A REPORT ON ENHANCING EMPLOYEE PERFORMANCE BY

MONETARY NON-MONETARY INCENTIVE

PVR LIMITED

A Project report Submitted In Partial Fulfillment for The Award of the

Degree of

MASTER OF COMMERCE (CORPORATE SECRETARYSHIP)

OF UNIVERSITY OF MADRAS
SUBMITD
BY

MOHAMMED RASIK N
REGISTER NO: 2l1318208513

Under the guidance

of

Mr.A AIJAZ AHMED., M.COM. M.PHIL.,D.A.A.,

PG DEPARTMENT OF CORPORATE SECRETARYSHIP

THE NEW COLLEGE (AUTONOMUS)
CHENNAI – 600 014

APRIL - 2023
 CONTENT

S.NO PARTICULARS
INTRODUCTION LETTER
1
TRAINING CERTIFICATE
2
ACKNOWLEDGEMENT
3
INTRODUCTION
4
COMPANY PROFILE
5
NATURE OF WORK DONE
6

7 ENHANCE EMPLOYEE BENEFITS

THROUGH MONETARY INCENTIVES
8 OBJECTIVES,BENEFITS,TYPESOF
MONETARY INCENTIVES
9 NON-MONETARY INCENTIVE

10 OBJECTIVES, BENEFITS,TYPES, OF NON

MONETARY INCENTIVES
11 CONCLUSION

12 ANNEXURE
ARTICLES OF ASSOCIATION
MEMORANDUM OF ASSOCIATION
INTRODUCTION LETTER
TRAINING CERTIFICATE
CERTIFICATE
Mr .A. AIJAZ AHMED M.Com., M.Phil.,D.A.A.,
Assistant Professor
PG Department of Corporate secretaryship
The New College (Autonomous )
Chennai – 600014

This is to certify that Mr. Mohammed Rasik N ( Reg No 2113182085013) of 2 nd M.Com (C.S) has

undergone institutional training for the REPORT ON ENHANCE EMPLOYEE

PERFORMANCE THROUGH MONETARY AND NON-MONETARY INCENTIVE for a period of

04.01.2023 to 17.02.2023 as a partial fulfillment for the award of master degree in (CORPORATE SECRETARYSHIP)

Signature of guide

Internal Examiner External Examiner

ACKNOWLEDGEMENT
 ACKNOWLEDGEMENT

First and the foremost wishes, I would like to thank the ALMIGHTY for the blessings to complete this
project successfully.

I sincerely thank my Head of the Department of Corporate Secretaryship Prof.

Mr.K.S.MD.AKMAL,M.Com., M.Phil., for giving me the opportunity to undergo institutional
training at PVR LIMITED.

I am thankful to my guide Prof. Mr.A.AIJAZ AHMED, M.Com., M.Phil.,D.A.A.,

Department of Corporate Secretaryship, for his kind and valuable guidance in my work
towards completing this project work.

I sincerely thank the management and other faculty members non- teaching staff of Department Of
Corporate Secretaryship, The New College, for their constant encouragement and guidance
through-out the project.

I would like to express my deepest sense of gratitude to my family members and my best friends,
who remain constant source of encouragement and inspirational throughout my life and academic
career.

Mohammed Rasik N
INTRODUCTION
 INTRODUCTION

The Project report is the outcome of an ENHANCING EMPLOYEES BENEFITS

THROUGH MONETARY AND NON-MONETARY INCENTIVE . This institutional
training act as a bridge between classroom theories and industry expectations. During the
internship period, the student can be paid or not paid with monetary benefits for the services
rendered by him, but definitely compensated with work experience and candidate can able to
know about the environment of the organization.

Internship program can increase the potential of the candidate. The candidate can able to
gain lot of skills and strengths. There is an opportunity of reducing the weakness of the
candidate through the internship program.

Through these program , the candidate can get an idea about the working structure of
an organization. The candidate can get the exposure of corporate culture. It greatly helps to
the student for transforming from student to employee. This project definitely gives strength to
the curriculum vitae of the candidate. It gives knowledge about the different departments in an
organization and their functioning. It helps to get connected with Professional people and
opens the door to the corporate world.
 This training is assigned to create a natural interest in the practical aspect of the company
in order to stimulate the trainee’s desire. This training period is for one month during which
the students are exposed to the actual functioning of an organization. It greatly helps to the
students to face the future challenges.

It is an unique opportunity given to the student of the M.com (Corporate Secretaryship)

from the University of Madras, Training for a period of 45 days in partial fulfillment of the
course. Institutional Training shall be an integral part of M.com (Corporate Secretaryship)
course.

I underwent training in ‘PVR Ltd.,’ for a period of one and a half month. It was very
useful as I learnt the practical side of my course. The training given to me were helped to know
the various practices done in the organization.

I worked in the HR Department of the company. I also came to know about various
practices followed in the Company Regarding HRIS, payroll and recruitment process.
PROFILE OF THE COMPANY
 PROFILE OF THE COMPANY

PVR Ltd., (formerly known as Priya Village Roadshow limited) is an entertainment

industry. PVR Ltd is based on film industry. It was incorporated on June 1997 in the name of
‘Priya Village Roadshow Ltd’. In the year of 2002, it was changed the name as PVR Ltd. Ajay
Bijli is the founder of PVR Ltd.

PVR is the largest multiplex player in India operating 1674 screens across 358 properties
throughout India and Sri Lanka. It generates the revenue through sale of cinema tickets. It also
get income through food and beverage sales, Advertisement revenue, convenience fees and
Income from movie production and distribution.

PVR Ltd produces the movies through its subsidiary company of PVR Pictures Ltd.
Escape theaters, Sathyam cinemas and Palazzo are amalgamated with PVR Company.

On 4th January 2006, the company shares were listed on the National Stock Exchange and
Bombay Stock Exchange. It headquarters were located at Gurgaon. PVR Limited operates the
business in the cities like Delhi, Faridabad, Ludhiana, Mumbai, Bangalore, Hyderabad, Chennai,
Lucknow, Indore etc.
 Ajay Bijli is the managing director of PVR Ltd. Sanjeev Kumaris the whole time
director and Gautam Dutta is the CEO of PVR Limited. More than 5000 employees are
working with PVRLimited.

PVR Pictures produced the movies like ‘Taare Zameen Par’,’Aisha’ and ‘City of gold’ etc.
It is a more profitable company in the film Industry.

PVR NEST (Network for Enablement & Social Transformation) was founded in 2006,
as a social arm of PVR Ltd. Deepa Menon is the Founder Head of PVR Nest, a CSR
initiative focused on promoting education, healthcare and nutrition. PVR in association
with MunicipalCorporation of Delhi has launched ‘Garima Grih’, a large public health
infrastructure for women and children from Delhi’s slums and other disadvantaged sections
of the community.
 HR DEPARTMENT

The HR (Human Resources) Department is a group who is responsible for managing the
employee life cycle (i.e. Recruiting, Hiring, On boarding, Training and Firing employees) and
administering employee benefits.

HR Department is responsible for important tasks such as reviewing resumes, keeping track
of employee information and ensuring a company complies with labour laws and employment
standards.

The HR Department mission is to make sure the company’s employees are adequately
managed, appropriately compensated and effectively trained.

FUNCTIONS OF HR DEPARTMENT

 The HR conducts the interview with the candidates to assess whether the applicants are a
good fit for the job.

 In the process of hiring, the HR department offers the job and negotiates pay and benefits.
Background check is essential in hiring. Good hires improve business outcomes and
efficiency.

 After hiring, on boarding takes place. On boarding refers to the process of taking the newly
appointed employee aroundthe organization and introducing to other employees.
 The HR should clearly define the role of job and he shouldgive training to the employee.

 The important function of HR Department is keeping track of documents related to

attendance, medical leave and other employee data.

 HR Department handles payroll also. It maintains the recordof attendance, bonus,

deductions of employee and it sent tothe finance department.

 It ensures that the company complies with labour rules and regulations about working hours
and conditions.

 The human resources department is responsible for developing and implementing the
health and safety measures in the workplace under the occupational safety and health Act,
1970. Employers must provide a safe working environment.

 The HR Manager should have better relationship with the employees of the organization. If
the employees facing any personal problems in their life, then the HR should supportthe
employees.

 If any grievance arise between the employees, then it is the duty of HR to sort out the
problem.
 RULES OF HR DEPARTMENT

 Female employee will be able to get benefit of maternity leave upto 26 weeks.

 Employer must obtain approval from female employee to work the night shift.

 Every employee has allowed to take leave. Casual leave

- 1 day in a month Sick leave - 1 day in a
month
Earned leave - 1 day in a month (available after continuing service of 12 months).

 Work hours should not exceed 48 hours in a week.

 Compensatory off is also called as comp off. It is the type of leave granted by
granted by employer when an employee works on a holiday or for an extra working
hour and the employee get reimbursement in the form of leave. This comp off will
automatically lapse on the expiry of 60 days.

 Employee state insurance (ESI) offered by the central

government as per the employee state insurance Act,1948.

This scheme provides protection to employees against
sickness / death. Currently, the employee contribution is 0.75% of wages and the
employer contribution is 3.25 % of the wages towards ESI.
NATURE OF WORK DONE
 NATURE OF WORK DONE:

It was wonderful opportunity in my carrier to undergo institutional training of 45 days in

PVR Ltd. I were worked in HR Department of PVR Ltd.

On the first day of my internship, Ms. G Abirami Badhe (HR Business associate at PVR
Ltd.) has took me for onboarding. In simple terms, introducing me towards other employees and
she clearly define the role of my job.

During the first week of my internship, I have worked in HRIS under the directions of Ms.
Abirami Badhe. HRIS stands for Human Resource Information System. The HRIS is a
system that is used to collect and store the data of an organization’s employees.

The HR Department collects the data from employees suchas address, parent’s name,
curriculum vitae, bank details, aadhaar details, qualification, date of birth, grade, salary,
etc. and store it in the HRIS. The employer can able to keep track of all employees and can
able to get information about them. This data can be accessed from anywhere and at any time.
This database includes information such as compensation history, emergency contact information
and their performance review.
 As per Rule 6A of the Tamil Nadu Industrial EstablishmentRules, 1959. Where the
employee is worked on the national holiday, then he has to be compensated by double wages
(or) to give substituted holiday with wages with in next 6 months.

During the second and third week of my internship, I filled the FormV-A regarding
employee worked on a national government holiday (Gandhi jayanthi) and given them double
wages orsubstituted holiday and I sent this form with an acknowledgement letter to the
Tamil Nadu Labour Welfare Board through register post on behalf of my HR, Ms.
AbiramiBadhe.

During the fourth and fifth week, I have worked in recruitment process with Ms. Abirami
Badhe. The first step in this process is to shortlist the candidates. We have to select the
candidates whois suitable for this job on the basis of graduation. Simultaneously, we have
to check their backgrounds such as location, personal details etc. further, we have to call
the candidates for the interview. During the interview, we should ask questions to the
candidates about introduce yourself, previous employment experience and simple
quantitativeaptitude questions. On the basis of performance, we have to appoint them.

On the last week of my internship at PVR Limited, I have worked in payroll. It is the
process of making payment to the organization
Employees. It starts with preparing a list of employees to be paid. Spreadsheet is very useful
in payroll process. We have to make a list for each and every employee stating theemployee
ID, name, number of working days, and number of day sabsent.

If the employee is get to paid for the overtime he worked (or) bonus, then create a separate
column and enter such details. By adding all the amount together, we would get the gross
salary, then we have to make certain deductions to ascertain the net salary such as ESI
(Employee State Insurance), TDS (Tax Deducted at Source), uniforms, meals etc.
Currently, the employee contribution is 0.75% and the employer’s contribution is 3.25% of the
wages paid towards ESI. After completing this work, the HR Department have to transfer
this data to the finance department.

I have gained lot of experience in my internship at PVR Ltd., and definitely it

would help in my future.
 ENHANCING EMPLOYEE
PERFORMANCE THROUGH MONETARY
INCENTIVE


ENHANCE EMPLOYEE BENEFITS THROUGH MONETARY BENEFITS

monetary incentives or financial rewards for employee performance lead a crucialrole

to motivate employees toward their work in a competitive work environment.As per the economic
report, monetary incentive is a very common way to enhance employee performance in an
organization or company through using financial rewards. Monetary reward is important to increase
employee performance due to various reasons. This particular study paper analyzes properly
monetary incentives, and the importance of monetary incentives to enhance performance in a
competitive business environment.

The purpose of this Report identifies the importance to understand monetary incentives, what are the reasons
for introducing financial rewards in the business market, monetary rewards, and how beneficial for the
employee. The objective of the study focus they are of how changes became in the business market through
the system of monetary incentive process, This report elaborates on an important aspect of the process of
monetary incentive policy to improve employee performance .
 SIGNIFICANCE OF MONETARY INCENTIVE

Analysis study of financial reward, the Impotant role of financial reward as well as monetary incentive, and
the process of enhancing employee performance through monetary reward in competitive business market
chain is the main area of focus on . This report describe the importance of financial reward for enhancing
emplyees performance and the benefits of the the reward of the employee.

The following point will describe about the monetary incentive.

 RELATIONSHIP BETWEEN MONETARY INCENTIVES AND EMPLOYEE

PERFORMANCE

The global economy as well as a worldwide business environment based on a high level of market
competition and employee performance. As per the economical survey, monetary incentives or rewards can
help to motivate employees toward business performance. In a large business environment, incentives and
rewards are building a strong relationship between the business platform and employees. This positive
relationship makes a healthybusiness bonding between monetary incentives and the performance of an
employee

 IMPORTANCE OF MONETARY INCENTIVES TO ENHANCE EMPLOYEE PERFORMANCE

The monetary incentive system leads a responsible job to enhance employee performance in the global
business market. Rewards make employees happy and motivated toward work. Monetary incentive
identifies performance rate and further steps toward career opportunity . This mental support generally
enhances the power of employee performance through monetary incentives .
 BENEFITS FOR AN EMPLOYEE THROUGH FINANCIAL REWARD

The monetary incentive provides various benefits for employees that are helping to enhance employee
performance such as the way financial incentives improve employee morale and retention level, this step
boosting employee productivity, incentive facility motivating employees and also pushing to prove top
performer in the market.

 EFFECT OF MONETARY INCENTIVE IN THE COMPETITIVE BUSINESS MARKET

The monetary incentive process works positively in the globally competitive business market. This way of
employee performance enhances effecting in a large area of business. Employee productivity reduces various
problems in the business market and also creates a positive business atmosphere in the global business market.
 OBJECTIVE OF MONETARY INCENTIVE

The objective of the study about monetary incentives and their importance to enhance employee performance
is an active role in the business market.

The monetary incentive for an employee is a direct effect on the market chain. The way of rewarding
employees changes the work morale of an employee. This positive mentality affects business productivity
which is the most important part of any business organization.

The main object of this study or analysis paper understands the importance of the system of monetary
incentives for employees to enhance their performance in an organization and the process of competitive
market exploration using a monetary incentive.

The area of the object of this study about monetary incentive systems shows the various positive significance
of financial rewards for an employee. And this area of analysis also describes the process of increasing
employee performance rate yearly basis (Qi e al. 2021). As per an economic report, using employee
monetary rewards various positive changes came in the business environment. Examples are provided below.

 Increase the quality of work and business productivity through

 Build a good relationship between colleges as well as a customer for business productivity.

 • The incentive method appreciates a positive attitude among business employee performance.

 • Employee active mentality enhancing business productivity through incentive process.

 BENEFITS OF USING MONETARY INCENTIVES AT WORK.

People love to strive for growth, knowing how to unlock potential—and this goes the same for their earning
power. Typically used as a mechanism to maximize efficiency by creating a motivational goal for employees,
monetary incentives at work can influence positive employee behavior.
Monetary incentives and rewards benefit companies and employees in several ways, including the following:

 INCREASE PRODUCTIVITY

Monetary incentives play a powerful role in motivating top performers to exceed company objectives and
goals. Monetary incentives can offer an equitable system for employees to know where they stand and the
earning potential they have. As such, the element of control can particularly motivate employees as they
know that extra effort put into their work can unlock extra income or gains.

 RETENTION

This is a simple statement of the obvious, yet it bears repeating. Employees will stay longer if you provide
them with competitive salaries and benefits. Pay and benefits are crucial, but incentives are more important.
Employee motivation is best maintained through the use of incentives. They can also aid in the development
of loyalty.If you have low employee retention, the first step is determining why they are leaving. It’s possible
that your staff don’t feel valued. If this is the case, you should improve your recognition
programs.Employees that receive rewards feel a sense of belonging to a team. This can make people feel
more connected to the organization. Giving individuals something in exchange for their efforts is the most
effective approach to inspire them. They will be more willing to work harder and do better if you give them
something.

 ENGAGEMENT IN WORK

When businesses invest in their people and show appreciation, employees feel like they belong and are
employee satisfaction, workers come to work with a can-do attitude ready to contribute.
 MOTIVATE EMPLOYEES TO WORK HARDER AND SMARTER.

Incentives can be both monetary and non-monetary. Non-monetary incentives are used to inspire employees
for personal reasons. In contrast, monetary incentives motivate employees to perform at work (i.e., to do
something they enjoy or to avoid doing something they hate). Non-monetary incentives might be financial,
such as a bonus or a raise, or non-financial, such as praise or recognition. If a worker is having a poor day,
they may require some motivation to adjust their attitude and get back on track.

 INCRESE JOB PERFORMANCE

Because they provide a tangible, immediate reward for good behavior, incentives improve work
performance. For example, if your supervisor gives you a performance-based raise, you are more likely to
perform well. Incentives Enhance job performance. Because they provide a tangible, immediate reward for
good behavior, incentives improve work performance. For example, if your supervisor gives you a
performance-based raise, you are more likely to perform well. − Incentives Enhance job performance. When
you present an incentive to your staff, you motivate them to be more productive. If you give your team an
incentive, they are more likely to perform well. This is why incentives play such a crucial role in enhancing
job performance.

 REDUCE EMPLOYEE ABSENTEES

Employees absent for more than one day in a month (delay) are typically viewed as unproductive, and their
job performance suffers as a result. Many businesses have employed disciplinary action in the past to address
this issue. This has produced employee dissatisfaction and ineffectuality because monitoring attendance
closely enough to detect tardiness is challenging. On the other hand, employers can considerably reduce
employee absenteeism by encouraging high attendance with incentives. These incentives could include cash
awards, shorter hours, or reduced penalties for late. An incentive scheme is a more effective technique to
deal with tardiness. This teaches employees the value of punctuality and motivates them to be at work on
time.
 IMPROVE JOB SATISFACTION

according to a study done at the University of Pennsylvania and the Universit of Michigan,
organizations that provided financial incentives for employees to improve their performance reported
better levels of job satisfaction  than those that did not. Furthermore, employees who received cash
incentives were less likely to miss work or call in sick.

according to research from the University of California, Davis, when people feel valued, they are
more productive and happier. According to research, employees who feel valued are also less likely
to leave their position.
employees who believe they are valued are more likely to remain in their current employment. This is
because feeling valued makes you happy and content with your career. Because you enjoy your job,
you are more likely to stay with your current employer.People who get a raise are more satisfied with
their jobs.

 REDUCE STRESS AND ANXIETY.

Employees perform better when they are pleased and less worried. Stress-free employees are more engaged
and better equipped to fulfil their performance goals, in addition to the benefits of a good mood .This is
because stress limits creativity increases errors, and diminishes motivation. While it is not always possible to
remove all sources of stress, it is certainly possible to decrease them. Incentives can be extremely efficient at
relieving stress. You can utilize several incentives, such as cash, presents, or a special bonus. Employees will
be more driven to work harder and do better if you give them something they want. You can also utilize a
combination of rewards to motivate employees to perform better.

 MAKE YOUR EMPLOYEES HAPPIER.

Happy employees are more productive, less inclined to leave, and stay for longer periods. Unsurprisingly,
organizations that provide incentives like paid vacation, flexible hours, or other amenities have higher
retention rates and lower turnover. It’s past time to begin giving back. According to a Harvard Business
 Review study, workers are more likely to stay at their jobs if given a bonus. A bonus is a method to express
gratitude to your staff. It is also an excellent motivator for kids to work more and accomplish better. As a
manager, you can’t always give your staff everything they desire. You should also be aware that they do not
expect you to offer them all they desire all of the time. They want to be recognized and to feel significant and
cherished. Incentives cause people to feel this way.

 MOTIVATE YOUR EMPLOYEES TO MAKE YOUR COMPANY A SUCCESS.

A company is just as successful as its employees. To succeed in business, you must look at the people who
make up your company. People are a company’s most valuable asset. They are the ones who determine
whether your company succeeds or fails. That is a basic fact. Your business will be more successful if your
employees are driven. Giving your staff incentives is one of the most effective motivating methods. If you
provide incentives to your staff, they will work more for you and be more productive. They will also get
along better. Incentives might take the shape of bonuses, raises in wages, gifts, or prizes.

 GET MORE OUT OF YOUR EMPLOYEES.

You can get more out of your employees if you provide them with the correct incentives. The appropriate
reward will push them to work more and accomplish better. It also gives your employees the impression that
they are a part of something bigger than themselves. Incentives are an excellent approach to motivating your
employees to perform better. You should provide opportunities for your employees to earn money. This can
be a modest or significant reward. You can prize every employee who completes a task on time. 

 CREATE A WIN-WIN SITUATION.

Employee or customer incentive program often entice you to take action that benefits the company or
individual. These activities can be as simple as taking an extra minute at work to finish an important
assignment. It’s a win-win situation for everyone. You profit from higher sales, improved customer service,
and increased revenue while receiving value.Incentives might also assist you in improving the reputation of
yourorganization. This is due to your staff feeling valued and respected. If you offer them a positive
impression of the firm, it will be easier for them to remain loyal and devoted to it.Let your staff know how
much you value them. You can accomplish this by providing incentives like paid time off, flexible hours, or
 other benefits. Your employees will be delighted and will work even more challenging for you. This is a win-
win situation for everyone

 CREATE AN ATMOSPHERE OF TRUST.

People who receive rewards feel better about themselves and their jobs and become more confident, active,
and engaged at work. They are more devoted and enthusiastic when they believe they are doing a good job.
Not only do those who feel good about themselves and their work gain. Research shows that those who don’t
feel good about themselves or their profession suffer the most from performance issues. People who are
given incentives are more productive than those who are not. People who receive rewards are more
committed to their jobs and perform better. They believe they are a part of something bigger than themselves
and are pleased with what they have accomplished.

 BUILD LOYALTY IN EMPLOYEES.

Employee loyalty can be built through rewards as well as achievement. Leaders and organizations alike
frequently underestimate the efficacy of incentives. The benefits of incentives are evident, such as higher
productivity and lower turnover, but it is less obvious that incentives are a crucial component of employee
engagement. Employees become more loyal as a result of incentives. A company’s relationship with its
employees is built on trust. Your leadership style and communication can earn this trust as leader. Incentives
are an effective strategy for increasing loyalty. They assist employees in remaining focused on their goals
and motivated. Rewards contribute to a sense of belonging. This is significant because employees who feel
linked to their firm are more likely to be engaged. Employees that are enthusiastic about their jobs are more
productive and take fewer sick days. This implies they may concentrate on their business rather than taking
time off.
 TYPES OF MONETARY INCENTIVE

Employee incentive programs have tremendous benefits, but where should you start? Here are some
incentive examples that have been proven to engage and motivate employees over the long haul.

 RECOGNITION AND REWARDS

Recognition matters more than ever before: when asked how organizations could better support them in our
new normal, 35% employee said they wanted more recognition. Sixty-nine percent of employees cite
recognition and rewards programs as motivation to stay at their current job. And organizations that rate their
culture of recognition highly are three times more likely to see increased employee retention and over twice
as likely to see increased employee engagement. Despite these data points, organizations are just starting to
recognize that recognition is a critical tool for incentivizing employees: one in five employers started their
recognition program in the last 12 months.
An recognition and rewards program is a foundational requirement of the employee incentives experience, as
it embeds incentives into each team member’s everyday life. To accomplish this, recognition should be given
frequently and in real time. Organizations that do so are 41% more likely to see increased employee retention
and 34% more likely to increase employee engagement. Perhaps most importantly, make frequent
recognition easy for everyone on your team with an employee recognition platform that facilitates
recognition from anywhere at the click of a button.
Incentivizing employees effectively requires both social and monetary recognition 一 the latter through a
points-based reward system.

 SOCIAL RECOGNITION
 As Harvard Business School researcher Amy Whillans notes, “cash matters in people’s lives, but it’s not all
that matters.” Social recognition can be even more meaningful to employees than tangible rewards. It’s a low-
cost way to allow everyone at your organization to express their gratitude for other team members publicly 一
even a simple thank you can be enough to keep someone motivated. Harvard Business Review found
that when workers’ strengths were recognized by managers, it resulted in happier workers and a 14% to 29%
increase in profit. And a survey by McKinsey discovered that companies can achieve a 55% improvement in
engagement by offering social recognition.

 POINT-BASED RECOGNITION

A points-based rewards program lets every employee redeem points for rewards of their choosing in
categories like merchandise, digital and physical gift cards, experiences, give back, and concierge. Offer an
extensive catalog so employees can find rewards they crave whether they prefer electronics, fashion, hotel
accommodations, or music. To give your employees even more options, consider rechargeable prepaid cards
that allow your employees to have full control over what they spend their points on and personalize their
rewards experience. This freedom is critical, as employees will value reward they actually want far more
highly than yet another generic mug or t-shirt. Points are tied to specific recognitions as well, which makes it
easy for all team members to frequently recognize and reward each other. You can even enable a one-
click “boost” option that lets employees add points to successes as they’re shared. Employees will enjoy
seeing their balance rise as points accumulate along with recognition. Every time an employee sees their
reward, they’ll think about the actions that got them the reward. The more key behaviors are recognized, the
more likely they will be repeated: 92% of employees say that they’re more likely to repeat an action when
they’re recognized for it. If you reward employees for generating leads or completing tasks more efficiently,
you’ll continue to see that type of success.

 REFERRAL PROGRAMS

Why have your recruiters spend time posting job descriptions online if you can rely on your own employees to
source qualified candidates? Employers often offer benefits for candidate referrals, and for good reason: 82% of
employers rated employee referrals highest in terms of ROI. Remind your workforce about this benefit several
times a year to ensure that you continue to get a stream of candidates in your queue. Employees will appreciate
this benefit because they receive a monetary incentive for recommending qualified candidates that they feel will
fit in with your culture. You also can develop a tiered system  so that candidates can get more rewards based on
how far their referral goes in the interview process, which is easy to facilitate with reward points. For instance, a
worker might get 1000 points (equal to $10) for submitting a referral. The reward could then rise to 2500 points
(equal to $25) if their recommendation reaches the interview stage, and so on. This approach saves you the
trouble of creating a separate referral program , instead, you can seamlessly incorporate it into your recognition
and rewards program.

 PROFESSIONAL DEVELOPMENT

Did you know 40% of employees with limited professional development opportunities development will leave in
five years? And millennials value it the most: 87% said that development is important in their job. When you
invest in your employees’ careers, it matters to them, and they’ll stick around for the long haul. Your company
benefits in turn from the new knowledge and experiences that employees have to share, allowing for more in-
house promotion opportunities. There are several ways you can engage employees in professional development.
You can create your own learning and development (L&D) program, or take advantage of a third-party learning
management system. Adobe and Salesforce have built terrific L&D programs (Learning@Adobe and Trailhead)
to train team members on their tools, and they even give employees the chance to win recognition points every
step of the way. You can also provide a coaching program for new managers, as Facebook does. At the end of the
program, managers get one-on-one time with an executive mentor. You might even try gamifying your current
L&D courses to make them more engaging.

 PROFIT SHARING

Profit sharing plans are a type of defined contribution plan that can serve as an alternative or supplement to
more traditional plans like a 401k. In a profit sharing plan, employees receive contributions to their retirement
account (in the form of cash or stock) and sometimes get direct payments as well. Employers have the freedom
to reduce these at any time, so they can rein in expenses for a year or two when necessary. Beyond the obvious
financial incentives of these programs, profit sharing empowers employees to view themselves as owners rather
than just staff. This fosters company loyalty and incentivizes employees to stick around and invest their sweat
equity to grow the business. If a profit sharing plan doesn’t suit your company, you can still use retirement
benefits to incentivize employees by offering to match part or all of their 401k contributions. The amount of the
match will typically be limited based on a percentage of the employee’s income.

 HEALTH AND WELLNESS

 Employees aren’t able to perform at their peak if they’re unhealthy, so wellness incentives are imperative for
companies looking to prevent burnout and promote physical and mental health. This is especially critical with
the pressures employees face now: 59% are taking less time off than they normally would, and 42% of those
working remotely aren’t planning to take any time off to decompress. Easy examples to apply in your
business include free healthy lunches, on-site health screenings, bike to work reimbursements, standing desks,
and annual wellness fairs. You can also reward employees who hit wellness milestones like quitting smoking
or completing a steps challenge. One of the best ways to encourage employee wellness is by using a
centralized rewards marketplace that encourages the adoption of healthy habits both at work and home. For
instance, WellRight a leading corporate wellness platform, integrates with Achievers, a recognition and
rewards solution. The integration between the platforms streamlines employee wellness, rewards, and
recognition

 TUITION REIMBURSEMENT

Employees today consider ongoing education a priority. EdAssist found that 79% of employees say that tuition
assistance is an important or very important factor in joining a company. And employees who participated in
Cigna’s tuition assistance program were 10% more likely to be promoted and 8% more likely to stay with the
company.
Every employee, up to and including the CEO, should be learning new things on a daily basis. Offering tuition
reimbursement can solidify this best practice. What’s more, encouraging continuing education can be a great
way to build a culture of recognition. Take the time to congratulate employees on completing educational
milestones, such as getting a new certification or graduating in their Masters program, with team-signed digital
cards and public recognition of their achievements.

 BONUSES AND RAISES

Rewarding employees with bonuses and raises can be incredibly powerful. A survey conducted by Payscale
found that 65% of U.S. employees prefer bonuses based on personal performance. That said, you need to lay out
crystal clear metrics and objectives so that employees know exactly how they can achieve their bonus. Strike a
balance with your policies 一 the requirements shouldn’t be too difficult or too easy to meet. Be careful not to pit
employees against each other, either. This can backfire and lead to resentment or even alienation from your
company.

 ADDITIONAL TIME OFF

Fifty-eight percent of workers would agree to a salary reduction if they could get extra vacation time. Time off
gives employees the chance to maintain work-life balance and can greatly increase motivation. Encourage them
to take the paid leave they have 一 only 35% of employees actually use all the PTO they earn 一 and offer extra
vacation time and flexibility if employees meet certain goals. Additional time off can also help with rising
employee burnout and disconnection. Employees don’t necessarily need paid time off, either. Most people
say they’d take a lower paying job if it meant having more flexible working arrangements.

DISADVANTAGE OF MONEYTARY BENEFITS

The reward system’s biggest (assumed) disadvantage is that it leads to increased costs, which is untrue.
Company expenditures may increase as a result of employee rewards. However, it is only the case when a
company only considers a system that holds high monetary value A against it to be effective. Another
widespread misperception about employee awards is that they need to be of extravagant value. Additionally,
it is wrongly believed that incentives only serve their purpose when they have some sort of monetary value. 

 IT CAN SOMETIMES BECOME DEMOTIVATING:

There are possibilities that the organization is sometimes not able to reward their
employees with the specified time. Also, it is possible that the firm is not able to
provide all employees with the rewards. In such situations, it may demotivate the
employees who do not get it. There are also chances that employees who strive
hard to achieve their goals, but are not able to achieve it due to market related
factors, may end up working less hard.

 OTHER INCENTIVES MAY SEEM AN ENTITLEMENT:

 Although, monetary incentives are great for boosting employee’s productivity, but still there are
possibilities that it could lead to few disadvantages as well. One major disadvantage of this reward
is that other rewards or non-monetary rewards seem just an entitlement to the employer as
compared to this type of incentive.

 IT CAN CREATE A SENSE OF INEQUALITY:

Most of the times organizations create a fiscal based incentive plan that can help them reward the
most only their best employees. So, employees who do not get it or get it less as compared to their
co-workers may overlook their performance factor and hence may develop a sense of inequality.

 IT INVOLVES LOTS OF TIME TO STRUCTURE A FAIR MONETARY

INCENTIVE PLAN:

Any good thing comes with a cost and so does the monetary incentive plan. For any company that is
looking forward or is planning to implement such a plan has to involve lots of time and manage
things out in order to create an incentive scheme, which is beneficial from all the aspects.The
managers also have to ensure that the incentive plan is not only well planned but is also well
executed.

 SUCH INCENTIVES MIGHT BE LESS EFFECTIVE IN SPECIAL SITUATIONS :

There are situations when a monetary based incentive plan may not work out positive for the
organization. If an employee is doing work from home or is working late hours at home and in the
office, then it becomes difficult for the organization to track the record of the employee in these
situations .So in circumstances like these, a monetary incentive plan does not work out well.
NON-MONETARY INCENTIVE
NON MONETARY INCENTIVE

Non-monetary rewards are those that do not involve money. They include praise, thanks, recognition, and
awards. They are intrinsic or internal benefits that can be gained from an employee’s work. They help
employees to feel valued and motivated. Non-monetary rewards are the most effective way to motivate your
team. They can be a powerful way to show your appreciation and increase employee retention .

Non-monetary rewards can be just as valuable to your employees as monetary rewards. In some cases, they
are more valuable than money. When you offer non-monetary rewards, you show your employees that their
hard work is appreciated. You're also making them feel more valued.Employees want to feel like they're part
of something bigger than themselves — and that's what non-monetary rewards can do for them. Non-
monetary rewards show that you care about your employees' well-being and that their contributions matter to
the company.
 OBJECTIVE OF NON MONETARY INCENTIVE

The purpose of nonmonetary incentives is to reward associates for excellent job performance through
opportunities. Nonmonetary incentives include flexible work hours, training and education, a pleasant work
environment, and sabbaticals. The non-monetary benefits is to provide additional incentives and rewards to
employees beyond their regular pay and financial compensation. The primary objective of offering non-
monetary benefits is to motivate and engage employees, improve their job satisfaction, and increase their
loyalty and commitment to the organization. Some specific objectives of non-monetary benefits include:

 Attracting and retaining talented employees: By offering a range of non-monetary benefits,

employers can attract and retain top talent who value a positive work environment and work-life
balance.

 Increasing employee motivation and engagement: Non-monetary benefits can help to create a
positive work culture that values and supports employees. This can lead to increased motivation,
productivity, and engagement among employees.

 Improving employee morale and job satisfaction: Providing non-monetary benefits can help to
improve employee morale and job satisfaction by creating a sense of appreciation, recognition, and
support.

 Enhancing employee well-being and work-life balance: Non-monetary benefits such as flexible
work schedules, wellness programs, or employee assistance programs can help employees balance
their work and personal lives and improve their overall well-being.

 Promoting teamwork and collaboration: Non-monetary benefits such as team-building activities or

social events can help employees build relationships and promote teamwork and collaboration.
Overall, the objective of non-monetary benefits is to create a positive work environment that
supports employee well-being, satisfaction, and success. By offering a range of non-monetary
benefits, employers can create a workplace that values and supports employees, leading to a more
engaged and productive workforce.
 BENEFITS OF NON MONETARY INCENTIVES

Research shows that employees show greater enthusiasm and appreciation towards non-monetary incentives.
A lunch with a manager, a trip to a hill station, or an extra day off is much more impactful than an extra
amount of money.

Cash awards tend to easily get lost in the shuffle. It may get spent on bills or routine expenditures with no
long-lasting association to the behavior for which employees got the reward.Non-monetary incentives leave a
more emotional impression on employees and they feel more recognized and engaged. Besides, principles of
psychology suggest that people perceive non-monetary incentives to be more valuable than the retail value of
that award in cash.

Let’s look at some of the benefits of non-monetary incentives in detail.

 NON-MONETARY INCENTIVES HAVE SEPARABILITY

Cash awards for exceptional performances do not stand out anymore. You see, psychologically, people tend
to categorize sources of income. They’ll combine salary and cash bonuses as part of the same source of
income since they are both monetary and they earn both of them at work.

But non-monetary incentives, like paid leaves, social recognition, or vacations, stand out and are easy to
separate. These create experiences and add more value for the employees rather than a cash amount, which
they won’t even remember what they spent it on.

 NON-CASH REWARDS ARE MORE MEMORABLE AND HAVE AN EMOTIONAL

VALUE.
Recognition at the workplace like a meaningful ‘well-done’, a personalized thank-you note, or a special
shout-out on social media can be more memorable than receiving an extra cash amount. In fact, an invested
employee will always find a non-cash reward more emotionally valuable. When employees receive
something which they can keep and show or experience, it adds more emotional value to the reward .

 NON-CASH INCENTIVES ARE MORE ACKNOWLEDGEABLE AND

COMFORTABLE TO TALK ABOUT .
 Your employees want to talk about the rewards or incentives they receive for their success and hard
work.Experiences help spark conversations. Most of your employees might be more excited and comfortable
talking about the lunch they had with their manager, a trip, or the workshop they attended rather than any
cash prize.Now that you know all about the benefits of non-monetary incentives, you need to figure out
which incentives work best for your employees and your company.

 COST-EFFECTIVE:

Non-monetary incentives can be cost-effective compared to monetary incentives. They can help to motivate
employees and improve their job satisfaction without increasing payroll costs.effective: Non-monetary
incentives can be cost-effective compared to monetary incentives. They can help to motivate employees and
improve their job satisfaction without increasing payroll costs.
TYPES OF NON MONETARTY INCENTIVE

 FLEXIBLE WORKING ARRANGEMENTS:

Allowing your employees to work from home on certain days of the week or allowing workers to

choose their hours is a great way to implement an incentive program without any cost. This makes

employees feel like their time is valued, and that it is understood that they can be trusted to arrange

their own working life. Flexi work affords employees additional time to be with their families,

thereby providing a work-life balance. For most employees, this is a great non-monetary benefit.

 PHYSICAL REWARDS

Whether it’s something as simple as a thermos with a funny, personal saying or something as

extravagant as a set of golf clubs, there is significant emotional value that tends to come with

physical rewards. Another benefit is that they are easier to tie to the company. Whether you

invest in branding them or not, they have an emotional link to your company, meaning that their

value and the employee’s value of the workplace are connected.

 EXPERIENTIAL REWARDS:

Giving your employees a unique experience is one of the most effective ways to create positive

memories associated with your organization. This could be a trip to Paris, a day at the spa, a

cooking class, or just about anything else you can think up. This is best done when you find out

what your employees’ passions are, which also will show them that you are interested in who

they are as a person.

 GROWTH OPPORTUNITIES

 Some of the studies mentioned above show that career development, training, and education

opportunities are amongst some of the most highly prized benefits a company can offer. The tangible

benefits of helping an employee forward in their career, such as the potential to earn a promotion, are

clear. However, investing in employee growth and development also shows that their place in the

company in the long term is valued, as well.

 RECOGNITION AND PRAISE

This is best combined with one of the incentives listed above. Recognition for staff who have been working

hard can mean a lot to them. This can be handwritten notes, weekly emails showcasing top performers in the

business, or mentioning their success in a team meeting. It reinforces the emotional impact of the non-

monetary reward they received.

 EXTRA TIME OFF 

Why not give employees an extra day of annual vacation or a longer lunch break as a reward?

Allowing staff to leave an hour early or giving them half a day off could be a reward. However,

the method you use should be determined by your company's demands. An earlier Friday end, a

later Monday start, or simply more time off to use whenever the employee chooses would

undoubtedly be well accepted.

 USE SOCIAL MEDIA TO ACKNOWLEDGE YOUR PERSONNEL

 This is a fantastic method to remind your staff, as well as your social media followers, that you care.

Recognizing employees for personal accomplishments is also beneficial. Write a blog post describing

their path to attain their objectives, or interview them about it. It could be something work-related,

charitable, fitness-related, or anything else that has had a significant positive influence on your

employees recently.
 FRINGE BENEFITS 

These are benefits that are added on top of an employee's regular pay. While the name suggests

that fringe benefits are exceptional or unique, most of us would refer to them as standard

employee benefits. Health insurance, workers' compensation, retirement programs, and family

and medical leave are all examples of fringe benefits. Paid vacation, meal subsidies, commuter

perks, and other benefits are examples of less typical fringe benefits. To attract new hiring and

keep current employees satisfied, many organizations offer a mix of typical and uncommon

benefits.
DISADVANTANGE OF NON MONETARY BENEFITS

While non-monetary benefits can be effective in motivating employees and improving job satisfaction, there are
some potential disadvantages to consider:

 SOME NON-MONETARY INCENTIVES CAN BE A WASTE OF MONEY.

We all know the feeling when our newly-implemented points system or team retreat doesn’t generate enough
excitement to be effective. With fringe benefits, you really have to know what’s valuable and important to your
employees—and if you get it wrong, you could be wasting your money.

 Full participation isn’t always guaranteed.

Money talks—but non-monetary incentives tend to be a lot less persuasive. Your team might not be motivated
by the rewards you’re providing, and if that happens, your employee engagement metrics might not change in
any meaningful way.

 NON-MONETARY INCENTIVES CAN BE AN ORGANIZATIONAL NIGHTMARE.

If you aren’t in love with your HR and accounting staff, you’ll want to get those teams into shape before taking
on a whole host of non-monetary incentives. Paperwork is abundant for many of these programs, and some
require an unbelievable amount of behind-the-scenes organization if you hire the wrong companies.

 PERCEIVED VALUE:
The value of non-monetary benefits is often subjective and may be perceived differently by individual
employees. This can lead to some employees feeling that they are not receiving adequate compensation for their
efforts, particularly if they place more value on monetary rewards.

 LIMITED APPLICABILITY:
Some non-monetary benefits may not be applicable to all employees or may only be relevant to certain job
roles. For example, a flexible work schedule may not be possible for all positions, which can create a perception
of inequality among employees.

 INCONSISTENCY:
Non-monetary benefits can be difficult to apply consistently across an organization. This can lead to confusion
and frustration among employees who feel that the benefits are being distributed unfairly.

 DIFFICULTY MEASURING IMPACT :

Non-monetary benefits can be challenging to measure in terms of their impact on employee motivation and

 PRODUCTIVITY
. This can make it difficult for organizations to assess the effectiveness of their incentive programs and make
informed decisions about how to allocate resources.
 COST:
While non-monetary benefits may be less expensive than monetary incentives, they can still represent a
significant cost to the organization. This can be particularly challenging for smaller companies or those operating
with limited budgets.

Overall, while non-monetary benefits can be a valuable tool for motivating employees and improving job
satisfaction, it is important for organizations to carefully consider the potential disadvantages and ensure that
these benefits are being implemented in a fair and consistent manner.
CONCLUSION
 CONCLUSION

Based on this , it can be concluded that both monetary and non-monetary incentives can
enhance employee performance. Monetary incentives such as bonuses, commissions, and salary
raises can motivate employees to perform better and increase their productivity. However, non-
monetary incentives such as recognition, flexible work arrangements, and opportunities for
professional development can also have a significant impact on employee performance.

It is important for organizations to find the right balance between monetary and non-monetary
incentives and tailor them to the needs and preferences of their employees. For example, younger
employees may be more motivated by non-monetary incentives such as flexible work arrangements
and opportunities for growth and development, while older employees may value monetary
incentives such as bonuses and retirement benefits more.

Additionally, it is important to note that incentives alone may not be enough to enhance
employee performance. Other factors such as a positive work culture, effective communication, and
fair and transparent performance evaluations also play a significant role in motivating employees to
perform their best.

In conclusion, a combination of monetary and non-monetary incentives, coupled with a

positive work environment and effective communication, can enhance employee performance and
contribute to the overall success of an organization.
It was a wonderful opportunity to undergo institutional training at PVR limited. This
experience has been a valuable stepping- stone in my carrier and has prepared me for future
challenges. This internship program has increased my confidence level. This internship of 1
month has given the knowledge about organizational structure and how it’s working. I am
thankful to Mr. A.Aijaz Ahmed, M com., M.Phil.,D.A.A., who gave the guidance to complete
this project report. I would like to express my gratitude towards Ms. Abirami Badhe (HR
business associate at PVR Limited) who assisted me during the institutional training. Through
this internship, I have seen the reality of the corporate culture. I want to thank my friends and
my faculties who given their support to complete this project report.
ANNEXURE
BALANCE SHEET OF PVR (in Rs. MAR 22 MAR 21 MAR 20 MAR 19 MAR 18
Cr.)

12 mths 12 mths 12 mths 12 mths 12 mths

EQUITIES AND
LIABILITIES
SHAREHOLDER'S
FUNDS

Equity Share Capital 61.00 60.76 51.35 46.74 46.74

TOTAL SHARE CAPITAL 61.00 60.76 51.35 46.74 46.74

Reserves and Surplus 1,327.48 1,771.36 1,406.55 1,162.87 1,009.43

TOTAL RESERVES AND1,327.48 1,771.36 1,406.55 1,162.87 1,009.43

SURPLUS

TOTAL SHAREHOLDERS FUNDS 1,388.48 1,840.42 1,463.22 1,209.61 1,056.17

NON-CURRENT LIABILITIES

Long Term Borrowings 1,033.14 979.99 913.44 867.98 561.56

Deferred Tax Liabilities [Net] 12.11 52.37 57.09 25.23 0.00

Other Long Term Liabilities 3,438.20 3,451.25 3,635.97 213.55 0.00

Long Term Provisions 8.56 17.09 12.57 12.73 9.40

TOTAL NON-CURRENT4,492.01 4,500.70 4,619.07 1,119.49 570.96

LIABILITIES

CURRENT LIABILITIES

Short Term Borrowings 470.50 118.99 185.56 74.39 98.75

Trade Payables 291.26 189.41 293.25 330.70 234.89

Other Current Liabilities 652.67 797.05 767.12 542.48 328.11

Short Term Provisions 2.61 4.09 4.18 2.80 2.61

TOTAL CURRENT LIABILITIES 1,417.04 1,109.54 1,250.11 950.37 664.36

TOTAL CAPITAL AND7,297.53 7,450.66 7,332.40 3,279.47 2,291.49
LIABILITIES
ASSETS

NON-CURRENT ASSETS

Tangible Assets 4,148.93 4,175.04 4,559.12 1,259.76 1,121.70

Intangible Assets 1,183.51 1,197.12 1,211.22 443.73 441.69

Capital Work-In-Progress 64.42 217.10 154.71 190.04 101.69

Other Assets 0.00 0.00 0.00 0.00 0.00

FIXED ASSETS 5,396.86 5,589.26 5,925.05 1,893.53 1,665.08

Non-Current Investments 95.91 62.29 61.09 694.27 49.99

Deferred Tax Assets [Net] 590.92 395.67 201.97 0.00 15.60

Long Term Loans And Advances 11.64 281.32 266.82 204.69 0.00

Other Non-Current Assets 391.15 160.11 183.33 179.13 318.59

TOTAL NON-CURRENT ASSETS 6,486.48 6,488.65 6,638.26 2,971.62 2,049.26

CURRENT ASSETS

Current Investments 0.47 0.90 1.17 1.08 1.06

Inventories 31.42 23.25 28.96 25.84 18.54

Trade Receivables 63.00 19.85 171.22 149.90 136.50

Cash And Cash Equivalents 566.67 721.53 320.06 23.14 22.51

Short Term Loans And Advances 3.43 58.45 58.33 28.57 1.02

Other Current Assets 146.06 138.03 114.40 79.32 62.60

TOTAL CURRENT ASSETS 811.05 962.01 694.14 307.85 242.23

TOTAL ASSETS 7,297.53 7,450.66 7,332.40 3,279.47 2,291.49

PROFIT & LOSS ACCOUNT OF MAR 22 MAR 21 MAR 20 MAR 19 MAR 18
PVR (in Rs. Cr.)

12 mths 12 mths 12 mths 12 mths 12 mths

INCOME

REVENUE FROM OPERATIONS1,204.52 219.91 3,265.61 2,730.39 2,230.28

[GROSS]

Less: Excise/Service Tax/Other Levies 0.00 0.00 0.00 0.00 0.00

REVENUE FROM OPERATIONS1,204.52 219.91 3,265.61 2,730.39 2,230.28

[NET]

TOTAL OPERATING REVENUES 1,213.31 225.72 3,284.36 2,746.69 2,246.12

Other Income 310.74 472.75 42.86 30.15 29.53

TOTAL REVENUE 1,524.05 698.47 3,327.22 2,776.84 2,275.65

EXPENSES

Cost Of Materials Consumed 0.00 0.00 0.00 0.00 0.00

Purchase Of Stock-In Trade 0.00 0.00 0.00 0.00 0.00

Operating And Direct Expenses 410.57 65.13 1,029.48 862.12 710.51

Changes In Inventories Of FG,WIP 0.00 0.00 0.00 0.00 0.00

And Stock-In Trade

Employee Benefit Expenses 256.02 207.42 381.66 286.39 241.98

Finance Costs 493.94 493.47 479.84 112.17 83.35

Depreciation And Amortization594.42 563.49 533.06 161.64 141.19

Expenses

Other Expenses 440.57 282.71 807.74 1,082.12 908.05

TOTAL EXPENSES 2,195.52 1,612.22 3,231.78 2,504.44 2,085.08

PROFIT/LOSS BEFORE -671.47 -913.75 95.44 272.40 190.57

EXCEPTIONAL,
EXTRAORDINARY ITEMS AND
TAX

Exceptional Items 0.00 0.00 0.00 0.00 -0.59

PROFIT/LOSS BEFORE TAX -671.47 -913.75 95.44 272.40 189.98

TAX EXPENSES-
CONTINUED
OPERATIONS

Current Tax 0.00 -0.64 28.82 88.66 45.98

Less: MAT Credit Entitlement 0.00 0.00 0.00 0.00 0.00

Deferred Tax -193.12 -189.61 36.46 9.37 22.58

Tax For Earlier Years 0.00 0.00 0.00 0.00 0.00

TOTAL TAX EXPENSES -193.12 -190.25 65.28 99.65 68.56

PROFIT/LOSS AFTER TAX AND -478.35 -723.50 30.16 172.7 121.42

BEFORE EXTRAORDINARY 5
ITEMS

PROFIT/LOSS FROM -478.35 -723.50 30.16 172.7 121.42

CONTINUING OPERATIONS 5

PROFIT/LOSS FOR THE PERIOD -478.35 -723.50 30.16 172.7 121.42

5
 PVR CINEMAS PUBLIC LTD
ARTICLES OF ASSOCIATION

 GENERAL MEANING

Articles of Association are a document that specifies the regulations for a company’s operations and
defines the company’s purpose. The document lays out how tasks are to be accomplished within the
organization, including the process for appointing directors and the handling of financial records.

CONTENTS

 Calls on shares

 Forfeiture of shares

 Share Certificate

 Share Warrant

 Lien of shares

 Transfer and Transmission of shares

 Dividend

 Debenture

 Meetings

 Board of Directors

 Auditing and Accounts

 Winding up
 ARTICLES OF ASSOCIATION HAS THE FOLLOWING

 CALLS ON SHARES

o The Board may time to time make such calls as they think fit upon the members in
respect of any moneys unpaid on the shares held by them and not by the conditions of
allotment the of made payable at fixed times and each members shall pay the amount
of every call so made on him to such person and at such times and places appointed by
the Board. A call may be made payable by installments.

o Provided, however, that the Board may from time to time at its discretion extend the
time fixed for the payment of any call and may extend such time save as a matter
of grace and favour.

 FORFEITURE OF SHARES

o If a member fails to pay any call for installments of call on the day appointed for
payment thereof, the Board, may at any time thereafter during such time as any part of
such call or installment remains unpaid, serve a notice to him required payment of so
much of the call or installment as is unpaid, together with interest which may have
accrued.

o Forfeiture of shares by Resolution after notice the requirements of any such notice
asaforesaid are not complied with, any share in respect of which the notice has been
given may at any time thereafter, before the payment required of the notice has been
forfeited by a resolution of the Board to the effect. The resolution of forfeiture duly
entered in the Minutes of the Board shall be conclusive evidence of such forfeiture and
no objection in respect there of shall

o be entertained by the Board.

o A forfeited share may be sold or otherwise disposed of on such terms and in such
manner as the Board may think fit. 10 at anytime before a sale or disposal as aforesaid
the Board may cancel the forfeiture on such terms as it may think it fit.

o A duly verified declaration in writing that the declarant is the Director, the Manager,
the Secretary of the company and that a share in the company has been duly forfeited
on a date slated in the declaration shall be a conclusive evidence of the facts thereby
slated against all the persons claiming to be entitled to the share.

o A person whose shares have been forfeited shall cease to be a member in

respect of the forfeited shares but shall, not with stand the forfeiture remains liable to
pay to the company all money which, at the date of forfeiture were presently payable
by him to the company.

 SHARE CERTIFICATE

o Every person whose name is entered as a member in the register of Members shall,
without payment be entitled to a certificate under the common seal of the company
specifying the share of shares held by him and the amount paid up thereon; provided in
respect of a share or shares held jointly by several persons, the company shall not be
bound to issue more than one certificate and delivery of a certificate of a share to one
of several joint holders shall be sufficient delivery to all. A certificate for a share shall
be signed by at least one member of the Boards.

o If a share certificate is defaced, lost or destroyed it may be renewed on payment of

such fee if indemnity the payments out of pocket experience’s incurred by the
company in investigating evidence, as the Board may think fit.
 SHARE WARRANT

o A share warrant is a document issued by the company under its common seal, stating
that its bearer is entitled to the shares or stock specified therein. Share warrants are
negotiable instruments. They are transferable by mere delivery without registration of
transfer. Warrants are sold by companies as a way to raise capital. Although a
company could sell stock to raise money, the securities and exchange commission
regulates the number of shares a company is allowed to issue.

 LIEN OF SHARES

o The Company shall have a first paramount lien on every share [not being fully paid
shares] for all moneys [whether presently payable or not] called or payable at the fixed
time in respect of that share, and on all shares [other than fully paid shares] standing
registered in name of a single person for all moneys presently payable by him or estate
to the company: provided that the Board may at any time declare any share to be
wholly or in part exempt from the provisions of this clause, the company’s lien, if any,
on a share shall stand to all dividends payable; thereon.

o The company may sell in such manner as the Board think fit, any share on which the
company has a lien. Provided that no sale shall be made unless a sum in respect of
which the lien exists is presently payable or until the expiration of fourteen days after a
notice in writing stating and demanding payment of such part of the amount in respect
of which the line exists as its presently payable has been invert to be registered holder
for the time being of the share, or the person entitled thereto by reason of his death or
insolvency.
 TRANSFER AND TRANSMISSION OF SHARES

o The right of the members to transfer their shares shall be restricted as follows: A share
may approved by or on behalf of the Government be transferred by a member or other
person entitled to transfer only to a person or persons and to no other persons, subjects
as aforesaid the Board may decline to register any proposed transfer of shares

o If the Board refuses to register the transfer of any shares it shall, within two months
from the date on which the instruments of transfer or limitations of such transfers as
the case may be, is delivered to the company, send to the transferee or transferor,
notice of the refusal.

o Save as herein otherwise provided, the Board shall be entitled to treat the person whose
name appears on the register of Members as the holder of any share as the absolute
owner thereof and accordingly shall not [except as ordered by court of competent
jurisdiction or as by law required] be bound to recognize be equitable or contingent or
other to or interest in such shares on the part of any person whether or not it shall have
express or in notice thereof.

o The instrument of transfer in any share of the company be executed both by the
transferor and the transferee and the transferor shall be deemed to rent holder of the
share until the name of the transferee is entered in the register of members thereof.

o Shares in the company shall be transferred in the prescribed or in any usual or common
from which the Board shall approve.

o The Board may suspend registration of transfers during the fourteen days immediately
proceedings the annual general meeting each in a year. Refusal of Board to recognize
any instrument of transfer unless a fee of rupees two is paid to the company in respect
thereof, the instrument of transfer is accompanied by the certificate of the shares to
which relates and such other evidences as the
 o Board may reasonably require to show right of the transfer or to make the transfer.

 DIVIDEND

o The company in general meeting may declare dividends to be paid to the members
according to their rights and interest in the capital, and may fix time for payment but
no dividends shall exceed the amount recommended by the Board.

o No dividends shall be paid otherwise than out of profits of the year or any other
undistributed profits. Subjects to the rights of persons if any, entitle, to shares with
special rights to the dividends, all dividends shall be declared and paid or credited as
paid on the shares in the company in rights where of the dividend is paid, but if and so
long as nothing is paid upon any of the shares in the company dividends may be
declared and paid according to the amounts or carrying interest, be treated for the
purposes of this article as paid on the shares.

o The Board may from time to time pay to the members such of interim dividends as
appear to it to be justified by the profits of the company

o If several persons are registered as joint holders of any share, any of them may give
effectual receipts for any dividends payable on the share.

o No dividend shall bear interest against the company.

 DEBENTURE

o Subject to the approval of Government and subject to the provision of the act any
debenture, debentures stock, bonds or other securities may be issued at discount,
premium or otherwise and with any special privileges as to redemption, surrender,
drawings, appointment of director and otherwise;
  Provided that no debenture carrying voting rights at any meetings of the
company, when in generally in respect of particular classes of business shall be
issued.

 MEETINGS

o ANNUAL GENERAL MEETING: Except in case when for any special reason time
for holding any annual general meeting [not being the first annual general meeting]
extended under the section 166 of the act, no greater interval than 15 months shall be
allowed between the date of one annual general meeting and that of the next.
Another meeting of the company shall be called extraordinary general meetings.

o EXTRA ORDINARY GENERAL MEETING: The Board may, whenever it think and
it shall, on the requisition of the holders of not less than 1/10 th of the issued capital of
company upon which all calls or other sums than due have been paid forthwith
proceed to convict an extra ordinary general meeting of the company an in such
requisition the following provisions shall have effect.

o GENERAL MEETING: A general meeting of the company may be called by giving

not less than 21days notice in writing specifying the place, day and hour of meeting.
Such notice will be served on every member in the manner herein after provided but
with the consent in voting of all members entitled to receive the notice of same any
particular meeting may be convened by such shorter notice and in such manner as
those members may think fit; Provided, however that where any resolution is intended
to be passed as a special resolution at any general meeting as required by provision of
the act, notice of such meetings specifying the intention to propose the resolution shall
be served.

o The business of an annual general meeting shall be to receive and consider profit
and loss account, the balance sheet and the report of the directors and of
 o the auditors, to declare dividends and to transact any other business which under these
articles taught to be transacted at an annual general meeting. All other business
transacted at an annual general meeting and all business transacted at an extra
ordinary meeting shall be deemed special.

o CHAIRMAN OF GENERAL MEETING: The chairman of the Board of Directors

shall preside as chairman at every general meeting of the company. If at any meeting
the chairman is not present within 15 minutes after the time appointed for holding
meeting or is unwilling to act as chairman then the members present shall chose one to
be the chairman of the meeting.

o directed by the meeting adjourn the meeting from time to time and from place to place
but no business shall be transacted at any adjourned meeting other than the business
left unfinished at the meeting from which the adjournment took place when a meeting
is adjourned for one month, notice of adjourned meeting shall be given as in the case of
an original save as shall not be necessary to give any notice of an adjournment or of the
business to be transacted at an adjourned meeting.

 BOARD OF DIRECTORS

Subject to the provision of the act, the Board of directors of the company shall be entitled
to exercise all such powers and to do all such acts and things as the company is authorized’
exercise and do. The directors shall duly company with the provisions of the act, or any
statutory modification thereof for the time being in force, and in particular with the
provisions in regard to the registration of the particulars of mortgages and changes created
by it affecting the property of the company and to keep a register ofthe director.
  AUDITING AND ACCOUNTS

The profit and loss account shall in addition to the matters referred to in the act shall show arranged
under the most convenient heads the amount of gross income distinguishing the several sources from
which it has been derived and the amount of gross expenditure distinguishing the expenses of the
establishments, salaries and other like matters.

A balance sheet shall be made out in every year and laid before the company in general meeting. The
balance sheet shall be accompanied by a report of directors as to the state of the company’s affairs,
and the amount which they recommend to be paid by way of dividend and the amount if any, which
propose to carry a reserve fund.

Auditors shall be appointed and their duties regulated in accordance with the provisions of the act, or
any statutory modifications there for the time being in force.

 WINDING UP

Winding up is the process of dissolving a company. While winding up, a company ceases to do
business as usual. Its sole purpose is to sell off stock, pay off creditors, and distribute any remaining
assets to partners or shareholders. Methods of dissolving a business by selling off its assets and
satisfying the creditors from the proceeds of the sale.
MEMORANDUM OF ASSOCIATION
 MEMORANDUM OF ASSOCIATION

DEFINITION OF MEMORANDUM OF ASSOCIATION

According to Section 2[56] of the act “Memorandum Of Association means the

Memorandum Of Association of a Company as originally framed and altered,from time to
time, in pursuance of any previous company law or this Act.

CONTENTS OF MEMORANDUM :

 Name Clause
 Situation Clause
 Object Clause
 Liability Clause
 Capital Clause
 Association Clause

 NAME CLAUSE :

The Name of the company is “TAMIL NADU TOURISM DEVELOPMENT

CORPORATION LIMITED”.

 REGISTERED OFFICE CLAUSE:

The Registered office of the company shall be situated in the state of Tamil Nadu.

 OBJECT CLAUSE:

The object for which the company is established are following:

MAIN CLAUSE:
 To Start, operate and promote establishment, undertaking, enterprises and activities of any
description whatsoever which in the opinion of the company are likely to facilitate or
accelerate the development of tourism, handicraft and cottage industries.

 To Take over, develop and maintain all places of tourist interest like wild life sanctuaries,
open places, parks, Beaches, avenues, Beauty and recreational spots, etc in state of Tamil
Nadu.

 To acquire and take over any or all of the asset and liability of the department of information
publicity and Tourism or of any other department of the Government of Tamil Nadu.

ANCILLIARY OBJECT:

 To organize or conduct all inclusive tours by road, rail, sea, air or otherwise and to enter into
agreements for this purpose.
 To establish, manage, run, acquire hotel, cafes, clubs, restaurant, tourist homes, guest house,
boat house, casinos, traveler’s bungalows and like to afford facilities for boarding and lodging
tourists.

 To deal in foreign and Indian goods of all kinds connected with or having a bearing on
promotion of tourism, especially textiles, perfumery drugs, novelty articles anti handicrafts.

 To run Tourist information centers and operate, promote schemes anywhere for the
development of Tourism.

 To act as a travel agent for air-lines, railways, shipping companies, road transport operators.

 To establish and maintain any agencies in India or any part of the world for the conduct of the
business of the company or for the sale of any materials or things.
 To open account with any individual firm or company or with any bank and pay into and to
withdraw moneys from such account.

 To borrow or raise money with or without security or to receive money or deposit interest or
otherwise, in such manner as the company may think fit and in particular by the issue of
debentures or debenture stock convertible into shares of this or any other company.

 To accept stock or shares in or the debentures, mortgage debenture or other securities of any
other company in payment or part payment for any other service rendered or for a sale made to
debt owning form any such company.

 To invest the capital of the company in or to deal with shares, stocks, bonds, debentures
obligation and other securities of the company or association existing or former for
establishing, to working of any undertaking for promotion of tourism approved by company.

 To invest the money of the company not immediately required, in such manner other in the
shares of this company, as from time to time determined.

 Upon any issue of shares, debentures or other securities of the company to employ brokers,
commission agent, under writers, and to provide for the remuneration of such persons for the
services by payment in cash, or by the issue of charges, debentures or other securities of the
company, or by the granting of options to take the same in any other manner allowed by law.

 To borrow or raise or secure the payment of money in such manner as the company shall think
fit; and in particular by the issue of debentures or debenture stock.

 To create any depreciation fund, reserve fund, sinking fund or any other fund whether for
depreciation or for repairing, replacing improving extending or maintaining any other
property of the company or for
 redemption of debentures or redeemable preference shares or for special dividends of for equalizing dividends
or any other purpose whatsoever and to transfer any such fund or path thereof to any of the other funds here in
mentioned.

 To grant funds, annuities, pensions, allowances, gratuities and bonuses to any employees, ex-employees
(including Directors and ex-Directors) of the Company or their relations, connections or dependents of any
such persons or its predecessors in business and to establish support associations, institutions, clubs, schools,
hospitals, dispensaries, canteens, hotels, restaurants, Houses, dwellings, chawls, funds, schemes and trustees
religious, scientific (educational or provident or otherwise) which may be considered calculated to benefit any
such persons or the public or otherwise advance the interests of the Company of its members and to establish
and contribute to any scheme for the purchase by trustee of the shares of the company to be held for the benefit
of the Company’s employees is to lend money to the company’s employees to enable them to purchase shares
of the company to formulate and carry into effect any scheme or sharing the profit of the Company with its
employees or any of them and to subscribe or guarantee money for Charitable or benevolent of for any
exhibition or for any public, general or useful object or ear mark a portion of profits of the company or create a
fund or funds for such object or purposes.

 OTHER OBJECTS- NIL

 LIABILITY CLAUSE

The liability of the members is limited