9. Human Resources
Performance Culture
To build a strong performance culture across the organization, a new performance structure was created that clearly defines Profit and Loss (P&L) accountability at regional and field levels. As part of this new way of functioning, specific roles have been assigned to senior leaders to enable greater empowerment, leading to higher accountability. Teams focused on specific business targets have been created and team goals have cascaded down to the last team member.
Individual rewards have been designed based on their line of sight. Senior leaders went through transformational leadership program aimed at leading strategy and execution in their regions. The P&L structure, supported by effective mentoring by the top leadership and communication workshops, has helped create a sustainable performance culture within the organization.
Leadership Journey
To support our P&L leaders in this journey, the ACC - Ambuja Leadership Academy (AALA) in association with Indian School of Business, Hyderabad, has designed and delivered a program on Transformational Leadership. The objective of the program was to equip the leaders with the additional skillset required to effectively handle P&L responsibilities and lead strategy 2022 in their regions.
Talent Development
Super Assisted Intelligent Learning (SAIL)
The Company has introduced a Digital Learning Platform by using micro learning, to enable targeted and impactful training to the employees, at their convenience. The rationale behind SAIL mechanism is to provide learning and development modules and trainings access to firm-wide employees. These can be accessed via both, web-based and mobile applications.
Virtual Learning for Sales Personnel
16 virtual classroom training sessions were conducted, in addition to classroom programs, thereby covering a wider employee base. These sessions have ensured that the field force widened their knowledge and skill-set horizon with the aid of technology, while continuing working on the field.
People For Tomorrow (PFT)
‘People For Tomorrow’ is an initiative to identify exceptional talent at our plants, plug competency gaps and enable succession planning. It helps us ensure that we have the right people in the relevant roles with specific competencies, at our industrial sites.
This is achieved by determining the key roles which drive performance at the plant, assessing the competencies of employees in key roles and their successors, identifying and training potential employees and new joiners and to cater to the workforce and talent requirements.
Productivity and Industrial Relations
With continuous monitoring of corrective manning at plants and offices over the last three years, manpower productivity has improved by 25%.
Long-term wage agreements impacting 1,000+ workers were negotiated and agreed upon with respective unions in the integrated plants and grinding units. These settlements will further help improve productivity and boost employee morale, along with maintaining harmonious industrial relations.