One of the most well-known multinational companies in India, Larsen & Toubro (L&T), is under close examination right now because of mounting concerns about its working culture.
Chairman SN Subrahmanyan has led staff members to voice discontent over a worsening work-life balance, poor management communication, and too heavy assignments.
Subrahmanyan’s contentious support of a 90-hour workday in January 2025 has heightened these issues and sparked intense discussion on business work ethics and employee welfare.
The matter got more out of hand when comments made by Subrahmanyan leaked online during an internal conference.
His remarks, especially on Sunday work and personal time spent at home, were seen as discounting of workers’ need for rest and family life.
Employees expressed their complaints on several channels, stressing a poisonous workplace, unreasonable expectations, and inadequate management and HR support, therefore generating a quick backlash.
Though a new program allowing female workers to take menstrual breaks is under development, opinions on whether this actually solves more fundamental structural problems in the business remain split.
This paper explores employee concerns, company response, and more general consequences for L&T’s working culture.
The controversial 90-hour workweek endorsement
SN Subrahmanyan made news in January 2025 when he openly supported a 90-hour workday, a position that quickly received criticism from workers and industry analysts both.
Although several corporate leaders have traditionally argued that success requires long hours, Subrahmanyan’s remarks were perceived as especially out of current with contemporary workplace norms.
The debate got more heated when an internal meeting tape came out showing his annoyance at not being able to order Sunday work. “I regret I am not able to make you work on Sundays… because I work on Sundays,” he said in the meeting.
He continued, probing staff members’ usage of leisure time by asking, “What do you do sitting at home? You can stare at your wife for how long?
” These remarks, seen as callous and contemptuous of workers’ need for rest and family time, set up a reaction both inside and outside of the business.
These comments sparked quick reaction from staff members complaining on social media and internet forums.
Many felt his remarks reflected a larger L&T culture that values unrelenting effort above worker welfare.
Long hours, a toxic culture, and inadequate support—employee grievances
Workers at L&T have embraced online review sites like Indeed and AmbitionBox to document their experiences.
The testimonies create a concerning picture of a high-stress workplace with little management assistance.
One former Graduate Engineer Trainee said that staff members of the organization are expected to work 12 to 14 hours every day, including weekends, hence the culture of the company is quite hard.
This employee claims that internal politics is pervasive and that HR departments ignore important concerns influencing staff morale, therefore neglecting to handle complaints.
AmbitionBox examines related issues. Workers admit that for many, the drawbacks greatly exceed the advantages even if L&T provides work stability and chances for skill growth. Typical grievances center on:
- Many workers claim to be swamped with un reasonable demands.
- Toxic Work Environment: Unhealthy environment produced by negative employee competitiveness
- Employees feel driven to work long hours, therefore compromising personal and family time.
- Several testimonies show that HR does nothing to handle complaints, so leaving staff members feeling underappreciated and voiceless.
A growing tendency of resignations can also be attributed to a great number of workers reporting mental and physical burnout.
Many talented people have chosen to quit L&T in quest of better working conditions abroad, a change that might have long-term effects on the talent retention strategy of the corporation.
Rising Resignations and Internal Discontent: The Fallout
Following Subrahmanyan’s comments, internal L&T conversations point to a growing trend of resignations.
Younger people especially are reluctant to fit the rigorous work culture of the organization and are actively looking for chances with better work-life balance.
Particularly millennials and Gen Z workers, HR professionals have noted that the contemporary workforce gives flexibility, mental health, and work-life balance top priority.
Businesses who ignore these evolving standards run the danger of losing their finest employees. L&T might find it difficult to draw in and keep qualified specialists even with its esteemed name if these issues are not resolved.
Furthermore noticed by industry watchers are reduced turnover rates, increased employee engagement, and improved productivity of organizations with pleasant work cultures.
Should L&T keep on its present course, it may find it difficult to keep its leadership in the sector over long terms.
Corporate Reaction: Menstrual Leave Introduction
L&T tried to answer workplace issues under increasing criticism by implementing a one-day menstruation leave policy for parent group women employees. Declared on March 6, 2025, this project attracted mixed responses.
On the one hand, several workers and business leaders praised it as a forward step toward acknowledging women’s health requirements in the workplace.
Several progressive companies all around have adopted menstrual leave policies; L&T’s choice to do the same was considered as a beneficial outcome.
Critics counter that this action ignores more general problems influencing every employee, like inadequate work-life balance, too heavy workloads, and poor management style.
Some see the project as a flimsy attempt to offset the bad press instead of a sincere commitment to better working conditions.
Many staff members still doubt if this policy would result in significant cultural transformation inside the company.
Many feel that the fundamental problems will continue until L&T acts specifically to lower job pressure, increase HR responsiveness, and create a better workplace.
The Bigger Picture: Indian Workplace Corporate Culture
The scandal of L&T mirrors a more general conversation about corporate culture in India. Indian businesses have long been recognized for their rigorous work schedules; lengthy hours are sometimes the standard.
But shifting worker expectations and worldwide debates on employee well-being are starting to contradict these conventional wisdom.
Progressive HR policies—including flexible working hours, mental health care, and efforts to encourage work-life balance—have been adopted by some companies, especially multinational firms functioning in India.
Well received rules have enabled businesses to raise employee productivity and satisfaction.
One of the biggest and most powerful companies in India, L&T has the chance to define workplace culture going forward.
To do this, though, management must go beyond surface improvements and apply significant reforms giving employee well-being and current workplace expectations top priority top importance.
The L&T Path Forward
Although L&T’s standing as a pillar of India’s engineering and construction industries is still strong, its latest scandals draw attention to major issues in the workplace.
The reaction after SN Subrahmanyan’s comments and the rising trend of employee resignations point to a pressing need for corporate cultural change.
1. L&T has to rethink work-hour expectations and apply reasonable procedures to avoid employee burnout if it is to keep top personnel and preserve industry leadership.
2. Enhance Work-Life Balance by including better leave policies and flexible working schedules.
3. Improve HR Support: Make sure staff complaints are satisfactorially handled.
4. Encourage good competition and eradicate harmful workplace behaviors to help to promote a healthier working environment.
5. Encourage open communication between staff members and leaders so that trust may grow.
L&T runs the danger of alienating its employees and tarnishing its reputation as a preferred company unless these actions are followed.
Future success of the company will rely on not only its performance in business but also on its capacity to create a sustainable and encouraging work environment.
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