annual-report-FY2021

138 COMPANY OVERVIEW BOARD’S REPORT MANAGEMENT DISCUSSION AND ANALYSIS CORPORATE GOVERNANCE BUSINESS RESPONSIBILITY REPORT STANDALONE ACCOUNTS CONSOLIDATED ACCOUNTS our stakeholders through active participation of diverse talented individuals, committed to enable people and communities to Rise. Keeping simplicity, speed, and result orientation in mind, the GDC has been streamlined with purpose driven team members. The intent was to create compact teams thereby: ENABLING RICHER CONVERSATION EFFECTIVE COLLABORATIONS BETTER RESULTS ORIENTATION A new metrices driven D&I scorecard with strong focus on gender and providing exibility to group companies on other aspects of D&I has been designed, which will also be the same scorecard for The Mahindra Way (TMW) assessment. A real time dashboard has been created on the same set of metrices showing all Group Companies numbers at one place. POSH Gearing up for the new ways of working, we re-launched Speak Up campaign with focus on virtual workings and reiterating Mahindra's commitment for providing safe workplace to all its employees in newnormal as well. Rise@Work Rise@Work portal is a gateway for Mahindra employees to share and experience the Rise philosophy as catalyst of change. It was started as a portal to share Rise stories and has now transformed into a one stop solution for all employee digital needs. Transformational Work Culture The Transformational Work Culture initiative that aims to create an engaged workforce with an innovative, productive and a competitive shop-oor ecosystem, continues to grow in strength. Some examples of the programmes put in place include: Ÿ RISE FOR ASSOCIATES Ÿ CULTURAL DIAGNOSTICS PROJECTS Ÿ TRANSFORMATIONAL WORK CULTURE PROJECTS Ÿ INDUSTRIAL RELATIONS SKILLS FOR FRONTLINE OFFICERS Ÿ E-PORTAL FOR REWARD AND RECOGNITION OF ASSOCIATES Ÿ CODE OF CONDUCT FOR ASSOCIATES Ÿ E-COMPLIANCE The newly constituted Employee Relations Council will take forward the work of Transformational Work Culture Commi t t ee ( TWCC ) and l ead t he de s i gn and implementation of these programmes and review its progress. In an endeavour to improve quality, reduce cost, ensure safety and improve productivity, our Company's shop oor associates generated an average of 11.5 ideas per person. Mindset transformation training for cell members and union leaders titled "Nayi Soch - Naya Dristikon", and various skill building programmes were aligned with digitisation at workplace. To develop skills and foster togetherness at theworkplace, multiple training and engagement programmes were rolled out covering awide range of topics. Industrial Relations The year under review witnessed a very positive Industrial Relations scenario across all manufacturing locations for the Automotive and FarmEquipment Sectors. nd The Group is gearing up for the 2 phase of The Valuable 500 movement - Iconic 10. We are one of the 10 companies of The Valuable 500, who will be partnering with them in the Valuable Talent Project - an AI based job portal made by People with Disabilities for People with Disabilities.