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While it has been difficult to maintain status quo at project sites in India, it has been doubly so for projects overseas as S Madhan Kumar, MENA BU, F&A Head with the additional portfolio of the Mansourah Massarah Gold Project in Saudi Arabia, reveals. “The pandemic has changed our lives too. Presently, my primary concern is to keep intact the mobilization schedule amidst strict international restrictions on trans country movement.” At site, Madhan’s responsibilities include creating awareness about social distancing, conducting sanitization drives at all premises, organizing mass vaccination drives with the approval of the government authorities, meeting additional hygiene requirements and conducting virtual post COVID health programmes.

Even for a veteran like Madhan Kumar, who is at his 7th project with L&T, the challenges are tough. Having started his tenure with L&T at the Satya Sai Water Supply Project – Puttaparthy as IR Assistant for two years, he moved to the Satya Sai Water Supply Project & other Rural Water Supply Projects, Andhra Pradesh as Site Accountant for nine years followed by a 3-year stint at Tata Steel 3 MTPA Expansion Project, Jamshedpur again as Site Accountant. “Thereafter, I was Accountant at the Delhi Cluster for a year, Accountant at the Kolkata SBG office for the Non-Ferrous BU and Site Accountant at the Emirates Global Aluminium Project in Abu Dhabi before my present assignment,” he summarizes his journey with L&T.

As workmen mobilization was a pressing issue, Madhan was constantly in touch with the Saudi embassy. “To make up for the vacuum created by the pandemic, we inducted local workforce to keep the pace. It was also my responsibility to tweak the funds allocated to ensure that our suppliers did not run out of money.” A COVID war room addressed the immediate requirements at site. “While our BU Head and Project Director had full authority to take steps to tackle the emerging situation, our Task Force was given additional authorization to make decisions while sitewide, we had cross functional teams to accelerate and create work fronts.” Madhan also mentions about the several communications from the client to accelerate pace during this crucial time that have been tackled with personal, one-to-one communication with the site client representatives to make them cognizant of the ongoing crisis. “Digital solutions have improved productivity and reduced cycle time,” he says positively.

BREAKING DOWN BIG TASKS TO DELIVER

Susanta Nandi

Senior Construction Manager (MECH), MMH SBG

“Realizing that we are all in this together, we had several discussions with the client and our subcontractors regarding spreading awareness about COVID-19 and the precautions to be taken at site,” he informs. The team’s regular interactions with the workmen during their pep-talks and frequent site visits, encouraged them and minimized their fear of infections. “This helped a lot to retain key work groups for project progress,” smiles Susanta.

On the digitalization front, all hard copies of work permits were changed to the digital form for discussions with the client and subsequent approvals and by sharing the soft drawings with skilled workmen, work progressed faster, keeping the COVID protocols of distancing.

Susanta hails from Bankura in West Bengal and is married to Pratima, who is a homemaker. They are blessed with a son, Swattik. “I love to listen to music in the mornings and nights before I sleep,” he shares, mentioning that seeing the Taj Mahal under moonlight with his family was an unforgettable experience.

“At L&T, I am enjoying myself working in critical situations to deliver,” he rounds off on a high.

THE STRATEGY IS MECHANIZATION
ACROSS FRONTS

Sushanta Kumar Panda

Senior Construction Manager (Civil) – MMH SBG

Sushanta Kumar Panda’s responses to the various disruptions caused by the pandemic have been to introduce as much as mechanization as possible at the project where he is presently working, the 3MTPA Alumina Refinery expansion work at Lanjigarh in Odisha, which also happens to be his home state. The fact that he has a free hand to implement these measures for the success of the project reflect the freedom and transparency that he enjoys at work, which he shares are the reasons why he is proud to be a L&T-ite.

“To achieve our milestones that had already been delayed due to COVID-19, I put the available manpower across various fronts and, most importantly, mechanized activities wherever possible,” he says with the conviction of having succeeded in his effort. “We introduced mechanisation by procuring cut and bend reinforcement from outside, introduced a rebar tying machine, a tele handler for lifting materials, an automatic plastering machine and alufo shutters.”

At site, Sushanta has put in place monthly plans and distributed the workload to the different work zones that are regularly monitored. “Project milestones are set on a percentage basis, and I use chatbot DPR to monitor daily progress,” he shares. “In fact, digital tools have helped us a lot during these times like we are able to do pour card certification and screening of workmen without any physical contact. We use WISA, all the safety and quality apps and of course, MS Teams is proving very useful both for our internal interactions and for virtual meetings with the client.”

Sushanta is already a veteran at L&T working on his 5^th project. He is married to Sanmita, a homemaker, and they are blessed with two children Sai Subham and Sai Saanvi and he shares with delight that the birth of his daughter was his life’s most memorable moment. As for de-stressing, “I use my free time to read my favourite books,” he says smilingly.

“I AM TREATED DIFFERENTLY BECAUSE
I AM FROM L&T!”

Satyendra Mandal

Senior Construction Manager (Civil), MMH SBG

Satyendra Mandal is a veteran having worked at a host of projects with L&T before his present assignment at the NCL Coal Handling Project at Dudhichua. “It is a well-known fact that L&T is a multinational organization and has its brand value,” he shares, proud of his association. “At L&T, I have full freedom to do my work. In fact, whenever I visit clients, I am treated differently with more respect than others because I am from L&T and that makes me proud every time.”

“Our motto, after relaxation of the restrictions, was to bring the situation back in normal by mobilizing the required manpower as soon as possible and we succeeded by convincing the agencies and workmen not to worry, that we would take care of them whatever be the situation,” he says. “We focused on mobilizing skilled manpower who were put at the right place to extract maximum output. We called the workmen in shifts and adopted precast technology to accelerate work progress wherever possible.”

They chalked out a monthly plan that was further broken down into a day-wise programme. “We set daily targets for each area/ zone which was communicated to each area in-charge and then the daily programme and progress of the previous day were discussed every day at the site. Even resource requirement & utilization are discussed daily to avoid delays and idling of resources.” The vendors & associates were informed about the SOPs like social distancing, maintaining hygiene, etc. while the workmen were briefed at daily toolbox meetings for better awareness. “We made them understand the new normal and asked them to work at site by adopting all the stipulated SOPs.”

“We have been successful because our seniors have been very supportive always giving us valuable guidance that has helped us to take decisions and effectively implement them.” He is also happy with the teamwork at his site. “All the team members work together to effectively implement the guidelines that has enabled us to overcome the pandemic situation.”

Satyendra hails from Muzaffarpur in Bihar, is married to Rina Devi, a homemaker, and they are blessed with two sons, Tushar and Aditya. His hobby is to travel but that is pretty much on the backseat in the present situation. “My most memorable moment is when I bought my first watch with my salary,” he recalls with a smile.

Satish is appreciative of the client for their support during these times and adds, “My Project Manager, Prasanta Tikadar, has been my pillar of support, supporting me and giving me full freedom to implement our plans. More importantly, he is always available when we need him.” He is also happy with the digital solutions adopted at site that have reduced his paperwork, minimized physical contact, digitized indenting, made online client approvals of permits possible and help him for labour reporting.

Hailing from Berhampur in Odisha, Satish is married to Sarada, and they are blessed with a daughter, Sanghamitra, who is doing her 10^th and a son, Hemprakaash, who is in his 2nd standard. “I love cricket but hardly find the opportunity to play with these restrictions,” he says but is extremely proud of his newly built house. “It is my dream come true,” he says with feeling.

Saroj Maity is a very happy man, for being part of the UAIL expansion project at Rayagada that was completed and commissioned by the Hon’ble Chief Minister of Odisha, with the major work completed during the height of the pandemic. “We have completed the project in respect to the three main units – the PPT, Seed & Digestion Units – and our client is extremely happy with us for having delivered the project in time despite our many challenges. It is indeed a proud moment not only for our project, not just for MMH SBG but for the whole of L&T,” he declares, visibly proud of their achievement.

A veteran of several projects with L&T, including a couple overseas, Saroj and his team had their task cut out to complete the project during the pandemic. “We concentrated on completing one unit after another, one milestone after another, according to the priority given by the client to meet the requirement of the project,” he says seriously.

As at nearly every other site, Saroj and team also had to concentrate on retaining their workmen, fully mindful that remobilization, especially of skilled workmen, was difficult. “To make them stay, we announced special work incentives and ensured that all their requirements were met in terms of food, medicines and healthcare. Through our daily pep talks, we encouraged them, allayed their fears, and brought them into a mindset to work,” he shares about their steps to drive productivity. Convincing the client to declare the additional incentives was a very good idea that reaped rich dividends while the team’s effort to connect with the workforce worked well for the project. The leadership supported them to identify and get more workmen on board as the situation improved.

Saroj’s family was not with him during this crisis and since travelling was out of question, he was worried when he would get to see them. “My seniors were very understanding and helpful,” he shares gratefully. “They made arrangements for me to visit my family as and when the opportunity came.” His family is his wife, Sefali, who is a homemaker, and their daughter, Diya. Hailing from Mechada, East Midnapore in West Bengal, Saroj says that he takes time to go out with his family for an outing at least one a year.

While delivering the UAIL project will figure high on Saroj’s most memorable moments, he mentions the completion of the Jindal Shadeed SMS project in Oman, his first overseas assignment, as another unforgettable experience.

ENJOYING THE FREEDOM TO EXPRESS HIMSELF

After joining L&T in the GET batch of 2006, Kintali Durga Madhaba Patro is presently executing his 6th project, to erect, construct, expand and commission the 5 MTPA Alumina Refinery for Vedanta at Lanjigarh in Odisha. With the pandemic playing spoil sport, a lot has changed at project sites. “Post relaxation of the restrictions, there was a significant increase in the demand for workmen tools, tackles and materials. Arranging the same was difficult as the restrictions on movement were still in place,” he says, sharing his challenges. “We were responsible to retain our existing workmen, prevent the spread of the pandemic among them and, at the same time, drive progress at site.”

Sharing their plan of action, Patro says, “All the work areas with the associated activities have been divided, milestones identified, and area engineers and section heads have been made responsible for site progress.” To mobilize workmen, the team arranged for dedicated vehicles from the source location to transport workmen to their remote site location, while to address their other challenge of procuring material, they clubbed their future requirements and multiple suppliers from a single location, rather than take part consignments. “We planned for full truck loads that were easier to manage and delivery was faster,” Patro points out. “With strict implementation of the COVID-19 protocols like quarantining, testing, and maintaining social distancing, we were able to control the spread of the virus among both the incoming and our existing workmen,” he says with great relief.

Patro is from Bellaguntha, in Odisha’s district of Ganjam and is married to Sadhana, who is a homemaker. They are blessed with two children, daughter, Ritisha, and son, Riansh. “My life’s most memorable moments have been when my daughter was born and when my younger brother cleared his CA examination,” he smiles, adding that he spends his free time reading finance magazines and the news.

The remoteness of their site is a big challenge to get construction material delivered at site, procure much-needed medical supplies, and find skilled labour yet they have been managing well. Their COVID Champions Committee has been given the responsibility to screen incoming workmen, check and find out reasons for absenteeism and take appropriate precautionary actions.

“At site, we have 54 units in different locations, but I have focused on only 6 areas of top priority from the point of view of progress and the customer’s requirement,” he says. “Due to the lack of manpower, we have adopted mechanization wherever possible to address some of the delayed milestones like using man lifters, magnetic lifters and electric chain pulley blocks with the available manpower.” Normally, tanks at heights of more than 35 m are tested using Radiography involving a lot of scaffolding and skilled manpower. “By implementing the Robotic PAUT, an automatic system using rope to access the tank top, we avoid materials and hugely save on both cost and time,” he is proud of their achievement.

Working with his constraints, Muthuraj sets his monthly plan that he monitors daily with Chatbot. “Other digital tools we use at site are WISA to monitor workmen availability, the Safety App and the Quality Conquer App to avoid rework to achieve the desired productivity.” Virtual inspections of resources like cranes, trailers and man lifters have helped while MS Teams keep lines of communication open.

Muthuraj acknowledges the support and cooperation of his Project Manager, senior members, “his excellent, hardworking team,” his service partners and the admin team to achieve the project targets. His native is in Tamil Nadu’s Tirunelveli district. He is married to M Radha, a homemaker, and they are blessed with two children, M Saran and M Rahul. Apart from seva, Muthuraj loves to play badminton, cricket, and drive with his family. The aspects about L&T that he is most happy about are the freedom he enjoys to take decisions and the transparency in his assignments.

The pandemic has been traumatic for the entire human race but for certain people it has been even more challenging as Rajendra Kumar has been experiencing at his Coal Handling Plan project in Kerandari in Jharkhand. “Our site was badly affected,” he says gravely, “almost everyone tested positive except for just four of us but we still continued to keep the site running even when the COVID wave was at its height.” Having joined L&T in 2007, Rajendra is at his 7th project where his main concerns have been to retain manpower as most of the surrounding villages are reporting COVID cases and to maintain the safety protocols at site to ensure that people remain safe.

“Even during the COVID times, we carried out major pours by restricting our movements and concentrating on milestone events with the available manpower,” he says resolutely. “At the same time, we explored the possibility of engaging more local workmen, as people from other places were not ready to travel to our remote site. Our subcontractor, Aventure Infra was a great help engaging manpower in line with the targets set by our management.” The team distributed work across various segments with the available manpower engaged in different pockets to maintain social distancing. With regular health and temperature checks, strictly following sanitation and other SOPs that were insisted upon by the client, NTPC, the team was able to push progress during the tough times. “For regular site inspections, we convinced our client to go for virtual checks which helped us a lot to keep the site moving,” Rajendra adds.

He acknowledges the support and cooperation he has been receiving from his seniors at site. “During the second wave, my seniors (the site management and BU, especially Param Hans Singh Sir and BSK Murganathan Sir) were constantly in touch with us at site, taking regular updates and providing all the necessary precautionary measures/SOP set by the management.”

Although his native place is Vishakhapatnam in Andhra Pradesh, he is settled in Bhilai in Chhattisgarh. Rajendra’s wife, Srilakshmi Kandregula, is a homemaker, and the couple are blessed with two children, daughter, Anusha and son, Akshay. “During my free time, I love to follow cricket and current affairs apart from spending time with my family,” he smiles, adding that his life’s most memorable moment was when he bought his house in 2014.

“L&T cares for its people,” he says with conviction. “An example was when one of our staff was serious with COVID, he was airlifted from Ranchi to Kolkata for better treatment and this prompt action by the management saved his life.”

“After work started, it was critical for us to monitor progress without coming in contact with many people when collecting log details of daily work. This is where digital solutions came in very useful,” Nitin says happily. “We track daily progress and the work done by the equipment using IoT.” Virtually conducted meetings help the team to regularly interact internally and with the vendors & associates to maintain goodwill. “MS Teams also help us to brief the client about ongoing progress of the project.”

When the second wave started to increase the number of infections, Project Manager, Matta Satyanarayan, formed a COVID rescue committee at site that included some key members of the site. “Our Individual responsibilities were delegated like arranging for regular check-ups, conducting RT-PCR and antigen tests for the staff & workmen, arranging for vaccinations by coordinating with the local government authorities apart from meeting the daily requirements of workmen. All these initiatives helped to build an atmosphere of mutual trust with the workmen that in turn enabled us in our efforts to retain our workmen,” he smiles. Nitin is extremely thankful to his Project Manager and other seniors at site for their support and guidance to overcome the situation.

Nitin’s native place is Nagod in Madhya Pradesh, he is married to Aakriti, who is a homemaker, and they are blessed with a four-and-a-half-year-old son, Shaurya. “I like watching movies and web series but find it very difficult to follow my hobbies,” he says. “My most memorable moment was my last day at college,” he laughs.

What impresses Nitin about L&T is the introduction of new technologies at the workplace and continuous training and guidance.

GOOD TEAMWORK ALWAYS GETS GOOD RESULTS

Kousik Laskar

Construction Manager (E&I), MMH SBG

That good teamwork gets great results is well known but Kousik Laskar at his UAIL Alumina Refinery expansion project at Rayagada, Odisha, has happily discovered that it can fetch him even better results in a crisis. “With workmen steadily leaving the site, our main challenges were manpower retention, mobilizing additional skilled manpower and improve productivity to match the project schedule as we had already lost time and ground owing to the lockdowns and labour movement,” shares Kousik.

Appreciating their challenges, Kousik and team got down to work to keep their deadline to complete the execution and hand over the refinery for the CM’s inauguration. “We deployed separate groups for cable laying which significantly impacted the progress of the entire E&I package,” he says purposefully. “We shuffled the composition of the crews wherever possible and allocated specific areas based on the capability and experience of the engineers which helped speed up progress. We used automated tag punching machine at site, that reduced time for cable tagging and to accelerate cable laying work, we used cable pulling machines in critical areas.” He also mentions regularly monitoring weekly targets vs. achievement to ensure that work was proceeding as planned.

In the area of workmen welfare, Kousik mentions two successful interventions. “We announced incentive payments for every workman who remained at site during that challenging period which helped to retain them. The other was arranging free Doctor’s consultations on a weekly basis and medicines to every workman that convinced them that we were serious about their health and safety and that L&T cares,” he smiles with a thumbs up. Apart from discussions with client & sub-contractors regarding the precautions to be taken to control the virus, the daily pep talks, and frequent site visits encouraged the workmen and minimized their fear that helped both in retention and progress.

Another great example of teamwork, according to Kousik is the role played by all the seniors. “They were very supportive and were with us as we provided the workmen with the basic amenities & wages to retain them in our colonies during the lockdown so that work could start immediately after resumption.”

Kousik’s native place is Chittaranjan, and he is married to Sankhasree, who is a homemaker. They are blessed with two children, Roopkatha & Aishani. He loves traveling and the birth of his daughters are his life’s most memorable moments.

Gokula Krishnakumar S

Construction Manager (Civil), MMH SBG

Gokula Krishnakumar’s life’s most memorable day was when he joined L&T as a GET in 2011. “Even when doing my degree, I decided that I would join L&T ECC,” he recalls with pleasure, “and the reason for that was when in my 3rd year, I Googled for the largest construction company in India, the first name that appeared in my search was L&T. I then read an article about the gap between L&T and its competitors, and my mind was made up. Today, I am a proud L&T-ite!”

Gokula is presently at his 5th project with L&T at the Steel Melting Shop 04 project for JVML in Bellary, though when operations restarted, he was at the UTKAL Alumina Refinery Expansion project. At UAIL Tikiri, he and his team started work to complete the substation building to hand it over to the customer for further electrical works. “In fact, work started on the second day after the restrictions were lifted, concreting 280 cum for the retaining wall that was appreciated by the customer,” he smiles. To push progress, the team made a schedule, identified critical paths, and started attacking those areas. “We mobilized workmen from across areas with the help of our HQ resource team, transported them to site and provided them with groceries and other essentials.”

Gokula shares his plan of action at site. “We made small work groups with a team leader and these groups were not allowed to interact with other groups during site activities to control contact. Through the WISA App, we tracked workmen who had earlier worked at our site, contacted them directly through phone and formed new work groups. With the help of our management and the monetary reward scheme introduced by the customer for workmen, we successfully increased productivity.” Gokula is extremely proud of the team’s effort. Apart from WISA, Gokula mentions the Safety App for work permits, Q Conquer App for protocols, pour cards & to rectify defects and Procube to monitor progress.

He praises the efforts of Project Manager, Prasanta Tikadar and the SBG resource team head, G. Srinivas sir, for bringing the site back to normal work in terms of workforce, arranging materials, and resource mobilisation. “To retain and motive our workmen, our admin team under their guidance did a great job and we supported them in every which way possible,” he says.

Gokula’s native place is Kovilpatti in Tamil Nadu’s Thoothukudi district. He is married to Mallika P, who is a homemaker, and they are blessed with a 3-year-old daughter, SuhasnaRiya and son, SuhaanthYeshwin who is just six months old. “I love to listen to Ilayaraja’s music and spend time with my kids,” concludes Gokula, the ultimate family man.

“Seeing the advantages and benefits of digital implementations, we are implementing several digital initiatives to ensure quality and provide real time status of various project health parameters like schedule, progress, cost, safety, risk and resources,” explains Santosh Anand, sharing the virtues of adopting a digital strategy. He is presently ‘Project Scheduler’ in the Planning Department at the coal mining project at Kerandari, Jharkhand. “We have developed various discipline wise online dashboards and integrated them with the WRENCH software which is, in turn, integrated with other project management software.” CHATBOT and Telegram are for updation of real time activity wise progress along with resource, remarks, hindrances, and requirements of the site execution team from remote locations. “These solutions on one platform have helped us greatly to monitor progress across work zones,” he says thankfully.

They have implemented a SLIM (Smart and Live Inventory Management) software, a QR code-based inventory / material tracking solution to track material from unloading at storage yard till consumption. “I have also completed the ISO BIM 19650 Certification from Operam Academy, London, to become an ‘Information Management Practitioner,’ responsible for standardising BIM implementation across MMH SBG to improve working processes throughout the project life cycle,” he shares with a sense of purpose.

At site, increased absenteeism has been a huge drag on the team. “The lack of supply of oxygen because of the Government regulations meant that the structural fabrication works, and the manufacturing activities of supply equipment were affected, thereby affecting the overall progress and scheduled completion of the project,” he points out. “To ensure the safety of the labour force, we have taken several initiatives like insisting on negative RT-PCR tests before reporting to site, compulsory 14-day quarantine and proper and adequate sanitization of habitats to prevent infections.” Apart from daily toolbox talks, the team has identified labs to conduct RT-PCR tests and the contact details of these labs and hospitals were shared with the subcontractors too.

After joining L&T in August 2011, Santosh’s first assignment was at the Tata Steel BSL, at Angul, Odisha in the central planning department responsible for progress measurement, monitoring engineering, procurement and construction activities to check for compliance or deviations from the planned schedule. His second was at M/s IOCL, Haldia Refinery, West Bengal since July’17. Hailing from Patna, Bihar, Santosh is married to Priti Kumari, who possesses a B Tech in Information Technology, though now a homemaker, looking after their child, Shyla Anand. “I love travelling and gardening and my most memorable moment was when I was handed my baby for the first time,” he gushes.

“At L&T, anything to everything is possible for positive growth,” he beams proudly, “and I am proud of this organization because it believes in all stakeholders.”

A DOUBLY PROUD L&T-ITE!

Suvankar Das

Suvankar Das – Assistant Construction Manager
(MECH), MMH SBG

It has been my privilege to work with L&T,” declares Suvankar Das, referring to the company he joined as a DET in 2008. “I am also proud to be part of the construction team of India’s first single 5 MTPA integrated steel plant, and participate in an important journey of infrastructure development, that will have a large role in shaping the new India.”

The pandemic has tested everybody and more so Suvankar at his SMS-II expansion project for JSW Dolvi. “As our plant had reached the stage of mechanical completion, we were left with very few days to start it with tremendous pressure to complete the structural works, clear the roof sheeting works against the oncoming monsoon, hand over and load test the EOT cranes (550MT capacity) and complete the high-rise buildings.” To achieve these important milestones, the team decided to bifurcate the manpower requirement skill-wise for mobilisation, to achieve their mobilization dates one by one. “At the same time, we prioritised the area according to the requirement of the customer that were in the critical path and allocate our resources accordingly. Our strategy was planned as per the milestone requirements.”

After restart, they kept a close eye on critical activities and made micro plans for each activity, with precise start and stop points. “We conducted meetings with fitters and supervisors of every gang prior to starting a new job and even had them sign an agreement to show that we were serious.” Performance-based monthly prizes for each gang, fitter and supervisor helped improve competitive skills and speed up progress. Their emphasis on modular erection saved the team manpower and costs. “We used man lifts instead of scaffolding to minimize the labour cost and reduced gang sizes by using common workmen in two to three teams,” he points out. “Through the ‘Workmen Connect App’, we could pass information about the current requirements and received huge responses from the workmen.”

Big tasks are successfully done by teams and Suvankar is all praise for his Project Director, Bhanu Pratap Singh, his Project Manager, T.S. Muraleedharan and planning in-charge, ShasthaKiran Manai for their leadership, direction, and support. “Without the help of my team members, we would not have been successful in our task,” he says thankfully.

Hailing from Shibpur, Howrah in West Bengal, Suvankar’s life partner is Nikita. “She has completed a diploma in electrical engineering but is presently a homemaker and a huge support for me,” he says. “My hobbies are reading and playing badminton.” As for his most memorable moments, he mentions the recognition he received for leading the SMP3 construction team to complete the mechanical piping system and hydro test activities at the Al Taweelah Alumina Project-UAE.

ENSURING AWARD-WINNING EHS STANDARDS

Gaurav Kumar Mittal

Senior Engineer (Civil), MMH SBG

Like at every project site during these days of the pandemic, the role of the EHS In-charges has assumed even greater importance as they lead the strategy and plans to ensure that people remain safe and healthy for progress. Gaurav Kumar Mittal plays a similar role at the Coal Handling Plant project at Dudhichua since November 2020 and brings with him sound credentials of having successfully led the EHS function at his previous posting. “I joined L&T as a Diploma Engineer Trainee in 2011 and after completing my training at the Mahan Aluminium Project Site, I was transferred to the 2×660 MW SCTPS, RRVUNL, Chhabra site as EHS Engineer in 2013,” he traces his tenure with L&T.

At the Chhabra site, Gaurav was responsible for the initiation and implementation of all EHS related activities until he was nominated as EHS in-charge of the project site. “During my time, the site was nominated and won the National Safety Award in 2017 and an Appreciation Certificate from FICCI the year before,” he shares, proud of his and his team’s success. “Our site won the EHS rolling trophy for two consecutive years in 2013 and 2014 and received appreciation certificates from the Rajasthan Rajya Vidyut Utpadan Nigam Limited for being the best safety conscious project site.”

With such impressive credentials to back him, Gaurav is leading several initiatives to combat the virus. “The most critical task has been to retain our workmen by motivating and providing them with a preventive environment against the pandemic,” he begins. “Vaccinating them has been a big challenge and we have been coordinating with our client, Northern Coal Fields Limited, to get them vaccinated at their hospitals.” Other preventive measures like RT-PCR testing, isolation wards and tie-ups with hospitals were put in place prior to the outbreak of the second wave. “Of the several digital solutions we use at site, the WISA system has been most helpful for us to identify workmen locations, their contact details making it easy for us to contact them directly and convince them to join the site.”

Gaurav acknowledges that their vendors have been a huge support and, “one of the reasons I am proud to be an L&T-ite is that we receive constant support from the senior management and our seniors both in our professional and personal lives,” he says gratefully. On his personal front, Gaurav hails from Dholpur in Rajasthan. His better half, Ruchi Mangal is a homemaker, and the apple of their eyes is baby Aarav. “I will always remember the day I became a father,” he says dreamily, adding that his hobbies are badminton and travelling.

Working as a ‘Surveyor’ at MMH’s coal mining project for NTPC Limited in Kerandari, Jharkhand, is a tough task for Prashant Patil. Though hit by the remoteness, the Naxal threat and the disruptions caused by the pandemic, he has continued to push progress. “When operations resumed, I took up closing the traverse with reference pillars setting up three new Benchmark Pillars over 18 km and intermittent Benchmarks along the conveyor corridor of 10.5 km. I completed the topographical survey including plotting of existing water bodies, hutments, wells, electrical lines, roads, hills & valleys, etc. and submitted my survey report to the client for approvals.” He sits back and adds, “All this was executed in dense, hilly forests with no proper approaches or any communication facilities.” He has also completed soil investigations at various locations over a 10.5 km stretch.

To keep his work progressing, Prashant liaised with and kept good relations with the local villagers to prevent them from interfering in project work. “Apart from continuously observing the site situation, we developed a subcontractor’s surveyor, closely monitored his work, making course corrections wherever required and motivated the subcontractor’s team to execute the work despite all the local constraints.” Regular interactions with the team members ensured that everyone understood the daily site requirements, weekly and monthly targets. “We executed the work as per our priority list and constantly monitored progress by comparing ‘Target v/s Achieved’ every evening to chalk out our plan for the following day,” Prashant shares the rigour of their approach.

Digital tools not only sequentially streamlined all their work and profiles but also saved them excessive follow-ups as everyone were operating online on one platform. “Real time status of project health on parameters like schedule, progress, cost, safety, quality, risk and resources are available to all authorised stakeholders in detail on dashboard summary formats for review and analysis,” he says. Appreciative of his seniors and team members, Prashant says, “they are very optimistic and keep me motivated when executing in such challenging site conditions. It is only with their support and guidance, that I have executed the survey and soil investigations with such confidence.”

Hailing from Nanegaon, in Maharashtra’s Satara district, Prashant joined L&T in December 2003, and has since been involved in several major projects. On his home front, he is married to Ujjawala, a B Com from Kolhapur University, whom he describes as “a good homemaker.” They are blessed with two children, Shreyash and Shravan. During his free time, he loves to travel and play outdoor games like football and cricket and fondly recalls a trip to Dwarka and Somnath with his parents.