Our people are proprietors, not merely workforce

In an exclusive interview, ULCCS, the pioneering labour cooperative, highlights how its unique ownership model shapes its execution standards and operational philosophy, while also sharing its robust approach to project selection, risk mitigation, and digital transformation as it expands into complex infrastructure ventures.

- Arun Baboo COO ULCCS

Given your strong track record, what criteria do you use to evaluate and select new infrastructure projects? How do you assess and mitigate risks, especially for large-scale, complex ventures like highways, bridges, airports, or tunnels?

Our method of assessing and choosing infrastructure projects is solidly founded on achieving a balance between financial prudence, technical proficiency, and social commitment. Projects that support our guiding principles of inclusivity, sustainability, and regional development are given priority. We carry out a thorough, multifaceted feasibility study before starting any project, particularly large-scale ones like highways, bridges, tunnels, or airports. This comprises thorough engineering studies, resource planning, topography research, and an evaluation of the project's long-term benefits to the community, employment development, and regional growth. Early interaction with local communities, regulatory agencies, and government agencies is also crucial.

Our approach to risk assessment and mitigation is proactive. To reduce scope creep and guarantee greater control over execution, we frequently adhere to a design-build-operate architecture. Before submitting a proposal, we carry out extensive technical and financial due diligence to fully grasp the project's complexity. We also employ digital tools such as Building Information Modelling (BIM), drone-based scans, and project monitoring software to spot bottlenecks early on. To guarantee topnotch delivery and bring in specialised knowledge, we also collaborate with top consultants and international specialists.