Page 36 - Tata_Chemicals_yearly-reports-2019-20
P. 36

People are Critical in a Science-led Future





           The experience and expertise of our multi-generation, multi-nationality and
           gender diverse teams is the key to achieving high performance benchmarks and
           delivering unique science-led solutions. We are restructuring our organisation,
           re-engineering our people processes and investing in people capabilities to
           create more value for them, the organisation and our stakeholders.























           SDGs impacted





           HR priorities                    Key initiatives undertaken       Talent onboarding and capability
                                            in FY 2019-20 and outlook        enhancement
             Organisational restructuring for
            transformation                  for future                       We continue to strengthen our core
                                            Organisation restructuring for   competencies of customer-centricity
             Talent on-boarding and capability                               and operational excellence through
            enhancement                     transformation
                                            With our structural re-alignment into Basic   training and implementation of 5S and
             Nurturing engagement among the   Chemistry Products (BCPB) and Specialty   Business Excellence tools. To provide
            multi-generational workforce                                     access to contemporary concepts, we
                                            Chemicals Products (SCPB) businesses, we
             Enhancing HR operational effectiveness  are undertaking business-specific changes   offer platforms like edX and certification
                                            in our people management approach   courses from the best global universities.
                                            in order to make ourselves leaner, agile   On the leadership development front,
                                            and flatter. For our SCPB, self-managed   we invested in executive coaching,
                                            teams have been institutionalised to   leadership journeys for high potential
                                            foster collaboration, speed and customer-  women, immersive programmes on Felt
                                            centricity in the workforce. We have also   Leadership and manager development.
                                            restructured our Innovation Centres   We continued with the ‘iNNCOTECH’
                                            (IC) and are focussed on driving greater   platform to facilitate outside-in perspective
                                            synergy among Metahelix and Rallis’   and bridge Innovation and Technology
                                            operating teams post their merger.  through Collaboration. We are using ‘Tech
                                                                             Talk’ platform to share information on latest
                                                                             developments in our Innovation Centres.

           34  I  INTEGRATED ANNUAL REPORT 2019-20
   31   32   33   34   35   36   37   38   39   40   41