83rd Year | 2021-22 | Integrated Annual Report
At the centre of all that we do are our people. We constantly invest in their health and wellbeing, alongside ensuring a safe workplace environment and enhancing their competencies to enable them to excel in their roles. We have re-engineered learning and development to help our employees shape their professional development.
We are focussed on supporting our business strategy by bringing in the right talent /skills and right-sizing to enable a lean,
multi-skilled and productive structure. We are leveraging retirements as an opportunity to right-size and redefine skill profiles in
roles as required for the future. We are reviewing our structures to align it with customer and business needs, and incorporating
best practices across geographies.
Our internal job posting platform SHINE+ for the India entities has helped to meet skill requirements and provide enriching
careers across both existing and new business segments. Our Graduate Engineer Trainees (GETs) programme executes our
diversity agenda with an intake of 50% women engineers, who are being groomed to build a pipeline of technical
talent for our operations.
*Manpower productivity = PBT/Total Employees
While the year witnessed a continuing impact of COVID-19 on the work, family and social lives of our workforce, we managed to
ensure minimal disruption to operations by staggering deployment and rostering as required. Several vaccination drives were
conducted at many locations for the protection of employees and their family members. With a strong emphasis on mental health
awareness, we organised counselling at TCE, TCML and India entities. The Employee Assistance Programme under the ‘We Care’
umbrella gave emotional and mental wellness support to India-based employees and their families.
We impart continuous training through multiple digital learning platforms like edX, Global Gyan, Tata Tomorrow University (TTU)
and LinkedIn Learning across entities.
Leadership development interventions under the ‘Future Ready-Future Engaged’ framework include 3-tier Tata Group leadership
programmes, breakthrough series for women leaders (for India entities), future leaders programme (at TCE), career development
programme (Rallis), and Arjun Sales Training (Rallis). Other interventions for developing and upskilling talent include
functional/technical training, on-the-job training, rotational stints and alliances with learning partners, academia and research
Learning as part of Enrich platform (1,610 hours in FY 2020-21)
Certifications from best
universities through edX
We continually modernise our peoplefriendly policies, based on feedback, and run multiple engagement programmes to keep
employees motivated. In FY 2021-22, an internal enterprise survey was conducted with a response rate of 93%. ‘Leadership
Connect’, a platform for members of the Board to interact with a diverse group of employees in TCL India and Rallis, helps
understand the pulse of employees and the business.
Internal Employee Engagement score
to employees through the ‘Kudos’ online rewards platform in TCL India
Employees in R&D
Training days per employee
% Employees trained under Manager/
At TCL India, we completed the first two phases of the digital transformation journey under the One Tata One Operating Network
(OTON) by launching the myWOW (My World of Work) HRMS Oracle platform. The complete suite of modules and an AI-based
chatbot has been launched. We also digitalised our payroll and leave-and-attendance management processes. TCE has also
launched its onboarding module
The single sign-on-based, mobile-enabled platform provides better user experience to our multi-generational workforce. It also
assists managers with team management in an informative and better manner. Digitalisation has helped standardise and
automate business processes and workflows, allowing the HR department to spend less time on administrative tasks and spend
more time on partnering with stakeholders for adding value to the operations.