Create a future-ready organisation
At Tata Consumer, we understand that leveraging the diversity of our employees, investing in their capabilities, and creating a culture that promotes a growth mindset are critical to achieving our aspiration of becoming a premier FMCG organisation.
Throughout the year, we have implemented various initiatives to support these areas. We have invested in employee learning and development programmes to build capabilities, identified, and developed our key talent, focused on a fair distribution of rewards, and strengthened our entry-level hiring programmes.
We also continued to focus on improving women’s representation in our India business, sensitising employees, and investing in policies and infrastructure to support a diverse workforce. We continued to celebrate and recognise exceptional work by our employees and reported stable employee engagement scores this year.
We believe our continued investment in these areas will benefit our employees and positively impact our stakeholders and shareholders. We are committed to creating a workplace, where all employees feel valued, included, and supported in their personal and professional growth. Through our ongoing efforts in these areas, we hope to create a culture of excellence for the long-term.
Diversity and inclusion (D&I)
Our D&I vision is to attract, retain and advance diverse talent and leverage the diversity of perspectives to innovate and grow as an organisation. To this end, our DEI framework (Diversity, Equity, Inclusion) framework encompasses four key elements:
- Strengthening the culture of inclusion;
- Improving infrastructure, policies, and processes;
- Continuous communication; and
- Enhancing the representation of women in our workforce.
Our India Marketing Teams, Global Research and Development, and the International Business are gender balanced. They reflect the diversity of the millions of consumers we serve every day.
KEY INITIATIVES DURING THE YEAR
Global Women’s Inclusion Network (WIN)
We launched a women’s network sponsored by the CEO with senior women leaders as advisors and mentors. The network held 2 global and 2 regional events, provided a platform for group mentoring, and created opportunities for women to learn from one another. It is the first-of-its-kind Employee Resource Group at Tata Consumer. We will continue to strengthen our efforts in engaging our women talent through this network.
Policies and infrastructure
We now provide on-site/near-site daycare centres at our office locations in India. We also introduced a safety policy for women, a parental support programme, and medical insurance for partners of LGBTQ+ employees, amongst others, enabling a diverse workforce to thrive at Tata Consumer.
Sensitising employees
We helped managers reflect upon their biases and understand inclusive behaviours. We also sensitised employees about various strands of diversity like gender, including LGBTQ+. We built the capability of over 30 HR Business Partners and Talent Acquisition professionals to identify bias hotspots in the hiring process and define ways to mitigate them.
These efforts have helped us stay focused on inclusion, while improving women’s representation in our workforce.
Hiring the right way
Having the right people in the right roles is essential for any future-ready organisation, and for a growing Company like ours. We take a proactive approach to capacity and capability building, keeping in mind consumer needs and the operating landscape, while staying focused on creating a diverse workforce.
To achieve a balanced mix of internal and external talent, we assess our internal capabilities through multiple interventions that align with our Talent Management Framework.
Our focus is on developing our internal talent, and we create a workforce plan based on our organisational needs and existing internal talent to fill critical roles. For any areas where we may lack internal talent, we look at external sources to fill those gaps. Currently, 31% of all vacant positions have been filled with internal talent.
31%
Vacant positions filled with internal talent
Investing in young talent
We are committed to expanding our young talent pool through targeted hiring initiatives.
Our Emerging Leaders Plus (ELP) Programme brings in the most promising postgraduates from renowned business schools and equips them with the necessary skills and experiences for management roles. CAnvas is our Finance Trainee programme that provides young Chartered accountants the opportunity to gain hands-on experience and prepare for future finance leadership roles. The Future CSMO (Commodity Sourcing & Management Organisation) Leader Programme gives recent graduates a solid foundation to build their careers with us.
These programmes strengthen our organisation and lay the foundation for a vibrant and sustainable future by investing in young talent.
27%
Women hired in the ELP programme
Bolstering collaborations, enhancing capabilities
PROJECT ELEVATE
To address organisational challenges, we devised a learning programme called Project Elevate. It brings together employees from different areas of the business and hierarchical levels to collaborate to achieve Company goals. It focuses specifically on the following areas:
- Enabling a more efficient pathway for New Product Development to help achieve innovation goals
- Equipping leaders with digital acumen so they can be internal catalysts of change
- Honing problem-solving capabilities in relevant roles
- Fostering a culture of commercial acumen Company-wide
Learning and development
LEADERSHIP VOYAGE
Leadership Voyage is our flagship programme based on Tata Consumer’s six strategic pillars. It has been running successfully across India in collaboration with SDA Bocconi School of Management, Italy and Tata Management Training Centre, Pune, to develop identified high-potential employees. The programme has now been launched for our international businesses.
SOAR (MANAGER CAPABILITY DEVELOPMENT PROGRAMME)
In line with the organisation’s focus on building an engaged and high-performing talent pool, the SOAR programme has been revamped from a self-paced format to a blended format with experts facilitating the learning through various tools to equip managers to lead effectively.
PACE (PROPEL WITH AGILITY AND COMMERCIAL ACUMEN)
The primary objective of the PACE programme is to cultivate agility and commercial acumen among sales staff by honing their ability to accurately diagnose the underlying causes of issues and provide effective solutions.
Measuring employee engagement
InterACTIONS is our six-monthly employee engagement survey that provides valuable insights for driving action plans at both organisational and managerial levels. Through this survey, we gather critical feedback from our employees to identify areas for improving Tata Consumer’s culture and building managerial capability which enables development and retention of talent.
We use the survey results to develop action plans that address critical issues and support ongoing efforts to boost employee engagement. Our commitment to regularly conducting InterACTIONS ensures that we remain attuned to the needs and expectations of our employees.
73
Overall engagement score
Recognising excellence
We continue to reward and recognise excellence, the personification of the Company’s values, and innovation through our organisation-wide and functional recognition programmes.
This year, we introduced the Hall of Fame, our Annual Awards Programme that recognises and rewards teams for their high-impact work and contribution to our growth story. This reaffirms our commitment to recognising cross-functional collaboration that leads to high-impact results across the various parts of our business.
We are committed to recognising cross-functional collaboration that leads to high-impact results across the various parts of our business.
Focus on holistic wellbeing
During the year, we conducted several wellness webinars focused on mental, emotional, physical, and financial health
We partnered with HealthifyMe to focus on holistic wellbeing through a gamified 8-week health challenge
Continued to partner with YourDOST to provide counseling services to employees and their four dependents
International business
As part of talent management, we continued to enhance our talent mapping programme by delivering focused training for senior leaders and sharing knowledge across the organisation through secondment placements.
Key leaders from the international business were taken through a leadership strategy programme to drive collaborative working and a growth mindset.
Initiatives to foster greater collaboration and inter-team effectiveness received greater focus, with sessions on ‘ways of working’ to support the Field Sales/Trade Marketing/Marketing team in the US.