With our structural re-alignment into Basic Chemistry Products (BCPB) and Specialty Chemicals Products (SCPB) businesses, we are undertaking business-specific changes in our people management approach in order to make ourselves leaner, agile and flatter. For our SCPB, self-managed teams have been institutionalised to foster collaboration, speed and customer-centricity in the workforce. We have also restructured our Innovation Centres (IC) and are focussed on driving greater synergy among Metahelix and Rallis's operating teams post their merger.
We continue to strengthen our core competencies of customer-centricity and operational excellence through training and implementation of 5S and Business Excellence tools. To provide access to contemporary concepts, we offer platforms like edX and certification courses from the best global universities. On the leadership development front, we invested in executive coaching, leadership journeys for high potential women, immersive programmes on Felt Leadership and manager development. We continued with the 'iNNCOTECH' platform to facilitate outside-in perspective and bridge Innovation and Technology through Collaboration. We are using'Tech Talk' platform to share information on latest developments in our Innovation Centres.
As we envisage scaling new businesses, investing more in digital initiatives and building niche/specialist skills, we focus on hiring skilled talent and enhancing the capabilities of our people. Our intent going forward is to further R&D capabilities and collaborate with academia and premium research institutions to drive focussed innovation and create science-led solutions.
We launched an online Reward & Recognition platform 'KUDOS' HR Helpdesk for timely resolution of employee queries and a biometric-based self-managed attendance system, 'SMART' We provide employees a platform to opt for career changes through our '+SHINE' programme while also emphasising on various elements of diversity to create a more inclusive organisation.
Several changes in HR policies and processes are updated and relooked to modernise them based on recommendations received by cross functional teams under the 'Refresh 2020' initiative.
Our migration to an integrated HRMS solution in FY 2020-21, will enhance employee experience and improve the operational efficiencies of the HR function, while driving both workforce and workplace transformation.
Our campus to corporate induction programme for Graduate Engineer Trainees was enhanced and re-branded as 'Aarambh'. Using a mobile-based platform, we are engaging with the new batch of GET's even before they come on board, giving them an overview of the organisation and our values through carefully crafted learning content. Their year-long learning journey covers experiential learning, CSR and technical projects and access to a programme on foundational leadership competencies -'valYOU starter' enabling them to lay a strong foundation to their budding careers.
As we continue our transformation journey towards becoming a leading sustainable science-led solutions company, our key theme for human resources this year is to create an organisational climate that nurtures diversity, operational excellence, innovation and greater cooperation and synergies among teams within and across businesses and functions. We will continue to invest in our workforce to enhance their skills and competencies required for the organisation of the future.
Chief Human Resources Officer
