With the pandemic-induced uncertainty spreading not only within his project but even with his client, young Arun Arumugam at the NTPC Khargone project was left to gather his wits and forces to address the emerging situation with ‘Chasing Cash’ as his motto. “It was important to prove that L&T never fails to deliver on its commitments,” he emphasizes.
With his client initially uncomfortable with online methods to address queries, take decisions or even release payments and with site progress in question due to the unavailability of staff, Arun had to think of quick remedial measures. “This is where my Project Manager, Mukesh Kumar’s experience helped us,” he shares gratefully. “As a cool and composed leader, he brought clarity to matters, reassured the client, paved the way to resolve all uncertainties and steered us through troubled waters.”
From the GET batch of 2009, Arun’s first assignment with L&T was with MIS, then at the NLC erection site for demobilisation and NLC maintenance site as Maintenance Engineer. At the NTPC Tuticorin project, as Planning Engineer, he was the last at site to close the project, with Final Take Over issued from Client and won the client’s appreciation for his sterling efforts by being honoured as the Best Project In-charge for O&M & DLP by the Chief Executive Officer of NTPL.
Buoyed by this recognition, Arun found new wind in his wings at Khargone to face the challenges posed by COVID-19. “To reiterate that we never leave a job incomplete, I started going to office daily, call up each associated NTPC official and convince them to participate in online discussions to address issues. In fact, I personally installed a software solution in NTPC laptops for them to review our bills daily.” His perseverance paid off with NTPC clearing critical overdue payments to help the site maintain liquidity. Interestingly, the client has started using an online portal at site during the lockdown which he says, “is a platform for tomorrow’s world in this new normal.”
Internally, to tackle working capital related issues he has appraised completion of work and retention release to maintain the pulse of the project, which was accepted and released during the lockdown.
Hailing from the Power City Neyveli Township, Arun’s love, Abirami Arun is a blogger and freelancer and the joy of their lives is their three-year-old daughter, Maghathi Arun. He recalls a family trip to Rajasthan for her 2nd birthday as some the most memorable moments of his life. A self-professed food connoisseur, he enjoys playing FIFA and listening to music in his free time.
Himangshu Patgiri
Construction Manager (Mechanical), MMH SBG
One of his favourite hobbies is to recite poetry and although Himangshu Patgiri finds joy and solace in his rhymes, he is equally focused at work at the MCL Bhubaneswari Mines project where he is presently working. “The lockdown was an unexpected risk for the project that was difficult to analyse,” he remarks, “and we had to come together and brainstorm to find the best way possible to restart.”
There were several challenges awaiting Himangshu and his colleagues. “Motivating the workmen to join work, to follow all the Government guidelines and stay protected in an open area project with a lot of interstate truck movement was difficult,” he says with a tight smile. Having understood the issues facing them, Himangshu and team set to work on a war footing to overcome the obstacles and resume operations. “We planned to have only the minimum required workmen for execution. I allocated a team leader who would only monitor whether workmen were using masks, maintaining social distancing norms and following the other SOPs. This helped me hugely and we did not lose any man-days after the unlock,” says a satisfied Himangshu.
“Our client believed in us and supported us whole-heartedly to start work during the lockdown,” he shares. “They ensured that no outsider could work in the project except for the ones who stayed at workmen camp and even formed a committee to assess how well we were following all the SOPs and suggest improvements that were very helpful.” Himangshu praises his Project Manager for his support and guidance, adding, “our safety team was always on the lookout for improvement initiatives and guided me wherever I was missing out on things.”
Having started his association with L&T at the NTPC Farakka Wagon Tippler project, Himangshu has worked at a host of other projects including the CHP DVC Koderma, Bhushan Steel, CHP for MCL, Lingaraj and currently at CHP for MCL Bhubaneswari handling fabrication, erection, and commissioning of the Rapid Loading Silo Unit.
Hailing from Barpeta in Assam, Himangshu’s better half is Doly Das, a homemaker, and they are blessed with a son, Borenya Kashyap, whose birth has been his life’s most memorable moment.
“I am extremely impressed with the way L&T has adapted to the ‘new normal’ using digital technologies, while not compromising on quality and commitment,” he signs off proudly.
STRUGGLING TO STAY POSITIVE AND SPREAD POSITIVITY
Dhiman Bose,
Manager (Systems), MMH SBG
People joke these days that it is better to be negative than be tested positive for COVID-19. Dhiman Bose, at Saudi Arabia’s Mansourah Massarah Gold Project found himself surrounded by positive COVID cases at site. “More that 50% of people at site were tested positive so we had challenges of isolation, segregation, and accommodation of positive & negative persons in the available limited facility,” he says. “Only another person and I from HSE were negative so we had to shoulder the responsibility to keep the spirits positive while managing matters at site.”
Dhiman took over the responsibility to lead the Canteen team to distribute food, segregate and isolate positive and negative people, organize sanitation twice a day, control social distancing, distribute PPEs, arrange for medical help, transport critical cases to the hospital and follow up with the Saudi Arabian Heath Ministry officials for necessary guidance & advice to manage the COVID situation. Triumphantly he says, “We fully controlled the pandemic situation and in a month’s time we had no new cases, so we focused on resuming operations at site for which various procedures and SOPs were prepared, training was arranged for all staff & workmen, facilities and offices were frequently inspected and transportation was arranged as per the new norms.”
“To restart work, we formed four teams to look at key areas,” Dhiman elaborates on their plan of action. “Security controlled outsiders and locals entering our project, the medical team monitored our health status. Another team was tasked to prepare the required documents, procedures & SOPs to implement control measures during work while the mobilization team planned and implemented restart of operations.” Thanks to the excellent support of his seniors at site and the management in UAE and India, work has resumed in a phased manner and Dhiman and his colleagues can shift their focus to drive progress.
Dhiman attributes his success to the rich experience he has gained at L&T since the time he started his innings in 2007 at the Jindal Steel Plant at Jajpur, Odisha as ISD Project Coordinator. After 3 years at the DVC Koderma Coal Handling Plant at Jharkhand, Dhiman moved to the ISD Cluster in Delhi as Project Leader for MMH projects till 2015 when he moved as Manager – Systems to the Emirates Global Aluminium and LSAW Pipe project in UAE. He has been at his present assignment since 2019.
“I come from Sodepur, Kolkata,” Dhiman shares about his personal life. “My wife, Mallika, is a schoolteacher and the apple of our eyes is my son, Anurag.” Watching movies, driving, reading books on new technologies are his hobbies and he fondly recalls a 4‑day ride from Kolkata to Puri, Orrisa with his parents, wife, son, and mother in law.
Abhay Kumar Singh
Manager (IR), MMH SBG
Manpower is an essential resource for any activity and Abhay Singh’s major challenge during and after the lockdowns has been to ensure ready availability of manpower with the relevant skills. “Though looking after the IR and administration functions at the Coal Handling Plant projects at Khadia, Nigahi and Jaypee Nigarie, I was also assigned to mobilize contract workforce and ensure smooth IR functioning at our JSW Steel Plant in Dolvi by addressing the major challenges of retention of contract workforce, engagement at site and their attendance system,” shares Abhay. “It took a lot of effort and persuasion to convince both employees and the contract workforce to return to site and, more importantly, get the desired output from them,” he says, laying down his objectives. “As these projects were in demobilization phase, another challenge was to dispose off the scraps at the right value and dispatch the useful stocks to other project locations.”
During such uncertain times, it is critical how one deals with manpower especially when they must be urged to perform well at site. “My approach has been to be an effective facilitator to ensure that all support services were available to the execution team and, at the same time, extend medical support with personal attention to any team member in need.” Relationships work wonders in such situations and Abhay was able to draw on his rich, over 20-year experience in similar areas to address issues and achieve his functional milestones. “It is important to maintain a balance between and adherence to COVID-19 guidelines and work schedules,” he stresses, “with the challenge being to create an environment in which the workmen feel safe to work.”
Abhay shares an interesting ploy they adopted. “We have created an informal mechanism of interacting with the daily wage workers to know the medical conditions of other workers and their family members so that we can deter those suspected of having COVID symptoms or having family members with symptoms from coming to work.” Abhay acknowledges that his success has been a triumph of teamwork with wholehearted support from his seniors and colleagues. “My suggestions have been taken with due seriousness and appropriate feedback shared for improvement,” remarks a satisfied Abhay.
Abhay considers his marriage to Manisha, a homemaker, his life’s most memorable moment and they are blessed with a son, Yashvardhan. “I keep myself abreast of the political scenario and legal framework especially to those related to labour laws by reading newspapers and magazines,” he says. “There are huge challenges to ensure unhindered project execution for even the smallest mistake can snowball into a big issue disrupting execution. So, mine is virtually a 24x7 job, but I manage to follow my hobbies which also further my effectiveness in discharging my responsibilities,” he signs off positively.
“Our main challenge during the pandemic has been to ensure the safety and health of all our workmen and build their confidence,” declares Manoj Kumar Nanda, EHS Manager, UAIL Expansion Project. “Even though I have rich experience working at several B&F sites in Mohali, Delhi, Bengaluru for over 6 years from 2009 to 2015 and other large scale projects like the CDQ Project, Tata Steel, Jamshedpur and External Water System Project, Bhilai Steel Plant for MMH since 2017, managing and boosting workmen morale is no easy task, more so during these days of COVID-19 following all the SOPs but we have succeeded to ensure project progress.” His quiet confidence is of a man used to getting things done.
As a team leader of the COVID warriors and a member of the COVID Task Force Committee (TFC), Manoj set out with a simple but effective plan to overcome the obstacles and resume operations at site. “We have implemented a three-pronged system to ensure that its business as usual in the new normal. The COVID Watchers, among the workmen report in to the COVID Warriors who are predominately EHS and Admin staff and they then appraise the COVID TFC to ensure that all SOP guidelines are being followed. We have even announced special incentives for all labour who work till June 2020, which helped our retention plan to succeed,” he smiles.
Manoj credits his performance to the vision of and sound support from Project Manager, Prasanta Tikadar, Project Accountant, Satish Patnaik, Planning Manager, Sudip Sen and the special guidance from SBG EHS Head, Dr K.N. Sen “I am extremely proud to identify myself as an L&T employee at any forum. L&T is a process-oriented organization that hones every employee’s skill preparing them to give off their best,” he signs off proudly.
“I am extremely proud to identify myself as an L&T employee at any forum. L&T is a process-oriented organization that hones every employee’s skill preparing them to give off their best,” he signs off proudly.
Swagath Hiriyanna Gowda
Assistant Manager (EHS), MMH SBG
A serious issue for the Mansourah Massarh Gold project in the Kingdom of Saudi Arabia is its isolation located 500 km away from the capital city of Riyadh which is a serious consideration especially during these testing times of the pandemic as EHS personnel like Swagath Gowda have found out. “Our prime challenges were mobilizing new workmen and following safety protocols” for which, Swagath and his team developed fresh protocols to mobilize new workmen. “The workforce was mobilized and quarantined initially at the Riyadh Camp for 5 days,” he explains. “On the 6th day if tested negative after the PCR test, they would be allowed to move to the site on the 7th day where they would be kept under observation for another 3 days and deployed at project site only after the necessary Medical / COVID screening, EHS induction and training. We ensured that these protocols were stringently followed,” he stresses.
“Our esteemed client Maaden, the PMC — Becthel and consortium partner, Outotec, worked together as a team to form a ‘COVID Crisis Command Centre – 4C’ involving the senior management, the medical team and staff members and together they did a lot to visualize the situation and seek ways for an effective and gradual restart,” Swagath shares.
Their effort bore fruit because the project team with this new workforce were able to achieve multiple milestones. “We geared up mobilization of P&M, increased the capacity of concrete production, started work on various fronts in different construction zones and more specifically, strengthened the supply chain management for construction materials.” To control the spread of the virus, the team implemented a COVID precautionary induction and introduced COVID Watchers exclusively for COVID prevention compliance at site. Swagath mentions the great role played by the senior management during the crisis to support the employees. “All of them demonstrated their commitment towards safety,” he adds meaningfully.
Having joined as a DET in 2008 at PHED JBIC Jaipur, Swagath then worked at HZL Dariba Phase III Zinc plant. “There we won the Rospa Gold & BSC awards for clocking 32 Million safe manhours,” he points out proudly. Thereafter, he worked at the HZL Dariba Lead Plant and the Tiroda Adani Power Plant projects where he clocked 6 million and 10 million safe manhours respectively after which he had stints at the HMEL Bathinda and JSW Bellary sites.
Swagath is from Shivamogga in Karnataka, is married to Vinutha, a homemaker and they have a 2‑year-old daughter, Saanvi. “Her birth is my life’s most memorable moment,” he says joyously. During his free time, he plays cricket and loves to travel to new places.
MICRO-PLANNING IS THE KEY
N Remith Raveendran,
Assistant Manager (Mechanical), MMH SBG
With the Unlock, the task in front of the leadership and people at site was to re-plan, re-align and return to action. For N Remith at the 2x660 MW NTPC Khargone super critical power plant project, the immediate task was to prioritize and attack the major works affecting plant commissioning on a war footing. “We had to work parallelly on different fronts,” says Remith, reflecting the need for speed.
He then ticks off some of his other initiatives. “We devised a trade validation test to find multi-skilled workmen and utilise them across functions as our numbers were low. To speed up the work permit system we used digital signs, which greatly reduced the time taken. We submitted our new plans to the client, and it is very nice of them that they not only supported us with resources wherever required but even agreed to inspections via video conferences.”
Having joined L&T as a DET in 2010, Remith has had two assignments prior to Khargone: a 5‑year stint at the Tata Steel Plant in Jamshedpur followed by another 4‑year stint at the Reliance project in Jamnagar.
“To overcome the mindset of fear, we had to motivate everyone, especially the workmen with whom I started to share regular PEP talks in the morning,” describing his contribution to help the project return to some sort of normalcy. “We wanted to convey the feeling that we were standing shoulder-to-shoulder with them.” In another effort to bring back labour, they collected the contact numbers of the workmen who had gone home during the pandemic and “used our existing workmen to convince them to return,” he shares, with an expression that their strategy was successful. He nods, “Yes, it has worked because a number of them have returned to site.”
After restart, they had to keep a close eye on activities to achieve every target on time. “For this, I made micro plans for each activity, made precise start and stop for each activity, conducted meetings with fitters and supervisors of every gang prior to starting a new job. We even had them to sign an agreement to show that we were very serious. We also announced performance-based monthly prizes for each gang, fitter and supervisor that has helped improve competitive skill and speed up job progress.”
Hailing from God’s own country, Remith’s better half, Thushara is a B Sc nursing graduate but presently busy looking after his home and their son, Aadvik. His son’s birth, his joining L&T and marrying his love are some of Remith’s most cherished moments. “I am very proud when we discuss about L&T at functions and get togethers,” he says with great respect for the company he keeps.
“With the lockdown, our major challenge was to mobilize material from our vendors.” For his role as Store-in-Charge at the Mansourah Massarah Gold Project, Kaustov Bose’s problem articulation is spot on. “When we resumed work, Saudi Arabia was still in a lockdown with restrictions on inter-city movement of vehicles. Most of our vendors were either totally or partially closed and our problem soon became more severe due to the restriction on imports, specially from China. Our registered stockists ran out of stock of many of our approved materials.” The need of the hour was for a more flexible procurement strategy, remarks Kaustov, rather than waiting for the approved brands to become available. “With the market situation very uncertain and none of our suppliers able to commit to a delivery schedule of the out-of-stock materials, we were compelled to seek alternative materials and sources. After an extensive survey for new vendors and new brands throughout KSA, we decided on some readily available materials in the market that met our minimum requirements to maintain continuity of site operations.”
The other challenges they faced were to enforce the safety protocols that were alien to both employees and workmen, procure things like disposable masks and infrared thermometers that were either unavailable or being sold at a huge price and due to the flight restrictions and the site’s inability to mobilize staff or labour as originally planned.
Kaustov acknowledges the support the site received from their client. “They convinced the Ministry of Health to do the Swab test for all our site personnel and arranged for permissions from the Ministry of Transport for our vehicle to travel inter-city carrying essential items during the lockdown. In fact, the then VP of Ma’aden, Mr. Saad, came to stay with us in our camp, fully aware of the situation to guide us completely to comply with all the requirements of the MOH. Our vendors too supported us greatly during this critical phase.” He is grateful for the “tremendous support from our seniors too who took special care of the people at site, helped us to make the SOPs, implement them and played a great role in resuming site operations,” he sums up.
A native of Kolkata, Kaustov’s life partner is Tista, a homemaker, and unsurprisingly, most memorable for him is his wedding day. “I like travelling and exploring new places with friends and family,” adding that these days he finds it difficult to take off.
“L&T takes care of its employees and we really understood that during this pandemic,” he says with great sincerity. “Our management has always come forward to extend every possible support and that’s why I’m proud of this company.”
ONE MEGA PROJECT AND ALL HEROES IN THEIR OWN RIGHT
MMH SBG’s mega JSW Dolvi project located in Maharashtra’s Raigad district had to get back to action on the double but the lack of labour was their biggest stumbling block. The SBG and project leadership put together a task force, with team members placed at various locations mandated to liaise with local subcontractors, identify workmen, convince them that it was safe to return and ensure their safe transit to site. Here are some of the heroes who made it happen.
SHOULDERING MULTIPLE RESPONSIBILITIES IN A CRISIS
Lal Anjne Anurag
Manager (IR), MMH SBG
Although handling IR at his 3MTA Hot Strip Mill for SAIL RSP at Rourkela, Lal Anjne Anurag, stationed at Varanasi is mobilizing workmen for the JSW Dolvi project by arranging transportation and procuring the necessary permissions. “I have to ensure that they board and reach safely at site,” he says. “We also clear all the obstacles during their transit especially at state border crossings and answering various queries from state authorities. We have finally succeeded to mobilize the required manpower and achieved our project target.” His face is a mix of relief and triumph.
Anurag could not afford to shift his focus from his SAIL project where commissioning activity was at its peak when the first lockdown was enforced. “We had to at least keep essential activities rolling,” he remarks. With vehicle movement prohibited, night curfew imposed and with fear spreading, getting personnel to work at site was an uphill struggle. “Despite the adverse situation, we interacted with all the appropriate government departments that deal with workmen issues and made them understand our position and requirements,” says Anurag. “We finally successfully mobilized some 50 to 60 essential workforce including our staffs to work, picking them up from their homes and dropping them safely back.” Anurag is thankful for his Project Manager, Mr. R Umasathiyan’s leadership of the task force and adds that success was because of the team’s commitment.
Anurag comes from Ayodhya in Uttar Pradesh. His life partner is Rashmi, a homemaker, and they are blessed with two daughters, Khushi and Anushka. He practices yoga and pranayama when he finds the time for them.
Having already worked at 4 other projects before SAIL, Rourkela, Anurag is proud of L&T for giving everyone equal opportunities to perform and prove their ability that creates security and trust.
“SAIL is my 6th project with L&T,” shares Abhay and recalls with pride the appreciation from his BU Head after completing 20 years with the company.
Although stationed at the SAIL project in Bokaro Steel City, Abhay Kumar has been mobilizing labour for the JSW Dolvi site too. “It has been tough convincing subcontractors and workmen to go to site with the rising cases in Maharashtra,” he remarks. “Further, with no public rail or road transport in Jharkhand, we had to move workmen first to the nearby states of Bihar and UP and then to Dolvi.” Abhay’s responsibilities include appointing new subcontractors, coordinating for their conveyance, and conducting meetings to convince people to travel. “We were in constant touch with all the stakeholders. As soon as we received permission to resume site works, we started mobilizing and reached the mandated strength almost immediately,” Abhay gives a thumbs up. “We also ensured that every workman was paid by their subcontractors and departments for the lockdown period.”
PLANNING TO STAY AHEAD
Rakesh Pandey,
Assistant Construction Manager (Mech), MMH SBG
Retaining migrant workmen was Rakesh Pandey’s biggest challenge, who after joining L&T in 2011 has worked at the Tata Steel Kalinganagar and HMEL Bathinda refinery projects. “We successfully retained 50% of them despite the state government encouraging them to return to their hometowns and with a thin workforce, we extracted higher productivity by completing modular erections and achieving our immediate milestones of roof rafter beams and monitor trusses,” he shares triumphantly. Since the numbers were few, the team reduced work at heights and resorted to modular erections and Rakesh is delighted that their modular erections are becoming a benchmark for similar upcoming projects.
“Our direct connect with the workmen worked very well,” he shares. Taking their details from the database and discussing directly with the working team, they successfully mobilized about 500 workmen in a very short span of time, attacking various regions. “We specially targeted Patna,” he points out, “where I was stationed for a month.” To face the threat of the oncoming monsoon, there were precise instructions from Project Manager, Mr. T S Murleedharan and Rakesh’s immediate superior, Mr. R J Shenoy, to prepare an action plan to identify areas where the impact of the rains would be more and their planning was spot on again.
ALWAYS ON
THE BALL
Mani Senthilkumar
Assistant Manager (Industrial Relations), MMH SBG
Mani Senthilkumar (or MSK, as he likes to refer to himself) had two issues to solve: to safeguard the health and safety of a large workforce at 4 different locations, “by constantly controlling, inspecting and monitoring for health hazards,” he says and the other to mobilize labour from other states without any government transport facilities. “After safely bringing them to site on specially arranged buses, we had to quarantine them for 14 days providing all the necessary medical and other welfare facilities.” Workmen retention was tough during the days of the lockdown and the team had to constantly motivate and encourage them to stay. “Most importantly, we had to build confidence among the team members through awareness as well as by providing adequate infrastructures to prevent the spread of COVID-19,” he asserts.
MSK attributes their success to some detailed planning prior to the restart of operations, implementing several changes in their work methodologies. “Whatever be the challenge, our Project Director, Mr B P Singh and Project Accountant, Mr Debasish Ghosh stood with us like strong pillars of strength guiding and working tirelessly with us as a team,” shares MSK, “they continuously motivate us, appreciate our good work and have been true inspirations during these testing times.”
MSK is already on to his 5th project since joining L&T in 2008 having worked at the Visakhapatnam Steel Plant, DCPL (JSW) at Dolvi, EGA Tanks in Abu Dhabi and the Sterlite Thothukudi project sites before his present stint at JSW Dolvi.
THE PERFECT COORDINATOR
Sunil Kumar Singh
Assistant Manager (Industrial Relations), MMH SBG
Sunil Singh, posted as PF Coordinator for the Jamshedpur PF region, is another member of the special squad mobilizing labour for the Dolvi site, temporarily stationed in Zone‑2 area in Patna. His problems are like those of his colleagues – the difficulty to convince workmen to travel to Maharashtra. “We set ourselves weekly targets and put maximum effort to achieve them,” he says.
“We screened more and more workmen with the help of the site engineers and after we helped them board the specially arranged buses, we tracked their transit via GPS to ensure that they safely reached their destination.” Sunil is happy that he has won the appreciation of his Zonal Coordinator and the vendors for his wonderful efforts.
Sunil comes for Jharkhand’s Ahilyapur village, is married to Manju Singh, a homemaker and they are blessed with two children: daughter, Rashmi, and son, Vivek Kumar. While he keeps himself updated reading newspapers and watching news channels, his only passion is work!
SEALED AND DELIVERED!
Animesh Das
Assistant Construction Manager (Civil), MMH SBG
Part of the special squad, Animesh Das is stationed at CSTI, Serampore, “It was my responsibility to boost the morale of the workmen we mobilized, arrange for their transport after procuring all the necessary permissions, ensure that they board the transport arranged by us and reach our site safely following all the SOPs and guideline. We also had to solve any problems they might face in transit at border check-posts, etc.” Under the leadership of Mr. Debashish Karmakar (Head HRW) at CSTI-Serampore, Animesh has worked diligently to achieve his objective with the help of digital tools like WISA.
After joining L&T in 2009, Animesh has worked at the two Tata Steel projects at Jamshedpur and Kalinganagar. He hails from the village of Tamluk in the Purba Medinipur district of West Bengal, is married to Gayetri, a homemaker, and they are blessed with a son, Aritra, whose birth is Animesh’s most memorable moment. During his free time, he loves to play cricket and football when finds the time to follow his hobbies. “I am proud of L&T for its work culture and internal systems,” he shares passionately.
“I LOVE WORKING FOR L&T!”
Sandeep Kumar Tripathi
Assistant Manager (Accounts), MMH SBG
“I love working for L&T,” declares Sandeep Tripathi, “our team feels more like a family which has improved my overall performance, and I have become more efficient. In fact, my seniors and team members have supported me very well to achieve my objectives, maintain the SOPs and fight against this pandemic.”
Though stationed at the CHP & AHP NTPC Tanda project, Sandeep is mobilizing workmen for the JSW Dolvi project too. “We successfully mobilized approximately 3,900 workmen for both sites from the states of Bihar, Jharkhand, West Bengal and Uttar Pradesh,” he shares triumphantly. “3,600 for Dolvi and 300 for Tanda.” Sandeep has additional responsibilities of retaining workmen at site, collecting payments from the client, and keeping the staff and workmen safe.
Sandeep brings with him the experience gained at other projects like the Raniganj Barakar Road, ISPHL Haldia, NTPC Kahalgaon and NTPC Barh before his present posting at Tanda.
