FOREWORD HEAVY CIVIL INFRASTRUCTURE IC TRANSPORTATION INFRASTRUCTURE IC POWER TRANSMISSION & DISTRIBUTION IC RENEWABLES IC WATER & EFFLUENT TREATMENT IC BUILDINGS & FACTORIES IС MINERALS & METALS IC L&T GeoStructure KALEIDOSCOPE PRAISE INDIA’S LONGEST SEA BRIDGE DIDN’T JUST CONNECT PEOPLE. IT CONNECTED US WITH THE ENVIRONMENT TOO.

With 20 years’ experience in water and wastewater projects across India, North Africa and the Middle East, an active member of the International Water Association, a Chartered Engineer (UK) & PMP-​certified, Selvakumar Rajendran is a well-​rounded personality. Starting his journey with L&T in 2021 at the Industrial ETP Project, Qatar, thereafter a high-​spirited stint at the Ad Dakhiliyah Water Transmission Project (Phase ll), Oman, he is presently, at the Amaala Utilities PPP project, leading the marine works for the Sea Water Reverse Osmosis (SWRO) plant as Project Manager.

Located 100 km from Dubai, the site posed additional logistical challenges, especially in managing civil subcontractors. To overcome this, the team supplemented subcontractors with manpower from labour companies, ensuring civil works stayed on track. “Selection of qualified subcontractors and structured monitoring are crucial for executing large-​scale projects efficiently,” Anantharama emphasizes.

With instant updates from the ground, Ravi & team can proactively resolve issues before they escalate. “There is a notable improvement in site productivity and a significant acceleration of project timelines, all achieved without compromising on safety or quality standards. In addition, we integrated regular brainstorming sessions before key decision-​making moments, which has fostered team collaboration, encouraged diverse perspectives, and led to more effective, well-​informed solutions.”

One of Ravi’s main challenges was completing all five circuits within the stipulated timeline. “I coordinated tasks with multiple teams simultaneously to ensure that the project stayed on track, and with our enhanced communication channels we can identify bottlenecks early.”

“Importantly, I’ve learned the value of timely decision-​making when faced with unexpected challenges to execute projects on time,” Ravi states earnestly. “To stay prepared, I developed contingency plans and closely coordinated with suppliers and subcontractors to ensure timely adjustments and resource availability.” Effective communication and proactive coordination among all internal and external stakeholders are other crucial factors, he adds. “Ensuring that everyone from the project team to subcontractors & suppliers are aligned towards delivery helps identify potential issues early and enables quick decisions to keep the project on track.”

Kalyani Gutta joined L&T in 2008, working as a Planning Engineer in APDRP projects of 33/​11 kV substations in Warangal, Karimnagar, and Nizamabad. “From 2013 to 2020, I was at the Hyderabad Metro Rail Project’s PSS scope in Planning & Contract Management. My current work in the Renewables sector is very special,” she adds. “It feels good to play a part in helping the environment and working towards a sustainable future. Knowing that our projects support clean energy makes me proud to be a part of the team at the 1,800 MW DEWA Phase VI Solar Power Project in Dubai, as Project Control — Cost Management & Digital Officer.”

One of the challenges that Kalyani faced at the project was resistance to new digital tools and technologies at the site level. “Through training sessions, we demonstrated the benefits of tools like drone Surveys & IoT-​based monitoring and ensured gradual implementation with hands-​on support to build confidence, ” she says.

At the site, Kalyani & team have implemented a speed control and vehicle monitoring system via LPR camera & radar. “Tracking speed violations and vehicle movements enhances Safety, accountability, and operational efficiency,” she elaborates. “Violation notices hold the contractors accountable, influencing performance reviews and contractor selection. Our real-​time notifications ensure prompt action on safety concerns.” These accurate records aid in compliance reporting and audits, demonstrating proactive safety management.

“Of course, we had some resistance from subcontractors & drivers to the speed violation notices and fines,” Kalyani adds, nodding. “But we enforced compliance through contract clauses, used the speed camera data transparently, conducted awareness sessions on safety benefits, and maintained strict and consistent follow-​up.” Additionally, tracking vehicle entry & exit has optimized logistics, improved traffic flow, and reduced delays in operations.

“In my experience, I’ve learned that aligning all stakeholders early, with clear roles, timelines, and priorities, significantly reduces delays,” Kalyani observes wisely. “Identifying the bottlenecks and taking quick actions to clearing them will drive the project towards completion as per the planned schedule.”

A native of Vijayawada, Andhra Pradesh, Kalyani is married to Seshu Babu Garimella, who is Manager — Accounts at Veritis Group. She enjoys watching movies and her morning walks. “There are many moments to cherish, but watching our kids, Ganadeep and Geetanshi, grow and supporting their journey is deeply fulfilling,” Kalyani signs off, finding meaning in her role as mother.

Joining L&T in 2008, Prabhakar Nayak has been on a road of steady growth, having served in several road projects in TI IC. After 10+ years in the UAE, he was transferred to Renewables IC in 2023, to manage the earth works at the DEWA VI Project. “We implemented GPS technology on our dozers and graders to enhance top layer preparation, resulting in significant time and cost savings,” he remarks enthusiastically. “Productivity doubled; dozer output increased from 1,000 to 2,000 cum., and grader coverage rose from 4,000–5,000 sqm to 11,000 sqm within tolerance per 10 working hours.”

At the DEWA VI site, the shortage of gatch, a stabilization layer for the-​entire plot area of 21 sq. km, was initially a concern. “Since our plan to procure it from external sources proved to be too expensive, we explored alternatives by conducting additional trial pits within the project limits and discovered that suitable gatch material was actually available on-​site,” he grins. “It avoided external procurement and saved us the additional cost burden.”

Prabhakar and team established a dedicated internal crew for cut & fill operations that involved managing large-​scale earthworks, posing logistical difficulties. “By deploying about 350 units of equipment, we met our cut & fill targets. Managing such a large fleet in the challenging sand terrain while following safety Standards required detailed planning and coordination!” he says, wiping sweat off his brow. “Further, GPS-​enabled dozers and graders enhanced productivity, effectively doubling output and ensuring that project timelines were met.”

Thorough planning and precise design development from the outset are essential for on-​time project delivery, he opines, expressing his gratitude to the highly supportive senior management. “We just have to present our requirements, and equipment & manpower are allocated promptly, ensuring smooth project execution.”

Hailing from Odisha, Prabhakar is married to Anuradha Sahu, a homemaker who dabbles in stock trading; they are blessed with a son, Priyan Pulkit. He enjoys reading books, a hobby for which he allocates dedicated time. “The year 2020 is special for me, both personally and professionally,” he says earnestly. “In the midst of Covid, my son was born and our team handed over the Expo 2020 Road Project.”

Prabhakar has a strong sense of belonging to L&T. “The culture across all levels of the organization — from site teams to senior management — is supportive and inclusive. Over the course of my 15-​plus-​year tenure, each project has presented unique challenges and learning opportunities, and this continuous exposure has significantly contributed to my professional development and career growth.”

“I truly enjoy working in the solar industry and believe that when someone works in a field they are passionate about, they can contribute much more to the Company’s success, ” says Akhil T R, who has already worked on nearly 2 GW of solar projects. Though the DEWA VI Project is his first in L&T’s rolls, the company is not new to him, having been earlier involved with on solar projects with L&T in KSA.

At DEWA VI, Akhil is a lead for the Automatic Robot Cleaning System (ARCS). “With limited time available, we had to think quickly,” he says with vigour. “With a detailed execution plan, we ensured efficient manpower utilization and coordinated closely with stakeholders,” he shares. “I motivated the team, kept a friendly approach with in-​house teams, and dealt firmly with stakeholders when needed, which helped us complete the installation on schedule.”

Another challenge the team encountered during tracker installation was when elevation differences exceeded the robotic OEM’s tolerance limits. He instantly flagged it off with the OEM, who then analysed the data, conducted mock-​up tests, and based on the results, revised the tolerance range.

Large projects succeed due to strong teamwork, clear communication, and proper planning. “When all departments coordinate well and understand their responsibilities, even complex tasks can be completed efficiently without compromising safety.” Team motivation is equally important for Akhil. “Providing fair overtime, small rewards, and recognizing efforts are extremely morale-​boosting, and when workers feel respected and valued, they stay committed and perform better.”

Akhil thrives on the guidance and support he has always received from his seniors, including the project head, deputy project director, and managers. “Their advice helps me make quick decisions and stay focused under pressure,” Akhil notes. “In fact, during the crucial ARCS activity, their support was key to completing the task on time.”

He would love some AI-​powered tools to improve his work by automating routine tasks and providing clear, accurate data. “These can save time, reduce confusion, and increase overall productivity, allowing me to focus more on site work and contribute more effectively to the project.”

A native of Thrissur, Kerala, and still single, Akhil enjoys watching movies, listening to music, and playing cricket. “One of my life’s most cherished moments is being selected by L&T,” he says, smiling broadly. “Being a part of a team that’s transforming the region toward greener energy solutions makes me feel like I’m not just building infrastructure, I’m helping build a better tomorrow.”

“The sense of empowerment I enjoy at L&T is what inspires me,” says S Kathiresan, “and the structured delegation of power that allows us to make immediate decisions.” At the tough Ar Rass Project, he is at his first in the Kingdom of Saudi Arabia, but Kathiresan carries with him the rich experience of having executed more than 4 GW renewable projects connected with STUs and CTUs in various States.

His area of focus at the 2 GWAr Rass 2 Project is the energization of ESF/​PSS and all PV string and the combiner box feeding to IBR, prior to back charging from the grid, reducing the hot commissioning duration, avoiding the SMB and module failure due to polarity reverse.

Execution has been tough for Kathiresan and the project team, firstly because of the sheer expanse of the plant spread over 8,000 acres, a 37-​Km-​long boundary, with three plots and three pooling stations. “Our major challenge was to make the entire skilled workforce available upfront,” he says with a shake of his head. Other challenges included providing and receiving timely stage wise clearances from various stakeholders starting from engineering, SCM, construction, quality and commissioning. “A delay in one area could affect the area schedule leading to cumulative delays,” he remarks. “Therefore, the important lesson I learnt was to do things right the first time,” he says with a thumbs up.

Having worked on oil & gas and steel plant projects in India, UAE, and KSA, Aathikesavan Thangavelu was first stationed at the 300 MW Jeddah Solar Project and then the Ar Rass 1 Project. “The Ar Rass 2 Project is my third at L&T,” informs Aathi, “where I have grown from a construction manager to a project manager, all thanks to frequent training and opportunities provided to me by the Company,” he adds with a smile.

As a Project Manager at the 2,000 MW Ar Rass 2 Project, Aathi has completed off-​grid commissioning up to the inverter prior to receiving grid power, while reducing the hot commissioning period. Thanking the senior management and his team for their cooperation and support, he adds, “My Project Director and BU Head always encourage us to adopt new technologies, giving our team more room to learn and grow.”

“To execute any large project smoothly, it is imperative that all major equipment and material like transformers, MV skids, PV modules, ramming posts, and torque tubes be delivered on time,” Aathi observes sharply. Due to political instability in the region, the Ar Rass 2 team faced issues with logistics, for the materials had to come from outside Saudi Arabia. “However, our team was always on top of things, closely following up with several logistics partners to make it happen!” Aathi acknowledges with a thumbs-up.

The challenges at site did not stop there, with frequent climate changes, sandstorms, extreme hot weather, and sudden heavy rainfall. “We had to think on our feet,” recalls Aathi, “and came up with alternate solutions like dyke wall and wadi (canal) construction to control & divert rainwater. We closely monitored weather forecasts and introduced midday breaks during the summer season to keep our workers well rested.”

An important learning for Sunil Kumar is that proactive work is the most crucial aspect of executing large projects to avoid delays, a learning that he is religiously following at the Ar Rass 2 project, his first with L&T. “Along with proactiveness is proper planning,” he says firmly. “By studying the upcoming work fronts and arranging the required materials in advance, we successfully avoided last minute shortages and maintained uninterrupted progress.” At site, he was responsible for all civil works of the Pooling Substation PSS-​03 as a part of the management team.

Another feature of his work is the timely communication he has with seniors, team members, and subcontractors to ensure alignment of all towards the same goal. “I find that it helps in quickly resolving issues and achieving better coordination at the site,” he says, adding that proper utilization of equipment and releasing subcontractor bills on time are critical to maintain steady cash flow and keeping subcontractors motivated to deliver faster.

“I truly value the guidance from my seniors, collaboration with my team members, encouragement & trust, and solving problems together,” Sunil shares earnestly. “With our experienced management, we had clear instructions and well-​formed plans for how the work should be executed.” Thanks to their preparedness, Sunil & the project team overcame the recurring challenge of delays in material delivery by arranging all required material in advance for the PSS.

“In the civil field, almost 95% of structures up to the ground level are precast, which significantly reduces the overall construction time,” Sunil informs. “One improvement I would suggest is to extend the use of precast technology below ground level as well — for example, for pulpits, cable trenches, and light pole foundations. These activities, though small in nature, consume substantial time at site.”

As Project Manager, Amit Sundriyal found his 1.58 GWp ACWA Power Al Kahafah Solar PV Project in KSA an extremely challenging solar PV project, characterized by a highly undulated rocky terrain that required 100% grading. “The grading was a massive task, and critical to complete on schedule to avoid cascading project delays and ensure the timely and periodic release of work fronts for all subsequent activities,” he shares. “To address it, we mobilized a large fleet of P&M, which brought additional challenges in terms of HSE compliance and monitoring that were effectively mitigated by implementing strict HSE norms and rigorous monitoring.”

After an initial stint at the 1.8 GWp ACWA Power Sudair Solar PV Project also in KSA where he was Construction Manager — Electrical, Amit is at his second project with L&T, bringing with him rich experience, having played various roles, from Senior Engineer to Senior Construction Manager. Another challenge for Amit and team at site was to manage the disposal of the large quantity of debris generated from grading and trenching works, as well as sourcing soft soil for sand bedding and trench backfilling for which they deployed five crushers at the site to effectively manage the debris and convert the waste material into usable sand bedding and backfilling material, providing a sustainable and cost-​effective solution too.

On the tech adoption front, Amit mentions the implementation of a smartwatch-​based productivity monitoring system to track the daily performance of workers on key project activities. “The system monitors their location, work hours, idle time, and even health parameters that has enhanced productivity by minimizing idle time and significantly accelerated site progress,” he points out.

Amit attributes his success to the support from his seniors and team. “My seniors have guided me at every step, empowered me to take decisions, and trusted me with responsibilities, which has motivated me to deliver at speed and scale,” he says gratefully. “My team fully supports my decisions, proactively executes their tasks on time, and collaborates and ensures smooth project progress.”

Proper planning, proactively identifying, communicating, and resolving issues, quick decision-​making, and aligning the team to a common project goal are according to Amit critical to execute large-​scale projects. “Identifying and communicating project risks early with all stakeholders, preparing a clear mitigation plan, and ensuring continuous monitoring through regular reviews is the secret of success,” he emphasizes.

On his personal front, Amit’s life partner, Sonia, is a University professor and they are blessed with a son, Rudra. “Whenever I get time, I love to capture landscapes and unique moments,” he smiles, “and every time I am with my family and see their smiling faces, it creates new memorable moments for me.”

“By combining digital tools and people-​centric coordination, we have created a project culture focused on agility and accountability,” says Murali P, referring to the culture at his 1.425 GW Al Kahafah Solar PV IPP Project in Saudi Arabia, where his is primarily involved in civil works for the Pooling Substation (PSS) and Temporary Site Facilities. He brings with him the experience of having been part of multiple large-​scale infrastructure and renewable projects, including substation works and transmission line projects both in India and Africa. “My roles have spanned managing site execution, coordinating with multiple stakeholders, and ensuring timely delivery with quality and safety,” he apprises.

Several challenges arise in PSS construction due to tight timelines, multidisciplinary coordination, and remote site logistics. “We need to coordinating between multiple disciplines with civil, electrical, and mechanical works happening simultaneously within tight spaces,” Murali shares, “to manage which I introduced daily coordination meetings and a shared progress dashboard to ensure smooth communication and avoid clashes.”

Technology has been playing a key role in driving efficiencies. Murali mentions digitized concrete pour logs to maintain traceability, avoid overlaps, and optimize pour cycles for speed and quality, the involvement of all stakeholders — client, consultants, and internal departments — in weekly joint reviews for better alignment & faster approvals and WhatsApp groups & mobile-​based photo tracking for daily progress reporting. “All these have helped us to micro-​monitor our targets, speed up issue resolution, and drastically reduce delays in decision-​making,” he notes. “We ensure the right technical and logistic support to subcontractors and simplify work fronts for uninterrupted progress, which has built mutual trust and motivated the teams to push for higher productivity.”

Murali points out that in projects of size & scale, micro-​planning and front availability are key factors, and early coordination with inter-​disciplinary teams (civil, mechanical, electrical) helps to avoid rework and achieve smooth workflow at site. He is glad that his project leadership has fostered a result-​oriented culture, motivating the team to go beyond their comfort zones. “My seniors continuously guide me by setting clear priorities and empowering decision-​making at the ground level while the proactiveness, coordination and ownership of the team smoothens and quickens execution,” he says encouragingly.

Hailing from Thottampatti, in Tamil Nadu’s Tuticorin district, Murali’s life partner is Brindha Devi M, a homemaker, and their family is complete with their two children, Dhruvan M and KaviSri M. Hе finds solace in Tamil music and long, solo walks. Some of his life’s precious moments include constructing a house for his parents, buying his own house and of course, the birth of his children.

Overseeing the drilling and casting of over 370,000 tracker posts in varying site conditions is no mean task, which is Saleh Salah Abu Najm’s responsibility at the Al Kahfah Solar Project. “I manage 79 drilling machines and 14 subcontractors, which has coordination and scheduling challenges,” he says, wiping sweat from his brow. “The differences in soil type, weather, and terrain between blocks results in inconsistent productivity, requiring frequent plan adjustments.”

But Saleh has managed it all with aplomb, thanks to his real-​time digital productivity dashboard: “I initiated and managed a digital system for tracking daily productivity of drilling and casting operations, per contractor and per block, for early detection of delays and informed resource reallocation,” he notes proudly. In addition, Saleh & team have introduced GPS-​based equipment, managed by 11 teams, to precisely define drilling points, ensuring accuracy in post alignment and significantly less rework.

The extent of Saleh’s digital interventions at the site doesn’t stop there; he led the development of digital measurement sheets based on actual quantities drilled and cast, to transparently track work progress and enable faster subcontractor invoice processing & reconciliation. “All installation manuals and drawings were validated digitally in coordination with the OEM and submitted as as-​built packages, which streamlined material approvals and standardized installation across teams,” he adds.

“Daily front planning is everything,” he comments seriously. “Ensuring that the front work (survey data, material availability, area readiness) is always ahead of installation or execution teams has been the biggest driver of speed in our projects. It avoids idle time, reduces rework, and keeps subcontractors and manpower continuously engaged.”

A Jordanian who is 2 years old in L&T, AbdAlrahman Ahmad Tahat believes that having a job isn’t just about saving money or building a career; it’s about creating a better future for others, making their lives easier, and helping develop societies. “Being a part of L&T helps me fulfil that purpose,” he begins with pride. “Contributing to meaningful large-​scale projects that have a real impact on communities gives true value to my work.”

Currently at the Al Kahfah Solar Project, AbdAlrahman is responsible for implementing the Field Quality Assurance Plan (FQAP) and Project Quality Plan (PQP), conducting inspections and tests on civil works, and ensuring compliance with project specifications and international standards.

The most significant digital tool used in the project, according to AbdAlrahman, is the QIR app. “It efficiently records and tracks all quality observations and NCRS, ensuring they are properly addressed and closed timely. “He states, also mentioning the ‘Think Project’ tool, which manages and shares all project documents with the client for review and official approvals.

“At first, the idea of joining a new team and working with unfamiliar faces felt challenging,” AbdAlrahman recalls. However, he adds with a smile, “those feelings quickly disappeared after meeting my teammates. They welcomed me warmly and openly shared their knowledge and experience, treating me like a brother.”

One of AbdAlrahman’s main challenges was maintaining quality under tight schedules and high work volumes. “Aligning subcontractors of different ethnicities, backgrounds, and work cultures with our quality standards was another big task,” he remarks. “By staying organized, using the right tools, and fostering collaboration, I was able to overcome these while maintaining high quality standards.”

From a quality perspective, early and consistent engagement crucial for delivering large-​scale projects with speed, AbdAlrahman reveals. “Aligning inspections & approvals with construction progress and following the ‘Do It Right the First Time’ approach prevents rework and ensures smoother, timely project delivery,” he says astutely.

In the future, AbdAlrahman would love to have an integrated digital platform that combines real-​time material monitoring, quality management, and resource tracking into one system. “Specifically, for received materials, the system should highlight their current status & location of usage and include all relevant documentation such as manuals, FAT and SAT reports, material inspection requests, scheme drawings, and material test certificates.”

AbdAlrahman enjoys playing video games and watching anime & historical documentaries. “Despite a busy schedule, I always make time for these hobbies to relax and recharge,” he quips, adding that one of his most memorable moments was meeting his best friend after a long time. “We spent hours sharing stories, laughing, and creating new memories — it reminded me how valuable true friendship is.”