OUR PEOPLE ARE AT THE CORE OF OUR BUSINESS AND THE REASON FOR OUR SUCCESS. OUR ROBUST POLICIES ARE AIMED AT PROVIDING AN INCLUSIVE WORK ENVIRONMENT AND IMBIBING A CULTURE OF TRANSPARENCY, INCLUSION, COLLABORATION, AND EXCELLENCE TO MEET THE ASPIRATIONS OF OUR PEOPLE WHILE ENSURING THEIR SAFETY AND WELFARE.
We strive to foster people empowerment and imbibe an entrepreneurial zeal amongst our employees. Our managers aim to build a strong culture of putting people first while also focussing on serving our customers and communities. The people engagement charter has both strategic as well as tactical initiatives which are deployed at all levels across the organisation.
The Great Place to Work, India, has recognised Havells as India's Best WorkplacesTM, Building a Culture of Innovation by All, among the Top 50 large organisations. This recognition identifies us as having successfully inspired our employees to innovate by fostering a culture that encourages and empowers them to try new and better ways of doing things. It is also a testimony, that we excel in people practices supporting innovation and creating a culture that nurtures innovation.
The focus on employee safety continued with regular management reviews backed up with the rigorous regimen of safety drills, zone-wise daily audits, addressing fire safety using 247 check points, training, inter-plant safety assessments, third party audits, and strengthening of the infrastructure. There was a large-scale involvement of our employees in the safety agenda through dedicated Kaizen Safety months. The number of safety kaizens increased from 2,500 in FY 2021-22 to 3,131 in FY 2022-23. Workplace Safety & Implementation of Safety Culture is an ongoing journey and would continue to be our focus area.
We continuously promote learning and development in our organisation, and this year, there was a renewed focus on enhancing organisational capabilities for the future. We concentrated on hiring young people while also building capabilities of our existing talent pools.
From campuses, we made offers for about 212 final placements. We covered the best engineering, management institutes and polytechnics for campus selections to hire young Post-Graduate Trainees, Engineers, Management Trainees, and Diploma Engineer Interns. This is being done across functions viz. Sales & Marketing, E-Commerce, Manufacturing, R&D, Supply Chain, Packaging, etc. We also engaged 58 summer interns. The idea of taking interns is to give them projects and assess them for PPOs (Pre-Placement Offers) next year.
We have also created an organisation-wide Learning & Development (L&D) framework across every level of the organisation. A career development centre “Pragati’ was launched for our frontline salespeople to become first-level managers. For our first level sales managers, a management development program called ‘Unnati’ was conducted. A learning and development roadmap has also been prepared for Plant Operations which would be rolled out next year. Our internal Learning Management System (LMS) ‘Saksham’ is being further augmented to meet the emerging learning needs and enhanced learner experience (LXP).
We completed a Talent Mapping exercise, for critical roles, so that we have a clear visibility of our internal talent, for meeting the Company’s future growth aspirations. To build leadership capabilities, a 360 degree feedback exercise was conducted covering multiple senior managers. This would be backed with individual feedback reports which would support their development plans.
We also executed our talent strategy by completing the target of building a whole new team for our green field project in Sri City, through a combination of internal talent movement and lateral hires. This was done in a short span of five months which has been one of the contributing factors towards the successful early commissioning of the project.
We have undertaken meaningful efforts to foster diversity in our workforce. We understand that diversity of thoughts, backgrounds, and experiences adds value to the Company. As a progressive step to maximise gender diversity, it is our vision to make our new Sri City plant a role model within the Company, by targeting close to inducting 100% women on the shop floor. Presently, women hold ~80% of the shop floor positions at this plant.
At Havells, we ensure that there is full adherence to the Code of Ethics and fair business practices. We follow a no-discriminatory policy, and the Company believes in creating workspaces where a diverse set of people can contribute and thrive. This will continue to be our thrust area as we continue responding to the changing needs of our customers and work towards providing a framework that is best suited towards creating long-lasting, collaborative relationships.