L T Sustainability Report 2011 Final

Doing the right thing comes naturally to the company and its people.
The right thing for society, the environment and the economy.
Long before terms like 'code of governance' had entered the public lexicon, we
had adopted - intuitively and with considered intent - business practices in
consonance with our value systems.
A sense of responsibility towards society and the environment has been a part
of our corporate culture - not because the rule books said so, but because doing
it any other way would have gone against our grain.
In the years since we became the first Indian engineering & construction
company to publish a corporate sustainability report, we have crossed several
milestones. While we continue to set industry benchmarks in the projects we
execute and the products we make, our sustainability performance too secures
national and international recognition.
No one is surprised.
L&T, NATURALLY.
SIMPLIFY
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SUSTAINABILITY REPORT 2011
GRI CHECKED
A+
CONTENTS
Messages
Chairman & Managing Director
Leadership Team
1
5
Group Profile
Organisational Structure
Business Portfolio
7
9
Corporate Governance
Governance Philosophy
Disclosure on Management Approach
14
19
Sustainability Approach
In Harmony with NAPCC
Future Ready
Materiality
Reporting Scope
Sustainability Targets
23
26
30
31
32
Stakeholder Engagement
33
People Performance
37
PERFORMANCE
Economic
Environment
Social
47
59
73
Product Stewardship
87
Awards & Recognition
94
Independent Assurance Statement
96
GRI Index
99
Acronyms
107
Message from CMD
Dear Reader,
I have great pleasure in presenting you L&T's fourth
sustainability report. The Report outlines the proactive
and continuous change that L&T is implementing in step
with new realities, new expectations and new growth
aspirations.
The Big Leap

We have recast our organisational model into one which
would accelerate growth through greater levels of
empowerment. Our new organisation structure is built
around multiple independent companies that bring in a
higher degree of accountability, and enhances value
creation for all stakeholders. In addition to accelerating
business growth, the new organisation model will also
spur leadership growth at various levels.
As we drive our business strategies forward, we are
conscious that the projects we seek to engage ourselves
in, will grow larger in scale and complexity. Effective
execution of these projects will call for sharper
management focus and delegated authority.
1
We are confident that powered by the

new organisational model, the L&T
conglomerate with all its constituent
entities will now be better primed to
meet the challenges of the future and
fully leverage business opportunities
as they emerge.
Continuous Learning
Our reputation as 'a learning organisation' rests on the
pillars of the investments we continually make in
enhancing learning opportunities for our employees and
associates, and on the scale of the infrastructure that we
build to promote professional development.
L&T's Institute of Project Management (IPM) at Vadodara
imparts interdisciplinary skills and experiential learning.

The objective is to develop and nurture a talent pool of
project managers who can usher in new benchmarks of
excellence in project management and sustain L&T's
existing leadership position.
We have expanded and revamped our Management
Development Centre (MDC) at Lonavala, near Mumbai
making it a unique institution that straddles the corporate
and the academic worlds. It is widely recognised that
knowledge is a perishable commodity. Today's experts can
soon find themselves behind the curve in the face of
accelerating change. The MDC is therefore devoted to
providing a platform for continuous learning. This is where
every aspirant can adopt a key mantra - to learn, unlearn
and re-learn.
One of our focus areas is creating awareness and
developing interest in sustainability initiatives. To ensure
that new members of the L&T family are inculcated with
our principles and practices of sustainability, we conduct
sustainability orientation programmes for new joinees
during induction.
Safety occupies the top rung of the agenda at each of our
projects and in all our businesses. We firmly believe that
Environment, Health & Safety (EHS) at work is the
responsibility of every employee and promotion of EHS
culture is an integral part and responsibility of all
managerial functions. To improve our on-ground
performance on safety, we have engaged an internationally
acclaimed agency to integrate best global practices.
Career planning, employee engagement, competency
building and succession planning are continuing
organisation development programmes. In a nutshell,
L&T is committed to offer all its employees an unmatched
canvas of professional opportunity for growth and
development.
A Green Bottom-line
As we have progressed on our journey of sustainability, not
only are our processes and practices green, our product
portfolio too has increasingly gained a similar hue. L&T has
integrated sustainability as a core business construct and
almost all our business lines have introduced products
where sustainability is a competitive edge.
L&T's Buildings & Factories business vertical has
constructed more than 10 million sq. ft of green building
space for customers, the largest by any construction
company in India. L&T's solar business unit provides
EPC solutions in Solar Photo Voltaic (PV) systems. Our
Hydrocarbon business vertical executes energy
conservation and fuel switch projects for fertiliser
manufacturers. The Eco-care line of Electrical & Automation
business provides energy management solutions to
customers and consists of tools to measure, monitor and
reduce their energy consumption.
The Coal Gasifier business of L&T Heavy Engineering helps

customers bring down input costs through an
environment friendly process that uses coal more
efficiently. Our Machinery & Industrial Products business
manufactures large size castings for critical applications in
wind turbines. L&T Integrated Engineering Services also
provides carbon footprint mapping solutions.
Growth 360
At L&T, we take conscious measures to ensure that
economic performance grows in tandem with
environmental and social performance.
This year we posted a growth of

30% in the order book,
16% in economic value generated
and 15% in order inflows.
Thanks to our unique ownership pattern and scale of
operations, we share the benefits of growth across a
wide spectrum of society. Team L&T is more than 50,000
strong. Over 800,000 small, medium and large
shareholders hold equity in the Company, and a larger
circle of people are linked either directly or indirectly
with the Company's businesses. Taken together with the
cascading effect of L&T's key businesses, it becomes
apparent that the Company is touching the lives of a
large swathe of India's population.
Our social bottom line is as impressive as our economic
performance. The social initiatives in the areas of
education, health and skill building have positively
impacted over 400,000 people this year - a 37% rise in
the number of beneficiaries.
Over the past two years, L&T's sustainability performance
has been recognised at various national and international
forums. Our sustainability report too has won several
accolades. We see this as a result of your feedback and
participation in our sustainability journey.
I take this opportunity to thank you for your continued
engagement and look forward to valuable suggestions
that will further reinforce our sustainability journey.
A.M. Naik
Chairman & Managing Director,
Larsen & Toubro Limited
2
Honours
Mr. A.M. Naik, Chairman & Managing Director, receiving
The Economic Times 'Company of the Year' Award

from Union Finance Minister Mr. Pranab Mukherjee
Message from the Leadership Team
K. Venkataramanan
K.V. Rangaswami
V.K. Magapu
Hydrocarbon Business
Engineering Construction
& Contracts Division
IT, Engineering Services &

Corporate Initiatives
As L&T expands its horizons

and transitions from a largely
domestic Company to a
global conglomerate, we are
ensuring that we also enrich
our cultural diversity and
induct talent from across the
geographical spectrum.
We shall continue to seek,
develop, and acquire new
technologies that will bolster
our commitment to
sustainable development.
Our vision is to be a
technology driven
organisation which is
constantly moving up the
value chain and grow our
business on a sustainable
basis.
We have identified
globalisation, operational
excellence, developing
adjacent/allied businesses
and nurturing leadership as
key drivers of growth.
This calls for the relentless
pursuit of sustainability
practices by all the
Independent Companies
through their own
sustainability agenda. We
reiterate our commitment to
human development,
quality of life and social
equity as we progress on
this journey to create
exponentially greater value
for our stakeholders.
At L&T Infotech, we have

taken concrete steps to
substantially reduce energy
consumption. These
measures include setting up
an Integrated Data Center in
Mumbai, replacement of
old-technology electric
fixtures with energy efficient
devices and implementation
of a power management
enterprise suite that
regulates power usage for
over 13,000 desktops and
laptops.
We also plan to introduce
Building Management
Systems (BMS) for new
centers to optimise energy
consumption.
Mr. Y. M. Deosthalee,
Member of the Board and
Chief Financial Officer of L&T*
receives the
'National Award for Excellence

in Corporate Governance'
from the Institute of Company
Secretaries of India (ICSI).
The award was presented by the
Union Finance Minister
Mr. Pranab Mukherjee
on December 16, 2010.
* Effective September 6, 2011,
Mr. Y.M. Deosthalee has taken over as
Chairman & Managing Director of
L&T Finance Holdings Limited.
M.V. Kotwal
S. Raghavan
S.C. Bhargava
Heavy Engineering
Machinery and
Industrial Products
Electrical & Automation
Safety has been a major

focus area for L&T. A slew
of programmes, including
behaviour based safety,
have been initiated across
locations to attain global
benchmarks in safety.
We have implemented the
"Theory of Constraints"
(TOC) for optimal resource
management and our new
consolidated initiative
'Udaan' aims, among other
improvements, at
developing a higher degree
of customer intimacy and
creating an internal culture
of collaboration.
We successfully overcame
the challenges posed by the
after effects of the global
financial crisis and achieved
good operating results. This
was the outcome of our
continued commitment to
sustainability and
unwavering focus on talent
management, operational
excellence and partnership
management.
We continue to raise the
benchmarks in corporate
social responsibility, good
corporate governance and
stakeholder engagement to
achieve our vision of
inclusive growth and
enduring progress.
Our sustainability efforts

are focused on the material
issues of cost
competitiveness, product
competitiveness, innovation,
customer focus, employee
engagement and extension
of sustainability practices to
the supply chain.
For us sustainability strategy
involves both short term
goals of being eco-efficient
and the long term view of
addressing the business
potential of new customers
and markets through newer
technologies and
innovations to increase
energy efficiency.
Mr. R.N. Mukhija,

Advisor to the Chairman of L&T
and representative of the
Company's Executive Management
Committee on the Sustainability
Executive Board receiving the
BCCI's 'Good Corporate Citizen Award'

from the Governor of Maharashtra,
Mr. K. Sankaranarayanan.
The award affirms increasing
public recognition of L&T's record
in CSR performance and its
high standards of corporate
governance and ethics.
6
A.M. NAIK
K VENKATARAMANAN
Y M DEOSTHALEE
R Shankar
Raman
Finance &
Accounts
S N Subrahmanyan*
N Sivaraman
K Venkatesh
L&T Finance
Holdings
L&T Finance
Development
Projects
L&T IDPL
Roads &
Bridges
Ports &
Harbours
Power
Transmission
Water
Urban
Transportation
(Metro,
Monorail, etc.)
L&T Mutual
Funds
L&T Infra
Finance
L&T General
Insurance
L&T Capital
Urban
Infrastructure
Development
IT/ITES space
Commercial
Residential
Executive Directors & EMC Members

EMC Members
Senior Executives
IC: Independent Company
*Mr. S N Subrahmanyan has been appointed

as a Member of L&T Board w.e.f. July 1, 2011
K V RANGASWAMI
V B Gadgil
Hyderabad
Metro
D R Ray
M S Krishnamoorthy
Corporate
HR
Hydrocarbon
IC
Upstream
Oil & Gas
Projects
(Domestic &
International)
Floating
Systems
Subsea
Systems
Modular
Fabrication
Offshore
Installation
Services
L&T Valdel Engineering
Services
Mid &
Downstream
Refinery
Projects
Petrochemical
Projects
Fertiliser
Projects
Gas Processing
& Syngas
Projects
Modular
Process Plants
Mid &
Downstream
International
Projects
L&T Engineering
L&T Chiyoda Engineering
Services
Hydrocarbon
Construction &
Pipelines
Process Plant
Construction
(Domestic &
International)
Cross-country
pipelines
(Domestic &
International)
L&T Gulf Pipeline
Engineering
Services
Water Process
Technology
Buildings &
Factories
IC
Commercial
Buildings &
Airports
Airports
IT &
Institutional
Buildings
Health &
Leisure
(Hospitals &
Hotels)
Residential
Buildings &
Factories
Elite Housing
Affordable &
Mass Housing
Factories
(Heavy, Light,
Cement,
Defence)
Formwork
Infrastructure
IC
Heavy Civil
Infrastructure
Metro, Ports
& Special
Bridges
Hydel
Nuclear
Construction
Transportation
Infrastructure
Roads &
Runways
Bridges (Land)
and Elevated
Corridors
International
Infrastructure
L&T Ramboll Engineering
S Rajavel
J S Sudarsan
(Domestic)
Metallurgical
& Material
Handling
IC
Minerals &
Metals
Ferrous
Non-Ferrous
Bulk Material
Handling
Water &
Effluent
Treatment
(International)
Power
Transmission
& Distribution
IC
PT&D Domestic
Substations
Industrial
Electrification
Transmission
Lines
Railways
Construction
PT&D
International
Transmission
Lines
Substations
Industrial
E&I
V K MAGAPU
L&T Infotech
Verticals
Manufacturing
Energy, Oil &
Gas & Process
Industries
Product
Engineering
Services
Insurance
Banking &
Financial
Services
Horizontals
ERP-SAP,
Oracle
Infrastructure
Management
Services
Testing and
Validation
Services
M V KOTWAL
Integrated
Engineering
Services
Heavy
Engineering
IC
Mechanical &
Mechatronics
Process Plant
Equipment for
Coal Gasifiers
& Thermal
Power Plants
Fertilisers &
Petrochemicals
Plants
Refinery,
Cracker and
Oil & Gas
Embedded
Systems &
Software
Defence &
Aerospace
Equipment &
Systems
Weapon
Systems &
Sensors
Avionics,
Electronic
Warfare,
Military
Communication
Aerospace
Equipment
Naval Vessels,
Equipment &
Systems
Nuclear Power
Equipment
Special Steels
& Heavy Forging
RAVI UPPAL
S C Bhargava
S Raghavan
Electrical &
Automation
IC
Machinery &
Industrial
Products
IC
Shipbuilding
IC
Power
IC
Merchant
Shipbuilding
EPC Projects
Products
Coal based
Electrical
Naval
Shipbuilding
Repair &
Refit - Merchant
Repair &
Refit - Naval
Supercritical
Projects
Supercritical
Boiler Island
Supercritical
STG Island
Gas based
projects
Engineering &
Design for Gas
& Coal based
Plants
Manufacturing
Supercritical
Boilers
Standard
Products
Metering &
Protection
Systems
Projects
Electrical
Systems &
Equipment
Control &
Automation
TAMCO Medium
Voltage
Systems
Pulverising
Mills
Supercritical
Turbine &
Generators
Heavy Foundry
Axial Fans &
Preheaters
ESPs
HP Piping
Thermal
Power Plant
Construction
Medical
Equipment &
Systems
Construction
Machinery
Construction
& Mining
Machinery
Hydraulic
Equipment
Undercarriage
Systems
Spares &
Services
S N Roy
L&T Power
Development
Development
of Thermal
and Hydro
Power Plants
Railways
Turnkey
Solutions
Mass Transport
Systems
Engineering
Industrial
Machinery
Rubber
Processing
Machinery
Plastics
Processing
Machinery
Machinery for
Crushing,
Mining and
Mineral
Processing
Machinery for
Steel Plants,
Paper & Pulp
Material
Handling
Systems
Foundry
Products
Industrial
Products
Industrial
Valves
Welding
Products
Cutting Tools
Business Portfolio
Construction
Buildings & Factories - Commercial Buildings & Airports,

Residential Buildings & Factories
This vertical undertakes engineering design and
construction of airports, IT office spaces, institutional
buildings, hospitals, hotels, residential buildings,
factories and cement plants. It provides
concept-to-commissioning solutions across various
business segments. The Company possesses the
technological capability to meet the demands of new
trends in civil engineering and construction technology
like high-rise towers, green buildings, MRO facilities and
precast housing. The completion of prestigious projects
under challenging time schedules underlines L&T's
superior capabilities in project management, project
execution and in successfully handling large design-&build projects.
Hydrocarbon
The business delivers world-class design-to-build

engineering and construction solutions on a turnkey
basis for oil & gas, petroleum refining, chemicals,
petrochemicals and fertiliser industries. In-house
expertise and experience, synergised with strategic
partnerships, enable it to deliver single-point solutions
for every project phase - from front-end design through
engineering, fabrication, project management,
construction, installation and commissioning.
L&T's Hydrocarbon business is structured into the
following Strategic Business Groups:
Hydrocarbon - Upstream
Hydrocarbon - Mid & Downstream
Hydrocarbon Plant Construction & Pipelines
Infrastructure - Heavy Civil, Transportation Infrastructure

It undertakes construction of roads, runways, elevated
bridges, metros, ports, special bridges, hydel projects,
rail projects, nuclear facilities and defence projects - all
to international standards of quality using advanced
construction techniques.
Electrical & Automation (E&A)
Metallurgical & Material-handling - Minerals & Metals,

Bulk Material-handling, Water & Effluent Treatment
L&T is a leader in turnkey construction projects in the
mineral and metals sector, bulk material-handling
projects, water supply and treatment plants.
Power Transmission & Distribution - Substations,

Industrial Electrification, Transmission Line, Solar Energy
It undertakes power evacuation, transmission and
distribution projects on EPC basis in India and the Middle
East. Total solutions are provided for air and gas
insulated substations and L&T is an established
contractor of choice in the areas of industrial project
electrification, instrumentation and control systems
including communication projects.
Products, Projects, Medical Equipment & Systems

L&T is a major international manufacturer of electrical
and electronic products and systems. In the electrical
segment, L&T holds leadership position in low-tension
switchgear in India, and is rapidly establishing itself in
international markets. L&T manufactures customengineered LV and MV switchboards. In the electronics
segment, L&T offers electricity meters and protective
relays, energy management, building and home
automation products. L&T also provides complete control
and automation solutions for industries and utilities.
Power
EPC Projects for Coal & Gas-Based Plants,

Engineering & Design, Manufacturing, Thermal Power
Plant Construction
L&T is uniquely positioned as a private sector Company in
India with all-encompassing capabilities in the power
sector. It delivers complete EPC solutions for coal-based
supercritical and gas-based thermal power plants.
In-house capabilities account for 85 per cent of the total
power generation value chain. Customised offerings
include: Complete EPC, BTG Island, Boiler Island, Turbine
Island and Complete Balance of Plant
Global alliances with industry leaders like Sargent &
Lundy, MHI, MELCO, Howden, Clyde Bergmann and CMI
ensure the benefits of state-of-the-art technology.
Machinery & Industrial Products (MIP)
Construction Machinery, Industrial Machinery,

Industrial Products
L&T manufactures, markets and provides service support
for a wide range of critical construction and mining
machinery, and aggregate crushers. It also manufactures
and supplies a wide range of rubber processing
machinery, plastic injection moulding machines,
industrial valves and allied products, and castings for
wind power and other engineering sectors. L&T offers a
range of sophisticated application-engineered welding
consumables and equipment and offers cutting tool
solutions to various industries.
Heavy Engineering (HE)
L&T is globally acknowledged as one of the top five

companies in Heavy Engineering. It offers world class,
technology-intensive, custom-made equipment &
systems for core sector industries, operating through the
following Strategic Business Groups:
Process Plant Equipment
Fertiliser, Petrochemical Reactor, Cracker Plant and Oil
& Gas Coal Gasification and Thermal Power Plant
Defence, Nuclear and Aerospace
Weapon Systems Defence Marine Nuclear Power
Plant Equipment Aerospace
Shipbuilding
L&T constructs and repairs defence vessels for the Navy
& Coast Guard and also constructs specialised
commercial vessels. L&T has two major shipyards, one
each on the east and west coast of India.
Information Technology
L&T Infotech offers comprehensive, end-to-end

technology solutions and services in banking & financial
services, energy & petrochemicals, insurance,
manufacturing (automotive, consumer packaged
goods/retail, industrial products) and product
engineering services (telecom).
L&T Infotech's unique brand differentiation is 'Businessto-IT Connect' which enables the Company to convert the
business knowledge acquired, into a winning edge for
clients, leading to faster time-to-market.
10
National Network
Ghaziabad
Over 250 project locations across India
Ankleshwar
Panvel
Kancheepuram
Construction Skills Training Institutes*

*Part of L&T's Corporate Social Initiatives
11
Global Presence
12
SIMPLIFY
TO STRENGTHEN
Transparency builds trust and trust is the foundation of robust brand equity. Thus
at L&T, disclosure is not only effective risk management, it is also the strong glue
that binds us with our stakeholders. Makes our stakeholders feel like confidantes
and participants in the governance process. It is therefore no surprise that we
continue to simplify our structure, promulgate our processes and report our results.
13
COMPLETED
FORMATION OF
PROJECT LAKSHYA INDEPENDENT

COMPANIES
PHASE 1
DISCLOSING SUSTAINABILITY PERFORMANCE IN ACCORDANCE WITH GRI GUIDELINES IN PUBLIC DOMAIN SINCE 2008
2010-11 witnessed yet another confidence meltdown. The period saw a renewed
onset of uncertainties that led to defaulting economies, debt crisis and political
upheavals. This was accompanied by perceptible erosion of ethical standards and
as a reaction, strident protests on the part of civil society. Through these
tumultuous times, we stayed on course by remaining true to our values and ethics.
Strong corporate governance has been the hallmark of L&T. The core focus has
been to strategically steer L&T through the economic and social cross currents and
skillfully direct it towards sustained value creation.
Our corporate governance and disclosure practices are proactive and
demonstrably ahead of the curve. Our new business model seeks to achieve
greater transparency and accountability in every aspect of operations.
The Company was

awarded the
"National Award for
Excellence in Corporate
Governance-2010",
by the Institute of
Company Secretaries
of India.
Governance Structure
The year 2010-11 saw us successfully complete the first phase of our five year plan that included changes in policies &
processes necessary for the formation of Independent Companies (ICs). Following this exercise, our organisation now has a
four tier Corporate Governance structure.
Strategic
Supervision
The Board of Directors

comprising Chairman
& Managing Director,
Six Executive and
Nine Non-Executive
Directors.
Strategy &
Operational
Management
The Independent
Company Boards in
each ICs comprising
representatives from
the Company Board,
Senior Executives from
the IC and Independent
Members.
Executive
Management
Team comprising the

CMD/Executive
Directors, four Senior
Managerial Personnel
and two Advisors to
the Chairman.
Operational
Management
The Strategic
Business Unit (SBU)
Heads.
For more information on the governance structure, please refer to

page no. 46 to 58 of L&T's Annual Report 2010-11 at www.larsentoubro.com
Larsen & Toubro Limited is public limited, professionally managed company operating from India
14
Sustainability Structure
The precept and practice of sustainability is strengthened through commitment from apex level management. The
Company embraces a top down approach that optimises our efforts. Sustainability Executive Board, comprising
members from the Executive Management Committee (EMC), ensures effective formulation and implementation of our
sustainability strategy. The Board decides on policies to be implemented across the Company and reviews the
sustainability performance.
Corporate
Level
Sustainability Executive Board

Director In-charge
Supported by Corporate Core Team
IC Head
IC Level
Sustainability Council
Corporate Centre, Environment, Social,
Finance and Business Verticals
Unit
Level
Sustainability Team
Responsibility: Unit-in-charge and members
Remuneration Policy
Consistently voted as among the most preferred organisations
to work with, we propagate a culture of empowerment,
professionalism and creative freedom. Our remuneration
policies and practices are in line with current market dynamics
and remain commensurate with industry norms.
Our compensation packages consist of base remuneration,
perquisites and performance incentives. The components of
remuneration vary for different grades, and are governed by
industry patterns, qualifications, experience, responsibilities
and individual performance.
The Company pays remuneration to Executive Directors by way
of salary, perquisites & retirement benefits (fixed components)
& commission (variable component), based on recommendation
of the Nomination & Remuneration Committee, approval of the
Board and the shareholders. The commission is calculated with
reference to net profits in the financial year and as per the
Sections 198 and 309 or The Companies Act, 1956.
15
Corporate
Core Team
RELEASE OF L&T'S SUSTAINABILITY REPORT 2010
Processes in Place
As a part of Project Lakshya (2010-15), we have initiated the process of decentralisation and have accorded greater
accountability to the ICs. This enables the ICs to set individual business specific targets, assess their performance, review
risks and mitigate them by taking accelerated action.
Two key ongoing projects strengthen the foundation of our processes.
Project LAKSHYA
Focuses on progressively upgrading our capabilities, systems, processes and services. Project LAKSHYA (2005-10)
concluded successfully. The second phase of Project LAKSHYA (2010 - 2015), aims to make our business even
more resilient and future ready.
Project PRITHVI
Streamlines the process of measuring, monitoring, documenting and reporting our economic, environmental and
social performance as per Global Reporting Initiatives (GRI) - G3 guidelines and drives sustainability practices
across the organisation. The progress of short term sustainability targets (2009-12) is given in this report. The
development of Sustainability Roadmap (2012-15) is in progress.
We have incorporated the requirements of the ISO 9001,

ISO 14001, and OHSAS 18001 across 22 locations and
practice the Six Sigma approach & Lean Manufacturing
processes in our product businesses. We continue to
strengthen the environmental performance of our
Company through a variety of material, energy and water
conservation initiatives. In addition we are increasing the
use of renewable energy and adopting recycling
processes.
Performance Measurement and

Review Mechanisms
L&T has an internal corporate audit team consisting of
chartered accountants, engineers and system experts.
This team, a part of the Board's audit committee, ensures
financial, operational and IT compliance. The Internal
Audit function is ISO 9001:2008 certified.
Best-in-class information technology has been deployed

to enhance our compliance with organisational systems,
eliminate redundant processing, optimise productivity
and reduce costs.
Qualitative data on performance indicators is collated
from diverse sources such as:
Information from completed projects
Information from technical audits of plants, project

sites and offices
Sharing of best practices
Innovations and R&D reports
Information from global sources, partners and

collaborators
Regulatory agencies, professional associations

16
Code of Conduct and

Risk Management Framework
Values and principles are central to our functioning. Our
principles are enshrined in a 'Code of Conduct' for all our
Board members and Senior Management personnel of the
Company. This Code ensures compliance with the
provisions of the revised Clause 49 of the Listing
Agreement with Stock Exchanges.
Policies, procedures and guidelines have been formulated
to clearly lay down norms on action and conduct of our
employees. These cover:
Guidelines on corporate communication
Securities Dealing Code
Protection of women's rights in the workplace
Corporate IT policies
Security manual and procedures
Whistleblower Policy
The code of conduct is available on the Company's website,

www.larsentoubro.com. The annual declaration about its
compliance by the Company is also given by the CMD.
Once a year, a general notice is given to the Board by a

director to the effect that he is a director or a member
of a specified corporate body or is a member of a
specified firm and is to be regarded as concerned or
interested in any contract or arrangement which may,
after the date of the notice, be entered into with that
body corporate or firm.
Any change in directorship is immediately reported to
Board. This information is shared with the accountants
of all the ICs and compliance with the provisions of The
Companies Act, 1956 is ensured.
In consonance with the provisions of Clause 49 of
Listing Agreement, every board member confirms, on a
yearly basis, that he has complied with the Company's
Code of Conduct as applicable to Board Members and
Senior Management Personnel of the Company. Senior
officers of the Company are required to confirm whether
they or any of their specified relatives have entered into
any transaction with the Company.
Internal Control System
objective
To the Shareholders of Larsen & Toubro Limited
To establish a comprehensive internal control

mechanism
Sub: Compliance with Code of Conduct

I hereby declare that all the Board Members
and Senior Management Personnel have
affirmed compliance with the Code of Conduct
as adopted by the Board of Directors.
A.M. Naik
mechanism
Documented policies, authorisation guidelines
commensurate with the level of responsibility
and standard operating procedures specific to
the respective businesses.
implementation

Date: April 26, 2011
Place: Mumbai
We adhere to Section 299 of the Companies Act, 1956,

which requires that every Director of a company who is in
any way concerned or interested in a contract or
arrangement, is required to disclose the nature of his
concern or interest at a meeting of the Board of Directors.
Significant observations made in internal

audit reports on business processes,
systems, procedures and internal control, and
the implementation status of recommended
remedial measures are regularly presented to
and reviewed by the Audit Committee of the
Board, by our Corporate Audit Services
Department and by external auditors.
All Senior Management personnel, including functional heads, are from India and one level below the Executive Directors
17
Corruption & Anti-competitive Behaviour
Commitment to External Initiatives
We are committed to a pattern of behaviour that is wholly

consistent with our principles of ethics and fair practices.
Any act or measure that compromises or is likely to
compromise our set of values will not merit consideration.
We have put in place sound systems to address all issues
with a bearing on anti-trust behaviour. These systems are
reviewed periodically at the corporate level.
We follow the Global Reporting Initiative (GRI) framework

to report on our economic, environmental and social
performances. In addition, we comply with applicable
International Labour Organisation (ILO) conventions and
United Nations (UN) directives covering the following:
Guidelines for financial transactions and non-financial

documents set by top management are communicated to
employees along with the Code of Conduct. No incident of
corruption was reported during the year 2010-11 from any
of the businesses. We also comply with relevant statutory
requirements including anti-competitive behaviour. No
legal actions in this regard were initiated against us in FY
2010-11.
Public Policy Advocacy

The Government is an important stakeholder in our
business and we therefore engage with it through multiple
business forums and trade organisations. Our senior
executives participate in the development of public policy
that addresses issues affecting industry, business,
products and customers through collaborative interaction.
Statutory and regulatory compliance
Business ethics
Fair and equal opportunity to all employees
Improving employee lifestyles through training
Labour camps
Medical facilities at project sites
Measuring, monitoring and conserving materials

& energy sources
Memberships
We contribute to the policy-making process through
memberships of associations and institutes
Compliance
Confederation of Indian Industry (CII)
Our compliance system covers a multitude of statutory

obligations which ensures that all applicable laws and
regulations are observed and complied with. In the
reporting year, no financial or non-monetary sanctions
were imposed upon us.
Federation of Indian Chambers of

Commerce and Industry (FICCI)
Bureau of Indian Standards
Construction Industry Development Council (CIDC)
Precautionary Approach
The organisation operates in conditions where economic,
environment and social risk is inherent to its businesses.
This is especially true, as in recent times, when industry
and the economy goes through prolonged bouts of
turbulence. We have taken comprehensive measures to
mitigate important risks. These measures include a
thorough review of all major risks before entering into
business commitments, ongoing review of risks for major
projects under execution and a structured risk
Management Information System (MIS).
Confederation of Indian Industries - Infrastructure

panel, Southern Region
Indian Electrical and Electronics Manufacturers
Association
Bangalore Chamber of Industry and Commerce
(Manufacturing Panel)
National Safety Council
Process Plant and Machinery Association of India
American Society of Mechanical Engineers (ASME)
Heat Transfer and Fluid Flow Stimulation Software
(HTFS) associations
Indian Institute of Chemical Engineers (IIChE)
Chemtech Foundation
18
Disclosures on Management Approach
economic
environmental
We recognise the critical interdependence of corporate

organisations and society. Our vision statement, our
Company anthem and indeed every aspect of our
operations are continuing acknowledgement of the debt
to society and nation that we seek to redeem.
The finite nature of environmental resources, its fragility,

and the decisive impact it can have on life on this planet
is now widely acknowledged. Debate, if any, is now only
centred on how different groups can reconcile immediate
self-interest with the longer term benefits to the planet as
a whole.
The strategic plan for the period 2010-15 (Lakshya 2015)

has identified strategy and strategic initiatives, including
detailed assessment of portfolios, organisational
structure and capital structure for each business. This
exercise will also lead to the formation of Independent
Companies (ICs) from April 1, 2011. The assessment
revealed notable opportunities across all business
segments of the Company.
In addition to risk management, we also give a strong
impetus towards achieving cost efficiency as we believe it
to be another significant contributor towards sustained
profitability. Towards this, we have adopted various
initiatives like global sourcing, lean manufacturing and
standardising repetitive operations and processes etc.
Coal gasifier components at Hazira
At L&T, our objective is to progressively drive design

expertise, operational efficiency and maintenance efforts
towards cleaner and greener technologies and reduce
pollution. Energy-efficient alternatives and practices not
only result in environmental conservation but also yield
cost optimisation. Towards this objective, we continue to
focus on efficient consumption of material, energy and
water through structured and systematic processes.
We adhere simultaneously to both customer specified
stipulations and applicable regulatory requirements, both
at our plants and at customer sites. At L&T's project sites
and offices, the respective managers are responsible for
ensuring optimal consumption of material and energy.
We have incorporated a new business structure with the
formation of Independent Companies. With this, the
management of each IC, with its comprehensive policies
on quality, environment, health and safety, becomes
accountable for its environmental impact. Alongside
internal audits which continue to be conducted
periodically, we also carry out external audits by
certification agencies (ISO 14001 and OHSAS 18001) for
plant/project locations and design centres.
We have a structured Corporate Environment, Health &
Safety (EHS) Policy that ensures that our employees get a
safe and healthy working environment and that the
environment is not adversely affected by our operations.
We also facilitate Environment, Health & Safety training
for the employees on a regular basis to enhance
competency and encourage commitment.
Transmission lines executed across the desert of UAE
19
EPC services for water transmission and distribution

covering wastewater treatment and water treatment
social
Labour Practices and Human Rights
Societal Commitment:
L&T sees talent management as critical, in pursuit of

growth momentum. We have in place industry's finest
employment practices and EHS principles and we ensure
its effective implementation through a well-defined
structure. A synergy of all these measures makes us
among the most sought after employers in India.
Over the last few years, society has increasingly become

more conscious and vocal about the importance of
inclusive growth. At L&T, we have always seen ourselves
as a part of a larger community, and this consciousness
has influenced all our thoughts and actions.
We continuously strive to nurture symbiotic growth
between our business and the community.
We aim to go beyond the bare

essentials set forth by Compliances and
Regulations. This includes ethical and
human rights standards.
We keep a sensitive finger on the pulse of the society in

order to identify its needs. Our interaction with
communities and local NGOs helps us in this process.
We then employ our competencies in project planning
and execution in order to find a long term solution for
those needs. Employees along with their families are
encouraged to engage in these initiatives.
We comply with applicable local laws and uphold the

spirit of human rights as per regulatory requirements conventions of the International Labour Organisation
(ILO), The Factories Act 1948, Building & Other
Construction Workers (Regulation of Employment &
Conditions of Service) Act, 1996, and Central Rules, 1998,
Industrial Disputes Act 1947.
L&T encourages employees to represent the Company in

addressing social issues of significance. We actively try
and facilitate a constructive dialogue and exchange of
ideas between our employees and the NGOs,
government agencies, chambers of commerce and
academic institutes.
To communicate the policies across all hierarchies of the

organisation, we employ tools like induction training
programmes, interactive sessions, intranet sites, policy
manuals and posters. Dedicated IR, HR and EHS managers
ensure effective implementation of such policies.
Regional complaints committees exist to deal with cases
of sexual harassment at the workplace, if any.
L&Teers join students at Milind Vidyalaya on a voyage of learning
An annual performance review process, monitors and

evaluates the performance of all employees. Workmen
and safety-related issues are reviewed at project locations
in monthly Site Management Committee meetings.
Periodic tool box talks for workmen at Hazira
20
product responsibility
The 'proof' of all our principles and policies lies in the
products we make, the projects we execute and the
services we offer. Ultimately, we know that we are going to
be judged not by the sentiments expressed in our
statements but in the performance on the ground of
everything that we offer. This is how we connect to our
stakeholders; by making a positive impact in their lives.
Sustainability Policy
We are committed to fulfilling our economic,
environmental and social responsibilities while
conducting business.
We will conserve natural resources, build social equity
and achieve sustainable growth, through a culture of
trust and caring, to serve all our stakeholders.
We strive to ensure that our products are environmentally

and socially responsible throughout their entire lifecycle.
Corporate Environment,
Health & Safety (EHS) Policy
Our business heads are responsible for products and

services built around sound engineering and sustainable
practices. All the company's products/processes are
designed to adhere to stringent statutory norms and
regulations.
As an integral part of our business philosophy, we

are committed to conserving the environment and
providing a safe and healthy workplace to our
employees and stakeholders. Towards this, we shall:
Investments in research and regular customer feedback

help enhance product and service quality on a continuous
basis.
Given the sensitivity and strategic nature of many of our
projects and products, it is imperative to maintain
customer confidentiality at all times. To ensure that our
products are optimally used, we design and provide
detailed user's manual, impart training to customers and
their employees in plant operation as well as product
usage and maintenance.
Ports and harbours - part of L&T's capability
spectrum in infrastructure
Incorporate EHS considerations in all business

decisions
Ensure compliance to statutory and other
requirements
Prevent adverse environmental impacts and
occupational health and safety risks
Conserve natural resources, minimise waste
generation and environmental emissions
Impart structured training for employees and
stakeholders for effective EHS performance
Encourage communication, consultation and
collaboration with all the stakeholders
We shall strive for continual improvement in our EHS
performance.
Corporate Human Resource Policy

We believe that people are our most valuable
resource, and play a pivotal role in helping us realise
our Vision. We are committed to:
Acquiring, developing and retaining a pool of
high-caliber talent
Enabling and empowering our employees to be
creative and innovative
Establishing systems and practices for
maintaining transparency, fairness and equity
Creating a culture of continuous learning,
competitiveness and excellence through change
management, respecting ethics, values and good
governance
Supercritical turbine under assembly at L&T's Hazira Campus.
21
We will protect our environment and uphold in letter

and spirit the United Nations Universal Declaration
of Human Rights and the fundamental Human Rights
Conventions of International Labour Organisation.
The newly built Mumbai Airport

Terminal Complex by L&T
22
Sustainability Approach
From wealth generation to wealth distribution, from
mass consumerism to mass conservation, from free
economy to free education, from remaining in the
black to going green - the corporate focus has clearly
shifted from 'profitability' to 'sustainability'.
Responsible businesses world over are rethinking
their mission statements to integrate sustainability
as a key ingredient.
At L&T, we were the early adopters of this 360
strategy and pioneered the triple-bottom line
reporting approach in the Indian engineering &
construction arena. Today, sustainability is integral
to our core business strategy.
in harmony with NAPCC

As the year progressed, so did our commitments towards
the National Action Plan on Climate Change (NAPCC)
instituted by the Government of India. Our strategic
investments in renewable energy gained momentum,
energy-efficient initiatives became more effective, and we
enlarged our green footprint - in form of green buildings
and green land cover.
mission 1
We view the emerging challenges through the prism

of economic, environment and social opportunities.
Building on our technological prowess, we
imagineer solutions that sustain - be it investing in
cost-competent technologies, foraying in to futurefriendly products, leveraging key levers of social
well-being, or fostering a safe and healthy work
environment.
Over the years, our sustainability reporting is
serving as a vehicle to measure performance,
benchmark green practices and build stakeholder
trust. But more importantly it is driving organisationwide efficiency, productivity and performance. It is
also helping our businesses improve internal
processes, accountability and transparency.
Our corporate goals are aligned with

national as well as international
sustainability goals.
solar
L&T harnesses the power of the sun at nine of its premises
in India and overseas. In near future, our solar power
generation capacity is expected to reach over 1 MW.
We also provide turnkey EPC solutions for PV solar plant
installations across India.
mission 2
enhanced energy efficiency

Renewable energy constitutes 12.11% of L&T's
electricity mix.
Installed 8.7 MW wind farm in South India and 0.5 MW
solar power plant in Chennai.
97,783 GJ of energy has been conserved since 2008.
23
External energy audit conducted at MIP Business.

L&T's three buildings are 'BEE STAR Rated' and out of
which one building is 'four star rated' by Bureau of Energy
Efficiency (BEE).
Constructed 10 check dams in Thane districts resulting in

20 - 30 million liters of water storage and creating
potential to cultivate 250 acres of land.
mission 5
mission 3
green india
sustainable habitat
Built over 10.2 mn sq. ft. of certified green buildings for
customers.
Six L&T premises are certified green buildings and plans
to transform three more buildings into green buildings are
underway.
260,000+ tree saplings were planted across L&T locations,

project sites & neighbouring area during 2010-11.
Around 35% of the land at L&T sports a green cover.
150,000+ fully grown trees are being nurtured across
various L&T campuses.
mission 6
mission 4
water
15 out of 22 locations are zero wastewater discharge
units. Remaining units too are pursuing the same target.
A comprehensive water footprint mapping exercise has
been flagged off at key campuses.
The total water consumption of all units within the
boundary of last year's report, reduced by 2.5%.
L&T has proven capabilities to offer large-scale water
distribution, water treatment and waste water solutions.
sustainable agriculture
Heavy Engineering continues to play an integral part in
enhancing agricultural productivity by supplying critical
equipment to majority of fertiliser plants in India.
Hydrocarbon provides turnkey 'Fuel Switch' solutions to
fertiliser plants enabling them to affect large savings in
energy costs and mitigate SOx emissions and eliminate
ammonia discharge.
Electrical & Automation conducts training programmes for
electricians from rural area to enhance knowledge and skill
level in maintenance of electrical equipment used in farms.
24
mission 7
sustaining the himalayan ecosystem

In FY 2010-11, 50,000+ saplings were planted in
Uttarakhand, Arunachal Pradesh & Himachal Pradesh.
Strong alliance is being nurtured with local communities
to ensure survival of saplings.
Welfare initiatives continue for the neighbouring
communities of our project sites in the Himalayan region
such as infrastructure development, medical camps, skill
building and employment opportunities.
mission 8
strategic knowledge for

climate change
L&T is home to more than 25 certified sustainability
reporting process auditors.
We have a continued focus on capacity building to
address the business impact of climate change and
conduct the following programmes:
Advanced level Certified Sustainability Assurance
Practitioner (CSAP) programme conducted for junior
and middle level management
Our induction programme includes training modules on
Climate Change, Sustainable Development and EHS
Our executives participate in various programmes on
climate change and low carbon emissions conducted
by professional bodies in India and overseas
Focused training programmes for employees to qualify
as energy auditors
25
Our technology block at Hazira is a LEED certified

(platinum rating) green building
future ready
Construction
Risks & Opportunities
Strategic & Operational Initiatives
Large pool of unskilled / unemployed

rural youth can be gainfully employed
in construction
Basic Training through Construction Skills Training Institute & on-job

training at Construction sites
Safety of staff and workmen
Continuous training on safety & work methods, mechanisation in

construction, focus on increased PPE and continuous workplace
monitoring
Conservation of scarce natural

resources like river sand, aggregates
etc. used in construction
Use of new technologies, alternate materials for better value to

customers, recycle and reuse of waste generated
Latest technology and green products
Dedicated teams to develop and promote new technology

to customers
Energy conservation
Preventive maintenance of plant & machinery, enhanced use of

renewable energy options like solar, wind energy etc.
Environmental management
Meet & exceed the contractual obligations on tree plantation,

upgrade plant & machinery at the project sites to reduce air &
noise pollution
Water management
Use alternate technologies & materials that reduce water

consumption, recycle & reuse at permanent establishments
Health & hygiene of workmen
Health check-ups, improve health and hygiene in labour colony
Corporate Social Initiatives
Conducting need assessment surveys, budget & implement

initiatives necessary for the nearby community
Hydrocarbon
Enhance operational excellence
To enhance the operational excellence, various capability centres

were created under Project Disha, which are now fully functional.
Each department has created SOP (Standard Operating Procedures)
which are in use
Identify new growth areas
Identification of new markets and geographies for business and

growth targets in line with Lakshya 2010 to 2015 strategic plan and
building Hydrocarbon business as an international player
Tackling risk during execution
Structured Risk Management process to identify risks during

bidding and execution of projects has been implemented
Risk-sharing and taking advantage

of complementary strengths of
alliance partners
Strategic alliances and joint ventures/consortium has been

developed to ensure risk mitigation
Enhancing skills and capabilities

of our employees
Capability And Leadership Development (CALD) Programme and

other customised training programmes are conducted for employees
26
Heavy Engineering
Constantly strive to improve

reliability and delivery performance
An important initiative called "Enterprise-wide Collaboration for

Alignment with Strategy"(ECAS) is underway to significantly boost the
preparedness for continuous growth and to take up new challenges.
A new strategy of "Customer Intimacy" is adopted by the Company to
get to understand our customers better and thus develop better
business relationships
Reducing carbon footprint of

operations in order to reduce
GHG emissions
We have built LPG/Natural Gas terminals & are continuously reducing

the usage of high-speed diesel by replacing it with LPG/Natural Gas
for the heating operations
Continuously working towards

increasing water and energy
conservation efforts
Striving to implement the Zero Wastewater Discharge policy at all our

manufacturing facilities
Implementing national and

International best practices in
safety across all locations
Safety training and awareness campaigns have resulted in lowered

accident rates and increased productivity. We achieved a milestone
of zero reportable accidents for 330 days during the year in our
Powai workshops
Developing local vendors to

substitute imports with domestic
items to contribute to local economic
development
We also are committed to help in the development of our major sub

suppliers so that there is motivation at their end in supporting us to
make challenging products
Enhancing contribution in social

development in the surrounding areas
We have undertaken number of initiatives such as supporting local

schools, vocational training institutes, blood donation camps and
running talent development programmes
We try our best to help the society when natural calamities strike. We
organise medical camps and supply food, water, clothes & relief
material to areas affected
Further enhancing employee

engagement efforts to reduce attrition
and improve employee well-being
7 councils & 23 teams of cross functional, cross location personnel

have been formed to address issues related to organisational
development and employee engagement
Heavy Engineering has engaged two consultants of repute M/s Gallup for Employee Engagement and M/s DNA Global Network,
USA for the ECAS initiative
As a part of Employee Engagement initiatives, we conduct workshops
across the IC and encourage collaboration, team building & open
interaction between superiors and team members who make specific
action plans for improvement
Promoting a culture of innovation

throughout the organisation
27
Implemented the "Theory of Constraints" (TOC) for optimal resource

management and maximising the throughput

Increase in input costs
Continue emphasis on procurement optimisation, value engineering

& LEAN manufacturing and product design initiatives to reduce
material consumption
Inadequacy of sustainability practices

in supply chain
Developed an Environment & Social 'Code of Conduct' that has been

signed by key suppliers. Awareness building initiatives and
processes for extending sustainability practices in the supply chain
are in progress
Enhanced awareness in the market

on improving energy efficiency
Provide products and solutions that help customers reduce their

energy consumption
Increase in installed electricity

generation capacity
Enhancing sales and marketing efforts to continually increase market

share in India. Building capacities in MV switchgear
Machinery & Industrial Products

Extend sustainability initiatives in

the supply chain
Identified key suppliers impacting business operations

Spearheaded capacity building programmes for supply chain and
developed an Environment & Social 'Code of Conduct'
Assisted vendors through the implementation process
Energy consumption at
manufacturing locations
Conducted energy audits for all manufacturing locations and

defined energy conservation indicators
Explore new technologies
Tie-ups and technological innovation for foundry development,

improved welding methodologies and superior cutting tool solutions
Globalisation and competition

from international players
Thrust on international business opportunities to increase

geographical coverage
Introduced products - Hydraulic Presses, Hybrid Presses and Rubber
Processing machinery
Collaborated with additional distributors for wider coverage of India
Integrated approach for

resource conservation
Implemented ISO 14001 and OHSAS 18001 certification systems for

MIP manufacturing units
28
L&T Infotech
Recession in the global economy

and growth in geographies
such as South Africa, Middle East,
Australia and India
Increasing operational efficiencies

Looking at new sources of revenue organically and inorganically
Investments in future technologies from an IT standpoint
Continuing to invest in newer technology and IP
(like the Canadian Acquisition)
Other Key Developments:
New office opened in Houston
Singapore Center of Excellence launched
Won order for providing Billing Solution for Saudi Electricity Co.
Bagged Good Governance National Technology Leadership
Award 2010
New Technology Center opened in Chennai
10-year strategic partnership with Marsh celebrated
5-year strategic partnership with Sony Ericsson celebrated
Ranked 12th in a media survey of best employers in India
Changing business model
Potential early mover advantage in cloud and mobility
Brand
Conducted Brand index survey to arrive at a composite number

that measures holistically how clients, influencers, employees,
non-employees & management view the brand of L&T Infotech.
In this survey, our clients have given us very high marks on client
experience and trust. Two comments that stood out are that we are
very high on governance and we will go the extra mile for our clients
Technology
Launch of new service to provide enterprise mobility solutions to

clients and launch of smart access platform
L&T's infotech campus in Bangalore
29
materiality
By using a materiality analysis to identify and prioritise
issues, L&T is able to allocate adequate bandwidth to
address those issues that are truly important to
stakeholders and by extension, the organisation itself.
Every business segment of L&T, by the virtue of its corecompetency and offering, has a different set of material
issues. This constant process of successfully identifying
and addressing a wide spectrum of materiality issues
continues to attract management focus.
Last year, we engaged KPMG Advisory Services, to prepare
a detailed and comprehensive list of materiality issues.
This year we undertook an internal detailed study wherein
we first created a universe of all relevant issues for each IC
and sieved it through a materiality test consisting of six
parameters in order to identify the issues that should be
material to the whole of L&T Group.
The six parameters of the materiality test:

Financial Impacts / Risks - issues that may pose a
financial risk to the Company
Legal / Regulatory Drivers - issues emerging out of
government policy
Internal Policy Drivers - issues that are critical to the
internal working of the organisation
Industry / Sector Based Indicators - issues unique to an
industry or sector
Stakeholder Concerns - issues that are of high
importance to the stakeholders
Opportunity for Innovation - issues with potential for
innovative solutions
The key material issues that emerged:

Key Material Issues
Actions
Improve safety performance and wellness of employees

across ICs
Employee Health
& Safety
Give prime importance to safety during design and

execution of projects
Identify own operation risks and develop a framework to
manage the same before scaling up to entire value chain
Product design &

execution
Water
conservation
Focus on EHS
Consider safety performance as an important parameter

during supplier rating and selection
Evaluate water, waste and carbon footprint and map
performance to an established baseline
Waste
management
Address suppliers' request to provide them training on

water, waste and carbon footprint mapping
Carbon footprint
Sustainability strategy
implementation
dashboard & roadmap
Initiatives to address the Materiality Issues
Include aspects of environment in business

management: Use of eco friendly equipment and engage
on eco friendly / green construction
Review
sustainability
agenda in a
structured manner
by top
management
Benchmark sustainability performance vis--vis global

standards and subsequently adopt global best practices
Create a sustainability dashboard at IC level, to be
monitored by the leadership team
Use sustainability as a complementing tool to business
performance
Create awareness of L&T's sustainability performance
and propagate the same through communication modes
and events
Awareness on
Sustainability
issues
Renewable energy
& energy efficiency
Effective
Communication of
L&T's Sustainability
initiatives
Promote
consumption of
renewable energy
and concentrate on
energy efficiency
Engage proactively with stakeholders and improvise the

engagement framework to better understand
stakeholder concerns
Bring all ICs on a common platform to have uniform
understanding of sustainability aspects of L&T's
businesses
Assess levels of energy efficiency and focus on energy
conservation and improving energy efficiency across ICs
Focus on harnessing and increasing consumption
(at existing locations) of renewable energy
30
Key Material Issues
Actions
Renewable energy
& energy efficiency
Promote
consumption of
renewable energy
and concentrate on
energy efficiency
Initiatives to address the Materiality Issues

Create a robust business model spanning across ICs to
address the energy challenge
Initiate product labeling with a focus on energy
efficiency of product vis--vis global competitors
Provide technical expertise and training to suppliers to
enable them to reduce their energy footprint
reporting scope
L&T publishes Corporate Sustainability Report annually. Our fourth report covers environment, economic and social
performance between April 1, 2010 and March 31, 2011. The reporting framework is in accordance with the Global
Reporting Initiative (GRI)-G3 2006 guidelines and the applicable GRI Indicator protocols have been followed for reporting
on core and additional indicators. The data management techniques used in the report comprised actual computations
and estimations. Wherever estimates are made, the assumptions are specified. There is no restatement of information
provided in earlier reports.
Report Boundary
This report covers our nine Businesses and L&T Infotech Limited. All other subsidiaries and associates are excluded. The
reporting boundary has been increased to cover all major manufacturing locations, projects sites and offices across
India, as well as overseas projects managed from India:
The data for economic performance has been disclosed as per L&T's financial report of FY 2010-11.
Corporate locations
Electrical and Automation (E&A)
L&T House (LTH) and MDC (Management Development

Centre) have been added to the boundary.
Locations at Powai, Mahape, Ahmednagar,

Mysore and Coimbatore.
Construction
Machinery and Industrial Products (MIP)
Business operations and India based support

processes and project sites.
Construction Machinery Business, LTM, &

Kansbahal units. This year, Audco India limited
(AIL) and L&T Komatsu (LTK) have been added
to the boundary.
Hydrocarbon
Project locations and offices within India at Powai,
Vadodara, Faridabad and fabrication facility at Hazira.
This year, HCP (Hydrocarbon Pipeline Projects)
division has been added.
Heavy Engineering (HE)
Domestic Marketing Network (DMN)

Offices in India
L&T Infotech
Offices in India
Locations at Powai, Hazira, Ranoli, Talegaon,

Coimbatore (new location) and Vizag (new location).
This year, L&T - Sohar, Oman has been added.
Assurance
The assurance of a corporate sustainability report is an
evolving concept, covering several approaches. L&T's
approach focuses on continuous assessments through
internal and external audits of operations and financial
report. The report follows GRI-G3 Guidelines to measure
sustainability performance. The report is assured by DET
NORSKE VERITAS AS (DNV), India and the assurance
engagement is of Type 2 and Moderate level as set out in
the AA1000 Assurance Standard 2008 covering
qualitative and quantitative information. Their assurance
statement, describing the work undertaken and their
conclusions, is included in this report. L&T declares that
the report conforms to Application Level A+ and DNV has
confirmed the Application Level.
31
Questions pertaining to the content

of the report may be directed to:
Mr. Ajit Singh
Executive Vice President,

Corporate Infrastructure and Services
Larsen & Toubro Limited

Saki Vihar Road, Powai
Mumbai 400 072, India
[email protected]
sustainability targets
Sustainability Area
Corporate - Short Term Targets

(2009-12)
Status
Climate Change
Conduct carbon footprint mapping of

L&T Operations
Carbon footprint mapping of L&T

manufacturing locations and
project site completed for
consecutive second year
Energy Conservation
To conduct energy audits at all

Completed
Energy conserved: 27,161,935 units
(22,001 tons avoided
emissions - since 2008)
Improve energy conservation metric

by 10%
More than 10% year on year

since 2009
Develop location-wise roadmap for

increased use of renewable energy
Wind farm of 8.7 MW made

operational in South India.
Overall level of green energy has
increased from 8% to 12.11%.
Rooftop Solar PV installations are
operational at Chennai, Hazira,
Talegaon, Mahape, Vadodara,
Ahmednagar, Mysore, Coimbatore
& Sohar - Oman
Water Conservation
Safety
Adopt zero-discharge approach
15 campuses are zero wastewater

discharge locations
Reduce per capita water consumption

by 10%
Water footprint mapping planned at

five major campuses to further
explore conservation opportunities.
Overall 5% reduction in water
consumption achieved w.r.t 2008-09
Achieve zero accident status at

8 L&T campuses, 6 L&T Infotech

locations & 19 DMN offices had zero
reportable accidents
Reduce FR and SR at project location

by 50%
Frequency Rate reduction of 60%

w.r.t 2007-08
Severity Rate reduction of 45%
w.r.t 2007-08
Management System
Health
Implement ISO 14001: 2004 and

OHSAS 18001: 2007 at manufacturing
locations and major design offices
19 locations are ISO 14001 &

17 locations are OHSAS 18001
certified out of 22 locations
Implement ISO 14001 : 2004 and

OHSAS 18001 : 2007 at project sites
above ` 7.5 bn.
All 4 ICs of construction business are

ISO 14001 & OHSAS 18001 certified
Develop organisation wide health index

by implementing WoW (Working on
Wellness) programme
Phase I of WoW completed covering

awareness, Diagnostic Camps &
Workshops
Phase - II, Preventive Healthcare
activities in 'Thrust Areas' completed
at eight locations
Community
Development
Continue interventions in CSI thrust areas
Ongoing
Increase training and employability of

underprivileged youth through
Construction Skills Training Institute and
L&T Charitable Trust activities
Ongoing
Promote employee volunteering
Ongoing
Include EHS parameters in

social engagements
Ongoing
32
Stakeholder Engagement
ENGAGE
TO LEVERAGE
Improvement stems from insights and development stems from dialogue. As an
organisation that constantly seeks to reinvent itself and remain in a state of
future ready, it is but natural that we continuously engage with our stakeholders,
gain strategic insights about their expectations and align our businesses to their
evolving needs and emerging priorities.
33
SUSTAINABILITY
SURVEY
ACROSS STAKEHOLDERS
INTRODUCED ENVIRONMENTAL & SOCIAL
CODE OF CONDUCT'
FOR KEY SUPPLIERS
CONTINUAL FEEDBACK FORUMS I COMMUNICATION CHANNELS TO APPROACH HIGHEST GOVERNANCE BODY
Stakeholder engagement at L&T is an ongoing journey.

For an organisation as large and diverse as ours, it is
natural that our stakeholders too are a large and diverse
community with overlapping and divergent interests.
Our goal is to understand the perceptions and
expectations of our stakeholders on a continuous basis
and then in collaboration with them work towards
achieving desired outcomes. We believe the bedrock of
successful stakeholder engagement is a common meeting
ground and a convergence of different perspectives,
ideologies and ideas.
Modes of Engagement
We regularly reach out to our stakeholders by a carefully
woven web of networks and communication channels.
For External Stakeholders

Stakeholders engagement session
Client satisfaction survey
Day-to-day business interaction
Engagement Framework
We have successfully crafted a comprehensive framework
for engaging with our stakeholders. The framework is
designed to not only help identify key materiality issues
but also assist in addressing them.
Last year we commissioned KPMG Advisory Services to
conduct a detailed stakeholder engagement exercise
across internal and external stakeholders. This helped us
get a sound understanding of the existing and potential
major issues and undertake sustainable initiatives for the
betterment of the organisation and the society as a whole.
Quarterly feedback system

Introducing sustainability parameters in supply
chain management
Investors meet
AGM (Shareholders interaction)
For Internal Stakeholders

Employee satisfaction survey
Reporting our actions and

responding to the feedback is an
integral part of our sustainability
development process and benefits
both the organisation and the
stakeholders.
GALLUP Engagement Survey for further

improvement in employees' engagement process
RO Center: As system for recognition and
celebration
Circulars
Social initiatives
Welfare initiatives for employees and their

families
In-house magazine
Internal spot news
34
Shareholders
We use different modes and media to engage with our
shareholders. The views that flow in from the shareholders
are sifted and incorporated into our day-to-day operations.
Mass media tools like press-releases, website, brochures,
bulletins, speeches and conference presentations keep
our investors posted on feats achieved and projects
undertaken.
Periodic personal meetings, video-conferences, emailers
and responding to the queries through phones and emails
are some of the institutionalised engagement apparatus to
cater to the needs of the investors.
The Company's Annual Financial Report is mailed to
shareholders and the quarterly financial reports are
published in local and mainline newspapers.
Announcements inviting shareholders to the Annual
General Meetings are published in accordance with
regulations.
Investors
Our investors have applauded our advancement in:
Leadership development
Focus on HR management
Capture global market
Adherence to global standards
Visibility of social responsibility initiatives
Sustainability Practices
Main reasons why investors select L&T
Strong business model
Robust risk management framework
Customers
The nature of our business keeps us in regular contact
with our customers. Vibrant dialogue is for us a business
imperative and delivery on expectations a daily truth.
But as a customer centric organisation we are well aware
that even this dialogue can be improved upon and thus
are constantly on the lookout for fresher and novel
mechanisms.
To augment customer engagement, create awareness and
retain preference we deploy multi-disciplinary media tools
including;
Almost all the NGOs responded that L&T regularly

engaged with them for receiving their feedback
and also for creating new projects
All NGOs reported that it was through joint efforts
that projects were selected, objectives set and
projects executed
Suppliers and Clients
Brand-building and product advertising

campaigns Bulletins, newsletters and
brochures Leaflets Media Website
Speeches and conference presentations
The Annual Review - a synopsis mailed to
customers and made available on our website
Majority of suppliers and clients perceive L&T as

the best EPC Company and significant employees
think of L&T as a good employer and remaining as
a progressive Company
Customer satisfaction is at the heart of an organisation.

It is believed that it costs five times as much to attract new
customers as it does to keep an existing one. We keep
track of customer satisfaction through periodic surveys
and focus groups conducted on our behalf by independent
market research agencies.
Clients rated L&T very high on the performance

parameters such as product responsibility,
efficiency, reliability, consistency and quality
Engagement Outcomes
Effectiveness of an engagement process lies in the insights
it yields. Highlighted beside are a few insights from some
of our key stakeholders.
35
NGO
Suppliers rate their experience in dealing with L&T

personnel as excellent and most number of
suppliers rate experience of resolving issues with
L&T as good
We have professional communication officers stationed

at every IC to ensure the continuance of this two-way
dialogue between the organisation and its stakeholders.
Channels are also kept open for the stakeholders to
approach the highest governance body for sharing
feedback and redressing their issues if any.
L&T's state-of-the-art
Management Development Centre at Lonavala
36
People Performance
EMPOWER
TO EXCEL
We value our employees and provide them a platform to blossom. Responsibility
is delegated with commensurate authority and our entrepreneurial work culture
encourages decision making. At L&T, employee empowerment is both a philosophy and a strategy to nurture organisational and individual excellence.
37
TOTAL TRAINING HOURS
HAZIRA CAMPUS AWARDED
44%
5 STAR RATING
RISE
BY THE BRITISH SAFETY COUNCIL
ONLINE NEAR-MISS REPORTING
We value our employees as our single most vital resource.

Our Human Resource policies are designed to help people
realise their full potential.
We constantly align human capital strategies with
business strategies to provide every team member the
opportunity to fulfill their career ambitions.
TOTAL WORKFORCE
L&T*
36,604
L&T INFOTECH*
13,461
Sub Total
50,065**
Full Term Contract Workers
310,974
Total including Contract Workers
361,039
*Full time employees

**No. of employees as per
2011 report scope and
boundary referred on page 31
Talent Management
In today's environment of skill shortages and a multigenerational workforce, recruitment and retention of
employees through active engagement is a strategic
focus area at L&T.
We empower our people with the power to think laterally,
induce a feeling of camaraderie and provide them a
conducive work environment which:
Encourages innovation
Respects individual dignity
Promotes safety and good health
Synergises responsibility with authority
Recognises and rewards good performance
Provides consistent avenues for
accelerated growth
In sync with the demographic profile of the country, L&T

too is young. Over 50% of the employees are under the
age of 30. Our talent management strategy is aimed at
harnessing the energy and creativity of these young minds.
38
Workforce Composition
AGE DISTRIBUTION %
Above 50 years
6%
Between
30-50 years
43%
GENDER DISTRIBUTION %
Male Employees
87%
CADRE DISTRIBUTION %
Executives
PGT/GET/DET/SST
38%
13%
19%
51%
13%
17%
Less than 30 years
Female Employees
Supervisor
Training
Our human resource development
team formulates a wide variety of
training programmes to nurture
and nourish the competencies of
our employees. These
interventions are not limited to
technical and functional domains;
they also encompass behavioral
and managerial domains. High on
the agenda are programmes
geared to enhance safety
standards.
We have institutionalised many
training enablers including a
state-of-the-art Management
Development Centre at the hill
resort of Lonavala near Mumbai.
Periodic appraisals, performance
reviews and one-on-one
counseling, help identify training
needs of each team member. New
age methodologies which are
interactive and participatory are
preferred over legacy classroom
training. Experts and training
faculty are invited from across the
globe to share international best
practices. Our strong information
technology backbone is leveraged
to provide video-conferencing and
e-learning. This helps neutralise
geographical distances, reduce
unproductive travel time and
enables employees to learn as per
their convenient time and pace.
39
L&T's Management Development Centre (MDC) at Lonavala
Training for the young managers of L&T
13%
Covenanted
Unionised
AVERAGE TRAINING HOURS
FY 2008-09
FY 2009-10
285
FY 2010-11
310
Total
Training Hours
132
18 15 16
18 19 11
Unionised
Supervisory
29 38 29
25 21 19
Executives
Covenanted
2,680,808
PGT/GET/DET/SST
The total training hours grew by 44% this year as compared to last year. This growth was complemented by a growth in
the variety of programmes to ensure holistic all-round development.
Below is a glimpse of some of the diverse training programmes and development initiatives undertaken this year:
Project Management
In a pioneering effort, L&T set up Institute of Project
Management (IPM) at Vadodara for developing leading
project managers across the domains of Engineering,
Procurement & Construction. The faculty comprises
outstanding academics and project management
professionals.
In January 2011, Electrical & Automation

was presented the prestigious 'Golden
Peacock National Training Award 2011'
in the 'Engineering' category, at the
21st World Congress of Leading 360 degree
Transformation.
GLOPAT (Global Expat) Programme

A strategic learning initiative to develop global business
acumen and leadership; to drive and manage
international initiatives. GLOPAT programmes are
designed to cover various aspects of international
business such as global business strategy, cultural
sensitivity, customer relationship management,
international finance & taxation, international law &
statutory requirements, managing risks, etc.
Managing waste programme

L&T plans to conduct awareness programmes in 2011-12
on handling of waste & monitor the authorised vendors'
processes to ensure proper disposal.
40
Ergonomic Assessment
An Ergonomic Assessment survey followed by an intensive
training session was conducted at the Powai, Vadodara &
Faridabad campus covering 417 employees.
CSR Training
11 sustainability training programmes were conducted
covering 800 new joinees. Human rights training is a part
of induction training programme.
Capability And Leadership Development (CALD)
Retirement Planning
The programme assists employees to efficiently manage
retirement. It covers the following dimensions:
Facing a new reality
Developing the right psychological framework
Post retirement medical issues
Details of retirement benefits
Financial Planning - types of investments, where to
invest and planning for it
Dealing with kith and kin
A programme which provides a life cycle overview of an

EPC Project, CALD judiciously blends the experience
gained by L&T in executing world-class projects with the
latest global concepts.
Managing life
Talent Acquisition & Retention
Employee Turnover
At L&T, talent acquisition forms a part of a much broader

strategic approach in the quest to gain and sustain a
competitive advantage in today's market place.
Our talent management programme comprising talent
attraction, development, retention and transition is aimed
at reinforcing L&T's position as the best place to work.
Meritocracy is the underlying philosophy that guides our
recruitment decisions. We hire the brightest from the
leading institutions in India. While most new members of
the L&T family join as fresh graduates and then grow with
the Company, we also recruit laterally to cater to the rapid
business growth.
Over and above consistent engagement and training, our
retention strategy includes various initiatives such as
periodic review of the compensation package, benefits
benchmarked against the best in the industry, rejuvenating
the campus facilities, aggressive but achievable targets and
providing a challenging work environment.
L&T
Male
Female
1,484
207
Between 30 to 50
964
33
More than 50
139
2,587
243
INFOTECH
Male
Female
Less than 30
1,687
852
775
154
10
2,472
1,006
Less than 30
Total
Between 30 to 50
More than 50
Total
The minimum notice period is being governed by the

terms of employment as stated at the particular level, as
well as in the collective bargaining agreement.
41
Employee Benefits
Occupational Health and Safety
Collective Bargaining
Our employees are not a part of our organisation, they are

the organisation. Their safety and health are of utmost
importance to us. At L&T, safety is an integral part of
operational excellence.
All unionised employees are covered under collective

bargaining. There are no identified operations in which
the right to exercise freedom of association and collective
bargaining may be at significant risk. All possible actions
are taken to support these rights.
Our comprehensive 'Environment, Health &

Safety Management System' includes:
Minimum Wages to Workmen

L&T follows a policy of strict adherence to statutory &
regulatory norms for payment of wages & benefits. The
minimum wages compliance is 100%. Statutory benefits
like PF, labour colony and medical facilities are also
provided for their well-being.
Workplace safety training programmes that

equip employees to mitigate risks and
minimise accidents
Organisation's defined benefit plan obligations
Use of safety protective gear
L&T provides various benefits to full-time employees.

These include life insurance, health care, maternity leave,
disability/invalidity coverage and retirement provision. In
addition, L&T also provides gratuity, post-retirement
medical benefits, pension and provident funds as per the
Company norms.
Daily toolbox pep talks
Minimum Notice Period of Operational Changes

For notice period regarding operational changes we follow
the procedures mentioned in the Industrial Disputes Act
(21 days).
Detailed safety manuals
First aid & emergency evacuation processes

Preventive practices for specific high risk
activities
Insurance schemes and employee safety
policies
Periodic audits and safety reviews
Recognition & Reward programmes for
safety performance
Study of best practices from external
agencies such as British Safety Council,
National Safety Council, Safety Consultants
and other Government Agencies
L&T's safety measures have won wide spread recognitions.

The reduction in the number of project sites has led to a
sharper focus on safety at each worksite.
Selected businesses have engaged services of leading
consultants to strengthen the safety culture.
National Safety Day is celebrated at all

locations of L&T to reinforce the
importance of safety. Distribution of
prizes & appreciation letters to winners of
Safety Quiz, Safety Posters, Safety
Slogans and Safety Exhibitions not only
spreads awareness but also helps keep
the motivation high.
42
CASE STUDY
safety: from manual to mindset

The L&T facility at Vizag is a representative of a typical L&T
worksite, with high commitment towards safety.
Standard Safety Systems at Vizag include:

Safety training for all workmen and staff on
induction
Outcome
Monthly emergency mock drills

Monthly EHS drives to enhance safety
awareness and improve safety compliances
Monthly inspections of equipment like fire
extinguishers, scaffolding, hydra, ELCB etc.
Analysis of previous first aid cases to reduce
first aid trend
Rewards for 'Best safety conscious workman'
in each category
Tool box talks for workmen
Surprise safety spot checks at regular intervals
Yearly 'Safety Month' celebrations
43
As a result of stringent procedures, robust

systems, meticulous analysis, continual
improvement and constant review,
Vizag site achieved

1,759 accident free
days and 23.7 million
safe man-hours.
Near-miss reporting goes online @ Hazira

L&T's heavy engineering campus at Hazira has introduced
an online system to minutely track near-miss incidents.
The objective is to learn from experience and further reduce
accident and severity rates. Various steps have been taken
to encourage proactive reporting of incidents:
Periodic tool box talks
Visual displays
Dial 7070 to register near-miss from intercom phone

Observing a near-miss reporting month
Best three near-miss awards for contractors' workforce
Hazira shop floor
This e-exercise helped enhance the spotting of safety hazards. Also 1,200 near-misses
were reported this year as compared to 408 in the previous year.
As a result, safety processes have been strengthened and such measures have increased sensitivity
towards safe workplace practices.
Awarded the coveted 5 star rating by British Safety Council for Hazira campus
Monitoring
Dedicated safety personnel monitor day-to-day activities on
each site with an aim to nip any possible hazard in the bud.
The data & processes are reviewed in the site management
committee meetings. People performance & statistics for
employees are monitored in the monthly sector management
committee meeting at HQ and workmen safety is periodically
reviewed in the monthly site management committee
meetings.
44
Project Site Practices

To ensure safe practices by all at the workplace, we realise
that we need to go beyond compliance by constantly
improving our work environment and creating awareness.
We have safety committees at all our manufacturing
locations. We encourage more than 50% participation of
the workers in the safety committee, which increases
ownership. At business level, we have safety review
committees, which also involve participation of union
office bearers.
Employees as well as
workmen are trained in:
Safety slogans for L&T workmen
Importance of EHS
Defensive driving
Legal requirements
Construction hazards and
precautionary measures
Safety Programmes conducted for workers

Installation of delay start mechanism in P&M
Precautionary measures
during radiography
Use of Special DB IP- 41 for safe use of electricity
Safety while working at

heights
Provision of e-learning system

(Mobile E-Learning Vans) for conducting EHS
Safety during material

handling
Confined space entry
requirements
Induction training programmes at various

locations of the project sites
Programmes conducted for contractors

Formal agreements with trade unions include aspects on
Occupational Health and Safety like audits and accident
investigations, training and education, complaints
mechanism, right to refuse unsafe work and periodic
inspections. Such agreements also cover aspects
related to compliance with global agreement such as
Compliance with International Labor Organisation (ILO)
Conventions and Codes of Practice, and arrangements
or structures for resolving problems.
Scaffolding erection training at CSTI, Chennai
45
Safety training during induction

Class room training on safety gear and first-aid
Tool-box talk on safe working method
Safety Performance
Current year's scope
FREQUENCY RATE (FR)
0.40
0.16
FY 2008-09
FR
0.18
SR
258
No. of Fatalities
0.23
FY 2007-08
FY 2010-11
FY 2009-10
0.16
FY 2007-08
40
FY 2008-09
39
FY 2009-10
29
FY 2010-11
37
FY 2010-11
FR=Number of reportable accidents per million man-hours worked
Diversity and Equal Opportunity

We foster an environment that respects the diversity of the
entire workforce and provides opportunities for employees
to contribute towards fulfillment of the Company mission.
SEVERITY RATE (SR)

518
422
286
282
We at L&T believe that diversity and equal opportunities

are the source of strength and strategic base for the
success of the Company. It is a prerequisite for a dynamic
and productive work place. Therefore all employees
regardless of gender, ethnicity, nationality, age, sexual
orientation, political or religious affiliation are evaluated
based on the same basic principles - performance,
experience and potential.
Human Rights
FY 2007-08
FY 2008-09
FY 2009-10
FY 2010-11
SR = Number of man-days lost per million man-hours worked
Our Hazira unit has made conscious efforts to provide

opportunity to the physically challenged people at
various levels. We also encourage our sub contractors to
empower them with livelihood opportunities.
FATALITY RATE
22.10
17.20
FY 2007-08
No units of L&T permits either child labour or forced

labour in any of its operation carried out by self or by any
representatives like sub-contractors within the premises
of the unit.
FY 2008-09
11.69
11.55
FY 2009-10
FY 2010-11
Fatality Rate = Number of fatalities per lac workforce

Due to the increased scope this year, the above trends
have been derived as per the scope of FY 2007-08 report
At project sites, we comply with the applicable legal

requirements and contractual agreement. The general
condition of contracts states that contractor or supplier
shall not engage in child labour, forced or compulsory
labour. The environmental and social 'Code of Conduct'
for supplier propagates Human Rights screening. It is the
responsibility of the top management through the
members of their strategic business unit heads and unit
heads to ensure implementation of good practices of
human rights.
The compliance to applicable human rights relations is
included in all investment agreements. There were no
incidences of discrimination related to employees' right
to freedom of association or violation of local rights
reported in the year.
46
Economic Performance
DIVIDE
TO MULTIPLY
The relationship between rate of growth and current scale is a bell curve.
Beyond a point, scale transits from being a prime-mover to being extra load.
To achieve multiplication of opportunities and the fleet-footedness to harness them,
we have divided our businesses into ten leaner 'Independent Companies'.
47
RECURRING PAT
ORDER INFLOWS
REVENUES
15%
19% 15%
GROWTH
GROWTH
INCREASE
CAPACITY EXPANSION
The Future
Economic Value Generated
Size does matter but bigger is not always better. When the
goal is to achieve accelerated growth across diverse
segments in an intensely competitive environment, it is
important to stay lean and nimble. We are aware, what got
us from USD 1 billion to USD 10 billion, alone will not get
us from USD 10 billion to USD 50 billion.
Our constant endeavour to get the basics right has helped

us maintain an impressive order book and robust financial
health. In FY 2010-11, we stayed on course and continued
to gain significantly through focus on competency, quality
assurance and delivery. Raw material inflation and
increased operating expenses were mitigated by optimal
sourcing, smart contracting and timely & cost efficient
execution of orders on hand.
Growth fuels size and size fuels complexity. L&T has 64

business units and operates in diverse industries
including construction, engineering, power, shipbuilding,
electrical and automation, machinery & industrial
products, financial services and software businesses.
54.53%
ORDER INFLOW
over FY 2008-09
(` Bn)
To simplify the structure and better

manage growth, L&T is being reorganised
into ten 'Independent Companies' (ICs),
each with its own board.
The creation of ten independent companies will enable L&T
to become more aggressive, nourish talent and potentially
unlock value. Decision-making will be closer to business
which will augment the leadership pipeline. The
performance of each IC is expected to improve due to
greater focus, empowerment, transparency and effective
leadership. The emerging structure will be able to convert
opportunities to growth at an accelerated pace.
797.69
695.72
516.21
FY 2008-09
FY 2009-10
ECONOMIC VALUE GENERATED
FY 2008-09
30.77%
over FY 2008-09
453.48
(` Bn)
346.78
FY 2010-11
390.60
FY 2009-10
FY 2010-11
48
35.70%
RECURRING PAT
36.76
(` Bn)
85.21%
ORDER BOOK
over FY 2008-09
over FY 2008-09
(` Bn)
1,302
104
1,198
31.85
27.09
1,002
70
932
703
105
598
FY 2008-09
FY 2009-10
FY 2010-11
FY 2008-09
Recurring PAT: Profit After Tax

(excluding extraordinary & exceptional items)
FY 2009-10
National
FY 2010-11
International
L&T's market capitalisation as on 31st March, 2011

increased to ` 1,006.58 billion, as compared to ` 979.39 billion as on 31st March, 2010.
This was the result of a good all-round performance by the Company.
For further information on net sales and total capitalisation in terms of debt and equity please refer page 14 of L&T's Annual Report 2010-11.
The figures are as per L&T's Annual Financial Report 2011 and changes, if any, are mainly due to amendments in the presentation format.
Particulars
ROCE (%)
EVA (` Bn)
EPS* (` Bn)
FY 2008-09
FY 2009-10
FY 2010-11
18.50
15.90
15.10
8.90
5.90
5.03
59.50
73.77
65.33
The relative reduction

in the returns is
attributable to the
investments in the
emerging businesses
and expansion of
facilities that are in a
nascent phase.
*Including extraordinary and exceptional items. FY 2009-10 had higher extraordinary/exceptional items than FY 2010-11
LIQUIDITY AND CAPITAL RESOURCES
(` Bn)
FY 2008-09
FY 2009-10
FY 2010-11
9.64
7.75
14.32
14.79
54.85
38.61
Investing activities**
(44.30)
(77.13)
(32.33)
Divestment proceeds
11.21
16.41
7.95
Financing activities
16.41
12.44
(11.25)
7.75
14.32
17.30
Cash and cash equivalents at the beginning of the period

Add: Net cash provided / (used) by:
Operating activities
Cash and cash equivalents at the end of the period

**We did not receive any financial assistance from Government in 2010-11
To view our detailed financial performance please visit www.larsentoubro.com
This strong financial position of the Company will support its long term growth objectives and
continue to deliver shareholder value.
49
Economic Value Distributed

The quantum of economic value distributed has increased across the entire spectrum of stakeholders.
ECONOMIC VALUE DISTRIBUTED
(` Bn)
FY 2008-09
FY 2009-10
FY 2010-11
262.72
285.37
334.32
19.75
23.79
28.85
Interest
4.16
5.05
6.47
Dividend
6.15
7.53
8.83
Payments to government
30.00
34.08
44.64
Community investments
0.44
0.64
0.68
Manufacturing, construction and operating expenses

Employee wages and benefits
Payments to providers of capital
Enriching Stakeholders
Customers
In line with our long-term strategic plan - Lakshya 2015,
we are vigorously pursuing growth initiatives which
include capacity expansion and business integration.
Efforts are also underway to encompass all value creating
and critical activities in each core business under a single
vertical. All these endeavours are targeted towards one
common goal: providing greater value to our customers.
Robust growth of our order book reinforces the continued
support that we enjoy from our customers. Over the last
five years, the compound annual growth rate of order
inflow is 27% and that of our order book is 37%.
SALES BREAKUP BY BUSINESS
Our order book witnessed prestigious

orders in EPC power, buildings &
factories, minerals & metals and
power transmission & distribution
sectors during the year.
PROFIT (PBIT) BREAKUP BY BUSINESS
Others
1%
Others
2%
6%
9%
Electrical & Electronics
7%
Electrical & Electronics
7%
Engineering & Construction
86%
Engineering & Construction
82%
50
Employees
Our belief in the power of human resources is growing
stronger. Attraction and retention of quality talent has
been one of the cornerstones of our success. L&T
increased its employee strength by 16% this year to
45,117, an increase of 6,332 employees.
We believe that Employee Stock Options (ESOPs) are not
only potent wealth generators but also instil a strong
sense of ownership amongst employees and forge
enduring bonds with the organisation. We were one of the
first 'brick and mortar' companies to offer ESOPs in India.
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The staff expenses for the year 2010-2011, at
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` 28.85 billion, increased by 21.3% as compared to the
previous year. This was mainly a result of increase in the

number of employees and a larger payout to them.
We offer employee benefits like provident fund, pension,
gratuity, leave encashment and superannuation in
accordance with Company norms.
EMPLOYEE COSTS
Cost towards wages/salaries (a)

Other benefit costs (b)
Total personnel cost = a+b
Average payout per employee (in million)
(` Bn)
FY 2008-09
FY 2009-10
FY 2010-11
16.05
19.23
23.47
3.69
4.57
5.38
19.74
23.79
28.85
0.53
0.61
0.64
Indirect Economic Impacts

L&T's growth has always been symbiotic with that of the
local economy. Contractors, local communities, talented
professionals and a host of SMEs play a vital role in the
efficient delivery of our products and services. Our
businesses continue to contribute significantly to their
growth.
We invest time and money to develop and enhance the
capacity and capability of the various links that form our
supply chain.
Vendors and Local Sourcing

We are supportive of local suppliers and vendors. This
gives the small & medium businesses an opportunity to
implement better management practices, participate in
large magnitude projects and become partners in the
growth story. Our interdependence with our local
suppliers continues to be robust and in FY 2010-11, we
sourced about 80% of our requirements from them.
51
We not only procure our requirements from local vendors,

but also encourage our customers to purchase from local
vendors approved by us. Approval of such vendors is
based on experience with the vendor, their ability to meet
technical requirements, material availability, costs and
economics. Different ICs have a different mix of local and
foreign sourcing that depends on their areas of operations.
Our manufacturing footprint extends across the Gulf
(Oman, Saudi Arabia and Dubai), South East Asia
(Malaysia, Indonesia), China and Australia. At all locations,
we make use of a wide variety of materials and hence are
continuously seeking to enlarge our supplier base.
Our vendors for major procurements like bulk
materials (steel, cement) are large corporations with
well-established systems. Significant suppliers also have
management systems conforming to ISO: 9001. To ensure
that our suppliers comply with quality standards, we have
set a robust quality rating system. We also share our
learning on subjects like 'value engineering' and
'six sigma' with our key suppliers at various locations.
Vendor & Supplier Engagement initiatives by Heavy Engineering
A number of workshops were conducted to

help vendors enhance quality standards.
The ongoing Supplier Quality Improvement
Programme benefited over 100 suppliers.
Climate Change
L&T has the distinction of being the 'first mover' in
sustainability initiatives. We were the first company in
engineering and construction space to report our
sustainability performance as per the globally recognised
GRI Index (Global Reporting Initiative). We have aligned
our environmental initiatives with the National Action Plan
for Climate Change (NAPCC) of the Government of India.
For the second consecutive year, we completed
organisation-wide carbon footprint mapping exercise and
identified avenues for mitigating and controlling
emissions. We were among the first few companies in
India to undertake such an exercise. In 2010-11, we
initiated a comprehensive exercise for identifying
initiatives to further reduce our water footprint.
Technological up-gradation is one of our thrust areas and
we implement cutting-edge technologies that minimise
adverse environmental impacts. We leverage our
professional relationship with our customers and
encourage them to adopt environment-friendly
technologies. Our energy-efficient products and services
help our customers minimise their carbon footprint.
192 MW Allain-Duhangan Hydro Electric Power Project in Himachal Pradesh
52
Green Portfolio
Our growing focus on environment friendly products accompanies a rapid rise in the revenue
contribution of our green products. The green portfolio cuts across business verticals, with
multiple verticals acknowledging the significance of offering eco-friendly products.
Heavy Engineering's Talegaon campus is

L&T's 2nd platinum rated green building
CONSTRUCTION
Green Buildings
Green Buildings is a thrust area for L&T. Our expertise and
experience in the domain are key to retain our leadership
position as India's premier construction conglomerate.
Our B&F business (Buildings & Factories) has constructed
more than 10.2 million sq. ft. of certified green building
space, the largest by any engineering & construction
company in India. Tie-ups are being forged with green
building material manufacturers and suppliers.
Solar EPC
L&T provides turnkey EPC solutions for Solar PV
(Photovoltaic) power projects. Solar projects with a
cumulative installed capacity of 83 MW (Megawatt) are
under various stages of execution.
Hydro Projects
Hydroelectric power projects provide energy without
combustion of fossil fuel. L&T has developed the requisite
capability to execute Hydel projects and is targeting an
installed capacity of 2000 MW as a developer or EPC
contractor over the next few years.
53
HYDROCARBON
Fertiliser (Energy Conservation & Fuel Switch project)
and DHDS projects
The production of fertilisers is one of the most
energy-intensive processes in industry. Policy and profits
are persuading fertiliser manufacturers to switch from
fuel oil and Low Sulphur Heavy Stock (LSHS) based
ammonia plants to natural gas and Re-gasified Liquefied
Natural Gas (R-LNG) based ones.
L&T is the leading turnkey provider of technology to
enable this fuel switch and is already executing three
such projects, one for GNFC (Gujarat Narmada Valley
Fertilizers Company Limited) which will result in energy
conservation of 39.02% per metric ton of Ammonia and
two for National Fertilizers Limited which will result in
26% reduction of energy consumption per metric ton of
Ammonia.
The cleaner fuel will have added advantage of less than
10 ppm of SOx emission and elimination of ammonia
discharge in the waste water.
Green
Product
Portfolio
Sales
2010-11
(` Bn)
Revenue from Green Product Portfolio

Total Sales
42.65
438.86
Percentage of Total Sales 9.72%
L&T's supercritical technology offers multiple economic and environmental advantages
POWER
L&T has set-up a ` 20 billion supercritical equipment
manufacturing facility at Hazira to serve national and
international power plants. The supercritical technology
based power plant provides a host of sustainable benefits
such as:
MACHINERY & INDUSTRIAL PRODUCTS

Wind Castings
L&T manufactures large size castings for wind turbines at
its state-of-the-art foundry at Coimbatore and enjoys a
dominant 45% market share in India.
Reduction in fuel cost

Reduction in coal consumption up to 5%
Resultant reduction in CO2 emissions
Minimise dependency on uncertain supply
and volatile pricing of hydrocarbon inputs
Water savings of approx. 5 - 7%
INTEGRATED ENGINEERING SERVICES

Carbon Footprint Mapping
L&T Integrated Engineering Services provides carbon
management solutions which include carbon footprint
mapping, identifying 'Hot-Spots' in processes, facilities
and project sites plus recommendations for 'Cost
Avoidance' in terms of energy, operations and
materials cost.
Land savings of approx. 20%

Savings in spare part consumption of
20 - 30% over the life cycle
54
The wide range of electrical and electronic systems of L&T is widely used in the industrial and
agricultural sectors as well as in the segment of buildings and commercial complexes.
ELECTRICAL & AUTOMATION

Metering
Distribution is the weakest link in India's power sector,
with aggregated technical & commercial losses (AT&C)
amounting to 30%. A major component is due to pilferage
and inefficiencies in metering.
L&T Metering & Protection Systems (MPS) Business Unit
has initiated development activity on the eco-system
required for smart meters and developed technologies for
communication of meter data over GSM network / low
range radio / power line. These initiatives will ultimately
integrate with the Smart Grid project of the Government of
India which aims to enhance transmission and
distribution efficiency.
Building Management System

Entire suite of products like energy meters, power factor
improvement capacitors, drives and solutions in energy
management and plant automation help reduce energy
consumption in buildings and industries.
55
Eco-Care
As a certified Energy Service Company (ESCO) by Bureau
of Energy Efficiency (BEE) E&A Business Unit provides
energy audit service under brand Eco-Care and equip our
customers with the necessary tools to measure, monitor
and reduce their energy consumption.
HEAVY ENGINEERING
Coal Gasifier, Clean Fuel &
Supercritical Power Components
Developed economies like USA, Europe and Australia are
considering power plants based on Coal Gasification
instead of conventional power plants. Coal gasification
projects are being implemented to supply syngas for
manufacture of ammonia, methanol, CTL, MTO etc. In a
nutshell, a promising mega-trend is developing across
the world.
L&T forayed into the Coal Gasification business in 2004
and has already supplied 10 gasifiers for various projects
internationally.
Switching on the Sun
PROJECT HIGHLIGHTS
Area covered:
35 Acres
Type of module:
Thin film
solar module
(with efficiency of 6-8%)
Number of modules
in Plant:
39,090
At L&T, we constantly leverage our expertise to extend our product portfolio.

We recently commissioned a 5MW Solar PV power plant for a leading solar
energy provider in Surendranagar District, Gujarat.
L&T provided turnkey EPC solutions for this power plant, including design, engineering, manufacturing,
procurement, erection, testing and commissioning.
Outcome
Total project value:
` 638 million
(approx USD 14 million)
Estimated annual
green power generation:
7.8 MU (million units)
(~20,000 kWh per day)
This project in resonance with

Jawaharlal Nehru National Solar
Mission (JNNSM) is a step
towards increasing share of
renewable energy in the power
generation programme of India
and will also contribute in
reducing carbon emissions.
56
Transfer duct section of Shell coal gasifier was successfully assembled and erected in a record 4-month timeline
57
Modular Thinking Shows the Way
Outcome & Benefits
Savings in
operations
[maintaining pre heat during
job handling + logistics]
` 25 million
At L&T Heavy Engineering (HE) Hazira, there were only 2
furnaces available in the shops to carry out heat treatment
operations. During the reporting year, 500 heat treatment
charges were required to be carried out for various reactors
under manufacture. This would have led to bunching of
reactors for heat treatment and heat losses due to slow
internal movement of pre heated sections (200 C) from the
shop floor to the furnace and vice versa.
To minimise heat losses, reduce cycle time and to facilitate
smooth fabrication flow nine modular furnaces varying
from 6.4 m to 10.5 m in length in fabrication bay were
designed and developed by the Hazira team. These
sustainable box furnaces offer increased cost effectiveness,
quality and safety while reducing noise pollution, error and
wastage during the pre-heating operations.
Savings on
furnace recovery
` 35 million
Cycle time reduction
43% on
critical path
The Economics of Energy in Oman

Freedom from
diesel generators
Small Steps,
Big Savings
L&T's administration office at

Oman was powered by 100 kVA
diesel generator set which, in
addition to the fuel cost, also
involved annual servicing
expenditure. On acquiring
permanent power, the
administration office was
connected to the substation
through a power cable.
Four high frequency

generator sets were used
to power hand-grinders.
These needed to be
switched on and off
manually. To prevent this
inefficient manual
operation and idle
running during break,
timers have been
installed in the logic
circuits to automatically
turn the generator off
during break time in
every shift.
This initiative is expected to yield

cost savings in revenue expenses
and fuel costs. The investment
will be recovered within
two-and-a-half years.
This small initiative

has resulted in
energy savings of
17,460 kWh as well as
fuel costs.
58
Environment Performance
COMPETE
TO CONSERVE
Healthy competition comes naturally to L&T and has been instrumental in
raising the excellence bar across business domains. We have stoked the same
competitive spirit between businesses, departments and individuals with reference
to conservation. Encouraging results are already visible in areas of energy, water,
raw material and waste disposal.
59
TREE PLANTATION
CERTIFIED GREEN BUILDINGS
50%
RISE
260,000+
11.4
MN
SQ.FT.
IN THE RENEWABLE
SHARE OF ENERGY MIX
DURING 2010-11
CONSTRUCTED
WATER FOOTPRINT MAPPING I TOWARDS ZERO WASTEWATER DISCHARGE
The environment is everybodys responsibility - as much industrys as that of the somewhat more vocal environmentalists
or activists. The go green proposition has shifted from a none of my business to one of my business strategy. At L&T
too, the environment is an all-pervasive concern across every product, every process and every decision.
In keeping with the reasoning of 'what gets measured gets improved', we track our progress in our five core environment
management priorities.
Optimising Energy Consumption

Enhanced the share of renewable energy to 12% in our total energy mix
Following Lean Manufacturing Practices

Completed 111 projects on Value Stream Mapping (VSM), 169 lean projects,
232 Six Sigma projects
Minimising Waste through High-impact Design

Commissioned food waste processing plants at 5 L&T campuses (total capacity
of 3.3 tons/day) - a step towards responsible canteen waste management
Conserving Water Resources

Initialisation of water footprint mapping to further reduce water consumption.
Construction of check dam to recharge ground water table and provide support
to the community
Propagating Green Buildings

Developed over 10.2 million sq.ft. of certified green building space for clients
and over 1.2 million sq.ft. of certified green area within L&T premises
60
Energy
India is entering the most energy-intensive phase of its
growth - ironically at a time of heightened consciousness
of depleting energy reserves. We believe the solution
to keeping the wheels of growth moving is to
'think out-of-the-barrel'.
Our strategic investments, over the years, in cleaner
power sources and energy-efficient engineering
interventions have started yielding results. Over the years,
our specific energy consumption per employee has
witnessed a dip of 28.2%.
L&T Energy Meters
Energy Consumption
Due to the ever increasing scope of the report, the diverse nature of our businesses and the significant growth in output,
we currently use the parameter of energy consumption per employee to monitor our energy trends.
Direct Energy
Indirect Energy
Absolute direct energy consumption increased from

3,603,369 GJ in 2009-10 to 4,892,362 GJ in 2010-11 due
to the inclusion of Hydrocarbon pipe line project business
and additional project sites from construction business.
The share of renewable energy in our mix of indirect

energy consumption comprised 114,389 GJ.
The specific indirect energy consumption per employee
decreased by 5% as compared to the previous year.
The specific direct energy consumption per employee

continued to decline and showed a reduction of 4.3% this
year as compared to the previous year.
DIRECT ENERGY CONSUMPTION
28.4%
over FY 2007-08
(GJ/Employee)
15.38
121.01
116.08
111.04
FY 2008-09
FY 2009-10
FY 2010-11
Due to the increased scope this year, the above trend has been
derived as per the scope FY 2007-08
Total Direct Energy Consumption

as per current scope 4,892,362 GJ
FY 2007-08
12.11
11.92
11.32
FY 2008-09
FY 2009-10
FY 2010-11
derived as per the scope FY 2007-08. % change with respect to
FY 2007-08
Total Indirect Energy Consumption

as per current scope 944,585 GJ
Renewable Energy
Reconciling the imperatives of growth with looming uncertainties regarding energy is a dilemma that we
need to address. We believe that renewable energy represents a part of the solution. We are therefore,
strategically enhancing the share of renewable sources in our energy mix. This year the share of
renewable energy grew to 12% in our energy mix, a 50% increase from the 8% share last year.
61
26.4%
over FY 2007-08
(GJ/Employee)
155.11
FY 2007-08
INDIRECT ENERGY CONSUMPTION
Energy Conservation
ENERGY CONSERVATION INITIATIVES
We are implementing a series of energy-conserving

practices across L&T. These include re-engineering our
processes, adopting alternative technologies, enhancing
awareness about energy conservation among employees
and monitoring our energy spends. To ensure that each
one at L&T stays true to this spirit, an energy policy is in
place. We have formed energy conservation cells at
various manufacturing locations to identify energy
conservation processes.
Initiatives/Interventions
11,222
Process redesign
Optimisation/operational
control & efficiency
Conversion and retrofitting
of equipment
ENERGY CONSERVATION
(GJ)
Total Energy
Conserved during
FY 2010-11 (GJ)
2,456.8
25,108.75
Change to CFL
(Compact Fluorescent Lamp)
97,783
Change in personnel behaviour

Switch off lights when not in
use/remove excess lights
51,072
35,632
1,056.7
1,386.92
5,479.7
46,711
Total
15,099
FY 2007-08
FY 2008-09
FY 2009-10
FY 2010-11
Cumulative energy conserved (calculated)
All our businesses are alert to energy conservation

opportunities. These initiatives are spread across the
dimensions of fuel conservation, energy conservation in
equipment and systems and in manufacturing processes.
Total energy conserved over last four years
97,783GJ
Key energy conservation initiatives undertaken by businesses
Construction
Replacement of outdated machines with new energyefficient plant & machinery
Energy efficient lighting, presence detectors, use of

solar energy for street lighting applications and
replacement of CRT monitors with TFT monitors
Stringent monitoring of diesel consumption of each

equipment
Recent range of products have been designed to use

less material resources and their manufacturing
requires lesser energy
The factory at Mahape Campus has been

declared a 4 star energy efficient facility
by the Bureau of Energy Efficiency (BEE)
Hydrocarbon
Usage of transparent roof sheets at MFF Hazira shop

area resulting in a saving of approximate 2,181
kWh/day
Promotion of video conferencing, audio conferencing

and net meetings to reduce travel
62
Heavy Engineering
Introduction of timer control circuit for overhead bay

lights in workshop and street lights
Installation of VFDs (variable-frequency drives) that

controls the frequency of the electrical power and
thereby save energy
Through a plethora of strategic interventions such as

process redesign, shifting to batch process, conversion
and retrofitting of equipment, change to CFL lamps,
changes in personnel behavior and use of energy-efficient
products MIP business saved 0.43 million units of energy
this year.
Provision of acrylic roofs to take advantage of natural

light and reduce dependency on artificial lighting.
The initiative resulted in an annual savings of INR
4,580,100
Rectifiers replaced with invertors accruing an energy

savings of 110,000 units per year and a cost saving
of INR 600,000 per year
Installation of 4w led lights in place of 18w cone

down lighters
Efforts are focused on maximum usage

of renewable energy sources and optimal
usage of non-renewable natural resources
like petrol, HSD etc.
Infotech
Installation of Big Fix Enterprise Suite with power

management features with a potential saving of
68,986 kWh a week
Provision of auto on/off timer for HF generators
Solar PV installation on an office building which

helps conserve 22,647 units a year
Replacement of CFL fittings with T5 fittings resulting

in savings of 35,000 units of electricity
Use of MIG-welding process instead of smaw saved

64,299 units of energy
Server consolidation through server virtualisation

helped reduce energy consumption
Formation of energy conservation cells at all

manufacturing locations to identify energy
conservation opportunities
Running of fresh air & AHUs at Bengaluru Software

Development Block 1 & 2 resulted in an annual
savings of 144,000 units of electricity
A separate chiller for server rooms in Powai &

Chennai has manifested in a saving of 360,000 units
of electricity per annum
Switching off office lights in areas with ample natural

light resulted in savings of 5,000 units of electricity
per annum
Enhancing awareness on energy conservation

among the employees is the key to infuse an
energy-friendly work culture. Film screenings
and celebration of energy conservation weeks
are some of the initiatives undertaken at L&T.
The avant garde Knowledge City at Vadodara houses a host of energy saving initiatives
63
CASE STUDY
Experts say 'A Watt saved is three Watts earned'.
To save and earn, L&T's Construction business
switched on the sun for street lighting at its HQ in
Manapakkam, Chennai. 30 conventional 150 watt
street lights were replaced with solar street lights.
Each street light is equipped with 32 Watt LED
lamps equivalent to 150 Watt conventional bulbs.
Their life span was 20 times more than that of
conventional bulbs.
A 45 watt Photovoltaic panel and a battery will
provide electricity to power the bulb for three days.
Outcome
Approximately 19,710 units of
electricity is saved every year
and results in
sunlight after dusk
reduction of 15,965 kg of
CO2 emissions every year equivalent to the annual carbon dioxide
absorbed by 3 acres of a green forest.
A Greener Premise
Green practices begin at home - in the green building on
our campuses. We leverage our engineering expertise,
construction capability and a rich experience of developing
10.2 million sq. ft of certified green buildings to create
sustainable work spaces that not just utilise fewer natural
resources, but also generate less waste and provide a safer
and healthier environment for our employees.
'Developing sustainable ecosystems'

is one of our core environment
management priorities.
L&T's campus in Chennai
64
Till date, we have 6 certified green buildings at our premises and another three are
in the process of green certification.
HED Talegaon green building
E&A Ahmednagar green building
SBU Block - Hazira green building
Some of our key green practices embedded in the design & construction of our green premises include:
Water
conservation Reduce, Reuse,
Recycle
Greener
internal
transportation
Reuse of
construction
waste
material
Energy-efficient
equipment
installations
Monitoring and
measuring indoor
environmental
quality
96% of the waste produced during the construction of our office complex in
Ahmednagar was successfully reused.
To view L&T's green building portfolio refer to the NAPCC section
Emissions
Environmental objectives are integrated into products at
the design stage and into the way we conceive our
manufacturing and maintenance process.
From deploying CNG vehicles for employee commute to
efficient utilisation of thermal energy for heat treatment;
our businesses remain alert to the opportunity to reduce
emissions.
GHG EMISSIONS FROM

DIRECT ENERGY CONSUMPTION
26.2%
over FY 2007-08
(Tons/Employee)
GHG EMISSIONS FROM

INDIRECT ENERGY CONSUMPTION
37.2%
over FY 2007-08
2.98
8.69
FY 2008-09
8.30
FY 2009-10
7.82
FY 2010-11
derived as per the scope FY 2007-08. % change with
respect to FY 2007-08
65
The per employee emission continued its downward

trend.
(Tons/Employee)
10.59
FY 2007-08
Due to substantial growth this year, the absolute count of

emissions increased by an average 9.2 % with direct
emissions amounting to 284,601 tons and indirect GHG
emissions accounting to 67,943 tons.
FY 2007-08
2.21
2.10
FY 2008-09
FY 2009-10
1.87
FY 2010-11
derived as per the scope FY 2007-08. % change with
respect to FY 2007-08
GHG emissions as per current scope
Scope 1
Scope 2
Direct emissions
Scope 3
Indirect emissions
GHG emissions
(From combustion of fuel)
(From electricity consumption)
(From travel, commuting

of employees)
572,828 Tons CO2e
186,630 CO2e
20,465 CO2e
Ozone Depleting Substances (ODS) and NOx, SOx emissions

We continually monitor and manage the ODS and NOx, SOx emissions at our sites. This year, the use of Ozone Depleting
Substances increased as a result of maintenance activities that occur once in three/four years. The emission of NOx, SOx
and particulate matter witnessed a reduction to 26.5 tons from 28.99 tons in FY 2009-10.
NOx, SOx AND PARTICULATE MATTER

(Tons/Year)
FY 2008-09
58.82
FY 2009-10
FY 2010-11
20.66
7.37
3.29
3.0
8.72
NOx
5.04
SOx
18.4
5.1
Particulate Matter
ODS (CFC-11 EQUIVALENT)

(Tons/Year)
0.530
0.098
FY 2008-09
0.060
FY 2009-10
FY 2010-11
66
Water
Zero-discharge and reducing per capita water consumption
by 10% by 2012 form part of our corporate targets. This
year saw the initiation of an organisation wide water foot
printing exercise.
15 locations posted a zero waste water discharge and
dependency on ground water was completely curbed at the
Faridabad campus. Multiple technological interventions
continued to be initiated, some of which include -
Drip irrigation and rainwater harvesting at

Heavy Engineering
Design and execution of complete Brackish
Water Reverse Osmosis (BWRO) facility for an
in-house project
Sludge and effluent treatment plants in

Hydrocarbon & Power Projects
Lab scale pilot plant studies for determining
characteristics and treatability aspects of
water & wastewater
On a comparative report scope,

our water consumption declined by
2.47% and our wastewater discharge
(industrial and domestic) has come
down by 3.07%.
SOURCE-WISE WATER CONSUMPTION
River / lake
Ground water
Rain water
Municipal supply
Other*
Total Water Consumption
(m3/year)
FY 2008-09
FY 2009-10
FY 2010-11
1,846,737
1,791,335
1,656,009
205,075
198,923
129,561
1,900
6,900
6,900
433,902
420,885
542,642
27,978
27,139
49,569
2,515,592
2,445,181
2,384,681
*Other source of water: Water Supplied through tankers
5%
TOTAL WATER CONSUMPTION
over FY 2008-09
(m3/year)
WASTE WATER DISCHARGE

(m3/year)
Domestic
2,515,592
2,445,181
2,384,681
46,122
Domestic
30,010
Industrial
49,731
Domestic
41,657
Industrial
46,257
Industrial
32,268
FY 2008-09
FY 2009-10
FY 2010-11
FY 2008-09
FY 2009-10
Domestic: 9.68%
Total water consumption as per current scope

3
10,988,176 m /year
67
FY 2010-11
Industrial: 35.11%
over
FY 2008-09
Total wastewater discharge as per current scope
219,764 m3/year
CASE STUDY
more mileage from the monsoons

Talegaon literally means 'the village of lakes'. L&T decided to take steps to ensure that this little hamlet on the hills lives
up to its name. The Talegaon campus has put into place a multi-tiered water conservation system.
THE TWO STRATEGIC INITIATIVES ARE:
Rainwater harvesting
Use of recycled water for cooling towers
Rainwater is collected in a water filtration module and

stored in a pond. The pond helps to recharge ground
water, reduces temperature and creates a pleasant
habitat.
STP treated domestic wastewater is used as a

substitute for potable water in the HVAC cooling
towers which needs a top-up of 3,000 litres per day.
Outcome
Over 4,800 KL of
water saved annually.
As the year progressed, the amount of STP
water reused for HVAC cooling towers and
landscape irrigation at Talegaon witnessed a
progressive increase.
500
STP Reused Water - 2,010 (KL)
400
300
200
100
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
68
Material Management
Sustainable use of material and use of sustainable
material both together form the foundation of L&T's
sustainable material management practices. Our goal is to
extend the usable life of resources through reuse, upcycle
and eliminate waste.
Raw Material Consumption
(Tons/year)
Metals
965,452
Hazardous Chemicals
69,803
Hazardous Gases
12,363
2,381
Packaging Material
Oil & Lubricants
15,479
Non-Hazardous Chemicals
38,738
'Reuse, Recycle and Recover' is our core

material management mantra.
Use of Alternate Material

L&T's Construction business adopts the use of alternate materials like fly ash, crushed sand and Ground Granulated Blast
furnace Slag (GGBS). Over the years, L&T's use of environment-friendly materials has witnessed an ascent.
FLY ASH (CUMULATIVE)

(MT)
CRUSHED SAND (CUMULATIVE)
291,508
(MT)
1,138,790
730,970
171,435
79,169
32,793
FY 2008-09
FY 2009-10
FY 2010-11
FY 2008-09
FY 2009-10
FY 2010-11
Consumption of GGBS since 2008-09: 503,468 MT
Recycling
Owing to the nature of our products, all our products are Engineered To Order (ETO) and made in line with stringent
international design and manufacturing codes as per the requirements of the customer. The input materials need to meet
specified conditions and are tested for physical, chemical and other properties before they are certified for use. Recycled
input material is therefore difficult to use for most of our businesses. We have been recycling steel, zinc and aggregates.
69
STEEL
ZINC
(MT)
(MT)
474
210
164
281
107
74
FY 2008-09
FY 2009-10
FY 2010-11
FY 2008-09
FY 2009-10
FY 2010-11
Recycling of Aggregates since 2008-09: 366,742 MT
Waste and Spills

Industrial waste is another of those issues where industry
and society appear to take up antagonistic positions. We
are helping to resolve differences through efficient waste
management strategies and effective spill control
measures.
Our aim is to reduce waste across our premises at
manufacturing facilities, project sites and office buildings.
In 2010-11, 44 projects were registered for Value Stream
Mapping - a drive that has helped remove Muda (waste) in
the context of movements, inventory and reduction in lead
times. Additionally, a slew of initiatives were incorporated
to reclaim waste -
State-of-the-art Waste Bio-Gas Plant (KWBP)

commissioned at Mysore campus
Waste canteen food converted to vermi
compost at Ahmednagar campus
Implementation of organic waste converter
at Infotech - Mahape and Bengaluru
We do not import, export, transport or treat any

hazardous waste covered under the Basel Convention.
Waste generated in various production processes like
used oil, nonferrous metals etc. are sold to the
MoEF/CPCB registered recyclers/re-refiners/
re-processors only, are transported as per the statutory
requirements. The scrap generated at project sites is
disposed off in consultation with the client.
For responsible e-waste management, we have
collaborated with certified vendors for recycling of PCs,
laptops and servers. We also undertake regular checks independent and internal, to ensure compliance with
relevant pollution control regulations.
Waste Disposed
Hazardous Waste*
Non-Hazardous Waste
(Tons/year)
5,753
94,935
*Hazardous waste includes ETP sludge, waste oil, saw dust &
cotton waste mixed with oil.
Our Electrical & Automation facilities at Ahmednagar, Mahape, Mysore & Coimbatore are
zero wastewater discharge units.
Packaging Material
Considering the nature of our businesses, many of our products do not need extensive packaging.
Yet wherever applicable, we have introduced green packaging materials e.g. E&A business has
replaced wooden packing with an environment-friendly carton packing for switchboards.
70
CASE STUDY
the 20-minute waste converter

To mitigate the problem of waste accumulating in community bins and dumping sites, L&T Infotech installed
an Organic Waste Converter (OWC) at its facility at Mahape, Navi Mumbai.
The OWC converts 60 litres of wet (degradable) waste in just 20 minutes. Cured for two weeks, the output is
used as bio-manure. The OWC has the capacity to recycle 600 kg of organic waste every day.
Outcome
Every month, an average of 4,500kg food waste is being converted

into manure at Mahape.
Other environment and social benefits include
Reduced
usage of
plastic and
garbage
bags
71
Prevention
of
unhygienic
dumping
near human
habitat
Reduction
in pollution
and foul
emissions
Elimination
of breeding
grounds for
disease
causing germs
and insects
Minimise
transportation
of garbage
Biodiversity
None of our manufacturing facilities are located in areas of high biodiversity value as defined in
internationally recognised listings or national legislations. Most of our infrastructure projects are
executed through PPP (Public Private Partnership). In these projects we work hand-in-hand with the
respective developer/authority to obtain all statutory compliances.
In FY 2010-11, our operations ensured that they do not impact the biodiversity adversely. There was no
discharge to any water bodies with notified biodiversity values.
To further enhance local ecology, we planted over 260,000 tree

saplings across L&T campuses, project sites and neighbouring
areas. Today, around 35% of the available open land at our
manufacturing locations stand lush green and over 150,000
fully grown trees are being maintained across L&T campuses.
Going forward, we will do our bit for 'Green India Mission' which aims at adding 10 million hectares of
forest cover to the existing 40 million hectares.
Compliance
We seek all necessary approvals from relevant government authorities before we commence any project.
Internally, a 'system compliance report' is reviewed periodically at regional offices, which indicates
environmental compliance of the sites. During the reporting period, no incident of non-compliance was
reported and no fines were imposed.
72
Social Performance
GIVE
TO RECEIVE
When good goes around, better comes back. We are acutely aware of the symbiotic
relationship that we share with society and continuously invest in education,
job skilling and community health. In return, we have gained the trust and respect
of the community and injected pride in our employees as builders of a newer and
better India - not only in terms of physical infrastructure but also social infrastructure.
73
BENEFICIARIES
FOR CSTI TRAINEES
REACHED OUT
37%
100%
5,000
INCREASE
PLACEMENT
DIFFERENTLY ABLED PEOPLE
ENHANCED VOLUNTEERING ENGAGEMENTS
Corporate Social Responsibility (CSR) is ingrained in L&T's corporate ethos. Caring for the society is a natural and intuitive
response. This sense of innate responsibility stems from a compelling sense of belonging and oneness with the society.
The practice of CSR in L&T is multi-dimensional and encompasses

Conducting
business in an
ethical way and in
the interest of the
wider community.
Responding
positively to
emerging societal
priorities and
expectations.
A willingness to
act ahead of
regulatory
compliances.
Balancing
shareholder
interests and the
interests of the
wider community.
Being a good
corporate
citizen of the
community.
The over arching goal is to help build a robust, inclusive and prosperous society.
Thrust Areas
We don't just give to the community, we invest in it.
Our core focus areas continue to remain empowerment
through education, increasing the income generating
capabilities of individuals through skill building and
community health. All three yield returns with cascading
benefits that impact the lives of concentric circles of
dependents and associates.
We continued to implement a wide spectrum of strategic
social interventions to nurture our mutually beneficial
relationship with society.
The combined efforts of committed L&T-ites manifested in
a 37% increase in the total number of beneficiaries.
We believe progress can occur only when

all our stakeholders prosper with us.
Thrust Areas
Education
No. of Beneficiaries
88,972
Mother and child health
307,155
Skill Building
16,728*
Total
412,855
*Training imparted to rural youth and school dropouts at CSTI,

project sites and vocational training centres to enhance
employability of the unprivileged.
74
Education
Education does more than opening doors to opportunity, it unlocks potential. Education is high on our priority list.
Presently, we have
Engaged with
77 schools
Set up
54 community
learning centres
Pioneered
unique learning
methodologies
Every year, we undertake a host of different initiatives in different neighbourhoods to maximise the impact of our
intervention. This year, we recorded a 32% rise in the number of beneficiaries. Some of the initiatives undertaken by our
various divisions in the field of education include:
BUILDING BLOCKS
Upgrading the infrastructure of schools in villages

like Mora, Junagam, Suvali, & Rajagari near Hazira,
Chettipalayam near Erode, Bilaspur district and in
urban areas such as Faridabad, Bangalore, Kolkata,
and Chennai.
Impacting more than 16,000 school students in the

villages surrounding Hazira by developing a
computer lab, a library and providing contemporary
teaching aids.
Building the school premises of Ankhol village,

Vadodara and providing computers to educational
institutions in Vedal village and Tambaram,
Chennai.
Setting up a well-equipped science lab and

distributing learning kits at Shriram Vidyalaya,
Ahmednagar.
We gifted computers to the toppers of classes X & XII

in Vellore District High School, Chennai.
75
LEARNING ASSISTANCE
Introduced Universal Active Mathematics - an

activity-based 'do and discover' method in
institutions like NITIE- Paspoli, Milind Vidyalaya,
Paspoli & Tirandaz Municipal Schools in Mumbai.
Providing academic assistance to over 1,400

children from slum communities in Mumbai through
26 study centres and 28 balwadis.
Provision of teaching material in regional languages

to balwadi teachers in Vadodara.
Facilitation of educational kits to schools in Bhopal,

Vadodara, Ahmednagar and several other villages
like Mora, Junagam, Suvali, Rajagari and Dariyapur.
KNOWLEDGE WORKSHOPS
Reaching out to over 16,000 X & XII grade students

in Mumbai by conducting workshops on vocational
guidance and subjects like Mathematics, Science,
English and Geography.
Career counselling for students in Hazira, Chennai

and Mumbai.
Study techniques & career guidance workshops in

Mysore and Mumbai.
BEYOND BOOKS
Conducting awareness programmes in schools of
Chennai and Coimbatore on environmental issues.
State scholarship for students:

Project Ujjawal - A bright future
for the children of Powai
Winning a state scholarship is an aspiration of many
students. Four years ago, a group of L&Teers came
together to make a difference to the lives of children
from the underprivileged strata in and around Powai.
These L&Teers introduced preparatory study classes
for state scholarship examination in five
Marathi/Hindi & Kannada schools for students of 4th
and 7th grades. Two students from these classes
received the state scholarship.
76
Spreading smiles through social interventions
77
Skill Building
The progress and development of a nation depends upon the skills of its citizens. L&T concentrates on developing
vocational and life skills that enable individuals to earn a living and become self reliant. This year's initiatives benefitted
urban & rural youth along with specific programmes for women belonging to the lower social stratum.
Constructions Skills Training Institute (CSTI)

CSTI is an innovative model that synergizes business requirements with social needs at a local level. The aim is to
increase employability and enhance human resource capital for the construction industry. This year, CSTI trained over
10,700 individuals empowering them with livelihood opportunities.
Enhancing skills of the urban and rural youth at CSTI Chennai
Vocational Training for Women
Other Initiatives
Empowered women are the nucleus of an empowered

society. In order to promote self-reliance, L&T's project,
Aadhaar offers employment skills training and start-up
kits to socially disadvantaged women. These courses are
being conducted in Junagam village, Hazira and Ekta
Nagar Slum, Vadodara.
Multi skill training for over 90 ITI candidates from

rural areas of southern Orissa & suburbs of
Vishakhapatnam.
Entrepreneur Awareness Programme for the

unemployed youth of Basthipura village in
association with Rudset Institute, Mysore.
Apprenticeship & advanced training for locals and

tribal youth of Kansbahal.
78
Vocational Training - A Powerful Change Agent

Vocational training is a potent instrument of social change. It bridges knowledge and employability and keeps
the wheels of the economy moving. L&T's Public Charitable Trust (LTPCT) collaborates with various
organisations that work among underprivileged communities to enrich India's human capital through
vocational training.
Three such collaboration partners are:
Community Aid &

Sponsorship Programme (CASP)
To initiate vocational training for the women and youth
residing in the community of Marol Pipeline, Andheri,
financial support was provided to CASP - an NGO with a
nationwide footprint. CASP offers vocational training in
three sought-after vocational trades - beautician, fashion
designing and computer operations.
The training is multi-faceted and focuses on holistic
development of the trainees by incorporating sessions on
personality development, women & child rights, HIV/AIDS
awareness and healthcare, apart from the curriculum.
Outcome
Vidya at Sri Sri University

Vidya Construction Skill Training Centre
(CSTC) is a joint initiative of L&T Public
Charitable Trust (LTPCT) and Sri Sri
University at Sri Sri Campus in Orissa.
It trains marginalised youth and school
dropouts in the age group of 18-35 years,
from tribal and rural areas through a
3-month skill development module in
construction trades such as masonry and
bar bending. This residential training
programme is supported by L&T Construction Skills Training Institute (CSTI)
as a knowledge partner and is funded
by LTPCT.
In 2010-11, close to
200 women and youth were provided

vocational training under the programmes
conducted by CASP.
KEM Hospital Research Center (KEM HRC)

LTPCT has also joined hands with KEM HRC, a modern
tertiary care multi-specialty teaching hospital in Pune. It
provides vocational training in bedside assistance (home
nursing), food processing and tailoring.
While the bedside assistance course is conducted in the
hospital premises at Pabal and Vadu, food processing and
tailoring training are offered in various remote villages.
Outcome
Close to 400 women
residing in the rural hinterland

availed of such income generation programmes.
79
Outcome
At Vidya CSTC, within a short span
since commencement,
70 youth have completed

their training in construction
trade and got employment
opportunities at L&T
project sites
in Bhubaneswar, Chandigarh
and Chennai.
Spreading Knowledge. Spreading Smiles

L&T employees offer their time and expertise to multiple local initiatives that work for the benefit of children.
Volunteering initiatives undertaken by employees of L&T Powai include:
LAYING THE FOUNDATION
L&Teers are channelising their talent to spread

knowledge in the society through innovative ways:
Teaching students of Paspoli School in Marathi,

Hindi, Kannada and Urdu mediums.
Making notebooks for students by recycling one
side printouts.
Organising quiz contests and energy experiments
at Milind Vidyalaya, Paspoli and Municipal
Schools located at Tirandaz at Vikhroli West
Maharashtra. Screening movies on the use of
non-conventional energy sources.
LESSONS BEYOND BOOKS
L&T's Jeevan Vidya Project promotes quality school

education and all-round development of students. It
covers a wide spectrum of activities ranging from
health check-ups to aptitude tests, yoga to creative
activities like drawing, writing and elocution.
Currently, the programme benefits

students of 56 schools from the tribal
belt of Talasari block of Thane district
and Navasari block of Gujarat.
Mother and Child Health

Our aim is to ensure that every mother and child in the communities we operate has access to effective medical treatment.
Towards this we are building and maintaining affordable, integrated and quality healthcare facilities.
Continual support to
Hazira's Public Health Centre

Andheri & Thane Health Centres
treated over
185,000 patients
80
Health Camps
HIV/AIDS Programmes
Around L&T campuses in India, health and eye camps

were held for children to monitor health status and
promote early detection of vision related problems
which hamper academic performance.
Awareness drives were held across all L&T locations

on the 1st of December, 2010 to commemorate
World AIDS Day.
Over 6,000 women and children in Kansbahal

benefited from our free OPD services, immunisation
& pulse polio camps, eye check up and medical
camps.
Pioneered an education programme on HIV/AIDS in

Hazira to spread awareness among the local and
migrant communities.
HIV/AIDS (VCTC) awareness programmes were

conducted in Surat, Mora village, Construction
business, Mathura campus, Kattupalli and nearby
villages.
Voluntary Counselling & Testing Centre (VCTC) has

been set up in Mumbai and Hazira to increase
awareness and offer free testing.
L&T Ladies Club, Hazira continues to engage in

project 'SWAYAM' - an innovative income generation
programme for HIV+ women.
We actively support Positive People Network [PPN+]

in Gujarat formed by and for men & women living
with HIV+.
A special camp focused on the gynaecological, dental

and eye issues was held in Dyavarhalli village,
Bangalore and treated over 400 women and children.
Over 19,300 mothers and children benefited through

our initiatives like immunisation, pulse polio drive
and awareness rally in health centres of Ahmednagar.
Mother & child immunisation camps were held in five

villages near Mysore in association with Family
Planning Association of India which focuses on
health issues of communities.
L&T Health Centres in Mumbai

Andheri Health Centre (AHC) and Thane Health Centre
(THC) set up by L&T serves not only our employees and
their families but also members of the community. In fact,
over 66% of patients who benefited from these centres
belong to community.
These centres offer medical treatment at highly subsidised
rates. Some services like family planning procedures and
super specialty consultation are offered free of cost.
Dialysis Centre at THC also provides treatment at much
lower rates.
Summary of health initiatives undertaken in FY 2010-11.
Treatment
Dialysis in THC
1,852
Consultations in THC
2,929
Consultations in AHC
55,044
Family planning operations &

procedures in AHC
1,728
Diagnostic investigations in AHC
9,683
Outreach programmes (Health camps)
45,859
Pathology lab services in AHC
22,118
Koldongri T.B. Clinic
30,419
L&T ART (Antiretroviral Therapy) Centre
15,840
Total
Patient undergoing dialysis at THC
81
No. of
beneficiaries
185,472
Spreading the Family Welfare Message in Rural Gujarat

Villages like Ahwa, Zankhvav, Songadh and Nizar are not places you will easily find on the map. These and
a score of similar remote hamlets are where welfare teams from L&T Hazira campus are making a mark.
Their goal is family welfare - the most dependable way to ensure the reproductive health of current and
future generations. L&T in association with local district health set up has focused its efforts in organizing
family planning camps where services such as vasectomy, laparoscopy, and tubectomy are provided. Over
the years, 10,500 people in and around Surat district have availed family welfare measures.
Healthcare in Rural Schools

'A Healthy Mind in a Healthy Body' is a line that
students in village schools around Coimbatore
may well be learning by rote. Poverty and all its
debilitating consequences have led to Anaemia
and intestinal disorders. In collaboration with K.G
Hospital, Coimbatore L&T conducts periodic
health camps to monitor the health status of close
to 500 students of two local schools. The goal is
to reduce the prevelance of Anaemia. Students
are given Albendazole syrup, which helps in
controlling hook worm infestation and increases
vitamin A levels.
A personalised and target-oriented approach has
helped achieve significant results with major
reduction in cases of severe Anaemia and a
marked overall improvement in health.
Health issue
Resultant decrease
Anaemia prevalence
From 90% to 52%
Grade 3 malnutrition
From 22% to 7%
Grade 2 malnutrition
From 43% to 36%
Collaborative Effort to Combat AIDS | Anti Retroviral Therapy (ART) Centre

To combat the consequences of HIV+/AIDS, L&T
instituted a state-of-the-art ART (Anti Retroviral
Therapy) centre at its Andheri Health Centre in
September 2009. The objective was to aid
HIV/AIDS patients by providing them primary
diagnostic services like pathological
investigations, CD4 count tests and X rays free of
cost, and complex services like Abdominal
Ultrasonography at highly subsidised rates.
The project is being implemented through a
public private partnership with Confederation of
Indian Industries (CII), National AIDS Control
Society (NACO) and Mumbai District AIDS Control
Society (MDACS) to help the Government
strengthen the access to the HIV/AIDS treatment.
Over 1,200 patients having registered till

date, out of which 850 are receiving Anti
Retroviral Therapy as per their health status.
Encouraged by this overwhelming response,
L&T is developing a bigger ART centre at
Koldongri in Andheri.
82
L&Teering
L&Teering is where the compassion and commitment of
L&T-ites converges to give back to society the benefits of
their time and expertise. In FY 2010-11, L&T saw a surge
in the number of volunteering engagements.
Initiatives where L&Teers offered assistance include:
Workshops for students on negotiation skills,

personality development and scholarship exams.
'Mathematics with Smile' Programme, English and

Mathematics classes at Hinkal High School, Mysore
and Mathematics, Science and English classes at
Visakha Seva Sadhan, Vizag.
200 L&Teers ran for a social cause in the Mumbai

Marathon.
1,100 L&Teers participated in the Vadodara

Marathon to spread traffic awareness.
A water tank was developed in Thandalam village,

near Chennai.
Eye & health camps at Harkesh Nagar and Santosh

Nagar in Faridabad benefitted over 1,100 women
and children.
L&T-ites leveraging on their skill sets beyond work
Implementation Structure
Our CSI implementation system represents the fusion of three key social arms.
Corporate Social
Initiative (CSI)
CSI provides strategic
social interventions by working
hand-in-hand with local NGOs,
communities and government
agencies. It leverages L&T's
management experience and
expertise to harness the most
effective levers and enable
long term solutions to the
identified needs. It propagates
community initiatives across
various locations. Initiatives
are implemented by the
project team of the respective
locations.
83
Ladies Clubs
Across locations, various
ladies clubs have been formed
by the spouses of our
employees. These clubs
undertake various
programmes in nearby
communities to bridge
fundamental gaps. They are
one of our three key pillars of
CSI implementation and play a
vital role in fostering employee
bonding by organising various
programmes and events at
regular intervals.
Larsen & Toubro

Public Charitable Trust
The Trust is committed
towards the inclusive growth
of the society through
well-thought interventions
in education, vocational
training, healthcare and
water management.
At many locations the
projects are executed in
collaboration with reputed
NGOs.
In Step with MDGs

Our actions in the social sphere are in synergy with the eight Millennium Development Goals (MDGs) a 360 growth blueprint agreed to by the global community to bring about a global transformation.
Millennium
Development
Goals
L&T Interventions
Millennium
Development
Goals
L&T Interventions
Gynaecological and
laboratory facilities,
workshops on pre &
postnatal care.
Vocational and life

skills training.
School infrastructure
development & learning
aids, enhancing curriculum
and impacting classroom
learning.
Awareness drives,
testing services, income
generation programmes.
Livelihood opportunities
for women.
Developing and enlarging

L&T's Green Product
Portfolio, tree plantation
drives, water conservation,
energy efficiency and
renewable energy usage.
Immunisation,
pulse-polio, eye checkup
and medical camps.
Skill building programmes

in Heavy Engineering and
modular fabrication
programmes in the
Middle East.
Keeping a Check on Water Wastage

Check dams are an effective mechanism
to retain excess water flows during
monsoon which in turn provides access to
water for farming. At Talasari & Dahanu
Blocks of Thane District, we constructed
10 check dams in partnership with Rotary
Club. Collectively, these check dams have
the capacity to collect approximately
20-30 million litres of water with a
potential to cultivate 250 acres of land
benefiting around 6,000 families.
Check dam at Dahanu
84
CASE STUDY
enriching the lives of the specially abled
Gandhiji said that the true measure of

a society is the way it treats its most
vulnerable. Project Neev launched on
the 13th of October, 2010, seeks to
provide opportunities to the
specially-abled. It marks the coming
together of three key agents of social
change - L&T-ites, NGOs and the
specially-abled themselves.
As part of this initiative of Neev, L&T
units across India organised NGO
expositions and provided platform for
the specially-abled to showcase their
unique talents. Going forward,
livelihood opportunities through
special vocational training programmes
are being pursued to foster inclusion.
Outcome
Over 5,000 differently abled have benefited.

The impact was three-pronged
NGO expositions
Infrastructure support
The project brought together NGOs

working in this sphere, through
expositions at L&T establishments:
Mumbai, Vadodara, Bhopal,
Ahmednagar, Faridabad, Kolkata,
and Coimbatore. Such displays
promoted articles made by the
specially-abled.
L&T's campuses at Hazira,

Coimbatore, Chennai,
Chandigarh and Hyderabad
donated funds for providing
mobility aids like crutches,
calipers, artificial limbs,
wheelchairs and tricycles.
Creating livelihood opportunities

Ahmednagar campus enhanced engagement with a self help group
comprising 53 leprosy cured individuals as our sub-supplier for
switchgear assemblies.
Hazira Campus provided STD phone/photocopy booths to the
physically challenged. At L&T Komatsu, Bangalore, the Ladies Club
Surabhi employed a specially-abled computer trainer for providing
vocational training to community youth.
85
Unlocking the special potential of the specially-abled children at NASEOH, Mumbai

86
Product Stewardship
GO BACK
TO GET AHEAD
To create a paradigm shift from conventional engineering to game changing 'imagineering'
one needs to go back to the drawing boards. We constantly challenge legacy, relook
existing methodologies and revisit current approaches. Innovative thinking is the chisel
we use to carve out opportunities from environment challenges and surge ahead.
87
REGISTERED
GREEN PRODUCT PORTFOLIO
151
` 42.65 BN 2000 TONNE
PATENTS
REVENUES
SAILED OUT
WELLHEAD OFFSHORE PLATFORM
ENERGY AUDIT SERVICES BY ELECTRICAL & AUTOMATION
2 x 300 TPD sulphur recovery

units executed by L&T on
LSTK basis for IOCL's Gujarat Refinery
The 'positive performance of our products across their

lifetime' is a significant contributor to our brand equity
and thereby to the sustainability of our organisation.
New Product Development

and Innovation
We infuse quality, safety and durability, in our

products/services at every stage, right from concept to
commission. Quality, at L&T, is multi-dimensional and
extends beyond product specifications to encompass life
cycle impacts, statutory & regulatory norms and EHS.
As a technology-driven company, the spirit of innovation

is reflected in our corporate brand statement - It's all
about Imagineering.
At L&T, we believe that environmental challenges that the

business world is facing today represent substantial
business opportunities. Our efforts therefore are directed
at greening our existing portfolio while simultaneously
working towards developing and introducing new
products and services that would help our customers
achieve their environmental objectives in a financially
viable manner.
Our green portfolio is growing at a

remarkable pace and contributed
9.72% of our total revenues this year.
To read more about our green portfolio, refer to our
economic performance.
We foster a culture of innovation through collaboration

and creative thinking. Currently, along with engineering
we are also devoting attention to re-engineering; to make
our existing products more profitable and future-friendly.
Innovations that optimise resources, increase
productivity, reduce costs and provide customers more
value at a lesser environmental impact, continued to
emerge from all our businesses.
A systematic new product

development flowchart motivates
and guides our employees to
innovate, design and manufacture
sustainable products.
88
Construction
Designed a High Voltage Distribution System

that reduces transmission & distribution
losses by 50%
Continued development of green building
Introduced energy audit services to measure,

monitor and reduce energy consumption
through 169 lean projects completed during
the year
Undertook In-house design & project

planning for high rise buildings
Launched a new range of contactors and

circuit breakers that have a smaller carbon
footprint
Supplied blast furnace to TATA Steel with a

high percentage of indigenisation
Supplied meters for the Rajiv Gandhi

Grameen Vidyutikaran Yojna (RGGVY) and the
Restructured Accelerated Power Development
and Reform Programme (R-APDRP) of the
Government of India
Set up a new manufacturing facility at

Ahmednagar with best-in-breed production
facilities

Became the first Indian valve manufacturer to get
the coveted 'N' and 'NPT' stamp from ASME for
supplying products to the global nuclear industry
L&T Infotech
Hydrocarbon business
Noise assessment and control in offshore

installations using acoustic mapping technique
Design consideration for performance

enhancement of Claus Sulphur recovery unit
With a consistent high client satisfaction

measure, Unitrax provides a complex
inventory of business features; lowers
operational costs; improves efficiencies
through streamlined and automated client
processing, while ensuring a high level of
compliance with regulatory requirements and
industry standards
Heavy Engineering
Implemented "Theory of Constraints" (TOC) for

optimal resource management and
maximising the throughput
Development of Square Butt SAW resulted in

total savings of INR 3.6 million, reduction in
cycle time by 94% and total saving of 606
man-hours
Launched Unitrax, a SaaS-based transfer

agency record keeping platform, which
enables fund and insurance manufacturers to
manage the administration of their wealth
management products including mutual
funds, fixed income, structured notes,
annuities, and insurance investment products
Successful completion of ISO 14001

re-certification across all centres
Intellectual Property Rights

Intellectual Property Rights (IPR) can contribute significantly to competitive advantage. We secure our IPR to create more
value for our organisation and our stakeholders.
Intellectual property protection is largely effected through patents, trademarks and copyrights.
Nature
Patent
89
FY 2007-08
FY 2008-09
FY 2009-10
FY 2010-11
101
108
128
151
Since 2004, L&T has

filed a total of 688
patent applications.
Customer Delight
Product and Service Labeling
Strong customer orientation is characteristic of L&T. In

addition to our quality products, we lay equal emphasis
on quality processes. Ongoing operational excellence
initiatives ensure that deliveries are made as per
customer specifications. Quality assurance and
inspection ensure that products delivered meet requisite
standards and stringent specifications. Detailed training
and structured handovers enhance the product
experience.
The labeling process is implemented in line with the

relevant codes & specifications. At MIP business, the
machines and electrical products sport BIS marking and
additionally around 50% of LTM BU products come with
CE mark. At Heavy Engineering, the documentation
relating to the product is sent to the customer on
dispatch of the equipment.
To measure our success rate, marketing personnel

regularly interact with customers through structured
feedback mechanisms which are in line with Departmental
Activity Control Procedures (DACPs) and Standard
Operating Procedures (SOPs). These mechanisms include
one-to-one meetings, customer meets and customer
satisfaction surveys. Any complaint/feedback is swiftly
analysed for continual improvement and inculcated into
our production processes.
The quantum of repeat orders that we receive is the true
real world representation of the satisfaction we deliver to
our customers.
Customer Health and Safety
In the reporting year, there were no incidences of

non-compliance with regulations on product information
and labeling.
Marketing Communications
We believe that integrity of an organisation is reflected in
the clarity of its communications. We adhere to all norms,
standards and voluntary codes related to marketing
communications, including advertising, promotion, and
sponsorship. No false claims and/or unfair means are
used while promoting a product or a service.
During the reporting period, there were no complaints
received from outside parties on the subject of incorrect
or misleading marketing communications. We did not
sell any product which raised stakeholder questions or
public debate.
Customer safety is the focal point at L&T. Through the

feedback received from our customers and our on-going
R&D, we constantly mitigate health and safety hazards in
our products. The following steps help enhance the
customer safety quotient of our projects and products.
Integrating safety at the design stage
Benchmarking products against Indian and

International Standards like IS, IEC and BIS among
others
Employing manufacturing best practices to prevent

adverse health and safety impacts throughout the
project life cycle
Constantly review health and safety impacts of

products, projects and services for improvement
during the project life cycle
Displaying cautionary signboards at all our completed

project sites and products
Providing Operation & Maintenance manuals along

with necessary training to the customers' personnel
There was no incident of non-compliance as regards to

regulatory and voluntary codes concerning health and
safety aspects pertaining to any of our products during
the reporting period.
Compliance
At L&T, due care is taken to ensure that the organisation
adheres to all statutory as well as voluntary codes
pertaining to products and services. A structured system
is implemented throughout our units that detects,
investigates and improves in case of any non-compliance.
During the reporting period, there were no incidents of
non-compliance and no monetary fines were imposed.
90
CASE STUDY
automation proves its mettle

When the Steel Authority of India Ltd. (SAIL) entrusted our Control & Automation (C&A) Business Unit with the project of
automating the blast furnace at SAIL's Bokaro Steel Plant, it demonstrated L&T's growing recognition as focused
automation solution provider for the metal industry.
The project involved
91
Critical automation and instrumentation

packages to consolidated furnace parameters
like temperature, pressure, water, and nitrogen
flow along with historical trends and alarms
Outcome
The upgraded blast furnace

is the first of its kind in SAIL
Comprehensive automation systems that

included fibre optic connectivity between control
rooms and interface with third party PLCs,
firewall for network security and complete
networking accessories including network racks
Productivity has been enhanced

with increase of useful volume
State-of-the-art and ergonomically designed

control rooms for blast furnace operation
working volume
Engineering stations for logic programming at

each PLC system
Provision of large sized plasma display screens
for overall furnace monitoring
from 2,000m3 to 2,500m3

from 1,750m3 to 2,250m3
hot metal production
from 0.75 MTPA to 1.5 MTPA
CASE STUDY
the high road to energy management

L&T Control & Automation (C&A) Business Unit launched two indigenous products that address two critical challenges highway traffic management and acute power deficit.
iVisionmax - TraffiX
iVisionmax - PMS
Highway Traffic Management System (HTMS)
Industrial Power Management System
iVisionmax - TraffiX is designed to provide a

comprehensive and user friendly solution to ensure safe
travel on state and national highways.
A dynamic Power Management System (PMS), on

iVisionmax platform is essential for cost effective plant
operation, especially in large plants where annual energy
bills run into millions.
It is based on a robust and industrial grade SCADA

software platform and facilitates centralised traffic control
of systems like Automatic Traffic Counter-cum-Classifier
(ATCC), Closed Circuit Television (CCTV), Emergency
Communication System (ECS), Meteorological Stations
(METs), Network Management System (NMS) and Variable
Message Signs (VMS).
PMS helps users make an efficient choice between various

available power sources while keeping energy cost at a
minimum. It continuously monitors and calculates the
available and required power ratio. Further, it triggers load
shedding in case of power deficit without affecting critical
operations.
iVisionmax - PMS also has seamless connectors for
solar based power system.
Outcome
Outcome
Better traffic management on highways
Cost reduction and enhanced operating

efficiency of the plant
Real-time management of traffic even in

the absence of an operator
Data repository that enables trend
analysis and insights for better planning
Informed choice of cost optimal power

source
Reduction in green house gas emissions
92
CASE STUDY
The Modular Fabrication Facility is part of L&T's large,

emerging complex at Kattupalli on India's east coast.
milestone in modular fabrication

The Kattupalli Modular Fabrication unit of Hydrocarbon business is a part of facility spread over 600 acres of land in
Tamil Nadu along with L&Ts Shipbuilding, Port and Heavy Engineering.
It crossed the first milestone by sailing out 2000 Tonne, 6-legged, wellhead offshore platform for Gujarat State Petroleum
Corporation within a year of commencing operations. Upon final commissioning, the facilities will add about 6 million
standard cubic metres of hydrocarbon gas per day to India's energy production. This has set a new benchmark and has
placed L&T's Kattupalli facility on global map of energy and oil exploration.
L&T's Modular Fabrication Facility at Kattupalli on the east coast of India had
a dream debut within a year of commencing operations - the sail-out
of a 2000 tonne, 6-legged offshore platform.
93
Awards & Recognition

'Company with the best CSR and Sustainability Practices'
Award 2011
The Asian Centre for Corporate Governance and
Sustainability honoured L&T as a Company with the best
CSR and Sustainability Practices' Award for its CSR
initiatives.
L&T's CSR Honoured with Golden Peacock Award 2011
L&T's Corporate Social initiatives (CSI) were yet again
acknowledged and applauded with the prestigious
'Golden Peacock Global CSR Award 2011'. L&T was
selected as 'Top Performer' for its accomplishment in the
large enterprise segment.
Social Development Award 2009 -10
Bombay Chamber of Commerce and Industry (BCCI)
honoured the Social Initiatives of L&T with one of its most
prestigious annual Civic Awards at the 174th Annual
General Meeting of the BCCI.
Good Corporate Citizen Award 2010
The Bombay Chamber of Commerce and Industry (BCCI)
awarded the Good Corporate Citizen Award to L&T for its
social track of business and high standards of corporate
governance and ethics.
L&T bags 'India Shining Star Award' for Outstanding
CSR 2010
L&T has won the 'India Shining Star CSR Award', instituted
by the Wockhardt Foundation, for Outstanding CSR in the
sector for companies engaged in heavy engineering.
L&T ranks among the Top 10 in Carbon Disclosure

UK based Carbon Disclosure Project, an independent
international organisation with largest database of
corporate climate change information ranked L&T among
the top 10 companies in India in their 2010 CDP
Leadership Index. The organisation surveyed 200 market
capitalisation companies and L&T was the only Company
in the engineering and construction segment to make it
to the top 10.
L&T - Asia's only company to win global distinction for
Sustainability Report
L&T's Corporate Sustainability Report - 2009 has secured
the runners-up position in awards announced by Global
Reporting Initiative (GRI) - the world's premier body in
the sustainability domain. The L&T Report was declared
runner-up in two categories of the Readers Choice
competition - the Engage Award and the Value Chain
Award.
Top Honours in Businessworld's 'Most Respected
Company - 2011' Rankings
L&T stood second in the sector wise survey of
Businessworld magazine and was awarded the 'India's
Most Respected Company' in the Infrastructure category
by the honourable Union Finance Minister, Govt. of India,
Mr. Pranab Mukherjee.
The Economic Times 'Company of the Year Award - 2010'
L&T won The Economic Times 'Company of the Year
Award - 2010' in January 2011. The award was given by
the honourable Union Finance Minister, Mr. Pranab
Mukherjee to Mr. A.M. Naik, CMD, Larsen & Toubro.
94
Green Business Leadership Award
Award for Green Manufacturing Practices
L&T's sustainability practices were conferred the

'Financial Express-EVI Green Business Leadership Award
for 2010-11' in the large corporate (engineering) segment.
The award was given by Dr. A.P.J. Abdul Kalam, former
President of India.
L&T won the Frost & Sullivan Green Manufacturing

Excellence Awards 2011 for its accomplishments in the
large enterprise segment.
Award for innovation in promoting CSR

L&T was awarded a certificate of appreciation at the
Businessworld-FICCI-SEDF 2010 CSR Awards. The certificate
appreciates the extensive CSR efforts undertaken by L&T.
ICSI National Award for Excellence in
Appreciating L&T's good corporate governance practices,
the Institute of Company Secretaries of India (ICSI) has
honoured it with 'National Award for Excellence in
Corporate Governance'.
Golden Peacock Award for L&T's Electrical & Automation
HR Initiatives
Electrical & Automation of L&T won the prestigious
'Golden Peacock National Training Award 2011' for its
initiatives on training and development under engineering
category.
2nd highest contribution at Mumbai Marathon 2011

L&T was recognised by the organisers of Standard
Chartered Mumbai Marathon 2011 as a Corporate with
the 2nd highest employee contribution in fund raising.
LTPML wins India Manufacturing Excellence Award
India's leading business daily, The Economic Times, in
partnership with Global Consulting firm, Frost & Sullivan
(F&S), has awarded L&T Plastics Machinery Limited
(LTPML), Chennai, the prestigious 'The Economic Times India Manufacturing Excellence Award (IMEA) 2010' in
the Gold category.
The Economic Times awards L&T the Company of the
Year Award
India's leading business daily, The Economic Times, has
chosen L&T as The Economic Times Company of the Year
2010 for its role and contribution in almost all of India's
prestigious engineering creations, including roads, power
plants, buildings, bridges, ports and nuclear reactors.
AWARDS CONFERRED ON MR. A. M. NAIK, CHAIRMAN & MANAGING DIRECTOR

Mr. A.M. Naik honoured at
CNBC TV18's India Business
Leader Awards
CNBC TV18 India honoured
Mr. A. M. Naik with the
'CNBC Asia - Outstanding
Business Leader' Award for 2010.
These awards acknowledge the
strategic leadership and direction
that a business leader gives to the
organisation and the vibrant
impact he makes on the industry's
prospects for growth.
95
The Golden Peacock Award

for Lifetime Achievement in
Business Leadership for
Mr. A.M. Naik
Mr. A.M. Naik, has been
conferred the Golden Peacock
Award for Lifetime Achievement
in Business Leadership at a
specially organised Awards Night
on November 12, 2010 in
New Delhi.
Mr. A.M. Naik ranked the

'Best CEO' in the Industrials
segment in Asia.
Mr. A.M. Naik, was ranked the
'Best CEO' in the Industrials
segment in Asia in the All Asia
(excluding Japan) Investor
Relations Perception Study
conducted by the prestigious
Institutional Investor magazine.
INDEPENDENT ASSURANCE STATEMENT
INTRODUCTION
Det Norske Veritas AS (DNV) has been commissioned by the management of Larsen & Toubro Limited (L&T or
the Company) to carry out an assurance engagement on the L&Ts Sustainability Report 2011 (the Report), against the
Global Reporting Initiative 2006 Sustainability Reporting Guidelines Version 3.0 (GRI G3) and AccountAbilitys AA1000
Assurance Standard 2008 (AA1000AS 2008).
DNV is a global provider of sustainability services, with qualified environmental and social assurance specialists working in
over 100 countries. DNV was not involved in the preparation of any statements or data included in the Report except for this
Assurance Statement. DNV maintains complete impartiality towards any people interviewed. DNV expressly disclaims any
liability or co-responsibility for any decision a person or entity would make based on this Assurance Statement.
The intended users of this assurance statement are the readers of L&Ts Sustainability Report 2011. The management of
L&T is responsible for all information provided in the Report as well as the processes for collecting, analysing and reporting
the information. DNVs responsibility regarding this verification is to the Company only and in accordance with the agreed
scope of work. The assurance engagement is based on the assumption that the data and information provided to us is
complete and true.
SCOPE OF ASSURANCE
The scope of work agreed upon with the Company includes verification of the following:
The content of Sustainability Report 2011 i.e. reporting of economic, environmental, and social indicators;
Review of the policies, initiatives, practices and performance described in the Report as well as references made in the
Report to the L&Ts 66th Annual Report (2010-11);
Evaluation of the AccountAbility principles and specified performance information, described below, for a Type 2, moderate
level of assurance, in accordance with the requirements of AA1000AS (2008):
Information relating to L&Ts issues, responses, performance data, case studies and underlying systems for the
management of such information and data;

Information relating to L&Ts materiality assessment and stakeholder engagement processes;
Confirm that the report meets the GRI G3 Application Level A, as declared by the Company.
The reporting boundary is as set out in the Report and during the assurance process we did not come across, limitations to
the scope of the assurance engagement. The verification was conducted during June to November 2011 for the activities
covered in the Report for 1st April 2010 to 31st March 2011.
VERIFICATION METHODOLOGY
This assurance engagement was planned and carried out in accordance with the AA1000AS (2008) and the DNV Protocol for
Verification of Sustainability Reporting1. The report has been evaluated against the following criteria:
Adherence to the principles of Inclusivity, Materiality and Responsiveness as set out in the AA1000AS (2008); the reliability
of the specified sustainability performance information, as required for a Type 2, moderate level assurance engagement;
Adherence to the additional principles of Completeness and Neutrality as set out in DNVs Protocol, and
The principles and requirements of the GRI G3 for an application level A.
As part of the engagement, DNV has verified the statements and claims made in the Report and assessed the robustness of
the underlying data management system, information flow and controls. In doing so, we have:
Challenged the sustainability-related statements and claims made in the report and assessed the robustness of the
data management system, information flow and controls;

Examined and reviewed documents, data and other information made available by L&T;
Visited the manufacturing units, project sites of L&T at Powai (Mumbai), Chennai, Vadodara, Ranoli, Kansbahal,
Bangalore and Mahape (New Mumbai), to conduct on-site verification; and also visited one of its subsidiaries, L&T
Infotechs office at Powai (Mumbai) and Bangalore;
Conducted interviews with top/senior management and key representatives and managers in various offices,
manufacturing units, project sites and at head office;

Reviewed the Companys approach to stakeholder engagement and its materiality determination process;
www.dnv.com/services/assessment/corporate_responsibility/services_solutions/sustainabilityreporting/order/
96
Performed sample-based reviews of the mechanisms for implementing the Companys sustainability related policies, as
described in the Report;

Performed sample-based checks of the processes for generating, gathering and managing the quantitative data and qualitative
information included in the Report.

OPPORTUNITIES FOR IMPROVEMENT
The following is an excerpt from the observations and opportunities for improvement reported to the Management of L&T and are
considered for drawing our conclusion on the report; however, they are generally consistent with the Managements objectives:
Continuously monitor and evaluate the material issues as a result of changes in internal and external environments to enable
develop appropriate sustainability strategies and revise the medium and long term targets accordingly.
Progressively expand the boundary of reporting, goals and targets.
Internal verification mechanisms to cover all material issues across all manufacturing plants / project sites will assist in improving
the quality of data for future reporting.
Evolve systems to fully address in the subsequent reports, the key material performance indicators that are partially reported.
CONCLUSIONS
We have evaluated the Reports adherence to the following principles on a scale of Good, Acceptable and Needs Improvement:
Inclusivity: Acceptable. As a part of Companys stakeholder engagement process both stakeholder and management perspectives were
considered to arrive at the material issues.
Materiality: Acceptable. Further expanding the materiality determination process from common to specific material issues and linking
the same to the risks and opportunities identified at the Individual Company level.
Responsiveness: Good. We consider that the Companys response to key stakeholder concerns, through its policies and management
systems, is fairly reflected in the Report.
ADDITIONAL PARAMETERS AS PER DNVS PROTOCOL

Completeness: Acceptable. Certain GRI G3 core indicators have been responded to partially. The rationale for this and the exclusion of
core indicators which are not applicable has been explained in the Report. Company acknowledges the need for continuous
improvement and is committed to improving the reporting scope and boundary.
Neutrality: Good. The Company has reported its sustainability performance and related issues in a suitable manner and overall the
Report is transparent in discussing the challenges faced.
In our opinion, and based on the scope of this assurance engagement, L&Ts Sustainability Report 2011 provides a fair representation
of the Companys sustainability policies, objectives, management approach and performance during the reporting year.
In accordance with the AA1000AS (2008) requirements for a Type 2, moderate level assurance engagement, we conclude that the
specified sustainability data and information presented in the Report is generally reliable.
DNV confirms that the Report meets the requirements for GRI application level A.
for Det Norske Veritas AS,
Nandkumar Vadakepatth
Lead Verifier
Head-Sustainability & Business Excellence Services (South)
Det Norske Veritas AS, India
Bangalore, India, 26 October 2011
97
Antonio Astone
Reviewer
Global Manager, Corporate Responsibility Services
Det Norske Veritas AS, Italy
98
GRI Index
STANDARD DISCLOSURES PART I: Profile Disclosures
Profile
Disclosure
Description
Reported
Crossreference/
Direct answer
If applicable,
indicate the part
not reported
Reason
for
omission
Explanation
1. Strategy and Analysis

1.1
Statement from the most senior decision-maker of

the organisation.
Fully
1.2
Description of key impacts, risks, and opportunities.
Fully
26-29
Fully
Cover Page
2. Organisational Profile
2.1
Name of the organisation.
2.2
Primary brands, products, and/or services.
Fully
2.3
Operational structure of the organisation, including

main divisions, operating companies, subsidiaries,
and joint ventures.
Fully
2.4
Location of organisation's headquarters.
Fully
11
2.5
Number of countries where the organisation operates,

and names of countries with either major operations or
that are specifically relevant to the sustainability issues
covered in the report.
Fully
12
2.6
Nature of ownership and legal form.
Fully
1, 14
2.7
Markets served (including geographic breakdown,

sectors served, and types of customers/beneficiaries).
Fully
11, 12
2.8
Scale of the reporting organisation.
Fully
9-12, 38,
48, 49, L&T
Annual Report
2010-11,
Page 14
2.9
Significant changes during the reporting period

regarding size, structure, or ownership.
Fully
31
2.10
Awards received in the reporting period.
Fully
94, 95
Increased the
reporting boundary
3. Report Parameters
99
3.1
Reporting period (e.g., fiscal/calendar year) for

information provided.
Fully
31
April 1, 2010 and

March 31, 2011
3.2
Date of most recent previous report (if any).
Fully
31
14th December 2010

Annual
3.3
Reporting cycle (annual, biennial, etc.)
Fully
31
3.4
Contact point for questions regarding the report or

its contents.
Fully
31
3.5
Process for defining report content.
Fully
30-32
3.6
Boundary of the report (e.g., countries, divisions,

subsidiaries, leased facilities, joint ventures, suppliers).
See GRI Boundary Protocol for further guidance.
Fully
31
3.7
State any specific limitations on the scope or boundary

of the report (see completeness principle for explanation
of scope).
Fully
31
3.8
Basis for reporting on joint ventures, subsidiaries,

leased facilities, outsourced operations, and other
entities that can significantly affect comparability from
period to period and/or between organisations.
Fully
31
3.9
Data measurement techniques and the bases of

calculations, including assumptions and techniques
underlying estimations applied to the compilation of the
indicators and other information in the report. Explain
any decisions not to apply, or to substantially diverge
from, the GRI Indicator Protocols.
Fully
31
3.10
Explanation of the effect of any re-statements of

information provided in earlier reports, and the reasons
for such re-statement (e.g. Mergers/acquisitions,
change of base years/periods, nature of business,
measurement methods).
Fully
31
3.11
Significant changes from previous reporting periods in

the scope, boundary, or measurement methods
applied in the report.
Fully
31
"For project sites, material,

energy, safety, manpower
and training is reported.
At DMN, material, manpower,
energy & training are reported.
Material transportation is not
reported"
Two corporate offices, HCP

(part of Hydrocarbon) and
two units of MIP business
have started reporting,
significant project sites
started reporting their
electricity consumption
Profile
Disclosure
Description
Reported
Crossreference/
Direct answer
3.12
Table identifying the location of the

Standard Disclosures in the report.
Fully
99-106
3.13
Policy and current practice with regard to seeking

external assurance for the report.
Fully
31, 96
If applicable,
indicate the part
not reported
Reason
for
omission
Explanation
4. Governance, Commitments, and Engagement

4.1
Governance structure of the organisation, including

committees under the highest governance body
responsible for specific tasks, such as setting strategy
or organisational oversight.
Fully
14
4.2
Indicate whether the Chair of the highest governance

body is also an executive officer.
Fully
14, 15
4.3
For organisations that have a unitary board structure,

state the number of members of the highest
governance body that are independent and/or
non-executive members.
Fully
14
4.4
Mechanisms for shareholders and employees to provide

recommendations or direction to the highest
governance body.
Fully
14, 34
4.5
Linkage between compensation for members of the

highest governance body, senior managers, and
executives (including departure arrangements), and the
organisation's performance (including social and
environmental performance).
Fully
15
4.6
Processes in place for the highest governance body

to ensure conflicts of interest are avoided.
Fully
16
4.7
Process for determining the qualifications and expertise

of the members of the highest governance body for
guiding the organisation's strategy on economic,
environmental, and social topics.
Fully
16
4.8
Internally developed statements of mission or values,

codes of conduct, and principles relevant to economic,
environmental, and social performance and the status of
their implementation.
Fully
3, 16-21
4.9
Procedures of the highest governance body for

overseeing the organisation's identification and
management of economic, environmental, and social
performance, including relevant risks and opportunities,
and adherence or compliance with internationally agreed
standards, codes of conduct, and principles.
Fully
14-17
4.10
Processes for evaluating the highest governance body's

own performance, particularly with respect to economic,
environmental and social performance.
Fully
14
4.11
Explanation of whether and how the precautionary

approach or principle is addressed by the organisation.
Fully
18
4.12
Externally developed economic, environmental and

social charters, principles, or other initiatives to which
the organisation subscribes or endorses.
Fully
18
4.13
Memberships in associations (such as industry

associations) and/or national/international advocacy
organisations in which the organisation:
* Has positions in governance bodies; * Participates in
projects or committees; * Provides substantive funding
beyond routine membership dues; or * Views
membership as strategic.
Fully
18
4.14
List of stakeholder groups engaged by the organisation.
Fully
34
4.15
Basis for identification and selection of stakeholders

with whom to engage.
Fully
34, 35
4.16
Approaches to stakeholder engagement, including

frequency of engagement by type and by
stakeholder group.
Fully
34
4.17
Key topics and concerns that have been raised through

stakeholder engagement, and how the organisation has
responded to those key topics and concerns,
including through its reporting.
Fully
30, 34, 35
The shareholders can put

their grievance through
shareholder grievance
committees as a part of
governance structure. More
details about the governance
structure are available at
www.larsentoubro.com
100
STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)
G3 DMA
Reported
DMA EC
Disclosure on Management Approach EC
Aspects
Economic performance
Fully
19, 48, 49
Market presence
Fully
11, 12, 19
Indirect economic impacts
Fully
If applicable,
indicate the part
not reported
Reason
for
omission
Explanation
To be
reported
in
19
50
DMA EN
Disclosure on Management Approach EN
Aspects
Materials
Partially
69
Material procured in
meter, sq.m. and
units are
not reported
Not
available
We are developing
a system in place to
cover the material
procured in m,
sq.m. and units
into tons
2015
Energy
Partially
61
Electricity supplied
by customers at
their project sites is
not reported
Not
available
We are developing
monitor the energy
supplied by clients
2015
Water
Partially
67
Water supplied by
customer at project
sites is not reported
Not
available
We are developing
monitor the water
supplied by clients
2015
Biodiversity
Fully
72
Material
transportation is
not covered under
scope 3 emissions
Not
available
We are developing
a system in place
to capture the
scope 3 emission
from the
transportation
(by clients)
2015
Not
available
We are developing
a system to capture
environmental
expenses from
project sites
(As currently the
expenses are
integrated into the
total project cost)
2015
19, 23-25
Emissions, effluents and waste
Fully
65, 67, 70
Products and services
Fully
19, 53
Compliance
Fully
18, 19, 72
Transport
Partially
19, 62, 66
Overall
Not
DMA LA
Disclosure on Management Approach LA
Aspects
Employment
Fully
38
Labour/management relations
Fully
39, 42
DMA HR
Aspects
101
Description
Crossreference/
Direct answer
20
Occupational health and safety
Fully
42, 46
Training and education
Fully
39, 78
Diversity and equal opportunity
Fully
Disclosure on Management Approach HR
39-41, 46
20
Investment and procurement practices
Fully
46
Non-discrimination
Fully
46
Freedom of association and collective bargaining
Fully
39, 42
Child labour
Fully
46
Forced and compulsory labour
Fully
46
Security practices
Fully
17
Indigenous rights
Fully
20, 21
DMA SO
Disclosure on Management Approach SO
Aspects
Community
Fully
32, 50, 60, 74
20
Corruption
Fully
17, 18
Public policy
Fully
17, 18
Anti-competitive behaviour
Fully
18
Compliance
Fully
18, 21, 72
G3 DMA
Description
DMA PR
Disclosure on Management Approach PR
Aspects
Customer health and safety
Reported
Crossreference/
Direct answer
If applicable,
indicate the part
not reported
Reason
for
omission
Explanation
To be
reported
in
21, 23-25, 88
Partially
21, 88-90
Product and service labelling
Fully
90
Marketing communications
Fully
90
Customer privacy
Fully
35
Compliance
Fully
90
Reported
Crossreference/
Direct answer
Life Cycle impact

assessment is done
for selected stages
of product
Not
available
Life cycle impact

assessment is done
for selected stages
of products
2015
STANDARD DISCLOSURES PART III: Performance Indicators

Economic
Performance
Indicator
Description
If applicable,
indicate the part
not reported
Reason
for
omission
Explanation
To be
reported
in
Economic Performance
EC1
Direct economic value generated and distributed,

including revenues, operating costs, employee
compensation, donations and other community
investments, retained earnings, and payments to capital
providers and governments.
Fully
48-50
EC2
Financial implications and other risks and opportunities

for the organisation's activities due to climate change.
Fully
52
EC3
Coverage of the organisation's defined benefit

plan obligations.
Fully
42, 51
EC4
Significant financial assistance received from

government.
Fully
49
Market Presence
EC5
Range of ratios of standard entry level wage compared

to local minimum wage at significant locations
of operation.
Fully
42
EC6
Policy, practices, and proportion of spending on

locally-based suppliers at significant locations
of operation.
Fully
51
EC7
Procedures for local hiring and proportion of

senior management hired from the local community
at significant locations of operation.
Fully
41, 51
EC8
Development and impact of infrastructure investments

and services provided primarily for public benefit
through commercial, in-kind, or pro bono engagement.
Fully
51
EC9
Understanding and describing significant indirect

economic impacts, including the extent of impacts.
Fully
51-52
100% of the senior

management is
from India
Environmental
Materials
EN1
Materials used by weight or volume.
Partially
69
EN2
Percentage of materials used that are recycled

input materials.
Fully
69
EN3
Direct energy consumption by primary energy source.
Partially
61
EN4
Indirect energy consumption by primary source.
Fully
32, 61, 62
EN5
Energy saved due to conservation and efficiency

improvements.
Partially
62
EN6
Initiatives to provide energy-efficient or renewable

energy based products and services, and reductions in
energy requirements as a result of these initiatives.
Not
EN7
Initiatives to reduce indirect energy consumption and

reductions achieved.
Fully
62
The procurement of
material in meters,
sq.mt and nos.
is not reported
Not
available
2015
Electricity supplied
by customer at
project site is
not reported
Not
available
2015
Energy conserved
from project sites
are not monitored
and reported
Not
available
2015
Energy
102
Performance
Indicator
Description
Reported
Crossreference/
Direct answer
If applicable,
indicate the part
not reported
Reason
for
omission
Explanation
To be
reported
in
Water
EN8
Total water withdrawal by source.
Partially
67
EN9
Water sources significantly affected by withdrawal

of water.
Not
EN10
Percentage and total volume of water recycled and

reused.
Not
EN11
Location and size of land owned, leased, managed in, or

adjacent to, protected areas and areas of high
biodiversity value outside protected areas.
Fully
72
EN12
Description of significant impacts of activities, products,

and services on biodiversity in protected areas and
areas of high biodiversity value outside protected areas.
Fully
72
EN13
Habitats protected or restored.
Fully
72
EN14
Strategies, current actions, and future plans for

managing impacts on biodiversity.
Fully
72
EN15
Number of IUCN Red List species and national

conservation list species with habitats in areas affected
by operations, by level of extinction risk.
Not
Not
Project locations
where the water
available
provided by customer
is not reported
2015
Biodiversity
Emissions, Effluents and Waste

EN16
Total direct and indirect greenhouse gas emissions

by weight.
Fully
65-66
EN17
Other relevant indirect greenhouse gas emissions

by weight.
Fully
66
EN18
Initiatives to reduce greenhouse gas emissions and

reductions achieved.
Not
EN19
Emissions of ozone-depleting substances by weight.
Fully
66
EN20
NOx, SOx, and other significant air emissions by type

and weight.
Partially
66
Emissions from
customer owned DG
sets are not reported
Not
available
2015
EN21
Total water discharge by quality and destination.
Partially
67
At project sites where Not

client is responsible available
for wastewater
treatment and
disposal of
wastewater,
discharge
is not reported
2015
EN22
Total weight of waste by type and disposal method.
Fully
70
EN23
Total number and volume of significant spills.
Fully
70
EN24
Weight of transported, imported, exported, or treated

waste deemed hazardous under the terms of the Basel
Convention Annex I, II, III, and VIII, and percentage of
transported waste shipped internationally.
Not
EN25
Identity, size, protected status, and biodiversity value

of water bodies and related habitats significantly
affected by the reporting organisation's discharges
of water and runoff.
Not
Products and Services

EN26
Initiatives to mitigate environmental impacts of products

and services, and extent of impact mitigation.
Fully
53-56
EN27
Percentage of products sold and their packaging

materials that are reclaimed by category.
Fully
70
Monetary value of significant fines and total number of

non-monetary sanctions for non-compliance with
environmental laws and regulations.
Fully
72
Significant environmental impacts of transporting

products and other goods and materials used for the
organisation's operations, and transporting members
of the workforce.
Not
Compliance
EN28
Transport
EN29
103
There were no
significant spills in
the reporting year.
Performance
Indicator
Description
Reported
Crossreference/
Direct answer
Not
If applicable,
indicate the part
not reported
Reason
for
omission
Explanation
To be
reported
in
Overall
EN30
Total environmental protection expenditures and

investments by type.
Social: Labour Practices and Decent Work

Employment
LA1
Total workforce by employment type, employment

contract, and region.
Fully
38-39
LA2
Total number and rate of employee turnover by

age group, gender, and region.
Fully
41
LA3
Benefits provided to full-time employees that are not

provided to temporary or part-time employees,
by major operations.
Fully
51
India is considered
as a region
Labour/Management Relations
LA4
Percentage of employees covered by collective

bargaining agreements.
Fully
39, 42
LA5
Minimum notice period(s) regarding significant

operational changes, including whether it is specified
in collective agreements.
Fully
42

LA6
Percentage of total workforce represented in formal

joint management-worker health and safety committees
that help monitor and advise on occupational health
and safety programmes.
Fully
42
More than 50% of

representation of
workers in health and
safety programmes
LA7
Rates of injury, occupational diseases, lost days, and

absenteeism, and number of work-related fatalities
by region.
Partially
46
Frequency Rate,
Severity Rate,
Fatalities and
Fatalities Rate have
been reported. Did
not report loss days
due to occupational
diseases.
Not
available
2015
LA8
Education, training, counselling, prevention, and

risk-control programmes in place to assist workforce
members, their families, or community members
regarding serious diseases.
Fully
81, 82
LA9
Health and safety topics covered in formal agreements

with trade unions.
Fully
42
Training programmes
conducted by clients
in their premises are
not reported. We are
developing a system
in place to record
the training details
Not
available
2015
Training and Education

LA10
Average hours of training per year per employee by

employee category.
Partially
40
LA11
Programmes for skills management and lifelong learning

that support the continued employability of employees
and assist them in managing career endings.
Fully
41-42
LA12
Percentage of employees receiving regular performance

and career development reviews.
Fully
41
100% of our
employees receive
periodical
performance and
career development
review
Diversity and Equal Opportunity

LA13
Composition of governance bodies and breakdown of

employees per category according to gender, age group,
minority group membership, and other indicators
of diversity.
Fully
39
LA14
Ratio of basic salary of men to women by employee

category.
Fully
46
Fully
46
L&T is a merit
based organisation
Social: Human Rights

Investment and Procurement Practices
HR1
Percentage and total number of significant investment

agreements that include human rights clauses or that
have undergone human rights screening.
104
Performance
Indicator
Description
Reported
Crossreference/
Direct answer
If applicable,
indicate the part
not reported
Reason
for
omission
Explanation
HR2
Percentage of significant suppliers and contractors that

have undergone screening on human rights and
actions taken.
Fully
20, 46
HR3
Total hours of employee training on policies and

procedures concerning aspects of human rights that are
relevant to operations, including the percentage
of employees trained.
Not
Fully
46
Operations identified in which the right to exercise

freedom of association and collective bargaining may be
at significant risk, and actions taken to support
these rights.
Fully
46
Operations identified as having significant risk for

incidents of child labour, and measures taken to
contribute to the elimination of child labour.
Fully
46
Fully
20, 21, 46
Fully
20, 21, 46
Human rights
training is a part of
induction training
programme
Fully
46
No incidence
of violation
Nature, scope, and effectiveness of any programmes and

practices that assess and manage the impacts of
operations on communities, including entering,
operating, and exiting.
Fully
74
SO2
Percentage and total number of business units analysed

for risks related to corruption.
Fully
18
SO3
Percentage of employees trained in organisation's

anti-corruption policies and procedures.
Fully
18
SO4
Actions taken in response to incidents of corruption.
Fully
18
SO5
Public policy positions and participation in public policy

development and lobbying.
Partially
18
SO6
Total value of financial and in-kind contributions to

political parties, politicians, and related institutions
by country.
Not
Non-discrimination
HR4
Total number of incidents of discrimination and

actions taken.
Freedom of Association and Collective Bargaining

HR5
Child Labour
HR6
Forced and Compulsory Labour

HR7
Operations identified as having significant risk for

incidents of forced or compulsory labour, and measures
to contribute to the elimination of forced or
compulsory labour.
Security Practices
HR8
Percentage of security personnel trained in the

organisation's policies or procedures concerning
aspects of human rights that are relevant to operations.
Indigenous Rights
HR9
Total number of incidents of violations involving rights

of indigenous people and actions taken.
Social: Society
Community
SO1
Corruption
Public Policy
105
Not
Due to diverse
applicable nature of our
businesses there
are many issues
pertaining to L&T
businesses.
In addition we
occupy various
positions in the
same forums hence
it is difficult to give
a single specific
response
To be
reported
in
Reported
Crossreference/
Direct answer
Total number of legal actions for anti-competitive

behaviour, anti-trust, and monopoly practices and
their outcomes.
Fully
90
Monetary value of significant fines and total number of

non-monetary sanctions for non-compliance with laws
and regulations.
Fully
90
Performance
Indicator
Description
If applicable,
indicate the part
not reported
Reason
for
omission
Explanation
To be
reported
in
Anti-competitive Behaviour
SO7
No legal action for

anti-competitive
behaviour
Compliance
SO8
Social: Product Responsibility

Customer Health and Safety
PR1
Life cycle stages in which health and safety impacts of

products and services are assessed for improvement,
and percentage of significant products and services
categories subject to such procedures.
Fully
53, 90
PR2
Total number of incidents of non-compliance with

regulations and voluntary codes concerning health and
safety impacts of products and services during their
life cycle, by type of outcomes.
Fully
72, 90
Product and Service Labelling

PR3
Type of product and service information required by

procedures, and percentage of significant products and
services subject to such information requirements.
Fully
90
PR4

regulations and voluntary codes concerning product and
service information and labelling, by type of outcomes.
Fully
90
PR5
Practices related to customer satisfaction, including

results of surveys measuring customer satisfaction.
Fully
35, 90
No incidents of
non-compliance
Marketing Communications
PR6
Programmes for adherence to laws, standards, and

voluntary codes related to marketing communications,
including advertising, promotion, and sponsorship.
Fully
90
PR7

regulations and voluntary codes concerning marketing
communications, including advertising, promotion,
and sponsorship by type of outcomes.
Fully
90
Total number of substantiated complaints regarding

breaches of customer privacy and losses of customer
data.
Fully
90
No such complaints
were reported
Monetary value of significant fines for non-compliance

with laws and regulations concerning the provision and
use of products and services.
Fully
90
No such complaints
were reported
Customer Privacy
PR8
Compliance
PR9
106
Acronyms
ACB
Air Circuit Breakers
IEC
International Electro technical Commission
AHC
Andheri Health Centre
IIChE
Indian Institute of Chemical Engineers
ASME
American Society of Mechanical Engineers
IIM
Indian Institute of Management
ASTA
Association of Short Testing Authorities
ILO
International Labour Organization
ASW
Ahmednagar Switchgear Works
IOCL
Indian Oil Corporation Limited
BCCI
Bombay Chamber of Commerce and Industry
IP
Intellectual Property
BEE
Bureau of Energy Efficiency
IPM
Institute of Project Management
BIS
Bureau of Indian Standards
IPMA
International Program Management Association
Bn
Billion
IQ
Intelligence Quotient
BPO
Business Process Outsourcing
IR
Industrial Relations
Celsius
IS
Indian Standard
CALD
Capability & Leadership Development
ISO
International Organization for Standardization
CDM
Clean Development Mechanism
IT
Information Technology
CE
Conformite Europenne
ITI
Industrial Training Institute
CFC
Chloro - Floro Carbon
kWh
Kilo Watt per Hour
CIDC
Construction Industry Development Council
LED
Light-emitting Diode
CII
Confederation of Indian Industry
LEED
Leadership in Energy and Environmental Design
CIS
Commonwealth of Independent States
LEO
Leveraging Employee Opinion
CLC
Community Learning Centres
LPG
Liquefied Petroleum Gas
CMC
Corporate Management Committee
LTIT
Larsen & Toubro Institute of Technology
CMMI
Capability Maturity Model Integration
LTORC
L&T Officers Recreation Complex
CO2
Carbon Dioxide
MCCB
Moulded Case Circuit Breakers
CSI
Corporate Social Initiatives
MDC
Management Development Centre
CSR
Corporate Sustainability Report
MIP
Machinery & Industrial Products Business
CSTI
Construction Skill Training Institute
MIS
Management Information System
DACP
Departmental Activity Control Procedures
NAPCC
National Action Plan on Climate Change
DHDS
Dehydrogenation Desulphurisation
NG
Natural Gas
DOZ
Dubai Outsource Zone
NGO
Non-Governmental Organisation
E&A
Electrical and Automation
NITIE
National Institute of Industrial Engineering
E&C (P)
Engineering and Construction (Projects)
NOx
Oxides of Nitrogen
ECAS
Enterprise wide Collaboration for Alignment with Strategy
ODS
Ozone Depleting Substances
ECCD
Engineering Construction and Contracts Division
OHS
EHS
Environment, Health and Safety
OHSAS
Occupational Health and Safety Assessment Series
ELITE
E&A's Lean Initiative Towards Excellence
PAT
Profit After Tax
EMS
Environmental Management System
PAT&ICON Praise, Applaud & Treasure & Icon program
EPC
Engineering, Procurement and Construction
PC
Personal Computer
EPS
Earnings Per Share
PHC
Primary Sub Health Care
ETS
Engineering Tooling Solutions
PMI
Project Management Institute
EVA
Economic Value Added
PNG
Piped Natural Gas
FAIR
Framework for Linking Appraisals with Incentives and

Rewards
PPP
Public-Private Partnership
ROCE
Return on Capital Employed
FICCI
Federation of Indian Chambers of Commerce and Industry
GGBS
Ground Granulated Blast-furnace Slag
GETs
Graduate Engineer Trainees
GHG
Green House Gas
GLOPAT
Global Expat Program
GJ
Giga Joules
GRI
Global Reporting Initiative
HE
Heavy Engineering
HR
Human Resources
HTFS
Heat Transfer and Fluid Flow Stimulation Software
IC
Independent Company
IGBC
Indian Green Building Council
R&D
Research and Development
RoHS
Restriction of Hazardous Substances
Rs.
Indian Rupees
SAARC
South Asian Association for Regional Cooperation
SBG
Strategic Business Group
SOPs
Standard Operating Procedures
Sox
Oxides of Sulphur
STCs
Switchgear Training Centres
THC
Thane Health Centre
UL
Underwriters Laboratories
USD
United States Dollar
VFD
Variable Frequency Drive
Glossary: 'Udaan' - An L&T Heavy Engineering business initiative which focuses on Strategy, change management, Execution & Stake
107
The L&T Sustainability Report 2011, L&T Naturally,

is a GRI Checked Application Level A+ report.
L&T House, Ballard Estate, Mumbai - 400 001 www.larsentoubro.com
Printed on environment friendly FSC certified paper

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Doing the right thing comes naturally to the company and its people.

SUSTAINABILITY REPORT 2011

Awards & Recognition

Independent Assurance Statement

Message from CMD

The Big Leap

We are confident that powered by the

imparts interdisciplinary skills and experiential learning.

The Coal Gasifier business of L&T Heavy Engineering helps

This year we posted a growth of

The Economic Times 'Company of the Year' Award

Message from the Leadership Team

IT, Engineering Services &

As L&T expands its horizons

At L&T Infotech, we have

'National Award for Excellence

Electrical & Automation

Safety has been a major

Our sustainability efforts

Mr. R.N. Mukhija,

BCCI's 'Good Corporate Citizen Award'

Chairman & Managing Director

Executive Directors & EMC Members

*Mr. S N Subrahmanyan has been appointed

Buildings & Factories - Commercial Buildings & Airports,

The business delivers world-class design-to-build

Infrastructure - Heavy Civil, Transportation Infrastructure

Electrical & Automation (E&A)

Metallurgical & Material-handling - Minerals & Metals,

Power Transmission & Distribution - Substations,

Products, Projects, Medical Equipment & Systems

EPC Projects for Coal & Gas-Based Plants,

Machinery & Industrial Products (MIP)

Construction Machinery, Industrial Machinery,

Heavy Engineering (HE)

L&T is globally acknowledged as one of the top five

L&T Infotech offers comprehensive, end-to-end

Over 250 project locations across India

Construction Skills Training Institutes*

PROJECT LAKSHYA INDEPENDENT

The Company was

The Board of Directors

Team comprising the

For more information on the governance structure, please refer to

Sustainability Executive Board

RELEASE OF L&T'S SUSTAINABILITY REPORT 2010

We have incorporated the requirements of the ISO 9001,

Performance Measurement and

Best-in-class information technology has been deployed

Information from completed projects

Information from technical audits of plants, project

Sharing of best practices

Innovations and R&D reports

Information from global sources, partners and

Regulatory agencies, professional associations

Code of Conduct and

Guidelines on corporate communication

Securities Dealing Code

Protection of women's rights in the workplace