...LARSEN & TOUBRO History of development Larsen & Toubro is a multinational conglomerate with headquarter in Mumbai, India. The legacy started in 1938, a year before the start of World War II, two Danish engineers Søren Kristian Toubro and Henning Holck-Larsen arrived in India to set up a small office to represent a dairy equipment manufacturer from their home country. In 1939 due to start of the World War II, imports were restricted, which forced to engineers to shut their business, by that time the war-time need was to repair and refit ships, this opportunity offered to L&T a chance and led to the set up two repairing and fabrication shops . In 1940 L&T got an task to build a soda ash plant for the Tatas German group. L&T proved their capability at execution and the reputation is still with the company since. By 1945, Larsen and Toubro partnered with a British machines manufacturers equipment used to make hydrogenated oils, biscuits, soaps and glass . This assignment helped them to build a brand-new portfolio of foreign collaborations, L&T also collaborated with an US partner, Caterpillar Tractor company and with it, it ended into the earth moving equipment business. In 1948 a year after the Indian Independence, L&T bought 55 acres of undeveloped mash in Powai, Mumbai¹. In the next years this lands became the company’s manufacturing landmark. In 1950 L&T went public with a paid-up capital of 2 million rupees and the sales turnover in the same year was 11 million rupees. By...
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...Company History - Larsen and Toubro | 1946 - On 7th February, the Company was incorporated. Larsen & Toubro carries on business as civil mechanical electrical chemical & Agricultural engineers as manufacturers as importers & exporters & as contractors. The Company represents a large number of overseas manufactures, notably manufacturers of tractors, agricultural machinery, dairy machinery, film cooling towers and general industrial and engineering plants and coal mining machinery. 1969 - With effect from 1st Oct., Alu Capsules Ltd & India, Crown Cork, Co. Ltd, both wholly owned subsidiaries were amalgamated with the company. And a new division was formed like Bottle Closure Division. 1975 - During the year, the company commissioned a plant at Bangalore for the manufacture of multipurpose hydraulic excavators and high pressure hydraulic system in collaboration with Poclain, S.A. France. 1977 - During the year Faridabad Factory become operative and commenced the manufacture of switchboards. 1979 - With effect from 1st April, Wilcox Buckwell India, Ltd another subsidiary, was merged with the company. ...
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...------------------------------------------------- A. M. Naik From Wikipedia, the free encyclopedia Anil Manibhai Naik(born June 9, 1942) is the Group Executive Chairman of Larsen & Toubro Limited, an Indian engineering conglomerate.[1] He was awarded the Padma Bhushan, India's 3rd highest civilian award, on January 26, 2009. Naik was also the recipient of the 'Economic Times Awards-Business Leader of the Year' award, for the year 2008.[2] Contents [hide] * 1 Early life and Career * 2 Awards and Honors * 3 References * 4 External links ------------------------------------------------- Early life and Career[edit] Naik comes from Endhal, a village in South Gujarat, and belongs to a family of teachers. He graduated with a bachelor’s degree in mechanical engineering from Birla Vishvakarma Mahavidyalaya Engineering college in Vallabh Vidyanagar in Gujarat.[3] After graduation, he went to Bombay with a note from his father introducing him to Viren J. Shah working in Mukand Iron & Steel Works Limited to apply for its engineering programme. Due to his lack of proficiency in English, the personnel manager had asked him to improve his English. So Mr. Naik started working on his English skills. In the meantime, he joined Nestler Boilers, which was a Parsi-owned firm.[4] His career growth in Nestor Boilers was arrested by changes in ownership and management style and hence, once again, he was job hunting in 1965. On March 15, 1965, Naik joined L&T...
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...CORPORATE SOCIAL RESPONSIBILTY SUSTAINABILITY ANALYSIS INTRODUCTION Larsen and Toubro is a USD 9.8 billion, technology, manufacturing, finance, engineering and construction conglomerate, with global operations. The company is headed by Mr. A.M Naik, CEO and M.D. During times when sustainability as the biggest challenge faced by mankind today, L and T has always pursued its long term strategic plans, remaining steadfast in its sustainability journey. 1.1 Sustainable Development United Nations in 1983 defined it as ‘Development that meets the needs of the present, without compromising the ability of the future generations to meet their own needs’. 1.2 Corporate sustainability Strategies and business practices adopted by the company to achieve corporate growth and profitability as well as to pursue societal goals, specifically those related to sustainable development-environment protection, social justice and economic development. In simple words, the well being of the society depends on the economy and the economy depends on the global ecosystem. 1.2 Corporate sustainability report L& T’s sustainability report is based on Global reporting initiative, i.e. GRI's Reporting Framework that is developed through a consensus-seeking, multi-stakeholder process. L and T reports are ‘ GRI Checked ‘ and graded as A+ reports, which is the highest grade for GRI reports. 1.3 L&T’s Take on Sustainability L & T views sustainability...
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...Company Profile [pic] Overview: Larsen & Toubro Limited (L&T) is a technology, engineering, construction and manufacturing company. It is one of the largest and most respected companies in India's private sector. More than seven decades of a strong, customer-focused approach and the continuous quest for world-class quality have enabled it to attain and sustain leadership in all its major lines of business. L&T has an international presence, with a global spread of offices. A commitment to community welfare and environmental protection are an integral part of the corporate vision. Subsidiary Companies: L&T group has a number of subsidiaries & associates carrying out its business all over the world As per march 31, 2011 L&T group had 118subsidaries,18 associates and 12 joint venture companies. These companies are functioning in areas like IT services Financial services Engineering & construction Services Power equipment manufacturing Power Development projects Infrastructure Electrical and Electronics Machinery & Industrial products Investment in Overseas S&A Companies. Multi step income analysis | |Particulars |2011 |2010 |diff |% change | | | | | | | | ...
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...Project Appraisal Larsen & Toubro Breakthrough Project The Coimbatore Bypass Road Project The Coimbatore Bypass was the first road project to be implemented in South India on BOT1 (build, operate and transfer) basis. The project was a pioneering initiative, which incorporated private sector participation and levy of toll on users to ensure sustainability in the long run. The road ran between Neelambur on the Salem side of NH-47 Tamilnadu and in Kerala2, Madukkarai on the Palghat side. The project involved construction of a 28-km long two-lane bypass road, the 32.2m new Athupalam bridge across the river Noyal, the railway overbridge at Chettipalayam Tamilnadu and the maintenance of the old bridge at Athupalam, all in the state of Tamilnadu. Larsen & Toubro (L&T)3was authorized to collect and retain the fee from users of the new and old Athupalam bridges. The bypass was expected to ease the traffic congestion in Coimbatore city, Tamilnadu and the Salem-Cochin national highway running between Tamilnadu and Kerala. The shippers, mostly export oriented units relying on the Cochin port for shipments, were other major beneficiaries as transportation time could be saved using the new road. Construction was started in January 1998 and completed in 22 months time. The Athupalam bridge was opened for traffic in December 1998 and the bypass became operative from January19, 2000. The project cost was about Rs.1.04 bn. The project concession period was for 12 years, and was expected...
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...ignore the library resource centre of CIMP as it helped us in gathering information which helped us in carrying out this project. 1. INTRODUCTION After the opening up of the Indian economy there had been an advent of large MNC’s and big global corporate houses in India. As a result there had been a constant pressure on Indian corporate houses not only to survive but to come out as a key player in their respective sectors. Many of the Indian firms which followed a rigid organisational structure felt the need to restructure their businesses. Many of the big business houses and family run businesses have moved forward in the direction of what is commonly termed as “CORPORATE RESTRUCTURING”. Among these Indian firms is L&T Larsen and Toubro or L&T (as it is commonly referred to) undertook a decision to restructure its business in early 2000’s following a report of Boston Consultancy Group. The group has continuously evolved from the...
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...CORPORATE STRATEGY AND DIVERSIFICATION Definition of Corporate Strategy Business Strategy addresses the question How should a firm or business compete with sustained advantage in a given competitive environment? Corporate Strategy addresses the question What should be the appropriate scale and scope of the enterprise? Corporate Strategy therefore influences how large and how diversified a firm should be. The definition of a business determines to a large extent the Corporate strategy. A firm can be a single business firm operating in a single industry environment with a fairly apparent definition. On the other hand a large and widely diversified firm with many different businesses each operating in a different industry environment, faces the challenge of defining each of its various businesses as well as developing an overall definition. It is easier for Microsoft to define its business than it is for G.E. or the Tata group to develop an overall business definition. Why do Firms Diversify. 1) To Grow. Growth is an implicit objective in nearly all organisations. Stock markets tend to reward growing companies. Managers find growth extremely attractive because it hold out the prospects of increased earnings for the firm leading to increased compensations for themselves. They also see the acquisition of new knowledge as instrumental in improving their self actualisation prospects. 2) Fuller utilisation of Resources and Capabilities. Firms find that they have un utilised...
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...The BSE Sensex currently consists of the following 30 major Indian companies as of 17 February 2012. # | Company | Industry | 1 | Housing Development Finance Corporation | Consumer finance | 2 | Cipla | Pharmaceuticals | 3 | Bharat Heavy Electricals | Electrical equipments | 4 | State Bank Of India | Banking | 5 | HDFC Bank | Banking | 6 | Hero Motocorp | Automotive | 7 | Infosys | Information Technology | 8 | Oil and Natural Gas Corporation | Oil and gas | 9 | Reliance Industries | Oil and gas | 10 | Tata Power | Power | 11 | Hindalco Industries | Metals and Mining | 12 | Tata Steel | Steel | 13 | Larsen & Toubro | Conglomerate | 14 | Mahindra & Mahindra | Automotive | 15 | Tata Motors | Automotive | 16 | Hindustan Unilever | Consumer goods | 17 | ITC | Conglomerate | 18 | Sterlite Industries | Metals and Mining | 19 | Wipro | Information Technology | 20 | Sun Pharmaceutical | Pharmaceuticals | 21 | GAIL | Oil and gas | 22 | ICICI Bank | Banking | 23 | Jindal Steel & Power | Steel and power | 24 | Bharti Airtel | Telecommunication | 25 | Maruti Suzuki | Automotive | 26 | Tata Consultancy Services | Information Technology | 27 | NTPC | Power | 28 | DLF | Real estate | 29 | Bajaj Auto | Automotive | 30 | Coal India | Metals and Mining | AAftekAmbuja Cements LimitedAptechArchies LtdArvind MillsAsian PaintsAventis PharmaBBEMLBerger Paints India LtdBharat Electronics LimitedBharat ForgeBharat Heavy Electricals...
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...INFRASTRUCTURE POLICY AND REGULATION Bengaluru International Airport Limited Individual Assignment -1 Anupam Shetty Fourth Batch 2012 - 13 Bengaluru International Airport Limited Contents: 1. Background……………………………………………………………….………………….…….……Page 4 2. Need for the airport…………………………………………………………………………………Page 4 3. Scope of the Project…………………………………………………………………………………Page 5 4. Project Sponsors/Concessionaires……………………………………………………………Page 6 5. Financiers…………………………………………………………………………………………………Page 7 6. Relevant Government Bodies…………………………………………………………………..Page 7 7. EPC Firms………………………………………………………………………………………………….Page 7 8. Regulators………………………………………………………………………………………………..Page 7 9. Concession and CNS/ATM Agreement……………………………………………………..Page 8 10. Financial Arrangements………………………………………………………………………….Page 8 11. Project Conception…………………………………………………………………………………Page 9 12. Bidding Process………………………………………………………………………………………Page 9 13. Project Shaping………………………………………………………………………………………Page 10 14. Master Plan and Projects……………………………………………………………………….Page 11 15. Agreements Signed in Chronological Order……………………………………………Page 12 16. Land & Peripheral Infrastructure……………………………………………………………Page 13 17. Project Execution/Construction……………………………………………………………..Page 13 18. After Completion……………………………………………………………………………………Page 17 19. First Test Flight……………………………………………………………………………………….Page 17 20. Reason for...
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...worldLogos of the 100 Largest Companies in the World by Jeremia in UNCATEGORIZED * * * * The largest 100 companies in the world possess some of the most recognizable and distinctive logos around. These companies have built some of the foundations around which we live our lives: retail, automotive, financial services, telecommunications and energy, the staples of our daily lives. They employ millions of people around the globe and are used by millions every day. Whether we consciously acknowledge it or not, they continually build their brand through their advertisements and campaigns and reinforce the power of their logo on us as consumers. Gathered here are the logos of the top 100 largest companies and corporations in the world (using Fortune Magazine’s annual 500 ranking as a guideline). From the plain and simple logos like Berkshire Hathaway, Panasonic, and Sony, to the more colorful and playful logos of ArcelorMittal and Suez, they represent billions of dollars in annual revenues. You will notice the dominant use of reds, blues and oranges throughout their designs, aimed at reinforcing trust, excitement and energy in the minds of consumers. Since many of these companies are huge conglomerates with many subsidiaries in different industries, you may also notice that many have a more generic or broad appeal and are somewhat ambiguous in their nature. When dealing with multiple products that you wish to brand under one name, it allows flexibility and freedom...
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...SCHOOL OF MANAGEMENT MASTER IN BUSINESS ADMINISTRATION (MBA) SUBMITTED BY; ROHAN DEEPAK NIKAM ROLL NO. 013096 MBA FINANCE 2 2013-2015 SUBJECT: CORPORATE FINANCE AVAILABILITY OF DIVIDEND POLICY IN CORPORATE SUBMITTED TO: PROF. NEETU SHARMA MBA FINANCE-II MEANING OF DIVIDEND POLICY A dividend refers to that portion of a firm's net earnings which are paid to shareholders. Dividends are paid either in cash or stock. Since dividends are distributed out of the profits, the alternative to the payment of dividends is the retention of earnings. The retained earnings constitute an important source of financing the investment requirements of the firm. There is inverse relationship between retained earnings and cash dividends. More dividends result in smaller retentions where as lesser dividend results in larger retentions. Thus, dividends and retained earnings are competitive and conflicting. Dividend decisions refer to the decisions regarding the division of net earnings to the dividend and retained earnings. A firm can distribute all of its earnings to the shareholders as dividends or can retain all of its earnings for reinvestment as retained earnings or can distribute a part of earnings as dividend and retain the balance for re-investment purpose. Dividend decision is a major financial decision in the sense that a firm has to choose between distributing profits to the shareholders and ploughing back them into the business. The selection would be influenced by the effect...
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...Analysis of Infrastructure Sector Infrastructure refers to the fundamental facilities and systems serving a country, city or area, including the services and facilities necessary for its economy to function. Infrastructure is the backbone of an economy. The various types of infrastructure are roads, airports, ports, housing, cold chain, warehousing, telecom towers and allied services, container freight stations etc. In the World Economic Forum’s Global Competitiveness Report for 2011-2012, India was ranked 89th out of 142 countries for its infrastructure. The report also criticized the transport, ICT and energy infrastructure labelling it as “largely insufficient and ill adapted to the needs of business”. Market Size: The Indian power sector has an investment potential of $US 250billion in the next 4-5 years, providing immense opportunities in power generation, distribution, transmission and equipment. The Indian railways have had an increase of 12.57% in revenues from last year. FDI received in construction development sector from April 2000 to January 2015 stood at US$ 24,028.19 million. The number of export and import containers moving through major ports in India expanded 7.34% year over year from April to October 2014. Government Estimation and Plans: Sustained increase in infrastructure is expected to be one of the crucial factors for sustaining strong growth in the economy. Infrastructure investment is expected to surge from 8.9% of GDP in FY15 to 12.1% of GDP in...
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...Here is a look at India Inc's top 100 most powerful CEOs for the year 2012. Rank Name Company 1 Ratan Tata Tata Sons 2 Mukesh D Ambani Reliance Industries 3 Kumar Mangalam Birla The Aditya Birla Group 4 Azim H Premji Wipro 5 Chanda Kochhar ICICI Bank 6 Deepak Parekh HDFC 7 A M Naik Larsen & Toubro 8 Anand G Mahindra Mahindra Group 9 Adi Godrej Godrej Group 10 KV Kamath Infosys & Non Executive Chairman, ICICI 11 Anil D Ambani Reliance Group 12 N Chandrasekaran Tata Consultancy Services 13 Gautam S Adani Adani Group 14 Shashi Ruia Essar Group 15 Cyrus Mistry Tata Sons 16 Sunil Bharti Mittal Bharti Enterprises 17 Naveen Jindal Jindal Steel & Power 18 Nitin Paranjpe Hindustan Unilever 19 Shiv Nadar HCL 20 Venu Srinivasan Sundaram Clayton, TVS Motor Company Rank Name Company 21 SP Hinduja Hinduja Group 22 Sajjan Jindal JSW Steel 23 Anil Agarwal Vedanta Resources 24 KP Singh DLF Group 25 Rajiv Bajaj Bajaj Auto 26 YC Deveshwar ITC 27 HM Nerurkar Tata Steel 28 S D Shibulal Infosys 29 Kiran Mazumdar Shaw, Biocon 30 Dr. K Anji Reddy Dr. Reddy's Laboratories 31 Sanjay Lalbhai Arvind 32 Nusli Wadia Wadia Group 33 Subhash Chandra Zee Group 34 Aditya Puri HDFC Bank 35 Pawan Munjal Hero Moto Corp 36 Pratip Chaudhuri State Bank of India 37 Prathap C. Reddy Apollo Hospitals Group 38 Ajay Piramal Piramal Group 39 Kalanidhi Maran Sun Group 40 G M Rao GMR Group Rank Name Company 41 N Srinivasan India Cements 42 Kishore Biyani Future Group 43 Vijay Mallya UB Group 44 TS Vijayan LIC...
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...Professor – Interdisciplinary Design Programme and Industrial Management Engineering Indian Institute of Technology, Kanpur 208016, India Email: jayanta@iitk.ac.in jayanta.chatterjee@gmail.com Phone: 91-512-2597858, 91-512-2597376 (O) Mobile: +91-9648117755 Jayanta Chatterjee “To learn, research, teach and consult in my competence areas, to evolve as a person and share my ken to make a difference through creative Innovation” Core Competence • • Research Interest • • Innovation in socio-technical systems Cause Related Marketing. Media & Communication. Global Sales & Marketing Product and Brand Management. New Business Development. • • Dr. Jayanta Chatterjee has 42 years of teaching/research and professional experience in management at different industries and in different countries. Strategic Design of ProductService Systems • • Digital ecosystem & autopoeisis Jayanta started his career in 1972 at Siemens in Sales and Project Engineering and developed expertise in new product management. He then pioneered the introduction of advanced electronic control systems to Indian Industries at Allen-Bradley Ltd, where he rose to the position of CEO in 1990. But true to his passion he was also teaching as a visiting faculty at IIT Kanpur and at IIT Delhi during this period. Later, he co-funded Strategy Innovation Inc and became the Chief Knowledge Officer of vtPlex. In 2001 he divested out of that enterprise and joined the academia full time at Industrial & Management Engineering...
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