Award Winners Case Studies 03 05

SHRM Excellence Awards 2020 AWARD WINNERS CASE STUDIES 03 05

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101 ABOUT SHRM INDIA

SHRM (Society for Human Resource Management) is the largest professional, not-for-proﬁt Human Resource association globally with more than has 3,00,000 members in 165 countries and impacting 115 million employees worldwide.

Being the foremost expert, convener and thought leader on issues impacting today’s evolving workplaces, its mission is to empower people and workplaces by advancing HR practices and by maximizing human potential through globally recognized certiﬁcations, research, professional development opportunities, collaborative communities, comprehensive resources, academic alliances and advisory services.

About SHRM India SHRM India’s focus is to provide world class and globally recognized platform for thought leadership, sharing of best practices and professional networking as well as Advisory Services using its vast and well researched body of knowledge and a highly experienced and client focused team. in the Indian subcontinent.

SHRM India solutions include a bouquet of professional development programs, customized learning frameworks, capability building interventions and assessment, that are offered through in-person, virtual as well as blended learning modes and focus on the development of the individual capabilities and competencies of HR practitioners.

Apart from building capabilities of HR teams, our Advisory Services also offer in-house learning and development initiatives for different career levels and functional areas as well as tailor-made programs for individual organizations on a need basis for corporates and academic institutions.

The SHRM India Knowledge Center is a repository of HR best practices, knowledge and expertise which facilitates continuous learning among HR professionals. Supported by over 50 Subject Matter Experts, internal research, and expertise, the SHRM India Knowledge Center offers comprehensive online resources and a vast selection of articles, research papers, case studies and related material.

03 About SHRM India Annual Conference and Exposition 2020

While Covid-19 pandemic upended the spheres of work, workers and the workplace globally, HR and business leaders, technology experts and management consultants shared their vision and views on the theme “Together Towards Tomorrow” at the SHRM India Annual Conference and exposition and SHRMTECH held virtually in 2020.

The biggest Conﬂuence of 2020, The SHRM India Annual Conference is the epitome of thought leadership and groundbreaking HR practices which brings together eminent HR and business leaders from around the globe. SHRM IAC is a crucible of learning where valuable insights are shared, and smarter HR systems are pioneered.

In 2020, this was combined with SHRM Tech APAC event and included power talks from experts about making the new tech-driven workplace more efﬁcient and collaborative.

The premier conference was also a celebration of 15 years of SHRM India and APAC and saw 170+ eminent global speakers and visionaries and more than 75 exciting knowledge sessions that highlighted best practices and future trends over a period of three days.

04 SHRM India HR Awards 2020

The SHRM India HR Excellence Awards are an exemplary platform to recognize pioneering and innovative people practices that are future- focused and impact not just individual organizations but also multiple stakeholders including business and society and serve to uplift the HR profession.

In 2020, these Awards celebrated and acknowledged HR teams and organizations that worked passionately towards raising the bar for the profession through constant innovation, agility in managing disruption, excel in people management while being aligned to business outcomes.

The Award categories along with a brief description is given below: 1. Excellence in HR Analytics Human Capital Analytics is the process by which the value of the organization’s people is measured and improved for the purpose of enhancing overall organizational performance. The key elements that are important for Human Capital Analytics in the organization are those that add value to the organization which include the tools and technology being adopted, integrating analytics with organizational ﬁnancials, educating stakeholders and the competency of an individual in this area. The HR Analytics Award recognized the ability of organizations in incorporating all these key elements in their Human Capital Analytics approach.

2. Excellence in Diversity and Inclusion Diversity & Inclusion is the collective mixture of differences and similarities that includes for example, individual and organizational characteristics, values, beliefs, experiences, backgrounds, preferences and behaviors.

This Award therefore recognized companies that have adopted and implemented policies and practices to build in and promote diversity and inclusion. The aim was to reward the thought process that the "culture of inclusion" has become a business imperative.

3. Excellence in Community Impact The Community Impact award showcased organizations which have created a significant impact on community through their sustainable social initiatives, particularly in the people realm. The essence of the Award was to recognize the spirit of being responsible as a corporate entity, towards contributing to solutions for identified social concerns by utilizing the organization’s own financial and people resources. 05 4. Excellence in Developing the Leaders of Tomorrow Developing the Leaders of Tomorrow requires a different kind of approach as compared to the leadership development frameworks that organizations typically have. This award therefore aimed to recognize organizations which have been implementing best/next practices/programs in this area in order to develop their potential leaders (3 to 5 years) or emerging leaders (roles which are a level below the CXO roles), for roles which are new and far more challenging than those in the past, due to the rapid market changes.

5. Excellence in Talent Acquisition Talent Acquisition is a critical component of any organizations HR strategy. These practices determine the manpower that enters and eventually runs the organization machinery and have an important impact on the employer brand and perceived employee value proposition. This award, therefore, recognized organizations that have instituted excellent practices in the ﬁeld of talent sourcing and stafﬁng and have elevated the talent acquisition lifecycle (sourcing, hiring, and onboarding) to a highly productive level.

6. Excellence in Learning and Development A learning organization is one which promotes and enhances continuous learning of its employees in order to remain competitive. This award therefore aimed to recognize organizations with demonstrated success in learning initiatives that include training, development and knowledge management.

7. Employer with Best Health and Wellness Initiatives This award aimed to recognize organizations that understand the linkage of employee health to business productivity. These have proactively identiﬁed or designed speciﬁc health and wellness programs which can support the needs of their employee segments.

8. Excellence in Leveraging HR Technology Leveraging HR Technology is the extent to which organizations are able to effectively use technology to drive and deliver organizational / HR goals in order to gain competitive advantage. It seeks to transform the role of HR from merely administrative and operational to a more consultative and strategic one. This award therefore recognized the ability of the organization in incorporating all these key elements to make their internal HR processes more efﬁcient and also better align their HR goals to business goals.

9. Transitioning to the Virtual Workplace - The HR Lens Transitioning to a Virtual Workplace is the process by which an organization facilitates and manages the change from working in a physical ofﬁce environment to working from home or remote working. The virtual workspace can be deﬁned as an environment where employees work away from company premises and communicate with their respective workplaces via telephone and/or computer devices. This Award recognized the effort, ability, systems & processes set up by HR in incorporating all these key elements in their Virtual Transition approach. 06 Final Jury MEMBERS

SHRM India would like to thank the jury members for being a part of the SHRM Excellence Awards 2020.

SHRM Awards Team Perzine Dadyburjor - Associate Director, Knowledge & Advisory Ritika Arora – Consultant

Project Lead for Case Study Publication Neetika Mittal – Knowledge Advisor Swati Thakur – Knowledge and Advisory Services

07 Executive Summary

SHRM India Knowledge Centre has compiled the case studies on the best practices of the SHRM India Annual HR Excellence Awards 2020. This is in keeping with its larger purpose of advancing HR practices sharing the best and next HR practices of winning organizations to facilitate learning amongst Human Resource professionals.

The case studies have a lucid structure with an overview of the origin of the innovation, tools and systems used for implementation, measures of progress and success as well as the way forward for the innovation. The best way to leverage the knowledge derived from the case studies is to share it with internal teams and brainstorm if and how some of the winning wisdom could be implemented within your organization.

08 “At Tech Mahindra, we value individual differences and focus on providing equal opportunities to all our associates. For us, diversity of every kind is a priority - whether it is diversity of nationality, age, gender, thoughts, or abilities, and our constant endeavour is to build a workplace that is ‘intentionally’ diverse.” –

Harshvendra Soin, Global CPO and Head - Marketing, Tech Mahindra

About Tech Mahindra Tech Mahindra (TechM) offers innovative and customer-centric digital experiences, enabling enterprises, associates and the society to Rise. TechM, a part of the Mahindra Group, is a USD 5.2 billion company with 121,000+ professionals across 90 countries, helping 950+ global customers including Fortune 500 companies. Tech Mahindra is one of the fastest growing brands and amongst the top 15 IT service providers globally. Tech Mahindra has been recognized amongst India’s 25 best companies to work for in 2020 by the Great Place to Work® Institute. It offers convergent, digital, design experiences, innovation platforms and reusable assets connect across several technologies to deliver tangible business value and experiences to their stakeholders. With the NXT.NOW framework, Tech Mahindra aims to enhance ‘Human Centric Experience’ for its ecosystem and drive collaborative disruption with synergies arising from a robust portfolio of companies. TechM aims at delivering tomorrow’s experiences today and believe that the ‘Future is Now’.

Introduction to Diversity & Inclusion at TechM Tech Mahindra is an ‘intentionally diverse and naturally inclusive’ organization and one of the early adopters of laying out an inclusive and non-negotiable, diversity and inclusion (D&I) policy. TechM’s policies and practices are gender agnostic. TechM believes that optimizing the capabilities and leveraging the strengths of women and LGBTQ+ community will serve as a strategic differentiator. The diversity of employees helps TechM rely on ‘diversity of thought’ to boost creativity and ﬁnd innovative solutions to new business challenges, provide products and services that exceed the customers' expectations and provide employees opportunities to learn and grow both at the personal and professional level.

09 The Nine dimensions of Diversity and Inclusion at TechM TechM facilitates engagement between its diverse group of employees through several initiatives designed to build an internal world where different individuals are open to differences between them, where they can coexist and learn from each other, and together contribute to Tech Mahindra’s (and the Mahindra Group’s) larger vision of enabling people to Rise. These diversity and inclusion initiatives can be expressed in 9 unique segments as illustrated below.

Fig – Nine dimensions of Diversity and Inclusion initiatives at Tech Mahindra

Understanding, respecting and accepting diversity is the first step, and it begins with safety and equal opportunities for people of all genders. • Equal Hiring – TechM is an equal opportunity employer and mandates hiring a minimum 50% women from Indian campuses and minimum 30% of lateral hiring consisting of women. • Equal Career Development – Programs like COLORS, Mentoring Tables, Role Model Series, female Achievers in Making (fAIM), Women Leaders Program etc. are women-centric. • Gender Equality Policies – TechM has several progressive policies ranging from flexible work arrangements to work-life programs for new mothers. Through its Junior TechMighty program TechM sends personalized gifts to new mothers with 79% women returning back from maternity leave. • Gender Equality sensitization – TechM conducts sensitization programs on Diversity and Inclusion, focuses on building skills to enable employees to leverage the strengths of diverse teams and customers. Programs like POSH (Prevention of Sexual Harassment) are mandatory. TechM organizes self-defense sessions as well as financial planning workshops to provide women a secured future. • Celebrating gender equality – Women’s day is celebrated across locations, led by the executive leadership team. It includes special talks and activities for both women and men. Every year in October, location councils celebrate ‘PINK DAY’ for breast cancer awareness. • Equal access to Employee Resource Groups– TechM has diverse cultural clubs like ‘Lean In’ where several women meet for candid discussions, forming support groups that help and inspire women to step out of their comfort zones. • Equal representation– Women employees are encouraged to participate in a cross-section of cultural activities and there are numerous hobby and art clubs formed at every location ranging from dance and music to art and martial arts. 10 2. Sexuality What a person is born with, what they identify themselves as, and who they are sexually attracted to is no basis to discriminate for or against anyone. • Employees planning to undergo Sexual Reassignment Surgery are given 30 calendar days of paid time-off along with reimbursement of up to INR 5 lakh. Any request of change of location, name, work, etc. along with access to gender neutral washrooms, the right to comply with any dress code in a way that reflects their gender identity as well as option to change gender status in company records is acceptable. • TechM extends insurance coverage to same sex partners ensuring all employees can insure their loved ones against any untoward accidents. • TechM has created gender-neutral washrooms at all offices across India. • TechM has introduced an “others” category under “Sex” in all digital records. • TechM encouraged LGBTQ employees to form 10+ communities last year where members share stories about the community with a larger audience which helps in sensitization. • TechM employees organizes a pride march celebrating LGBTQ individuals on Pride Day. • Adoption leave entitlement is open to both male and female employees. TechM extends this for same sex partners too.

3. Abilities In disabilities, lies abilities. For more often than not, it’s not despite their abilities (or shortcomings), but because of them that TechMighties rise. From being an equal opportunities employer, to becoming a conducive workplace for people with all abilities and creating employment opportunities for People with Disabilities (PwD) through its foundation, TechM does it all. • Through the EnAble initiative ofﬁce premises are made more accessible to PwD right from ramps to signage and specially equipped washrooms. • Flagship tools and in-house products (e.g., sZensEYE a sight-enabling googles for PwD) enable disability-free experiences. • TechM actively supports employees in developing aids (e.g., audio books) which make everyday lives of PwD far easier and much more meaningful. 11 • TechM’s philanthropic arm, Tech Mahindra Foundation imparts need-based training to PwD within the organization (through the Learning teams) as well as unemployed youth (through TechM Foundation’s ARISE+, SMART+ and other initiatives). • The International Day for People with Disabilities is a festival at Tech Mahindra globally. • Using the Impact Sourcing model TechM is hiring employees for its business process outsourcing jobs. TechM have hired 150+ employees from the economically disadvantaged (below poverty line), socially disadvantaged (minorities, LGBT, castes/tribes, homeless, etc.), physically disadvantaged (differently-abled etc.) and other miscellaneous categories. TechM has also pledged to increase hiring by 3X.

4. Generations In an organization with the youngest members in their early twenties, and the oldest ones in late sixties, the need for inclusion of generations is only natural. Age is, indeed, just a number. At TechM, they thrive in an environment where the CXOs learn from the management trainees, and veterans from the millennials. • The Reverse Mentoring program pair experienced leaders with GenZ employees to learn from each other about how businesses work and how new ways of thinking can improve them. • The Achievers in the Making (AIM) program identiﬁes young employees (with 6 months to 6 years’ experience), with entrepreneurial spirit and an untapped potential to sell, and transitions them into client facing roles. • TechM is a host of leadership developmental programs like Global Leadership Cadre (Experienced B-school hires on accelerated career path), Young CEO Program, Shadow board (young leaders who research new projects for the Board), 1000 Leaders etc. • The workplace infrastructure caters to all generations as seen in the wellness aspect where they have sports facilities for physical, psychological counselling for mental and collaborative meets for emotional health. • JOSH which is a voluntary group formed by “life enthusiasts” who run fun, delight, connect and organize events at TechM is an example of people from different generations ﬁnding commonalities and celebrating together

5. Cultures TechM has a rich cultural diversity of people from over 90 countries, where they work and celebrate the difference in cultures and languages. Steering away from the ‘one size ﬁts all’ philosophy, and understanding the speciﬁc needs of every culture, TechM has localized general policies in compliance with regional laws. • Promoting equal opportunity hiring with approx. 70% of talent coming from the same region. • Cross-cultural awareness and learning workshops for both employees and customers • Cultural clubs and special introduction, distribution of handbooks on different cultures, sensitization and inclusion sessions with people from different cultures. • Important policies like Code for Ethical Business Conduct, Prevention of Sexual Harassment etc. are translated into several languages. • Encouragement of local volunteering activities and donations in case of natural calamities or any disasters.

12 6. Beliefs At TechM, they acknowledge, accept and respect people from all beliefs, faiths and religions. • The Josh team works to bring fun, entertainment and enjoyment in the organization through numerous fun and connect events. Leveraging their tagline – “We are serious about fun”, Josh celebrates local festivals of all religions, by end-to-end event management and coordination with Location councils, event promotion across ODCs and social media. • This culture is reinforced through blogs from Leadership wishing employees on important occasions and festivals 7. Stakeholders At TechM, D&I extends beyond the workplace to cover not just employees but also customers, families, friends and extended networks. • ‘Ekatvam’ is TechM’s annual employee-family event held across locations, which celebrates employee camaraderie by showcasing their talents in extra curriculars, cultural activities and sports. • Third-party vendors support the employee’s daily wellbeing and are an integral part of their work life. In a unique gesture, TechM launched Saakar - a special scholarship given to children of third-party vendors to encourage them to pursue higher education. • Founders’ day is celebrated annually as Family Day where employees and their families get together at the office for a day of fun and games. • Amazing Family Awards recognize employees and their family’s achievements in academic and non-academic arenas. The academic excellence award is called Brilliant Student Award and is given to students excelling in Class X and XII. • The Samanvay sub-council at every location believes in the motto of ‘Spreading Joy’. The team involves the families of employees in all the celebrations across the organization and also provides them continuous learning opportunities. • Customers are recognized by TechM through “Supplier Awards” as well as “Tech Partner Awards”. • My Parent, My Hero is a unique initiative for families of employees to demystify the work their parents/spouses do. My Parent My Hero received an overwhelming thumbs up from our employees’ families and was instrumental in building great pride among the families. 13 8. Socio-Economic With skilling programmes for inmates at the Chennai Prisons, special initiatives in schools and skills for children and young adults, and those for enabling self-reliance in girls and young women, Tech Mahindra Foundation contributes to creating a diverse, inclusive and empowered world. • Using the Impact Sourcing model TechM is hiring employees for its business process outsourcing jobs from the economically disadvantaged (below poverty line), socially disadvantaged (minorities, LGBT, castes/tribes, homeless, etc.) groups. • Through the Individual Social Responsibility (ISR) program employees get up to 16 hours of paid time off for doing social outreach activities • Through the 3-4-3 for Good pledge, employees resolved to do - 3 TREES- Plant 3 trees every month OR Adopt 3 trees every month. 4 CARPOOLS- The 4P Mondays: Paidal, Pedal, Public and Pool, Internal carpooling app. 3 ISR HOURS- Measurable volunteering efforts, regular and one-time CSR / ISR activities. • Shikshaantar is TechM Foundation’s training program for teachers started with a vision to create happier classrooms. This program facilitates capacity building of school teachers and teacher educators in pedagogical skills and subject-related competencies. • The Skills for Market Training (SMART) vocational training program, with 120+ skilling centers set up in 12 cities across India gives youth the opportunity to specialize in a trade of their choice. SMART Academies take SMART to the next level by offering advanced skilling, and up-skilling for graduates in fields like Healthcare, IT and Logistics. • In response to the COVID-19 pandemic, TechM Launched the Mhealthy program with mobile app, 32 screening tests, risk profile, access to medical care, antibody test etc. to secure the workplace. Arrangements were also made for COVID -19 testing of around 20,000 third-party vendors, employees and partner ecosystem including those working in pantry, sanitation and security. TechM also Partnered with the EMOHA NGO to provide care for elderly stuck at home. Additionally, voluntary services by employees across the country led to grocery/grain distribution, plant watering, community drives, migrant workers feeding, donate PPE kits/ medical supplies etc.

9. Beyond the Living TechM is where the living and the ‘almost living’ collaborate. Welcome to their world of- • K2 an interactive humanoid robot developed by TechM’s in-house team to provide employees with a novel experience. K2 is derived from - Knowledge and Kindness – is a cobot that is equipped with cameras to recognize employees and can communicate and resolve common HR queries. • UVO a virtual chat-bot that has three main functionalities, to answer queries, resolve issues and perform tasks in a simple, intuitive and engaging way. • The TiBOT chatbot a friendly chat interface to understand and respond to technical queries from employees across the organization. This TIM Intelligence BOT handles all queries related to teams like raising service requests, ﬁnding asset details, resetting login passwords, getting the status of a service request etc. • “AASANA”, a virtual yoga assistant fuses the age-old magic of Yoga with modern-day possibilities of digital. It brings employees a seamless experience right at their workstation, to help them stay ﬁt even when they sit.

14 Transformational impact of Diversity and Inclusion TechM offers an excellent workplace environment where employees can perform to the best of their abilities. For the HR team, diversity in the workplace means that each employee with different skills and experiences will be able to contribute something unique to the organization. Localization of talent and policies in line with a near shoring approach has improved customer connect and satisfaction. Investors see TechM as a reliable organization that has a favourable run in the stock market, strong brand recognition and won recognition for a host of awards due to its progressive practices. TechMighties participate in events designed to beneﬁt larger groups of beneﬁciaries like children of ARISE and youth of the SMART programmes along with social outreach via ISR.

Transformational impact of Diversity and Inclusion TechM offers an excellent workplace environment where employees can perform to the best of their abilities. For the HR team, diversity in the workplace means that each employee with different skills and experiences will be able to contribute something unique to the organization. Localization of talent and policies in line with a near shoring approach has improved customer connect and satisfaction. Investors see TechM as a reliable organization that has a favourable run in the stock market, strong brand recognition and won recognition for a host of awards due to its progressive practices. TechMighties participate in events designed to beneﬁt larger groups of beneﬁciaries like children of ARISE and youth of the SMART programmes along with social outreach via ISR.

15 Excellence in Diversity and Inclusion

We are passionate about diversity at Volvo Group! When we speak about Passion which is one of our core values, we share how Volvo Group's inclusive & diverse work environment ignites passion in us as we are passionate about sharing ideas, passionate about discovering diverse perspectives, passionate about developing beyond our limited view of the world and of our own abilities.

We create an environment where employees can bring their true unique self to work every day. Because we know when each one of us gives our whole selves, we do receive more. We take pride in boosting that our performance is better in decision making and with our cutting-edge innovations, we are better at listening to and connecting with our diverse customer base.

In order to continuously up the needle on diversity and inclusion, we give leaders and employees the chance to master inclusive skills and also work to combat unconscious bias impacts and also implement strategies to increase our diversity which truly reflects the diverse world we operate in. Our Inclusion & Diversity perspectives are manifested throughout the employment cycle. We are committed to continuously move the needle on I&D through engagement with leaders and employees which truly reflects the diverse world we operate in.

Amit Sharma, Vice President Human Resources, Volvo Group India

About Volvo Group Volvo Group is one of the world’s leading manufacturers of trucks, buses, construction equipment and marine and industrial engines. The Group also provides complete solutions for ﬁnancing and service. With its headquarters in Gothenburg, Sweden, the Group employs 100,000 people, close to 140 nationalities working within the company, has production facilities in 18 countries and sells its products in more than 190 markets.

Volvo Group is a place for everyone to be someone. We are passionate about Diversity and Inclusion. We create an environment where anyone can bring their true unique self to work every day.

16 We believe that when each one of us gives our whole selves, we all receive more. Through this, it helps us boost our performance with better decision making and cutting-edge innovation. We also listen to and connect with our diverse customer base.

In India, the Group has the presence of the complete business value chain like Sales & Marketing, Manufacturing, Research & Development, Information Technology, Procurement, Logistics, Financial Services and so on.

Business Context Being a global commercial vehicle manufacturer, we are always on the lookout for talented engineers with a good STEM background. We face challenges to attract and retain women talent from this background. Through our diversity statistics and dialogues with employees, we recognize that we need to primarily place our focus on the underrepresented gender in our workforce i.e. women.

We started to plan further on areas such as hiring, developing, and retaining women talent which forms an integral part of our People & Culture strategy. This required a wholistic intervention right from attracting future talent to creating a work environment that’s inclusive.

As a pilot, we started the work around these areas in one of our R&D centers.

The R&D center is recognized as one of the major captives for the Group due to the competencies and the quality of work being done. The center had similar gender diversity challenges like the other businesses within the Group in India.

This required a systematic method of diagnosis, business-led approach, and bold, innovative, and concerted actions to make progress.

Diagnosis: We approached this challenge through diagnosis with participation of the stakeholders within the business (Managers, Employees, Recruitment and HR). 17 Initiatives:

Based on the ﬁndings through this diagnosis, we adopted a multipronged approach with plans of action at different points of an employee lifecycle.

# Breaking Perceptions - Girls in Mechanical Engineering

We worked with educational institutions to see how we can improve the intake of women in the mechanical engineering stream. We piloted an engagement event titled “Girls in Mechanical Engineering” with girl students from a school who are doing their 1st year Pre-University course. The learning objective for them was to experience our factories and technology center to understand how our products are designed and manufactured and understand the different career options available for them. Prior to their visit, a survey was conducted which helped us understand their career plans and their mind set about mechanical engineering. These insights helped us to design the program. Our inference was that girls are not opting for Mechanical engineering career due to various preconceived notions. Therefore, this program was designed in a way to show them role models for mechanical engineering and for Volvo Group and to let them experience and learn more about mechanical engineering. This event gave them a ﬁrst-hand experience of what it is like, to work in a Commercial vehicle organisation and that women taking the mechanical engineering stream can have an attractive career. This workshop broke many of their perceptions that working in mechanical engineering means it’s only working with grease and oil and it’s a man’s job.

18 The girls also had a great chance to experience a Volvo Truck drive!

In addition to this, they visited the production line of trucks and cars, the labs, show and tell stalls and interacted with the employees including senior women managers in the mechanical engineering work. We had inspiring talks by Volvo Group, India President & MD and our guest of honour, a woman leader heading a diversiﬁed manufacturing organisation. The feedback we received from the teachers and students was very positive and they considered this as a revelation. Their impressions about mechanical engineering changed and some of them mentioned that they would now consider mechanical engineering also as one of the career options.

This initiative gave them a ﬁrst-hand experience of what working in a manufacturing organisation looks like which broke many of their perceptions. The girl students and the teachers will be the brand ambassadors for women to choose mechanical engineering and automobile engineering as a career.

# Focused Hiring Programs for improving gender diversity Volvo Group, India initiated a focused recruitment drive to hire more women in the workforce especially in the R&D captive center across all job levels. We decided that we will identify candidates and then we identify suitable roles for them, NOT the other way round. We started off with identifying a dedicated campaign team comprising of engineers, recruiters, and HR business partners. The team did the following: • Share success stories of women employees in our organization along with posters and banners • Social media & referral campaigns where our women ambassadors posted experiences on R&D opportunities in the Automobile industry • “Women in Mechanical Engineering” video testimonials by our women talent who presented their own respective stories on their career journey • Mapped talent with available jobs, not compromising on competence • Some of the women didn’t have automotive experience but had design experience. We hired them based on their potential and trained them accordingly

# Ascent - Women Key Talent Development Program A usual trend seen in organizations is lack of women in the leadership positions. To break this trend and empower women to gain conﬁdence and not restrain themselves, Ascent program was created by one of our R&D Captive Centers. Women employees with leadership potential and capability were selected for this pilot program, post a panel interview selection process. The three stages of this program are Explore, Enable and Accelerate. Some of the modules in this program are Self Exploration Process Lab, Outdoor experiential learning, mentoring, Business and Financial acumen, emotional intelligence, personal brand building. This is supplemented by women leadership speaker series and mentoring. One of the interesting activities is to get a truck driving license, to showcase that women can also drive trucks to break the gender stereotype and to boost self-conﬁdence. We also had some initiatives around sensitizing the organization to build the right ecosystem for women colleagues. 19 # Employees as Equal Partners in their personal lives

Encouraging men towards responsible parenting, we increased the paternity leave benefit, extension of childcare benefit, flexible working arrangements. During the lockdown, various flexible options for employees were given (e.g. for mothers with infants and no support system to continue to work from home, decide the work from home working hours like logging in very early, breaks in between etc.)

We achieved the results that we wanted to see, thanks to the active involvement of the business across the various initiatives. The next step is to take the learnings from these initiatives and look at a larger scale of implementation within the Group in India through the Inclusion & Diversity Council.

Volvo Group India Inclusion & Diversity Council

The Group’s India I&D Council has representation of Managers, Communications and HR. The I&D Council plans, reviews, and executes the Group level I&D initiatives. This ensures that there is sustainability and scalability in our I&D efforts.

The council has launched many other programs at the Group level in India and few of them are:

• Volvo for All (Equal Opportunity Employer Policy) Program to tap the diversity of talent available. like differently abled. The program will focus to increase ethnicity (integrated in our University Relations strategy), hiring people with disabilities etc. • Building the mindset of valuing & appreciating I&D in the workplace: – Launched the Inclusive Interviewing (II) and Diversity & Inclusive Leadership (DIL) Workshops this year, as a mandatory program for all managers / leaders – Piloted the Learning Lab on the topic Unconscious Bias • Lean in Circles for professional development of women colleagues • ExcelHer Program a new and unique 9-month career returnship program for women who have taken career break of a year or more. The program will have work assignments of 9 months and have the access to personal development, intensive learning, working on live projects, and mentorship from our business Leaders

We continue to solve the challenges on our commitment to attract and retain women talent in our workforce since we recognize gender diversity as one of the important aspects of diversity.

20 Excellence In Diversity And Inclusion

21 Diversity & Inclusion: An ode to finding harmony, connecting people and bringing opportunities

Diversity is all about nurturing a culture where differences are valued, appreciated and managed while recognising the inherent sameness in people. At Startek, Diversity and Inclusion is a synergistic effort to create an environment of belongingness, collaboration and inclusion at workplace.

Dr.SM Gupta, Global Chief People Officer

Company Profile Startek is a leading global provider of technology-enabled business process outsourcing solutions. The organisation provides omni-channel customer experience management, back-ofﬁce and technology services to corporations around the world across a range of industries. The organisation has more than 42,000 outsourcing experts across 46 delivery campuses worldwide that are committed to delivering a seamless and transformative customer experience for clients. The organisation offers services such as omni-channel customer care, customer acquisition, order processing, technical support, receivables management and analytics through automation, voice, chat, email, social media and IVR, resulting in superior business results for its clients. We believe in transformative experiences and rely on our engagement specialists to support us and take these capabilities to our clients and their customers. Our goal is ‘experience excellence’ and we endeavor to deliver this through each and every moment of truth orchestrated by our specialists.

Significance of D&I Approach At Startek, diversity is a conscious effort to collectively create an environment where inclusion, empathy and acceptance are appreciated and welcomed. This in turn leads to a sense of belongingness, fosters a culture of collaboration and nurtures a progressive workforce. The company’s people inclusive policies and processes empower employees to achieve dynamic results which comes with a commitment towards their social, economic and intellectual growth. On account of increased globalization, enhanced demographic growth and emerging heterogeneity of the workforce, Diversity and Inclusion emerged as one of the most critical change management initiatives to address the challenge of rapidly changing demographic differences and the need to remain competitive in the international markets. Hence, the innovative ‘Hexagonal Model of Diversity’ identifying six unique facets, viz., Persons with Disabilities (PwDs), Gender Inclusivity, Inclusion of Socially and Economically disadvantaged people, Culturally & Linguistically diverse (CALD) people, Mature Age People and inclusion of Indigenous People was conceptualized and executed.

22 Sustainable approach to Diversity and Inclusion The rationale for having a sustainable approach for incorporating diversity programs in the organization was to tap the underutilized and available pool of diverse workforce in the employment market thereby contributing to the business growth. It created a global mindset on inclusion so as achieve economic growth as well as social justice. The organization has a ﬁrm belief that there exists a direct correlation between team performance and diversity as the latter seeks to harness the potential of the best talents. Being exposed to new ideas and perspectives from diverse groups and recognizing a wide range of skills resulted in enhanced competitive advantage. By ensuring a healthy mix, Startek enhanced its reputation of ‘Employer of Choice’ and ‘Equal Opportunity Employer’. The initiative impacted all the key stakeholders i.e. employees, workplace, customers, shareholders, marketplace and community. The initiative covers 42,000 employees across 46 delivery campuses in 13 countries i.e. India, United States, Canada, Jamaica, Honduras, Argentina, Peru, South Africa, Australia, Malaysia, Sri Lanka, United Kingdom and Kingdom of Saudi Arabia. During recent pandemic, the company has ensured a tailored strategy for the differently-abled population, female population and other marginalized groups so as to ease their challenges and ensure business continuity. Six-dimensional Diversity Framework Startek follows a six-dimensional model of diversity which includes Persons with Disabilities, Gender Inclusivity, Socially & Economically Disadvantaged People, Culturally and Linguistically Diverse People, Mature Age People, and Indigenous People. The six-dimensional model of diversity is depicted in the diagram below:

Diversity & Inclusion Model

Enablers and Target based Commitment to Diversity The execution of numerous initiatives (as narrated below) acted as remarkable enablers in building a diverse and inclusive culture in the workplace. Diversity & Inclusion was made a ‘Key Strategic Agenda' of the board and the leadership team and the concept of inclusiveness was included in the Global HR vision. Target-based Commitment for each facet was cascaded: - PwDs and Mature Age People: 1.5% of global workforce - Gender ratio, Socially & Economically Disadvantaged People and CALD: To be in the same ratio as that of available employable population in the respective geography. - Indigenous People: 80-100% of total workforce in respective country

23 Dedicated Diversity Champions were nominated at global as well as country level to lead and cascade various initiatives.

Extensive communication and training was done around the initiative which included Training on diversity and inclusion at Induction, Round Table, Afﬁnity Groups, Policy Refresher Sessions, Sessions on Afﬁrmative Action, Workshops on sensitizing line managers, Cultural Sensitization Workshops etc. to execute this initiative.

Accessibility - The infrastructure and facilities ensured that the company stayed true to its commitment of making the work environment conducive, by catering to the special needs for accessibility.

Periodic assessment and reﬁnement on initiatives were done to improve coverage and effectiveness. Innovative Diversity Initiatives a) Persons with Disabilities (PwDs) With the outbreak of Coronavirus, PwD employees faced several challenges emerging out of a need for remote working. The challenges ranged from adapting to a new work style, adoption of new technologies and processes, virtual engagement and supervision. The other issues that cropped up related to client approvals for smooth work-from-home operations due to data security, lack of direct supervision to understand the needs of the differently-abled, inadequate infrastructure at employees' homes and logistics issues. As an inclusive organisation, Startek recognised that PwDs would be subjected to higher risk and impact because of their pre-existing health conditions, difﬁculty in accessing health care and other essential services, and adapting to a virtual environment. Hence, the organization decided to support them in every possible way such as helping them develop new skills, offering job security, recognising their achievements and empowering their growth. The table below illustrates their requirements and the organisation's initiatives to meet those:

Demand of PwDs Actions taken

Security, stability and In order to address fears, extensive communication was done on precautionary measures taken adapting to a virtual to protect employees and the workplace, policy refresher mails on new policies pertaining to WAH and motivational stories to help employees. For employees working virtually, immediate work at home (WAH) transitioning was done to WAH model and computers/other systems were delivered at their environment residences not to impact work.

Sensitizing peer group Virtual sessions were conducted on peer and supervisor sensitization and relevant information and supervisor shared in online platforms as well to promote inclusivity.

Virtual engagement Online platforms like Microsoft Teams, Moodle, Telegram, Zoom etc. were available for leadership sessions, feedback sessions, policy refresher sessions, reward and recognition or as simple as online chats to help them resolve their queries/ grievances or any speciﬁc assistance that they need.

Launched webinars such as ‘The Road Never Travelled: Integrating Mind, Body & Wellness’, Emotional well-being ‘Motivating Teams with Emotional Intelligence’, ‘COVID-19 Employee Advisory Webinar Session by Fortis Hospital’ etc. that offered practical advice on coping up with the difﬁcult time and taking care of their well-being.

Availability of HR Dedicated HR Helpdesk set up so that they could connect and communicate. SPOCS

24 Joy of Giving Week: Startek in association with Sarthak Educational Trust, an NGO working actively towards the empowerment of Persons with Disabilities (PwDs) organizes ‘Daan Utsav’ every year between Oct 2 - Oct 8 where employees voluntarily come forward and donate an amount for PwDs. Like every year, the company launched this program this year as well and the entire amount has been donated for the welfare of PwDs. b) Gender Inclusion - Prevention of Harassment Policy and Prevention of Sexual Harassment (POSH) training rigorously driven across all levels of management. - Alternative stang models of employment such as flexi-time, service conditions such as transport assistance, maternity/ paternity/ parental leave for caregivers benefits as per law of land, crèche facilities, breastfeeding rooms, accommodation assistance on need basis etc. and focused engagement initiatives on safety and women empowerment were the key focus areas of gender inclusion. - Project 2nd Innings: This initiative was undertaken to reintegrate women employees when they come back from maternity leave or the ones who join after a career break. This included part-time, flexi-time or split-time options, mentoring program for re-hires, welcome program, sensitization programs for peers and supervisor, assessment for re-skilling needs and facilitating affinity groups. - Gender Diversity in Top & Senior Management level: A conscious effort was made for representation of females at the Board level, top leadership and senior management to ensure diverse viewpoints and perspectives thus enhancing company performance. Gender inclusion of top management continues to be part of Global HR plan for 2021. - Creating more awareness on benefits such as maternity leave, paternity leave, parental leave, family medical leave, family caregiver leave, critically ill child care leave, nursing leave, battered woman leave, domestic or sexual violence leave, solo parent leave, special leave benefit for women owing to gynaecological disorder, adoption leave and transfer to safe job leave for pregnant females. - Creation of Women’s Club which was a unique platform for female employees to meet and discuss their problems, growth opportunities and conduct recreational activities. - Sessions on ‘Armative Action’ to help management team and recruiters understand the law & company commitment for outreach efforts to include females - Women Employment in Saudi Arabia: In a country where women employment is considered a social taboo, Startek pioneered the journey of including women in the workforce by creating an inclusive culture, infrastructure, mindset, and focused engagement activities. c) LGBTQ in US, Australia and Philippines - Pay parity & equal benefits for same-sex partners and spouses - Non-discrimination policy includes sexual orientation and gender identity - Anonymous surveys allowing employees the option to identify as LGBTQ - Mardi Grass event, Wear it Purple, Charitable donations to bodies supporting LGBTQ d) Outreach Programs by Startek for the cause of D&I during the Covid-19 pandemic “Aftermath of economic disruption on disability diversity and inclusion” organized by Sarthak Educational Trust and National Abilympics Association of India in collaboration with UNICEF (Sarthak Knowledge partner) and The American Center (Sarthak Digital and Outreach partner).

25 “Best Practices on Diversity & Inclusion during COVID-19 focusing on PWDs, LGBTQ and Marginalized group” organized by ‘The Associated Chambers of Commerce and Industry of India (ASSOCHAM)’

Capacity building certiﬁcate training program/ webinar rolled out by ‘CII – IBDN (Confederation of Indian Industry-India Business Disability Network)’ for Creating Diversity Champions & Leaders at Workplace.

26 Impact of D&I on Business Metrics & Stakeholders The impact of Diversity and Inclusion has been categorized as follows:

Organization • 42,000 employees, 13 countries, 46 global locations serving a diverse client base • 20000+ women employed across all levels of Management globally • Hired and enabled empowerment of 5000+ PwDs in last 7 years. • Overall global gender ratio has improved consistently from 65:35 to 51:49; pioneer in the inclusion of females in workforce in Saudi Arabia with successful on-boarding of females. . Employees • Overall Global Employee Engagement score consistently improved from 65% in 2011 to 81% in 2020. Employee Engagement score for India stood at 84% and won the Kincentric Best • • • Employer Award in India for 2020 for the fourth consecutive year in a row. • Career opportunities for people from diverse groups through internal recruitment program led to better job satisfaction.

Customers • Multiple voices lead to new ideas, new services, and encourage diverse thinking to serve clients better, leading to better Customer Satisfaction and Net Promoter Scores. • Enhanced capability of serving a wide range of clientele. • Indigenous workforce helped serve better to local customers.

Society • Created job opportunities for people in areas having very high unemployment rates & low literacy levels. • Enhanced economic status of people from BPL category. • Gender inclusion led to increase in females’ employment and balanced the workforce gender ratios. • Conscious effort on women empowerment thus positively impacting their economic status and the community in general.

27 An anecdotal story from an employee with disability

Startek shall continue to drive the diversity and inclusion agenda by reinforcement of existing initiatives and formulating new initiatives. The focus shall be on employment statistics for PwDs, top level representation and return to work for females, progressive policies for diverse groups and to aid gender inclusion, inﬂuence the external market, enhance community engagement, and ensure that the leadership team continues to walk the talk by driving gender inclusion initiatives through various forums thus fostering gender diversity on a continual basis. About the author

Dr. SM Gupta steers the Human Resource function at Startek as the Global Chief People Ofﬁcer. A distinguished speaker and a thought leader at various forums and associations. He is a Governing Board member of the National Abilympic Association of India and is a member of IBDN (India Business and Disability Network) for mainstreaming Persons with Disabilities into the workforce. SM is committed to working towards creating a progressive workplace and is a true believer in inclusion and diversity.

28 Excellence In Community Impact

29 Excellence In Community Impact

“The year 2020 brought unprecedented challenges in terms of a global humanitarian crisis. We realized quickly that enormous efforts were needed. As a group we pulled together human, ﬁnancial and technical resources, leveraging years of business and community development experience to support the nation more than ever before. We had to also think out of the box to support people’s lives and provide solutions to basic needs, from food and livelihoods to preventive health and treatment. The entire team of Reliance Foundation and the Reliance Group worked tirelessly to empower the most-at-need communities. We are supporting the nation at its most difﬁcult time and moving ahead we are committed to helping the nation, build back and better.”

Mr Jagannatha Kumar, CEO, Reliance Foundation

SWIFT, TIMELY, EXTENSIVE: Reliance Foundation’s COVID-19 support for India

Introduction Putting people ﬁrst – this has been the essential raw material of the fabric of Reliance Industries Limited (RIL). During 2020, this value was more important than ever before as the world confronted a single common challenge in its progress towards the Sustainable Development Goals. COVID-19 hit suddenly and hard, causing huge health and economic impacts as people were ambushed by this unforeseen outbreak, Reliance Foundation pulled all its strength together to support the people of India. This narrative shares how the Reliance businesses mobilised all of its expertise, strengths and capacities to rise to the occasion; how commitment, experience and presence blended to put together crucial essential services. Swift and timely action was the buzzword to serve the most-at-need communities in these extraordinary circumstances. Support was needed and India’s largest corporate shouldered its part of sharing this social responsibility more than ever before.

About Reliance Foundation Established in 2010, Reliance Foundation has been working towards transformative change and building an inclusive India. Reliance Foundation, the philanthropic arm of Reliance 30 Industries Limited, aims to play a catalytic role in addressing the nation’s development challenges through innovative and sustainable solutions. Led by Founder and Chairperson Smt. Nita Ambani, Reliance Foundation is relentlessly working towards facilitating transformative changes to ensure overall well-being and higher quality of life for all. The Foundation translates the vision of Reliance’s Founder Chairman, Shri Dhirubhai Ambani, who urged Reliance to “grow as a responsible organisation that believes in enriching the lives of those around us”. With this inspiration, the corporate social responsibility work of the Foundation is carried out across areas of health, education, rural transformation besides sports for development. The aim is to create prosperity and empower India’s most marginalised communities, especially bridging the rural-urban and gender divides. Over the past decade, the group has touched the lives of more than 4 crore people in more than 43,000 villages and several urban locations across India.

Managing the global crisis, in India

The need The most urgent needs of the COVID-19 pandemic were in the health sector, but more than that it was a humanitarian and economic crisis. Specialized care and quarantine facilities were required for treatment and support. For prevention and detection, PPE kits, masks and testing facilities were required on a large scale. Also required, were healthcare outreach services for those who were in far-ﬂung areas or who could not access facilities. Meanwhile, interrupted by the lockdown and missed wages or lost employment, the most-hard-hit communities were struggling for even getting basic food. Meanwhile frontline workers had to reach out to communities with essential services and ambulances had to be regularly refuelled.

The support provided RIL and Reliance Foundation began a 24x7, multi-pronged, on-the-ground effort to ensure the nation remained supplied, fed, protected, safe, digitally connected and motivated to ﬁght and win against the unprecedented challenges brought upon by the coronavirus pandemic. A series of several initiatives were rolled out based on the most urgent and crucial needs of that time. Resources from across the RIL Group and the Foundation were pooled together leveraging all its strengths to support the nation.

The roll-out Within two weeks, Reliance Foundation set up a 250-bed exclusively COVID-dedicated hospital fully equipped at the Seven Hills Hospital facility in Mumbai. This was to ensure crucial healthcare and hospitalization facilities for COVID-positive individuals. Quarantine facilities were set up for those requiring to be quarantined safely under medical supervision as well as to protect the general community. During the first phase of the pandemic, Sir H.N. Reliance Foundation Hospital (RFH) set up special quarantine facilities in Mumbai for travellers from notified countries as well as for individuals identified through contact tracing. These facilities augmented the nation’s quarantine capacity at a crucial juncture, easing the pressure on public healthcare facilities. In addition, two centres in Mumbai were set up – a fully-equipped isolation facility in Lodhivali was set up and handed over to district authorities and a quarantine ward for COVID-19 patients at Spandan Hospital, Mumbai, was also supported.

31 As the situation evolved, RFH also developed a unique suite of home quarantine services for positive and symptomatic patients to further ease the burden on public infrastructure. These services offered medicines and consumables, vitals-monitoring devices, disinfectants, video-consultations with doctors, home nursing and sample collection, for complete home-based medical care. In collaboration with Jio, RFH has also created a virtual care service on the Jio Health Hub (JHH) app to provide remote healthcare services, thereby helping reduce patient crowding at clinics and hospitals. The app provided end-to-end virtual care services from video-consultations with doctors to prescription-generation--from the safety of people’s homes.

Meanwhile, supporting the safety of healthcare workers and doctors, Reliance Industries quickly reconﬁgured its manufacturing facilities to produce over one lakh PPEs and masks every day to meet the demand of these items. Reliance Life Sciences set up the country’s largest COVID-19 testing lab with a capacity of 3,500 tests per day to augment India’s testing capacity.

Over 5.5 lakh litres of free fuel was offered for ambulances and emergency vehicles. Over 14,000 ambulances across 249 districts in 18 states were supported. Six Mobile Medical Units (MMUs) ensured uninterrupted healthcare reaching the even the remote corners of the country. These were deployed across Shahdol in Madhya Pradesh; Nagothane in Maharashtra; and Jhajjar in Haryana. These mobile units also promoted awareness of COVD-19, social distancing, wearing masks and hand washing among remote communities.

Many chronic illnesses, such as dialysis, require continuous treatments that cannot be interrupted at any cost. However, with medical facilities constrained by the COVID-19 crisis, it became harder for patients with other chronic illnesses to access centres to keep their treatment going. Reliance Foundation Hospital supported the establishment of an exclusive 10-bed dialysis centre for tertiary care in collaboration with BMC at the Hindu Hriday Samrat Balasaheb Thackeray Trauma Care Hospital, Mumbai. This new centre has helped ensure uninterrupted high-quality care for dialysis patients even at the peak of the pandemic.

In parallel, Reliance Foundation launched “Mission Anna Seva,” the world’s largest food distribution program by a corporate foundation. This was targeted to support marginalised and under-resourced communities with daily essentials during the lockdown. Mission Anna Seva provided ration kits, food coupons and cooked meals to people across 18 states and 1 Union Territory. From March 2020 till the end of September 2020, Reliance Foundation provided more than 5.5 crore meals under this mission.

Among the 24 lakh beneﬁciaries of Mission Anna Seva were daily-wage labourers, migrant labourers, slum-dwellers, domestic workers, factory workers and residents of old-age homes and orphanages. It also provided meals to frontline workers such as junior medical staff, police personnel and security forces.

The disruption of supply chains during the lockdown also affected animals and livestock, as veterinary services and fodder supply were also disrupted. Stray animals, too, were severely affected in food-foraging due to reduced human activity. Reliance Foundation helped arrange fodder kits for livestock in rural areas as well as grain feed for birds. The Foundation also

32 partnered with NGOs to distribute food for stray animals across India. veterinary services and fodder supply were disrupted. Stray animals, too, had a tough time ﬁnding food due to reduced human activity. Reliance Foundation helped arrange fodder kits for livestock in rural areas, as well as grain feed for birds. Reliance Foundation also partnered with NGOs to distribute food for stray animals across India.

In addition to the immediate healthcare and food-security requirements, Reliance Foundation also focused on prevention and mitigation needs. The Foundation launched Mission COVID Suraksha, a mask distribution program, to reinforce the message of preventing the spread of coronavirus by wearing a mask as communities resumed livelihood activities. As of March 2021, Reliance Foundation has distributed over 50 lakh masks to frontline workers and vulnerable communities across 19 States and 1 Union Territory. The mask kits are accompanied by a multi-lingual booklet of COVID-safety information, which provides guidance on how to wear a mask and appropriate mask-hygiene practices. Throughout the pandemic, 736 grocery stores of Reliance Retail have been maintaining a dependable supply of essentials (including staples, fruits, vegetables, bread and breakfast cereals) for people across India. Reliance Retail also instituted home delivery services for senior citizens and expanded arrangements for order collection from the stores to minimise the risk of exposure for consumers and staff. Reliance’s digital services arm, Jio, became the digital backbone of the nation. Jio has been providing uninterrupted digital connectivity to nearly 40 crore people and thousands of small and large organisations. It introduced a range of new digital tools, heavily discounted Work From Home connectivity plans, and virtual meet platforms to aid work-from-home and healthcare-from-home solutions. Jio also developed the daily COVID-19 Symptoms Checker to enable users to monitor their symptoms at home in order to seek timely and quick medical attention, if necessary. Jio also pro bono developed the COVID-19 chatbot to power the MyGov Corona Helpdesk, which addresses FAQs and queries around the coronavirus outbreak and disseminates veriﬁed, accurate information.

Through its continuous efforts to serve India during the crisis, the Reliance family has demonstrated its will and capacity to rise to the challenge. As the pandemic continues, Reliance remains committed to mobilising all the necessary physical, human and technological resources to support the nation in its hour of need.

The overall motto that resonated through this campaign was ‘CoronaHaregaIndiaJeetega’ – (India will win over corona) – something that continues to be a rallying cry as the battle continues. The impact

33 How was this unique? This 360-degree support met basic requirements of livelihood security, food-security, health care, and prevention and protection resources at the most critical junctures of this pandemic. Reliance Foundation with its existing presence across the country, was able to quickly leverage ﬁeld teams and staff across to bring about an immediate outreach of these services.

Round the year community development The support during the time of a pandemic was possible for three reasons. One, Reliance Foundation was already involved in a large range of activities reaching across the length and breadth of the country. Two, the immediate deployment of resources towards this. Three, intelligent repositioning of expertise to leverage resources of RIL which deployed the combined strengths of Reliance Foundation, Reliance Retail, Jio, Reliance Life Sciences, Reliance Industries, and all the 6,00,000 members of the Reliance Family on this action plan against COVID-19. This helped quickly reconﬁgure output to address COVID related challenges.

Sustainability of the initiatives The approach of Reliance Foundation is to empower marginalized communities with knowledge and resources, so they achieve increased self-reliance and an enhanced quality of life. The focus is on holistic development through replicable and scalable models to maximize societal value for all. The strategy to enhance impact, scale and speed consists of the following:

1. Community engagement at every level: Highly trained professionals engage directly with communities assessing needs, to planning and implementing programmes and measure impact. Local participation and ownership of solutions is encouraged with local expertise to create self-reliant communities.

2. Collaborations with key partners: Reliance has a complete development ecosystem, through strategic partnerships with governments, NGOs and academic institutions that share values. By working together with these partners, it is increasingly possible to scale up the impact of their interventions and deliver better results for communities.

3. Harnessing the power of technology: Reliance leverages technology to create innovative, sustainable solutions. This power is harnessed to improve knowledge and capacity of marginalized communities, optimizing resources and helping make informed decisions to enhance livelihoods and avert risk.

Looking ahead Reliance Industries has sustained its commitment to the national and global pandemic support. Specialized awareness campaigns to reinforce public safety and wearing of masks through Mission COVID Suraksha; support to rural communities hit by the pandemic, continuation of much-needed mobile and physical healthcare also continue unabated.

Reliance Foundation will continue to support its mission of building stronger, safer, and inclusive India by strengthening initiatives in Rural Transformation, Health, Education, Disaster Response and Urban Renewal in keeping with the Sustainable Development Goals of the United Nations 2030 Agenda for Sustainable Development and India’s National Development Goals. 34 Excellence In Community Impact

Through the transformative power of technology & innovation, India can build greater futures for its citizens. However, we are born with equal potential, but not equal opportunity. You cannot be what you cannot see! At TCS, we believe it is our responsibility to connect youth to opportunities in the digital economy & help realize their potential. As we empower rural youth, especially women and from marginalized groups towards 21st century careers, they in turn will solve our most challenging business & societal problems, leading us to a more equitable & prosperous future.

Balaji Ganpathy, Global Head, Corporate Social Responsibility

About Tata Consultancy Services

Tata Consultancy Services is an IT services, consulting and business solutions organization that has been partnering with many of the world’s largest businesses in their transformation journeys for over 50 years. TCS offers a consulting-led, cognitive powered, integrated portfolio of business, technology and engineering services and solutions. This is delivered through its unique Location Independent AgileTM delivery model, recognized as a benchmark of excellence in software development.

A part of the Tata group, India's largest multinational business group, TCS has over 469,000 of the world’s best-trained consultants in 46 countries. The company generated consolidated revenues of US $22 billion in the ﬁscal year ended March 31, 2020 and is listed on the BSE (formerly Bombay Stock Exchange) and the NSE (National Stock Exchange) in India. TCS' proactive stance on climate change and award-winning work with communities across the world have earned it a place in leading sustainability indices such as the Dow Jones Sustainability Index (DJSI), MSCI Global Sustainability Index and the FTSE4Good Emerging Index.

35 Business Context

Over the decade to 2030, India will need to create at least 90 million new jobs to absorb the 60 million new workers who will enter the workforce. In a similar vein, Latin America experiences the world’s highest skills shortage in the formal economy, with four in ten organizations ﬁnding it difﬁcult to get workers with the necessary skills.

As a result of the pandemic, digital ﬂuency and a mastery of technology has become the default especially when ensuring access to future opportunities. Despite this, there still exists an acute lackof access to and understanding of digital technologies. Even today, youth from ethnic, socio- economic, and otherwise marginalized communities have limited or no access to develop market relevant skills that can set them up for success.

At TCS, we understand that communities face unique, complex challenges and our CSR strategy leverages the best of TCS’ expertise to create bespoke, contextual, partnered solutions, meeting the needs of the most vulnerable population. Our vision is to empower communities by connecting people to opportunities inthe digital economy. Our mission is to build inclusive, equitable and sustainable pathways for youth, women, and marginalized communities.

Youth Employment Program (YEP)

The Youth Employment Program embodies our goal to create ‘Generational Improvement’. Throughthis strategic program, TCS has developed employability skills within more than 120,000 young men and women while facilitating employment for more 20,000 in multiple industries - all coming from underserved and marginalized sections of the community between the age group of 18-24. Out of the total beneﬁciaries covered, 62% are women.

The program began at TCS a decade ago, first under the aegis of the Tata Affirmative Action Program and has since grown into a flagship and strategic initiative for the Company. Most of the youth come from families that have worked hard to have a first-generation graduate. The initiative has not only enabled financial security and independence but has also helped give the youth an identity.

Understanding the value of education institutions and on ground agencies in facilitating support, TCS created a unique partnership structure working with Colleges, Universities, NGOs, Corporate Foundations, Government partnerships, and Tata Group companies. These institutions play a critical role in mobilizing and supporting graduates, while TCS leverages its intellectual and human capital to provide training in business communication, general aptitude, corporate etiquette, technical skills and strengthens market relevant skill sets allowing these youth are much better placed to gain employment.

How is this Program Unique?

TCS’ commitment stems from the 151-year-old legacy of the Tata Group and its founder’s visionthat the community is not just another stakeholder in the business, but in fact the very existence of it.

36 To achieve transformational impact, we leverage the best of TCS’ capabilities – our intellectual, technology, human and ﬁnancial capital. Through this engagement model, we create innovative solutions to societal challenges applying our contextual knowledge while harnessing the expertise of a diverse network of leaders; execute and scale programs using our technology capabilities; engage our large employee base to volunteer their time, skills and expertise as last-mileconnectors and make strategic impact investments in large scale, sustainable, multi-year programs that empower communities.

Ownership of the program is with TCS till the last mile – being planned, operated and delivered entirely by TCS and its employees and through partnerships with a diverse network of stakeholders. Besides making them interview and industry ready, TCS has enabled employment for its own trainees on a large scale. TCS leverages its own internal technology and training expertise to ensure that the quality of training is at its best and that the youth have access to the most relevant skills in the market. The Four Pillar Framework (explained in next section) enables that the cost of the training is at nearly one- tenth of similar trainings delivered by other models.

What is the Purpose of the Program?

The program focuses on the biggest challenge of modern India, which is unemployment among youth, especially female graduates. As per AISHE report 2018 - 2019, at least 4.8 million youth join the job market annually after completing graduation. Of this, approximately 8 lakh come from engineering and 40 lakh from non-engineering background. It is expected that 90 million youth would enter the job market by 2030.

The core focus of the program is to: • Enhance employability of rural underprivileged youth from socially, economically and geographically disadvantaged communities (United Nations Sustainable Development Goals: 1 & 8) 37 *AISHE Report 2018-19: http://aishe.nic.in/aishe/viewDocument.action?documentId=262

• Provide the beneﬁciaries with industry speciﬁc experiential learning that improves exposureto the kind of skills and learning companies require and, therefore, makes them a highly viable resource for employment within companies, in government roles and in other Micro, Smalland Medium Enterprises (MSMEs) (United Nations Sustainable Development Goal: 8).

• To ensure continuous availability of highly skilled and cross-functional talent pool for the industry (United Nations Sustainable Development Goal: 9).

• To increase diversity and gender parity within the workforce while creating inclusion and access for marginalized groups across the country (United Nations Sustainable Development Goal: 5.

• Promote sustained, and inclusive economic growth, full and productive employment anddecent work for all (United Nations Sustainable Development Goal: 8).

Given dynamic market needs and growth in demand for a highly skilled workforce, the Youth Employment Program has the potential to become a much-needed season agnostic channel for marginalized youth to be the next generation of value drivers for the country.

Where YEP has its Footprint?

Our deployment locations are spread over 260+ districts in 30 States and Union Territories.

38 How do we Deploy?

An extensive study by TCS, identified four key influencers of the program – which is now known as the Four Pillar Framework for the Youth Employment Program. These are:  Candidate Mobilization  Empathetic, Certified and SkilledTrainers  Training Content – Design and Delivery  Credentialization and Placement

Candidate Mobilization and Infrastructure for Training: Over the years the program has built a network of partners across 260+ districts in 30 states & Union Territories of India reaching out to over 16000 youth per annum. TCS’ embryonic relationship with 325+ educational institutes, government partners, civil society organizations have helped in mobilizing candidates from even the interior and rural areas, thus giving the program an unparalleled geographical reach. The partner bodies have also helped with the support required for delivery of the training. The program is expected to scale up to cover up 60,000 beneﬁciaries per annum using the Digital delivery of the program.

Trainer Selection: The Bedrock of the Program is its Training Experience. In order to identify the right kind of trainers with the correct value ﬁtment, empathy, skills and attributes, the Youth Employment team has set up a robust trainer selection process. The potential trainers undergo three rounds of interview. These rounds of evaluation are done in collaboration with the Company’s talent development team and the multiple check and balances ensure that best in class trainers for the program are selected with only 7% of the total applicants qualifying

39 through this process. At present, TCS has over 800 volunteers, from its own workforce, who participate pro bono to provide training onbusiness and technical skills. In addition, 60 professional trainers support additionally to ensure training even to the remotest places.

Training Content: It is important to ensure the training content is of the highest quality and can meet the dynamic demands of the marker. The training content from the program is curated by TCS’ own internal learning and development team – reviewed and upgraded periodically. Candidates from the engineering stream complete 192 hours of learning while the non- engineering graduates experience 100 hours of learning. Modules include business communication, analytical reasoning, numerical ability, corporate etiquettes as well as technical/domain/programming knowledge.

The TCS ecosystem was effectively leveraged to design a simple cost-effective framework, owned end to end by the Company. In addition, collaboration with strategic partners helps to support scale and reach to even the most remote

Credentialization and Placement: All the trainees completing training are provided with a certificate that improves their standing in the job market. The beneficiaries are enabled to participate in TCS recruitment following standard process of TCS National Qualifier Test (NQT). The TCS volunteers help the candidates to apply for jobs in other companies and guide them with their placement.

WHAT IS THE IMPACT?

• Placement for over 20,000 youth in MNCs like Accenture, BOA, Capgemini, Concentrix, IBM, Infosys, L&T InfoTech, NTT Data, TCS, Tech Mahindra, Wipro, several companies from Banking& Finance, Hospitality, Travel & Tourism, and Services sector. • Early exposure to industrial needs for over 120,000 students till date. • 62% of the youth who found placement were women. Employment, for many, has led to increased mobility and access to resources, (SDG – 5) as well as growth in dignity self-worth and greater respect in their family and community. With ﬁnancial stability, this has led to better access to health care for not only themselves but also their families. • Improvement in economic status has led to two important parameters for women: (a)improved nutrition (SDG – 3); (b) marriage at legally acceptable age, with higher possibility on making a choice on one’s life-partner (SDG – 5). • Economic empowerment of rural families with ﬁrst regular gainfully employed job (SDG-8), over 4000 families getting lifted out of poverty annually (SDG-1). • Promotes customers as CSR Partners through impact sourcing. • Regular availability of employable graduate pool. 40 YEP Engineering: Impact Story of - Rakshith DS

During the last three semesters of his graduate program at the Government Engineering College of Kushalnagar, Rakshith joined the TCS YEP for rural undergraduates which he describes as a remarkable transformational journey. After his training, Rakshith was recruited by TCS. Prior to this experience, his family's sole source of sustenance was their paddy field. Two years into employment, Rakshith has not only supported the needs of his family adequately but added to their savings leading them to purchase a coffee estate near their village. At work, Rakshith has devoted himself to ensuring the same opportunities are made available to many others. Outside his working hours, he conducts 10 aptitude sessions in every quarter with at least 40-60 students across 14 colleges attending each session. “The program inspired me develop skills that helped me become a high skilled professional. It also played a significant role in making me more confident in my communications skills. I believe this program is a necessity for all rural students, who are aspiring to achieve their goals with limited available resources.” says Rakshith.

YEP Non -Engineering Impact Story Nibedita Mardi

During the last three semesters of his graduate program at the Government Engineering College of Kushalnagar, Rakshith joined the TCS YEP for rural undergraduates which he describes as a remarkable transformational journey. After his training, Rakshith was recruited by TCS. Prior to this experience, his family's sole source of sustenance was their paddy field. Two years into employment, 41 Rakshith has not only supported the needs of his family adequately but added to their savings leading them to purchase a coffee estate near their village. At work, Rakshith has devoted himself to ensuring the same opportunities are made available to many others. Outside his working hours, he conducts 10 aptitude sessions in every quarter with at least 40-60 students across 14 colleges attending each session. “The program inspired me develop skills that helped me become a high skilled professional. It also played a significant role in making me more confident in my communications skills. I believe this program is a necessity for all rural students, who are aspiring to achieve their goals with limited available resources.” says Rakshith.

Going Forward: YEP program has taken up three major steps to increase its reach, outcome, and impact in the coming decade. Based on a study that we undertook on market and talent pool analysis; we have assessed that up to 2 million graduate youth in the country would need employable skills and support for employment opportunities each year.

From the current reach of 20,000 in FY21, we have decided to triple it to 60,000 in FY 22, and 100,000 in FY23, with the target to train at least 10 million by 2030. This would ensure that there is a workforce of at least a million skilled youth from marginalized communities across all states and Union territories available to Indian companies, multi-nationals and other organizations.

On the training front, the model will evolve to have a blended approach of physical and digital – a (phygital) mode which will allow trainees to learn anywhere and at any time. This redesigning of the delivery mode will also enable candidates from all corners of the country to participate in the training, and beneﬁt from it. The beneﬁciaries will also be mentored by a pool of trained associated from TCS who will volunteer their time and expertise to ensure the youth get the necessary exposure to be industry-ready and the opportunities to thrive in this digital economy. We have planned for this model to come into effect in phases in FY 22.

The long-term plan of the program includes a large set of partnerships with multiple key stakeholders within the business, non-proﬁt, and Government space – including Central and State government agencies, and multi- lateral organizations. These partnerships would be engaged in the value streams of mobilization, training –design and delivery, and credentialization and placement.

In this way, TCS will utilize not only its ﬁnancial capital but leverage its technology, human and intellectual capital to actualize change.

42 Excellence in Talent Acquisition

43 Company: Lowe's Services India Pvt. Ltd. Established: 28th June 2013 Nature of Business: Retail GCC FTE/ Permanent Employees: 3000

Retail is a complex domain with many moving parts, and home improvement retail operates at a whole different level. This complexity makes it a fascinating field to be in and build one's career. The talent we vie for is rare – but by creating a unique, authentic, and aspirational employer brand and employing innovative hiring practices, we could attract the best and the brightest talent amidst a difficult 2020. We continue to grow in size and spirit to script the next chapter of our success in redefining the retail of tomorrow. Mohith Mohan, Senior Director – HR, Lowe's India

Background: Lowe's India is uniquely positioned to help create an engaging customer experience for its $90 billion home improvement business at Lowe's. Situated in Bengaluru, the Global Competency Centre builds cutting-edge retail technology that helps Lowe's customers fulfill their dreams of a home while providing a great shopping experience to the 20 million customers it serves every week – all while ensuring Lowe's has a solid competitive edge in the market. The 3000+ strong team at Lowe's India works across tech, analytics, product management, business services, finance & accounting, and shared services. Since its inception in 2014, Lowe's India has seen tremendous YoY growth. Initially, the Bengaluru center focused on insourcing the work from third-party vendors. The model was simple – follow the sun to leverage talent and reduce costs. With time, the focus shifted from saving cost to delivering value to creating an unparalleled customer experience. With increased focus on enhancing customer experience and growing the business many folks, the hiring scope evolved into hiring the best talents across engineering, product management, business services, finance & accounting, and shared services.

The Problem Lowe's tremendous growth did bring some unique challenges – to hire great talent for the Bengaluru center at the same pace to meet the growing business demand. With the proliferation of MNCs, GCCs, and startups offering similar employee value propositions and following similar means and channels to attract talent, it was apparent that the usual approach to hiring talent would not work. Adding to this problem is the fact that Lowe's doesn't have any physical stores in India; therefore, 44 many applicants were not exposed to the brand, its strong legacy, and relentless customer focus as they would in the U.S. and Canada. Besides, Lowe's India lost good candidates to other companies, even when offering a more considerable remuneration. All this demanded that the team fundamentally change the approach on positioning the employer brand and attracting the right talent.

The Solution

Lowe's India employed some unique, out-of-the-box hiring approaches coupled with a strong employee value proposition to attract top talent – one where Lowe's offers: best-in-class Total Rewards (of salary and bonuses); coupled with perks and beneﬁts, keeping associates' overall health and wellbeing in focus; career growth opportunities built on a robust foundation of meaning and purpose; a safe, healthy, respectful, and productive work environment built on strong company culture.

Revisiting the talent acquisition model The TA team created a robust operating model to enhance team effectiveness, candidate and stakeholder experience through greater ownership, cost consciousness, and employer brand recall; this helped optimize rising operating costs, over-dependencies on partners, and utilized effective & modern sourcing channels.

Employing data to drive better decisions: Staying true to the maxim, 'If you can't measure it, you cannot improve it,' the team evolved into a metrics-driven function measuring performance against KPIs and making data-informed decision enabled through tools, applications, and dashboards.

Rethinking candidate selection process The Lowe's India team had put certain guiding principles that shape their interviewing culture and ensure everyone understands what is essential.

• The candidate is a customer – hence it's crucial to be prompt, friendly, listen more 45 when dealing with a candidate, and leave them with a better impression of the company regardless of the hiring decision outcome. • Hiring talent is everyone's responsibility – to ensure everyone is trained to interview effectively and actively participate in the hiring process. • Speed matters, but quality trumps everything – to operate with speed and agility without sacrificing the hiring standards. But given a choice between expediency and quality, one must choose quality. • Showcasing Lowe's Core Behaviors – to select candidates based on how well they demonstrate Lowe's core behaviors and not base the hiring decisions solely on specific qualifications or competencies. Let's look at some of the hiring interventions in details and their impact

Lateral Hiring: To attract exceptional, experienced talent from the industry, the team focused on three areas:

• Employee Referral Program (ERP): ERP is a valuable source for any organization for hiring great talent. The team simpliﬁed the referral process by removing unnecessary steps, making the tool more intuitive with a real-time view of referral status to maintain transparency. Moreover, the team leveraged effective visual and verbal communication to talk about critical open positions and encourage people to refer candidates.

• Impact: About 33% of hiring in 2020 was through referrals • IT - 30% | Non-IT (Business Services and Shared Services) - 40%

• Social Media: Perhaps, one of the most effective channels for attracting talent. Social media helped create digital branding for attracting external talent by showcasing Lowe's capability & its offerings.

• Events: The team crafted & hosted many online recruitment events & outreach programs to stay connected with the external talent, including

• Open Houses: Events play an important role in connecting and engaging with candidates. Lowe's India conducted the ﬁrst mass hiring open house in a microbrewery – Arena Artisanal Brewkitchen, Bangalore. In 2020, when most of the world was working from home, Lowe's India's talent advisory team conducted various open houses, some exclusively for attracting women candidates or towards those startups which shut down operations and were letting go of people.

• Sponsored online conferences: To attract the best-in-class engineering and tech talent, Lowe's India team also sponsored certain events targeted towards software practitioners. It proved an excellent platform to engage in direct conversation with attendees, showcase Lowe's tech progress and prowess and encourage them to apply for a job at Lowe's.

• Alumni Network: The team launched its signature alumni engagement program called Lowe's Alumni Network to strengthen the relationship with its alumni. The 46 team conducted an exclusive meetup to share company's progress and vision. It helped open an active communication channel with alumni, and the team was able to hire a few to join back the organization.

• Diversity Hiring: Achieving a diverse workforce starts with hiring with diversity in mind. The Lowe's India team pushed the envelope on diversity hiring by conducting various events for women, LGBTQ+ community, and military veterans. The purpose for such events was two-pronged: to drive conversations on inclusivity and attract talent from diverse backgrounds.

University hiring: When the team started its campus recruitment journey in 2017, Lowe's awareness in the market was limited. The team could not attract the desired young talent from universities; moreover, the joining ratio was also below the industry standard. In 2019, the team changed its approach to campus placements – by strengthening its relationship with the Training & Placement ofﬁcers (TPOs) and students and deepening its communication and engagement channels. The result was worthwhile, as Lowe's could attract young, energetic, and extraordinary talent from universities across India. The entire university relations program was divided into pre, during, and post-hiring engagements with round the year activities and learning interventions

Pre-Hire Engagement •The focus here is to explain the retail domain and Lowe's business through communication means such as mailers and newsletters and engage them further through guest talks. The team also created a strong campus ambassador program to handpick individuals from 1st or 2nd year who can be proponents for the brand and help cascade necessary brand messages and information about happenings in the company • In 2020, the team conducted a pan India hackathon to identify 3rd year engineering students who can solve critical business problems through innovative and scalable tech solutions. The hackathon was extensively promoted on universities and campuses and via social channels to ensure proper visibility while participating teams would stand to win exciting cash prizes and the opportunity to join Lowe's India 47 Hackathon Themes • Build a self-checkout solution for a Retailer • Build a store replenishment system • Build a conversational solution that enables customers to discover and order products • Build a solution to help the customers ﬁnd products in the store and help them navigate to the corresponding aisle/shelf

Hiring: The team streamlined hiring processes to enhance the overall candidate experience. Each interviewer would interview a candidate with warmth and respect and give necessary feedback as needed. The focus was simple: leave a candidate with a lasting impression about the company and the brand, irrespective of the hiring outcome.

Post-Offer Engagement: When a candidate received the offer until their joining, the TA team planned various interventions to engage the candidates and keep them warm. These included a monthly newsletter to share updates, events, and activities of the company. The team conducted various webinars to help new joiners transition smoothly into assuming a corporate role. An exclusive session was conducted with the Managing Director to engage new joiners and their parents, helping them understand company's business outlook, growth & key focus areas, and where the new hires will make a difference through their work. The TA team also conducted various learning sessions to impart knowledge on technical/functional and soft skill topics. And lastly, the new joiners received exciting goodies and branded merchandise ahead of their joining.

Post joining: To create a strong sense of belonging and ensure the new joiners feel warm and welcomed, Lowe's India team leveraged internal and external communication channels (Newsletters, Intranet, and Social Media) effectively to announce the new joiners' arrival into Lowe's ecosystem.

It has always been a candidate's market and will be one till the foreseeable future. In this context, companies need to strive to stay one step ahead to anticipate the candidates' need just like they would of their customers. Today, the TA team is expected to be more than a recruiter; they are expected to be VCs who continuously scout for newer talent pools/avenues to invest in for the future.

Shiv Kumar, Head – Talent Acquisition, Lowe’s India

Impact As the old philosophy goes, the whole is greater than the sum of its parts; the collective efforts of the Lowe's India TA team yielded more outstanding results in meeting

48 hiring goals, optimizing spends, improving the acceptance ratio, effective channel optimization, and enhanced customer satisfaction scores. Here's a gist of it:

49 Excellence in Learning and Development

50 Excellence in Learning and Development

“NAD Learn platform is empowering our associates to identify and pursue their career aspirations at a speed of their preference, while also giving the tools to work with renewed passion and conﬁdence to create future-ready workforce today.”

Harshvendra Soin, Global CPO and Head - Marketing, Tech Mahindra

Introduction to Learning & Development at TechM Businesses across the world are feeling the pressure of paradigm shift, popularly referred to as ‘disrupt or die’. Driven by ‘as-a-service’ economy, the global marketplace is undergoing massive changes with major focus on agility, co-innovation and new age solutions. In IT, technology landscape is changing faster than ever before with new set of technologies and skills being developed very rapidly, which in turn are catalysing business disruptions and improving efﬁciencies. Also, shelf life of IT skills is just 2.5 years as compared to the normal industries where it is ﬁve years. Hence, there is a need for continuous and lifelong learning. This means 51 TechM is on a constant lookout for good talent or need to constantly up-skill their existing talent to sustain growing business. Upskilling must essentially be faster than the pace of technology development to avoid the crisis of unemployment in society. Hence IT organizations like TechM needs to transform their workforce both at speed and scale.

Business Need Fit for Future: The objective of the Learning & Development team at Tech Mahindra is to transform TechMighties to be ‘Fit for the Future’. TechM wants to develop well-rounded professionals who believe in the company’s core values, the Mahindra brand philosophy, have the right technical skills and an entrepreneurial, solution-oriented mind-set. TechM has reﬁned their organizational verticals to ensure that employees have a line of sight for their next career movement in alignment with their brand promise.

Limitations of existing learning platformz: Traditional learning management systems were self-limiting due to lack of hyper-personalization, latest content, practice platform and deployment avenues etc. impacting scale and speed of skilling as well as deployment. For a services company like Tech Mahindra, business is people and people are business. The aggregate performance and skills of TechM people, which is a sum of the individual abilities and performance of each of TechM employees, has a direct impact on the company’s performance and growth.

Key objectives: A need was felt to have a new age learning ecosystem that can support and facilitate large scale, continual and hyper-personalized workforce transformation as per learner proﬁle, preferences and business objective. The ecosystem needs to leverage latest technologies like Artiﬁcial Intelligence, internal and external content and plethora of platforms to support dynamic business environment and learning drives. The platform also needed to deliver holistic learning for employees across multiple technical as well as functional (domain), behavioral and professional skills. It will also recommend relevant career paths to the employees based on their current skillset, time to upskill and opportunities available. The NAD Learn platform was the panacea that gave all this and more.

52 One solution – NAD Learn #NAD Learn as the key: At Tech Mahindra, they enable their employees to realize their potential and achieve top quartile growth. To ensure that employees are futureproofed and foster meaningful work enabling innovation; drive performance orientation for individual and organization growth while celebrating every moment, Tech provides a platform for capability enhancement of individual, ensure ‘employee-centric’ work environment and maintain the culture of innovation and inclusion. To create a unique learning ecosystem suiting the needs of the organization, TechM launched a new-age learning platform called #NAD Learn.

Features of #NAD Learn platform: #NAD Learn is an AI based platform powered by ‘New Age Delivery’ engine to provide interactive, on-demand, contextual and hyper-personalized upskilling to employees in self-service mode multi skilling them ahead of time. Some of the salient features achieved through #NAD Learn besides its unique theme of giving the power of learning to the learner are:

• Hyper-personalisation: AI algorithm recommends possible career path based on employee’s current skill along with time to complete and opportunities available. Based on this, employee can decide preferred career path and get access to high quality curated learning content, assessments and practice environments to suit their learning style and preferences along with coaching and mentoring avenues. •Skilling Unit (SKU) helps build holistic Full-stack (or End to End) software engineers rather than single skilled employees (e.g. Java Developers, Manual Testers etc.). SKUs were built through a collaborative and inclusive processes involving various stakeholders across the organisation. • Zero touch learning experience to the learner of the entire learning journey, right from identification of opportunity, access of relevant learning avenues, practice environment and deployment avenues eliminating many manual processes/ approvals. • One-Stop Shop: Provides seamless access to external world-class curated content, assessments and practice environment from across 30+ partners like Udemy, edX, Mettl etc. • Skills Marketplace: It uses AI and Natural Language Processing (NLP) to understand employee’s profile & job description and match suitable candidates based on variety of parameters apart from Skillset like location, years of work-experience, awards, hobbies, countries visited and other historic records and learns/ fine tunes 53 itself based on actual selections.

#NAD Learn makes a difference: #NAD Learn is empowering employees to take charge. Putting them in control of their own learning paths is part of company’s strategy to become “future ready.” Leveraging #NAD Learn, multiple learning initiatives like ProjectSkilling, FutureSkilling, Competence to deployment have been launched delivering business beneﬁts to the organization. #NAD Learn is proving out to be the X factor in TechM’s pursuit of being FIT4Future & inclusive growth. NAD Learn enables employees to access world-class content and assessments from across 30+ partners along with cloud-based practice platforms and deployment avenues. The platform empowers employees for seamless transition to digital jobs. The platform is also helping Tech Mahindra tide COVID pandemic facilitating 2x learning interventions accelerating skill development as per changing business landscape.

Learning evolution accelerated: At Tech Mahindra, enabling continuous learning for the Employees is part of core strategy and is recognized as a strategic differentiator. The importance of continuous learning is illustrated by this quote by Anand Mahindra, Mahindra Group – “You have to be continuously learning as a leader and to do that you have to ﬁrst have the humility to acknowledge that you don’t not know everything.” Learning function has evolved and transformed itself completely over past few years to enable large scale workforce transformation and meet changing business environment and needs of organisation & learners can be shown in the image below.

Transformation of employees at Speed and Scale through #NAD Learn

Transformational impact of #NAD Learn Inspiration behind #NAD Learn: While the traditional spend is declining, digital spend has increased two- fold with a major focus on SMAC, automation, Cyber Security & IoT. The question was - In an age of everything-as-a-service economy, why should upskilling remain a manual process, especially when it is the most critical

54 process for an individual and organization to survive and thrive? With TechM’s skilling vision 'Creating future-ready workforce today, while fulﬁlling associates' career aspirations', the talent team got started. The talent team dealt it through a two- pronged approach: one was to identify future skills and job roles needed through analysis of pipeline deals and futuristic trends and build learning paths mapped to these skills and job roles. Two was to build a platform ecosystem using NAD through integration of multiple partners in the space of content, assessment, practice platforms, video and micro learning that would take learning to where the learner is, providing them choice of avenues and topics to learn from. This new platform was christened #NAD Learn.

Business buy-in for #NAD Learn: The availability of key skills is becoming the single biggest challenge to business growth. Even when talent with key skills exist, the demand in the market causes high attrition and related losses in productivity for the business. The creation of #NAD Learn with its’ promise to provide an enriching career through continuous reskilling and upskilling programs and leadership journeys has made learning a retention tool. In fact, #NAD Learn provides the learner a choice on when, where, what to learn. It is also rewarding the learner with a clear articulation of outcome post learning in terms of a new role, onsite assignment or ﬁnancial rewards. This has ensured that attrition amongst employees who are actively using #NAD Learn is lesser than 50% of average organizational attrition. Additionally, since the IT industry is people intensive, the highest cost incurred is towards compensation and beneﬁts. In order to ensure that TechM avoids the high cost of external hiring, it is important to focus on retaining and upskilling existing talent to ensure that margins are met.

Skilling units that drive #NAD Learn: The learning function at TechM is delivered through two teams. The Technical Learning Services team caters to the Technology, Domain and Professional needs while the Leadership Learning Services team builds the Behavioural and Leadership skills for the Sales and the IT delivery teams. The competencies needed for an employee to deliver at work can be categorized into four areas: Technology, Domain, Professional and Behavioural. To bring #NAD Learn to life, these teams created the unique Skill Knowledge Unit (SKU). Each SKU is a logical combination of skills in a specific area of competence across delivery life cycle having full stack flavour. It is a combination of courses mapped to skills needed and assessment for each course. SKU design is aimed at creating multi-skilled associates across role boundaries and phases of delivery to achieve long-term business benefit, improved versatility of deployment and career growth for employees. Each SKU is reviewed, validated, approved by the SKU Control Board (SCB) to ensure adherence to the SKU design principles. The SCB comprises of senior business leaders and is chaired by a senior vice-president. More than 1000 SKU’s have been created covering 90+% of skills across technology, domain, behavioural and professional competencies. TechM invested significant amount to make this possible.

Key benefits seen after launch of #NAD Learn: The key beneﬁts seen through the eyes of key stakeholders are articulated below

55 • Employees: • Empowered to choose & fulﬁl their Career aspirations by being given a charge of their own learning and aspired career growth with self-learning increasing to 82% • 12% improvement in Employee engagement scores • Increased Multiskilling & employability. • 75%+ associates certiﬁed on digital skills

• Customers • The platform is helping us deliver value to our customers and increased customer’s conﬁdence in TechM’s ability to fulﬁl their Digital Transformation needs. • Few customers have shown interest in #NAD Learn implementation for their organization

• Business Leaders • #DoMoreWithLess – Increase in operational efﬁciency • Improvement in Internal Fulﬁllment by 74%

• Learning Staff • 30%+ bandwidth released for customized learning interventions & self-skill upgradation

• Society • Enhancing employability through allied initiatives like Gift a Career, Elevate, SMART Academies/ Centres etc.

Going Forward: Thus, the #NAD Learn platform is critical to TechM’s ‘Fit for the Future’ agenda we equip employees with the necessary skillsets in areas including leadership, technical, functional, domain, and role-based skilling programs. Employees have access to world-class content and assessments from over 30 partners along with cloud-based practice platforms and deployment avenues which gives them an edge in their career and increases their retention potential. It has accelerated new-age skill development improving employees’ capabilities in segments like 5G, robotic process automation, cloud, and big data. The increasing trend of customer projects towards digital technologies has seen employees make a seamless and efficient transition to digital jobs. This is also complemented by increased confidence amongst customers on the ability to deliver on projects. The platform also offers holistic learning approach for employees across multiple technical as well as functional (domain), behavioural and professional skills which speaks volumes about its flexibility. The AI-driven engine recommends employees relevant career paths based on their current skillset, time to upskill, and growth opportunities available which has led to increased self-learning and learning reach as well as freed up the bandwidth of learning staff. One of the key leaders behind the development of #NAD Learn platform, Vaishali Phatak, who is the Head - Technical Learning Services & Global Head of Diversity and Inclusion (D&I) had this to say - “NAD Learn is enabling our employees to continuously upskill and take charge of their growth and relevance to business 56 throughout their journey with Tech Mahindra. The platform is helping us deliver value to our customers by grooming employees into full-stack, end-to-end professionals for current projects as well as future assignments. We plan to extend the platform to academia, thereby helping college students become future ready by the time they graduate.” To be prepared better for post-pandemic situation businesses need to focus on the upskilling of employees in the emerging technologies. With #NAD Learn, Tech Mahindra is developing employees who can cross skill, upskill or future skill in response to customers’ evolving needs crafted in line with their own career aspirations with renewed passion and confidence. Internal Newsletters

Social Media Posts

e-Mailers and Posters

57 Excellence in Learning and Development

Company: Concentrix Daksh India Services Pvt. Limited Category: Excellence in Learning and Development Award: Special Recognition

At Concentrix, we put our staff first. We are committed investing in a high performance culture where employees feel valued, share their ideas and hone their skills.

CHRO - Raj Tanwar

Here is the story of how the Concentrix Learning Team collaborated and used all its transformational might to grapple with the Pandemic headwinds and touch new milestones!

A. About Concentrix – Concentrix is a technology-enabled global business services company specializing in customer engagement and improving business performance. It partners with ambitious, progressive executives around the world to future-proof their businesses and stay ahead of the competition and customer expectations. It specializes in crafting engaging experiences, driving digital transformation to generate value and make their customers want to connect.

B. Learning Objective - “To support the organization’s vision of providing meaningful learning opportunities to staff in the new normal”. The pandemic demanded a whole new level of agile thinking, innovation, ﬂexibility and change management. Replacing the old methods that would no longer work and continuing to enhance the good practices was imperative for the learning team to meet the objectives stated above. As the complexity of the communications industry continues to grow, our team understands the need for increased professional training and training-related services to meet its business objectives. Today’s increasingly powerful and cost-efﬁcient speech and voice automation solutions require specialized training in development, implementation deployment, and administration. 58 C. Concentrix meets its training needs by providing courses that span across all levels of expertise and job functions – from managers to directors, from programmers and developers to executives. No matter what the domain is, Concentrix has a course to for all career level.

D. Pandemic Challenges– • Sudden business model disruption, review of employee support initiatives, technology change, redesigning of HR policies & processes. • With a considerable set of employees under the threat of losing their jobs, and being unclear about how things would turn out, there was a sense of insecurity in the organization. The role of the Learning & Development team was even more critical to ensure employees felt involved and invested in the organization. • Also, instilling a whole new level of conﬁdence in the leadership was of paramount importance. With teams split between working from home and working from ofﬁce across levels, managers were faced with a sudden challenge of how to manage themselves and lead effectively in the virtual world. • All verticals came together to ensure a balance between seamless productivity and a secure, employee-centric working environment. The Learning Team rose to the occasion and tweaked intervention through sessions and connects to a virtual medium and also ensured employees realign to the culture of the organization. A quick content overhaul and maximum penetration was achieved with adequate planning and emphasis on skill and solution oriented learning.

E. Concentrix stepped Up to meet Challenges head on – • Gathering Voice of the Employees for relevant Learning Need Analysis : A new approach was taken to hear what employees had to say, especially with respect to time management and their struggle with conﬂicting priorities. Key methods used were: • Quick survey polls with pointed and relevant questions were rolled out, and run in different leadership forums. • Different view points were gathered from employees ,location/zonal learning partners’ before execution.. • Content revamp with new tools orientation: Content groups were created to perform focused research on high priority topics and design new content for speciﬁc 59 needs. Technology orientation was conducted for all team members along with applying new resources and tools for effective design and facilitation. A special effort was put into making a series of short duration sessions with useful learning to strike a balance with business priorities. • Facilitator upskilling and mentorship: Creative ways were devised to realign facilitators with the new requirements of virtual learning, understanding participants’ mindset and preferences and deliver accordingly. A Mentor-Mentee program was initiated for facilitators to sharpen their skills and learn more from tenured facilitators and leaders. This played an instrumental role in meaningful orientation of facilitators before they were expected to start delivering sessions. • Adapted to a variety of tech-savvy learning mediums: While a high focus was maintained on virtual instructor-led sessions, a whole set of Podcasts, mailer series and online video-based learning was also launched to support anytime, anywhere learning.

• Revised communication strategy: Moving away from posters, and visual in-office branding, a new plan was created to ensure all staff was kept informed right from the NEW strategy launch to specific session schedule, upcoming programs and list of options for choices to be made. • Unique launches: Exclusive new series of offerings for employees across levels were tailored to their needs and organizational objectives – refer to slide #8 for a set of specific launches across employee levels.

F. Impact on Stakeholders – Considering the unusual shake up of our critical processes owing to the crisis, a survey was done with key stakeholders to understand the impact learning & development efforts created on them and the employees at large. The score averaged out to be 4.7 out of 5. Given below is the survey result: (rating on a scale of 1 to 5: 1 being the lowest, 5 being the highest)

• Overall average score of 4.7 on L&D as an enabler in staff engagement • The score of 4.7 on L&D worked as an enabler in creating positive work environment as well.

60 Employee Verbatim • Sudden business model disruption, review of employee support initiatives, technology change, redesigning of HR policies & processes. • With a considerable set of employees under the threat of losing their jobs, and being unclear about how things would turn out, there was a sense of insecurity in the organization. The role of the Learning & Development team was even more critical to ensure employees felt involved and invested in the organization. • Also, instilling a whole new level of conﬁdence in the leadership was of paramount importance. With teams split between working from home and working from ofﬁce across levels, managers were faced with a sudden challenge of how to manage themselves and lead effectively in the virtual world. • All verticals came together to ensure a balance between seamless productivity and a secure, employee-centric working environment. The Learning Team rose to the occasion and tweaked intervention through sessions and connects to a virtual medium and also ensured employees realign to the culture of the organization. A quick content overhaul and maximum penetration was achieved with adequate planning and emphasis on skill and solution oriented learning.

G. Additional learning Initiatives – • Engagement Initiatives: • Ek Mulaqat: Celebrating existing talent and leadership experiences through a radio show. • Quiz Mania: An effort to engage as well as increase and check general awareness around Sports, Entertainment and General Knowledge. • Virtual Team Outing: A virtual activity to build camaraderie and team spirit. • Lock/Unlock Diaries and Clock 20minutes : These initiatives were exercised across multiple career levels. The programs increased awareness of hierarchy and their struggles to scale up.

• Development Program Series: Entry level – • English Gurukool : A series of modules on Fluency, Grammar, Pronunciation and Word Power to help employees speak and write with greater conﬁdence. • Mid-level Leaders - Mind the Game Changer: A tri series, encapsulating the importance of mind as a tool to change the game of one’s life personally and professionally. • Virtual Connects: A module to address the need of the hour in terms of increased focus on an empathetic and sensitive approach in dealing with one another at work. • Business Story Telling & Analytical Thinking. Senior Leaders – An attempt to create a storyboard of events and understand how analytical thinking enables the right clicks in client relationships.

61 • League of Aces: A program in which Industry experts and senior Concentrix Leaders work in collaboration to share leadership lessons and wisdom of life. • Design Thinking: A problem solving approach for senior leaders through creative solutions.

H. Sustainability & Scalability – With a complete overhaul in the learning & development strategy due to the pandemic, the team had to change its paradigms completely. The new yet differentiated model will not be speciﬁc to certain regions but adopt a more global approach as the boundary barriers have diminished. Larger cohorts can be accommodated via a virtual medium enabling maximization of learning and development. Some key initiatives in that direction are: • Global Learning School: An initiative to run sessions via a common global calendar, round the clock, on identiﬁed themes basis function/department/career grades etc. This will enable learning and development in regions where participants could not leverage the opportunities due to lack of resources for face-to-face sessions.

Academy approach: Emergence of academies focused on specialized skills keeping in mind which function/level participants belong to: • Delivery and delivery-support academies: A broad range of skill development journeys have been designed, like the entry-level academy that focuses on development of core skills around professionalism, organizational awareness and self-development. A similar approach has been adopted for Team Leaders and Operations Managers resulting in academies focusing on core Business Skills and a QA Academy for critical skills development of the members of the Transaction Quality department. • Shared Services Academy: A new perspective and outlook is also the need of the hour for their Shared Services staff who play a key role in managing critical aspects of employee life cycle and in engaging the Business Delivery staff in the virtual world. This academy will aim to skill the participants in new techniques emerging around support functions like Human Resource Business Partner, Compensation and Benefits, Labor Relations, Work Force Management etc. It will also focus on holistic development of the participants including their personality development, executive 62 presence and life skills using Neuro Linguistic Programming and other brain science techniques and tools. • Specialized Leadership Academies which will equip their top executives to be able to lead a large workforce that is highly engaged and committed. These academies will have certifications and structured learning effectiveness measurement studies as a key part of the design. Formal employee VOC, key stakeholder feedback and input for future endeavors will be a part of the studies. This will enable them to gauge the impact and readjust as we learn and evolve in these uncertain times. • A formal process around facilitator up-skilling & mentoring has been created to ensure their readiness to deliver programs effectively in the new set up. This will help ensure they are flexible in their approach to unlearn, learn and adapt to the changing business scenario. • Also, budgets are being allocated keeping in mind not only areas around Leadership/Professional development but also far more sensitively around employee well-being and happiness which have emerged as key focus areas in the changed reality. The learning/vendor approach will be around experiential learning, engaging simulations with well-defined outcomes and Return on investment keeping the new world dynamics at the core.

A. Conclusion of the Case Study … It is a colossal victory for the organization. The Learning and Development wing rose to the occasion and rekindled gratitude, ampliﬁed a growth mindset, motivated the employees, celebrated talent, kept the minds connected, and above all weaved resilience through all its programs and activities.

In all humility, we marched on as ‘One Team One Concentrix’! Learning as a function at Concentrix envisions every employee’s development on professional as well as personal front to help them be more effective. We are committed to investing in a high performance culture where employees share their ideas, strengthen relationships and hone their skills.

63 Excellence with Best Health and Wellness Initiatives

63 Excellence for Best Health and Wellness Initiatives

“Wellness to me is how you live your life. It is not a matter of going to the gym or running …whatever suits you to keep yourself physically and mentally healthy is what wellness is all about.”

Pankaj Kumar Rai, Regional Director - HR, South Asia, Middle East & SSA

About Kohler Kohler Co., founded in 1873 by John Michael Kohler, is an American manufacturing company based in Kohler, Wisconsin. Starting as a small operation, Kohler has grown into a 38,000 associate organization operating over 50 manufacturing facilities on 6 continents. Best known for its plumbing products, the company also manufactures furniture, cabinetry, tile, engines, generators and owns various hospitality establishments in the United States and Scotland. Kohler India set its footprint in 2005 with its Kitchen and Bath business and today it is the leading MNC brand by value, growing at 2 times the industry rate and is the no.1 brand recommended by inﬂuencers.

Premise Keeping the spirit of growth and customer centricity, wellness initiatives at Kohler are curated to meet the speciﬁc needs of associates. Hence under wellness brand - WALK – Wellness and lifestyle @ Kohler, wellbeing initiatives are rolled out. The essence of wellness programs lies in the execution strategy leading to maximum utilization of beneﬁts by associates across Kohler. Launched in 2018, WALK emerged because of -

1. Feedback from front line sales associates regarding their concerns on high stress levels, poor sleeping patterns, irritability, lack of mental and physical well-being. 2. Associate feedback/request to improve health coverage beneﬁts for women and

64 elder care 3. Annual health check conducted every year in the last 3 years gave us a starting point, which culminated into a robust Wellness Strategy at the end of 2017.

How did WALK begin? WALK was consciously set up initially to be a PULL strategy rather than a PUSH strategy. Steps taken to trigger the PULL strategy -

• Branding of WALK initiatives through Top Management buy-in. Launch triggered with a video by Kohler India MD and other members of the Top Management and mid-management. Heavily publicized videos through internal TV in cafeterias, mails, and business WhatsApp groups. • Joining a Wellness Champions team was made aspirational with a cross-functional team which collaborated to bring new ideas & champion every wellness initiative within their business division. At the end of the year, President hands over an award to Wellness Champions in Town Hall recognizing their efforts. • Wellness champions highlighted the voice of internal customers which helped understand associate expectations and tailor wellness initiatives accordingly. • Kohler Radio announcements were made several days in advance of any workshop \ session. Steps taken to sustain PULL strategy: • Continue to involve newer Wellness Champions every year, let them be the voice of Associates and reward them appropriately. • Continue to receive Top management support in the form of Wellness initiatives announcements in Quarterly Town Halls • Top and mid Management members themselves participate in several wellness challenges as they ﬁnd them interesting. This naturally encourages their teams. Kohler wellness Philosophy is today based on ﬁve pillars – Physical Wellness, Caring Culture, Meaning and Purpose, Mental \ Emotional Wellbeing and Financial Security.

65 Pillar 1: Physical Wellness 1.1 8 Week ‘Walk the World Challenge’: App based Wellness Solutions. 2018 health check put the spotlight on obesity problems across junior and mid management levels. ‘8 weeks - 8 themes’ in the form of Yoga Basics week, Healthy Diet week, Hydration Week etc was launched. Associates had to login into an app everyday and login the food, water, fruits etc consumption. The app would also calculate the calories burnt and all inputs converted to points and the team with highest points and those who followed the theme based activities was declared winner. This challenge was thrown open to the entire Organization across all locations of Kohler in India including the Plants. There was no challenge of participation since it was digital. However, Sales associates form a significant part of the population. They are constantly on the field, do not access mails much and hence was a challenge to get them to participate. 2 plans were implemented to attract their participation: • Convert the challenge into inter-regional Sales contest with special awards announced for weekly challenge winners. Rewards announced for Regional Sales Managers to improve the competition quality. • Special 15 – 20 mins byte sized live webinars with nutritionists around managing diet and health while on field were organized as per each week’s theme. These could be viewed on mobile app and special Q&A’s and diet consultations were organized via app • Every communication mail that was sent to all associates was also forwarded as a copy to Sales business WhatsApp groups. Above steps resulted in top 2 winners from the Sales teams. Challenge concluded with 2 more campaigns: • Health check in office to ensure that Associates notice pre and post Challenge difference in their BMI statistics. • For those with overweight issues, another extensive monthly campaign named ‘Thoughtful Tuesdays’ was initiated.

WALK the World Challenge Impact: • Enrollment Percentage: 61% (industry standard: 60%*) • Associates Engaged till the end of challenge: 37% (industry standard: 17%*) *Source: App service provider basis the other Companies who participated in this challenge

1.2 Health Checks and Camps: Annual health checks for all associates and a comprehensive checkup for Top Management team and their spouse.

1.3 In ofﬁce Wellness: Wellness sessions around chair yoga, Zumba, ergonomics, Gym, annual sports day events such as cricket, football and volleyball, BMI consultations are available. Mother’s Wellness room, medical room, First aid training program and doctor on site are available. Protein and Calorie rich food menu provided at subsidized cost to sustain the exertions of daily work.

1.4 Discounts on Medical Facilities – App based discounted medical card launched across 8000+ OPD, diagnostic centers, gyms.

66 Pillar 2: Caring Culture Week 2: Net Effect Challenge – Social Connect Challenge with work 2.1 Flexible Benefits Program – Choose Well…Live Well… colleagues to connect better with colleagueswhile working from From one size fits all approach to tailored benefits, Kohler empowers employees to home.. There were some easy, medium, and difficult tasks. Examples: make their own insurance benefit selections. Employees can generate Flex points by Easy – writing a note of gratitude to a co-worker. Medium – Sharing a reducing from the default plan and trade off with plethora of Insurance and meal together with team. Difficult – Each team member makes a list of Non-Insurance Benefits options. The programs offer 22 Health insurance options ranging from INR 3 Lacs to INR 10 Lacs of medical coverage, top up on accidental how their work aligns or fulfils a higher purpose personally. Gather the and term life insurance and include spouse, 9 Options for Non-Insurance Benefits, team and discuss each list. OPD and Critical Illness Cover, 3 Flex Plus Plans – Lifestyle (covering psychiatric, Week 3 and 4: Tweet Tweet Challenge: Financial Wellbeing challenge physiotherapy treatment etc), Women and Child (covering pap smear, to ensure that associates invest in personal strategies to build their mammogram, PCOD, thyroid, new born baby expenses, IVF etc) and Elder Care financial savings. (covering nurse and/or doctor at home, condition management etc). Daily articles pertaining to these activities were sent to have a Extensive medical insurance cover for Top management and their dependents along reference point to broaden their scope of learning in that area. Winning with a free critical cover for self. teams were awarded exciting gift vouchers 78% of associates have adopted flexible benefits portal for a personalized wellness experience.

2.2 Parental Support Program Kohler’s parental support program evolved from Maternity Support to Parental Support to make it holistic and involve diverse workforce. • Back to Work Program: Vendor support along with a robust internal process where C suite women leaders handhold women associates through the different stages of pre- and post-maternity along with managers. • Online resources for employees, monthly parenting newsletters, parenting webinar sessions, counselling services • Gift voucher for new parents and Maternity handbook for expecting mothers. • Enhancement of adoption leave from existing 4 / 5 /6 weeks (basis age of adopted child) to 12 weeks and 26 weeks (basis age of adopted child being less or more than 6 months) • Introduction of 5 days paternity leave for workmen as well and 5 days of adoption leave for male associates. 2.3 Online-cum-Physical Library Online library platform where employees can borrow physical books, magazines, e books, audio books from 40+ categories for professional and personal reading. Books are delivered at ofﬁce location within 24 hours of placing order. Current utilization stands at 96%. 2.4 Wellness During Covid-19 Pandemic ‘Evolve Together’: Webinar series on Managing Health while working from home in partnership with insurance broker. LOL Challenge: Live Out Loud Challenge was an in-house 4-week Wellness initiative. Around 64 teams participated with 3 – 6 members in each team. Week 1: Here & Now Challenge – Simple mindfulness techniques in daily chores at home or in ofﬁce leading to advanced techniques

67 Week 2: Net Effect Challenge – Social Connect Challenge with work colleagues to connect better with colleagueswhile working from home.. There were some easy, medium, and difficult tasks. Examples: Easy – writing a note of gratitude to a co-worker. Medium – Sharing a meal together with team. Difficult – Each team member makes a list of how their work aligns or fulfils a higher purpose personally. Gather the team and discuss each list. Week 3 and 4: Tweet Tweet Challenge: Financial Wellbeing challenge to ensure that associates invest in personal strategies to build their financial savings. Daily articles pertaining to these activities were sent to have a reference point to broaden their scope of learning in that area. Winning teams were awarded exciting gift vouchers

Big Little Things 8-week Newsletter series themed differently for each week completely pertaining to Covid times. One article per day was published with a total of 40 articles being published. Themes such as – The New Normal, Food Safety and Nutrition during Covid, Children and Family Health, Immunity, Wellbeing for Diverse workplace, etc

EAP 1. Launch of EWAP services – Online Cognitive Behavioral Therapy (CBT), Counselling services, Mindfulness app etc. 2. Webinar on ‘Mental preparedness to return to workplace’ was conducted to address concerns of 2.3 Online-cum-Physical Library returning to work post Covid. Online library platform where employees can borrow physical books, magazines, e books, audio books from 40+ categories for Parental Joy Campaign professional and personal reading. Books are delivered at office Specific program designed for working parents who are location within 24 hours of placing order. Current utilization stands at juggling between taking care of kids at home while working. In 96%. partnership with the vendor, several informative and fun camps 2.4 Wellness During Covid-19 Pandemic were launched for kids. Parents could either enroll their kids to ‘Evolve Together’: Webinar series on Managing Health while working complimentary or paid sessions. from home in partnership with insurance broker. Special Covid insurance, webinars around Corona virus by LOL Challenge: Live Out Loud Challenge was an in-house 4-week medical practitioners and telemedicine helpline for 6 months. Wellness initiative. Around 64 teams participated with 3 – 6 members in each team. Week 1: Here & Now Challenge – Simple mindfulness techniques in daily chores at home or in office leading to advanced techniques

68 Pillar 3: Meaning and Purpose 3.1 Community Impact and Stewardship at Kohler Kohler embraces the U.N. Sustainable Development Goals (UNSDGs) as a guide for the actions, and tap into expertise in plumbing, sanitation, energy systems, hospitality and manufacturing to drive research, innovation and commercialization of sustainable solutions to some of the world’s most pressing challenges. Run for Clarity: Goal of running 40,075 kms to raise awareness for safe water. Through this, Kohler has distributed 650 Kohler Clarity Filters in India Blood Donation Camp: An annual activity, helping to donate more than 750 units of blood over 3 years Tree Plantation: More than 7,000 trees planted over 3 years. Covid-19 Hygiene Kit Distribution: 5000+ kits sponsored and distributed by Kohler employees in community across locations during Covid-19 lockdown period.

3.2 Diversity and Inclusion Since 2019, a cross functional D&I Council exists, advised by Top Management. It is a hugely active Council administering the below role and responsibilities. The USP here is – these are business led and not HR led initiatives. Several impactful initiatives have been rolled out since 2018. India leadership team has taken diversity targets in every business vertical. Progress is tracked on both – Diversity and Inclusion targets Unconscious Bias Training was rolled out in several layers across the Top, Mid Management and Junior Management associates. Content was curated through in-house incident-based case studies. This was explicitly voiced by Associate groups during several Focus Group Discussions in 2018 while building the D&I Strategy Individual and Team level commitments have been taken by Top and Mid Management to mitigate their own personal biases. These have been documented and discussed during Quarterly ‘Open Dialogue D&I DIVE IN’ sessions with both these groups. Women’s BRG is led by another Mid Management woman business leader. The team has kickstarted mentoring for women associates across functions with cross functional mentor-mentee duo. Young Leader Professionals, an initiative for freshers and management graduates has been kickstarted and their voice is heard for any progressive policy changes, their career tracking is monitored closely and this has led to decreased attrition in last 2 years Quarterly online learning modules on creating an inclusive environment need to be completed by every associate. Learning module content is designed based on real life case scenarios witnessed within the Organization.

Pillar 4: Mental\Emotional Wellbeing 4.1 Employee Wellbeing and Assistance Program – HOPe (Health of People) Kohler’s EWAP program offers the support associates need to address any concern around personal or professional life. It provides 24x7 conﬁdential access to professional counsellors, available by phone or video calls to help with any

69 emotional challenges such as stress or anxiety. 23% associates have used the EAP portal since launch in 2020 with over 107 articles read. Additionally, a mindfulness app for easy access to guided practices is provided free of cost and “Stress Control Online” – an 8 week online Cognitive Behavior therapy (CBT) to control stress. 4.2 Gobbledygook Quiz Club – An offshoot of Wellness Champions team creation, is run by wellness champions monthly.

Pillar 5: Financial Security 5.1 Gamified Financial Wellness Awareness Session: An app based gamified financial wellness session focusing on key financial questions were conducted in various groups in addition to approx. 25 personal financial management consultations. 5.2 App Based Reimbursement Tool – Introduced app-based reimbursement option with reimbursable allowance paid in visa cards for convenient, fast, and easy reimbursement process. 5.3 Financial Management Impact: Conducted 9 Financial Management session \ helpdesk.

Best Practices Execution Strategy: Benefits Month ‘Beneﬁts Month’ was uniquely celebrated in August 2019 - branded as ‘4 weeks 4 themes’. This was a result of extensive research conducted on beneﬁts: (1) Financial Week – app-based reimbursement allowance, Helpdesks for Car Lease and NPS were launched (2) Your Off-time Week – introduced paternity leave for workmen, increased parental leave from 2 days to 5 days, increased Adoption leave, introduced Paternal Adoption leave (3) We Care Week – mindfulness app, discounted medical card launched across 8000+ OPD, diagnostic centers, gyms (4) Ah to Aha Week – E – library, hobby classes, revamped Parental program - counselling services, online resources, webinars, newsletters launched.

2020 OTHER METRICS

Covid period Associate • 25% employees ﬂexed their insurance plans. Engagement survey results: Flexible Beneﬁts portal was adopted by 78% Below responses were employees. based on the question: “The • Parenting resources on the portal have over wellness initiatives taken by 100 hits a month during Campaign. Kohler during this time are • Library services are utilized more than 96% helping me”. Benchmark since launch.

70 2020 OTHER METRICS

score of 75 – April: 81 May: • Survey of women associates revealed that 82 June: 85 July: 82t 90% of women feel that the Women’s BRG will make a difference to Diversity in Kohler and they ﬁnd the group’s sessions inclusive and engaging. • 8 Week ‘Walk the World Challenge’ Health and participation metrices: Participation rate - Initial: 61% (Industry Standard: 60%) End: 37% (Industry Standard: 15% - 20%) • EWAP Usage since 2019: Counselling session – 14, Vendor portal logins –158, Articles read – 114, registrations for Stress Control Online since June 2020 - 13

Future Goals for Kohler Kohler’s future wellness goal is to balance wellness with other elements of Total Rewards, provide market prevalent beneﬁts which are relevant to our associates thereby attracting key talent and increase employee value proposition.

71 Excellence Award for Best Health and Wellness Initiatives

Tata Consultancy Services

About Tata Consultancy Services Tata is one of the most trusted brands in the country and has always been known to put the community and its associates at the center of all its business goals and decisions. Part of the Tata Group companies established in 1968 by Tata Sons Ltd to service their electronic data processing (EDP) requirements and provide management consulting services. Tata Consultancy Services is an IT services, consulting and business solutions organization that has been partnering with many of the world’s largest businesses in their transformation journeys for the last ﬁfty years.

Business Context TCS has over the years-built plethora of health & wellness offerings which provides a holistic health & wellbeing programs for its associates. From best in the industry health insurance for associates and their dependents to a personalized home health check-up for associates and their spouses to involving friends and family in the physical ﬁtness programs to community services and volunteering programs with families, the initiatives are not just limited to associates but also involves their immediate families and at times larger social circle. All health & wellness programs in TCS are driven by policy, technology and associate’s communication with the 5 main focus areas of any Health & Wellness Program being: 1. Physical Wellbeing 2. Mental & Emotional Wellbeing 3. Social Wellbeing 4. Safety 5. Financial Wellbeing

Challenges Being Proactive and progressive in its policies, TCS shifted its focus from curative health beneﬁts to building a culture of holistic wellbeing. The idea was to focus on preventive care to ensure mental, emotional & social wellbeing of its associates. Some of the challenges faced by TCS in building these programs were Normalizing Mental & Emotional Wellbeing, Sedentary Work Life, Feedback from employees, Providing Healthy workspaces, Diverse Workforce, Combating Isolation and Well- being beyond work. The Constituents of Benefits Offerings

72 Introduction of TCS Cares: Though TCS had Employee Assistance program since 2010 to offer free counselling to employees, TCS realized that the scope of emotional & mental wellbeing is much beyond counselling. Hence, TCS Cares was formed in October 2018 with the objective of providing a Safe Secure Emotional and Mental infrastructure for the associates, which can act as a safety net in times of emotional crisis. A global initiative dedicated to the Emotional and Mental Wellbeing of the TCS associate, TCS Cares philosophy and model is built around the 5 Pillars of Awareness, Understanding, Acceptance, Support and Community which helps in creating a framework of support and emotional safety and also destigmatize mental health. The primary offerings of TCS Cares range from 24*7 Professional counselling services, to Self Help resources and strategically designed HR and Manager Sensitiza- tion Programs. Some of the Key offerings are: 1. Emotional and mental wellbeing leave was introduced as part of sick leave in the organization for India Geography. This was designed with the intent of providing the associates the option of taking time off to rest and recoup for better emotional health. 2. A wide portfolio of self-care help which include but are not limited to mental health reading materials, assessments and mental health toolkits among other things. 3. Weekly Wellbeing Sessions and interactive webinars with experts and trained counsellors. 4. Focused Manager & HR Sensitization programs to ensure creation of robust Safety nets for TCS associates. 5. A “Suicide Prevention Protocol” to be followed across all Counselling services to ensure rapid action on High Risk cases. 6. Specially curated Sessions for the Leadership and HR, which focuses on building “Resilient & Resonant” Leadership. 7. A specially designed Peer Counsellor Training program to train associates for becoming Emotional First Aiders and wellbeing partners. 8. Dedicated TCS Cares email ID functional for all communications and queries with response SLA of 4 hrs. 9. Emotional Wellbeing Apps for quicker access to all self-help and counselling resources 24*7

Expanding Fit4Life initiatives: TCS Fit4life is a concept that marries all the 3 con- cepts of Wellness, Team Spirit and Social Cause into one. TCS Fit4Life focuses on two main area of associates’ wellbeing –

1. Physical Fitness: TCS has partnered with a professional ﬁtness training company to train the associates and their spouses across its branches to get into ﬁtness regime and improve their daily lifestyles and inculcate healthy habits. 2. Nutrition: A professional nutritionist who also happens to be a full marathoner has been brought on board to advise the associates on various aspects of nutrition, create awareness on healthy food habits and emphasize on the importance of nutrition for a healthy lifestyle. Some of the offerings include:

73 • Billion Step Challenge organized on TCS 50 Year anniversary to promote fitness as an organizational culture • Fitness Programs – Introduction of Yoga consultancy, Cycle sharing programs etc. Some of the programs have also been extended to the employees’ families, peer groups in the industry and student campuses • Health Food Counter across various facilities to promote healthy eating habits among employees • Utilities to remind employees to do physical stretches at workstations and provide nutrition tips. Step Counter in mobile app for self-tracking one’s fitness efforts • Introduction of TCS Marathon Club in collaboration with Striders to provide fitness and nutrition plans for employees who enroll for Marathons.

2. Health Screening: TCS conducted Workplace Health Screening in 2017 pan India. It provided a platform for the employees to proactively understand their health risks and avail one-on-one doctor consultation to mitigate the same. Comprehensive Annual Health Screening is also sponsored by TCS for 40+ yrs. employees & their spouses.

3. Healthy Work Environment: Indoor Air Quality (IAQ) monitoring system has been implemented at all TCS locations to ensure a safe work environment to all employees.

4. Occupational Health Centers: TCS overhauled and reintroduced standardized Occupational Health Centers across its TCS India ofﬁces to provide immediate medical attention to its employees. All OHC’s were staffed with • Doctors • paramedics available 24*7 across all TCS locations and shifts • AED equipped ambulance stationed 24*7 in TCS premises for evacuation of employees to the nearest hospital in case of health emergencies

5. Flexible TCS India Health Insurance Scheme: Understanding that different employees have dissimilar insurance need, TCS introduced ﬂexible health insurance scheme for its employees where they could opt the insurance plan as per their medical need.

6. Group Term Life Insurance: TCS understands the importance of creating provisions for family and loved ones after death. Therefore, it covers all its employees under Group Term Life Insurance from Day 1 of joining.

7. Inclusive Policy: Being a company that values its diversity and inclusion practices, TCS was among the ﬁrst few companies in India to cover the following under its India Health Insurance Scheme: • Same sex partner as a beneﬁciary • Sex reassignment surgeries • Mental ailment treatment.

8. Tata Welfare Trust: While TCS has a comprehensive Health Insurance Policy,

74 ﬁnancial assistance to employees under Tata Welfare Trust is provided in exceptional scenarios where either health insurance cover is exhausted, or the expenses / ailments are not covered under the Health Insurance Scheme beneﬁt.

9. Social Network beyond Work: This includes: • Volunteering initiatives like TATA Engage (cause-based volunteering program) & ProEngage (skill-based volunteering program) to provide a sense of purpose as well as to counteract stress, anxiety, depression and create a stronger, more meaningful social network for the employees • Tie up with various trusted Day Cares to provide childcare facilities for working parents • Workplace Parents Group for TCSers to connect & help each other with similar issues faced in their parenting journey & create a sense of camaraderie beyond work 11. Safety First: To make TCS a ZERO FATALITY COMPANY, various initiatives like road safety campaign, women safety campaign, Medical drills, Fire safety drill, appointment of Health Marshalls, First Aid and CPR training, etc.are organized and continually improved.

Effectiveness of TCS Health & Wellbeing Program: To make the framework of employee welfare more robust, TCS has also designed measures to gauge the effectiveness of programs and initiatives on periodic basis. Some of these measures include: -

1. PULSE Feedback: PULSE is an annual organization wide comprehensive employee satisfaction survey to gauge the effectiveness of TCS policies, processes and outreach programs including Health and Wellness initiatives. PULSE Associate Satisfaction Score improved from 74.3 index in 2018 to 75.3 index in 2020. PULSE Score for TCS Health Beneﬁt Programs has also improved from 70.7 index in 2017 to 76.8 index in 2018 which further improved to 77.6 index in 2020. PULSE Score for Fit4Life has seen a constant improvement from 75 index in 2018 to 77 index in 2019 to 79 index in 2020.

2. Focused Surveys: TCS Maitree and Purpose4Life programs conduct Annual Maitree Survey at the end of FY and have seen their score improve from 96% in FY18 to 97% in FY20. TCS Fit4Life also gauge the effectiveness of its programs via the numbers of steps logged and completed and the number of active participants at the end of the FY. 31,768,730 steps logged in by employees in FY18 improved to 54,927,276 steps in FY19.

3. Instant Feedback: Instant feedback mechanism has been made available to employees through digital apps and online portal. The feedback questions range from effectiveness of the speakers, relevance of the content in case of Webinars and Expert Talks, ease of access of healthcare beneﬁts, quality of service provided to overall satisfaction with the policy, in case of Health Beneﬁts.

4. Others: Every policy and process deployed under the Health and Wellness

75 umbrella is closely monitored through monthly & quarterly reviews at various senior management level. Implicit Effects: TCS has observed a positive impact on job attitudes, performance, productivity and work relationships of employees due to its health and wellness programs. Average sick leave days utilization per employee has come down from 11.49 days in FY18 to 11.42 days in FY19 & 11.26 days in FY20. Low absenteeism due to health reasons has resulted in lowering the health cost per employee as well as increased utilization of resources which has had positive impact on the business margins.

Impact on Key Stakeholders The impact of health and wellness programs in TCS can be gauged by the fact that the employee engagement score for TCS has improved from 73.6 index in 2018. to 78 index in 2020 indicating a better engaged workforce. Low absenteeism & increased engagement due to a wide-ranging beneﬁt program has resulted in increased utilization of resources which improved from 88.35% in Q4FY18 to 88.99% in Q4 FY19 to 89.26% in Q4FY20, leading to increase in manpower and business margins. The overall response to the TCS Cares programs has resulted in many positive outcomes like counselling being extended to associate families, sensitized Leaders, managers, HRs and peers contributing to a more empathetic workspace. Specialized curated Flagship sessions for all Segments and Roles leading to cultural transformation and stigma dissolution. More effective outreach towards High risk cases through Referrals process and self-harm prevention protocols have resulted in a robust emotional and mental wellbeing framework. These initiatives have helped in creating repository of health data with TCS that helps in stratiﬁcation of associates basis the level of health risk, viz. High, Medium and Low and enable the organization to design interventions for a targeted set of audience. Timely intervention in health & wellness initiatives has helped TCS in attracting talented workers, reduce absenteeism and lost time, improving on-the-job time utilization, leading to increased productivity and an increase in Organizational Belongingness quotient thereby resulting in one of the lowest attrition rates in the industry. Due to Interventions like Safety First, TCS has observed a decline in accidental deaths. TCS has been able to manage one of the highest retention rate in IT industry due to its purpose-driven culture, progressive HR policies and philosophy of investing in people. TCS Hiring numbers (gross additions) has also gone up on Y-o-Y basis from 39,841 in FY18 to 58,133 in FY19 to 65,860 in FY20.

Future Sustenance and Growth TCS as an organization has a culture of constant renovation while keeping a keen eye on the future potential trends to remain relevant to its stakeholder through Building a culture of ﬁtness, Leveraging Technology, Employee Awareness & Motivation, Focused Mental and Emotional wellbeing initiatives and several other initiatives. Alignment of Health & Wellness initiatives to TCS 25*25 Operating Model vision:

76 With TCS adopting 25*25 vision of only 25% of its workforce working from office on any given day by year 2025, all health & wellness initiatives will have to be reimagined and redeployed to be aligned to its new operating model. This includes encouraging employees for fitness initiatives virtually from the comfort of their homes. This includes: Virtual Fitness Instructor – FITBOT, Gamification of Fitness, Rewards for being FIT, Leveraging Technology ( Integrating TCS inhouse applications like TCS Fit4life system with preferred fitness apps etc.,), Virtual World and TCS Cares, Inclusive Quotient to be increased, and Expanding the Fitness Initiatives to Family Members.

77 Excellence in Leveraging HR Technology

78 Excellence in Leveraging HR Technology Genpact

“As a global professional services firm, our employees are at the core of everything we do. This award is testament to our focus on adding new skills, sharpening our ability to think digital, and leveraging technology to drive employee experience and engagement through the entire hire to retire cycle.”

Piyush Mehta, CHRO, Genpact.

Nature of Business: IT/ ITES Type of Entity: Large Company Nature of ownership in India: Foreign owned multinational corporations Origin of Innovation…

The HR function at Genpact is a partner of choice and enabler of growth. We have retained this position with our constant endeavor to be smarter in our way of working: adding new skills, sharpening our ability to think digital, and leveraging technology.

There are two key areas that inﬂuence the functional strategy: The organization’s priorities, and external trends. As we get ready for the future, our goals are clear:

79 strengthen our ability to win, drive large-scale end-to-end transformation for our clients, and be a key source of value creation. Our strategy, which includes our talent blueprint around the workforce of the future, is inﬂuenced by our aspirations: How we want to deliver ﬂawlessly on client priorities and drive strategic client outcomes (such as growth, risk, business model transformation, and cost outcomes), and how we pivot our capability build and go to market.

1.) Organizational vision – At Genpact, we believe in • Transforming the way we hire and reduce attrition: Spotting top performers in the organization and developing talent • Reskilling and upskilling at scale: Giving our talent access to customized learning paths, making learning a leading agenda for the C-Suite, and helping the talent development team engage with businesses in substantive ways • Identifying, developing, and linking future-ready talent to value: Building a pipeline of future-ready leaders for critical roles, prioritizing potential vs experience, and deﬁning skills that will be required for the future • Re-imagining employee experience through a culture of self-learning and self-serve: Changing the way we work, enabling our talent to thrive in a 100% work from anywhere model. The pandemic has revealed that people need to have a strong purpose in life, now, more than ever before. To adapt and rise, we need people who are happy and motivated • Employee experience and engagement, they are key while creating a workforce of the future. Organizations need to design methods, frameworks and practices that industrialize experience and engagement at scale—essentially design employee experience the same way as customer experience

80 ORIGIN OF INNOVATION… 2.) Keeping up with external trends Predominant external trends also play an equally critical role in building the HR strategy and institutionalizing initiatives and programs. The need for the hour is an altered workforce where virtualization, wellness, and inclusion have become even more important. There’s a war for digital talent where demand is likely to exceed supply ~4 times. This means new sourcing channels and recruitment strategies need to be adopted to meet some of these demands. Then there is the challenge of rapid redundancy of skills and the need to reskill at scale and create continuous learning culture. All this ties back to ensuring digitally enabled and technology led improvements in HR, as well as addressing the challenges of interoperability of technology.

Employee EX is the centre of whatever we do, and we are leveraging the right technologies across our hire to retire employee life cycle

Recruitment and Onboarding Transforming the way, we hire We’re using best in the industry technologies to enhance our global recruitment process. Our automated employee referral portal encourages Genpact employees to refer candidates from their networks. Phenom, our chatbot powered careers website, gives job seekers a hyper-personalized experience. Textio, an augmented writing platform ensures our job descriptions are standardized, gender neutral, and enables us to attract the right talent and help us drive our diversity agenda. Avature Candidate Relationship Management platform helps us excel globally by improving visibility of candidate pipelines and candidate engagement. Hacker Rank, an artiﬁcial intelligence powered technology, facilitates automated assessments and enables our technical recruiters and managers to objectively evaluate talent, thus helping us hire effectively. Making our people ready for the “Future of you” By combining the contemporary understanding of the science of learning with new operating models derived from MIT’s Centre for Collective Intelligence work, Genpact has designed a scalable infrastructure and a new muscle that continuously curates, crystallizes, disseminates, and enhances knowledge Genome is Genpact’s radically different learning framework. It enables all our 90,000+ employees to learn skills that are highly relevant to their current roles and future aspirations. Genome is designed to shape an adaptive workforce that’s able to acquire new skills and evolve as quickly as industries and

81 technologies change. The learning strategy was designed to ‘reskill at scale’ and is integrated through the enterprise: it currently touches 95,000+ people across 25 countries and delivers opportunity to learn on 500 granular skills in 72 domains.

Talent Development It’s a match! TalentMatch is our talent transformation initiative to match the skills and job aspirations of our employees with existing and future job opportunities in the company. By enabling employees to prepare for future career aspirations by upskilling and reskilling through Genome, Talent Match has allowed us to identify talent available for redeployment from one part of our business to another as the needs of our clients change. It improves our employee utilization globally by providing the right talent at the right time for our client engagements. It gives our employees the opportunity to take their careers in their desired direction, thus increasing employee satisfaction, and bolsters our ability to scale the work from anywhere model.

Employee Experience and Engagement Putting our people ﬁrst Amber, our engagement AI chatbot and employee experience platform, enables transformation of our engagement strategy. As the culture tool of Genpact, it serves as a continuous listening post – rather than a point-in-time feedback! Amber provides an outlet for unbiased and judgment free conversations for our employees and live predictive people analytics for business and HR leaders.

Enabling quick and informed decision making Our Organizational Network Analysis (ONA) program uses deep learning and messaging metadata to analyze communications patterns to continually ﬂag attrition risks among our leaders and new hire high performers. The objectives are to have timely retention discussions with these key employees, enable succession planning before attrition hits, and identify “Rockstar” performers.

Helping our people take charge HR Buddy, our self-service HR chatbot, uses conversational AI to give our employees quick answers to their HR-related questions and reduces the amount of time our HR professionals spend answering rote HR queries.

Adapting to new ways of connecting ‘Circle Out’ provides employees the opportunity to expand their business circle in the virtual era. It uses an auto-pairing tool that connects our global employees for a coffee chat. Not only does this aim to create the ‘bumping into someone at work’ phenomenon, it makes connections a lot more powerful by building relationships globally that otherwise may not have taken place. This gives our teams access to diverse perspectives and thoughts through chance encounters, thereby fueling innovation in a remote set up. Employee wellbeing is our top priority

82 Since the start of the pandemic, we have been resolute in our focus on two key priorities: The health and safety of our employees, and the service we provide to our clients. Our commitment to prioritize employee safety and wellbeing remains stronger than ever and as part of this focus, we continue to offer a series of resources. These include: Leveraging counselling helplines, registering for Headspace, a premium meditation app at no cost, our safe and supportive community for parents on our intranet, and access to webinars by wellness experts.

Our Impact Story Key Impact Metricscvv

Recruitment Learning and Talent For HR Chatbot : and Development Development Query response time Onboarding 2X faster from 3 days to real Reduction in 96.1 % of our turnaround time to time saving 450k+ Onboarding employees fulﬁl demand man-days/year Cycle Time by invest time in Faster internal Amber : 4X higher 30 mins self-learning deployment ( attrition for employees Increase in Day 9000+ redeployed ﬂagged ‘at risk’ with 1 Functional globally in Q2) whom the managers employees by 30 days reduction did not follow up with 100% in bench a discussion 2X higher 5-10% reduction in attrition for employees attrition who did not respond to Amber

83 Conclusion and what’s in store… As a global professional services ﬁrm, Genpact will continue to drive digital-led innovation and digitally enabled intelligent operations for its clients and employees . We will continue to adopt the right technologies in our HR processes and invest and plan in HR tech space across pillars Some of the Planned Digitization Initiatives for the next 2 to 3 years

Recruitment and Onboarding • Smart algorithms which does key word and contextual auto match between job

84 applications and job requisition so that we can continue to reach out to relevant candidates faster and be more effective in our delivery. However, this does not mean across the board people who do not get matched get ignored! • 100% automated assessments for cognitive, logical reasoning and domain so that every application auto matched or not matched gets stored with the right assessment points in our database for future quick matches • Genpact is implementing an experience-led background check (BGC) and On- boarding platform, which will enable us to deliver a personalized and automated onboarding experience to all our new hires, globally. The digitization will not only greatly transform the experience of the new hire right from offer acceptance to 100-days post joining, but also enhance productivity of the teams involved in ensuring Onboarding & integration into Genpact is successful.

Learning and Development Genome : stronger use of analytics to nudge individual learning behavior (both by informing learners’ actions, and supervisors. Better use of skill inventories for workforce planning, planning redeployments and triggering timely retraining actions for speciﬁc individuals or cohort.

Talent Development Talent Match is our ﬂag ship program to provide real career options to our employees. We have as of date in last 6 months placed 9000 employees and we have 10000 employees already identiﬁed who will take advantage of the program as they get placed in careers of their choice and skills. That amounts of 20% of our 100K global employees and we can barely contain our excitement at what this means for employees and clients.

Employee Engagement and Experience Amber is our AI based engagement system that continuously assess employee sentiment by engaging them is a conversation about their careers, work environment and career aspirations. Our plan is two pronged : 1. We plan to extend the same assessment to measure, baseline and improve pre hire candidate experience to understand and predict candidate engagement and joining probability 2. Our Alumni continue to be our brand ambassadors & we intend to work with the service providers to keep connecting with them to build our network as well get referrals and a way to attract high valued ex-employees back to Genpact.

85 Transitioning to the Virtual Workplace - The HR Lens

86 Transitioning to the Virtual Workplace - The HR Lens

ARCESIUM INDIA PRIVATE LIMITED “Arcesium has always been ahead of the curve, and the fact that we tackled the challenge of transitioning to the virtual workplace so quickly and smoothly, is testament to that. 100% of our Human Capital processes were brought to the virtual space seamlessly, and we did whatever we could to give our employees an experience equivalent to being in the ofﬁce while working remotely. I believe this has only made us stronger, more resourceful, and more determined.“ Sriram Sadras, Director of Human Capital

Context Driven by innovation and expertise, Arcesium was created in 2015 to offer a platform to leading ﬁnancial institutions, to power their entire investment lifecycle. Our products and platforms are designed to withstand the most disruptive of times and handle the most complex of tasks. The company has had its share of challenges in the past in the quest to achieve our goals, but never envisioned that a global pandemic would require us to transition to a long-term virtual workplace situation. Although Arcesium had started planning internally for a complete work from home (WFH) scenario 3 weeks before the lockdown was imposed (which included disaster recovery drills, trainings on connecting from home, expanding our bandwidth, and having 100% of staff working from home one week before the lockdown), several challenges presented themselves once it actually happened – which, if not addressed in a timely manner, would disrupt so much of our past progress and future plans.

Nevertheless, the company was able to meet these challenges and quickly transition by doing the following: I. Identified key questions that needed to be addressed: i. What do people need right now to function optimally, and how are our solu tions going to impact stakeholders in the long run? ii. How do we maintain status quo in a new situation, and how do we take things to the next level? iii.How do we show our employees that they continue to come first for us in a time of crisis and change? 87 II. Defined our objectives for transitioning to the virtual workspace, to help shape our actions in addressing the key issues, namely: i. To transition the entire gamut of HR processes to the virtual space with neces sary modifications, minimum disruption, and without compromising on quality ii. To get employees up to full capability, productivity, and comfort while working from home as quickly as possible through support, policies, and practices

III. Based on this, a three stage strategic approach was created to tackle initial/critical needs, short-term/urgent needs, and long-term needs. Potential challenges were identiﬁed at each stage followed by speciﬁc steps to address them – looking not only at the big picture, but the needs of each and every employee.

The Three Stages, Challenges, and How They were Addressed The

Stage 1 – Initial Transition (addressed within the first week) Challenges: • Fear and change management – all of us had to adapt and go forth almost blindly, without an established model to borrow from to handle this unparalleled and unprecedented degree of change. Communication and collaboration had to be kept going uninterrupted at all levels, in spite of physical separation, and to keep morale up. • For Arcesium, the transition coincided with an uptick in business and an increase in workload across all teams. There were two highly critical business initiatives under- way when the pandemic started, and it was imperative that work on these remained unaffected. Plans for headcount and geographical expansion were also already in the works. At the same time, there was potential for a dip in productivity – partially due to lack of infrastructure at home, and partially because of the novelty and uncertainty of the situation. Procuring proper equipment was near impossible for staff, due to government restrictions on movement.

Actions: • Created a Business Continuity team to work closely with all groups to identify all needs and challenges in the context of the crisis as well as upcoming plans for the company

88 • Devised an elaborate communication strategy which could be sustained at a firm, team, and Human Capital (HC) level, ensuring all staff received relevant, contextual, and relatable communication. • Identified hardware requirements from the business, and came up with a nodal point plan to make the delivery process easier for all involved. Procured licenses for moving in the city for our office cabs and drivers. • Identified critical resources (coded them Red/Amber/Green) for each business unit (BU) so that in case of any systems limitations, the most critical resources would be given priority to log in and keep work unaffected. • Created a new reimbursement policy for equipment and furniture up to INR 15,000. Though mostly this amount could not be used during the lockdown, as soon as restrictions started lifting, almost all staff used it to purchase things like computer desks, ergonomic chairs, and monitors, to make working from home more comfort- able and productive. • Provided assistance to employees who had a critical need to travel across state borders – in terms of permissions and transportation • Prioritized checking in with every single employee within 7 working days of the lockdown to capture the concerns and challenges being faced.

Stage 2 – Short-term transition needs (addressed within the first 2 weeks)

Challenges: • A key concern gleaned from our employee check-ins was that with lines between personal and professional life getting blurred, work-life balance came under threat. Employees were juggling with anxiety, household management, parenting, communication barriers, infrastructure issues, etc.; they were unable to switch off from work. • In the recruitment space, the ﬁrst roadblock was that there were no external calling systems to support tele-screening interviews. In-person interviews could of course not happen, and remote interviews were becoming overwhelming for the interview- ers. There was a high risk of plagiarism with students taking assessments from their homes. • For new hires, challenges arose in completing formalities, giving them an equivalent experience to what they would have had in a live setting, and providing all the on-the-job-training and support needed to start their journey with us.

Actions: • Shared best practices with managers and teams to stay in touch, stay productive, maintain personal boundaries, and balance work and home life. • Leveraged existing tools to keep L&D, hiring and onboarding processes, and engagement events active, while exploring new tools and technologies for the same • Researched and ideated virtual equivalents of our offerings, including virtual trainings, virtual ﬁtness classes, etc. • Created a working group to focus on New Hire Assimilation to address the many needs of our new hires including software/hardware set-up, learning materials, Buddy program, and leadership connects. • Checked in with every BU head on their weekly progress and challenges faced by

89 their teams, and based on the feedback took appropriate measures to address them

Stage-3 – Long-term transition needs (addressed within the first 4 weeks)

Challenges • It was imperative to understand the employee pulse, provide immediate support to employees, and come up with unique virtual solutions. • Our commitment to focusing on employees’ mental and physical wellbeing had to be recast in the context of employees being home all the time. Our various in-house doctor consultations were suspended, and with the pandemic looming, there was a need to come up with a way for employees and their families to seek non-emergency medical care. Our team anticipated that certain issues would crop up related to the lockdown, such as depression due to isolation, dip in ﬁtness due to lack of physical activity, and pain related issues due to the lack of an ergonomic work set-up at home. And of course, there was a pressing need to create a support system for employees and their family members should they get infected with COVID-19. • Ensuring uninterrupted access to learning opportunities, while managing different perspectives about learning in a virtual set-up. • Finding ways to enhance all aspects of employee life, from hiring to onboarding to engagement to learning and development to the separations process, in the virtual space.

Actions: • In early April, the Employee Wellbeing Survey was launched to help pinpoint how to support employees, which shaped our subsequent actions (see graphic below) • Health needs were centered around reduction of physical activity, mental stress, feelings of isolation and financial stressors in the context of the lockdown – came up with strategic wellness interventions for each (see graphic on key innovations) • Strategized to ensure sustainability and reach of L&D initiatives: • Re-prioritized budget allocations to suit more digital and virtual initiatives, and worked hard to enhance virtual instructor-led training (VILT), webinars, and e-learning methodologies • Strengthened our mentorship model to bolster continuous learning. • Created stronger partnerships and alliances with Service Providers for the best possible learning platforms, program content, and program design. • Carefully considered all our usual in-house policies, practices, offerings, and upcoming events, and started planning for how they would need to be modified in a remote-work situation. Post the first 4 weeks, our fundamentals were in place for keeping the virtual workplace running. We then continued to communicate all updates to staff, ran all our processes virtually without a hitch, and ideated and implemented ways to make the experience better for everyone.

90 Key themes that emerged from employee wellbeing survey based on which quick action was taken

Key Innovations and Initiatives

Indicators of Effectiveness and Impact on Stakeholders The biggest indicator of the success of our transitioning strategy is that productivity, growth, customer satisfaction, and employee satisfaction all improved in this period. A smooth transition strategy ensured there were no bottlenecks in the entire employee life cycle – right from hiring to exit. All our initiatives helped employees adapt to the new normal.

91 • Arcesium continues to make investments in technology and learning infrastructure to ensure we stay ahead of the curve. • To sustain employee interest and participation in our offerings and events, the Human Capital team needs to to keep trying new things, new formats, new technologies; keep a continuous feedback mechanism going to make sure resources are being spent towards maximum results and beneﬁts for staff and the business.

Conclusion 2020 was to be a milestone year for Arcesium – we had grand plans for rapid expansion, in terms of geographical presence, headcount, and clients – not to mention the fact that we were celebrating 5 successful years in the industry. This period has been strenuous and challenging for everyone – but at Arcesium, there was the added pressure of tougher goals and increased workload – and still, the company grew more than ever before in this period, thanks to the strategic and meticulous efforts to make the transition to the virtual workplace smooth and Overall, the impact of this situation has been that all stakeholders have learned seamless. how to plan and adapt for uncertainty and volatility, which is a lesson that will see Arcesium always put our employees first, knowing that the big picture needs of us through thick and thin. the business will be addressed if the needs of individual employees are taken care of. And we addressed not only their immediate needs, but anticipated impact of What’s next? the transition on their professional and personal lives in the long-term. Arcesium is always thinking ahead, planning our next steps to suit the needs of Quantum of work increased across the board with stretch goals and important the future, and our team decided very early on that no matter when the pandemic deliverables. And yet, because of our innovative engagement initiatives, our ends and “normalcy” returns, many things will change for good at Arcesium. productivity levels and employee pulse scores have been at their highest ever – in turn leading to the best customer satisfaction score ever received. Employees, • Arcesium has always had a flexible work-from-home policy – whenever the business, and our customers all responded positively to our actions towards employees have a need to WFH, they have done so. Now however, a policy is the transitionin to virtual work. being created where all staff work from home at least 40% of the time. The Arcesium responds and adapts to new situations with speed and precision. For company has witnessed so many benefits to working from home, for the both the example, thanks to our quick yet effective shift of the whole hiring and employee and the business – e.g., less time spent in commuting equals more time onboarding process to the virtual space, we’ve been able to hire and onboard the around loved ones and more productive time – and anticipate a future where highest number of people yet – our employee count increased by more than 25% employees will want to have the option to work from wherever they want, with in this period. Despite the virtual setting, new hires assimilated quickly thanks to regular touchpoints in person to keep collaboration and informal relationships strategic, innovative interventions, and they were quick to start being productive. strong. What really differentiates us is that we do more, going above and beyond in every • We have had great success with virtual events and activities– some of our space. Arcesium didn’t wait and watch – we moved first and made bold, initiatives permanently shift to the virtual space. This is because, for events like calculated moves. Arcesium has always been ahead of the curve when it comes health related webinars, a lot more people can be accommodated virtually, plus to employee and customer focus, and their satisfaction proved that even in a time more people show interest, show up, and participate actively in these events of crisis, we are able to keep this going. virtually, compared to in-house. A budget has been allocated for exploring how to This is all testimony to the fact that Arcesium has not only survived… Arcesium take virtual events to the next level, while still maintaining a robust budget for has thrived. The company set out to tackle a crisis, and came up with solutions in-person engagement as and when it is possible. fast – but at no point did we resort to a half-baked, stopgap approach – • There is also a budget to give employees access to resources no matter where everything was done with intent and long-term thinking, and that has made our they are. For example, our virtual doctor consultations will continue, along with transition so successful. In the end, from a business perspective, 2020 was indeed access to in-person consultations with certain specialists. In the hiring and a milestone year for Arcesium and our HC team, and our learnings from this time onboarding space, learning that everything can be done virtually just as well as will see us through future challenges. in-person has opened up many opportunities in terms of the talent pool available and cost saving.

92 • Arcesium continues to make investments in technology and learning infrastructure to ensure we stay ahead of the curve. • To sustain employee interest and participation in our offerings and events, the Human Capital team needs to to keep trying new things, new formats, new technologies; keep a continuous feedback mechanism going to make sure resources are being spent towards maximum results and beneﬁts for staff and the business.

93 Transitioning to the Virtual Workplace - The HR Lens

STARTEK INC.

“At Startek, a clear Work at Home (WAH) strategy was formulated as part of long term business planning and the transition to virtual environment was executed very smoothly with continued productivity for clients by driving and deploying digital solutions rapidly and operating out of the ‘People ﬁrst’ objective to enable a safe work environment for employees.”

Dr.SM Gupta, Global Chief People Officer

Overcoming Adversity and Achieving Success A strong and uniﬁed multi-cultural, multi-lingual and socio-economically diverse team of 42000+ people, comprising of 85 nationalities, speaking 37 languages, operating in 13 countries over 46 global locations with global footprint across India, US, Canada, Philippines, Jamaica, Honduras, South Africa, Australia, Saudi Arabia, Argentina, Peru, Malaysia and Sri Lanka was impacted owing to Covid-19 pandemic. It was quite challenging to transition an entire BPO set up to work at home, especially when the whole engagement happened through infrastructure in ofﬁce. Hence transitioning this entire system to a work at home environment in compliance to quarantine measures of government, health and safety of employees, client approvals, business continuity and above all people engagement owing to Covid-19 was truly challenging.

94 Pioneering Initiatives to address issues and challenges The transition to a Work t Home model was executed very smoothly with continued productivity for clients by driving and deploying digital solutions rapidly and operating out of the ‘People ﬁrst’ objective to enable a safe work environment for employees.

• Leadership role modelling: During the Covid-19 pandemic situation, the leadership team led from the front and acted as role models in supporting an agile, collaborative and inclusive culture by effective work from home transitioning for majority of the workforce.

• Setting up of Covid task force: A task force comprising of top management team was set up and HR Leaders were dedicated to effective and seamless transitioning to Work-at-home model while ensuring the health and safety of the people. The key areas covered during these task force comprised of: Health & Safety of employees, strategies for business continuity, remodeling HR areas such as Talent Acquisition & Onboarding, Performance Management, Virtual Employee Engagement, HR Policies and Programs, Corrective Action Process/Discipline and Separation Management, Security & Compliance and adequate communication & awareness of the change management process .

• Clear Work at Home model: With focus on every facet of employee life cycle, the company institutionalized remote working policy, relied heavily on virtual interviewing and onboarding solutions, leveraged virtual engagement models, ran pulse surveys, incorporated IT security protocols in HR processes, focused on mental health, evaluated well-being strategy to include safety and prevention measures for Covid-19 and circulated a digital employee handbook to employees along with banners and videos for sensitization.

• Deﬁned and disseminated IT security protocols in HR policies and awareness sessions: Rigorous communication was disseminated to employees to protect the conﬁdentiality and integrity of the systems and related physical resources. The same was incorporated in the HR policies including Code of Conduct and Remote Working and it was made sure employees working from home are cognizant of the fact that all policies and processes are adhered to as is done in the physical contact center or the client’s environment.

• Health and well-being: The organization evaluated its wellbeing strategy to include safety and prevention measures for Covid-19 and circulated a digital employee handbook to employees along with multiple banners and numerous videos/ webinars for sensitization. It also extended a hand to the differently-abled population for whom this pandemic created even more challenges.

95 Steps involved in transitioning from a physical set-up to a virtual set-up A clear Work At Home model was executed for all facets of employee life cycle as illustrated below:

• Virtual Talent Acquisition Process • Integrated and automated Talent Acquisition life cycle to help streamline the recruitment process and ensure seamless transformation • Encouraged Bring Your Own Device (BYOD) policy for countries with approvals. • The battery of objective assessments i.e. application assessment via online platform, Client/Site Speciﬁc assessments, Typing Assessment, Chat Assessment, Written Assessments and client interview; all were managed virtually. • Consent was taken from agents for using their personal space, device and internet bandwidth as per regulatory requirements.

• Seamless Onboarding Experience • E-processing of all pre-hire documents. • For all work at home employees to whom assets were delivered physically, it was mandatory that they should adhere to the IT Security and Protocol guidelines speciﬁed in ‘Code of Conduct Policy’ and ‘Remote Work Policy’. In addition, employees should follow the Acceptable Use Policy (AUP) available with IT department for all IT assets (whether owned by company or individual). This awareness was driven by HR teams across all locations for client and organizational data privacy which is a must for BPOs. • Provision of onboarding checklists prior to joining so as to familiarize the new hire. • In case of work at home (WFH), virtual orientation sessions were conducted for new incumbents through Teams, Zoom or any other online platform as deemed ﬁt. • Welcome texts/ emails/ videos from training team and HR were all sent via online platforms.

• Enhanced Virtual Employee Engagement • 24x7 availability of HR/Employee relations SPOC to address the queries of

96 agents • Video/ text messages sent to educate agents on HR policies, beneﬁts and programs • Engagement through social media such as Facebook, Instagram was done: - birthdays - success stories - games & riddles - e-newsletters • E-surveys on engagement/ satisfaction through Survey Monkey

• Remodelling HR Policies and administration • Institutionalized the “Remote Work Policy” • Remodelled the “Code of Conduct” and in case of employees working from home, incorporated stringent IT and data protection policies and procedures in place and expected employees to be cognizant of the fact that all policies and processes were adhered to as is done in the physical contact center or the client’s environment. Revised the “Attendance/ Working Hours” policy in sync with the requirements of remote working

•Performance Management • The process of automation for performance management was initiated across geographies to ensure smooth appraisal process and ensure consistency across the globe.

• Corrective Action Policy and Discipline • Reworked the “Corrective Action Process and Disciplinary Policy” to include clauses on quality, performance, Information Security violation as per IT Policy and other misconducts so as to clearly deﬁne the process so as to protect the conﬁdentiality and integrity of the systems and related physical resources, and observe all relevant laws, requirements and regulations while working remotely

• Separation Management • Revisited the “Exit management process” so as to include scenarios around asset retrieval, treatment of costs etc. • In case of work from home (WFH), virtual exit interviews were conducted through telephonic calls or any other online platform as available.

• Cascading Health and safety Measures • The company evaluated its wellbeing strategy to include safety and prevention measures for Covid-19 and circulated a digital employee handbook to employees along with multiple banners and numerous videos/ webinars for sensitization

97 98 Effectiveness of the Initiatives The effectiveness of the initiatives was measured through the following approach:

• Employee Surveys: The organization rolled out various surveys to gauge the perception of employees pertaining to the work-at-home initiatives. This helped us gauge the effectiveness of the initiatives and remodel those further. The employee engagement score improved from 78% in 2019 to 80% in 2020. Employee Engagement for India business stood at 84% and Startek won the Kincentric Best Employer Award in India 2020 for the fourth year in a row.

• HRIS and Happy People Scorecard: Human Resource Information System (HRIS) and HR Decks: During the work at home phase, special attention was paid to all the parameters and indicators like attrition, absenteeism, people cost, grievances, disciplinary cases, compliance, engagement through the HRIS report and Happy People scorecard and any deviations from the trend (prior to work at home) were discussed and immediate corrective actions are taken.

Impact on Business Metrics & Stakeholders a) Shareholders • 42000 employees, 13 countries, 46 global locations serving a diverse client base; WFH for 55% of employees. • Ensured business continuity by rapid implementation of work from home for 55% employees. • Client approvals sought on time to ensure no productivity loss. • Featured in Business Standard for our fast adaptation of remote working amidst the COVID-19 pandemic.

99 b)Employees • Productivity of new recruits remained the same as prior to the pandemic. • Onboarded 18432 people across geos at all levels during the pandemic out of which 5986 were females • Referral hires: 34% during the pandemic • Conducted 1204 R&R and employee engagement programs during the pan demic across geos • 847 people were selected through internal job postings during the pandemic • Average on-time hiring for agent staff was 96%. • Statutory compliance index was 100% for Startek entities worldwide even during the pandemic. • Maintained a healthy gender ratio of 58:42 during the pandemic • 500+ employees working in the organization are Persons with Disabilities even during the pandemic • The engagement survey results conducted during work at home yielded healthy results. • Hiper-Hipo program was initiated during the pandemic and 300 employees identiﬁed in the overall process using 3*3 talent grid model • Leadership team sent for training programs for “Leadership in Crisis Manage ment” by Harvard NLPI and CII. • Executive Coaching continues for key senior leaders even during the pandemic. c) Customers • Productivity and delivery of services to the clients remained unaffected owing to the smooth transition. d) Society As an inclusive organization, Startek understood that Persons with Disabilities (PwDs) shall be subjected to higher risk and impact of the pandemic would be more owing to pre-existing health conditions, difﬁculty in health care access and other essential services, job stability, emotional wellbeing and adapting to virtual environment. Hence, the organization supported them in every way by helping them develop new skills, job security, recognizing their achievements and empowering their growth.

About the author Dr. SM Gupta steers the Human Resource function at Startek as the Global Chief People Ofﬁcer. A distinguished speaker and a thought leader at various forums and associations. He is a Governing Board member of the National Abilympic Association of India and is a member of IBDN (India Business and Disability Network) for mainstreaming Persons with Disabilities into the workforce. SM is committed to working towards creating a progressive workplace and is a true believer in inclusion and diversity.

100 Acknowledgements

101 S.NO ORGANIZATION TEAM MEMBER

Isha Anjali Chandra : Manager - HR 1 Arcesium India Private Limited

2 Lowe’s India Services Pvt. Ritwik Raj: Manager - Corporate Communications Limited

Dr. Vanita Sharma: Advisor – Strategic Initiatives, Reliance Industries Ltd. Reliance Foundation 3 Jayashree B: Head – Communications, Reliance Foundation

4 Volvo Group India Private Metzen M. Cherian : Director Human Resources, Volvo Limited Group India

5 Concentrix Daksh India Mitika Bhatia : Learning & Development – Facilitator – I Allada Rao : Learning & Development – Facilitator – II Services Pvt. Limited

Puthumai N – CSR Project Manager, Youth Employment 6 Tata Consultancy Services Program Vishal Sonwalkar – CSR Project Manager, Youth Limited Employment Program

Shanila Meher - Sr. Manager HR 7 Tata Consultancy Services Omkar Warang - Sr. Manager HR Limited Shilpa Gupta - Sr. Manager HR Alfred Nazareth - Sr. Manager HR Amit Prakash - Sr. General Manager HR 8 Tech Mahindra Ltd. Vaishali Pathak : Global Head - Technical Learning and (Excellence in Diversity and Diversity & Inclusion Kiran VS : Head, HR Transformation Inclusion) Reuben Siqueira : Manager, Special Initiatives

Pankaj Kumar Rai : Regional Director – HR, South Asia, 9 Middle East & SSA Kohler India Corporation Ltd. Bhavana Hiremath : DGM – C&B, India, SSA & MEA Priyanka P : AM – C&B, India, SSA & MEA Ritu Gupta : DM – C&B, India, SSA & MEA

10 Startek Inc. Priyanka Mohanty : Vice President - HR; Sreeja Nair : Assistant Manager - HR

11 Geetika Agarwal: Vice President, HR Innovation & Genpact Transformation

102