The evolution of L&T into the country's largest engineering and construction organization is among the most remarkable

success stories in Indian industry.

L&T was founded in Bombay ( umbai! in 1938 by two "anish engineers# $enning $olck%Larsen and &oren 'ristian Toubro. Both of them were strongly committed to develo(ing India's engineering ca(abilities to meet the demands of industry.

$enning $olck%Larsen ().*.+,-* % .*.*..--/!

&oren 'ristian Toubro (.*.-..+,-0 % )./.+,1.!

Beginning with the im(ort of machinery from 2uro(e# L&T ra(idly took on engineering and construction assignments of increasing so(histication. Today# the com(any sets global engineering benchmarks in terms of scale and com(le3ity. 75 Years of L&T

245L6 "46& $enning $olck%Larsen and &oren 'ristian Toubro# school%mates in "enmark# would not have dreamt# as they were learning about India in history classes that they would# one day# create history in that land. In 1938# the two friends decided to forgo the comforts of working in 2uro(e# and started their own o(eration in India. 4ll they had was a dream. 4nd the courage to dare. Their first office in office at a time7 umbai (Bombay! was so small that only one of the (artners could use the

In the early years# they re(resented "anish manufacturers of dairy e8ui(ment for a modest retainer. But with the start of the &econd 9orld 9ar in 1939# im(orts were restricted# com(elling them to start a small work%sho( to undertake :obs and (rovide service facilities. ;ermany's invasion of "enmark in 1940 sto((ed su((lies of "anish (roducts. This crisis forced the (artners to stand on their own feet and innovate. They started manufacturing dairy e8ui(ment indigenously. These (roducts (roved to be a success# and L&T came to be recognised as a reliable fabricator with high standards. The war%time need to re(air and refit shi(s offered L&T an o((ortunity# and led to the formation of a new com(any# $ilda Ltd.# to handle these o(erations. L&T also started two re(air and fabrication sho(s % the <om(any had begun to e3(and.

4gain# the sudden internment of ;erman engineers (because of the 9ar! who were to (ut u( a soda ash (lant for the Tatas# gave L&T a chance to enter the field of installation % an area where their ca(ability became well res(ected. T$2 =>?5@26 In 1944# 2<< was incor(orated. 4round then# L&T decided to build a (ortfolio of foreign collaborations. By 1945# the <om(any re(resented British manufacturers of e8ui(ment used to manufacture (roducts such as hydrogenated oils# biscuits# soa(s and glass. In 1945# L&T signed an agreement with <ater(illar Tractor <om(any# ?&4# for marketing earthmoving e8ui(ment. 4t the end of the war# large numbers of war%sur(lus <ater(illar e8ui(ment were available at attractive (rices# but the finances re8uired were beyond the ca(acity of the (artners. This (rom(ted them to raise additional e8uity ca(ital# and on *th Aebruary 1946# Larsen & Toubro Brivate Limited was born. Inde(endence and the subse8uent demand for technology and e3(ertise offered L&T the o((ortunity to consolidate and e3(and. >ffices were set u( in 'olkata (<alcutta!# <hennai ( adras! and @ew "elhi. In 1948# fifty%five acres of undevelo(ed marsh and :ungle was ac8uired in Bowai. Today# Bowai stands as a tribute to the vision of the men who transformed this uninhabitable swam( into a manufacturing landmark. B?BLI< LI IT2" <> B4@6 In "ecember 1950# L&T became a Bublic <om(any with a (aid%u( ca(ital of 5s.. million. The sales turnover in that year was 5s.+-., million. Brestigious orders e3ecuted by the <om(any during this (eriod included the 4mul "airy at 4nand and Blast Aurnaces at 5ourkela &teel Blant. 9ith the successful com(letion of these :obs# L&T emerged as the largest erection contractor in the country. In 1956# a ma:or (art of the com(any's Bombay office moved to I<I $ouse in Ballard 2state. 4 decade later this im(osing grey%stone building was (urchased by L&T# and renamed as L&T $ouse % its <or(orate >ffice. The si3ties saw a significant change at L&T % &. '. Toubro retired from active management in 1962. The si3ties were also a decade of ra(id growth for the com(any# and witnessed the formation of many new venturesC ?T 4L (set u( in 1960!# 4udco India Limited (1961!# 2utectic 9elding 4lloys (1962! and T2@;L (1963!. 2DB4@"I@; $>5IE>@& By 1964# L&T had widened its ca(abilities to include some of the best technologies in the world. In the decade that followed# the com(any grew ra(idly# and by 1973 had become one of the To(%.F Indian com(anies. In 1976# $olck%Larsen was awarded the agsaysay 4ward for International ?nderstanding in recognition of his contribution to India's industrial develo(ment. $e retired as <hairman in 1978. In the decades that followed# the com(any grew into an engineering ma:or under the guidance of leaders like @. . "esai# &.5. &ubramaniam# ?. G. 5ao# &. ". 'ulkarni and 4. . @aik.

Today# L&T is one of India's biggest and best known industrial organisations with a re(utation for technological e3cellence# high 8uality of (roducts and services# and strong customer orientation. It is also taking ste(s to grow its international (resence. Aor an institution that has grown to legendary (ro(ortions# there cannot and must not be an 'end'. ?nlike other stories# the L&T saga continues.....

>G25GI29
Larsen & Toubro Limited (L&T! is a technology# engineering# construction and manufacturing com(any. It is one of the largest and most res(ected com(anies in India's (rivate sector.
ore than seven decades of a strong# customer%focused a((roach and the continuous 8uest for world%class 8uality have enabled it to attain and sustain leadershi( in all its ma:or lines of business. L&T has an international (resence# with a global s(read of offices. 4 thrust on international business has seen overseas earnings grow significantly. It continues to grow its global foot(rint# with offices and manufacturing facilities in multi(le countries. The com(any's businesses are su((orted by a wide marketing and distribution network# and have established a re(utation for strong customer su((ort. L&T believes that (rogress must be achieved in harmony with the environment. 4 commitment to community welfare and environmental (rotection are an integral (art of the cor(orate vision. In res(onse to changing market dynamics# L&T has gone through a (hased (rocess of redefining its organisation model to facilitate growth through greater levels of em(owerment. The new structure is built around multi(le businesses that serve the needs of different industries.

Industrial relations
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Protest against industrial relations reform in Melbourne (1 !ovember "## $% Industrial relations is a multidisciplinary field that studies the employment relationship% &1'&"' (ndustrial relations is increasingly being called employment relations or employee relations because of the importance of non)industrial employment relationships*&+' this move is sometimes seen as further broadening of the human resource management trend% &,' (ndeed, some authors no- define human resource management as synonymous -ith employee relations%& ' .ther authors see employee relations as dealing only -ith non) unioni/ed -orkers, -hereas labor relations is seen as dealing -ith unioni/ed -orkers%&0' (ndustrial relations studies e1amine various employment situations, not 2ust ones -ith a unioni/ed -orkforce% 3o-ever, according to 4ruce 5% 6aufman 78o a large degree, most scholars regard trade unionism, collective bargaining and labor)management relations, and the national labor policy and labor la- -ithin -hich they are embedded, as the core sub2ects of the field%7&9' (nitiated in the :nited ;tates at end of the 1<th century, it took off as a field in con2unction -ith the !e- =eal% 3o-ever, it is generally a separate field of study only in 5nglish)speaking countries, having no direct e>uivalent in continental 5urope%&1' (n recent times, industrial relations has been in decline as a field, in correlation -ith the decline in importance of trade unions,&9' and also -ith the increasing preference of business schools for the human resource management paradigm%&?'

Their roleC The canteen committee re(orts to the s(onsoring body (Barent Body or Brinci(al!. The canteen committee (ro(oses ma:or decisions on the o(eration of the canteen. These include long and short%term goals# (olicies# em(loyment# legislation matters and finance. 5ecommendations are re(orted to the s(onsoring body (rior to ado(tion. 4 committee not only allows the workload to be shared as a team# but also (rovides a wider forum so that different views and ideas can be considered. The chair(erson and treasurer of the canteen committee will liaise directly with canteen staff and volunteers on matters relating to the day%to%day management of the canteen and re(ort matters of im(ortance to the canteen committee. 5es(onsibilities checklistC

Im(lement the canteen (olicy and initiate annual review of this (olicy. Blan# organise# control and evaluate the needs of the canteen. ay em(loy and dismiss staff according to legislation. Brovide :ob descri(tions# work agreements and (erformance reviews for (aid staff. 2nsure a healthy and safe work environment. 2nsure the legal re8uirements of the canteen are maintained (eg ta3# su(erannuation# long service leave and insurances!. ake sure all financial records are in order and an audit is (erformed at the end of each year. Bresent a monthly and yearly financial re(ort to the s(onsoring body. &u((ort# encourage and acknowledge the efforts of (aid and voluntary staff. Aoster su((ort for the canteen from the school community. ake decisions on the items to be sold in the canteen and a((rove the sale (rices of new items. 2stablish the re8uired (rofit margin and a((ro(riate control. Broduce a canteen menu and (rice list. "evelo( new ideas and activities to link the classroom with nutrition education. onitor# and if re8uired# u(grade the condition of the canteenHs facilities and ma:or e8ui(ment. attribution htt(CIIwww.citehr.comI/+01+1%functions%canteen%committee%factory% act.htmlJi3zz.sin$o0;A

Labour law
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Jump to: navigation, search Labour law (also labor law or employment law$ mediates the relationship bet-een -orkers (employees$, employers, trade unions and the government% @ollective labour larelates to the tripartite relationship bet-een employee, employer and union% (ndividual labour la- concerns employeesA rights at -ork and through the contract for -ork% 5mployment standards are social norms (in some cases also technical standards$ for the minimum socially acceptable conditions under -hich employees or contractors are allo-ed to -ork% Bovernment agencies (such as the former :%;% 5mployment ;tandards Cdministration$ enforce labour la- (legislative, regulatory, or 2udicial$%