L&T Group Websites
- Corporate
- Corporate – Arabic
- Heavy Engineering
- Hydrocarbon
- LTIMindtree
- L&T Construction
- L&T Construction & Mining Machinery
- L&T Finance Limited
- L&T Howden
- L&T Hydraulics
- L&T Infrastructure Development Projects Limited
- L&T Infrastructure Finance Company Limited
- L&T Institute of Project Management
- L&T Technology Services
- L&T Kuwait Construction
- L&T MBDA Missile Systems Limited
- L&T Metro Rail (Hyderabad) Limited
- L&T-MHI Power Boilers
- L&T-MHI Power Turbine Generators
- L&T Realty
- L&T-Sargent & Lundy Limited
- L&T Special Steels and Heavy Forgings
- L&T Valves Limited
- Nabha Power Limited
- Power
- L&T Public Charitable Trust
- Rubber Processing Machinery
- Shipbuilding
- L&T Skill Trainers Academy
M. Damodaran
Independent Director
Mr. M. Damodaran has held a number of important positions in the Central and State Governments and in India’s financial sector, including Chairman, Securities Exchange Board of India (SEBI), Chairman, Unit Trust of India (UTI), Chairman, Industrial Development Bank of India (IDBI), Chief Secretary, Government of Tripura.
After successful stints at UTI and IDBI, where he successfully led the turnaround efforts, and at SEBI where he introduced improved corporate governance practices, he has set up Excellence Enablers Private Limited (EEPL), a Corporate Governance and Board Advisory consultancy firm. His pioneering role in promoting Corporate Governance in India invests EEPL with an experience-based leadership role in corporate governance advisory work. In addition, he is presently a consultant, advisor, coach and mentor and sits on the Boards of some leading companies as well as on the Advisory Boards of some foreign entities. He is Practice Professor of Eminence at International Management Institute (IMI), Delhi. He is the founder Chairman of the Indian Institute of Management Tiruchirapalli. While at SEBI, he was elected Chairman of the 80 member Emerging Markets Committee of the International Organisation of Securities Commissions.
