AN ALL-OUT EFFORT TO SECURE
THE WAY FORWARD

Across a career spanning close to three decades, Kothandaraman Parthasarathy, Project Accountant, at the Industrial Area Sewage Treatment Works, Qatar, has faced many challenges but states that the present scenario was something that had to be dealt with a lot of care, especially in a foreign country. “Unlike India, we did not have a complete lockdown and had to plan work aligning to the safety measures of the Health Ministry.”

It was an all-out effort that held us together and paved the way forward, mentions Parthasarathy. “Early on, we formed teams involving members from key functions that strategized execution methods after studying the on-field challenges while there was a specific team whose job was to enhance awareness and implement the regulations at work.” Taking timely updates from these committees, Parthasarathy was able to facilitate works in a phased manner. “Decision making was perhaps the most crucial factor and we couldn’t afford to make a wrong move but thanks to my seniors at site, Project Manager – Vishal and Safety Head – Saif, our way forward was secure. Our front runners, Dipu Paswan from the Time Office and Venkatesaran from Administration, provided stupendous support to realize all our initiatives.”

For Parthasarathy and his team, perhaps their biggest gain has been their cross-domain learning over the past few months. “Especially with the youngsters, this has been a major plus as they get to know the big picture which is always helpful. Networking was another aspect that gave them the edge. It is not only about how good your rapport is with the client but also with key external stakeholders like the Ministry of Health, local authorities that is making a difference in these difficult times.”

Today, theirs is a versatile team proficient in handling cross-domains at site. “As oxygen cylinders were in great demand, we approached several vendors across locations to meet our requirements to complete the 200 T gate along with hoist components in line with our schedule.” Having accomplished a major milestone, Vishnu realizes that the momentum must continue as the overall goal is to establish a green channel for the farmers. “A unique aspect about WET IC projects is that they directly touch and transform lives of people and every time one is involved in such missions there is pride in having served the nation,” he shares emotionally.

“Coming together for a common cause has never been so good,” exclaims Vishnu. “While we put in our best efforts, the client was equally supportive and helped to facilitate the process thereby conveying a strong message to the workmen that they were in safe hands.” Completing the gate and hoist works at site is special to Vishnu as it adds up to his list of mechanical accomplishments that includes a 3500 T gate for the Kharkai Barrage, a project he holds close to his heart.

Making a short visit to his hometown Tiruvanamali, is always a delightful sojourn for Vishnu, a delightful opportunity to bond with his family that includes his wife Karthiyani, a home maker, and daughter Rithanya Sri, and of course, to pursue his hobby, “I do some basic projects in the field of automobiles, electrical and electronics, with my daughter watching the activity with great interest.”

Abheejit Patil is inspired by our Group Chairman, Mr A M Naik’s statement during a media interview in July 2017 when he described L&T as the company that makes things that make India proud and that pride he brings into all his projects, the latest being the Dhadhusan Red Laxmipura lift irrigation scheme where he has been since 2017, managing the civil works.

Like almost every one of his colleagues, Abheejit’s primary concern with the spread of the pandemic was the shortage of skilled workmen. “After the MHA announced relaxations, we had to complete some critical activities since we were at the verge of the monsoon that could affect commissioning and completion schedules,” he warns. “But things were managed very well. We successfully retained the migrant labour during the lockdown by providing them all amenities. At the same time, we mobilized a mix of local and migrant workmen. All this was possible thanks to the support from our management, sincere and dedicated efforts put in by our engineers, proper coordination and support of our vendors.”

The fear was that labour productivity would suffer due to social distancing and other precautionary measures that had to be taken at site. “This was again managed exceptionally well by our team through continuous engagement at the site,” shares a happy Abheejit. “We had clearly identified the critical tasks to be completed before the monsoon, assigned ownership to our engineers and support staff and by retaining labour, we were able to attain our milestones.” The SOPs circulated by the management were communicated to the vendors through daily safety meetings and PEP talks and by ensuring all facilities and amenities, everyone remained safe. “New workmen were engaged at site only after proper screening for COVID-19,” informs Abheejit. “Initially, we deployed workmen in staggered groups across fronts on resumption and gradually picked up pace to achieve our targets.”

What worked well for Ashutosh Kumar Singh, Project Accountant, Nuapada Water Supply Project, RWS BU, to address the immediate milestones at site was a blend of humane and digital approach. “To begin with, during the lockdown phase, we formed five teams for the different schemes and convinced the workmen that staying back at our camps was the safest option.” Thanks to this initiative, we were able to hold a good number of workmen, and later engage them with some additional local support as we picked up steam, mentions Ashutosh.

Into his second project, Ashutosh is already a seasoned hand. “Titlagarh Mega Lift Irrigation Project was my first project and as second in-command, I was responsible for a range of activities across accounts and administration. That stint, kind of prepared me for the bigger role at Nuapada and COVID-19 has been a learning for all of us to work together and excel as a team.” The bonds built over the last few months is certainly a key factor in raising the bar amidst these challenging times. “As a team, we were on a rear-guard action 24/7, implemented some significant ‘do-it-ourselves’ initiatives like making contactless hand sanitizers using PVC pipes across work locations and fumigating in consultation with our EHS team that ensured our well-being.”

Apart from being the Planning In-charge at the Jawai Cluster IV project in the district of Pali that aims to provide drinking water from the Jawai Dam to 224 villages, Ankit Bansal is also a man of quotes. He shares Paul Oberschneider’s famous quote, If you want to go fast go alone, If you want to go far, go together to describe his effort to combat the impact of COVID-19. His issues were fourfold as he enumerates: “Difficulty in arranging manpower, material and other resources, huge client outstanding, difficulty to retain available labour and uncertainties adversely impacting teams and individuals.” Like a true planner, after having identified his problem areas, Ankit got down to address them.

“Firstly, we focused on boosting the morale of our manpower and employees with regular health check-ups and awareness programmes conducted by the IR & EHS teams,” he shares. With the unlock, Ankit and team focused on arranging for manpower and subcontractor teams to resume civil structures like WTP structures, ESRs and pumphouses. “As our sites are in remote areas with less population and the risk of the virus spreading less, I planned to immediately start civil activities to overcome losses for the next milestone as we realized that pipeline work could not start due to movement restrictions.” Next, they raised the need for Extension of Time for the 3^rd milestone with the client, raising concerns of the difficulties that associated vendors were facing in manufacturing, supply & transportation of materials. “Both our client and vendors agreed to virtual inspections and with the client helping us with the necessary permissions from the District Collector, we recommenced civil activities at all locations. By end July, we had 40 subcontractor teams and 364 screened workmen at site.”

Achieving a major task and that too on a birthday is always special and for Gireesh Doddi, Assistant Manager, Civil, at the 100 MLD Desalination Plant Project, it was a double delight. “We completed the first major concrete pour of 191 cum and the feeling of having achieved it against the odds was overwhelming.”

Nothing comes easy, mentions Gireesh, referring to their hard work during the no action phase. “Performance planning was key as we lined up the immediate goals that were feasible like completing the drawings and designs so that the structure works could be taken up when the fronts opened.” To bridge the gap, a group-based work approach was implemented. “We divided the workforce into subgroups with each unit given a specific task and as the momentum picked up, we introduced night shift operations with our client’s support.” The move worked well for Gireesh and team as they went about the ground engineering works banking on some innovative methods. “Sourcing copper slag from a nearby plant proved beneficial in terms of cost and time as we were able to quicky spread a granular blanket above the stone columns well before the monsoon.”

At home in Vizag, Gireesh has the support of his wife Trividha, a home maker and a toddler daughter, Shasika to play with during his visits.

A project at the heart of Udaipur was something that Pawan Kumar Pandey, Assistant Manager, IR & Admin was looking forward to when he was posted at the Udaipur Integrated Infrastructure Works. “A few weeks into March and we had a huge challenge as most of our alignment was running right through the containment zone with the Nagar Nigam area locked down for more than 45 days.”

A few priorities needed to be ticked off right away, he remarks. “We had to be in line with the city administrators on zoning so that overall safety was ensured at our workmen camps. The plan was to have specific teams to address the various requirements of workmen while continuously monitoring their health. Initially, during the restrictions, movement was confined only within the camps with facilities such as health screening and doctor visits arranged regularly.”

When the works began, the team adopted a cautious approach. “We were continuously in touch with the local media, city administrators for timely updates on developments that were immediately passed on to the execution teams across fronts.” Pawan acknowledges the support from his seniors at site. “I’m extremely thankful for the guidance of our Project Manager — Vipin Kumar Tyagi, Accountant – Vikram Singh Rathore and Planning Manager – Ankush Bansal. It is their positive mindset and ‘Converting the Impossible to Possible’ attitude that gave me the confidence to take up the mantle of facilitating approvals to fast track our works.”

Pawan agrees that the team has gained invaluable insights. “Today, we are in a position to take critical decisions according to the situation and the best thing is that we have the backing of our seniors. In a way, the team, especially the youngsters, have started to think a step ahead, going beyond their work areas, like a project manager and that is adding value to the entire value chain.”

Since joining L&T with the GET batch of 2014, Gaurav Anand has been on a steep learning curve, and he agrees that it has been an enjoyable journey thus far. “Each of my projects be it the Ganga River Front Development or the Kharkai Barrage or even my present assignment at the Mallanna Sagar Reservoir project, the challenges have been different and my learning rich!” He exclaims. As Planning Manager, Gaurav is feeling the heat as his delivery date for the project is fast approaching in December 2021. It is a prestigious one for the Government of Telangana being part of a mega programme that proposes to meet almost 70% of the state’s water requirement. “As of September, we have completed 45% of the works,” with a larger onus to close in on the milestones .

With the pandemic, Gaurav and the project team have been having sleepless nights contending with issues relating to labour retention, procurement of material, movement of personnel and safety of all from infection. “After being months away from their families during the lockdown, it was understandable that the workmen wanted to leave but we encouraged them to stay put and leave later in a phased manner. Simultaneously, we went all out to source labour from other locations. Some agreed to come but could not travel.” His face then brightens, “our approach worked and by maintaining the required strength we smoothly restarted work.” Hundreds of dumpers make multiple trips daily bringing soil and sand from quarries, increasing the threat of spreading COVID too. “Drivers usually sit together to eat during loading. To prevent this, we provided them refreshments at the start of their journey,” informs Gaurav.

As a Planning In-charge, Cheemala Shanmugha Satish Kumar, realizes that the key to achieving targets is commitment. Ever since the lockdown began, he and his team have been committed to addressing various issues to get the site to return to work as quickly as possible. “During the initial stages, we ensured that all work bills of the contractors were prepared immediately and by doing so, instilled a sense of confidence in them that we were standing by our people in these testing times.”

The good work continued as specific team members touch based with the respective contractors and workmen, regarding their safety and well-being. “Thanks to our initiatives, almost 80% of our contractors returned to site after lockdown,” he adds. Bringing back the momentum was easier said than done but with the support of his Project Manager, D. Kumaresan, they charted a specific course of action. “We began early using the lockdown period to update all progress and reconciliation documents to be ready for action with the unlock.”

Further, on-ground, they identified the critical work factors, conducted situation review meetings and assigned individual responsibilities with set timelines. “Once the works began, we started sharing the WIP through video snippets and photos highlighting the SOPs in place to all our contractors and workmen which boosted their morale and gradually increased the momentum at site.” The power of digital platforms was very effective especially during the remobilization, exclaims Sathish, “We were able to bridge the manpower gap with some out-of-the-box thinking. We even arranged exclusive transport for bringing workmen from other districts around Tamil Nadu and the neighbouring states.”