Our focus remained on building high-performing, consumer-focused teams while nurturing a diverse and inclusive work environment. Central to our approach lied the purposeful embedding of a 'Growth Mindset,' which is firmly anchored in our core values. This encapsulated our aspirations for our organisation as well as the professional & personal aspirations of all our People. We prioritised shaping the DNA of Tata Consumer Products by aligning our people processes with the signature behaviours associated with a Growth Mindset.
Our core value of 'EMPATHY' shines through a Growth Mindset where we emphatically state that
We are obsessed about keeping Consumers & Customers first in our hearts - that's why we are
here!
Our core value of 'EXCELLENCE' is linked to a Growth Mindset where we commit that
We are trailblazers in executing with Excellence … Together as One Team!
Our core value of 'OWNERSHIP' comes through clearly in a Growth Mindset where
We take Ownership of our business … delivering value for our Stakeholders. No Compromises!
Our core value of 'AGILITY' is bolted on to a Growth Mindset that states
We are Open to Continuously improving … Continuously innovating … For Better!
Our core value of 'INTEGRITY' is woven into a Growth Mindset where
We live & breathe our Tata Code of Conduct!
Throughout the year, our workforce continued to be fuelled by a shared passion for creating better products for a better life. We remained committed to encouraging a culture that not only inspired peak performance but also empowered our people. We emphasised diversity and inclusion; our organisational culture facilitated collaboration and creativity, nurturing a progressive workforce.
Our annual employee engagement survey served as a valuable tool, offering insights into the organisation's pulse. We continued to actively listen to team members at various stages of the employee life cycle. This approach helped us gain valuable feedback, identify areas for improvement and enhance the overall employee experience within the organisation.
We conducted thorough analysis of both qualitative and quantitative data to comprehend the feedback received. Subsequently, this feedback was cascaded to employees through Focus Group Discussions (FGDs), during which areas for improvement were identified collaboratively with the employees. This year, the Executive Committee decided to reduce the frequency of surveys from twice a year to once, with the primary focus shifting to action planning and initiatives that helped drive engagement. The Executive Committee reviewed these actions quarterly to ensure effectiveness and alignment with our goals.
We launched a strong Internal Communications (Intranet ) platform—My Tata Consumer—that enabled our
employees to learn, share, communicate, collaborate, and connect better with the organisation.
The new and upgraded Intranet available on web and mobile, with its user-friendly interface and
best-in-class features, has great search functionality and single-click access to the most used apps
and
documents, which has strengthened our efforts towards building a highly- connected organisation.
Since inception, 'My Tata Consumer' has been a one- stop platform for driving internal
communications
and engaging with our employees, enabling us to break silos and encouraging effective communication.
Our Reward and Recognition framework celebrated wins and inspired people to aim higher by unlocking the value of cross functional collaboration.
Talent acquisition is crucial to ensuring we have
the right people in place to drive our organisation forward. This conviction led us to champion
#ForBetter Opportunities, thereby creating a dynamic workplace and upholding ethical standards
that
align with our organisational ethos. Significant focus was placed on fortifying our sales team
and
positioning ourselves for accelerated growth.
We stayed true to our commitment to professional and personal development. This dedication led
to
the implementation of several internal hiring programmes that have opened novel avenues for
facilitating internal talent mobility. Simultaneously, external hiring efforts targeted emerging
and
specialist domains, including E-commerce, category marketing, strategic procurement, digital and
AI,
strengthening our capabilities and ensuring a diversified, skilled workforce that would propel
our
success.
We celebrate the myriad perspectives, backgrounds, ethnicities, ages and genders that enrich our
workforce, embracing a culture of inclusion and diversity. At Tata Consumer, authenticity is not
just
encouraged, it is a cornerstone of our ethos; empowering every individual to bring their whole
selves to
work. Acknowledging the value of diversity in driving growth, we remained dedicated
to promoting gender diversity within our organisation, encouraging more women to assume leadership
roles.
Our commitment to DEI extends beyond rhetoric, as we strive to create a workplace truly reflective
of
our diverse consumer base. In doing so, we not only meet our ethical responsibilities but also
acknowledge DEI as a fundamental business imperative, ensuring that, as a united workforce, we grow
together as a team.
Endorsed by the CEO and guided by senior women leaders, the Global Women's Inclusion Network facilitates an environment where women excel. The WIN aims to promote the career advancement of our women team members within the organisation.
A dynamic group mentoring programme that provides a platform for women to mobilise, connect and empower each other. Through structured mentoring sessions, participants are equipped with the tools and support necessary to excel in their respective roles.
We honour our women role models who have shaped the way we operate—'Executing with Excellence'— and who inspire us to lead with integrity. As part of our ONEderful World initiative, we created a short-film to celebrate gender-diversity in our organisation.
Ensuring the well-being of our team members is integral to enhancing productivity. In keeping with
this,
we
instituted a comprehensive wellness programme encompassing stress management, mental health support,
physical fitness and financial management.
Our people benefit from initiatives, like the Annual
Health Check-up Programme, equipping them with proactive healthcare measures. We also organise
holistic
programmes to ensure the emotional well-being of our personnel. Moreover, we strive to enhance the
financial
literacy of our team members by conducting webinars.
We observed Mental Health Awareness Month in October, a testament to our dedication to raising
awareness,
providing tools for emotional health management
and ensuring the availability of Employee Assistance Programme (EAP) support for our team members.
We introduced a Well-being App in our international business, underscoring our commitment to prioritising the health of our personnel wherever they are present. In the UK, trained Mental Health First Aiders are available to guide and support team members in need of assistance.
We are a learning organisation focused on the continuous improvement of our teams and team members.
To
help our people unlock their potential, we offer a wide range of tailored learning experiences and
resources at every stage of their professional journey.
These initiatives focus not only on honing functional or business-specific skills but also on
cultivating broader professional and general management competencies. Following a proactive approach
to
employee development, we consistently enroll our workforce in targeted programmes at the Tata
Management
Training Centre, ensuring the acquisition of pertinent professional skills across various
organisational
levels.
Our integrated Learning Management System, in collaboration with LinkedIn Learning, provides access to a vast repository of over 18,000 learning resources. This platform serves as a comprehensive hub for both professional and functional skill development.
'EdgeforMe,' our centralised learning platform, was reimagined during the year and institutionalised as the go- to destination for all learning needs. This platform ensured a seamless and user-friendly experience, consolidating various learning resources for skill enhancement.
It is a functional skill-building initiative aimed at building a future-ready and resilient organisation by investing in tailored mission-critical skills across sales, R&D, marketing, procurement and digital functions that empower both teams and individuals.
Complementing digital learning, our in-person workshops focused on building functional skills customised to specific departments. Notable workshops included the fundamentals of sensory technique for R&D, consumer sensitivity workshops for the marketing team in packaged foods and agile project management for the digital team, to name a few. These workshops leveraged external consumer reports and sales data to identify real-time opportunities, ensuring our teams are well-equipped to navigate the dynamic FMCG landscape.
Invested in
We focused on ensuring that our leaders possess the requisite capabilities for effective strategy execution. We made targeted investments in future-fit, critical and scarce skills development programmes to equip our workforce for the future.
We undertook a robust assessment of potential candidates for leadership positions, which involved identifying and nurturing their readiness through targeted interventions. These interventions encompassed on-the-job experiences, cross-functional projects, talent mobility across departments, executive coaching and engagement in leadership development programmes conducted in collaboration with the Tata Management Training Centre, Pune.
Our flagship general management programme was implemented as a high-impact developmental intervention. Tailored to align with our growth aspirations and customised to fit the dynamic FMCG landscape, this programme was instrumental in shaping leaders who could steer the organisation towards long-term success
Recognising the significance of interpersonal skills in team building, we successfully implemented the S.O.A.R. Manager Capability Development programme for the past three years. This initiative empowered people managers to achieve the right balance of skills, fostering high- performing teams that substantially contribute to our organisational objectives.
A robust entry-level cadre building programme to develop skilled leaders who share our strategic vision was also developed.
This initiative equips recent graduates with a strong foundation for successful careers in the domain of Commodity Sourcing and Management.
This programme offers hands-on experience to young chartered accountants, preparing them for future finance leadership roles.
Through this programme, we identify promising postgraduates from renowned business schools, providing them with essential skills to grow in an accelerated manner and become leaders of tomorrow.
Management
trainees joined as
part of Emerging
Leaders Plus (ELP)
Programme.
By prioritising workplace accountability, we urged our employees to take ownership of their conduct and choices, especially when no one is watching. We clearly communicate our Tata Code of Conduct, instilling a sense of deep responsibility about upholding the reputation of the Organisation and oneself at every level to ensure that our actions and decisions were guided by ethics.
As part of our commitment to empowering our people managers, we conducted organisation-wide capability-building sessions. These sessions focused on essential aspects such as industrial relations, employee relations and team management, equipping our managers with the requisite skills to establish an enduring workplace impact.
Our TCoC is designed to raise awareness and enhance understanding of ethical conduct guidelines across the organisation, fostering a culture of accountability in our everyday operations.
We pursued the digitalisation of our compliance processes, particularly those pertaining to relations with contract workforce. We aimed to introduce an in-house dashboard that would serve as a centralised platform for managing and accessing compliance-related information.
