Page 118 - Tata_Chemicals_yearly-reports-2019-20

one of its strongest It capabilities. the Company has begun to the Company is committed to building a customer-focussed,
simplify and rationalise the various systems and processes across agile and lean organisation. While the restructuring of the Basic
tCl entities, aiming to create synergistic platforms and services. Chemistry products business is underway, synergies are being
established in the common functions and practices across all tCl
Industrial Internet of things (IIot) has been piloted for several entities to leverage mutual strengths, diversity and better service
discrete production processes at the Mithapur plant and it will be to internal customers. to foster collaboration, speed and customer-
replicated across other equipment and processes. this is being centricity in the workforce, the Company has initiated a pilot of
developed under a lighthouse project initiative. the new nutrition setting up self-managed teams at the Mambattu plant.
business at the nellore plant was designed with state-of-the-art
digital systems that meet global quality standards. the plant is now the IC, pune, has also been restructured during the year and is now
a digital factory. focussed on driving greater synergy with rallis’ r&d.

Cyber-security is a critical function and tCl continually strengthens tCl has been recruiting fresh graduate engineer trainees (‘get’),
it through the implementation of relevant solutions, processes diploma engineer trainees (‘det’) and technician trainees and is
and by training employees. the Company is focussing on also actively building an internal talent pipeline in its businesses.
strengthening its core infotech for availability, reliability, security diversity and Inclusion (‘d&I’) has been integrated into its people
and optimising cost in the current macro-economic situation. It strategy through a formal policy that states the Company’s intent
is enhancing analytics for plant automation, safety improvement and direction very clearly.
and efficiencies. Smart lab with automation and analytics for
faster and cheaper r&d is an example of a priority project, Steps are taken for reskilling and upskilling tCl’s talent pool with
along with developing an end-to-end workflow automation of future-ready and future-engaged competencies. this includes
business process. functional capability, behavioural or managerial capability and
leadership capability.
the Company is driving transformational change with technology
to have smarter factories, smarter labs, smarter offices, along with the year saw tCl collaborating with premier research organisations
a KpI-driven digital and insight mindset. this will create a digital like ISro, CSIr-CeCrI and other institutions that gave its scientists
and analytics-led intelligent enterprise and help drive productivity. exposure to and knowledge about emerging technologies.

Human Resources For the incoming 2019 batch of gets, the Campus to Corporate
induction programme, re-branded as ‘aarambh’, was launched. the
FY 2019-20 saw a wide range of activities on multiple fronts as tCl on-boarding process is enhanced through engaging with them
went about its transformation journey. Some of the major events before joining itself, using digital technology. access to a mobile-
that had implications for employees and people-related processes based learning platform was enabled, giving the new joinees not
were: the demerger of the Consumer products Business; Mithapur only an overview of the organisation, its values and an insight into
expansion plans; stabilisation of the operations in the nutrition the training period, but also kickstarting the learning journey to
business and Silica plants; putting the basic building blocks in new build 10 foundational leadership competencies.
segments of energy Storage and lithium recycling; aeroponics;
and the merger of Metahelix with rallis. tCl partnered with group Hr to launch the first batch of
these internal changes were accompanied by fairly significant ‘Coachworks’, which provides a platform for coaching-led
external changes that have far-reaching effects on business intervention for personal growth and development by nominating
and people. Businesses are adopting new technologies in four of its senior leaders. a two-day workshop on Felt leadership
manufacturing processes, servicing customers, logistics and was conducted for the senior leadership team for further improving
reducing turnaround times. tCl has a complete response plan for the overall safety culture and awareness across the organisation. a
these challenges. workshop on d&I was also conducted for the senior leadership.
edX, the digital platform, witnessed increased participation this
It believes that everything is made possible by its people – the year, empowering tCl people to attend any course, anytime,
Company’s biggest strength. Its workforce and people processes anywhere. Besides this, the Company mandated online courses on
give tCl the edge to manage complexities, embrace change ethics, prevention, prohibition and redressal of Sexual Harassment
proactively, stay contemporary and create the energy and passion (poSH) and governance policies for specified role-holders in order
to surge ahead. to reinforce the importance of ethics and compliance at work.

116 I Integrated annual report 2019-20