MAHINDRA & MAHINDRA LTD. | Integrated Annual Report 2022-23

For managerial band, women mentoring programme was launched to enable career guidance and coaching from senior leaders. Generation Valuable, a unique mentorship program under Valuable 500, for people with disabilities to build the future executive leadership and driving disability inclusion through systematic change was launched. PREVENTION OF SEXUAL HARASSMENT AT WORKPLACE (POSH) Awareness in this area has been created by a POSH campaign reiterating Mahindra's commitment to providing a safe workplace for all its employees. During the year, the Company organised sensitisation and awareness programmes through inductions training for new joinees, online e-modules for all employees, including sending emailers, creating standees and posters to sensitise all employees to conduct themselves in a professional manner. Further, additional virtual and classroom trainings were conducted by our Ethics Counsellors. The Company also organised offline leadership conversations on gender sensitisation and inclusions and employee interactive sessions including conscious inclusions. TRANSFORMATIONAL WORK CULTURE The Transformational Work Culture initiative that aims to create an engaged workforce with an innovative, productive and a competitive shop-floor ecosystem, continues to grow in strength. Some of the initiatives towards the same that are worthmentioning here are: Creating a culture and ecosystem of self-managed teams Mindset transformation programme named 'Nayi soch - Naya dristikon' for cell members and union leaders Skill building with a focus on future skills and digitization Critical attribute training for associates Rise award for associates Employee of the year programme for associates Trainings on ethical behaviour, Code of Conduct and Human Rights Further, in our endeavour to improve quality, reduce cost, ensure safety and improve productivity, our Company's shop floor associates generated an average of 12 ideas per person during the year. To develop skills and foster togetherness at the workplace, multiple training and engagement programmes were rolled out covering a wide range of topics. INDUSTRIAL RELATIONS The industrial relations scenario continued to be largely positive across all the manufacturing locations. Long Term Wage and Bonus settlements were closed amicably for all the plants. The sustained efforts towards building a transformational work culture resulted in zero production loss in the F23 and helped create a C O L L A B O R A T I V E | H E A L T H Y | P R O D U C T I V E W O R K E N V I R O N M E N T An 'open door policy' with constant dialogue to create win-win situations, have helped our Company build trust and harmony. Proactive and employee-centric shop floor practices, a focus on transparent communication of business goals, an effective concern resolution mechanism, and a firm belief that employees are the most valuable assets of the Company, are the cornerstone of our Company's employee relations approach. 134