprakash Associates Limited
 Jaiprakash Associates Limited is a public listed infrastructure company and it is a part of

Jaypee Group of Indian Corporation. JAL was founded in 1979. It undertakes various
infrastructure projects like Power, roads, hospitality, real estate and sports etc. and its
market capital stands at Rs 5,716 Crore as on July 2015.
 Jaiprakash Associates Limited has worked on several hydro- power projects in India. Few
notable projects of JAL are:
 1000 MW Karcham Dam on River Satluj, Himachal Pradesh
12
 Yamuna Expressway
 Cement Blending & Grinding Unit in Agheri, Uttar Pradesh
 1450MW HEP on Sardar Sarovar Dam, Gujarat
1.4.4 Nagarjuna Construction Company Limited

 Nagarjuna Construction Company Limited (NCC) was incepted in 1978. NCC Limited is
a public limited company and it is involved in various projects related to power, railways,
mining, roads and irrigation etc. and its market capital stands Rs 5,214 Crore as on July
2015. Few important projects completed by NCC Limited are:
 Delhi Metro Railway Line

 Construction of Oberoi Resort in Kuwait
 Construction of Blast Furnance at SAIL-ISP
 Kalina-Vakola Flyover in Mumbai, Maharashtra.
1.4.5 Lanco Infratech Limited

 Lanco Infratech Limited stands at 9th place among the top 10 infrastructure companies of
India, located and Headquartered New Delhi. LIL is mainly engaged in Road, Power and
Expressways construction projects. LIL market capital stands at Rs 1,137 Crore as on
July 2015.
 Some of the notable projects undertaken by Lanco Infratech are:
 Devihalli Highways
 Udupi Power Corporation Ltd (UPCL) at Yellur in Udupi district.
1.5 GDP contribution by Infrastructure Sector
13
share of construction sector infrastructure as a part
of gdp year 2008-2017
10.00%
9.00%
8.00%
7.00%
6.00%
5.00% percentage
4.00%
3.00%
2.00%
1.00%
0.00%
08 09 10 11 12 13 14 15 16 17
20 20 20 20 20 20 20 20 20 20
FY FY FY FY FY FY FY FY FY FY
1.5 Some facts/figures of Infrastructure Sector

 India, Asia’s third- largest economy, expects to invest about $500 billion in
infrastructure, mainly in power, telecommunication, roads, railways and oil pipelines, in
the five years ending March 2012.
 India will need to spend more than $1 trillion on infrastructure from 2010 to 2019, with
roads requiring $427 billion, power $288 billion and railways $281 billion, according to
Goldman Sachs.
 Infrastructure investment is relatively low compared with some countries in Asia. Around
7.5 percent of GDP is invested in infrastructure, with plans to increase that to about 10
percent at the end of the 2008-2012 five-year plan.
 Private investment will likely contribute 36 percent, or $186 billion, to total infrastructure
investment by the end of the 2008-2012 five-year plan, up from 25 percent for the 2002-
2007 period.
 India will issue tax-free infrastructure bonds with minimum tenure of 10 years, which
will have the potential to raise about $6.5 billion in fiscal year 2010/11, according to
government estimates, and the number could rise in 2011/12.
14
1.6 Global Perspective
 For comparison, we have considered two set of countries. The first set comprises
developed economies such as the US, UK, Japan, Germany, Canada and France whose
infrastructure has evolved over a period of time. For the purpose of analysis, we can refer
to them as the Top Six. The other set of countries constitutes developing economies such
as China, Brazil and Turkey, which are fair comparators to India today. When evaluating
these comparisons, Infrastructure not only encompasses the physical aspect of the whole
gamut of roads, railways, airports, seaports, power, sanitation and telecom, it also factors
in the 'quality aspect', such as contribution of renewable energy to the overall energy pie.
It has been evident that the availability and quality of infrastructure is more robust in
countries which invest more in infrastructure.
 There is a strong correlation between GDP per capita and the availability & quality of the
infrastructure across countries. For example, the availability or quality of infrastructure in
the "Top Six" countries is far better than other countries (chart 1). Clearly, India has a
long way to go and some of the progress that we are making as a country has to be seen
in that context.
 India spends only US$120 per capita per year on infrastructure, which is one tenth of
what the Top Six countries invest on average i.e. US$1,200. Furthermore, India’s focus
on infrastructure, conventionally, has been skewed in favour of the two sectors, i.e.
electricity and roads sector and thus have been inadequate to match the demand in the
various other segments.
1.7 summary
 Increased impetus to develop infrastructure in the country is attracting both domestic and
international players. Private sector is emerging as a key player across various
infrastructure segments, ranging from roads and communications to power and airports.
In order to boost the construction of buildings in the country, the Government of India
has decided to come up with a single window clearance facility to accord speedy
approval of construction projects.
15
 In February 2021, the combined index of eight core industries stood at 127.8. In the
road’s sector, the Government’s policy to increase private sector participation has proved
to be a boon for the infrastructure industry as many private players are entering the
business through the public-private partnership (PPP) model. India is expected to become
the third largest construction market globally by 2022. India plans to spend US$ 1.4
trillion on infrastructure projects through the National Infrastructure Pipeline (NIP), from
2019 to 2023, to ensure sustainable development in the country
CHAPTER-
2 Company
Profile
16
2.1 Larsen & Toubro
Name of company: - Larsen & Toubro Ltd
Year established of Company:-

7 February 1938, Mumbai
Promoter's & founder:- Henning Holck-Larsen & Kristian
Toubro
Registered Office & Branch  Delhi Office
9th Floor, Ambadeep Building,

14, Kasturba Gandhi Marg
New Delhi
PIN – 110001
 Ahmedabad
501, Sakar Complex,

Ashram Road
Ahmedabad
PIN - 380 009
17
2.2 MISSION
• We will Be responsive to customer needs, delivering optimal solutions and value-
added services
• Ensure sustainable growth and professional excellence using state-of-the-art
technology, process-driven approaches, cost competitiveness, eco-friendly
solutions and IT enabled tools
• Foster a culture of mutual trust, respect, teamwork, continuous learning,
innovation, challenge and employee empowerment to provide a growth-oriented
workplace
• Adhere to fair, transparent and ethical practices in interactions with all
stakeholders, in keeping the tenets of good corporate citizenship
• Remain flexible and agile, continually adapting to the changing business
environment
2.3 VISION
 L&T shall be a professionally-managed Indian multinational, committed to total
customer satisfaction and enhancing shareholder value.
 L&T-ites shall be an innovative, entrepreneurial and empowered team constantly
creating value and attaining global benchmarks.
 L&T shall foster culture of caring, trust and continuous learning while meeting
expectation of employees, stakeholders and society
2.4 BRIEF HISTORY
Larsen & Toubro originated from a company founded in 1938 in Mumbai by two
Danish engineers, Henning Holck-Larsen and Søren Kristian Toubro. The company
began as a representative of Danish manufacturers of dairy and allied equipment. However,
with the start of the Second World War in 1939 and the resulting blockade of trade lines, the
partners started a small workshop to undertake jobs and provide service facilities. Germany's
invasion of Denmark in 1940 stopped supplies of Danish products. The war-time need to
repair and refit and degauss ships offered L&T an opportunity, and led to the formation of a
new company, Hilda Ltd, to handle these operations. L&T also started to repair and fabricate
18
ships signaling the expansion of the company. The sudden internment of German engineers
in British India (due to suspicions caused by the Second World War), who were to put up
a soda ash plant for the Tata's, gave L&T a chance to enter the field of installation.
In 1944, ECC (Engineering Construction & Contracts) was incorporated by the partners; the
company at this time was focused on construction projects (Presently, ECC is the
construction division of L&T). L&T began several foreign collaborations. By 1945, the
company represented British manufacturers of equipment used to manufacture products such
as hydrogenated oils, biscuits, soaps and glass
2.2 NAME of COMPANY: -RELIANCE

INFRASTRUCTURE LTD
Year established of Company: - 1 October 1929
Promoter's & founder: - Shri Dhirubhai Ambani.

Registered Office & Branch Mumbai office H Block, 1st Floor Dhirubhai Ambani
Knowledge City, Navi Mumbai, Maharashtra 400710
19
2.2.1Brief History
Reliance Infrastructure Limited was incorporated in the year October 01 1929 with the name
Bombay Suburban Electric Supply Ltd (BSES) and then changed their name to BSES Ltd. The
company achieved steep growth from 1995-96 after the completion of 2 x 250 MW Generation
Project at Dahanu.
The predecessor company, Reliance Energy Limited, came into existence when it took over an
83-year-old government undertaking, the Bombay Suburban Electric Supply (BSES) in
2002. BSES was originally founded in October 1929.
In April 2008, Reliance Energy Limited changed its name to Reliance Infrastructure
Limited. The company entered the road building industry in 2006 with two National
Highway projects in Tamil Nadu (Namakkal-Karur and Dindigul-Samayanallur), both sections
of National Highway 44 (formerly NH 7). In 2011, it was announced that the company was
planning to buy out licenses to build road projects from companies unable to do so.
In September 2018, at a time of financial stress, R-Infra sold its power transmission business in
Mumbai to Adani Electricity Mumbai Limited for Rs. 18,800 crores.
2.2.2 MISSION
To create world-class assets and infrastructure to provide the platform for faster, consistent
growth for India to become a major world economic power. To achieve excellence in service
quality, reliability safety and customer care
2.2.3 VISION
• To attain global best practices and become a world-class utility
• To create world-class assets and infrastructure to provide the platform for faster,
consistent growth for India to become a major world economic power
• To achieve excellence in service, quality, reliability, safety and customer care
20
2.3 Hindustan Construction Company
NAME of COMPANY: - Hindustan Construction Company Ltd
Year established of Company: -27 January 1926
Registered Office & Branch MUMBAI. Hindustan Construction Co. Ltd. Hincon

House, LBS Marg, Vikhroli (W), Mumbai - 400083
Promoter's & founder: -Walchand Hirachand
2.3.1 Brief History

Hindustan Construction Company Limited or HCC Limited is a construction company
headquartered in Mumbai, India whose businesses span the sectors of Engineering &
Construction, Real Estate, Infrastructure, Urban development & Management. The HCC group
of companies comprises HCC Ltd. and its subsidiaries HCC Real Estate Ltd., HCC Infrastructure
Co. Ltd., Lavasa Corporation Ltd., Steiner AG in Switzerland and High bar Technologies Ltd.
Founded by Industrialist Seth Walchand Hirachand in 1926, HCC Ltd. executes large-scale civil

engineering and infrastructure projects such as hydel power plants, nuclear power
plants, expressways and highways, tunnels and bridges. HCC currently serves the infrastructure
sectors of transportation, power and water. HCC was the first construction company in India to
be certified ISO 9001, ISO 14001 and OHSAS 18001 for its quality, environmental and
occupational health and safety management systems. The company is headed by Ajit
Gulabchand, chairman & managing director (CMD) and Arjun Dhawan who is the group's Chief
executive officer.
21
HCC is also developing Lavasa, a planned hill city set in the Sahayadri Mountains. Lavasa is
spread amidst 23,000 acres and is a 3-hour drive from Mumbai and an hour's drive from Pune.
The master plan for Lavasa has been developed by the design consultant HOK International
Limited, USA. Lavasa is slated to have 5 towns - Dasve, Mugaon, Dhamanohol, Sakhari-
Wadavali and the Central Business District (CBD). The city is planned to house a permanent
population of 3 lakh residents. The integrated development at Lavasa City
comprises apartments, retail, hotels, an international convention Centre, educational
institutions, information technology parks, biotech parks and sports & recreation facilities spread
across its 5 towns.
2.3.2 MISSION
To be the Industry Leader and a Market - Driven Engineering Construction Company renowned
for excellence, quality, performance and reliability in all types of construction".
2.3.3 VISION
The Vision Statement has been inspired by the global infrastructure development needs of
tomorrow, with the Customer as the central focus. To be a leading construction company in the
global market.
To become the customers' most preferred choice by attaining excellence in quality and timely
completed value added projects.
To continually innovate, develop and adopt state-of-the-art technology in methods and materials
to enhance productivity and cost effectiveness.
2.4 Organizational structure of L&T
22
23
2.5 Organizational structure of hindustan construction
company
24
2.6 Organizational structure reliance infra
CEO
Punit Garg
Chairman of
the Board
HR
Anil Ambani
senior vice
president
Vice Chairman
of the Board
Satish Seth
senior vice
president
Directormanjari
kacker
sales & finance

Director Ryna
karani
senior vice
Director president
surinder kohil
DirectorShri
Ravikumar
25
2.7 SWOT ANALYSIS OF LANSERN AND TURBO
2.7.1 Strengths
 Strong Brand Name in construction and manufacturing in India L&T has a
strong brand name in India in the field of construction and manufacturing which
enhances its trust on its clients. L&T has handled various large scale projects in India and
has successfully created a trustworthy brand name which is very important especially in
the construction industry.
 Competitive advantage: L&T is one of the most respected companies in India for
engineering for its custom made technology-intensive equipment and systems. With
the strong brand name and strong manufacturing facilities, L&T holds a competitive
advantage.
2.7.2Weaknesses
 Dependence on Indian market: Indian market contributes over 65% of its total revenues
and thus makes L&T largely dependent on the Indian market. Overdependence on a
particular market makes the company vulnerable to any fluctuations in the Indian market.
2.7.3Opportunities
 Growth in Indian construction and engineering industry: The Indian construction and
engineering industry grew by 8% year on year. With expected high government and
private spending on infrastructure in the next 10 years on smart cities, metro projects etc.
L&T is well placed to leverage the opportunity created in the industry.
2.7.4 Threats
 Extensive environmental regulations: L&T is subject to follow extensive

environmental regulations relating to health, pollution, waste disposal etc. These
regulations increase compliance cost for the company. Low Oil prices affect the
industry: With oil prices decreasing, various drilling projects have been stopped and
26
expansion plans have been scaled back. This affects growth opportunity for the company
and the industry
2.8 SWOT ANALYSIS OF HINDUSTAN CONTRUCTION

COMPANY
2.8.1 Strengths
 It has around 100 years of operational experience which gives it a huge advantage over
its competitors.
 HCC Ltd. executes large-scale civil engineering and infrastructure projects such as hydel
power plants, nuclear power plants, expressways and highways, tunnels and bridges.
2.8.2 Weakness
 It has limited global presence as compared to global players.
 Online presence about the company is very lesser when compared to big players.
2.8.3 Opportunity
 It can expand its operations globally.
 It can do Social Media branding to increase its global brand awareness.
 Acquisition of smaller players and geographic expansion can reach out to newer
customers
2.8.4 Threats
 It faces strong competition from global players and Indian companies.
 Strong government regulations also pose hindrance to free operations of HCC in India.
27
2.9 SWOT ANALYSIS OF RELIANCE
INFRASTRUCTURE
2.9.1 Strength
 The company's portfolio includes some of India's flagship infrastructure projects, such as
the Mumbai and New Delhi metros and the Tilaiya UMPP. & Fitch Ratings India has
awarded an 'Ind AAA' debt rating for the company.
2.9.2 Weakness
 Reliance's heavy involvement with the PPP market potentially exposes the company to
demand risks associated with external economic shocks.
2.9.3 Opportunity
 Strong population growth and a growing economy is fuelling demand for infrastructure.
India's government is looking to improve the regulatory regime to make the business
environment more attractive for private sector companies looking to invest in
infrastructure. It is also opening up the sector to private companies through public
private partnerships (PPPs).
2.9.4 Threats
 Lack of widely available domestic expertise to take on large infrastructure and civil
engineering projects.
28
CHAPTE
R-3
Finance
Departme
nt
29
30
3.1 P&L Statement of L&T
March 2021 March 2020 March 2019

Sales Turnover 4,964.00 5,181.30 4,712.00
Net Sales 4,964.00 5,181.30 4,712.00
Other Income 174.30 212.30 151.20
Total Income 5,138.30 5,393.60 4,863.20
Raw Materials 0.00 0.00 0.00
Power and Fuel Cost 17.90 16.10 14.30
Employee Cost 3,001.20 2,926.30 2.905.70
Selling and Admin 14.60 26.90 22.20
Expenses
Miscellaneous Expenses 992.30 1,180.80 905.40
Total Expenses 4,026.00 4,150.10 3,847.60
Operating Profit 938.00 1,031.20 964.40
PBDIT 1,112.30 1,243.50 1,015.60
Interest 43.50 35.10 1.100
PBDT 1,068.80 1,208.40 1,014.50
Depreciation 173.70 153.40 153.40
Profit Before Tax 895.10 1,055.00 941.40
Tax 222.00 265.00 241.30
Net Profit 673.10 790.00 700.10
Total Value Addition 4,026.00 4,150.10 3,847.60
Equity Dividend 219.80 218.70 202.40
Corporate Dividend Tax 0.00 44.90 41.60
3.2 Balance sheet of L&T
31
March 2021 March 2020 March 2019
Equity Share Capital 280.91 280.78 280.55
Reserves 75587.62 66442.44 61941.05
Borrowings 133505.42 141769.64 124578.88
Other Liabilities 100721.1 98194.23 91235.75
Total 310095.05 306687.09 278036.23
Net Block 44319.32 43653.38 21193.94
Capital Work in Progress 500.39 3311.09 13919.49
Investments 39626.63 20047.48 20907.1
Other Assets 225648.71 239675.14 222015.7
Total 310095.05 306687.09 278036.23
Receivables 42229.78 40731.52 36845.87
Inventory 5820.54 5746.65 6413.93
Cash & Bank 16241.5 15117.78 11726.24
3.3RELIANCE INFRASTRUCTURE LTD OF P&L

STATEMENT
FIGURES IN RS CRORE
32
2021 2020 2019
Sales Turnover 1689.15 1319.07 986.08
Excise Duty 0.00 0.00 0.00
FIGURES
Net Sales IN RS CRORE 2021 1689.15
2020 1319.07 986.08
2019
Share
Other Capital
Income 263.03 1238.33
263.032019.64 13185.14
263.03
StockReserves
Adjustments 10112.55 0.00 0.00
10183.98 0.00
14027.85
TotalTotal
Income
Shareholders’ Funds 10375.58 2927.48 3338.71
10447.01 14171.22
14290.88
RawSecured
Materials Loans 3559.84 0.00
5391.090.00 0.00
5516.48
47.99
Power & Fuel CostLoans
Unsecured 2003.68 2046.2354.76 39.95
2251.29
Employee
TotalCost
Debt 5563.52 78.33
7437.3286.24 168.75
7767.77
Other Manufacturing Expenses 1398.95 1054.98 603.95
Total Liabilities 15939.10 17884.33 22058.65
Selling And Administration Expenses 111.55 97.85 110.26
ross Block 782.77 1513.04 1516.67
Miscellaneous Expenses 149.58 64.40 13016.98
Capital Work In Progress 16.53 28.73 26.01
Less: Pre-Operative Expenses Capitalized 0.00 0.00 0.00
Investments 7655.21 8010.34 13605.66
Total Expenditure 1786.40 1358.23 13939.89
Inventories 3.65 3.68 7.50
Operating Profit 1141.08 1980.48 231.33
Sundry Debtors 2848.34 4106.24 3831.88
Interest 1193.36 919.55 1253.65
Cash And Bank 129.88 252.04 271.83
Gross Profit -52.28 1060.93 -1022.32
Loans And Advances 9778.91 9804.43 9402.55
Depreciation 59.24 65.31 81.83
Total Current Assets 12760.78 14166.39 13513.76
Profit Before Tax -111.52 995.62 -1104.15
Current Liabilities 4410.02 4862.45 5663.62
Tax -92.44 -35.65 -190.76
Provisions 463.01 524.73 555.43
Net Profit -19.08 1031.27 -913.39
Net Current Assets 7887.75 8779.21 7294.71
Total Assets 15939.10 17884.33 22058.65
3.4 RELIANCE INFRASTRUCTURE LTD OF BALANCE-

SHEET
33
34
FIGURES IN RS CRORE 2021 2020 2019
INCOME
Sales Turnover 2589.74 3646.63 4603.49
Net Sales 2589.74 3646.63 4603.49
Other Income 52.64 360.91 132.21
Stock Adjustments 0.00 0.00 0.00
Total Income 2642.38 4007.54 4735.70
EXPENDITURE
Raw Materials 525.56 690.76 816.59
Power & Fuel Cost 0.00 0.00 0.00
Employee Cost 323.74 413.67 393.68
Other Manufacturing Expenses 1316.10 1966.58 2703.14
Selling And Administration Expenses 105.11 93.50 65.74
Miscellaneous Expenses 293.64 28.48 2449.73
Total Expenditure 2564.15 3192.99 6428.88
Operating Profit 78.23 814.55 -1693.18
Interest 829.89 746.15 698.91
Gross Profit -751.66 68.40 -2392.09
Depreciation 91.06 109.37 144.53
Profit Before Tax -842.72 -40.97 -2536.62
Tax -276.27 127.75 -611.04
Net Profit -566.45 -168.72 -1925.58
3.5 HINDUSTAN CONSTRUCTION COMPANY LTD.

(HCC) - BALANCE SHEET
35
3.6 HINDUSTAN CONSTRUCTION COMPANY LTD.
(HCC) - BALANCE SHEET
FIGURES IN RS CRORE 2021 2020 2019
SOURCES OF FUNDS
Share Capital 151.31 151.31 151.31
Reserves 460.55 1027.43 1202.32
Total Shareholders’ Funds 611.86 1178.74 1353.63
Secured Loans 3746.73 3213.14 3298.80
Unsecured Loans 1706.35 1390.43 1028.01
Total Debt 5453.08 4603.57 4326.81
Total Liabilities 6064.94 5782.31 5680.44
Gross Block 1108.52 926.72 907.37
Capital Work In Progress 1.61 178.41 169.06
Investments 1684.57 1632.20 1627.29
Inventories 187.75 191.83 197.16
Sundry Debtors 4398.21 1821.97 3482.76
Cash And Bank 322.33 168.68 224.40
Loans And Advances 5374.52 8589.01 6238.13
Current Liabilities 6244.62 7024.97 6669.43
Provisions 139.85 120.29 7.02
Net Current Assets 3898.34 3626.23 3466.00
Total Assets 6064.94 5782.31 5680.44
36
1. Sales Growth
Sales growth is the percent growth in the net sales of a business from one fiscal period to
another.
Net sales are total sales revenue less returns, allowances and discounts
Sales Growth - 𝐶𝑢𝑟𝑟𝑒𝑛𝑡 𝑦𝑒𝑎𝑟 𝑠𝑎𝑙𝑒𝑠 – 𝑃𝑟𝑒𝑣𝑖𝑜𝑢𝑠 𝑦𝑒𝑎𝑟 𝑠𝑎𝑙𝑒𝑠 ×10

𝑃𝑟𝑒𝑣𝑖𝑜𝑢𝑠 𝑦𝑒𝑎𝑟 𝑠𝑎𝑙𝑒𝑠
2. Return on Equity
The ROE ratio is calculated by dividing the net income of the company by total shareholder
equity and is expressed as a percentage.
The ratio can be calculated accurately if both the net income and equity are positive in value.
ROE - 𝑁𝑒𝑡 𝐼𝑛𝑐𝑜𝑚𝑒𝑆ℎ𝑎𝑟𝑒 ×100

share 𝐻𝑜𝑙𝑑e𝑟 𝐸𝑞𝑢𝑖𝑡𝑦
3. Return on capital employed

The calculation of ROCE tells you the amount of profit a company is generating per 100
INR of capital employed.
Obviously, the more profit per 100 INR a company can generate the better.
Thus, a higher ROCE indicates stronger profitability across company comparisons.
ROCE- 𝐸𝐵𝐼𝑇 ×100
𝑇𝑜𝑡𝑎𝑙 𝐴𝑠𝑒𝑒𝑡−𝑇𝑜𝑡𝑎𝑙 𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝐿𝑖𝑎𝑏𝑙𝑖𝑡𝑖𝑒𝑠
4. Debt to Equity Ratio

Debt to equity ratio tells you how much debt you have per $1.00 of equity. A ratio of 0.5
means that you have $0.50 of debt for every $1.00 in equity.
A ratio above 1.0 indicates more debt than equity.
So, a ratio of 1.5 means you have $1.50 of debt for every $1.00 in equity.
Debt to Equity - 𝑇𝑜𝑡𝑎𝑙 𝐿𝑖𝑎𝑏𝑖𝑙𝑖𝑡𝑖𝑒𝑠

𝑇𝑜𝑡𝑎𝑙 𝑆ℎ𝑎𝑟𝑒ℎ𝑜𝑙𝑑𝑒𝑟′𝑠 𝑒𝑞𝑢𝑖𝑡𝑦
5. Debt to Asset Ratio

A ratio equal to one (=1) means that the company owns the same amount of liabilities as its
assets. It indicates that the company is highly leveraged.
A ratio greater than one (>1) means the company owns more liabilities than it does assets.
Debt to Asset - 𝑻𝒐𝒕𝒂𝒍 𝑫𝒆𝒃𝒕𝒔 ×100

𝑇𝑜𝑡𝑎𝑙 𝐴𝑠𝑠𝑒𝑡𝑠
6. Debtors Turnover Ratio
37
The receivables turnover ratio measures the efficiency with which a company collects on its
receivables or the credit it extends to customers.
The ratio also measures how many times a company's receivables are converted to cash in a
period.
Debtors Days – 𝑅𝑒𝑐𝑒𝑖𝑣𝑎𝑏𝑙𝑒𝑠 ×365 𝐷𝑎𝑦𝑠
𝑆𝑎𝑙𝑒𝑠
7. Inventory Turnover Ratio

Inventory turnover measures how fast a company sells inventory.
A low turnover implies weak sales and possibly excess inventory, also known as overstocking.
A high ratio, on the other hand, implies either strong sales or insufficient inventory. The former
is desirable while the latter could lead to lost business.
Inventory Turnover - 𝐶𝑜𝑠𝑡 𝑜𝑓 𝐺𝑜𝑜𝑑𝑠 𝑆𝑜𝑙𝑑
𝐴𝑣𝑒𝑟𝑎𝑔𝑒 𝐼𝑛𝑣𝑒𝑛𝑡𝑜𝑟𝑦
8. Total Asset Turnover Ratio
The asset turnover ratio measures the value of a company's sales or revenues relative to the value
of its assets.
The asset turnover ratio can be used as an indicator of the efficiency with which a company is
using its assets to generate revenue.
The higher the asset turnover ratio, the more efficient a company is at generating revenue from
its assets.
Conversely, if a company has a low asset turnover ratio, it indicates it is not efficiently using its
assets to generate sales.
Total Asset Turnover - 𝑁𝑒𝑡 𝑠𝑎𝑙𝑒𝑠
𝐴𝑣𝑒𝑟𝑎𝑔𝑒 𝑇𝑜𝑡𝑎𝑙 𝐴𝑠𝑠𝑒𝑡𝑠
9. Dividend Payout Ratio
The dividend payout ratio provides an indication of how much money a company is returning
to shareholders versus how much it is keeping on hand to reinvest in growth, pay off debt, or
add to cash reserves (retained earnings).
Dividend Payout - 𝑇𝑜𝑡𝑎𝑙 𝐷𝑖𝑣𝑖𝑑𝑒𝑛𝑑𝑠 ×100
𝑁𝑒𝑡 𝐼𝑛𝑐𝑜𝑚𝑒
10. Return on Capital Invested
The return on invested capital ratio gives a sense of how well a company is using its capital to
generate profits.
Comparing a company's return on invested capital with its weighted average cost of capital
(WACC) reveals whether invested capital is being used effectively.
Return on Invested Capital - 𝑁𝑒𝑡 𝑂𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑃𝑟𝑜𝑓𝑖𝑡 𝐴𝑓𝑡𝑒𝑟 𝑇𝑎𝑥 ×100

𝐼𝑛𝑣𝑒𝑠𝑡𝑒𝑑 𝐶𝑎𝑝𝑖𝑡𝑎𝑙
38
3.7 LARSEN & TOUBRO LTD. (LT) - FINANCIAL
RATIOS
RATIOS 2021 2020 2019
Debt-Equity Ratio 0.44 0.37 0.23
Current Ratio 1.16 1.17 1.24
Asset Turnover Ratio 5.54 6.38 7.02
Inventory Turnover Ratio 26.05 26.93 28.14
Debtors Turnover Ratio 2.53 2.94 3.22
Interest Coverage Ratio 7.37 4.22 5.31
Operating Margin (%) 26.42 13.37 13.33
Net Profit Margin (%) 18.74 8.11 7.57
Return On Capital Employed (%) 22.37 14.12 16.22
Return On Net Worth (%) 24.40 13.07 12.56
39
3.8 RELIANCE INFRASTRUCTURE LTD. (RELINFRA) -
FINANCIAL RATIOS
RATIOS 2021 2020 2019
Debt-Equity Ratio 0.46 0.48 0.50
Current Ratio 1.57 1.66 1.05
Asset Turnover Ratio 1.47 0.87 0.10
Inventory Turnover Ratio 460.89 235.97 5.75
Debtors Turnover Ratio 0.49 0.33 0.23
Interest Coverage Ratio 0.52 2.08 4.88
Operating Margin (%) 40.12 150.14 629.34
Net Profit Margin (%) -28.48 78.18 513.25
Return On Capital Employed (%) 3.66 9.59 0.00
40
3.9 CSR (Corporate Social Responsibility)
3.9.1 Larsen & Toubro Ltd
L&T foster as culture of caring, trust and continuous learning while meeting the expectations of all
stakeholders and society at large. As a responsible corporate citizen, the company contributes towards
inclusive growth by empowering communities and accelerating development.
We shall leverage our inherent strengths and capabilities to build India’s social infrastructure
Towards this, we shall
Implement sustainable CSR programmers towards ‘building India’s social infrastructure’
Partner with communities, NGOs and institution to create positive impact in areas of water & sanitation,
education, health and skill development
Strengthen systems and processes to achieve measurable results
Our aim and effort is to contribute to a better quality of life, mitigate social inequities, and help
individuals in identified communities to achieve their true potential
2016-2017 2017-2018
CSR budget(₹ in lakh) 10,022 10,846

Spend achieved 10,077 10,089
(₹ in lakhs)
Percentage of average 2.04% 2.07%
net profit
3.9.2 CSR spend analysis
41
12,000
10,000
8,000
6,000
4,000
2,000
0
2016-2017 2017-2018 Category 3 Category 4
CSR budget Column1
3.10 Reliance Infrastructure Limited

Rnfra realizes the responsibilities that come with being a leader. Our desire to contribute to our
nation's society has encouraged us to take numerous initiatives/measures related to education,
healthcare, environmental improvement and developmental programs. Hundreds of employees
across the company participated in "Swachh Bharat Abhiyan", a national level campaign by the
Government of India, and took the "Cleanliness" pledge on 2nd October, 2014. The company
incurred loss in the FY 2018-19, it has spent INR 17 Cr for CSR activities in that year.
3.10.1 EXPENSES ON CSR

Year 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
Actual CSR 35.68Cr 32.50Cr 32.78Cr 18.83Cr 17.00Cr
Prescribed 25.35Cr 28.36Cr 29.19Cr 18.83Cr 16.97Cr

CSR
42
Chart Title
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
Actual CSR .
3.11 Hindustan Construction Company Limited

HCC Group delivers world-class engineering & construction services. They are pioneers in the
Indian infrastructure industry. Continuing the legacy of innovation, they achieve new milestones
with every endeavour. HCC is responsible for landmark projects that have defined the country's
progress. Surging ahead with presence in multiple sectors and involvement in revolutionary
projects, they are creating opportunities for everyone.
HCC Group has a strong commitment towards the safety of the people it interacts and has
dealings with and, hence, they take extreme precaution with every piece of infrastructure they
build.
3.11.1 CSR Project by HCC

Educational support for students The Company has donated INR 25,000/- for promotion of
cultural activities for the community
Cultural Activities for community The Company has provided educational support to the
students
Disaster Relief Activities the Company provided timely interventions in a number of rescue and
relief operations within India
43
3.11.2 EXPENSES ON CSR
Years 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
Actual CSR 0.20Cr 0.41Cr 0.74Cr 0.12Cr 0.07Cr
Prescribed CSR 0.00Cr 0.00Cr 0.00 Cr 0.00Cr 0.00Cr
Chart Title
40
35
30
25
20
15
10
0
2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
Actual CSR prescribe CSR Column1
44
3.12 Companies stock price and date of listing
SR no Listed Companies Stock Price Date of Listing
1. Larsen & Toubro 1,703.20 23/08 /2016
2. Reliance infrastructure 93.10 22/11/2018
3. Hindustan 9.80 22/11/2018

Construction Company
45
CHAPTER-4
Marketing
Department
46
4.1 LARSERN AND TURBO
4.1.1 LIST OF PRODUCT AND SERVICES
 Construction
 Construction & Mining Machinery
 Heavy Engineering
4.1.2 Number of customer /overseas customers

L&T SSHF supplies critical forgings for process equipment fabricated by leading manufacturers
including Larsen & Toubro group companies.
In addition, our client base includes reputed Indian & International equipment manufacturers,
Contractors & user industries as represented below.
47
4.1.3 SPECIFY DISTRIBUTION CHANNEL
L&T’s Power Transmission & Distribution (PT&D) business vertical is a powerful player that
offers integrated solutions and end-to-end services ranging from design, manufacture, supply and
construction to commissioning in the field of overhead high voltage transmission lines,
substations and distribution projects including railway electrification and project electrification
in the domestic and international markets.
It is an established contractor of choice in the areas of industrial project electrification,
instrumentation and control systems including communication projects.
4.1.4 MARKET SEGMENT
Power
9%
Metallurgical & Material
Handling segment
5%
Heavy Engineering
4%
Hydrocarbon
6%
other
4%
Infrastructure
72%
Infrastructure other
Hydrocarbon Heavy Engineering
Metallurgical & Material Handling segment Power
48
Infrastructure segment comprises engineering and construction of building and factories,
transportation infrastructure, heavy civil infrastructure, power transmission & distribution and
water & renewable energy projects.
► Power segment comprises turnkey solutions for coal-based and gas-based thermal power
plants including power generation equipment.
► Metallurgical & Material Handling segment comprises turnkey solutions for ferrous (iron
& steel) and non-ferrous (aluminium, copper, lead & zinc) metal industries, bulk material & ash
handling systems in power, port, steel and mining sector including manufacture and sale of
industrial machinery and equipment.
► Heavy Engineering segment comprises manufacture and supply of custom designed,

engineered equipment & systems to core sector industries like refinery, petrochemical, chemical,
oil & gas, aerospace and defence.
► Electrical & Automation segment comprises manufacture and sale of low and medium
voltage switchgear components, custom built low and medium voltage switchboards, electronic
energy meters’ systems and control & automation products.
► Other segment includes realty, shipbuilding, marketing and servicing of construction &

mining machinery, manufacture and sale of rubber processing machinery
4.1.5 POSTIONING STRATEGY
The circular economy is about understanding and preserving value. L&T’s strategy is to create
more value with the circular economy for our customers, personnel and society in a broader
sense. Achieving this also means growth in value for our owners.
Value for customers:

The value of work done for our customers can be seen in, for example, an improved recycling
rate, more satisfied tenants and more efficient energy consumption. We continuously develop our
services according to our customers’ needs and regularly measure our success. Our goal is an
excellent and continuously improving customer experience.
49
Value for personnel:
We want our personnel to enjoy their work and go home in good health after a working day. We
offer meaningful work as well as opportunities for career paths and competence development.
This is how we pursue a better personnel experience and an increase in the personnel
recommendation rate.
Value for society:

The value created for our society is formed out of actions for mitigating climate change and
preserving natural resources. We replace virgin raw materials with secondary raw materials,
replace fossil fuels with renewable bioenergy and develop new solutions for the circular
economy. The objective of this is to continuously grow our actions’ carbon handprint, our
positive effect on the climate.
We assume our social responsibility by, for example, also offering jobs to those who are
struggling to find employment.
Value for owners:

We separate the wheat from the chaff and turn the chaff into value, but we cannot do everything.
We cannot act rashly. We do not take reckless risks and do not think of growth as a casino with
quick profits. We are serious about this business. We are a real corporate citizen and we are a
good investment.
We reach for faster and more profitable growth compared to our market, all the while
maintaining a stable financial position and economic flexibility.
4.1.6 PROMOTION TOOLS USED
L&T was ranked among the top companies by Newsweek in its global list of industrial sector for
being a green company. Larsen & Toubro advertises its campaigns through electronic and print
media, social media and billboards
50
4.1.8 SALES FORCE MANAGEMENT
For over eight decades, Larsen & Toubro (L&T) has been transforming India’s technology,
engineering, and construction landscape with its strong focus on customer satisfaction and
continuous quest for quality.
It is this legacy that L&T Realty brings to the real estate sector. Customers know that an L&T
Realty home will last a lifetime. They trust that their investment will be safe with the company
because of the values it espouses.
“From day one, our promise to customers has been to deliver projects on time and with full
transparency,” says Ajay Nambiar, CX Head, L&T Realty.
Everyone at L&T Realty – right from the MD & CEO, down to the front lines – is committed to
delivering exceptional customer experiences. And key to driving these experiences is the
Salesforce Customer 360 platform.
4.1.9 LIST OF PRODUCT EXPORTED

DATE HS PRODUCT INDIA FOREIG FOREIGN QUANTI
CODE EXPORTED N N PORT TY
PORT COUNT
RY
18-11- 87089900 GR90050 BOMB SRI COLOMB 2
2003 TOTALISER AY LANKA O
QUANTITY SEA
18-12- 85359010 SWITCHGEAR & BOMB UNITED DUBAI 1
2003 CONTROLGEAR AY ARAB
ACB RATED AIR EMIRA
1250A TPH TYPE TES
09-12- 38101010 THERMAL BOMB SRI COLOMB 2
2003 SPRAY AY LANKA O
POWDERS AIR
FLUXES,EPOXY
COMPOUND
EUTECTOR
FLUX 157
250GMS JAR
51
4.2 RELIANCE INFRASTRUCTURE
4.2.1 LIST OF PRODUCT AND SERVICES
 Electrical power 4.2.2 SPECIFY DISTRIBUTION
 natural gas CHANNEL
 defence
 infrastructure  Supervisory Control And Data Acquisition
 Distribution Management System
 Outage Management System
 Geographical Information System
 Fault Passage Indicators
 Automatic Meter Reading
 Optical Downloading of data Smart meters
 Pre-paid meters
 Energy Audit
 Single window customer care support
 Payment Options with almost all mode of payments
 E-bill / Web-bill / Multilingual bill
 Social media presence through Twitter etc.
52
4.2.4 POSITIONING STRATEGY
The product strategy and mix in Reliance Infrastructure marketing strategy can be explained as
follows:
Reliance Infrastructure is one of the leading construction companies in India. Being primarily a
construction company, the product width in its marketing mix includes Defence, Infrastructure,
Cement, Power and Engineering & Construction. In the defence segment products include
weapon platforms, equipment and systems which are bought by the Indian Army. In the Energy
sector, Reliance Infrastructure’s prowess is in end to end implementation of power generation
projects. They have consistently been able to complete the projects within the stipulated
timeframe and budget. The products include thermal plants, gas turbine power plants,
53
cogeneration plants and wind energy. Rural electrification in line with the government policies is
also taken up by Reliance Infrastructure. Reliance Infrastructure has been in power transmission
business for quite a long time. They take part in power transmission both in interstate and
intrastate levels. In the electricity distribution sector, they are involved in the electricity
distribution for the state of Delhi. They are pioneer in building roads, specially the national and
state highways and expressways. A few of the airports constructed by Reliance Infrastructure are
in Nanded, Latur, Baramati, Yavatmal and Osmanabad, all are in Maharashtra. They are
associated with metro rail project in Mumbai. Reliance Infrastructure are also involved in the
real estate and SEZ development projects in New Delhi and Hyderabad.
 Adopt appropriate operational practices and suitable technologies to monitor, control and
minimize the impact of its activities on environment.
 Continually improve its environmental performance by setting objectives and targets to
prevent or reduce pollution and waste and minimize use of resources.
 Comply with all the relevant legislative and regulatory environmental requirements.
 Develop and maintain a highly motivated workforce trained for effective management of
environment and emergency situations.
 Provide relevant information on environmental policy to the concerned authorities and
interested parties and ensure that the policy is understood, implemented and maintained
by employees at all levels within the organization.
 Evaluate and modify environmental management practices keeping in view regulatory
requirements, community concerns and technological advancements.
 Conserve natural resources by their responsible and efficient use in all the operations.
 Plant trees, develop green belts and promote lush green surroundings at our generating
locations and establishments to work in harmony with nature; and
 Make this policy available to public.
4.3 HINDUSTAN CONSTRUCTION COMPANY
54
4.3.1 LIST OF PRODUCT AND SERVICE
 Transportation Service.
 Irrigation Water Supply Service.
 Real Estate and Construction Services.
 Oil and Gas Pipeline Constructions Service. Utilities And Urban Infrastructure Service
55
4.3.2 NO OF COUSTOMER / OVERSEAS COUSTOMER
56
4.3.3 DISTRIBUTION CHANNEL
Infrastructure Channels and Ecosystems service offers market intelligence and expertise to help
vendors and distributors design and implement effective channel strategies to drive successful
relationships with the spectrum of resale and agent/influence partners that form their channels of
distribution. The SIS covers partners' activities including technology consulting, ongoing
managed and hosting services, product and services development, and integration of products
and services into customer bespoke solutions. This service identifies and analyzes key industry
trends and the impact of those trends on vendors and their channel partners' business models.
Vendors that offer IaaS, PaaS, infrastructure software, infrastructure hardware,
telecommunications, hosting, colocation, and other forms of infrastructure sold through indirect
channels are covered. This service advises channel executives developing and fine-tuning partner
programs and strategies, and it enables those tasked with growing their channel or a customer
segment to make more informed decisions. Subscribers are invited to IDC's semiannual
Infrastructure Channel Leadership Council where IDC and channel executives present and
discuss key industry issues, providing a unique opportunity for clients to interact with analysts
and peers.
57
4.3.5 POSITIONING STATEGY
Step 1 - Marketing Research & Analysis
Step 2 - Segmentation, Targeting & Positioning Decisions
Step 3 - Marketing Plan
Step 4 - Designing a Marketing Mix using 4Ps - Product, Price, Place & Promotion
Step 5 - Sustaining Value through Post Purchase Services
 Blog
 Case Studies and Testimonials
 Content
 Email Marketing Capabilities
 ENewsletter
 Marketing Automation TechnologY
58
 Social Media Accounts
 Strategic Marketing Plan
Chapter-5
HUMAN
RESOURCE
DEPARTMENT
59
5.1.1 RECRUITMENT AND SELECTION PROCESS
Methods of Recruitment and Selection
Recruitment can be done by:
1. Internal Methods
a. Promotions and transfer
b. Employee referrals
2. External Methods
a. Campus Recruitment
b. Job portals
c. Outsourcing
d. Consultancy
At L& T, the following method is followed for recruitment at Electrical and automation Unit,
Mysore, Karnataka, India.
L & T, MPS (Meter Protection System) is in operation for the process. Human Resource
Department, Mysore is mainly involved in the recruitment process of on-role employees. They
60
Digitization INternational
EHS council est.in
Mission ZERO initiatives to safety standard
20250chaired by
HARM enhance iso45001 across
board menber
safetyt all ICs &BUs
conduct the hiring for the following categories: • AST- Associate Supervisor Trainee
Qualifications needed – BSc, BBM, BCom • JET-Junior Engineer Trainee Qualification-
Diploma • GT- Graduate Trainee Qualification- Engineering
 AST- Associate Supervisor Trainee
Qualifications needed – BSc, BBM, B. Com
 JET-Junior Engineer Trainee
Qualification- Diploma
 GT- Graduate Trainee
Qualification- Engineering
5.1.2 NO OF EMPLOYEES
In financial year 2021, L&T Infotech had 33,7994 employees.
5.1.3 EMPLOYEE SAFE MECHANISM
different learning needs of our people in diverse areas such as Technical, semi- technical and soft
skills are met and gratified. We believe in the measurement of the effectiveness of our L&D
initiatives and specific programs thereby deploying the PDCA (Plan-Do-Check-Act) approach.
We at LMTG endeavour to create value by investing in our Human capital.
Safety Culture and Management:
61
• Senior management embraces top--down driven approach by demonstrating safety leadership at
all levels. Site visits and audits are conducted to maintain / improve EHS performance
• Safety evaluated every quarter at Company Board levels, (Non-Executive Directors) on

performance and compliance
• Comprehensive safety training programme at all levels of Supervisory Management & Supply
Chain
• Focus on high-risk activities
• Hazard & risk identification prior to start of any activity
• Positive incident reduction using Digital AI, for identifying unsafe acts and conditions, with
early intervention taken
• Safety committees at all L&T work locations
5.1.4 HR POLICIES
In its HR, L&T complies with national legislation and collective bargaining agreements, the
international agreements of ILO, occupational safety regulations and other obligations. Our
working community upholds equality. We do not tolerate discrimination in any form. Our HR
management is fair and equitable.
Our employees have freedom to organise. We respect and deal openly with trade union activities
and personnel representatives.
The goals of our HR policy are:
 to ensure that employees have the competences required to implement

our strategy
 to ensure that personnel headcount, quality and retention are high
enough for productive operations
 maintain the work ability of employees during their entire working
lives until the age of retirement
62
 spur employees to perform well on the job and motivate them to help
us achieve the company’s objectives
5.1.5 PERFORMANCE APPRAISAL
5.1.6 WAGES AND SALARY

Larsen and Toubro Ltd. pays its employees an average of ₹740,974 a year. Salaries at Larsen
and Toubro Ltd. range from an average of ₹300,902 to ₹1,733,980 a year. Larsen and Toubro
Ltd. employees with the job title Design Manager make the most with an average annual salary
of ₹1,487,052, while employees with the title Software Engineer make the least with an average
annual salary of ₹415,643.
63
Job Title Range Average
Software Engineer ₹232k - ₹731k ₹415,643
Senior Software Engineer ₹510k - ₹2m ₹941,750
Civil Engineer ₹219k - ₹982k ₹450,175
Mechanical Engineer ₹227k - ₹1m ₹499,255
Design Engineer ₹218k - ₹1m ₹483,589
Project Leader, IT ₹349k - ₹2m ₹944,763
Construction Manager ₹320k - ₹2m ₹1,096,332
Assistant Project Manager, Construction ₹344k - ₹1m ₹748,775
Project Manager, (Unspecified Type / ₹375k - ₹2m ₹1,129,151
General)
Project Manager, Construction ₹374k - ₹2m ₹990,837
SAP Basis Administrator ₹272k - ₹1m ₹543,236
SAP Consultant ₹316k - ₹1m ₹657,476
Senior Civil Engineer ₹275k - ₹1m ₹570,307
Sr. Software Engineer / Developer / ₹394k - ₹1m ₹768,853
Programmer
5.1.7 GRIEVANCE HANDLING PROCEDURE
 The steps involved in employee grievances handling procedure are: -

1. Acknowledge Dissatisfaction
2. Define the Problem
3. Identify and Collect the Facts
4. Carry out Analyse and Decide
5. Timely Action
6. Taking Decision
7. Implementing the Decision
8. Follow up Action
9. Review and Modification, if Need be
64
10. Arbitration
5.1.8 EMPLOYEE FEEDBACK
65
5.2.1 RECRUITMENT AND SELECTION
Candidate type required: Engineers (graduates/post graduates) of Chemical / Mechanical /
Electrical / Instrumentation / Civil / Production / Industrial Engineering.
1. Written test (Aptitude)
In written test the number of questions are 75 and time limit for those questions are 35 minutes.
The questions are from several topics like ratio, simple logics, comparisons, analogy etc. The cut
off marks for this round is 60%.
2. Technical written test
In this round number of questions are 50 and time limit are 25 minutes. Technical questions are
from electronics, networking subject.One has to be strong in his/her subjects to clear this round.
For this round the cut off marks is 50%.
3. Technical and HR interview

After clearing both written test the final round is technical and HR interview. It will take 1 hour
and based on National merit test. In this round some technical’s questions will be asked and in
HR round the questions will be asked about the company, projects, hobbies etc. Candidates are
required to produce original mark sheets/ certificates for verification during Interviews.
5.2.2 NO OF EMPLOYESS
In financial year 2020, Reliance infrastructure had 5718 employees.
5.2.3 TRAINING METHDOLOGY

Our Founder Father, Late Shri Dhirubhai H Ambani has infused among us the strong passion and
ability to continuously learn, unlearn and relearn. This approach has been instrumental in
building an organization that has now assumed both timeless and ageless dimensions .
Our training focuses on the development of both functional competencies and behavioral
attributes. We at Reliance Infrastructure believe that training is an integral part of our business
and a critical factor in transforming ourselves into a Learning Organization.
66
5.2.4 EMPLOYEE SAFETY MECHANISM
Safety of its own employees as well as the society in general is paramount for Reliance
Infrastructure business that delivers prime necessities of life. We at Reliance Infrastructure
ensure safety by competency development, training and advanced technology based engineering,
engineering controls and use of personnel protective equipments (PPEs) and special tools. The
businesses are governed by many Acts, rules, regulations and guidelines, all of which are
envisaged with safety of man and machine. The statutory requirement of safety also plays an
important role in safety systems.
At Every location of business, we take necessary steps on regular basis to ensure safety of
employees and equipments. Some of the measures that we take to ensure fulfillment of safety
requirements, include:
Internal and External safety audits
 Mock drills
 Emergency preparedness planning
 Disaster management
 Hazard Identification & Risk Assessment
 Compliance of all statutory requirements
 Safety committees with representation of working level staff
 Site visits and inspections
 Safety Promotion campaigns
 Observing National Safety Day followed with safety week at many locations
Our unmatched efforts and commitment for safety have been recognized at various forums and
the organization has received many awards for safety and occupational health. Some of them are:
National Safety Award
67
 Golden Peacock Occupational Health & Safety Awards
 Vishwkarma Rashtriya Puraskar
 Safety Innovation Award
 "Shreshta Suraksha Puraskar"
 Greentech Safety Award
 Award based on Lowest Accident Frequency Rate & Accident Free Period
 "Four Stars" Ranking by British Safety Council
 Gomant Sarvoccha Suraksha Puraskar
5.2.5 SPECIFY HR POLICIES
Human Resource management at Reliance Infrastructure is powered by technology in creating a

sustainable business impact. Technology has enabled us to shift our focus from repetitive
transactional tasks and focus more on activities and programs that create lasting value. This has
helped us achieve efficiency and increase service quality on a global scale. We extensively use
tech tools, which interface with SAP's human capital management solution. It has enabled
employees and managers to perform required activities and directly access and maintain their
personnel and organizational data. Our portals are designed with people in mind and incorporate
industry best practices in HR service delivery.
5.2.6 PERFORMANCE APPRAISAL

Performance appraisal helps to identify the hidden talents and potential of the individuals.
Identifying these potential talents can help in preparing the individuals for higher responsibilities
and positions in the future. The performance appraisal process in itself is developmental in
nature. It is also closely linked to other HR processes like helps to identify the training and
development needs, promotions, demotions, changes in the compensation etc. A feedback
communicated in appositive manner goes a long way to motivate the employees and helps
to identify individual career developmental plans. Based on the evaluation, employees can
develop their career goals, achieve new levels of competencies and chart their career
progression. Performance appraisal encourages employees to reinforce their strengths
and overcome their weaknesses
68
 Provide employees with a better understanding of their role and responsibilities.
 Increase confidence through recognizing strengths while identifying training needs to
improve weaknesses.
 Improve working relationships and communication between supervi
s o r s a n d subordinates.
 Increase commitment to organizational goals; develop employees in
t o f u t u r e supervisors
 Assist in personnel decisions such as promotions or allocating rewards, and

allow time for self-reflection, self-appraisal and personal goal setting.
Job Title Range

Average
Civil Engineer ₹207k - ₹985k
₹437,734
Project Manager, Construction ₹477k - ₹3m
₹1,213,785
Corporate Secretary ₹255k - ₹2m
₹668,850
Planning Manager, Gas/Electric/Utilities ₹591k - ₹2m
₹1,203,962
Senior Electrical Engineer ₹538k - ₹2m
₹1,125,980
Production Planning Manager ₹376k - ₹2m
₹1,019,205
Production Supervisor ₹133k - ₹453k
₹245,411
5.2.7 WAGES AND SALARY
69
 The Company has formulated a code on ‘Redressal of Grievances Regarding Sexual
Harassment’ in accordance with the requirements of the Sexual Harassment of Women at
the Workplace (Prevention, Prohibition and Redressal) Act, 2013, with an objective to
provide safe working environment to the employees.
 An ‘Internal Complaints Committee’ has been set up by the Company for redressal of
grievances and to protect women against harassment of the employees.
70
5.3 HINDUSTAN CONSTRUCTION COMPANY
5.3.1 RECRUITMENT AND SELECTION
1. Understanding and analyzing the requirements
2. Preparing the job description
3. Sourcing
4. Application screening
5. Selection
6. Hiring
7. Onboarding
5.3.2 NO OF EMPLOYEES
In financial year 2017, Hindustan Construction Company had 1,900 employees
5.3.3 EMPLOYEE SAFETY MECHANISM

HCC endeavours to achieve “ZERO reportable injuries” at each site.
At HCC, paramount importance is given to safety at every juncture, every step of the way. The
company advocates efforts to achieve 'ZERO reportable injuries' at each work front.
71
The company has undertaken several initiatives over the years to improve safety performance,
including mandatory induction and training programmes, tool box talks, demonstration of usages
of personal protective equipment etc.
Besides these initiatives, HCC has undertaken the Proactive Safety Observation

Programme (PSOP) which has brought about a paradigm shift in the way safety is observed at
all project sites. The PSOP programme analyses the causes of possible accidents, near-misses,
unsafe conditions & unsafe acts. Each of these causes is systematically reported and pre-emptive
actions are taken to mitigate the chances of an accident.
Going one step further, the company has added a new dimension to its safety programme by
introducing the Behaviour-based Safety Programme. Behaviour-based Safety (BBS)
emphasizes that employees need to take ownership of their own behaviour. If they behave in
an unsafe manner, they are repeatedly made to correct themselves. Both safe and unsafe
behaviours are recorded and displayed as learning opportunities. BBS emphasises that unsafe
conditions are created by unsafe behaviours.
The purpose of BBS is to identify both safe and at-risk behaviours, identify possibilities for
injury, communicate the risk and help identify safer solutions. A BBS steering committee
monitors its progress. The feedback process reinforces the use of safe behaviours and helps us
determine why certain at-risk behaviours were carried out. Collecting information about at-risk
behaviour helps management determine the root cause of such behaviour and helps in developing
an action plan to remove the mental barrier causing this behaviour.
5.3.4 HR POLICY
IntegratedManagement System Policy
HCC delivers the best-in-class engineering & construction services with a focus on core
infratructure.
 The management of HCC is committed to achieving excellence in all spheres of project

delivery and management, through effective implementation of Integrated Management
System on Quality. Occupational Health & Safety and Environmental aspects and
meeting all legal/ statutory compliances related to its business
 Our goal is to strive for continuous improvement in performance i order to create value
for our stakeholders and end users by:
72
 Inculcating risk and performance-based approach in all busines processes
 Achieving excellence in quality of products and services Ensuring a safe and healthy
environment for our employees, associates and the public
 Managing project activities in an environmentally responsible manner, including
optimisation of water and other non- renewable resources
 Consulting and collaborating with workers or their representatives and other
stakeholders on OH&S matters
 Continually enhancing skills of human resources
We acknowledge the commitment for the Integrated Management System within the
organization. All employees shall actively strive towards achieving its objectives in their specific
areas of responsibility.
5.3.5 PERFORMANCE APPRAISAL PROCESS

The Performance Management System at HCC provides a platform to employees for a
transparent discussion and feedback on performance and development on an annual basis. To
foster an environment of meritocracy and team work the rewards are linked to individual,
functional / business and organizational performance.
5.3.6 WAGES & SALARY

Job Title Range Average
Civil Engineer ₹201k - ₹940k ₹411,558
Construction Manager ₹213k - ₹1m ₹534,695

Senior Contracts Manager ₹601k - ₹2m ₹1,076,924
Senior Electrical Engineer ₹373k - ₹1m ₹683,642
73
Accounting Manager ₹180k - ₹6m ₹1,067,520
Contracts Administrator, Construction ₹308k - ₹3m ₹746,135
Deputy General Manager ₹713k - ₹6m ₹2,138,055

Likes
Job security & skill development
Dislikes
Career growth & pay scale
74
CHAPTER – 6
PRODUCTION /
OPERATION
DEPARTMENT
75
6.1.1 RAW MATERIAL USED

 Initiative in line with the company's strategy to cut manufacturing costs.
 Engineering and construction major Larsen & Toubro (L&T) will source raw materials
like plastic, steel and copper worth Rs 800-1,000 crore from China.
 This initiative is keeping in line with the company's strategy to cut manufacturing costs in
various ways.
 At present, the company sources its raw materials from within the country. However,
with the rise in the cost of plastic and metal prices in the domestic market, L&T is
looking at cheaper bases outside the country for raw material sourcing, said the company
chairman A M Naik.
 "Sourcing raw materials from China would help us reduce our total expenditure on raw
materials by at least 15 per cent," said Naik.
 Besides, L&T is eyeing China as a major manufacturing and marketing base.
 In August last year, it had announced plans for setting up a greenfield project in China for
manufacturing high-end circuit breakers.
 The company will invest $11 million in the project. Naik further said the company would
also invest Rs 600 crore over the next six months for the expansion of its IT subsidiary
L&T Infotech's existing IT campuses in Mumbai, Bangalore and Chennai, as well as
setting up of new campuses in cities like Baroda and Pune.
 "The investments are part of ongoing expansion of L&T Infotech. Our IT centres are
spread across various places within a city. We would like to consolidate and bring them
under one location," said Naik.
 L&T Infotech, which has six IT centres in India and one in the US, reported revenues of
about Rs 600 crore for the year ended March 2005. Its domain activities include sectors
such as banking, financial services, insurance, communications, embedded systems and
manufacturing.
 L&T will, on the whole, invest Rs 1,200 crore over the next eight to 12 months.
6.1.2 TURNOVER
76
Rs (in Crores) Mar'21 Mar'20 Mar'19 Mar'18 Mar'17
INCOME
Net Sales Turnover 73315.59 82383.65 82287.42 74462.55 65723.86
Other Income 3435.44 2807.87 2711.19 1884.82 1971.85
Total Income 76751.03 85191.52 84998.61 76347.37 67695.71
EXPENSES
Stock Adjustments 342.59 -64.01 -1126.17 -962.36 131.59
Raw Material Consumed 5693.94 5486.99 5712.54 8092.54 7370.57
Power and Fuel .00 .00 .00 .00 .00
Employee Expenses 5485.38 5955.98 5732.60 5713.59 5146.47
6.1.3 PLANT LOCATION
L&T House Proj Off: AP Cement Project NH 6

Hazira
Ballard Estate No 15/1150-1 Ground Floor
Surat, Gujarat 394270
Mumbai - India Anantapur - India India
FAX - 91-022-67525893 Phone1 - 08558-74212
Phone1 - 91-022-67525656
Email-
Igrc@Lth.Ltindia.Com
6.1.4 INVENTORY POLICIES
77
1. GROUP POLICY 1.1 We maintain and promote the highest ethical and legal standards in our
business, especially in relation to Bribery and Corruption, and expect employees of L&T IDPL,
its subsidiaries and project companies (referred to in this Policy as the Group) and those with
whom the Group does business to do the same. 1.2 This policy on Bribery and Corruption
applies to our dealings in both the public and the private sectors, and any violation of this policy
is a matter of serious concern. 1.3 All Group companies and all Group employees (which, for the
purposes of this Policy, includes our senior management, officers and directors) must comply
with this Policy.
6.1.5 MACHINES/ EQUIPMENT USED
LIST OF MAJOR CONSTRUCTION PLANTS & EQUIPMENTS
1. EARTH MOVING EQUIPMENT
 Dozer
 Wheel Loader
 Hydraulic Excavator
 Vibratory Compactor
2. ROAD MAKING EQUIPMENT
 Roller
 Road Paver
 Asphalt Concrete Plant
3. FLOATING EQUIPMENTS FOR MARINE WORKS
 Jack up Platform
 Cutter Suction Dredger
 Grab Dredger
 Submersible Dock Barge
 Hydro clam Barge
 Multipurpose Hopper Barge
4. CONCRETING EQUIPMENT
 Batching Plants
 Mixers
 Concrete Pumps
 Transit Mixers
78
 Dumpers
 Concrete Placers
5. WELDING EQUIPMENTS
 Generators
 Transformers
 Rectifiers
 Submerged Arc Welding Unit
 Automatic Welding Set
6. COMPUTER SYSTEM
 PC at Site
 PC - 486 at Site
 PC - Pentium at Site
6.1.6 PROCESS USED
79
6.2.1 RAW MATERIAL USED
Modelling and simulation of key infrastructure materials such as asphalt mixture, cement
concrete, steel, masonry, wood, polymers, and composites are essential to facilitate the
process of understanding, modelling, and forecasting the performance degradation of
infrastructure engineering structures.
6.2.2 TURNOVER
Annual Mar 2021 Mar 2020 Mar 2019 Mar 2018 Mar 2017
Sales 16,704 18,728 18,982 25,392 24,456
Other Income 960 2,243 2,913 2,176 2,261
Total Income 17,664 20,972 21,895 27,568 26,717
Total Expenditure 15,249 17,758 24,447 20,138 20,189
EBIT 2,415 3,213 -2,551 7,430 6,527
Interest 2,726 2,396 2,581 6,340 5,581
Tax -167 -50 -238 -126 -142
Net Profit -144 868 -4,894 1,215 1,088

Goa Power Station Indl Devel Area (Samalkot WIND FARM
Power NR AIMANGALA
Sancole Estate Mormugao
Peddapuram Semandhara CHITRADURGA - INDIA
Zuarinagar - India Samalkot - India
6.2.4 INVENTORY POLICY

In line with the requirements of the SEBI Listing Regulations, the Company has adopted
Business Responsibility Policy, based on principles laid down in the National Voluntary
80
Guidelines on Social, Environmental and Economic responsibilities of a Business published by
the Ministry of Corporate Affairs, towards conducting business by a company.
 As the Company falls within the criteria mentioned above, the Board of directors of the
Company has approved and adopted this Business Responsibility Policy (the “Policy”) at
its meeting held on April 15, 2017, being the effective date of the Policy.
 This Policy is based on principles laid down in the National Voluntary Guidelines on
Social, Environmental and Economic responsibilities of a Business published by the
Ministry of Corporate Affairs and towards conducting business by a company.
6.2.5 MACHINES/ EQUIPMENT USED
 Dozer
 Wheel Loader
 Roller
 Road Paver
 Grab Dredger
 Batching Plants
 Mixers
 Concrete Pumps
 Transit Mixers
 Dumpers
81
 Generators
 Transformers
 Rectifiers
6. COMPUTER SYSTEM
 PC at Site
6.2.6 QUALITY MAINTAIN

 Every significant management decision has ethical value dimensions. Managing ethics is
particularly relevant for us today because it is critical to understand and manage highly
diverse values in the workplace.
 Attention to business ethics is critical during times of fundamental change times much
like those faced now by businesses like ours. In times of such fundamental change, values
that were previously taken for granted are now strongly questioned. Many of these values
are no longer followed.
 Consequently, there is no clear compass to guide us through complex dilemmas about
what is right or wrong. To ensure that we, however, do not lose our way in difficult
times, we have our Values and Commitments presented here. These should be used to
guide our actions in business conduct.
82
6.3 HINDUSTAN COSTRUCTION COMPANY
6.3.1 RAW MATERIALS USED

Source
The raw material for HCC-1 was donated by Hudson Bay Mining and Smelting Limited, Flin
Flon, Manitoba.
Description
HCC-1 is a typical copper concentrate mill feed. It is therefore expected to contain more than
80% chalcopyrite, 5-10% each of pyrite and sphalerite, and a trace of pyrrhotite.
Intended use
HCC-1 is suitable for analysis of Sulphur in pyrometallurgical feed materials using a barium
sulphate precipitation method. Examples of intended use are: for quality control in the analysis
of samples of a similar type, method development, arbitration and the calibration of equipment.
Inventory policy of l&t

1. GROUP POLICY 1.1 We maintain and promote the highest ethical and legal standards in our
business, especially in relation to Bribery and Corruption, and expect employees of L&T IDPL,
its subsidiaries and project companies (referred to in this Policy as the Group) and those with
whom the Group does business to do the same. 1.2 This policy on Bribery and Corruption
applies to our dealings in both the public and the private sectors, and any violation of this policy
is a matter of serious concern. 1.3 All Group companies and all Group employees (which, for the
purposes of this Policy, includes our senior management, officers and directors) must comply
with this Policy.
83
6.3.2 TURNOVER
Quarterly Jun Mar Dec Sep Jun

2021 2021 2020 2020 2020
Sales 2,453 2,354 2,405 1,810 1,675
Other Income 49 44 11 20 13
Total Income 2,503 2,398 2,416 1,831 1,689
Total Expenditure 2,331 2,235 2,058 1,963 2,009
EBIT 171 162 358 -132 -319

Interest 247 329 234 214 222
Tax -25 -33 5 -80 -149
Net Profit -50 -134 117 -266 -392

Hincon House,
Lal Bahadur Shastri Marg,
City: Mumbai
State: Maharashtra
Pin code: 400083
Email ID: secretarial@hccindia.com
6.3.4 MACHINERY/EQUIPMENT USED

 Dozer
 Wheel Loader
 Roller
84
 Road Paver
 Grab Dredger
 Batching Plants
 Mixers
 Concrete Pumps
 Transit Mixers
 Dumpers
 Generators
 Transformers
 Rectifiers
12. COMPUTER SYSTEM
 PC at Site
85
CHAPTER 7 OVERALL CONCLUSION
After doing this project we can conclude that all the Infrastructure companies are in a better
position but some company (reliance) having less sales turnover and showed negative growth since
last 2 years.
L&T ltd, HCC ltd, having good sales turnover & a Positive growth.
86
CHAPTER 8 BIBLOGRAPHY
L&T Ltd
https://www.larsentoubro.com/
https://www.moneycontrol.com/financials/larsentoubro/balance-sheetVI/LT
https://www.ltfs.com/csr.html
www.glassdoor.co.in
https://www.screener.in/
www.economicsdiscussion.net
Companies Annual Report
Reliance infra Ltd

https://www.rinfra.com/
https://www.moneycontrol.com/financials/relianceinfrastructure/balance-sheetVI/RI38
www.glassdoor.co.in
Companies Annual Report

Hindustan construction company Ltd
https://www.moneycontrol.com/financials/hindustanconstructioncompany/balance-sheetVI/HCC
www.glassdoor.co.in
87
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A

SUMMER PROJECT REPORT

IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE AWARD FOR THE

UNDER THE GUIDANCE OF SUBMITTED BY

SHREE UTTAR GUJARAT BBA COLLEGE,

BHATAR ROAD, SURAT.

AFFILIATED TO VEER NARMAD SOUTH GUJARAT UNIVERSITY SURAT

Date: (1st Student Name)

(2nd Student Name)

Chapter-1 Industrial Scenario :-

Chapter-2 Company Profile :-

Chapter-3 Finance Department:-

Chapter-4 Marketing Department :-

Chapter-6 Production Department :-

Puratchi Thalaivar Dr. M.G. Ramachandran Central Railway Station.

1.1 Overall working of Infrastructure Sector

1.2 Challenges faced by Infrastructure Sector in India

1.3 SWOC ANALYSIS

 Proliferating domestic and offshore infrastructure funds target the Indian

 Lack of a structured regulatory and policy framework, or well-defined operating

1.4. MAJOR PLAYER IN INFRASTRUCTURE IN THE

 Indira Gandhi International Airport, New Delhi

1.4.2. IRB Infrastructure Developers Limited

1.4.3 Jaiprakash Associates Limited

 Jaiprakash Associates Limited is a public listed infrastructure company and it is a part of

 1000 MW Karcham Dam on River Satluj, Himachal Pradesh

1.4.4 Nagarjuna Construction Company Limited

 Delhi Metro Railway Line

1.4.5 Lanco Infratech Limited

1.5 GDP contribution by Infrastructure Sector

1.5 Some facts/figures of Infrastructure Sector

Year established of Company:-

9th Floor, Ambadeep Building,

501, Sakar Complex,

2.4 BRIEF HISTORY

2.2 NAME of COMPANY: -RELIANCE

Promoter's & founder: - Shri Dhirubhai Ambani.

Year established of Company: -27 January 1926

Registered Office & Branch MUMBAI. Hindustan Construction Co. Ltd. Hincon

Promoter's & founder: -Walchand Hirachand

2.3.1 Brief History

Founded by Industrialist Seth Walchand Hirachand in 1926, HCC Ltd. executes large-scale civil

2.4 Organizational structure of L&T

sales & finance

 Extensive environmental regulations: L&T is subject to follow extensive

2.8 SWOT ANALYSIS OF HINDUSTAN CONTRUCTION

March 2021 March 2020 March 2019

3.2 Balance sheet of L&T

Equity Share Capital 280.91 280.78 280.55

Reserves 75587.62 66442.44 61941.05

Borrowings 133505.42 141769.64 124578.88

Other Liabilities 100721.1 98194.23 91235.75

Total 310095.05 306687.09 278036.23

Net Block 44319.32 43653.38 21193.94

Capital Work in Progress 500.39 3311.09 13919.49

Investments 39626.63 20047.48 20907.1

Other Assets 225648.71 239675.14 222015.7

Total 310095.05 306687.09 278036.23

Receivables 42229.78 40731.52 36845.87

Inventory 5820.54 5746.65 6413.93

Cash & Bank 16241.5 15117.78 11726.24

3.3RELIANCE INFRASTRUCTURE LTD OF P&L