On the social front, in 2010-11, the Company's focus was on employee training, occupation health and safety and developmental programmes such as road safety, vocational training and community development programmes at Manesar villages.
The Japanese work place basics such as Kaizen, cleanliness (5S), on the spot root-cause analysis (3G) and strict adherence to systems (3K) are the backbone of the Company's culture. These are regularly reinforced through training sessions and visual displays.
The Company's employees are actively involved in the improvement activities and extend their best possible contribution towards the growth of the Company. There is a robust and well structured suggestion scheme. The Company allows stoppage of work for 30 minutes every month to conduct Quality Circle meetings. The Company observes two maintenance shutdowns during the year and these coincide with the school holidays to facilitate work-life balance for the employees.
In 2009-10, a strategy forum was set up to develop innovative ideas. The forum, called Agni, has cross-functional and multi-level representation that allows convergence of diverse perspectives and ideas. Agni is working on new ideas such as resource optimisation and key sustainability initiatives to take Maruti Suzuki to the next level of sustainability. The ideas generated by Agni are presented to the top management for approval.
All activities such as recruitment, placement, promotion, transfer, compensation, training and other benefits are based on the merit and competency of the individual and business needs.
The Company makes all efforts to include employees from different ages, backgrounds and gender in various committees and governing bodies.
No substantiated or unresolved incidence of discrimination was reported in 2010-11.
The Company has a committee for the prevention of sexual harassment at the workplace which has been constituted in line with the directives of the Supreme Court.
No incidence of sexual harassment was reported in 2010-11.
This policy relates to all employees and contract workers and covers all aspects of work, formal and informal.
No incidence of HIV/AIDS discrimination was reported in 2010-11.
The Code provides guidelines on bribery and corruption among other elements. Employees are required to act in accordance with the highest standards of integrity, honesty, fairness and ethical conduct while representing the Company.
The Code of Conduct is signed by all board members and senior management every year. All employees sign the Code of Conduct at the time of joining the Company.
No incidence of corruption was reported in 2010-11.
No incidence of forced or child labour was reported in any of the Company's units in 2010-11.
Maruti Suzuki's policies on Anti-Child Labour and Anti-Sexual Harassment were shared with all its suppliers. The suppliers were encouraged to implement these policies at their end. Further, the Company is in the process of making these policies an integral part of the purchase agreement with the suppliers.
All major policy changes impacting workmen are discussed with the union representatives and their opinions are incorporated after examining their feasibility, and statutory requirements. All such changes are communicated to workmen directly and through union representatives. The certified standing order with regard to the minimum notice period for operational changes is followed.
No incidence of violation of freedom of association was reported in 2010-11. There was no incidence of unrest in the Company during the year.
At Maruti Suzuki, the employee development process begins on the day of joining. A warm welcome, a detailed induction programme and mentoring by seniors helps new employees adjust to the new work culture quickly.
Training needs identification, 360-degree feedback and development centre exercises are carried out every year; inputs thus received are used in preparing the annual training calendar. To ensure all round development of employees, the calendar includes behavioural, functional and safety training. The training calendar covers classroom, on-the-job and outbound training.
The Company has a robust Performance Management System and all regular employees are covered under this system.
Employees are also sent abroad on Association for Overseas Technical Scholarship and Overseas Vocational Training Association training to further improve their job specific skills. Employees are also sent to SMC, Japan, to work on live projects and to learn from experienced SMC engineers. SMC is helping Maruti Suzuki in a concerted way in establishing R&D facilities and developing the skills of R&D engineers.
All security personnel are trained by the security agency on functional and behavioural aspects including non-discrimination while dealing with people.
In 2010-11, the Company took its leadership development exercises to a new level with a slew of activities such as:
The scheme includes full time executive MBA and part time MBA programmes. The scheme is applicable for cadres from assistant manager to senior manager and has a defined eligibility and selection criteria.
A mentor provides support not only on the professional front but also on the personal front, such as help in finding accommodation and adjusting to the Company's culture.
Training intervention in the organisation at all levels has led to:
The annual appreciation award includes a paid trip for two nights and three days for the employee and her/his family at any tourist place (cost upto Rs. 30,000), an appreciation certificate and a trophy.
| MANPOWER CATEGORY | 2008-09 | 2009-10 | 2010-11 |
| Regular manpower | |||
| Assistant Supervisor & above | 2,903 | 3,334 | 3,814 |
| Associates/technicians | 1,758 | 2,160 | 2,991 |
| Trainees | 2,498 | 2,138 | 1,812 |
| Total regular manpower | 7,159 | 7,632 | 8,617 |
| Apprentices | 548 | 509 | 799 |
| Contractual manpower | 5,145 | 6,556 | 7,909 |
| Total manpower | 12,852 | 14,697 | 17,325 |
| 2008-09 | 2009-10 | 2010-11 | |
| Total regular | 7,159 | 7,632 | 8,617 |
| Male | 6,952 | 7,407 | 8,361 |
| Female | 207 | 225 | 256 |
| Female to male ratio | 2.97 | 3.04 | 3.06 |
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| LEVEL CATEGORY | RESIGNATIONS | MANPOWER AS ON 31ST MARCH 2011 |
ATTRITION PERCENTAGE |
| Resignations | |||
| 1. Assistant Supervisors and above | 332 | 3,814 | 8.7% |
| 2. Technicians | 19 | 2,991 | 0.6% |
| 3. Trainees | 71 | 1,812 | 3.9% |
| Total resignations | 422 | 8,617 | 4.9% |
| Other separations: death, retirement, termination | 102 | - | 1.2% |
| Grand total | 524 | 8,617 | 6.1% |
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The Company has set an average training target of 5 man-days per employee and has been exceeding this target for the last four years. |
Maruti Suzuki strongly believes that a healthy and safe work environment is essential to maintain optimal manpower productivity and to keep employee motivation high. Its manufacturing facilities and offices are designed to ensure safety and comfort of employees. The Company pays attention to ergonomics at the workplace, especially for its workmen. Manufacturing processes are modified and automation introduced to minimise fatigue caused by activities such as bending, heavy lifting and excessive carrying of loads. Training programmes on ergonomics for workers are organised by the Safety and Welfare Department.
The Company has a team of qualified medical officers and paramedics and a well-equipped medical centre to provide medical assistance to employees in both shifts. Regular medical surveillance of hazardous and high-noise areas in the manufacturing facilities is conducted to monitor parameters that can potentially impact employees' health, and to ensure that they are within the permissible limits. In hazardous working areas, counter-measures are taken proactively to minimise any negative impact on employees' health. A health check of all workers operating in hazardous areas is carried out twice a year.
In the reporting year, the focus of occupational health was on awareness generation among employees. Importance was given to identification and prevention of diseases at the initial stage. Through the year, the Chief Medical Officer issues advisories on prevention of seasonal and infectious diseases and organises health talks by specialists. Medical talks on hypertension and diabetes, eye care and refraction, hepatitis, breathing disorders, kidney diseases and posture and back pain were organised in the reporting year.
Health awareness and check-up camps were organised routinely at the plant in association with reputed hospitals. Vaccinations are also provided to employees at discounted prices. Further, yoga classes were held every day at the plant and the corporate office in the evenings.
As a policy, Maruti Suzuki entitles all its employees over 40 years of age for a free annual health check-up. This is done through tie-ups with reputed hospitals. These annual check-ups have led to timely diagnoses of diseases and lifestyle changes for many employees.
No significant occupational disease was reported to the health centre in 2010-11.
Maruti Suzuki follows the Safety First approach across the organisation; it has built a robust institutional framework for safety and has demonstrated a strong safety culture.
A dedicated Safety and Welfare Department takes care of occupational safety, supported by 120 safety coordinators from all functional areas of the Company. The department ensures work place safety, undertakes various awareness and training programmes and executes a safety activity plan. Additionally, strong employee involvement is encouraged in occupational safety through participatory approaches such as suggestion schemes and theme based safety events. Shop floor workmen participate in the plant level safety committees. Besides this, there is a Central Safety Leadership Council (CSLC) comprising top management from all business verticals. The council reviews safety performance on a quarterly basis and provides functional teams with appropriate guidance.
Maruti Suzuki has formulated a Health and Safety Policy and Safety Management Principles. These principles aim at achieving high standards in safety through implementation of well-defined procedures, risk assessment, audits, training, awareness programmes, safety promotion activities and a suggestion scheme.
These initiatives help in tracking all incidents, accidents, near misses and collating information for analysis. It also provides a source of learning to avoid occurrence of similar situations in the future.
To implement the Safety Management System in the Company's sphere of influence, Safety Health and Environment (SHE) Conditions of Contract were introduced for all contractors and service providers in 2010-11. In addition, the Company began working on the OHSAS certification process.
| PARAMETER | 2008-09 | 2009-10 | 2010-11 | |
| 1 | Injuries (nos.) | 19 | 10 | 9 |
| 2 | Injury rate (per 100 employees) | 0.13936 | 0.049 | 0.043 |
| 3 | Lost days (nos.)* | 6,004 | 2 | 2 |
| 4 | Lost days rate* (per 100 employees) | 44.04 | 0.0098 | 0.0095 |
| 5 | Fatalities (no.)* | 1 | 0 | 0 |
| 6 | Man-hours worked (million hours) | 28.83 | 44.42 | 45.63 |
Special care is taken for the safety of visitors entering the factory premises. Safety Guidelines for Visitors were developed in the reporting year and are shared with visitors entering the factory premises.
Maruti Suzuki has adopted best safety practices from SMC, such as Kikken Yochi Training (KYT) and Hiyari Hatto Training (HHT). These practices have been institutionalised across the production function of the organisation. In order to conduct these activities, the production line is stopped for 30 minutes every alternate month in both working shifts, to identify the potential risks and devise mitigation plans with the involvement of workmen.
Safety Month is observed every year in the Company, starting from National Safety Day on 4th March. Safety Month activities are launched with the Managing Director taking the safety oath. Various activities are organised during the month to promote safety, such as poster-making and slogan-writing competitions, safety training workshops, occupational health check-ups and street plays for awareness generation.
