5 L&T TOP ATTRIBUTES
FAIR AND OBJECTIVE PROCESSES AND POLICIES
GROWTH AND LEARNING OPPORTUNITIES
JOB SECURITY AND STABILITY
PEOPLE'S MANAGER C. Jayakumar, Group Chief Human Resources Officer, L&T
L&T IS AN abbreviation for Larsen & Toubro. But for Chief Human Resources Officer (CHRO) C. Jayakumar, 58, L&T is all about “learning & training,” as the diversified Indian conglomerate, with interests in defence, technology, construction, power, heavy engineering, finance and railways, among others, provides its employees with opportunities to develop skills across segments and climb the corporate ladder. “Employees at L&T get purpose and pride while working for the company because we make things that make India proud. We are the builders of the nation. We do landmark projects,” says Jayakumar, while highlighting L&T projects like the Statue of Unity, Atal Setu, and the Narendra Modi Stadium. “L&T is also called a ‘Learning & Training’ organisation, as our people get challenging assignments because it is not just one company. There are different businesses and projects within the company and also within India and overseas,” he adds.
The company operates 18-19 training institutes across the country, including the Leadership Development Academy at Lonavala, which has tie-ups with many marquee institutions including Harvard, INSEAD, and Ross School of Business. The company, in partnership with institutions like the Indian Institutes of Management (IIMs), McKinsey, Ross, and INSEAD, also runs a seven-step leadership development programme to develop future leaders.
This story is from the May 26, 2024 edition of Business Today India.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 8,500+ magazines and newspapers.
Already a subscriber ? Sign In
This story is from the May 26, 2024 edition of Business Today India.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 8,500+ magazines and newspapers.
Already a subscriber? Sign In
Time To Unshackle?
Young India Is Obsessed With Apps. But The Gateway To Them Is Closely Guarded By Two Tech Behemoths-google And Apple-who Control 99% Of The Market In India. Is It Time For India To Break Free From This Duopoly And Have Its Own App Store?
"Understand what drives key talent"
Novartis India is a part of the Basel, Switzerland-headquartered pharma major Novartis AG
MILLENNIALS MISSING HOME
SKY-HIGH PROPERTY PRICES, COUPLED WITH SLOW INCOME GROWTH, HAVE MADE THE DREAM OF OWNING A HOME A DISTANT ONE FOR MANY MILLENNIALS. THIS COULD LEAD TO STAGNATION IN SOCIAL MOBILITY AND POTENTIALLY DEEPEN EXISTING SOCIAL INEQUALITIES
SIGNATURE MOVE
SIGNATURE GLOBAL, A LEADER IN AFFORDABLE HOUSING, IS LOOKING TO GET BACK IN THE BLACK WITH A SHIFT IN FOCUS TO MID-SEGMENT AND PREMIUM HOUSING AFTER LOW-COST PROJECTS BECAME UNVIABLE FOR DEVELOPERS
MAKING A MARK
PHARMA MAJOR GLENMARK IS STRATEGICALLY PLOTTING ITS WAY UP, ALL BY SHIFTING ITS FOCUS TO BRANDED AND SPECIALITY MEDICINE AND ENSURING IT GETS ITS R&D RIGHT
DIGITAL DICHOTOMY
Where does one draw the line between protecting consumer interests and maintaining market freedom? Industry and experts are debating this even as the Digital Competition Bill seeks to rein in Big Tech firms in India, the world's second-largest internet market
"ChatGPT helped people understand the benefits of using AI"
Humane Inc. Co-founders Imran Chaudhri and Bethany Bongiorno on AI, their product, the company's vision, and more
ON THE FAST TRACK
THE DEDICATED FREIGHT CORRIDORS (DFC) NETWORK OF THE INDIAN RAILWAYS HAS STARTED ATTRACTING MORE FREIGHT PLAYERS. FROM CONNECTING MAJOR PORTS TO CRISS-CROSSING MULTIMODAL LOGISTICS PARKS, DFCS ARE SET TO BE A GAME CHANGER FOR FREIGHT SERVICES IN INDIA
WE HAVE A MODEL MADE IN INDIA, FOR INDIA, AND BY INDIA"
Manish Tiwary, Country Manager of Amazon India, on the opportunities in the country, digital, and more
WHAT THE FUTURE HOLDS FOR AMAZON INDIA
THE E-COMMERCE GIANT HAS SEEN STEADY GROWTH SINCE ITS ENTRY INTO INDIA IN 2013, BUT THE OFFLINE PIECE REMAINS A CHALLENGE. AFTER LOSING OUT ON THE FUTURE RETAIL ACQUISITION, HOW DOES IT PLAN TO KEEP THE GROWTH ENGINES REVVING?