Page 43 - Tata_Chemicals_yearly-reports-2017-18

Signi cant indicators of our most valuable asset - people

Gender diversity
Women employees (Global % as on 31 March 2018)

Training coverage (% for TCL India)
Voluntary attrition (% for TCL India)

Employee Health Index – Representing the overall health
condition of employees at the Mithapur plant Integrated Report

Black & Green Belt certi ed employees
(cumulative global year on year number)

Doctorates in R&D roles

PBT/Employee (` crore) for TCL India % FY2017 numbers are as
per Indian Accounting Standards (INDAS) and previous years'
numbers are as per Indian Generally Accepted Accounting
Principles (IGAAP)

Our goals Statutory Reports

Realigning • Facilitate our growth through organic/inorganic routes with effective fixed cost management
organisation • Directionally move to globally aligned chemicals to make it agile and cost efficient
structure to make it • Continue to adapt to the changing regulations for contract labour
lean and agile • Automate work processes to improve productivity

Capacity planning • Continue to acquire talent with niche skills in specialty domains where we lack in-house skills
and talent • Phased replenishment of the retiring workforce with technically qualified personnel
acquisition • Improve our perception as ‘Employer of Choice in the FMCG sector and millennial target group
• Attract talent at remote manufacturing locations

Building workforce • Strengthen our multi-pronged approach to learning, with focussed interventions in core and functional areas,
capability and customised business speci c and organisation-wide strategic interventions, and leadership development programs Financial Statements
leadership pipeline • Focus on succession planning with senior leaders retiring in the near future
• Focus on Individual Development Plans for Key Talent under ‘SpringBoard’
• Leverage technology to encourage learning via e-platforms such as e-learning and mobile–app based courses

Creating an • Continue to address key engagement drivers such as meaningful roles, communication, career development,
engaging reward and recognition programs, friendly people policies, and wellness initiatives
environment for our • Emphasis on SHINE+ program to highlight career opportunities within the organisation
diverse workforce • Support employees who want to participate in community development and volunteer programs
• Strengthen our cultural pillars to integrate disparate employee groups into a cohesive culturally vibrant workforce

Enhancing HR • Migrate from the current use of multiple standalone platforms to a unified human capital management (HCM)
operational Cloud solution to bene t from quality and speed of service with seamless integration of master data across multiple
e ectiveness processes and superior end-employee experience

People practices 41