Page 42 - Tata_Chemicals_yearly-reports-2017-18

HR's transformational

agenda

We are undergoing a major transformation governance, we celebrate Ethics Month 70-20-10 approach of learning through
as we realign to grow in today’s competitive in July every year. This year we launched a experience, exposure and education
business environment. 21-Day Ethics Challenge using our SkillSoft respectively.
e-Learning platform. This initiative was
We exited the Crop Nutrition Business covered in People Matters magazine. TCE are leading the way with a cutting edge
last year, divested the Agri Business and training system allowing the exibility of
smoothly transitioned 465 employees We launched two online modules on our e-learning to supplement normal training
from the urea business in Babrala to Yara e-learning platform - Anti-Bribery and Anti- sessions. My Development Hub has a suite
Fertilisers. We entered FY2019 with a Corruption and Prevention of Sexual of training packages covering everything
clear focus on developing our Speciality Harassment. from speci c safety modules to packages on
Chemicals Business and Consumer Products modern slavery. These are available to all on
Business as our growth engines, while we SHINE+ our internal job posting and line and the system incorporates invitations
continue to e ciently operate the Bulk employee referral program is now ve to refreshers on a speci ed basis and a
Inorganic Chemicals Business. years old. It has become a valuable asset for training record as modules are completed
our employees wishing to explore career TCNA launched Employee Mentoring
Such change has created exciting interests in the Tata Chemicals Group. The Program for its salaried employees.
opportunities and challenges. The HR platform helps us deal with redundancies
function will be critical to this journey. We that arose from divesting the Agri Business. We have enhanced our Incept Induction
are preparing to transform our o ering We have ful lled our requirement for niche Process in India focussed on improving new
to respond to the needs of a changing skills. Selective lateral hiring in areas such as employee experience.
customer pro le and diverse customer food science and technology, nutrition and
expectations both B2B and business to wellness, digitisation and materials' science X-press 2017, our global employee
consumer (B2C). We are equipping ourselves has helped deliver our plans. engagement survey (excluding Rallis and
with a more diversi ed employee mix with Metahelix) was conducted by our partner
di erent skillsets, backgrounds, and spreads This year we started a promising initiative Aon Services Limited. We recorded an
across multiple generations. Leadership Connect to provide a platform engagement score of 68%. Post the X-prESS
for informal and focussed interactions 2017 employee engagement survey,
To succeed, our workforce needs to be between the board of directors and high we conducted ‘Decoding the manager
highly engaged, competent and agile. potential employees. This proved a valuable scorecard’ workshops for managers across
Sustaining employee morale will be of high experience for our go-getters. geographies. This resulted in a 10% increase
priority. Continuous communication and in managers classi ed as ‘good' and above in
transparent processes will strengthen our We also launched immersive deputations their team e ectiveness skills.
cultural pillars and values. under SpringBoard, our process to identify
and develop Key Talent. The Individual We renovated our Mumbai training centre
To reinforce our commitment to the Tata Development Plans for Key Talent are called Shack to enhance seating capacity
Code of Conduct, our foundation for designed as interventions using the and make it disabled-friendly.

As on March 2018
TCL India TCNA TCE TCM
2,327 551 385 251

TCIPL TCSA Rallis Metahelix

Keeping our team ghting t 3 11 977 443

40 Annual Report 2017-18