National Institutional Awards

Larsen and Toubro Limited, Mumbai

Category : Diversified

Larsen and Toubro Limited, Mumbai is engaged in EPC projects, Hi-Tech manufacturing and services. Corporate HR deals with policy related matters, senior level recruitment, campus hiring, group performance, management system, leadership development and assessment, as well as compensation framework. Long term strategy is: career development and succession planning framework combined with performance management. Organisation structure is continuously reviewed and realigned by leadership. Increased gender diversity, in campus recruitment is an initiative. Evaluation is done through Kirk Patrik Model. Company has undertaken many initiatives to use digital technology for HR process automation.

Adani Total Gas Limited, Ahmedabad

Category : Gas

Adani Total Gas Limited, Ahmedabad is a joint venture of Adani and Total Gas. It is largest city gas distribution system. Succession planning process is in place for critical roles with leadership development, feeder roles, CEO Young Club and Young Manager Program. Succession planning is reviewed with “ready now, ready in the short term, ready in the long term”. Values adopted are: trust, commitment and courage. Diversity and equal opportunity policy is in place. Differently abled persons are employed. Awards are given by CEO for innovation. Focus is kept on talent mapping and competency frameworks. Mid-year review is also done. Discussion is held between employee and leadership.

The Indian Hotels Company Limited, Mumbai

Category : Hospitality

The Indian Hotels Company Limited, Mumbai was established, with flagship hotel the Taj Mahal Hotel, Mumbai in year 1903. It is owned by Tata Group. Main services are hospitality, travel and accommodation, tourism, entertainment, recreation. Longer term workforce plans are aligned to AHVAN 2025 and short-term workforce plan primarily at hotels are derived from Annual Operating Plan. As company is progressing from aspiration 2022 to reset 2020 transitioning through resurgence to AHVAN 2025 the organization ensured alignment with its purpose and values to identify the key focus areas for effective workforce management e.g., HR strategy AHVAN 2025, fortnightly Executive Committee Meet to update on HR plan, ethics, learning and development. Integrity is embedded in culture with whistle blower policy. Special initiatives are taken to enhance retention of women. It is an equal opportunity employer. Short term functional needs and long-term enterprise level needs are identified. AI and digital programme are used in all company activities.

Tech Mahindra Limited, Mumbai

Category : IT

Tech Mahindra Limited, Mumbai is focused on leveraging next-generation technologies including 5G, Blockchain, Metaverse, Quantum Computing, Cybersecurity, Artificial Intelligence and more to enable end-to-end digital transformation for global customers. Company’s focus is on Purpose, People, and Performance, to train people to be Future Ready. Company considers to leadership management as people function to play a key role. Talent acquisition and talent retention approach adopted are: proactive hiring, engagement, retention, continuous skilling, deployment and internal rotation. Short- and long-term planning is done by HR regarding people functions. Requirement of skills not degrees is preferred. Skilled talents are identified early and nurtured as it is cost effective to retain talents and give them pathways to grow. Attrition prediction model to determine who is leaving the organisation, when and why, is in place. Internal, external and common factors are analysed.

Nayara Energy Limited, Mumbai

Category : Oil (Refining)

Nayara Energy Limited, Mumbai is a new-age downstream oil and petrochemicals company. Company involves HR in the development of business strategy and it helps in fostering a diverse and collaborative work environment. By emphasizing competence-based decision-making in hiring and promotions, company creates a more diverse and inclusive workforce. Organization has built a team of subject matter experts ‘Manthan’ who are responsible for knowledge sharing and capability building. This platform promotes knowledge sharing and breaking silos in the organization. There is a continuous focus on improving internal talent mobility and to give opportunity to grow within. Internal Job Postings are an integral part of the Talent Acquisition Process. Currently, Company has 23% of leaders grown within the organization.

NTPC Limited, Solapur Super Thermal Power Station, Solapur

Category : Power (Generation)

NTPC Limited, Solapur Super Thermal Power Station, Solapur has installed capacity of 1320 MW coal and 10 MW solar plant. Leadership plays important role in management of manpower by having employee-centric approach, strategic workforce planning, engagement and communication. Succession planning is in place. Skill development and knowledge transfer are adopted. Competency based framework is adopted. Career progression path is defined and training is done. Enhanced innovation, improved problem solving, better talent acquisition, enhanced employee engagement, strengthened reputation, are adopted. Competency assessment, succession planning, mentorship, coaching and leadership development programme are in place. Cross functional exposures are given. Career path discussion is done. Effective performance management and measurement has been implemented. Goal alignment and regular feedback systems are in place. Self-assessment by employees are encouraged, competency plan and development plan are in place. Performance rating is communicated.

Bajaj Consumer Care Limited, Mumbai

Bajaj Consumer Care Limited, Mumbai has main product of light hair oil with Bajaj Almond drops commanding 60 percent of market. Other products are pure coconut oil, soap, moisturiser etc. Company aims at continuous evolution and keeping relevant to the ever-evolving needs of the consumer. Talent is at the heart of overall business transformation and diversification. Company has attracted strong leadership team with FMCG experience. Diversity issues are in focus. The Project PRAGATI was launched in 2021 to enhance the HR Process Experience, and enable business growth by aligning all people practices to the business strategy and re-evaluate the building blocks for a performance management system of the company. Some new initiatives taken such as Employee communication programmes are Samvad, Sampark, Work From Home, Chai Pe Charcha etc. Overall engagement has improved. Improvement in discipline cases of wilful disobedience reduced, presence at workstation improved and productivity improved. Experiential learning is mainly used.

Godrej Industries Limited, Chemicals Division, Mumbai

Category : Chemical

Godrej Industries Limited, Chemicals Division, Mumbai is one of the oldest businesses of the Godrej Group. Major product range includes fatty alcohol, fatty acid and glycerine, surfactants, oleo derivate and specialty chemicals. Company organizes forums like ‘Long Range Planning’ Meet where employees group together in small cohorts and are encouraged to come up with new ideas and strategies for implementing long range plans for the business. Chemicals Network of Women (CNOW)- is an Employee Resource Group of women employees. It aims to create powerful allies and leverage each other’s strength to empower women at work. HR Team has developed and implemented a robust HiPo Program in which High Potential employees have been identified across all levels. Personalized Individual Development Plan are charted out for HIPOs. HR Team is divided into Corporate HR Team and Factory HR Teams.

Accenture Solutions Private Limited, Bengaluru

Category : Consultancy

Accenture Solutions Private Limited, Bengaluru is a global professional services company with leading capabilities in digital, cloud and security. It offers strategy and consulting, technology and operations services. Company has set a vision - Leadership 2025 ~ for who we aspire to be as a company for each other, the clients, and the world. MD Success is Accenture’s commitment to creating clarity so leaders can have even greater confidence in their role. HR effectively collaborates with the Capability Development team to identify the skills. Women represent approximately 47% of the workforce; and 26% of Accenture Leadership (MD) are women. Further, approximately 50% percent of board of directors are women, including non-executive Chair. In 2016, Accenture shifted from an annual performance management process to a new Performance Achievement approach that enables real-time, forward-looking conversations with employees.

Union Bank of India, Mumbai

Category : Financial Sector (Banking)

Union Bank of India, Mumbai is a Government of India enterprise established in 1919 and is listed on BSE & NSE. It provides banking services. HR techniques for change management include: dedicated portal, constitution of change champions at all levels. Employees who display a flair for entrepreneurship, out-of-the-box -thinking and possess exceptional communications skills are identified to become change agents. The basic objective in providing training for employees is based on the principle of ARM (Attract, Retain & Motivate). This includes a 360 degree development of the employee through re-skilling and up-skilling. Bank has a policy for meeting future leadership needs. HR representations and active participation of Board ensure that HR remains a key ingredient while formulating organizational strategy.

Cordite Factory Aruvankadu, The Nilgiris

Category : Government (Defence)

Cordite Factory Aruvankadu, The Nilgiris is a Government of India Enterprise under Ministry of Defence. It manufactures various kinds of propellants to equip the Army, Navy and Air Force with state of the art battle field equipment. HR strategy is to develop and maintain a dynamic and vibrant manpower trained in multiple skills and technologies in manufacture of propellants and explosives for military use and for civilian use. Adequate self-initiative from the employees is generated by seeking willingness of employees to lead the changes. No discrimination is made among the applicants for recruitment. Employees with potential and aspiration to acquire higher level of qualification are identified; and are sponsored to reputed institutions/ provide to specialized trainings.

Apollo Health & Lifestyle Limited, Hyderabad

Category : Healthcare

Apollo Health & Lifestyle Limited, Hyderabad is a player in the retail healthcare segment in India. It functions primarily through its 8 core offerings. Identification of Top Talent in the organization and development of Leadership Teams is critical. Company has Reward and Recognition program called ‘Apollo GEMS’ (GEMS – Going the Extra Mile in Service). There are 5 categories of recognition of Change Champions. With the help of the Design Thinking framework, HR department try to place themselves into employees’ shoes and align all the initiatives to the needs and expectations of employees. HR and L&D strategy has been defined in the organization for 5 years and is aligned to the organization and business goals. 5 bands of employees go through the Annual Performance Management System following the Balanced Score Card Approach/ bell curve norms.

Star Union Dai-ichi Life Insurance Company Limited, Navi Mumbai

Category : Insurance

Star Union Dai-ichi Life Insurance Company Limited, Navi Mumbai is a joint venture between Bank of India and Union Bank of India and Dai-ichi Life Holdings, a leading life insurance company in Japan. HR calibrates each role against the scale of their value creation and difficulty to replace. From being a Bancassurance organization, company’s priorities are shifted to become a multichannel organization such as Agency Business, Broking, Group Sales and Digital Sales. To perform each business channel at optimum levels company believe in the concept of ‘Embrace Digital and Flourish’ thus creating a Technology Driven Organization. Company has maintained consistent and constant focus on promoting diversity and inclusion in the workplace. Talent pool of high potential employees is created who can be capable of taking on the critical business leadership positions.

HP Inc., Bengaluru

Category : IT

HP Inc., Bengaluru develops personal computers (PCs), printers and related supplies, as well as 3D printing solutions. “Unconscious bias” is one prime deterrent when it comes to workplace inclusivity. The company designed a theater based workshop to sensitize not only the HR & Leadership team but also the larger managerial population on the different unconscious hiring biases. To nurture the next line of leadership there are multiple programs including Path Breaker, Inner Game: Transformational Leadership Program, Future Leaders Acceleration Program, I Own My Career – Fireside Chat, The Mentors Circle etc. Talent Development Planning includes the implementation of a new online tool to enable a greater focus on growth and development. Annual Review Cycle guides how company manages, supports and rewards employees for their contributions and growth.

Ashirvad Pipes Private Limited, Bengaluru

Category : Pipes & Fittings

Ashirvad Pipes Private Limited, Bengaluru is a 100% subsidiary of Aliaxis (global leader in advanced fluid management solutions). Company’s main products include pipes and fittings, waste coupling and various types of valves. Some of the key people activities focus includes: Strategic workforce planning: short-term (2023) and long-term (2025); Building young talent pipeline through campus hires; Identifying critical roles; Conceiving “Build | Buy | Borrow” strategy for critical roles; and Building a succession pipeline for leadership and other critical roles. Making diversity & inclusion (D&I) a top priority within company’s ecosystem has been one of the bigger objectives in the strategic agenda. All D&I initiatives are conducted under the umbrella of WE - Workplace for Everyone. Employees give status of targets achieved against each KRA as part of Annual Performance Review.

NTPC Limited, Feroze Gandhi Unchahar Thermal Power Project, Raebareli

Category : Power (Generation)

NTPC Limited, Feroze Gandhi Unchahar Thermal Power Project, Raebareli is a non-pithead station with a capacity to generate 1560 MW of electricity. HR functions include Business HR, Talent Management, Learning & Development, HR Operations, Corporate Communication, Legal, CSR, Rajbhasha. Company formulates short term and long-term business plans. Under this system the 15-year Corporate Plan is broken into 5-year medium term business plans and further into 1-year plans. These are rolling plans that are updated according to changing business environment. Feedback from employees on employee satisfaction surveys/ exit interviews/ grievance reporting are analyzed for causes of employee dissatisfaction. Company’s Career Development and Succession Planning (CDS) policy equips executives with knowledge, skills and experience (learning and development) to face changing business realities and build competencies within the organization to take it to the next level of growth.

Comviva Technologies Limited, Gurugram

Category : Telecommunication

Comviva Technologies Limited, Gurugram is the global leader in mobility solutions. Its solutions have been deployed by over 130 Communication Services Providers and Financial Institutions. “Succession Planning is the process of identifying the critical and leadership positions within the organisation and developing action plans to fill these roles with the correct employees at the right time.” Company has a fair representation of people from diverse backgrounds of nationalities, regions, religion, castes, creed, gender, physical challenges or sexual preferences. The leaders of the “Business of Tomorrow” exposed to residential global learning experiences at institutes such as The Wharton School. Two years ago, the company introduced a process where there is a continuous dialogue and conversation between the employee and the manager so that there is a clear understanding of the expectations from both sides.

Tata Communications Transformation Services Limited, Mumbai

Category : Telecommunication

Tata Communications Transformation Services Limited, Mumbai provides leading business transformation, managed network operations, network outsourcing and consultancy services to telecommunication companies around the world. Company started the leadership dialogue series, leadership & functional townhalls to encourage informal employee sessions with the leaders from different functions. HR Strategy is to enable build company strategy through skills and capabilities that would help build the future employees. AI enabled masking tool is used in screening process. The tool masks the gender, and related information. This step ensures that a candidate is shortlisted based on merit and also informs the evaluator of any unconscious bias. 'Talent Central' is an intelligent platform which brings together various talent management elements. People Connect is through ‘virtual connects’ and townhalls.

Toyota Kirloskar Motor Private Limited, Ramanagar

Category : Automobile

Toyota Kirloskar Motor Private Limited (TKM), Ramanagar is owned by Toyota Motor Corp. Japan and Kirloskar Group India. Its main products/services are SUVs, Luxury and Sports Cars. The company follows Hoshin Kanri (Strategic Direction/Map) process. HR gets guidance from Global Hoshin and Regional Hoshin. Year-wise targets are listed out. Human Resources and Services Group has three divisions: Human Resources; Employee Relations; and Learning and Development. HR strategy planning process is an integrated part of business strategy formulation and provides input for business plan and company objectives. Integrated talent management has elements of performance management, learning management and grievance management.

Bosch Automotive Electronics India Private Limited, Bengaluru

Category : Automobile Ancillary

Bosch Automotive Electronics India Private Limited, Bengaluru manufactures and markets control systems for automobiles including e-vehicles. Leadership teams of all functions join leadership workshops and targets are deployed to all leadership teams at the beginning of year. Targets are captured through goals and performance dialogue (GPD) process. ‘Voice of Associates’ is an exclusive platform for employees for posting any question on any topic to the management. Company follows diversity hiring to reduce potential biases in sourcing, screening and shortlisting candidates related to race, gender and religion. Individual development taps the unique contribution, strengths and motivation of individuals, creating a more successful, engaged and collaborating team. HR leads the future fit talent SFP (Strategic Focal Points) teams.

Aegis Customer Support Services Private Limited (a Startek Company), Mumbai

Category : BPO

Aegis Customer Support Services Private Limited (a Startek Company), Mumbai provides customer life cycle management IT enabled BPO solutions. Collaborative approach is adopted to formulate HR strategy. Diversity is maintained through trainings and recruitment processes. Succession planning and talent needs analysis is part of HR processes. Human Resource Information System (HRIS) and HR decks are created for tracking attrition, absenteeism, grievances, disciplinary cases, accident cases etc. Succession planning process is in place and employee engagement is measured through feedback and surveys and discussions inputs. Functional and behavioural competencies are assessed. Programs like: LEAP, Achieving Continuous Excellence (ACE), System for Training Appraisal and Reward (STAR), Talent Review Process, IDP are in place.

LANXESS India Private Limited, Thane

Category : Chemical

LANXESS India Private Limited, Thane is wholly owned subsidiary of LANXESS Deutschland GmbH. Its main products are plastics, specially chemicals and intermediates e.g. Saltigo, flavours, fragrance, lubricant additives, polymer additives, Rhein Chemie. LANXESS development framework is 70% experience, 20% exposure and 10% education. It has regional learning academy. Three phase strategy for effective HR practice includes: (i) expert debriefing for acute knowledge transfer need – emergency plan for immediate action; (ii) digital plan for documentation of plant related knowledge – digitization and automation; and (iii) continuous knowledge management sustainability strategic work force planning at plants level. ‘myHR’ platform was launched as integrated HR system based on success factor; and x-stream on-line learning system are part of digitisation of LAXNESS.

Western Digital (Sandisk India Device Design Centre Private Limited), Bengaluru

Category : Computer Storage

Western Digital (Sandisk India Device Design Centre Private Limited), Bengaluru is engaged in designing and manufacturing of data technology products: including storage devices, data center systems and cloud storage services. Focus is on equitable, inclusive and diverse workplace. It has active strategy to address short and long term talent acquisition. “Voice of employees” is captured through pulse surveys to help HR deliverables and initiatives. Employee healthcare and safety are priority. Enterprise leadership development framework is in place. Process of annual performance review is aimed at 4 objectives: to align performance and behaviours with organization’s strategy, goals and values to achieve results; to drive enhanced accountability; to link pay with performance; to emphasize manager-employee partnership such that managers understand their role as team leader and coach; and employees receive real-time feedback to improve goal setting.

Accenture Solutions Private Limited, Bangalore

Category : Consultancy

Accenture Solutions Private Limited, Bangalore, fully owned by Accenture Plc., Dublin Ireland, provides IT/ITES services in consulting, technology and outsourcing. HR collaborate with internal communication expert to ensure employees are aware of the key business priorities for the fiscal year and overall organization’s business goals. HR team creates priorities at an individual and team level and updates the same on the performance tool with defined qualitative and quantitative measures of success. myCompetency framework encourages employees to keep their skills up-to-date, select appropriate skills for specialization, invest in L&D, priority skill building, evaluate competency for career growth opportunities. Through myPassion, the company intend to provide employees a platform to pursue and showcase their talent and passion at workplace.

Larsen & Toubro Limited, Mumbai

Category : Diversified Group

Larsen & Toubro Limited, Mumbai is a public limited company, to provide services in EPC projects and sectors like technology, engineering, construction and manufacturing. Large scale interactive process was adopted in 1995 involving 80% of L&T employees across levels during vision development exercise, to make Shared Vision “L&T Way” as ‘global benchmark’. HR teams in 23 business verticals have Head of HR in each business who reports to head of business, who reports to CEO & MD. Even after pandemic sales/employee is constant i.e. 1.81 Crore. Hi5 platform created for reward and recognition. The company has 4 tiered governance structures. Strategic supervision by board, executive management (ECOM), strategy, and operational management (independent companies, and Business Unit). HR council is unifying HR role. Pan L&T midcareer women leadership development.

Engineering Staff College of India, Hyderabad

Category : Education and Training

Engineering Staff College of India (ESCI), Hyderabad is an autonomous organisation of the Institution of Engineers (India). It provides training, consultancy, academic pursuit and research in engineering field. ESCI has built its brand with its strategic Human Resources development. HR Department plays a key role in achieving the objectives, goals and success of the organization. ESCI uses best HR & management practices, ethics, culture and efficient feedback system and motivation of employees. HR team is always in the process of identifying talented, skilled employees through analytics, team members’ contribution and skill set based job rotation. HR team encourages employees to participate in decision making and provides regular training for capacity building.

Fullerton India Credit Company Limited, Mumbai

Category : Financial Services

Fullerton India Credit Company Limited, Mumbai is owned by the Sumitomo Mitsui Financial Group or SMFG, Japan and by Fullerton Financial Holdings, Singapore. Main services are financial products to varying needs of salaried and self-employed individual in rural areas. 80% of leadership (junior and middle management) in rural areas, are occupied by in house grown talent. Succession planning for senior and middle level management, non-branch employees, competence mapping are regularly undertaken. Strong focus is placed on leadership and people issues. Hiring from local villages is done. Total 1300+ youth were trained at Yuva Kaushal Career Academy; and 700+ youth got jobs; 50 were absorbed by the company. Women @ Fullerton Group program enables women employees to motivate, learn, grow and lead.

Tech Mahindra Limited, Mumbai

Category : IT

Tech Mahindra Limited, Mumbai is part of the Mahindra Group, established in 1986 to provide digital transformation and adoption of digital technologies and establishing new competencies through strategic collaboration to help solve business problems for its customers. Company’s platforms ensure communication to employees to make them aware of strategic imperatives such as global business scenarios, while at the same time update them about company’s performance and direction. The strategy planning is done through the Balanced Score Card (BSC) approach. Company is adopting market transformation to deliver the next generation technologies to create a human-centred experience through ‘As a Service Model’ while the network of the future will propel its transformation to all the end markets and geographies in which the company serves.

Bharat Aluminium Company Limited, Korba

Category : Mining & Metallurgy

Bharat Aluminium Company Limited, Korba is owned by Vedanta Resources and Government of India. Its main products and services are basic metals and fabricated metal products. Company has culture of transparency. HR has several platforms open to employees to communicate its policies and strategies, vision, mission and values. Based on vision and mission of the company identified focused areas are classified as short-term and long-term or period specific. Manpower need is derived from HR business plan. HR business plan is direct translation of business needs in terms of manpower requirement implementation and procedural merit of recruitment process. V-Build Career development program is specially for preparing female employees in leadership role. V-Connect (Mentor-Mentee and Anchoring Programme) for fresh mentees is in place. Team bonding activities, V-Fitness, internal and external survey are done for improving employee work life. Exhaustive tech and behavioural training program are conducted.

Abbott India, Mumbai

Category : Pharmaceutical

Abbott India, Mumbai is a subsidiary of Abbott Laboratory USA. Its products are pharmaceuticals, nutrition, medical devices, and diagnostics. HR plays a key role in aligning business objectives with both employees and management. Various channels of communication are employee town hall, annual meeting and leadership strategy meetings. Diversity and inclusion is a focus area. Effective women participation is observed leadership programs. 81% increase is observed in women representation in succession pipeline. Equal employment opportunity policy is implemented for permanent and temporary jobs. Employee branding and employee value proportion are in place. Indian Talent Strategy (ITS) is flagship talent management and development strategy. It has online mentoring process in place with milestones in mapping. Structured mentoring process is conducted for women employees conducted.

Ashirvad Pipes Private Limited, Bangalore

Category : Pipes & Fittings

Ashirvad Pipes Private Limited, Bangalore is a subsidiary of Aliaxis and offers the widest range of PVC, UPVC, and CPVC pipes. The company’s HR is responsible for: Cultural elements to nurture the environment of inspired performance; Structured, strategic processes and governance to ensure that business vision is aligned and implemented; and Constant Communication. Assessment Centres for promotions and Career shifts are used with self-evaluation, online assessment, cross functional panel interview. Induction program DISHA, and Shadow and refresher programme are in place. Change Management is important function of HR. Cultural and regional diversity in hiring is maintained. SPARK, Gurukul are e-learning opportunities provided online.

JSW Energy Limited, Mumbai

Category : Power

JSW Energy Limited, Mumbai is a public limited company engaged in electricity generation. BOLT and SAMVAD are platforms of communication. It has a long term strategy of succession planning. Company has developed CARE Model, with elements – Communication, Education, Training, Problem Solving Culture and Reward and recognition. It has enhanced adequate business commitment towards engaging employees. EDP training was given to identified high potential employees which was designed for identifying competency gaps. Live projects were given during training and again assessed for profit vs expense, implement-ability, sustainability, effectiveness and its business impact. Future Fit Leaders Program has been launched.

Concentrix Daksh Services India Private Limited, New Delhi

Category : BPO

Concentrix Daksh Services India Private Limited is business service company providing outsource process services in finance, human resource, and customer management. The short term objectives of HR are: increased retention, network creation for women, employee care and CSR; and long term objectives are HR are digitization, building effectiveness in HR capability and e-learning. Its diversity focused recruitment achieved 40% against its target of 33%. Performance review is based on goal setting, self-evaluation and function-wise calibration. Succession planning is in place and home grown talent is promoted, accelerated for high potential employees.

L&T Construction, Heavy Civil Infrastructure IC, Chennai

Category : Construction

L&T Construction, Heavy Civil Infrastructure IC, Chennai is engaged in infrastructure construction. Specific HR projects that contributed to change management process include Organizational Development Interventions for: New Day Clock Project (team strength with cross functional integration); project EAGLE (for millennial group who will be future leaders); and Passionate FLS (front line supervisors) which is a business strategy initiative. Innovative learning and development strategies include Mega project leaders development program etc. Demonstrable outcomes of HR initiatives on performance of business and employees include productivity rate increased in FY 2020-21 on sales by 4.71%. An integrated talent Management System FAIR has been implemented for performance management.

Accenture Solutions Private Limited, Bangalore

Category : Consultancy

Accenture Solutions Private Limited is consulting, technology and outsourcing BPO. HR formulates objective identification of high potential while applying business judgement and integrated talent processes and increased pipeline visibility across business and geographic. Leadership Development Program (LDP) is a 6 month flagship global leadership development program for high potential senior managers designed to enable participants’ success as business leaders. Gender mix is 44% women, more than 80% increase in women headcount in last 5 years.

Bank of Baroda, Mumbai

Category : Financial Sector (Banking)

Bank of Baroda is one of the major PSU banks in India engaged in providing key banking products and services. Specific projects HR has undertaken to contribute to change process include: Amalgamation project with erstwhile Vijaya Bank and Dena Bank; Analytics Center of Excellence – big data project; and Integration Management Office. Demonstrable outcomes of HR initiatives for performance of business and employees include: business / employee @ Rs. 18.88 crores in 2018 (vs. 17.49 crores in 2017). Innovative programs in delivering HR strategy and services include: Baroda Anubhuti – employee engagement post amalgamation; and Baroda GEMS – performance management system which includes continuous feedback through AI data analytics, monthly performance scorecard etc. KRAs with weightages for each role have been defined and communicated to individual officers, via a ‘Role Clarity Tool’.

Union Bank of India, Mumbai

Category : Financial Sector (Banking)

Union Bank of India is a government of India Enterprise headquartered in Mumbai, engaged in providing banking services. Innovations in delivering HR strategy and services (digitization, usage of technology of – HR service delivery) are accompanied with realised benefits and impact. Demonstrable outcomes of HR initiatives on performance of business and employees include quantitative impact, e.g. achievements over target for profitability (49.5%), Retail lending (73%), Current Account and Savings Account (CASA) deposits (65%) etc. Qualitative impact includes generation of 300+ business projects. Specific projects where HR has integrated well with other business units in organisation include: Amalgamation and Covid and ‘Union Xperience’ for change in operating models.

Tech Mahindra Limited, Mumbai

Category : IT

Tech Mahindra Limited provides services in telecom, consulting, application outsourcing, infrastructure outsourcing, engineering services, business services group, platform solutions and mobile value added services. Innovation in HR has created continuous learning by development of a new platform UaaS, for hyper-professionalization, skilling unit, zero touch learning, digital jobs etc. Long term goals of HR include improved employee delight by people culture improvement, employee engagement and retention and great place to work ranking. Improvement in utilization resulted in head count decrease by 1.2% but revenue growth by 7%. 31% of employees are female from 125 nationalities. 30% women on board and 287 persons with disability as part of diverse and inclusive workforce. The company has trained 300 in leadership.

Hindalco Industries Limited, Hirakud Complex, Hirakud

Category : Mining and Metallurgy

Hindalco Industries Limited, Hirakud manufactures and markets aluminium ingots, foils, wire rod, etc. Hirakud Complex consists of smelter plant (216 MTPA) to produce aluminium and a power plant of 467 MW for internal consumption. HR team plays a crucial role to improve manpower productivity, developing technical skills, leadership skills, promoting diversity, creativity and collaborations for quality of life. Manpower productivity has increased in terms of ton/employee in previous year and absenteeism rate dropped. Attrition rate of employees has decreased to 1.05% in 2019-20. HR strategic plan includes various initiatives to replace the ageing workforce of the unit through succession plan, recruitment and attrition control. Gender diversity is promoted.

Abbott India, Mumbai

Category : Pharmaceutical

Abbott India is engaged in production of diverse range of pharmaceuticals, devices and diagnostics tools. Integration of HR services with business has resulted in positive impacts of attrition reduction of 52% for Territory Business Managers and 25% of First Line Managers (FLM) for 2019. Innovative projects for delivering HR strategy and services include: “mind strong initiatives – integrated wellness strategy” and AI enabled chat bot for HR queries. Projects where HR integrated well with business include “Accelerate Project” for first line Managers; “Over the counter” talent strategy etc. Diversity strategy and inclusion initiatives include “Women Leaders of Abbott (WLA)” program. Demonstrable outcomes of initiatives for employee and business performance include Y-O-Y sale achievement growing 1.5 times, increase in average value of deals, reduction in attrition rate to 15% in 2019.

NTPC Limited, Sipat Super Thermal Power Station, Bilaspur

Category : Power (Generation)

NTPC Limited, Sipat Super Thermal Power Station, Bilaspur was the first project to use super critical technology for its 3 units of 660 MW and 2 units of 500 MW. HR team has contributed for two metrics i.e. generation per employee and Man/MW ratio (number of employees per MW). The attrition rate at station during the last two years is 0.1%. Ratio of women employees at station have improved. The station has a Regional Learning Institute (RLI) for Learning and Development. A weekly planner system is in place wherein at the start of the week, all executives pre-plan max 5-6 activities to be undertaken during the week. Ensuring business continuity and well-being of all stakeholders during Covid-19 through focused teams, well planned and monitored actions as HR’s priority and approach to ensure continuous generation.

Mundra Solar PV Limited, Mundra

Category : Power (Renewable)

Mundra Solar PV Limited is engaged in design, manufacture and supply of solar photovoltaic cells and modules. Based on HR enablers, HR activities and HR outcomes are defined in terms of metrics: Manpower cost as percent of revenue; reduction in attrition rate; and enhanced employee engagement score. Reduction in attrition rate has been 16.8% in 2018-19. Specific techniques HR has taken to contribute to change management process are: Business sustainability and capability building for retention of HiPOS (High Performance individuals). Evidence of improved performance stemming from gains in specific employee skills and capabilities include: Highest production of modules, contributing to 26.51% in terms of module quantity for highest modules line production in Jul’2020.

Sterlite Power Transmission Limited, New Delhi

Category : Power (Transmission)

Sterlite Power Transmission Limited is developer of power transmission infrastructure projects in India and Brazil. It is also sponsor of Indi Grid, India’s first power sector infrastructure investment trust. The company has created multiple leadership platforms through which leaders share information, reinforce core purpose and values. The platforms include quarterly MD townhalls, Samvaad and Sampark (engagement and communication initiatives), Solutions Connect, Chai Pe Charcha, digital workshops etc. During the year, the company launched a leadership development initiative where 60+ top leaders in the organization have undergone a development journey of learning interventions, individual development planning etc. Work models for employees re-defined with focus on productivity during Covid-19 pandemic. Almost 30% of current workforce comes from diverse sectors and 12% is gender diverse.

TRL Krosaki Refractories Limited, Jharsuguda

Category : Refractories

TRL Krosaki Refractories Limited (formerly Tata Refractories Limited) manufactures basic, dolomite, fireclay and alumina, silica, flow control and top-hole clay refractories. Unique talent identification system introduced by HR to identify and categorise talent into high potential and expertise. The strategic plan is to foster performance – oriented culture, evolve strategic business partner and move towards to be an ‘employer of choice’. A goal-setting exercise is a major keystone that helps to achieve the stretch targets related to business goals. The objective of developing a workforce with focus on gender and regional diversity has following strategies i.e. appropriate job roles for female employees, recruit develop and retain female employees, improve regional mix in the officers level, attract and retain talent. The next 5 years plan has objective to increase gender density to 12% in officer grade.

Ericsson – Global People Services, Gurgaon

Category : Telecommunication

Ericsson – Global People Services focuses on HR shared services within Ericsson group. The innovations in delivering HR services include four dimensions of people, process, technology and continuous improvement. HR contribution to operational performance is achieved by various methodologies such as Value Stream Mapping (VSM), data quality and process improvement framework. Detailed Diversity & Inclusion (D&I) strategy with roles and responsibility have been defined. Innovations in delivering HR strategy and services have resulted in improvement of customer satisfaction score by 5% leading to pyramid rationalization and cost efficiencies. Initiatives for performance of business and employees have resulted in increase of employee satisfaction by 13 points, as per organization wide voice survey.

Airports Authority of India, New Delhi

Category : Transportation (Airports)

Airports Authority of India has worked on accelerating the integrated development, expansion and modernization of the air traffic services, passenger terminals, operational areas and cargo facilities at the airports in the country. The company has introduced initiatives like change management, implementation of e-office for faster decision making, payroll automation, employee self-service portal, online performance management, ERP system, capability enhancement through virtual trainings, leadership development programs etc. AAI has made a successful transition from conventional performance appraisal system to key performance area (KPA) based performance management. The company allows equal opportunities to men and women in leadership positions. Differently abled constitute 1.4% of total manpower.