N E W S L E T T E R F O R P R I V A T E C I R C U L A T I O N O N L Y A P R I L 2 0 1 0

BEGINS...

A new journey

C O N T E N T S

Contents

COVER STORY

01

Without goals and plans to reachthem, you are like a ship that has setsail with no destination.

A new financial year commences, a new

goal unfolds, a new dream is waiting for

us to translate into reality. In this issue

of Era World, we would like to share an

inspirational message from the Group

CFO – ideas, plans and motivational

words to take Era to the next level of

growth and progress.

- FF. DDodson

UPDATES

02

ARTICLES

08

ALL IN THEFAMILY

15

HAPPY BIRTHDAY

16

ERA FAMILYWELCOMES YOU

18

EMPLOYEE OFTHE MONTH

21

C O V E R S T O R Y 1

Dear Friends,

The financial year 2010 is behind us and the year 2011 has just begun, opening up new avenues for Era’s growth and progress.

The past year saw the Era Group attain new heights, marked by several milestone achievements. Our flagship company, Era Infra Engineering Ltd, has grown tremendously in terms of sales revenues, profits and execution of various contracts, besides bagging new contracts, which include two major contracts in the BOT division for National Highway Authority of India projects. During the past year, we also ventured into a new business line by setting up Era Business School for imparting high level of business education in various PGDM courses.

Our Nagpur plant in Era Buildsys Ltd has also started commercial production, while Era Landmarks launched some noteworthy projects in affordable housing segment in Faridabad and Palwal.

The year began on a low note for the nation as a whole, with global recession impacting the Indian industry. However, the hard work and strong determination put in by Era employees, along with the vision and positive approach of our CMD, ensured that Era never felt the heat of recession and we survived these tough times happily.

The new fiscal, 2010-2011, would be much more challenging and encouraging for everybody, keeping in view the fact that the Nagpur plant of Era Buildsys Ltd. will get fully commissioned, the tower manufacturing plant of Era Power would also get commissioned, the Era Business School would get its 1st batch of students to join in the noble cause of education, and work at our joint venture company at Oman may get started.

Further, our Zambia operations for coal exploration and contracts would get more visibility, and the order book of Era Infra Engineering Limited, which has already reached approximately Rs. 10,000 Cr., would grow further. Era Landmarks is also set to launch some new projects during the year. Also on the horizon is Era’s plan to venture into the field of Solar, Biomass and Wind (Renewable) energies.

All in all, it’s time for a lot of excitement, deliveries, work pressure, and of course, our own professional enjoyment.

For me, personally, I feel truly delighted and welcome the challenge that the New Year has brought with it, and shall strive to meet and accomplish the same with the support of all of you, and under the able guidance ofour Hon’ble Chairman.

Best of Luck and have fun!!!

Joy SaxenaGroup CFO

A new journeybegins...

U P D A T E S2

Committed to good quality, always

Consistently delivering projects of high quality is a hallmark of Era Infra Engineering Ltd., which has continuously striven to benchmarkitself against international standards of the highest quality. These benchmark standards are encapsulated in the company’s Quality,Environment, Health & Safety Policy, as detailed herewith.

U P D A T E S 3

EPC Division

Award for exemplarysafety standards

In an exemplary achievement, Era Infra Engineering Ltd’s EPC Divisionhas been awarded the Safety Award – 2010 by NTPC Limited for itscommendable safety performance at its Kahalgaon site during 2009.The award was based on the scoring of the safety survey conducted toobserve safety performance and implementation at the site. A specialmention of the dedicated efforts, excellent safety performance and bestsafety implementation at the site due to which 241 accident freerunning days were possible, was made in the commendation lettersigned by Manager (Safety)-NTPC. The award was given by GeneralManager (Kh) to Mr. Jitendra Barik, Safety Officer - Era Infra Engg. Ltd.

Kudos to the Era team that made this fete possible!

U P D A T E S4

BOT & EPC Division

A matter of prideThe progress made by the EPC & BOT Division at each of its four ongoing projects is indeed remarkable and worthy of much praiseand accolades.

It is a matter of immense pride that the NHAI-Gwalior and HUDA Hyderabad projects are well on track towards timely completion.

While the work on the DMRC project at Dwarka is going on full steam, considerable progress has also been made at the NHAI-Bahadurgarh project, whose project team deserves special congratulations for the same.

The team’s efforts resulted in making possible the impossible. This achievement is due to the team work and its credit goes to allthe staff members and workers.

HUDA, Hyderabad

NHAI, Gwalior

DMRC, Dwarka

HUDA, Hyderabad

NHAI, Gwalior

DMRC, Dwarka

U P D A T E S 5

EMC Division

In line with its policy to continuously expand its business portfolio, the EMC Division has grown its operations and its order bookmanifold in recent days.

While the Pusa Road RMC plant dedicated to CPWD work at Prasar Bharti (Soochna Bhawan), Lodhi, Road, started functioning inthe month of April, the Division also bagged several prestigious orders in this period, as follows:

• Supplying RMC to projects for Commonwealth Games like Karni Singh shooting range, Jawahar Lal Nehru stadium, IG stadium,Chhatarsal stadium.

• Supplying RMC for the project of NDMC at Connaught Place from Sahibabad plant in Delhi.

• Supplying RMC for Vardhman Gardenia, a housing project in Murthal.

• Bagged order for supplying to JBB Group for housing project in Murthal.

• Received order for supplying RMC in GDA Housing project at Ghaziabad.

• Era Machine Mart received an order for 2 Numbers Hydraulic Piling Rigs to be deployed in Mumbai Region for InfrastructurePiling works.

• Era Machine Mart received an order for 2 Numbers Hydraulic Piling Rigs to be deployed in Kolkata region.

• Era Machine Mart received an order for 1 No. Hydraulic Sensor Paver at Tamilnadu for NHAI road project.

• Era Machine Mart bagged an order for 1 No. Hydraulic Piling Rig to be deployed in Northern Region

• Era Machine Mart received an order for 12 Numbers Transit Mixers to be deployed at Hyderabad, Andhra Pradesh. This is oneof biggest orders we have received in the South Region.

• Era Machine Mart received an order for 2 Numbers Concrete Placer Booms to be deployed in South Region for two differentclients.

The pace of our business growth is extremely laudable and we are confident of taking our business to further heights in the weeksand months to come.

A growing business

U P D A T E S6

Close encounters of the happy kindConstant and close interaction with our customers is the foundation of Era Landmarks’ growing popularity and success.

The Customer Meet at Gardenia Estate in Meerut was another example of our commitment to keeping our customers happy andsatisfied at all times, and ensuring that all their grievances are tackled expeditiously and to their ultimate satisfaction.

The Meet was organised to interact with the customers and acknowledge our close association with them. Gifts were given tocustomers who have already registered their property. For those customers who will start construction at their plots, Era promisedto get their layouts and plans approved from the concerned authorities.

The customers, along with their families, were treated to sumptuous delicacies and an extremely enjoyable few hours in the companyof Era officials.

Here’s to more such close encounters with our customers.

Customer Meet at Gardenia Estate, Meerut

U P D A T E S 7

What fun!IPL Season 3 might be over and done with, but the excitement of the big screen continues, with a spate of new movies lined up towoo cine goers in the coming days.

Here’s a look at the calendar of upcoming movies.

The fun has just begun. So what are you waiting for?

A R T I C L E S8

"Have breakfast ...or....be breakfast"!

Here iis aan eexcellent aarticle oon ccompetition. AAlthough iin aan IIndian ccontext bbut iis ttestimonial tto aa rrecentresearch tthat CCEOs’ aare nnot wworried oon aaccount oof ccompetition wwithin tthe iindustry bbut ffrom ooutside ttheindustry.

Who ssells tthe llargest nnumber oof ccameras iin IIndia?

Your guess is likely to be Sony, Canon or Nikon. Answer is none of the above. The winner is Nokia whose main line of business in India isnot cameras but cell phones.

Reason being cameras bundled with cell phones are outselling stand alone cameras. Now, what prevents the cell phone from replacingthe camera outright? Nothing at all. One can only hope the Sonys and Canons are taking note.

Try this. Who is the biggest in music business in India? You think it is HMV Sa-Re-Ga-Ma? Sorry, the answer is Airtel. By selling caller tunes(that play for 30 seconds) Airtel makes more than what music companies make by selling music albums (that run for hours).

Incidentally Airtel is not in music business. It is the mobile service provider with the largest subscriber base in India. That sort of competitoris difficult to detect, even more difficult to beat (by the time you have identified him, he has already gone past you). But if you imagine thatNokia and Bharti (Airtel's parent) are breathing easy you can't be farther from truth.

Nokia confessed that they all but missed the smart phone bus. They admit that Apple's Iphone and Google's Android can make life difficultin future. But you never thought Google was a mobile company, did you? If these illustrations mean anything, there is a bigger gameunfolding. It is not so much about mobile or music or camera or emails?

The "Mahabharata" (the great Indian epic battle) is about "what is tomorrow's personal digital device"? Will it be a souped up mobile or apalmtop with a telephone? All these are little wars that add up to that big battle. Hiding behind all these wars is a gem of a question - "whois my competitor?"

Once in a while, to intrigue my students I toss a question at them. It says "What Apple did to Sony, Sony did to Kodak, explain?" The smartones get the answer almost immediately. Sony defined its market as audio (music from the walkman). They never expected an IT companylike Apple to encroach into their audio domain. Come to think of it, is it really surprising? Apple as a computer maker has both audio andvideo capabilities. So what made Sony think he won't compete on pure audio? "Elementary Watson". So also Kodak defined its businessas film cameras, Sony defines its businesses as "digital."

In digital camera the two markets perfectly meshed. Kodak was torn between going digital and sacrificing money on camera film or stayingwith films and getting left behind in digital technology. Left undecided it lost in both. It had to. It did not ask the question "who is mycompetitor for tomorrow?" The same was true for IBM whose mainframe revenue prevented it from seeing the PC. The same was true ofBill Gates who declared "internet is a fad!" and then turned around to bundle the browser with windows to bury Netscape. The point is notwho is today's competitor. Today's competitor is obvious. Tomorrow's is not.

In 2008, who was the toughest competitor to British Airways in India? Singapore airlines? Better still, Indian airlines? Maybe, but there arebetter answers. There are competitors that can hurt all these airlines and others not mentioned. The answer is videoconferencing andtelepresence services of HP and Cisco. Travel dropped due to recession. Senior IT executives in India and abroad were compelled by theirhead quarters to use videoconferencing to shrink travel budget. So much so, that the mad scramble for American visas from Indian techieswas nowhere in sight in 2008. (India has a quota of something like 65,000 visas to the U.S. They were going a-begging. Blame it onrecession!). So far so good. But to think that the airlines will be back in business post recession is something I would not bet on. In shortterm yes. In long term a resounding no. Remember, if there is one place where Newton's law of gravity is applicable besides physics it is inelectronic hardware. Between 1977 and 1991 the prices of the now dead VCR (parent of Blue-Ray disc player) crashed to one-third of itsoriginal level in India. PC's price dropped from hundreds of thousands of rupees to tens of thousands. If this trend repeats then telepresence

A R T I C L E S 9

prices will also crash. Imagine the fate of airlines then. As it is not many are making money. Then it will surely be RIP!

India has two passions. Films and cricket. The two markets were distinctly different. That was, when cricket was fundamentally test cricketor at best 50 over cricket. Then came IPL and the two markets collapsed into one. IPL brought cricket down to 20 overs. Suddenly an IPLmatch was reduced to the length of a 3 hour movie. Cricket became film's competitor. On the eve of IPL matches movie halls ran empty.Desperate multiplex owners requisitioned the rights for screening IPL matches at movie halls to hang on to the audience. If IPL were tobecome the mainstay of cricket, as it is likely to be, films have to sequence their releases so as not clash with IPL matches. As far as theaudience is concerned both are what in India are called 3 hour "tamasha" (entertainment). Cricket season might push films out of the market.

Look at the products that vanished from India in the last 20 years. When did you last see a black and white movie? When did you last usea fountain pen? When did you last type on a typewriter? The answer for all the above is "I don't remember!" For some time there was amild substitute for the typewriter called electronic typewriter that had limited memory. Then came the computer and mowed them all. Todaymost technologically challenged guys use the computer as an upgraded typewriter. Typewriters per se are nowhere to be seen.

One last illustration. 20 years back what were Indians using to wake them up in the morning? The answer is "alarm clock." The alarm clockwas a monster made of mechanical springs. It had to be physically keyed every day to keep it running. It made so much noise by way ofalarm, that it woke you up and the rest of the colony. Then came quartz clocks which were sleeker. They were much more gentle thoughstill quaintly called "alarms." What do we use today for waking up in the morning? Cell phone! An entire industry of clocks disappearedwithout warning thanks to cell phones. Big watch companies like Titan were the losers. You never know in which bush your competitor ishiding!

On a lighter vein, who are the competitors for authors? Joke spewing machines? (Steve Wozniak, the co-founder of Apple, himself a Pole,tagged a Polish joke telling machine to a telephone much to the mirth of Silicon Valley). Or will the competition be story telling robots?Future on competition is scary! The boss of an IT company once said something interesting about the animal called competition. He said"Have breakfast ...or.... be breakfast"! That sums it up rather neatly.

Contributed by –Mr. VVirendra SSwaroop

Chief Operating OfficerEra Power Limited

A R T I C L E S10

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I love the summer its really hot,

It's as hot as boiling water straight from the pot.

It's so hot you think you're going to melt

Summer is laughter summer is cheer

Summer is almost here

Summer is great

There's nothing to debate

Summer is hot and bright

Having a good time, enjoying a water fight.

Summer is great though it's short

Walking around wearing few clothes

The favouring season, everyone knows.

Contributed by –S. SSathis RRajive

Dy. Manager Sales & MktEra Buildsys Limited

Summer

Contributed by –Pankaj JJain

VP (F&A), BOT & EPC Division

A R T I C L E S 11

3 ways to keep your brain in shapeThe notion that we lose brain cells as we age has thankfully been disproved. But to continue toharness your brain power on the job, you need to keep your brain cells in good shape. Here arethree ways to make sure your brain stays healthy:

1. Keep working. Most modern jobs involve multi-layered thinking, problem-solving, andsocializing, all of which are good exercises for the brain.

2. Seek out new ideas and people. Get out of your thinking comfort zone and search for newideas and people that rattle established brain patterns and challenge you to think in new ways.

3. Breathe. Like the heart, the brain needs oxygen and blood flow. The current star in brain science research is exercise. So getup and move around.

Contributed by –Pankaj JJain

VP (F&A), BOT & EPC Division

Property Purchase Guide (PPG)What iis tthe ddifference bbetween bbuilt uup aareas, ssuper bbuilt uup aarea, aand ccarpet aarea?

Carpet AArea:- This is the area of the apartment/building which does not include the areaof the walls.

Built uup AArea:- This includes the area of the walls

Super BBuilt uup AArea: -- This includes the built up area along with the area under commonspaces such as the lobby, lifts, stairs, etc. This term is therefore only applicable in the caseof multi-dwelling units.

Who iis lliable tto ppay SStamp DDuty-the bbuyer oor tthe sseller?

The liability of paying stamp duty is that of the buyer unless there is an agreement to thecontrary. Section 30, of Stamp Act, 1958 states the liability for payment of stamp duty.

Which ddocuments aare tto bbe vverified bbefore ppurchase oof aa FFlat?

Before you purchase a flat, you have to have a title and document search conducted by a competent advocate. You cannot do ityourself. You have to use the services of a competent advocate. It is a professional job to be done with professional assistance.

In wwhose nname aare tthe sstamps rrequired tto bbe ppurchased?

The stamps are required to be purchased in the name of any one of the executors to the Instrument.

What iis mmeant bby tthe mmarket vvalue oof tthe pproperty aand iis SStamp DDuty ppayable oon tthe mmarket vvalue oof tthe pproperty oor oon cconsiderationas sstated iin tthe aagreement?

Market value means the price at which a property could be bought in the open market on the date of execution of such instrument.The Stamp Duty is payable on the agreement value of the property or the market value which ever is higher.

Who iis tthe aappropriate aauthority ffor kknowing tthe mmarket vvalue oof tthe pproperty?

The Sub-Registrar of the area, in whose jurisdiction the property is located, is the appropriate authority for knowing the marketvalue of the property.

Which aare tthe iinstruments tthat aattract tthe ppayment oof SStamp DDuty?

The instruments like Agreement to Sell, Conveyance Deed, Exchange of property, Gift Deed, Partition Deed, Power of Attorney,settlement and Deed and Transfer of lease attract Stamp Duty on market value of the property.

Contibuted by –Prabhakar MMishra

Internal Auditor, Era Corporate

A R T I C L E S12

Dealing with Toxic EmployeesThere is a famous saying, “employees are hired for technicalcompetencies, but they are fired for behavioural competencies”.Toxic employees dot the landscape in most organizations,making them seen, at times, like war zones. These employeescan complicate our work, drain our energy, compromise oursanity, derail our projects and destroy our career. Our ability todeal with these corporate land mines will have a significantimpact on our career. Those who are able to recognize toxicemployees quickly and understand what makes them tick will bein the best position to protect themselves. Difficult employeesare a fact of life and how they affect our life depends upon theskills we develop to deal with them.

The issue is not simply a matter ofindividual survival, toxic employeesdivert people’s energy from the realwork of the organization, destroymorale, impair retention, andinterfere with cooperation andinformation sharing. Their behavior,like a rock thrown into a pond, cancause ripples distorting theorganizations culture and affectingpeople far beyond the point ofimpact. We can significantlyimprove an organization’s culture and functioning by taking stepsto find and contain those who are most destructive. Leadershipcan spare an organization serious damage by learning how torecognize problematic personality traits quickly, placing difficultemployees in position in which their behavior will do the leastharm, arranging for coaching for those who are able to grow,and knowing which employees are time bombs that need to belet go.

Following few lines will help to understand how to avoidbecoming a scapegoat, to survive aggressive employeesassaults, and to give narcissistic and rigid employees the thingsthey need to be satisfied with us. It will also help to recognizetoxic employees before they do serious damage. The basictheme of these few lines is to deal effectively with toxic behaviorwe need to understand what lies underneath it, design anintervention to target those underlying factors, and have sufficientcontrol of our own feelings and behavior so that we can do whatis most effective, rather than let our own anger or anxiety get thebest of us. In other words, we need to develop our emotionalintelligence.

There are two major components of emotional intelligence,

personal competence and social competence. Personalcompetence refers to the ability to understand our own feelings,strengths, and weaknesses (self awareness), and the ability tomanage those feelings effectively (self management). Forexample, being able to contain our anger and anxiety andthereby think clearly in upsetting situations is crucial to makinggood decisions and influencing others.

Social competence refers to the ability to understand what othersare feeling (social awareness) and having the skills to workeffectively with others (relationship management). The ability to

understand what people think andfeel and know how to persuade andmotivate them, and to resolveconflicts and forge cooperation isamong the most important skills ofsuccessful leaders and managers.

The key to changing problematicbehavior is to understand whatfactors drive it and then prepare anintervention to affect theseunderlying factors. It is not enoughto realize that the person is rigid,aggressive or narcissistic. Effective

interventions depend upon what is driving the difficult behavior,and not what appears on the surface, interventions that wouldlead to a positive change in an employee with one underlyingpersonality type could intensify the problematic behavior ofsomeone with another personality type . For example, bothaggressive and rigid behavior may be driven by fear andinsecurity, by cluelessness, or by a ruthless desire to dominateand control people. Employees whose aggression or rigidityarises from fear and insecurity are likely to improve if treatedwith tolerance and reassurance. Tolerance of toxic behaviorarising from ruthlessness, however, is likely to exacerbate thesituation. Similarly, while a strong negative response toaggressive or rigid behavior may deter someone who is ruthless,it could increase the anxiety and tension of someone who isdriven by fear, and thereby worsen the problem. The better weunderstand how other people view the world and what motivatesthem, the better we will be able to influence their behavior.

We also need to understand why someone is doing poorly inorder to know whether to try to help the individual or to let himor her go. We do not want to give too many chances to someonewho rains chaos and problems on others. At the same time, wedo not want to get rid of a potentially fine employee who is

Leadership can spare an organizationserious damage by learning how torecognize problematic personality traitsquickly, placing difficult employees inposition in which their behavior will dothe least harm, arranging for coachingfor those who are able to grow, andknowing which employees are timebombs that need to be let go.

A R T I C L E S 13

suffering from readily treatable anxiety, depression, or stress. Themore we understand about personality types, the better we willbe able to determine whether to keep an employee who ishaving a problem or to have him or her move on.

Toxic employees can be divided into four categories: narcissistic,aggressive, rigid and impaired. Underneath these difficultbehaviors are either difficultpersonality traits, mooddisorders or impulsivity. Bypersonality traits, we meanenduring patterns ofperceiving, interpreting, andrelating to the world andoneself. Problems of moodand concentration can often mimic personality problems. Whenpeople are stressed by anxiety, depression, trauma, attentiondeficit hyperactivity disorder, alcohol, drugs, or a difficultenvironment, any tendency they have for aggressive, rigid , ornarcissistic behavior intensifies, having a professional assesswhether the problem is due primarily to personality problems orto a problem of mood and concentration is crucial, sinceproblem of mood and concentration can often be amelioratedfairly quickly with appropriate treatment.

People are born with varying levels of talent for understanding

their own feelings and the feelings of others. Nevertheless, withconscious effort most people can make significant strides inimproving their emotional intelligence. Certain psychologicalissues can present an enormous barrier to developing emotionalintelligence. Obstacles include a tendency to interpret situationsin ways that lead to self fulfilling prophecies, black and white

thinking, having interpretationscontrolled by past painfulmemories, and holding attitudesthat colour our interpretation ofexperience. These blinders canblock learning. Executive coachingwith someone trained as atherapist can remove the obstacles

and enable us to learn.

Toxic employees are fact of life in organizations. Someemployees are toxic most of the time: most employees are toxicsome of the time. In the end, knowing how to deal with peoplewhen they are being rigid, aggressive, self-centered orperforming poorly separates the good from the great employees.

Contributed by –JJoydip DDey

AGM-HREra Buildsys Limited

Those who are able to recognize toxicemployees quickly and understand what makesthem tick will be in the best position to protectthemselves.

A R T I C L E S14

Contributed by –MMr. TTeeka RRam

Asst. Revenue OfficerEra Landmak Limited

A L L I N T H E F A M I L Y 15

All in the Family

Arshit KKulshresthaPlay way Blue School, Indirapuram

S/o Prabhash KulshresthaOfficer (HR) - BOT & EPC Division

Achievement ScaleOutstanding Performance

Shobhit DDhimanPresidium SchoolS/o Yogesh DhimanDy. Manager, StoreEPC Division (Housing)

Ms. DDhara AAwasthiApeejay School, Faridabad

D/o Vinod AwasthiManager Technical

EPC Division

H A P P Y B I R T H D A Y16

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Subhash CChand NNagar 01 - AAprilTilak SSingh 01 - AAprilRajeev PPaliwal 04 - AAprilJyoti AArora 04 - AAprilSanjay KKumar MMittal 05 - AAprilSadhu RRam 07 - AAprilJoy SSaxena 10 - AAprilInder RRaj JJakhar 12 - AAprilPooja SSingh 12 - AAprilNarender RRawal 16 - AAprilSahdev SSingh 15 - AAprilSandeep AAhuja 18 - AAprilJyotendra KKumar SSingh 27 - AAprilUjjwal AAbhishek 29 - AAprilSeema SSharma 30 - AApril

Upendra SSeroo 01 -- AAprilSubhash CChandra SSharma 01 -- AAprilInamur RRahman 01 -- AAprilHariram SSharma 01 -- AAprilMahipal SSingh JJastora 01 -- AAprilMrinal KKanti RRoy 01 -- AAprilManiranjan KKumar 01 -- AAprilVishnu SSharma 01 -- AAprilMohit KKumar 01 -- AAprilVipin SSaneja 01 -- AAprilVidya SSagar DDubey 02 -- AAprilHemant KKumar CChoudhary 02 -- AApril

HappyBirthday

Pankaj KKumar 01 -- AAprilRavindra GGanesh MMallan 01 -- AAprilMahesh SSingh 01 -- AApril

EPC Division

BOT & EPC Division

MMadan LLal 01 -- AAprilAmarjit SSingh 01 -- AAprilSamarjit BBiswas 01 -- AAprilSomnath MMandal 01 -- AAprilArun KKumar SSrivastava 01 -- AAprilRoshan SSingh 02 -- AAprilMeghendra SSingh 02 -- AAprilBhikhari MManjhi 04 -- AAprilRaj KKumar KKushwaha 04 -- AAprilSivan KKumar 04 -- AAprilAlok SSaraf 04 -- AAprilHari OOm SSharma 04 -- AAprilJitender SSingh 05 -- AAprilVijay UUron 07 -- AAprilSunil SSingh 08 -- AAprilPradeep KKumar CChauhan 08 -- AAprilRajesh KKumar YYadav 10 -- AAprilKartar SSharma 11 -- AAprilHiralal PPrajapati 14 -- AAprilJaswant SSingh 15 -- AAprilMadhusudan DDas 15 -- AAprilSandeep KKumar 16 -- AAprilSudarshan KKumar SSingh 17 -- AAprilRavish KKumar SSingh 19 -- AAprilJitendra BBisht 19 -- AApril

H A P P Y B I R T H D A Y 17

Rahul PPachauri 01 -- AAprilP. RRajkumar 05 -- AAprilVikas AAggarwal 09 -- AAprilSandeep PPandey 09 -- AAprilSanjay SSharma 10 -- AAprilArvind KKumar 10 -- AAprilNaveen CChand 11 -- AAprilPrashant KKawte 12 -- AAprilAmit MMishra 13 -- AAprilAmruth PP. BBhagwat 13 -- AAprilGaurav GGupta 14 -- AAprilPuneet CChaudhary 14 -- AAprilUdhaya SSankar 15 -- AAprilAshok KKumar 16 -- AAprilSathis RRajive SSivasamy 17 -- AAprilVikas KKumar 20 -- AAprilKeerthi SS. 21 -- AAprilAnil KKumar RRajput 26 -- AAprilVishal MMoon 27 -- AAprilDinesh GG. NNerkar 28 -- AAprilAshesh DDwivedi 29 -- AAprilRavi KKumar 30 -- AApril

Jeetander SSingh 02 -- AAprilDilip KKumar VVyas 07 -- AAprilHarendra SSingh 17 -- AAprilLalit KKumar 20 -- AApril

Amit KKumar 01 -- AAprilShishpal SSharma 01 -- AAprilTika RRam 05 -- AAprilUmesh KKumar RRay 12 -- AAprilYogesh DDhiman 18 -- AAprilRaghavendra PPratap TTripathi 19 -- AAprilRajesh KKumar 20 -- AAprilAlok KKhanna 22 -- AAprilRajiv AAggarwal 30 -- AAprilSantosh KKumar 30 -- AApril

Sushanta DDas 01 -- AAprilChandra SSekhar SSingh 02 -- AAprilAtul KKumar 03 -- AAprilDeepak TTyagi 04 -- AAprilDeep AAmarendra MMukherjee 08 -- AApril

Vishwanath PPrasad 01 -- AAprilPrem CChandra PPrasad 02 -- AAprilN.K. SSinha 03 -- AAprilR. BBalakrishna 04 -- AAprilSibajyoti PPaul 04 -- AAprilSantosh PPandey 05 -- AAprilVijay PPrakash DDhyani 05 -- AAprilSapan KKumar SSingh 05 -- AAprilGyanander KKumar SSharma 05 -- AAprilB RRaghavendra SSwamy 05 -- AAprilSuresh KKumar DDalal 08 -- AAprilKapleshwar KKumar SSingh 10 -- AAprilManoj KKumar BBairwa 10 -- AAprilTarun CChhabra 10 -- AAprilMadugani PPandu 11 -- AAprilPranay KKumar 13 -- AAprilAjai KKumar SSrivastava 13 -- AAprilJawahar LLal KKhushu 14 -- AAprilLavender SSingh SSirohi 14 -- AAprilNirmal KKant 15 -- AAprilUmesh KKumar 15 -- AAprilNaveen SSharma 15 -- AAprilAnil KKumar SSingh 17 -- AAprilSatto KKumar 20 -- AAprilDhirendra SSingh TTiwari 21 -- AAprilRaghvendra KKumar SShukla 22 -- AAprilSunil KKumar 22 -- AAprilMukesh KKumar 25 -- AAprilAravind SSharma 29 -- AAprilTathagata MMondal 29 -- AAprilBindheswar KKumar MMishra 30 -- AApril

Virender SSingh SSaini 24 -- AAprilDipankar GGarai 25 -- AAprilManoj KKumar TTariyal 27 -- AAprilUma SShankar BBharti 30 -- AAprilAsif KKhan 30 -- AAprilSachin SSethi 30 -- AApril

Rajender PPrashad AAgrawat 10 -- AAprilAshok KKumar PPandey 10 -- AAprilRajinder KKumar SSharma 10 -- AAprilSurendra KKumar 10 -- AAprilShakeel AAhmad KKhan 15 -- AAprilAshwani KKumar SShriwastva 15 -- AAprilMohit KKumar 16 -- AAprilPradeep KKumar 16 -- AAprilGaurav KKumar SSingh 18 -- AAprilMohd. IIkram AAnsari 18 -- AAprilKhokon RRay 21 -- AAprilSurendra PPrasad MMandolia 22 -- AAprilRajesh KKumar PPanda 25 -- AApril

EMC Division

Civil Division

E R A F A M I L Y W E L C O M E S Y O U18

Bharat Singh BishtGraduate Engineer Trainee - MechanicalVirender Kumar PremiJunior Engineer

Shambhu Nath MukherjeeManager - PurchaseHarish Pal BhatiDiploma Engineer - Trainee

Suresh Chand BansalSupervisor

Rajeev PathakLoader Operator

Pradeep KumarElectrician

Anurag MalhotraStore Keeper

Manoj Kumar TiwariTrainee - Stores

Pradeep ChaurasiaTrainee - Stores

Deepak Kumar DubeyTrainee - Stores

Gaurav DuttJunior Engineer

V.K. VijyananForeman

Sanjay Kumar SharmaForeman

Ateek AhmadTrainee - Supervisor

Jitendra Pal SinghGraduate Engineer Trainee - Mechanical

Subindu MridhaJunior Engineer

Kailash RanaSr. Foreman

Govind Singh YadavJr. Supervisor

Srikant Kumar RoyAssistant Engineer

Pardhan KumarLab Assistant

Anil Kumar TiwariForeman - Mechanical

Munesh KumarJr. Supervisor

Vishnu SharmaJr. Supervisor

Pawan KumarDiploma Engineer Trainee - Mechnical

Indra Pal SinghJr. Supervisor

Chaman SinghAssistant Engineer

Atul Kumar DiwediTrainee - Stores

Vishal SinghTrainee - Stores

Nawal Kishor TiwariMaterial Receiver

Yogesh Kumar TiwariTrainee - Stores

Ashok Kumar RazakSupervisor

AmarkantSupervisor

Shyam Narayan DubeySr. Supervisor

Neeraj KumarTrainee - Stores

Pawan Kumar ThakurSupervisor

Atifur Rahman KhanAssistant Engineer - Billing

Kameshwar PandeyProject Engineer

Karan Veer SinghJr. Supervisor

Surendra PrajapatiSr. Electrician

Gagandeep ChaturvediSupervisor

Thoudam VictorProject Engineer - Billing

Kewal KrishanDiploma Engineer - Trainee

Rajendra Kumar GuptaAdvisor - OHE

Sanjay Kumar DubeyAsstt. Officer - P&A

Gajendra SinghTime Keeper

DeshbandhuTrainee - IR & Admin.

Ashok KumarResident Engineer

Vinod KumarJr. Supervisor

Kamal PatelJr. Engineer - Billing

J. Anthnony BabuAssistant Engineer

Mahendra Prasad SinghJunior Engineer - Electrical

Salil K.S.Officer - Pilling

Sanjesh KumarForeman

Tarun KumarDeputy General Manager - Procurement

Rakesh KumarSenior Manager -Finance

Snigdha ChandaTrainee - FOE

Neeraj SharmaManager - Security

Mahesh Prasad ShrivastavaGeneral Manager - Aggregate Business

Pramesh ThanviSr. Manager - Projects

Vivek JainAsstt. Manager - Store

Pankaj Kumar SrivastavaTrainee - Material Receiver

Md. Irsad AlamTrainee - Stores

Narendra SinghTrainee - Material Receiver

Raj SinghAssistant - Time Keeper

Ankit SharmaAssistant Officer - P&A

Mohd. Shamim AnsariTrainee - Purchaser

Tapas KarmakarMechanic

Bikash ChoudharyElectrician

Shiv Shyam MishraScraper Operator

Arvind KumarTrainee - Purchaser

Suresh PatilManager - Mechanical

Lalit RoySr. Store Keeper

Navneet Kumar GuptaAssistant Engineer - Maintenance

Manoj RathiSr. Purchaser

ERA FAMILY

EPC Division

E R A F A M I L Y W E L C O M E S Y O U 19

Darpan AgarwalSr. Manager

Himangshu SahaDeputy Manager - F&A / Taxation

Shailesh Kumar GuptaSr. Officer - Accounts

Adesh Kumar GoelAccounts Assistant

Sapna GuptaAccounts Assistant

B. JayaramuluProject Engineer - Highway

Dhananjay KumarDy. Manager - Highways

Ajay SrivastavaMaterial Receiver

Brahamdutt KaushikSr. Manager - Highways

Sachin BhardwajExecutive - Accounts

Deepak SinghJunior Engineer

Sanjay KumarManager - QC

Binod Kumar RaiDGM - Highways

Dharma Datt BhattManager - Survey

Vineet RastogiExecutive - EDP

Vinay KumarSupervisor

Sunil Kumar YadavDiploma Engineer - Trainee

Mohit JaiswalAssistant Engineer - Billing

Satish KumarJr. Supervisor

Amit ChoudharyAssistant Engineer

Bulan Kumar NathSr. Manager - Projects

Hari Shankar Prasad SinghDeputy Manager - Safety

D. GovardanSite Engineer

Mathava BalanElectrician

K. Naresh KumarComputer Operator

Bhim Sen ChaubeyMaterial Receiver

Vishnu Kumar TripathiGratuate Engineer Trainee - Mechnical

Amarendra Dhar DubeyAssistant Time Keeper

Shiv Kumar SinghConcrete Pump Operator

Chander SinghManager - QS

Navin Kumar SharmaManager - Projects

Sanwar KhanSupervisor

Abhay Kumar SinghSr. Supervisor

Ghanshyam KumarDiploma Engineer - Trainee

Kantesh Kumar ThakurGeneral Manager - Projects

Amrendra KumarDiploma Engineer - Trainee

Ashutosh PandeyAssistant Engineer

Anil Kumar PatelForeman

Parveen KumarDiploma Engineer - Trainee

Ankur KatariaAssistant Engineer

Ram Avtar SainiProject Engineer

Ravinder Pal SinghAssistant Manager - Technical

Suram SinghDiploma Engineer Trainee - Mechnical

Krishan Kumar SharmaAccountant

Shantanu MukherjeeAssistant Engineer

WELCOMES YOU

Arvind KumarEngineer - Production

C. KarthikeyanEngineer - Production

Ajay KumarSr. Engineer - Production Planning

Pravin Kumar SengarSr. Engineer - Production

Deviprasad T. TembhareSupervisor - PPC

Md. KalimullahSr. Engineer - Erection

Kumar AbhayManager - Erection

Karanam Sree RambabuEngineer - QC

Gajanan BisaneAssistant Manager - QC

Neeraj KumarAssistant Engineer - CMG

Ashish Pratap SinghAssistant Engineer - Design

Akshit DhawanAssistant Engineer - Design

Siju P.B.Senior Detailer

Mayank RastogiData Entry Operator

Krishna Kumar AgarwalAssistant General Manager - F & A

Vijaya Shanker MudgalSenior General Manager - F & A

Satender Singh NegiAssistant Officer - HR

Joydip DeyAssistant General Manager - HR

Sourabh MukherjeeMarketing Executive

Md. ShahabuddinSr. Supervisor

Civil Division

BOT & EPC Division

EMC Division

E R A F A M I L Y W E L C O M E S Y O U20

Pushkar VatsSenior Officer - Finance & Accounts

Hemant Kumar BalotiyaCustomer Service Associate

ERA FAMILY WELCOMES YOU

RamhariMaterial ReceiverBrijesh Kumar SinghSupervisorSuraj KumarConcrete Pump OperatorDevendra Kumar TiwariSupervisorSanjay KumarPump OperatorUpendra Kumar MishraAssistant EngineerLaxmidhar DasMaterial ReceiverChandra BhanSr. SupervisorKanhaiya SinghSupervisorRajveer SinghMaterial ReceiverJasvant SinghAssistant EngineerNitesh KumarJunior EngineerPatiram ChoudharyScraper Operator

Upendera KumarTrainee - Accounts

Arun KumarAccountant

Chand SinghJr. SupervisorVinay Kumar SinghMechanicDeepkishor PrajapatiBatching Plant OperatorNarender KumarElectricianHari Om KumarSite EngineerDharmendra KumarResident EngineerDinesh KumarConcrete Pump OperatorAjeet KumarScraper OperatorUmashankerPurchaserRaj Kishor RoyComputer OperatorMalik SanjeevSr. Supervisor

Lalit KumarSr. Officer - Accounts

Bhupendra Kumar VarshneyManager - Finance

Pardeep KharbSite Engineer

Sandip SikderSr. Project Manager

Dhirendra KumarOffice Assistant

Abhishek TiwariStore Keeper

Pappu KumarStore Keeper

Rahul PundirBilling Engineer

Vivek Sheel TripathiStore Keeper

Civil Division

E M P L O Y E E O F T H E M O N T H 21

Mr. MehrazuddinEra E-Zone,

Projectionist, Cityplex, Jaipur

Best Article:Spring Rejuvenation

Priyanka TiwariCMG, Era Landmarks

Snapshots of our success

Contact us

Corporate office: 153, Okhla Industrial Estate, Phase III, New Delhi - 110020, IndiaPh: +91 (11) 40637000 | Fax No: +91 (11) 40637070 | www.eragroup.co.in