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01 INTEGRATED 73 STATUTORY 178 FINANCIAL
Integrated Annual Report 2021-22 REPORT REPORTS STATEMENTS
Building Excellence for
Tomorrow
Building Excellence for Tomorrow Developing Talent for Future leadership programmes, breakthrough FY 2021-22 Key performing
series for women leaders (for India entities),
indicators
Requirements
We impart continuous training through future leaders programme (at TCE), Employees in R&D
At the centre of all that we do are our people. We constantly invest in their health and multiple digital learning platforms like edX, career development programme (Rallis), (Intellectual Capital)
and Arjun Sales Training (Rallis). Other
wellbeing, alongside ensuring a safe workplace environment and enhancing their Global Gyan, Tata Tomorrow University interventions for developing and upskilling 245
(TTU) and LinkedIn Learning across entities.
competencies to enable them to excel in their roles. We have re-engineered learning Leadership development interventions talent include functional/technical training, (FY 2020-21: 220)
and development to help our employees shape their professional development. under the ‘Future Ready-Future Engaged’ on-the-job training, rotational stints and
alliances with learning partners, academia
framework include 3-tier Tata Group and research institutions. Training days per employee
UN SDGs Learning as part of Enrich Certifications from best 2.9
platform (1,610 hours in universities through edX (FY 2020-21: 2.25)
FY 2020-21) platform Voluntary attrition
Aligning Organisation Structure groomed to build a pipeline of technical under the ‘We Care’ umbrella gave 1,034 hours 140+ 12%
with Strategy talent for our operations. emotional and mental wellness support to
India-based employees and their families. Nurturing Multi-Generational was conducted with a response rate of (FY 2020-21: 7%)
We are focussed on supporting our Manpower productivity
business strategy by bringing in the right ` 0.36 Crore Workforce Engagement 93%. ‘Leadership Connect’, a platform for % Employees trained under
*
talent /skills and right-sizing to enable a We continually modernise our people- members of the Board to interact with a Manager/Leadership programmes
lean, multi-skilled and productive structure. (FY 2020-21: 0.14 Crore) A new enterprise-wide friendly policies, based on feedback, and diverse group of employees in TCL India
We are leveraging retirements as an *Manpower productivity = PBT/Total Employees award, ‘Katalyst’, was run multiple engagement programmes and Rallis, helps understand the pulse of 14%
employees and the business.
opportunity to right-size and redefine institutionalised to to keep employees motivated. In FY (FY 2020-21: 11%)
skill profiles in roles as required for the Caring for Our People recognise Role Model 2021-22, an internal enterprise survey
future. We are reviewing our structures 81% 1,800+ appreciations
to align it with customer and business While the year witnessed a continuing People Managers based on In FY 2021-22, TCL
needs, and incorporating best practices impact of COVID-19 on the work, family the manager effectiveness FY 2019-20 : 84% and 445+ monetary continued to be placed
across geographies. and social lives of our workforce, we score from the employee Internal Employee
managed to ensure minimal disruption to awards to employees among Top Ten Rainmakers
Our internal job posting platform SHINE+ operations by staggering deployment and engagement survey Engagement score through the ‘Kudos’ online Safe Places to Work
for the India entities has helped to meet rostering as required. Several vaccination of FY 2020-21. About rewards platform in TCL India
skill requirements and provide enriching drives were conducted at many locations 55 managers globally
careers across both existing and new for the protection of employees and their
business segments. Our Graduate Engineer family members. With a strong emphasis have been recognised Empowering Employees and an AI-based chatbot has been assists managers with team management
Trainees (GETs) programme executes on mental health awareness, we organised as Katalyst – Role Model through a Digitalisation Culture launched. We also digitalised our payroll in an informative and better manner.
our diversity agenda with an intake of counselling at TCE, TCML and India entities. Managers 2021. At TCL India, we completed the first two and leave-and-attendance management Digitalisation has helped standardise
50% women engineers, who are being The Employee Assistance Programme phases of the digital transformation processes. TCE has also launched its and automate business processes and
journey under the One Tata One Operating onboarding module. workflows, allowing the HR department
Network (OTON) by launching the to spend less time on administrative
myWOW (My World of Work) HRMS Oracle The single sign-on-based, mobile-enabled tasks and spend more time on partnering
platform. The complete suite of modules platform provides better user experience with stakeholders for adding value to the
to our multi-generational workforce. It also operations.
Diversity and inclusion
(as on March 31)
On-roll employees and gender diversification
Region-wise 2021-22 2020-21 Rallis conducted a
Total Female Total Female Refresher Training in
Asia (TCL India, Rallis, 3,495 6% 3,422 5%
Ncourage, TCIPL Singapore) Chemical Engineering in
Europe 373 12% 405 11% collaboration with Indian
North America 590 6% 564 7% Chemical Technology
Africa (Kenya, South Africa) 184 21% 243 20% (ICT), Mumbai.
Total 4,642 7% 4,634 7%
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