| |
 |
|
|
|
 |
 | | | | The company follows a partnership approach with its various stakeholders, and believes that the prosperity and wellbeing of the stakeholders will fuel the growth of the company in the future. | | |  | | | | | | | | | Employees | | | | Employees are at the core of Maruti's growth. They dream and help the company grow and are the pillars on which the company is built. We have a lot of programmes to engage the employees and their families to build communication and friendship. | | | | Activity | Activity Details | | Divisional Communication Champions and Meetings | A robust communication tool used for two way communication between top management and employees. | | Human Resources Initiatives Development Committees (HRIDC) | HRIDC consists of employees picked from various level. All policies impacting employees are discussed and evaluated by HRIDC before final approval and implementation. | | Employee counseling, coaching and mentoring | Senior management mentors new employees by providing them with guidance and support. Besides, senior team members help new members adapt to the new work culture. | | Parivar Milan | To promote a feeling of mutual trust, families of supervisors and technicians are invited to visit the factories and interact with the management. | | Family Connect Programme | This programme aims at familiarising the spouses of executives with the organisation and work place. Interpersonal communication is promoted through Transactional Analysis and an innovate method of Image Theatre. | | Inter Divisional Cricket, Football and Badminton Tournaments | These tournaments are aimed at helping employees to showcase their talent and pre-empt any monotony of the everyday routine. | | Motor Sports Events | Employees are encouraged to participate in motor sports events of their choice viz. Maruti Suzuki desert storm and Maruti Suzuki Raid-de-Himalaya. | | Family Day Function | Family day celebrations are held each year to provide an opportunity of entertainment to employees and their families. | | Suggestion Scheme and Quality Circles (QCs) | A structured programme that empowers employees to improve their work place and contribute to the company in its improvement activities. | | 360 Degree Feedback | A leadership development tool for feedback, training, job rotation and succession planning. The tool covers top management as well. | | | | | | Customers | | | Customer delight has been driving our core business. As we aim to grow larger with higher objectives, we realize the key factor is customer delight. We have been developing products in line with customer expectations and changes in lifestyle. We are happy to say that over the last 25 years, we have been listening to the customer and changing with the needs, which is the key driver for growth.
Engagement with the customer | | | | Activity | Activity Details | | Brand Track | Customer's preceptions about the company's product brands are gauged through customised surveys and the feedback is used for product communication, among other things. | | Customer Meets | Customer meets are organised by Regional Managers in their respective areas along with dealers, to gauge customer satisfaction level. | | Customer Satisfaction Feedback | Feedback is taken from customers on the lines of JD Power CSI and SSI Surveys and analysed to take suitable measures for upgrading products and services. | | Mega Services Camps | These camps are organised jointly by dealers and authorised service stations to get first hand customer feedback and to resolve the computer's complaints on the spot. | | Customer Care Cell | Customers can register their complaints through a 24X7 toll free number. These complaints are then forwarded to the concerned functions for necessary action. | | Product Clinics | These clinics are orgainsed to get product specific feedback from customers. | | | | | | Shareholders and investors | | | While taking decisions on products, targets, costs and capital investments, the company ensures that funds are prudently utilized and effectively channelized to focus on growth oriented projects. The company strategically invests in products, services and facilities that are safe and beneficial for the society and other stakeholders.
Engagement of shareholders | | | | Activity | Activity Details | | Annual General Meeting (AGM) | The company convenes AGM in accordance with the Companies Act. | | Investors Relation (IR) Cell: The company has a dedicated IR team to disseminate company information to investors and to share their concerns with the top management. | Tools used for communication with investors include press release, emails and telephone calls.
One to One meetings: Investors regularly interact with the IR team, Chief Financial Officer and Managing Director.
Investors Meets: IR team participates in Investor's Meet organised by various research houses. Feedback from investors is shared with the top management. | | | | | | Dealers and suppliers | | | The company has initiated programmes to upgrade its suppliers to meet global quality levels. The suppliers are periodically engaged in quality circles, manufacturing practices, HR Policies, Industrial relations and financial matters.
Engagement of Suppliers | | | | Activity | Activity Details | | Maruti Centre for Excellence (MACE) | MACE was set up by the company with an objective to upgrade suppliers and share their own best practices to enhance their competitiveness. | | Guidance on Financial Matters | The company regularly monitors financial health of suppliers and imparts guidance on financial matters such as currency hedging, fund management, Base III norms etc. | | Supplier Club | A platform used for discussing various operational and social issues by the top management of selected suppliers with Maruti Suzuki's top management. | | Quality Month | November is observed as the quality month. Among other things, Maruti Suzuki's top management visits suppliers and audits their quality systems to impart guidance. | | Value Analysis Value Engineering (VA-VE) month | July is observed as VA-VE month. Maruti Suzuki's senior management and engineers visit suppliers to generate VA-VE ideas. This initiative enhances cost competitiveness and improves profitability of suppliers. | | Quality Circle (QC) competition | Suppliers present their best QC projects at an annual competition at Maruti Suzuki and the best performing supplier is awarded. | | JV HR Meeting | Maruti Suzuki HR team and HR heads of JV companies meet to review issues related to HR and Industrial Relations and to decide action plans for ensuring cordial Industrial Relations. | | Vendor Conference | Maruti Suzuki's top management and Supplier's CEO share their thought and best practices. | | Vendor Gemba:Over 500 vendor CEOs and their senior management members have participated in the program so far | Vendor CEOs are invited to visit Maruti Suzuki facilities as part of a structured programme. Best practices followed by the company are showcased to them, and they formulate action plans for their units based on key learnings. During these visits, Vendor CEOs also get an opportunity to interact with senior company officials. | | | | Dealers
The dealers and their sales executives are the first point of contact for the company's customers. Therefore, their feedback is given utmost consideration while upgrading products and services of the company. The company makes efforts to upgrade their excellence through various engagement activities.
Engagement Activities for Dealers | | | | Activity | Activity Details | | Balance Score Card (BSC) | The BSC is a potent tool for sustained performance improvement of dealers. The tool is used to measure, improve and reward dealer performance in operations, sales, service, spares and management systems. | | Dealer Management System (DMS) | DMS is the first of its kind IT based network system in India. The system enables dealerships across india to have seamless business transactions and helps building relationships with customers. | | Dealer Conference | This annual event provides opportunity to dealer CEOs to share their thoughts and best practices, besides setting the direction for future. | | Inventory Management | The company monitors and takes all steps to keep the inventory of dealers at minimum levels to avoid additional cost to the dealership. | | Guidance on Business and Financial Matters | Each dealer is entrusted to a Territory Sales Manager and Territory Service Manager of the company. These executives, with the help of the senior management, guide dealers on the business processes, manpower development and fund management. They identify opportunities of growth and organise events for customer interface. | | | | | | Local Community | | | The company has adopted four villages around the Manesar plant. A dedicated team from the company along with an NGO works jointly with villagers for their well being.
Activities for Environment | | | | Activity | Activity Details | | Engagement with elected community leaders | CSR team along with plant HR team interacts with elected community leaders of adopted villages and jointly works on planning and execution of social projects. | | Engagement with women and elderly people through health camps | Health camps are organised for the benefit of women, children and elderly in association with Primary Health Centre (PHC) and the employees State Insurance (ESI) Health Care. | | Engagement with village youth | The company engages with unemployed youth and facilitates their vocational training to enhance their employability. | | Engagement with school children | The company creates avenues for government school children to realise their potential. | | Community feedback on environment | Community feedback is collected through a questionnaire on environmental impacts of the company on the community. This feedback is evaluated and necessary action is taken. | | | | | | | |
|
|