1) The document discusses various aspects of leadership, strategy, people, partnerships, resources, processes, products and services at LTK.
2) Key aspects include developing vision/mission with stakeholders, monitoring organizational performance, engaging with customers, creating a culture of involvement, implementing change initiatives, developing strategic plans considering internal/external factors, developing people's capabilities through training, recognizing top performers, leveraging partnerships for resources and technology, managing finances and optimizing use of natural resources.
3) Processes, products and services are designed to optimize stakeholder value with distinct strategic planning driving key processes and periodic audits for improvement.
Sida msd evaluation stockholm evaluation week - september 2018Itad Ltd
Itad’s Tim Ruffer was at Stockholm Evaluation Week (SEW), which this year centred around the theme of ‘Evaluation Capacity Development’.
Tim presented findings from our evaluation of Sida’s management of Market Systems Development(MSD) projects. The evaluation was commissioned with two purposes: (i) to provide recommendations for improvements to Sida’s MSD programming, which has grown rapidly in recent years; and (ii) to inform a wider review by Sida of its programming – particularly in complex and unpredictable contexts where adaptive programming is increasingly recognised as being desirable.
Innovative Project Management Practices,Project Management,Cut Time and Cost Overruns,Power Sector,Theory plus Practice,Learning by Doing,Enhance your decision making, Annual Losses in India due to delays cost Rs 125000 crores or USD 25 billion,PERT/CPM.
Delivering engagement in integration webinar
Thursday 3 September 2020
presented by
Jon Burke
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/delivering-engagement-in-integration-webinar/
Learn from a CA customer using CA PPM to plan and manage portfolios across all of its business units, while administrating it all through a centralized Strategy organization. The customer and their implementation partner will share how CA PPM has been expanded successfully across the business and provide tips for how your business can do the same.
For more information on PPM solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz
Sida msd evaluation stockholm evaluation week - september 2018Itad Ltd
Itad’s Tim Ruffer was at Stockholm Evaluation Week (SEW), which this year centred around the theme of ‘Evaluation Capacity Development’.
Tim presented findings from our evaluation of Sida’s management of Market Systems Development(MSD) projects. The evaluation was commissioned with two purposes: (i) to provide recommendations for improvements to Sida’s MSD programming, which has grown rapidly in recent years; and (ii) to inform a wider review by Sida of its programming – particularly in complex and unpredictable contexts where adaptive programming is increasingly recognised as being desirable.
Innovative Project Management Practices,Project Management,Cut Time and Cost Overruns,Power Sector,Theory plus Practice,Learning by Doing,Enhance your decision making, Annual Losses in India due to delays cost Rs 125000 crores or USD 25 billion,PERT/CPM.
Delivering engagement in integration webinar
Thursday 3 September 2020
presented by
Jon Burke
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/delivering-engagement-in-integration-webinar/
Learn from a CA customer using CA PPM to plan and manage portfolios across all of its business units, while administrating it all through a centralized Strategy organization. The customer and their implementation partner will share how CA PPM has been expanded successfully across the business and provide tips for how your business can do the same.
For more information on PPM solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz
Construction Management in Developing Countries, Lecture 8, Project Pperation and Maintenance in Developing Countries, impediments in implementation of planned maintenance
Project Management: A Critical Examination of the PPARS ProjectOlivia Moran
This document explores the different aspects of Project Management and critically examines
the management of the recent PPARS project. This was a project which involved the development of a personnel and recruitment system for the HSE in Ireland.
It will also highlight the traps and obstacles
associated with the management of this project.
Project Management can save USD 25 Billion per year as per study by NCAER.Examples of Reliance Power,NTPC,Tata Power,Delhi Metro,Tata Motors with live examples and photos!
It is difficult to overstate the importance of governance to SOA initiatives, whether in the context of service governance (i.e. governing the lifecycle of services from creation through deployment) or the broader issues of IT governance (commonly defined as specifying the decision rights and accountability framework to encourage desirable behavior in the use of IT). This session presents a holistic discussion of governance with SOA. It outlines the key policies that organizations should consider with regards to finance, portfolios, operations, architecture, technology, projects and people. It will also outline six successful steps to governance with SOA, as part of the decisions, processes and policies that contribute to successful business and SOA objectives. The presenters will address, how as part of the execution of an SOA strategy, organizations should put together a SOA Roadmap. Also discussed is how organizations need to govern the execution of the SOA Roadmap to ensure delivery of all SOA and business objectives.
Reform within social partnerships - How to manage change with the support of unions and professional associations. Unions and professional associations are one of the critical success factors in public sector change. Key factors: Deep democracy or equivalent; Agreement, concordat or equivalent; On going joint governance and monitoring.
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This presentation gives an overview of the EFQM Execellence Model for Corporate Data Quality. The model supports the assessment of the maturity of enterprise-wide data quality management capabilities in multinational corporations. It was developed by the Competence Center Corporate Data Quality, a consortium research project at the University of St. Gallen, Switzerland.
The presentation was given at the Business Academic Exchange workshop at the 17th Americas Conference on Information Systems (AMCIS 2011) in Detroit, MI.
Specialist Resource Solutions to Deliver the CFO AgendaSteve Leebrook
A division of Systems Accountants, SA Transformation is a global authority in the provision of specialist resourcing
services that, since 1997 have provided solutions for Finance Systems & ERP enabled Change and Transformation initiatives. We are the trusted resourcing partner to a diverse range of companies including most of the world’s leading organisations.
SA Transformation programme mobilisation service de-risks and facilitates the rapid and accurate appointment of
key positions within finance transformation initiatives. We have many years of experience in assembling multidisciplinary programme teams and have refined structured processes to provide control and transparency and to ensure that appropriate skills and expertise are on boarded and stood down seamlessly.
Construction Management in Developing Countries, Lecture 8, Project Pperation and Maintenance in Developing Countries, impediments in implementation of planned maintenance
Project Management: A Critical Examination of the PPARS ProjectOlivia Moran
This document explores the different aspects of Project Management and critically examines
the management of the recent PPARS project. This was a project which involved the development of a personnel and recruitment system for the HSE in Ireland.
It will also highlight the traps and obstacles
associated with the management of this project.
Project Management can save USD 25 Billion per year as per study by NCAER.Examples of Reliance Power,NTPC,Tata Power,Delhi Metro,Tata Motors with live examples and photos!
It is difficult to overstate the importance of governance to SOA initiatives, whether in the context of service governance (i.e. governing the lifecycle of services from creation through deployment) or the broader issues of IT governance (commonly defined as specifying the decision rights and accountability framework to encourage desirable behavior in the use of IT). This session presents a holistic discussion of governance with SOA. It outlines the key policies that organizations should consider with regards to finance, portfolios, operations, architecture, technology, projects and people. It will also outline six successful steps to governance with SOA, as part of the decisions, processes and policies that contribute to successful business and SOA objectives. The presenters will address, how as part of the execution of an SOA strategy, organizations should put together a SOA Roadmap. Also discussed is how organizations need to govern the execution of the SOA Roadmap to ensure delivery of all SOA and business objectives.
Reform within social partnerships - How to manage change with the support of unions and professional associations. Unions and professional associations are one of the critical success factors in public sector change. Key factors: Deep democracy or equivalent; Agreement, concordat or equivalent; On going joint governance and monitoring.
EFQM Excellence Model for Corporate Data Quality Management (CDQM)Boris Otto
This presentation gives an overview of the EFQM Execellence Model for Corporate Data Quality. The model supports the assessment of the maturity of enterprise-wide data quality management capabilities in multinational corporations. It was developed by the Competence Center Corporate Data Quality, a consortium research project at the University of St. Gallen, Switzerland.
The presentation was given at the Business Academic Exchange workshop at the 17th Americas Conference on Information Systems (AMCIS 2011) in Detroit, MI.
Specialist Resource Solutions to Deliver the CFO AgendaSteve Leebrook
A division of Systems Accountants, SA Transformation is a global authority in the provision of specialist resourcing
services that, since 1997 have provided solutions for Finance Systems & ERP enabled Change and Transformation initiatives. We are the trusted resourcing partner to a diverse range of companies including most of the world’s leading organisations.
SA Transformation programme mobilisation service de-risks and facilitates the rapid and accurate appointment of
key positions within finance transformation initiatives. We have many years of experience in assembling multidisciplinary programme teams and have refined structured processes to provide control and transparency and to ensure that appropriate skills and expertise are on boarded and stood down seamlessly.
We work with our clients, embracing their marketing and communication strategies to produce events and entertainment productions that convey their key messages and values in a diverse and creative manner. Profile Events are proud of its strong client focus and long-term relationships.
Discover indispensable calming techniques to reduce anxiety and stress in children allowing them to self-calm, focus and regulate. Each of the five skills of Breathe, Connect, Affirm, Move and Relax will be taught with multiple age appropriate practices to alleviate test anxiety, calm fears and empower children.
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2. LEADERSHIP
1a.
• The Vision & Mission are arrived through involving senior leaders, employees and by
the periodic review based on changes in the stakeholder’s expectations.
• To review effectiveness of personal leadership behavior 360 degree appraisal system
is being introduced in 2011-12.
Eg :A.M.naik- Believe in scale and speed-scale in terms of largeness of plant and
production. Speed in terms of organization change. From the time he became the
director of the company, grew upto 80% in terms of financial statement. A.M. Naik
never took any project less than 500 cr.
3. 1b.
• Leaders at LTK monitor and improve organizations performance of
interdependent functional modules (manufacturing, HR, finance, purchase,
customer interface) driven by process owner (champion).
4. 1c.
• At LTK leaders engage with external stakeholders and customers to
understand their needs and expectations & develop appropriate approaches.
• Reporting to key stake holders & customers is done in very transparent
manner.
• Leaders create systems for innovation (examples: new model PC 300 mighty
excavator, new process)
5. 1.d.
• Leaders create culture of involvement with people by guiding & empowering,
developing ownership, entrepreneurship & improvement orientation.
• This is done by forming break through teams like COMET. Leaders inspire people
by participating in Kaizen/ Suggestion / employee of the quarter / team of the
quarter presentations and encourage them for their contributions. Leaders at all
levels assess and refine the process of inspiring people.
6. 1.e.
• Leaders at LTK have initiated several change management initiatives like BPR, project
Lakshya, ERP introduction, right sizing, Script 6500, S&OP, COMET 2012 & ERP R12.
• Change manager is supervised by steering committee comprising senior leadership of LTK.
• Operational effectiveness is assessed in ORCs; strategic effectiveness is assessed in the board
meetings as well as other forums such as war room meetings, quarterly review meetings.
7. STRATEGY
2.a.
• At LTK strategy is developed by Strategic Planning Group (SPG), understanding the needs
&
• expectations of the stakeholders and external environment.
• SPG is vested with responsibility of collecting/analyzing data from various sources and also
its assessment and refinement for adequacy.
• SPG has defined approaches to assess stakeholder expectations (viz, from shareholders,
customer, employees, suppliers, society, dealers and Govt ).
• SPG is the nodal group for understanding & anticipating political, legal & regulatory
changes & its impact on the organization.
8. 2.b.
• LTK follows a two stage strategic planning process.
• In the first stage L&T-CMB will take the inputs of the external environment
including competitor activity, SWOT analysis and customer requirement to
formulate plan for existing products and also any need for new products to plug the
gaps in the portfolio to serve current / future customers.
• This forms one of the inputs for strategic plan of LTK.
9. 2.c.
• Strategic plan is developed based on understanding internal capabilities
focused on two pillars the first one ‘core competency’ comprising capabilities
such as scale & speed. flexibility, technology, people capability & supply chain strength;
• the second one ‘Operational excellence’comprising of ‘production/quality/cost
competitiveness capability, people capability, safety in operations, schedule
adherence, Finance & risk management & sustainability reporting.
10. 2.d.
• As a part of Strategic planning process (SPP), 4 years (2010-13) Strategic Planning Document (SPD) is made that lays down
the strategic initiatives; key thrust areas, higher level objectives, deployment and yearly objectives.
• Incremental improvements are carried out in the form of kaizen, suggestions, value engineering exercises, cross-functional
teams and small group activities.
• For breakthrough improvements, a special task force with full-time members is created with specific mandates to achieve
clearly defined deliverables on a project mode.
• For the year 2011 strategic theme is cost competiveness (cost competency) a separate team named ‘COMET 2012’ is
working on this.
• Some of the key outcomes of SPP are new product/ variant introduction, pricing decisions,CAPEX, fund management,
New manufacturing line introduction, inventory control,Improvements in parts supply, career development, society
development projects etc,
11. PEOPLE
3.a.
• At LTK; leadership, strategic plan, people strategy and HRM processes are
interdependent and systematically deployed.
• People strategy that drives HR policy is arrived based on strategic plan, findings
from employee satisfaction survey, external assessments & benchmarking.
• People strategy is addressed through development of flexible work force, cross
functional team approach for cost optimization, nurturing innovation and
developing leadership.
12. 3.b.
• People knowledge and capabilities are developed through interventions like training, job rotation,
assigning to projects.
• Functional and managerial competencies for the various roles are identified and the gaps between
needed and existing competencies are filled by training and non training interventions.
• Training and development address orientation training, functional / managerial and core
development training like SDP, EDP and MDP. (SKILL, entreprenuer, managerial)
• Through leadership development process, top performers are assessed at assessment centers and
their strengths and areas of improvement are identified and necessary interventions are provided
to groom leadership talent.
13. 3.c.
• The performance of the employee is reviewed on regular basis, based on
which top performers are identified and people are rewarded.
• People are empowered to initiate improvements through kaizens, contribute
innovative ideas through suggestion scheme and participate in teams. People
are recognized by identifying employee of the quarter/team of the quarter
and through monetary rewards for suggestions resulting in savings and also
intangible benefits.
14. 3.d.
• LTK has various channels for communication to share; policies and
procedures, business related information, day to day communications,
knowledge sharing etc,. Communication effectiveness is reviewed
periodically. Various committees enable people engagement and involvement
in operational improvements.
15. 3.e.
• People are cared through various welfare schemes for the employee & family.
Sports and finearts programs for employees and family members are enablers
for work life balance. People are encouraged to participate in CSR activities
as volunteers in various projects undertaken by LTK and ‘Surabhi’ which is
team of female employees & spouses of LTK employees.
16. PARTNERSHIP AND RESOURCES
4.a.
• Two main partners-model bucket and attachment pvt.ltd, Rishi consfab pvt.ltd.
• Partnerships and resources are the key enablers for deployment of policy & strategy
across the organization.
• Partnerships in the area of material supplies, technology, services, logistics, in
sourcing are leveraged for mutual benefit.
• Optimum utilization of resources & its conservation ensures no adverse effect on
environment.
17. 4.b.
• LTK leverages the competency of JV partners; Komatsu: for technology, futuristic
products, manufacturing know how & L&T: for Sales and Service.
• LTK has forged enduring partnership with suppliers (dedicated vendors & long
term vendors) for supply of fabricated structures, excavator cabins, hydraulic hoses,
precision castings etc,. In sourced partnerships for material handling and ware house
management.
• Partnership in service areas like L&T-infotech for IT support; IIMs, XLRI, DDI
(development dimensions international) for training & development (through Corp.
HR).
18. 4.c.
• At LTK finances are effectively managed by well established budget and
performance
• management system.
• Treasury management ensures cash flow for CAPEX and working capital
requirements.
• LTK leverages credit ratings from agencies like CRISIL/ICRA to keep down the
interest cost. During 10-11 LTK was able to borrow for short term at sub 7.25%
rate & commercial paper market at 4.25% which is bench mark.
19. 4.d.
• Building, equipment, materials and natural resources are managed in
sustainable way.
• Targets for equipment uptime is at 97%, utilization at 90% and OEE of
critical assets at 70%.
20. 4.d.
• LTK effectively optimizes natural resources by various improvement
projects.
• Technology is effectively managed at LTK with road map for product and
process improvements over the years for ex: KOMTRAX technology for
tracking m/c performance was introduced in 2010.
• Cylinder manufacturing process improvement technology of roller
burnishing is in pipeline for the year 2011.
21. 4.e.
• At LTK Information and knowledge are effectively managed.
• Our IT policy states its commitment ‘to provide consistent & reliable
information to users to leverage IT for business benefit’.
• IT enables interface for real time transactions between LTK & suppliers.
Oracle ERP custom built application facilitates knowledge sharing and
decision support.
22. PROCESSES, PRODUCT AND SERVICES
5.a.
• At LTK Processes are designed & managed to optimize stakeholder value.
• Over the years distinct strategic planning phases have driven the key processes, the
current period 2010-13 being guided by SPD.
• All key processes viz,. strategic planning process, Manufacturing, SCM, new product
introduction, quality, HR, finance, IT & S&OP are effectively managed by
designated process owners with defined agenda having critical success factors.
• The processes are audited periodically by certified auditors.
23. 5.b.
• Products and services are developed to create optimum value for the customer.
• Voice of customer is captured through customer satisfaction survey, customer meets, feedback from sales
and service engineers and through customer complaints.
• The same is one of the factors considered in introducing new products/ variants/applications or improved
features in the product.
• Apart from introducing new products and variants innovative ideas like speed controller and auto decel
feature has potential for in reduction of fuel consumption upto 25542 kilo litres and CO2 emissions upto
69046 tons per year.
• Some of the value added services to customers are special applications like cutter & pile driver and tunneling
attachments.
24. 5.c.
• Strong manufacturing base and skilled manpower of LTK and country wide
distribution and service network of L&T, its brand equity and latest
technology products & superior reliability are the USP for our products.
25. 5.d.
• Products of LTK are produced and delivered through operations that has
been continuously evolving.
• Manufacturing organization has been stream lined through BPR.
Manufacturing flow lines are introduced in all PUs in phased manner.
• S&OP cell is formed to optimize resources by accurate / stable forecast and
to enhance product & spare parts delivery efficiency.
26. 5.e.
• Customer relations are managed & enhanced through effective customer
access mechanism.
• Customer relationship is managed by sales and service engineers at
territories, backed by zonal & divisional and marketing team. For better
upkeep and maintenance of products, training is provided to customers at
dedicated product training centre.
27. CUSTOMER RESULT
Perception Measures
• New products developed on the basis of market research.
• Segment analysis carried out in 6 regions infer that LTK’s product enjoy higher
rating than competitors.
Performance Indicators:
• Market share of LTK products has increased from 28% to 29.4% .
• LTK has fulfilled the Emission norms, as a result less complaints.
• MTBF for all models show positive trend.
28. PEOPLE RESULT
Perception Measures:
Analyzing Executive Support System data from 1998 to 2010 shows consistent and positive trend in people perception under
various parameters such as:
(1) organizational values & ethics
(2) work environment
(3) team work & communication
(4) compensation & benefits is not favorable as this is an attribute influenced by collective bargaining.
(5) employee relations
(6) employee welfare schemes
(7) motivation & job performance
(8) leadership & training
(9) career development as well as overall employee satisfaction index.
The perception of unionized employees for Gap analysis for key issues for improvement are done and addressed through
suitable enablers. People perception on service functions like HR, administration and IT show favorable response.
29. Performance Indicators:
Internal performance indicators over the years show favorable trends in various parameters like
(1) number of people promoted
(2) participation in cross functional team.
(3) training man-days
(4) training effectiveness
(5) participation in safety programs
(6) awards to employees children.
CTC for unionized employees compares favorably being more than industry average. Incentive
analysis shows favorable trend. Attrition rate over the years has remained < 3%.
30. SOCIETY RESULT
• Perception Measures
Society perception survey conducted at Dyavarahalli village shows favorable
response. LTK has won several awards & accolades such as safety awards from
CII(SR) & Genentech foundation, innovative company in energy efficiency
from BCIC, certification for EHS(EMPLOYEES HEALTH SCHEME) by BV
and outstanding garden award from horticultural dept. Govt. of Karnataka.
31. • Performance Indicators:
LTK subscribes to corporate sustainability reporting as per GRI G3 guidelines.
LTK has defined objectives and targets for economic, environment and society
development initiatives. Thrust areas for CSR are education, health,
environment and rural development. Several programs are carried by Surabhi
over the years & number of project beneficiaries show positive trend. EHS
management ensures improvement in safety performance, conservation of
natural resources and compliance w.r.t environment issues.