T4 project jeffin scaria internship_mba

PUNJ LLOYD UPSTREAM LTD, HARYANA
SUMMER INTERNSHIP REPORT
Submitted by
Jeffin Scaria
MGP17MBA48
Under the guidance of
Dr. Shibulal A.L
(Associate Professor)
in partial fulfilment of the requirements of the ward of the degree
of
MASTER OF BUSINESS ADMINISTRATION
of APJ Abdul Kalam Technological University, Kerala
Department of MBA
Saintgits College of Engineering
Kottukulam Hills, Pathamuttom, Kottayam-686532
May-June 2018

DECLARATION
I ,JEFFIN SCARIA, hereby that the internship study PUNJ LLOYD UPSTREAM LTD, Haryana, submitted
to the Department of MBA, Saintgits College of Engineering, affiliated to A P J Abdul Kalam Technological
University is a record of the original work done by me, no part of it has been submitted earlier for award of
any Degree, Post-Graduation or similar title of any other University or Institution.
Place: Pathamuttom JEFFIN SCARIA
Date:

ACKNOWLEDGEMENT
In accomplishment of this internship successfully, many people have best owned upon their blessing and
heart pledged support, this time I am utilizing to thank all the people who have been concerned with this
project.
Primarily I would thank God Almighty for being able to complete this internship successfully. Then I
express my sincere gratitude to our Dean Dr .Roji George for giving me an opportunity to do this internship
project. I am grateful to Dr. Jacob George, Assistant Dean and Dr. Shibulal A.L, Faculty Guide, for their
whole hearted support and guidance. I express my sincere gratitude to Mr.V.G Kuriakose Senior HR
Manager of PUNJ LLOYD UPSTREAM LTD, Haryana, for his guidance and suggestion for the completion
of this study. I thank all the staff of PUNJ LLOYD UPSTREAM LTD, who helped me in the completion of
this study.
JEFFIN SCARIA

List of contents
Topic Page no.
Certificate -
Declaration i
Acknowledgment ii
List of tables, figures, symbols & abbreviations iii
Chapter 1 –Introduction
 Executive summary
 Objective of the Internship
 Industry analysis
 Employee Retention in the Global Scenario
 Employee Retention in Indian Scenario
1-4
Chapter 2- Organizational Analysis
 Overview of Punj Lloyd Upstream Ltd
 Mission & Vision
 Product or services
 Financial Performance of Punj Lloyd Ltd
 Method used for data analysis
5-13
Chapter 3- Positioning of the intern & the role
 Human Resource Department in Punj Lloyd Upstream
 Duties & Responsibilities assigned to the intern
 Brief detailing about the whole internship
14-18
Chapter 4- Details about the internship
 Weekly reports
 Initiatives & Responsibilities taken by the intern
19-28
Chapter 5- Conclusion 29
References iv
Annexure v-vi

List of Tables
Table no. Table Page no.
Table 4.1 Weekly report from 07-05-2018 to 11-05-2018 19
List of Figures
Figure no. Figure Page no.
Fig 3.1 HR department Structure of Punj Lloyd
upstream ltd
13
List of Symbols
List of Abbreviations
S No. Abbreviated Name Full Name
1 TL Team Leader
2 FT Fast tracker
3 FTDP Fat tracker development program
4 VFD Variable-frequency drive
5 MENA Middle East and North Africa region
6 NHAI National Highway Authority of India
7 BTC Baku Tbilisi Ceyhan
8 HSE Health and Safety Executive
9 HRM Human Resource Management
10 HRIS Human resource information system
11 ADNOC Abu Dhabi National Oil Company
12 EPC Engineering, Procurement,
Construction and Commissioning
13 DSV Delimiter-separated values
S No Symbol Meaning
1 & And
2 % Percentage
3 @ At the rate

Executive summary
This project is done on human resource management topic in the area of “A study on Job
satisfaction in Punj Lloyd Upstream”. The most challenging job for any present manager is to
retain their employees. Employee retention involves taking measures to encourage employees
to remain in the organization for the maximum period of time. Corporate is facing a lot of
problem in employee retention these days. Hiring knowledgeable people for the job is
essential for an employer. There is no end of opportunities for talented person.
There is sample number of choice around employees. In olden days salary was all that
matters, but today it‟s just one among the components. Some of the other elements are like
work environment, relationship, freedom to work etc. Due to high level of attrition it is
important to know whether the employees are satisfied with their job and organization, if not
the reason for leaving. This project will specify the effectiveness of various retention
practices used retain the employees.
Retention is a top business priority for more than one third of the organizations. More than
one third of HR professionals in IT Sector views retention as one of their pressing issues. It is
not very often that the management would be aware of the true reason as to why an employee
would be leaving their organization. To be successful in knowing the reason, an effective exit
interview procedure is very essential. This would help the organization to an extent to get a
clear picture of what is going wrong.
Thus, this study is conducted to find out directly from the employees the factor that does not
motivate them to continue employment with their organization. With help of a self-developed
questionnaire few factors are taken into consideration for the study. With the help of the
study, an attempt is made to find out the effectiveness of the practices and how practical is it
to retain the employees. It was found that Employees are the biggest assets of your
organization – customers come second
Type of Company: Private Limited Company
Nature of Business: Energy, Infrastructure & Defence
Reference to internship acceptance communication: Recommended by V.G Kuriakose,
Head of HR Department Punj Lloyd Upstream Ltd.
Period of Internship: 45 days (7th May to 20th June)

1.1 Objective of the Internship
The objective of the summer internship was to work as an intern and to study the functioning
of the Human Resource department in Punj Lloyd Upstream.
1.2 INDUSTRY ANALYSIS
For the large, global player that it is today, Punj Lloyd had a modest start. Atul Punj,
Chairman - Punj Lloyd was the third generation in the Punj family business. He started the
pipeline division of Punj Sons Private Limited in 1982 which was later incorporated as Punj
Lloyd Engineering Private Limited in 1988. The company was rechristened Punj Lloyd
Private Limited in the following year and subsequently became Public Limited in 1992. From
what started with pipelines, grew to constructing tanks & terminals, refineries, power plants
and civil infrastructure.
Punj Lloyd was also quick to spot opportunities in overseas markets and secured its first
overseas contract – Balongan Jakarta Product Pipeline, in Indonesia in 1992. At the time of
the Indonesian crisis, Punj Lloyd stood steadfast when other international companies
retracted. Punj Lloyd soon widened its international operations to Abu Dhabi, Kuwait, Qatar,
Malaysia, Kazakhstan, Bangladesh, among others. This formed the basis for the
establishment of the Group‟s regional offices in the Caspian, Middle East and North Africa
(MENA), South East Asia and South Asia.
Punj Lloyd became listed in 2006 and in the same year, Punj Lloyd made another significant
move. It acquired Sembawang Engineers & Constructors in Singapore, one of the largest
engineering and construction groups in Southeast Asia and Simon Carves, the leaders in
polymers and petrochemicals. The energy-packed 2006 also saw the Group enter into
strategic joint venture agreements Dayim in Saudi Arabia for oil & gas and infrastructure and
KAEFER of Germany for insulation. Growing from strength to strength, the group embarked
on a branding initiative in 2006 to focus on creating a powerful EPC brand that unites global
operations and diverse service offerings. The new logo is based on the idea of synergy -
different entities working together to create a whole that is larger than the sum of its parts.
From its evolution from a pipeline company to a renowned EPC player to today an over US$
2.06 billion diversified player, also in Defence, Aviation, Upstream and Marine, Punj Lloyd‟s
history is dotted with interesting and heartening anecdotes of its rich experiences gained in
different geographies, of people who stood tall to bring it so far, of complexities of its various

diverse projects and the challenges of time.( http://www.punjlloydgroup.com/about-
us/history)
Employee Retention in the Global Scenario
In the global business scenario, IT is on the top and particularly an apple of our country‟s
eye. The new age workforce comprises mostly of knowledge workers, who are techno savvy,
aware of market realities, materially focused and who have higher propensity to switch jobs.
The hyper-competitive Indian business environment is experiencing an intensifying fight for
knowledge workers, the key to enhancement of productivity which rests on designing ways
and means. The IT industry, which has embraced the modern corporate culture of quick
career advancement and has thrown open multiple job opportunities, is experiencing a steady
rise in mobility among IT professionals. Varying trends of employee turnover, both voluntary
and involuntary, have exposed IT organizations to the vital question: 'who stays with you?' In
order to control employee turnover as a strategic concern, the right retention strategy would
need to dually ensure meeting the aspirations of employees and, at the same time, enhancing
their productivity and reduce turnover cost. The cost of replacement of employee is estimated
to be twice an individual‟s annual salary. Heavy investments in terms of training and
development, time and other resources are also required to bring new recruits to the desired
level of performance because if an employee leaves an organization then it takes away the
accumulated knowledge with them. (Mitchell at el., 2001).
Employee Retention in Indian Scenario
Industries are the backbone of a country's economy. Industry and Service sectors contribute
to a large percentage of GDP (Gross Domestic Product). Manpower or Workforce is an
important constituent of an organization. The performance and growth of any company
depends substantially on its employees. Therefore all organizations have Human Resource
departments which deal with all activities related to employees. Attrition and Retention are
two opposite phenomenon which serve different purposes, but the crux of the connection is
that one makes way for the other. World markets are becoming competitive with time which
has affected the work culture. The presence of a dynamic workforce, emergent imbalance in
the supply and demand of qualified personnel and increased emphasis on work life balance
have created challenges for managers and human resource department. Attrition and retention
rates are often used in business to identify employment trends, overall business growth,
motivations and challenges. It is observed that in the global competitive scenario,

organizations are investing considerable amount of effort, time and money on employee
retention because losing a valued employee has negative impact in the form of knowledge
value, apprehensive colleagues and lost capital. The present article throws light on the
ongoing conditions in Indian manufacturing organizations, discusses the reasons behind
attrition and strategic steps developed to ensure retention. Different types of workplaces have
been taken into account and suitable factors were studied to depict a suitable analysis.
The competition to retain key employees is intense. Top-level executives and HR
departments spend large amount of time, effort, and money to figure out how to keep their
people from leaving. Employee retention is a process in which the employees are encouraged
to remain with the organization for the maximum period of time. Employee retention is
beneficial for the organization as well as the employee. Employee retention is one of the
primary measures of the health of the organization. Losing critical staff members means other
people in the departments are looking as well. Exit interviews with departing employees
provide valuable information that can used to retain remaining staff. (Chhabra T.N 2004)
Main reasons why employees quit:
 Uneasy relationship with peers or managers
 Inadequate compensation and benefits
 Lack of career development opportunities & Physical strains
 Bored and Unchallenged by the Work Itself
 Opportunities to Use Their Skills and Abilities
 Contribution of Their Work to the Organization‟s Business Goals
 Autonomy and Independence on the Job
 Meaningfulness of the Employee's Job
 Management‟s Recognition of Employee Job Performance
(http://shodhganga.inflibnet.ac.in/handle/10603/187525 page 4)

CHAPTER 2
ORGANIZATIONAL ANALYSIS

2.1 Overview of Punj Lloyd Upstream Ltd
Punj Lloyd Upstream Ltd was incorporated in April 2007 to address the opportunities in the
Integrated Drilling Services market. With internationally experienced crew of drillers &
technicians credited with completing complicated drilling programs in difficult and diverse
terrain, Punj Lloyd Upstream will have a fleet of brand new AC VFD 1500 2000 HP onshore
rigs with a drilling capacity of 6,000 m. The US manufactured rigs are in various stages of
building, delivery, and deployment.
With plans to acquire a leadership position in onshore drilling space with a fleet of 10
onshore rigs for India, Punj Lloyd Upstream will simultaneously develop onshore drilling
contracts in the MENA region and will expand to other countries where Punj Lloyd has an
operating presence
The company is developing synergies to move into the Offshore Drilling space and also in
the areas of integrated well services, marginal field development, and eventual ownership of
oil & gas assets. Expansion into the Upstream business is vertically integrated with our core
competencies in the Midstream & Downstream spaces.
Punj Lloyd Upstream ltd
78, Institutional Area, Sector 32
Gurgaon 122 001, Haryana, India
Tel.:+911242620123
Fax : +91 124 262 0111 (http://www.punjlloyd.com/about-us/profile)
Infrastructure
They provide Design, Engineering, Procurement and Construction services for a diverse
range of technologically challenging and complex projects, such as mega infrastructure,
high-rise buildings etc. From airports and seaports, national highways to multi-specialty
medical institutes, we deliver projects that embody esthetics, economics, and
sustainability of the environment.
They have been involved in the prestigious Delhi & Bangalore Metro projects escalating
the infrastructure of the city to world class level. They have build sections of both metro
projects including stations and elevated viaducts. Their prestigious clients include Govt.
of Delhi and National Highway Authority of India (NHAI) among others.

Punj Lloyd is one of the largest construction companies in Highways in India. They have
built the Golden Quadrilateral, strengthening India‟s infrastructure and East West
corridor, again a national infrastructural dream made real.
They are also building a Greenfield airport in Sikkim in the foothills of the Himalayas. At
a high altitude, the Sikkim airport has the highest reinforced earth wall in the world, 80 m
high and a runway of 1700 m with 90 m extensions at each end.
Their world-class competency in engineering and construction is especially valued in the
healthcare sector, where lives are at stake. One of our landmark projects is India‟s
Medicity, the multi-specialty medical institute integrating high-end modern medi-care
like cardiology, neuroscience, oncology and orthopedics, with traditional forms of Indian
medicine like Ayurveda, Unani, Homeopathy and holistic therapies.
Employee Relations
Transcending cultural and ethnic barriers, their vast and varied workforce of over 21,995
skilled professionals, speaks only one language - that of attaining common goals. At all
their projects, this team spirit among workers has contributed to precise co-ordination,
motivation and enthusiasm. The dynamic synergy of this global resource has been the
primary catalyst in the Group‟s emergence as a premier engineering, procurement and
construction player in the world.
They are a people-driven enterprise. Their innovative and diverse workforce has the will
to take on challenges and see them through. Be it the scorching desert sun, the fierce
monsoons or temperatures ranging from -50° Celsius to +50° Celsius, our people have
braved it all and brought accolades to the Company.
With diverse projects spread all over the world, their engineers have generated multi-
disciplinary skills and a wide range of experience in project management and execution.
The company integrates and trains local workforce with managers from India. In
Kazakhstan, the Indian workforce learnt the local language on the job, hence bringing in a
feeling of camaraderie with their fellow Kazakh workers. While the workforce comprised
85 per cent Kazakhs and 15 per cent Indians, both shared a strong bonding and even
enjoy Indian meals together. Along with Kazakhs and Indians, Americans, British and
Turkish manpower were also employed at the site. In the Baku Tbilisi Ceyhan (BTC),
Georgia and South Caucasian pipeline, 70 per cent of workforce were Georgian nationals
and the rest of the skilled manpower were Azeri, American, Bolivian, British, German,

Indonesian, Indian, Italian, Kiwi and Turkish. In BTC Turkey, there were 2450 personnel
from 10 countries
They consider their workforce as one of their key assets and attribute their success to their
relentless hard work, dedication and enthusiasm. They strongly believe that healthy
employer-employee relationships promote productivity, motivation and morale of the
workforce.
Their employee relation specialists explain policies, coach managers, advise employees
and management on issues concerning them. Special focus is given to resolve internal
problems, maintain positive relations and strike a balance between the needs of the
employee and that of the organization.
Mentors provide guidance to employees to improve their performance. Employees are
also apprised about their grievance and appeal rights, discrimination and whistleblower
protections. A special Women‟s Cell has been established to institute policies for
prevention of sexual harassment and sensitive employees.
They are confident that this engagement and involvement of employees builds a
stimulating and dynamic work environment.
Clients
For any company, a repeat client is testimony to its capability of delivering quality
projects in the given schedule. With its commitment to high standards of safety,
environment and quality, Punj Lloyd has won many repeat orders from prestigious clients
world-over.
International and Indian energy majors and the best of engineering construction
companies have lauded our standards of health, safety & environment and our ability to
beat deadlines even in impossible terrain and weather conditions.
PFD International LLC, Kazakhstan appreciated Punj Lloyd for “outstanding
performance in Industrial Relations for projects in Kazakhstan”. They described Punj
Lloyd as a „model employer among the many international companies working at Tengiz,
Kazakhstan‟
Delhi Metro Rail Corporation certified that Punj Lloyd maintained good HSE practices
during the execution of the substructure work between Connaught Place and Dwarka and
expressed the desire for Punj Lloyd to uphold the same standard and set an example in the
construction industry in India and around the world in their future projects.

Helios Terminal Corporation has expressed appreciation for the outstanding performance
of Punj Lloyd for its execution of the Bulk Liquid Storage and Blending Facility at
Meranti Lane, Jurong Island, Singapore. “Despite a delayed start due to late shipment of
material, you completed the project ahead of schedule. You maintained high standards of
Health, Safety and Environment Consciousness and Quality control during the execution
of the project”.
Horizon Singapore terminal has said in an acknowledgement letter “we have witnessed
our association with Punj Lloyd grow strength to strength. One of the major factors for
this is Punj Lloyd‟s commitment to complete its assignments with high quality standards
with the utmost emphasis on safe working practices”
These words from a few of our clients are only reflective of our association with them and
our resolve to serve them better (http://www.punjlloyd.com/about-us/clients)
2.2 Mission & Vision of the company
VISION
To be the Company of choice for our clients in our global markets, for all our business,
driven by entrepreneurial spirit, cutting edge technology and execution excellence
MISSION
We will deliver reliable, high-quality solutions for global infrastructure, always ensuring
that integrity, safety and sustainability are at the heart of everything we do
CORE VALUES
Performance
We are here to make a valuable difference to our stakeholders and we will make it happen
against all odds.
Passion
We are differentiated by our „Can Do‟ attitude and the fire in our belly.
Teamwork
We can gain from the diversity within our Group by sharing knowledge and resources to
achieve individual and collective success.

Agility
We understand stakeholder needs and respond with speed and precision
Reliability
We are trustworthy and reliable, in both thought and action. Our stakeholders can count
on us to deliver always. (http://www.punjlloyd.com/about-us/vision-mission-values)
2.3 PRODUCT/SERVICES
Punj Lloyd intends to set up world class facilities in collaboration with suitable partners to
develop and deliver:
 Communication & Network Solutions
 Tactical Communication Networks
 Battlefield Management Systems
 Surveillance Systems
 Sighting Systems
 Radar
 Avionics
 Sensors
 Ruggedized electronic equipment and parts
2.4 Financial Performance of Punj Lloyd Ltd
The Company was incorporated on September 26, 1988 under the Companies Act, 1956
as Punj Lloyd Engineering Private Limited. In 1989, the Company took over all the
activities of the engineering, turnkey and general construction division of the entity that
was formerly known as Punj Sons Private Limited. On July 11, 1989, the name of the
Company was changed to Punj Lloyd Private Limited. With effect from July 1, 1992, the
word „Private‟ was deleted from the name of the Company under section 43A (1A) of the
Companies Act. Subsequently, the Company became a public limited company on July
21, 1992.

The registered office of the Company was shifted from M 13, Connaught Place, New
Delhi 110 001 to Punj House, 10/1 Nehru Enclave (East), New Delhi 110 019 on January
2, 1989; and thereafter the registered office was again shifted to Punj Lloyd House, 17-18
Nehru Place, New Delhi 110 019 on November 1, 1989.
Subsequently, pursuant to an order of arrangement and demerger between Spectra Net
Limited, Punj Lloyd Limited and Atna Investments Limited, which was approved by the
High Court of Delhi by its order dated August 16, 2004, the Company issued and allotted
1,817 Equity Shares for consideration other than cash to the shareholders of Spectra Net
Limited on September 29, 2004.
For further details of our financial performance, please refer to the sections 'Financial
Statements", "Business", "Management‟s Discussions and Analysis of Financial
Condition and Results of Operations as per Consolidated Financial Statements" and
"Management‟s Discussions and Analysis of Financial Condition and Results of
Operations as per Unconsolidated Financial Statements" beginning on pages 147, 62, 418
and 437 of this Red Herring Prospectus.
1992 -Becomes Public Limited and wins its first oveseas pipeline contract in Indonesia.
1993 -Gets it first Middle East Contract for Field Development.
1988 -The birth of Punj Lloyd Engineering Private Limited 1989 -Renamed Punj Lloyd
Private Limited
1999 -1st Road project, Vadodara-Halol Tollway, India
2002 -Gains entry into the Caspian with KAM pipeline, Kazakshtan 2004 -EPC Tank
Contract in Asia Pacific, Bulk Liquid Terminal, Singapore 2005 -1st Thermal Power
Plant, Jindal, India -Punj Lloyd has fixed its IPO price at Rs 700. The company has come

out with public issue of 91.7 lakh shares, which include fresh issue of 83.5 lakh shares
and the rest was offer for sale, with a price band of Rs 600-700 for Rs 10 share.
2006 -Became a listed company -Acquires Singapore-based Sembawang and Simon
Carves, UK -Launches new brand identity -Adds petrochemicals, engineering, buildings
and urban infrastructure projects like airports, jetties, Mass Rapid Transit, Light Rail
Transit System, hotels, resorts, to its portfolio -Punj Lloyd joins hands with Kingdom of
Saudi Arabia
-Punj Lloyd Limited has informed as follows:
Mr Sanjay Bhatnagar has been appointed as an Additional Director in the capacity of
Independent Director and 2) Mr Keith Henry has resigned as Director of the Company.
Punj Lloyd Ltd has informed that Punj Lloyd Group, a global infrastructure services
provider, has signed a large contract for construction of a LDPE plant at Thailand.
2007 -Punj Lloyd Upstream Ltd incorporated in April 2007 to address the opportunities in
the Integrated Drilling Services market. -Joint venture with Pipavav Shipyard
-Punj Lloyd Ltd has appointed Mr. Scott R Bayman and Mr. P K Gupta as Additional
Directors on the Board of the Company.
Punj Lloyd Limited has appointed Mr. Paul Birch as Group Head Human Resources for
Punj Lloyd Group. - Punj Lloyd signs agreement with UAE firm. - The Company has
splits its face value from Rs10/- to Rs2/-.
-Punj Lloyd to acquire 25.1 % stake in Pipavav Shipyard Ltd
2008 -Acquires 74% in Technodyne International UK. This design capability will make
Punj Lloyd an end-to-end service provider in tanks and terminals.

-Punj Lloyd Ltd, has bagged engineering, procurement, installation and commissioning
contract worth $800 million (Rs 3,636 crore) by Qatar Petroleum.
2009- Punj Lloyd Ltd has appointed Mr. Atul Pasricha, a member of the Institute of
Chartered Accountants of India and MBA from Darden School, University of Virginia as
Group-Chief Financial Officer.
2010- Punj Lloyd has bagged an order worth Rs 960 million from the Hyundai
Engineering & Construction Company.
Punj Lloyd Ltd has informed that Sembawang Engineers and Constructors Pte Ltd, a
subsidiary of the Company has been awarded a contract worth approximately Rs. 1394
crore (Rupees one thousand three hundred and ninty four crores) from Sentosa Pte Ltd
Singapore for construction of Hotel, Spa, Beach Villas, an Oceanarium and Water Theme
Park in Singapore.
Abu Dhabi Gas Development Company Ltd., a subsidiary of Abu Dhabi National Oil
Company (ADNOC) has entered into four Engineering, Procurement, Construction and
Commissioning (EPC) Contracts totaling to US$ 3,607 million in order to develop the
Shah sour gas reservoir. These contracts have been awarded to international companies
which include India‟s Punj Lloyd.
2011-Punj Lloyd Group has signed a 25 year Power Purchase Agreement with NTPC
Vidyut Vyapar Nigam Ltd (NVVN) for sale of power from a 5 MW PV based Solar
Power plant to be built at Phalodi area of Jodhpur district in Rajasthan.
2012-Punj Lloyd Group receives a letter of award from Delhi Police for Rs. 1300 crore
social infrastructure project.

2013 -Punj Lloyd awarded the SICCI-DBS India Enterprise Award from the Singapore
Indian Chamber of Commerce and Industry (SICCI). -Punj Lloyd wins project worth Rs
358 crores from Chennai Petroleum Corporation Ltd. -Punj Lloyd wins Subsea Pipeline
Project in Mumbai Project worth Rs 730 crores.
2015 -Punj Lloyd Ltd "In relation to the Fourth Transmission Pipeline contract (FTP
Contract), awarded by PTT Public Company Limited -Inauguration of 600MW (2X300
MW) capacity Haldia Thermal Power Plant of Haldia Energy Limited constructed by
Punj Lloyd
2016 -Punj Lloyd earns third road project from NHAI in Bihar -Punj Lloyd receives two
orders from NTPC for rural electrification of Puri and Koraput in Odisha -India To Get
Its First Online P2P Marketplace For Rent And Sale Of Construction Equipment -
2017 -Punj Lloyd announces four Highway contracts worth Rs 1555 crore pan India -Punj
Lloyd wins Pipeline contracts worth Rs. 2,070 crores (US$ 304 million) in Oman -Punj
Lloyd wins Rs 308 crore infrastructure order in Dubai. (from the annual reports of the
company form 1998-2017)

CHAPTER 3
POSITIONING OF THE INTERN
AND ROLE

3.1 Human Resource Department in Punj Lloyd Upstream
Fig 3.1 HR department Structure
(http://www.punjlloyd.com/sites/default/files/pdf/CORPORATE%20PRESENTATION%20-
%20August%202018.pdf)
3.2 Duties & Responsibilities assigned to the intern
The report has been prepared on the basis of experience gathered during the period of internship.
Within this time of period, I mainly worked with the Human resource department. As an intern in
the organization I also have to follow the guide lines, times and etiquette of the company. Mainly
they gave an introduction to different departments at company. Besides that I have done different
types of tasks in HR department whenever and whatever they assigned me to do.
I worked in Punj Lloyd Upstream Ltd head office at Gurgaon. At the first week of the Internship
I had to attend an orientation on what the roles to be performed and the importance of the
assigned job and also the way in which the internship can be done.
Department allotted & reporting to whom
The department allotted was Human resource Department and was reporting to Mr. V.G
Kuriakose, Senior Hr Manager Punj Lloyd Upstream Ltd.

`
Brief detailing about the whole internship
At the beginning of the internship, I received a list of topics that I should research for the
company. The research topics are related to human resource management industry such as
gender-pay differences, Job Satisfaction, and criminal conviction history discrimination. I
research these topics when I have free time and compile the information into one word
document. By having these research projects for me, it allowed me to learn what resources
are out there in addition to learning new information about the human resource management.
At the initial stages i collected the details regarding fitness of employees as the company is
concern about the employees and do a medical checkup annually, later Organogram was
generated which clearly defines the reporting to whom for each person. Next day Exit
Interview Form Preparation was done so that the company can seek their suggestions and
opinions from the employees through interview forms. Later on job description was prepared
to each employee which helps the employees to get a clear idea about the roles that they have
to be performed. The next day Salary invoice was prepared for international Associates as the
Company is responsible and give proper concern to the employees in other countries.
The next day was all about Employee engagement activities in which Company gives school
bags to the children of employees who are newly going to school. Later that day Resignation
acceptance letter was generated to employees those who are intend to resign. It is the First
step in resignation process. After that they get a Resignation confirmation letter which states
that company confirms the resignation. After that Relieving Letter is emailed and Transfer
letter is issued. If the transfer is employee request there is no allowance provided to
employees otherwise company provide allowances for transfer. Next day Sales tax
assessment document preparation for Export was done as it is the statutory obligation of the
company with Sales Tax authority. Later on Submission of bill of entry is done as an
evidence for payment of goods and it submitted to the bank.
I was responsible for running payroll Tuesdays and Wednesdays. To begin, I receive an e-
mail from Senior Hr. Manager the client‟s payroll spreadsheet which includes names of

employees, hours they worked etc. From there, I save the Excel spreadsheet as a DSV
(Comma, Delimited) document. I log into Stratex and verify any information that is needed
such as employee‟s address and payroll changes. Then, I upload the Excel spreadsheet, and
Stratex will calculate the payroll. If there are any adjustments (like deductions and earnings),
I will add those as well. Finally, after making adjustments, I calculate the final payroll and let
Senior Hr. Manager know that I have completed it. Overall, by running payroll on a weekly
basis, it allows me to understand how HRISs operate and are critical to day-to-day operations
in the human resource field. Also, it allows me to understand how to extract data from HRIS.
A human resource information system (HRIS) is defined as a computer based application for
assembling and processing data related to the human resource management (HRM) function.
As in other types of information systems, an HRIS consists of a database, which contains one
or more files in which the data relevant to the system are maintained, and a database
management system, which provides the means by which users of the system access and
utilize these data. The HRIS thus contains tools that allow users to input new data and edit
existing data; in addition, such programs provide users with the opportunity to select from an
array of predefined reports that may either be printed or displayed on a monitor. Reports may
address any of a number of different HRM issues (e.g., succession, planning, compensation
planning, equal employment opportunity monitoring). HRISs also generally include tools by
which users or system administrators may generate ad hoc reports and select specific cases or
subsets of cases for display.
The various uses of HRIS in an organisation can be listed as follows:
Personnel Administration:
It encompasses personal information of an employee. These may include name, address, date
of birth, marital status, and the date of joining the organisation. It also contains the name and
address of next kin of the employee concern. These information describe the employee.
Salary Administration:
One of the functions of HRIS is to provide a report containing information like present
salary, benefits, last pay increase and proposed increase in future.

Leave/Absence Increase:
HRIS is also used to control leave/absence of employees. This is done by maintaining a leave
history of each employee. Every employee can be issued an identity card writing every
employee‟s token number coded on it. Employee‟s entry and exit from the organization
should be recorded on the identity card. This reduces chances for malpractice or oversight in
calculating wages for each employee.
Skill Inventory:
Recording employee skills and monitoring a skill data base is yet another use of the HRIS.
Such a skill record helps identify employees with the necessary skill for certain positions or
jobs in an organization.
Medical History:
The HRIS is also used to maintain occupational health data required for industrial safety
purposes, accident monitoring, and so on.
Performance Appraisal:
In order to form a comprehensive overview about an employee, HRIS maintains performance
appraisal data such as the due date of the appraisal, potential for promotion, scores of each
performance criteria and alike. The textual information can be combined with the factual data
obtained from the HRIS and the combination of information can be used for imparting
training and affecting employee mobility in the form of transfer and promotion.
Manpower Planning:
HRIS is used for manpower planning also. It keeps information of organisational
requirements in terms of positions. HRIS connects employees to the required positions in the
organisation. It is also used to identify vacancies and establish employees thereon. HRIS can
also help identify a logical progression path and the steps to be taken for employee progress/
advancement.

Recruitment:
Recruitment forms the most essential function of HRM. HRIS helps in the recruitment
process in a big way by recording the details of activities involved in employee recruitment.
These may include cost and method of recruitment and time taken to fill the positions level
wise, for example.
Career Planning:
By providing necessary information such as which employees have been earmarked for
which positions, HRIS facilitates positional advancement of employees. In other words,
HRIS helps in planning for succession.
Collective Bargaining:
HRIS through a computer terminal can provide up-to-date relevant and required information,
facts and figures and, thus, can facilitate collective bargaining. It can he p collective
bargaining as “what if analysis” rather as feelings and fictions. In the same manner, HRIS
can also help maintain better human relations in the organisation.
A HRIS, which is also known as a human resource information system or human resource
management system (HRMS), is basically an intersection of human resources and
information technology through HR software. This allows HR activities and processes to
occur electronically.
To put it another way, a HRIS may be viewed as a way, through software, for businesses big
and small to take care of a number of activities, including those related to human resources,
accounting, management, and payroll. A HRIS allows a company to plan its HR costs more
effectively, as well as to manage them and control them without needing to allocate too many
resources toward them.
A number of trends seem to have contributed to a growing reliance on computers as
information-processing and decision-aiding tools in HRM. The emergence of the human
resource management field (versus personnel administration) gave the human resource

function greater credibility within the managerial hierarchy, necessitating more sophisticated
use of information, especially as it related to the strategic management function.( information
acquired by the intern and from www. human-resources/advantages-and-uses-of-human-resource-
information-system-hris/35521)

CHAPTER 4
DETAILS ABOUT INTERNSHIP

Table 4.1
Weekly Activity / Progress Report
Date from:- 07-05-2018 Date to:- 11-05-2018
Day &
Date
Time Tasks assigned Tasks completed Observations
07-05-2018
Monday
9am-
5:30pm
Medical Check – up Of
Employees
Collected the details
regarding fitness of
employees.
Company is concern about the
employees and do a medical
checkup annually
08-05-2018
Tuesday
9am-
5:30pm
Data Entry Not completed Data should be enter timely
09-05-2018
Wednesday
9am-
5:30pm
Cross checking of personal
records of exit employees
Completed In order to ensure that the details
are accurate and updated
10-05-2018
Thursday
9am-
5:30pm
Data Entry Not completed Data should be enter timely
11-05-2018
Friday
9am-
5:30pm
Skill Matrix checking &
data entry
Completed Skill matrix is prepared to
employees according to their
designation
Remarks of Industry Guide:

Table 4.2
Date from:- 14-05-2018 Date to:- 18-05-2018
Day &
Date
14-05-2018
Monday
9am-
5:30pm
Organogram Preparation Completed
Organogram prepared by the
company it clearly defines the
reporting to whom for each
person
15-05-2018
Tuesday
9am-
5:30pm
Exit Interview Form
Preparation
Completed
The company is concerned
about the exit employees and
seek their suggestions and
opinions through interview
forms
16-05-2018
Wednesday
9am-
5:30pm
Employee settlement file
updation
Completed
Company update the details at
the earliest
17-05-2018
Thursday
9am-
5:30pm
Data Entry Completed
Datas related to CVs are kept
in the computer for future
references
18-06-2018
Friday
9am-
5:30pm
New software Updation
& Data entry
Completed
Company is responsible to
update the new software

Table 4.3
Date from:- 21-05-2018 Date to:- 25-05-2018
Day &
Date
21-05-2018
Monday
9am-
5:30pm
Salary invoice
preparation for
international Associates
Completed
Company is responsible an
give proper concern to the
employees in other countr
22-05-2018
Tuesday
9am-
5:30pm
Leave transaction details
updation.
Incomplete
Company updates the deta
accurately and timely
23-05-2018
Wednesday
9am-
5:30pm
Leave transaction details
updation.
Completed
Company updates the deta
accurately and timely
24-05-2018
Thursday
9am-
5:30pm
JD Preparation Incomplete
JDs are prepared to each
employees it helps the
employees to get a clear id
about the roles that they ha
to be performed
25-05-2018
Friday
9am-
5:30pm
JD Preparation Completed
It defines where the job fit
within the overall compan
hierarchy

Table 4.4
Date from:- 28-05-2018 Date to:- 01-06-2018
Day &
Date
28-05-2018
Monday
9am-
5:30pm
Employee engagement
activities
Completed
Company gives school bags to
the children of employees
who are newly going to
school
29-05-2018
Tuesday
9am-
5:30pm Attendance verification Incomplete
Company checking the details
about the attendance
accurately
30-05-2018
Wednesday
9am-
5:30pm
General Activities Incomplete Update the attendance register
31-05-2018
Thursday
9am-
5:30pm
General Activities Incomplete update food count
01-06-2018
Friday
9am-
5:30pm General Activities completed
writing cheques for
employees

Table 4.5
Date from:- 04-06-2018 Date to:- 08-06-2018
Day &
Date
04-06-2018
Monday
9am-
5:30pm
Resignation acceptance
letter Completed
The company gives
resignation acceptance letters
to employees those who are
intend to resign. It is the First
step in resignation process
05-06-2018
Tuesday
9am-
5:30pm
Resignation confirmation
letter
Completed After the acceptance company
confirm the resignation.
06-06-2018
Wednesday
9am-
5:30pm
Relieving Letter Completed It is the letter which gives
only after the full settlement
07-06-2018
Thursday
9am-
5:30pm
Transfer letter Completed
Letter issued for the transfer
of employees. If the transfer is
employee request there is no
allowance provided to
employees otherwise
company provide allowances
for transfer.
08-06-2018
Friday
9am-
5:30pm
Attendance verification Incomplete Company checking the details
accurately

Table 4.6
Date from:- 11-06-2018 Date to:- 15-06-2018
Day &
Date
11-06-2018
Monday
9am-
5:30pm
Sales tax assessment
document preparation for
Export (EBRC)
Incomplete It is the statutory obligatio
the company with Sales Ta
authority.
12-06-2018
Tuesday
9am-
5:30pm
Sales tax assessment
document preparation
Completed
They asses the tax related
documents for a specified
and ensure whether submi
tax details and documents
correct
13-06-2018
Wednesday
9am-
5:30pm
Assisting e-way bill
preparation
Completed E-way bill are compulsory
intra-state and interstate
movement of goods.
14-06-2018
Thursday
9am-
5:30pm
Calculating interest on
cash and credit accounts
Completed
It helps the company to cr
check the interest rates
charged by the bank
15-06-2018
Friday
9am-
5:30pm
Submission of bill of
entry
Completed Bill of entry is prepared as
evidence for payment of
goods and it submitted to t
bank

Table 4.6
Table 4.7
Date from:- 18-06-2018 Date to:- 22-06-2018
Day &
Date
18-06-2018
Monday
9am-
5:30pm
Factory Visit
Completed Visiting the manufacturing
factory
19-06-2018
Tuesday
9am-
5:30pm
Assisting Employee file
creation
Completed
The company maintains a
separate file for each
employee in the organization.
20-06-2018
Wednesday
9am-
5:30pm
Preparation of trainee
appointment letter Completed
Trainee appointment letter
issued to the new joiners for
the probation period
21-06-2018
Thursday
9am-
5:30pm
Arranging the files in
compact track system
Completed
Files are maintained in a
compact track system based
on internal bifurcations.
22-06-2018
Friday
9am-
5:30pm
Attendance verification Completed Company checking the details
accurately

4.2 Initiatives & Responsibilities taken by the intern
 Updating our internal databases with new employee information like contact details and
employment forms
 Gathering payroll data like working hours, leaves and bank accounts
 Screening resumes and application forms
 Schedule and confirm interviews with candidates
 Post, update and remove job ads from job boards, careers pages and social networks
 Prepare HR-related reports as needed (like training budgets by department)
 Address employee queries about benefits (like number of remaining vacation days)
 Review and distribute company policies in digital formats or hard copies
 Participate in organizing company events and careers days
Referring issues to senior HR staff
Analysis of Achievements Vs. Objectives
The main objective is to study the organization structure that is adopted and how the depart
mentation is done, how various departments are interrelated to each other. After the
internship I got a detailed idea about the various department of the organization and how they
are get related to each other and also get an idea about the Hr. strategy adopted for retaining
the employees in the organization. I was responsible for running payroll. To begin, I receive
an e-mail from Senior Hr. Manager the client‟s payroll spreadsheet which includes names of
employees, hours they worked etc. From there, I save the Excel spreadsheet as a DSV
(Comma, Delimited) document. I log into Stratex and verify any information that is needed
such as employee‟s address and payroll changes. Then, I upload the Excel spreadsheet, and
Stratex will calculate the payroll. If there are any adjustments (like deductions and earnings),
I will add those as well. Finally, after making adjustments, I calculate the final payroll and let
Senior Hr. Manager know that I have completed it. Overall, by running payroll on a weekly
basis, it allows me to understand how HRISs operate and are critical to day-to-day operations
in the human resource field. Also, it allows me to understand how to extract data from HRIS.
Major areas where the concept can be practically used

Human Resource Information Systems (H.R.I.S.) and Payroll – Continually reviews the
needs of the organization with regards to payroll and H.R.I.S. vendors and evaluates the
needs for upgrades, new systems, etc. Understands payroll laws and is able to process
payroll and utilize the H.R.I.S., to the fullest extent. What competencies are represented
by a good HR Generalist? Most would tell you that it requires someone who likes people.
The ability to work independently as well as within a team environment is essential and
the ability to pay attention to detail while utilizing excellent verbal and written
communication skills is required. The ability to maintain confidentiality, be a good
listener and possess strong coaching and counseling skills are all a given. Most managers
would tell you that a strong HR Generalist also has the ability to motivate and train
employees at all levels. CEOs, Presidents, CCOs and CFOs want someone who is able to
recognize that HR is not a cost center and is able to strategically provide a value add to
the bottom line financial results of the organization.
The Human Resource Information System has traditionally been based on the
requirement of bookkeeping HR processes records within a unified framework.
With the advent of a Relational Database Management System (RDBMS) & database
management/programming in the mid-1980s, HRIS systems were gradually upgraded into
HR work-flow and decision-flow systems. This change meant that HRIS systems evolved
from manual bookkeeping to semi-automating HR processes. A good example is the
onboarding process, which could now be individually tailored and automatically triggered
by the data points obtained in the recruitment process.
Over the last half-decade, there has been an ever-increasing narrative built around HR
analytics. There have also been suggestions that HR analytics and HRIS are contrasting
approaches and need to be categorized separately. The fundamental difference between
the two is in the reporting and logic flow. Traditional HRIS workflow is based on hard-
coded business rules, whereas HR analytics is based on statistical modeling/machine
learning applied to HR data.
However, HR analytics can augment a Human Resources Information System by
improving the scope and accuracy of HR data analysis and HR decision making. For
example, estimating employee potential through hard-coded rules (like in an HRIS), such

as attendance records, sales achieved, or certifications will be limited in terms of
accuracy. However, using soft coded rules with HR analytics will enhance the quality of
decision making in terms of gauging employee potential.
Similarly, a HRIS allows employees to exchange information with greater ease and
without the need for paper through the provision of a single location for announcements,
external web links, and company policies. This location is designed to be centralized and
accessed easily from anywhere within the company, which also serves to reduce
redundancy within the organization.
When a company invests in an affordable HRIS, it suddenly becomes capable of handling
its workforce by looking at two of the primary components: that of payroll and that of
HR. Beyond these software solutions, companies also invest in HRIS modules that help
them put the full productivity of their workforce to use, including the varied experiences,
talents, and skills of all staff within the enterprise.
For that reason, integration of analytics could an HRIS from an information and workflow
management system to a cognitive HR decision-making system, enabling semi-automated
HR.To capitalize on this potential, HR analytics must be integrated with HRIS
workflows. This can be done by either adding HR analytics as an additional module to the
core HRIS system itself or through the seamless integration of third-party products, like
Visier. Both need to work in tandem as a unified system, as illustrated in the figure
below.
( https://www.thebalancecareers.com/human-resources-information-system-hris-1918140)

The internship that I got in Punj Lloyd Upstream limited is a great opportunity for me to
get exposed to the real working environment and also this internship experience allowed
me to know the changing and emerging trends in the Current Scenario. As the internship
is for a limited period of time I was not able to deeply involved in all the activities of the
company. Skills I learned will give me the chance for future personal and professional
growth. Advantages of this experience made me stronger in work and more flexible. The
result I have got was better than i ever expected. Punj Lloyd Upstream, Ltd. offers oilfield
services to exploration and production companies in oil and gas sector. It provides
onshore integrated drilling services. The company was incorporated in 2007 and is based
in Gurgaon, India. Punj Lloyd Upstream, Ltd. operates as a subsidiary of Punj Lloyd, Ltd.
I am using this opportunity to thank for the effective guidance of Mr. V.G Kuriakose,
Senior Hr Manager Punj Lloyd Upstream Ltd. and his Colleagues for spending their
valuable time for pave me in the correct path and doing the assigned work in a successful
manner and also advising me at each level of work.
This internship have helped me to achieve a lot form the real world experience and this
will be a strong backbone for my upcoming career. And also the comments and
knowledge gained from this internship can be possible utilized for my future career
With the above analysis it has been concluded that the organization is at the middle level.
It performs the employee retention policies to a greater extent. The organization has the
potential to benefit from human resource programs. The introduction of few programs
could put it in to the ballpark of being a solid company to work for from an employee
viewpoint. It covers the programs such as (compensation, benefit, training and safety) but
some of the practices are written in the form only and yet to be applied in the practical life
and with application of such programmes the organization will reach to the extent.
I perceive this opportunity as a big milestone in my career development. I will strive to
use the gained skills and knowledge in the best possible way, and I will continue to work
on their improvement, in order to attain desired career objectives. This internship has
helped me to increase the confidence and awareness so as to make me capable of working
in a firm. This study has helped me to improve my practical knowledge. (Information
acquired by the intern)

References
 Books
1. Chhabra T.N “Human Resource Management”, Dhanpat Rai & Sons New Delhi, 2nd
edition,2004, ep 14-18
2. Gupta C.B “Human Resource Management”, Mayur Paperbacks, Noida,18th
edition,2017
ep 114-118
3. Aswathappa K Human Resource and Personnel Management”, Sai Printographers, New
Delhi , 7th
edition, 2005 ep 124-128
 Websites
1. http://en.wikipedia.org/wiki/Retention_policies#Methods_of_collecting_data (last accessed
on 8-Jul-2018)
2. http://corehr.wordpress.com/performance-management/data-collection-methods/(last
accessed On 9-Jul-2016)
3. http://www.businessdictionary.com/definition/EPC.html (last accessed on 8- Mar-2018)
4. http://www.fao.org/docrep/w7505e/w7505e06.html (last accessed on 9- Apr-2018)
5.http://www.successfactors.com/en_us/solutions/smallbusiness/professionaledition/performa
nce.html (last accessed on 21- Apr-2018

Annexure
Punj Lloyd Upstream ltd Gurgaon, Haryana, India
(http://www.punjlloyd.com/companies/punj-lloyd-delta-renewables)
Website landing page
(http://www.punjlloyd.com)

Board of Directors
The board consists of senior officials including all active founders, along with members who are global leaders
and high achievers in business and society
ATUL PUNJ
Chairman
DR. NARESH KUMAR TREHAN
Independent Director
LUV CHHABRA
Director, Corporate Affairs
MS EKATERINA SHARASHIDZE
PAWAN K. GUPTA
Whole Time Director
PHIROZ VANDEVALA
M. MADHAVAN NAMBIAR
(http://www.punjlloyd.com/about-us/board-directors)

T4 project jeffin scaria internship_mba

T4 project jeffin scaria internship_mba

Recommended

Recommended

More Related Content

What's hot

What's hot (17)

Similar to T4 project jeffin scaria internship_mba

Similar to T4 project jeffin scaria internship_mba (20)

More from Saintgits Institute of Management

More from Saintgits Institute of Management (10)

Recently uploaded

Recently uploaded (20)

T4 project jeffin scaria internship_mba