Mumbai, July 14: Larsen & Toubro continues to strengthen its commitment to inclusive and sustainable development through CSR initiatives that positively impacted more than 1.9 million people across India during FY 2025-26.

Under the leadership of Chairman & Managing Director S N Subrahmanyan, L&T’s CSR programmes span education, healthcare, skill development, water conservation and community development, complementing several national priorities aligned with the vision of Viksit Bharat 2047.
Among the key initiatives:
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Project Jyoti reached 51,741 students across 341 schools, strengthening STEM education and improving learning outcomes in Mathematics and Science while supporting India’s innovation-led growth agenda.
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Project Nayi Disha positively impacted over 26,000 people across Jharkhand, Bihar and Odisha through integrated community development programmes focused on education, healthcare, women’s empowerment and livelihood enhancement.
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Through its network of 10 Construction Skills Training Institutes , L&T provided industry-relevant vocational training to more than 13,000 youth, helping build a future-ready workforce for India’s infrastructure and manufacturing sectors.
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Project Unnati supported over 30,000 households across Maharashtra, Rajasthan and Tamil Nadu, covering more than 46,000 hectares and contributing to an average 9.95-metre increase in groundwater levels, strengthening water security and rural livelihoods.
L&T’s CSR initiatives are designed to create measurable, long-term outcomes by addressing critical development priorities through sustainable interventions. The programmes align with several Government of India initiatives, including Skill India, Jal Jeevan Mission, Jal Shakti Abhiyan, the National Education Policy and efforts aimed at inclusive community development.
Reflecting L&T’s philosophy of responsible growth, the company’s CSR initiatives continue to demonstrate how businesses can contribute meaningfully to nation-building while creating lasting value for communities across the country.
