HUMAN RESOURCE
MANAGEMENT
A PROJECT ON:
Mahindra & Mahindra ltd
Group members
Name Roll No
Ambreen Panjwani 41
Sanaya Kant 18
Ruta Katre 20
Komal Gupta 12
Haseena Shaikh 52
ACKNOWLEDGEMENT
We would like to Thank Our Professor Miss.Sana
for giving us the opportunity to do this project .
This helped us to understand the Human Resource
Department of Mahindra and Mahindra Group.
We express our gratitude towards the college
librarian to help us in providing the necessary
books which will help us in our project.
We would like to express sincere gratitude towards
Miss Akshaya Patil. -HR Regional Manager
Mahindra & Mahindra , Kandivali- East Branch.
We also thank our group members for providing
the necessary help to each other.
Declaration
Our Group :
Ambreen Panjwani
Sanaya Kant
Komal Gupta
Ruta Katre
Haseena Shaikh
hereby declare that we have completed this
project on “Mahindra And Mahindra Group”
in the academic year 2010-2011.
The information provided by us is true and
original to the best of our knowledge.
Certificate
I Professor Sana hereby certify that,
Ambreen Panjwani
Sanaya Kant
Komal Gupta
Ruta Katre
Haseena Shaikh
Of Rizvi College of Arts, Science, Commerce
& Management has completed a project on
“Mahindra And Mahindra Group”
in the academic year 2010-2011.
The information provided by them is true and
original to the best of my knowledge.
Signature
Signature
(Principal)
(Professor)
History
Mahindra & Mahindra Limited is part of the Indian Industrial
Conglomerate Mahindra Group based in Mumbai. The company was
set up in 1945 in Ludhiana as Mahindra & Mohammed by brothers
K.C. Mahindra and J.C.
Mahindra along with Malik Ghulam Mohammed. After India gained
independence and Pakistan was formed; Malik Ghulam Mohammed
moved to Pakistan where he became the nation's first finance minister.
Now, with the Mahindra brothers as the whole sole of the company,
its name was changed to Mahindra & Mahindra in 1948.
Initially set up to manufacture general-purpose utility vehicles,
Mahindra & Mahindra (M&M) was first known for assembly under
licence of the iconic Willys Jeep in India. M&M introduced Jeeps to
India and in no time they established themselves as the Jeep
manufacturers of India.
The company later branched out into the manufacture of light
commercial vehicles (LCVs) and agricultural tractors, rapidly
growing from being a manufacturer of army vehicles and tractors to
an automobile major with a growing global market presence. At
present, M&M is the leader in the utility vehicle segment in India
with its flagship UV Scorpio
Company profile
Type PublicBSE: 500520
Industry Automotive
Farm Equipment
Founded 1945
Headquarters Mumbai, Maharashtra, India
Keshub Mahindra (Chairman),
Key people Anand Mahindra (Vice-Chairman
& Managing Director)
Revenue ▲ 31,568.54 crore (US$6.85 billion)
(2010).[1]
Net income ▲ 2,871.49 crore (US$623.11 million)
(2010).[1]
Employees 11,600
Parent Mahindra Group
Website Mahindra.com
M&M Ltd is the flagship company of US $ 2.59 billion Mahindra
group, which has the significant presence in key sector of the Indian
economy.
A consistently high performer, M&M is one of the most respected
companies in the country.
The M&M brand symbolizes ruggedness, durability, reliability, easy
maintenance and operational economy.
The customer profile here includes individuals, traders, entrepreneurs,
contractors, tour operator’s taxi owners, car hire companies,
government departments and institutions, and the Indian army
CORE VALUES:
Our Core values are influenced by our past tempered by our
present and are designed to shape our future. They are an amalgam of
what we have been, what we are and what we want to be.
These values are the compass that will guide our actions, both
personal and corporate.
They are:
Good Corporate citizenship: As in the past, we will
continue to seek long-term success that is in alignment with our
country’s needs. We will do this without compromising on
ethical business standards.
Professionalism: We have always sought the best people and
given them the freedom and theopportunity to grow. We will
continue to do so. We will support innovation and well-reasoned
risk-taking, but will demand performance.
Customer First: We exist and prosper only because of our
customers. We will respond to their changing needs and
expectations speedily, courteously and effectively.
Quality Focus: Quality is the key to delivering value for
money to our customers. We will make quality a driving value
in our work, in our products and in our interactions with others.
We will do it “first time right”
Automotive sector
M&M has two main operating divisions:
The Automotive Division manufacturers utility vehicles, light
commercial vehicles and there wheelers.
The company has recently entered into a joint venture with Renault of
France for the manufacture of a mid-sized sedan, the Logan, and with
International Truck and Engine Corporation, USA, for manufacture of
trucks and buses in India.
The Tractor (Farm Equipment) division makes agricultural tractors
and implements that are used in conjunction with tractors, and has
also ventured into manufacturing of industrial engines.
The Tractor Division has won the coveted Deming application Prize
2003, making it only tractor manufacturing company in the world to
secure this prize.
M&M employees around 11,600 people and has eight manufacturing
facilities spread over 5,00,000 sq.mts.
It has 49 sales offices that are supported by a network of over 780
Dealers across the country. This network is connected to the
company’s sales departments by an extensive IT infrastructure.
HR PLANING
The human resource planning in Mahindra and Mahindra is both short
term and medium term in nature.
The HR planning apart from time period consists of:
A.Divisionvise manpower planning: In the last quarter of
the financial year the HR department rised to all the division
heads to submit their manpower planning for the next financial
year. Accordingly the individual department head works out
annual manpower plan which will have location wise
I Sanctioned manpower strength level wise ( staff, officer,
executives, managers, gm)
II Existing manpower strength level wise
III Vacant position to be filled up
IV Extra manpower required level wise over and above the
sanctioned strength along with a justification for the extra manpower
required
B.Annual manpower budget (value):On recite of the
manpower planning from all the division heads, the HR dept
undertake the following
I.Fill up of vacant position in all the division within the company
II.Discuss the excess manpower requirement in a three way meeting
between HR, the concerned division and CEO of the company. In this
three way meeting the division head will give a complete presentation
justifying the excess manpower based on this presentation the ceo
approves the extra manpower requirement in full or in
parts.Subsequent to this approval the HR dept works out the
manpower annual budget
C.HR policy guidelines in the areas of:
Recruitment
Compensation (fixed and variable)
Employee welfare benefits ( loans , free meals, free
transportation, picnics)
Mentoring ( the company identifies high potential
employees in all the divi i.e . sales mrkt, manufact. And
these identified employees are then assigned to mentor
who will train motivate guide and develop the employees
for a higher role and responsibility within the division. The
mentor will help the employee in his personal as well as
professional development)
Counselling ( on a regular basis the immediate supervisor
along with a person from hr sit with the employee and
appraise him about his strength and weaknesses. The hr
person will then counsel the employee to improve his areas
of weakness either through self help or through external
help.
Attrition ( the attrition rate in all the sectors have increased
in recent past so the company believes in minimizing the
level of attrition by having a 3way meeting between
employee, hr person and the immediate superior . in this
meeting the reasons for resignations are collected and on
the spot solutions are offered to the employees so that he
withdraws his rezicnation)
Hiring philosophy
With professionalism as one of the Group's core values, it would
look for a proper fit and also domain expertise.
The Group strives to tap talent through diverse innovative
approaches and aims to reach out to the best people for the job.
The Group also looks for core values like good corporate
citizenship, customer first, quality focus and dignity of the
individual in potential candidates.
The Mahindra Group is co-creating a culture that offers the
freedom to operate without fear. As the Group is rapidly growing,
there are great opportunities for career advancement.
The Group's hiring decisions favour individuals who demonstrate
well-reasoned risk taking and an innovative mind set. It believes
that these qualities contribute to a performance driven work
culture.
Recruitment procedure:
Management trainee
1. The Management Trainees will be recruited from the business
schools short-listed by the Group.
2. The minimum qualifications will be a Master's degree in
Management.
3. A preliminary short-list will be made based on Application
details. All short-listed candidates will go through a group
discussion, leadership skills assessment and a personal interview.
4. Offers will be communicated immediately to the placement
office based on the campus policy.
5. All selected Management Trainees will be expected to join in
the third/fourth week of June (date as specified by the Company)
and go through a Common Induction Programme.
Diploma trainee
Sources of Recruitment:
Campus: engineering colleges.
Recommendation of New Employee
The company has the scheme known as Buddy gets Buddy. So after
every successful Recruit the employee gets some money.
But the general and the effective process is through the Campus
selection.
The Criteria to be kept before appearing for the further
process is:
• The WST’s must be a Diploma Engineers
• WST’s must be an Electrical and Mechanical diploma holders
• Candidates must be a fresher
• He should pass with 60% and above marks in 1st, 2nd and 3rd yr of
their diploma course
• Candidates must be Male
Selection process
1. Shortlist Campuses:-
M&M search at engineering colleges for their requirements of
Diploma holders. It scan the SSC,HSSC and three years marks of
diploma course.
2.Choose Recruiting Team:-
The search shows that the number of the most effective recruitment
team should be 4 to 5 and
thorough knowledge of the company and the job.
The company should include the alumni from the polytechnic
engineering college from which it is hiring to get favourable
reference. The composition of team reflects how seriously the
campus recruitment is taken.
3. Presentation on the company & Job Profile:
The presentation must be given to candidates, which are short listed
for the campus interview.
The presentation must contain the detail information about the
company as well as job profile.
4. Test:-
After the presentation there is a test round. The test is about the
knowledge of the subject.
The criteria:
The candidates must acquire minimum 40 marks out of 100. As per
the criteria the candidates
gets short-listed.
5. Interview:-
The short listed candidates must have to face the interview.
There are two rounds
• HR screening
In this round the HR personnel can take the interview of the
candidates. In these HR
screening round if the candidate is short-listed for the technical round
of interview.
• Technical round
The technical person must take the interview. In these step the short
listed candidates has
to face technical interview; where the interviewer check the technical
knowledge of the
candidate. Technical round is the final round of selection of the
candidates.
6. Offer letter:
The offer letter comprises of the date on which the selected candidate
has to visit at M&M and the details of the stipend that has been
offered to the candidate. It also has the details of the documents the
joiner will have to carry.
7. Medical Test:-
The selected candidates must call for the medical test at M&MJ Ltd.
Nagpur. The company has the tie up with Dr. Vaidya & Rainbow
pathology lab. Ramdaspeth Nagpur.
Medical Examinations can give the following Information.
• Whether the applicant is medically suitable for the specific job or
not;
• Whether the applicant has health problems or psychological
attitudes likely to
interfere with work efficiency or future attendence;
• Whether the applicant suffers from bad health, which should be
corrected
before he can work satisfactorily
8. Contract Form:
After the Medical Test the candidates must have to fulfill the contract
form, which is also called as BOAT form.
The company has the three years contract with the candidates
• Contracts form contains the
• Contracts form candidates
• Stipend of the candidates
• Witness of the candidates
• References of the candidates
• Date of joining the candidates.
There must be three Contract Form For Three Years.
9. Department
There are mainly 7 departments namely
• Tractor Assembly
• Transmission Assembly
• Engine Assembly
• Transmission Machining
• Engine Machining
• Hydraulic Assembly &
• Hydraulic Machining
As per the suitability of candidate the proper department is given to
the candidates.
10. Appointment Letter:
The appointment letter is given to the candidate on the first day that
consists of various terms and conditions under Companies Act,Labour
Act and several other Central Govt. Acts, which an employee has to
take care of.
TRAINING AND DEVELOPMENT
The company organizes training in three phases.
First is induction training for 55 days. Baksi explains, “It is a high
level training. We select students when they are in their third year of
engineering. From the third to the fourth year we give them small
assignments and projects and update them on areas not covered by the
college curriculum.”
Then there is behavioral training for employees, which involves soft
skills, customer interaction, communication skills, etc. Overall, the
company spends 4 percent of its total revenue in training people
Workforce profile
Age Categorization
< 25 25.56 percent
26-35 64.16 percent
36-45 9.35 percent
46-55 0.78 percent
> 55 0.15 percent
Educational
Qualifications
Graduates 59.40 percent
Post-graduates 30.13 percent
PhDs 01.94 percent
Diploma holders 07.11 percent
Others 01.42 percent
Induction Training
1. The Induction Training will be for a period of 2-3 weeks. It will
focus on familiarizing the Management Trainees with the
Mahindra Group's history, values, organizational
policies,businesses and future growth plans. The batch will also
undergo developmental workshops toexplore the transition from
academic to corporate life.
2. Post-induction, the Management Trainees shall be on training
for a period of one year. They will undergo three projects: two
in their functional specializations (4 months each) and one in a
cross-functional area (3 months) in different sectors across the
Mahindra Group. An Out Bound Training (OBT) programme to
develop leadership, team-building and communication skills is
also built as part of the yearlong training programme.
Objective
1. To attract, recruit, induct and groom young managerial talent for
future leadership positions in the Group.
2. To develop a cadre of managers with cross-functional experience
and an aptitude to take up top leadership positions in the future.
Assessments
1. There will be periodic appraisals at the end of each project.
2. There will be a mid-year review where presentations of the first
two projects will be made by each Management Trainee to a
Senior Panel, followed by an individual feedback session.
Confirmation
The Management Trainee will be confirmed at the end of one year
from the date of joining, after being duly appraised. The training
period shall end on confirmation.
Post-Training
1. All confirmed Management Trainees would be assigned to specific
sectors based on business needs.
2. A development centre at the end of three years is carried out for all
Management Trainees to assess training needs, growth prospects and
rotation across sectors.
DEVELOPMENT
The Mahindra Group offers a number of High Value Leadership
Lifecycle Programmes for leadership development at key transition
points for Managers. 'Bodhivriksha' (a place of enlightenment), is a
world-class, in-house Management Development Centre that has been
set up to promote business values and leadership skills at Nashik.
HIGH VALUE PROGRAMMES
1. Global Managers Program
Program Objective
To provide insights into understanding globalization and its
impact on industry
To appreciate the nuances of International Trade and Finance
To give a perspective on International Marketing, Branding and
Strategic Planning
To understand the importance of cross-cultural sensitivity.
Key Program Content
International Marketing & Strategic Selling
Customer Relationship Management
Cross-cultural Sensitivity - Cultural Nuances in China, South
Africa, USA, Europe and Middle East
Four T's: Training, Transfer, Teams and Travel
Global Marketplace: Implications for domestic/global marketing
strategies/projects
Scenario Planning
Nuances of Legal and Contract Issues
2.Customer-centric Corporation
Program Objective
To help understand consumer preferences, perception and
behaviour
To set frameworks for new product development
To help understand brand equity
To create unique value for the targeted customer
Key Program Content
Understanding customer expectations
Capturing the voice of customers of the Mahindra Group
- Benchmarking studies, J. D. Power, CSI etc.
Setting frameworks for new product development
Positioning for competitive advantage
Creating value for competitive advantage
Co-creating value through experience
'Bodhi Vriksha' - Mahindra Management
Development Centre
The potential for learning is limitless.
This is the spirit of Bodhi Vriksha, the Mahindra Management
Development Centre. Established in 1999, this residential training
facility for the Mahindra Group's management staff aims to promote
business values and leadership skills.
This is in keeping with the Group's belief that systems and practices
must be upgraded constantly to keep pace with the dynamic business
environment.
Located 7 kms away from Nashik, one of the most favored industrial
destinations in Maharashtra, the Mahindra Management Development
Centre sprawls across 4 acres of beautifully landscaped terrain.
The architecture is charmingly rustic and the infrastructure is ultra-
modern, providing the ideal setting for employees to 'Reflect-
Network-Develop'. It offers residential management development
program with a mix of Classroom and Action learning.
The Mahindra Management Development Centre was commissioned
in April 2005, and since then, over 4500 executives from the
Mahindra Group have benefited from its training programs. 'Bodhi
Vriksha' is truly a temple of learning for the Group.
The campus also houses the world- class Mahindra Institute of
Quality (MIQ) to impart Total Quality Management training to both,
the Mahindra Group and the Indian industry. The Mahindra Institute
of Quality has Japanese accreditation and a top-notch faculty from
India and Japan
Shadow Boards
The Mahindra Group follows a unique practice called Shadow Boards
to help anticipate change, and throw out outmoded ways of thinking
and working.
This practice ensures that young high potential managers are more
involved in the planning process of the Company.
Their mandate is to discuss and give recommendations on major
issues, both strategic and operational, and
identify critical success factors.
Shadow Boards impact our work in the following ways:
Voice out-of-box views of Generation Next
Challenge established modes of thinking
Offer new perspectives and insights
Catalyze implementation
Help in the grooming of future business leaders
Career Path
The career path outlines the organization’s vision for the growth of
Management Trainees.
The time estimates are rough guides and not fixed periods. The belief
is that the progress a Trainee makes in the system will depend on
his/her performance and potential. The time periods mentioned also
do not indicate vertical growth in terms of grades.
0-6 years: Direct exposure to ground realities in Marketing,
Finance, Human Resources, Manufacturing, Procurement including
Manufacturing support functions, Exposure to lower level leadership
roles in their respective functional specialization and also first level
leadership roles depending upon potential.
7-11 years: Exposure to inter functional integration issues,
beginning of global exposure and exposure to senior leadership roles.
11-14 year: Exposure at this stage will be at a more macro level to
give a bird's eye view of the organization. The executives will be
given a more global experience that will come from
projects, Executive Assistant positions, Location Head positions in
Manufacturing, Marketing,
Procurement, Investor relations.
Post this phase; the executives will be required to take on the
positions of business leaders of the
organization.
Performance management system
The PMS process starts with setting of business goals &
organisation’s objectives. In M&M Ltd., organizational goals are set
in the month of March every year. After this step, departmental and
individual goals are set.
Here, in M&M Ltd., Top Down approach is followed for goal setting.
Departmental Goal Setting:
For departmental goal setting, Balanced Score Card approach
is adopted. It is derived from the Business Plan and Functional
Strategies.
In 1992, Robert S. Kalpan and David P. Norton’s concept of the
Balanced Score Card revolusionised conventional thinking about
performance metrics.
Customer Internal processes.
The balanced scorecard allows managers to look at the business from
these four important perspectives. The scorecard wasn’t a replacement
for financial measures; it was their complement.
It provides answers to four basic questions:
How do customers see us? (Customer perspective)
What must we excel at? (Internal processes perspective)
Can we continue to improve and create value?
(Learning and Development perspective)
How well do we look to our stakeholders? (Financial
perspective)
In M&M Ltd., weight ages are assigned to all four perspectives. The
weight ages may vary according to the department. Balanced
Score Card also depends upon business plans for the particular
year.
Individual Goal Setting:
After setting Departmental goals, Individual goals are set. Following
diagram shows various steps in the process of individual goal setting:
Step 1: Communication Workshop:
Communication workshop is conducted in months of May or June
every year. It is compulsory for all employees, right from
operational level to strategic level. This workshop is conducted
for two days.KRA setting and How to conduct appraisal are the topics
which are covered on first and second day respectively. It is useful to
both appraisers as well as appraisees. It helps appraisers for KRA
setting and review meetings. It helps appraisees as they
the review which is useful for them during review discussions.
Step 2: KRA setting:
Measurable goals for every individual, linked with the business goals
are set before the beginning of the financial year. Each individual has
3 to 5 KRAs. Each KRA set has a weightage and the total of
weightages is 100%.
All the targets i.e. KRAs are set after discussion between superior i.e.
appraiser and subordinate i.e. appraisee. Performance with respect of
KRAs forms a basis for the calculation of Performance payout
amount for an individual.
There is a particular format in which KRAs are set
(Annexure E). Level of Performance (LOP) and Measure of
Performance (MOP) are decided at the time of setting KRAs.
MOP means a measurable parameter which will indicate progress of
GOAL set. E.g. Goal - cost reduction has MOP - reduction in
Variable Cost / Vehicle - 5%. LOP i.e. Level of performance is
method to set targets for MOPs to indicate good, superior and
excellent performance.E.g. Reduction in variable Cost per vehicle -
Level 3 - 5% Level 4 - 10% Level 5 - 15%
Normally, KRAs for the next year are set before the final review.
Signatures of both i.e. appraiser as well as appraisee are taken on the
KRA sheet. The KRA sheets are sent to Corporate HR Department.
Step 3: Mid – Term Review:
Mid – term reviews are conducted in the month of October. Mid –
term reviews are done with a view to know how much goals
the appraisee has achieved. If the appraisee has failed to
achieve the targeted level then the superior can have a
discussion with the appraisee regarding this and the reason for not
achieving the desired level of performance is found out.
Appraisal happens twice a year. A mid – term (qualitative appraisal)
happens in the month of Sept – Oct.
The annual appraisal are done in the month of May.
Appraises are reviewed on the basis of achievement of KRAs,
assessment of significant tasks other than KRAs, if any, leadership
competencies (M&M Ltd has adopted 7 leadership competencies)
and strengths of the appraises.
Employee & Superior together fill up the appraisal form
based on which the assessment is carried out.
Step4. Performance appraisal:
It is a one to one discussion between the appraiser & the
appraisee about* Performance based on goals set & results achieved*
Training and the developmental needs for the employee
At the end of the appraisal process employee’s comment on the
process of appraisal feedback is recorded, to validate transparency &
fairness of the appraisal process.
In M&M Ltd., employees are rated on two scales:
Performance Pay Rating
• The rating scale 5, 4, 3, 2, 1
• Rating would be based on the level of Performance on a
specific KRA based on the Achievement levels agreed at the
beginning of the Financial Year.
• No Distribution norms will be applicable.
Overall Rating Performance Pay Rating:
• The rating scale ES, S, G, MI, U
• DH level and above:- 50% competencies + 50% performance
• Below DH level:- 40% competencies + 60% performance
• Agreed distribution norms would be applicable
For the performance pay calculation, the overall performance is
divided into two parts:
• Business Performance
• Individual Performance
As an employee goes higher on hierarchy, the share of business
performance increases and that of the individual performance starts
reducing.
Step5.Feedback and Counselling:
In M&M Ltd., superior gives the feedback to the subordinate
immediately after the final performance appraisal. Following
points explain the very purpose of performance dialogues
The appraiser and the appraisee together review overall performance
of an individual against agreed targets.• Helps in identifying Areas
for Improvement.• Provides development opportunities for the
growth of people.• Agree / Generate Data for actions relating to
Increments, Promotions, etc.
The next step that the Corporate HR department takes after
collecting all performance appraisals is checking whether all the
performance appraisals are normally distributed. If they are normally
distributed, then Corporate HR department contacts the relevant
departments and then after discussion, final letters are sent to the
employees on 1st August every year.
Questionnaire for performance appraisal.
Miss Akshaya Patil.
HR Regional Manager
Mahindra & Mahindra , Kandivali- East Branch
1. Since, how many years are you working with Mahindra?
4.5 yrs
2. How was your experience?
Excellent
3. What is the main motive behind conducting Performance
Appraisal?
Role clarity, identifying skill gaps, rewarding good performance
4. Who conducts the performance Appraisal?
Immediate superior, 20% reviews HR participates
5. How often do conduct the Performance Appraisal?
Twice in a year
6. Do you use the same method evrytime or change it ?
Same method for all every time.
7. How do you reward or rectify your employees after the
assessment is done?
Performance bonuses + promotions + salary hikes are linked to
performance levels. We do action planning for bad performers
& monitor it closely.
8. Approximately, over last 3 years what changes have taken place
due to the conduct of Performance Appraisal? Performance
oriented culture
9. Are employees aware of this system? How do they respond to
this system of performance Appraisal?
They are aware. We do conduct awareness workshops for them.
We ask employees questions in employee satisfaction survey
about PSM to check their understanding, trust in this system,
satisfaction abt the system
Quality of feedback given by immediate superiors. However
over past 2-3 years we have trained more & more managers on how to
give feedback effectively.
1. What are your personal views about this system(performance
Appraisal)?
Its very well establish & strong system.
2. Please provide me the History of Performance Appraisal of
Mahindra
We follow Japanese concept of Policy Deployment.it is a Strategic
planning /Strategic management methodology, based on a concept
popularised in Japan by Professor Kaoru Ishikawa in the late 1950s
when he said the 'each person is the expert in his or her own job
and Japanese TQC (Total Quality Control) is designed to use the
collective thinking power of all employees to make their
organisation the best in its field.
Mahindra & Mahindra policies
At Mahindra all procedures, policies & systems have been developed
to ensure that working with them is a pleasant and enriching
experience. A central HR council composed of business sector HR
heads is responsible for handling all matters concerning labour
practices each group company adheres to the following policies.
A.HR administration:
This policy ensures that our HR performs at peak potential. For
this purpose we have set up the following services and
mechanisms-
An effective grievance redressal mechanism
Employee counselling services
Sexual harassment committee to ensure that any case of
harassment are resolved effectively
B.Collective bargaining agreements:
Employees relations policy promotes non interference with
employees rights to form unions and encourages collective
bargaining. Most of our employees are unionised and we do not
an any way discriminate our various business units or
employees
C.Period of notice for operational changes:
During reporting period all our companies which employ
unionised labour followed the letter and intent of all pertinent
regulations the industrial dispute act 1947 is one such statute
that applies to labour relations. It specifically mentions a three
week notice period for all changes.
D.Safety & occupational health:
Covers all the manufacturing facilities
Ensures process safety, use of protective gear
Sector president has the overall responsibility for
employees safety and plant manager have responsibility
for their respective plants
Regularly conduct safety audits and risk analysis.
E. Human rights policy:
At Mahindra discrimination, child labour and forced labour is
unacceptable there is an active grievance cell to address any
such issues.
F. Green IT guidelines:
focuses on power management , environment friendly
vendors and products
the IT head of each company is responsible for compliance
of the green IT policy.
Mahindra & Mahindra Workers Union
Mahindra’s Nashik facility manufactures 486 utility vehicles daily-
240 utility vehicles, ‘Scorpio’ & ‘Xylo’ on the same assembly line,
180 Bolero utility vehicles and 66 sedan car ‘Logan’.
The Nashik plant has 4450 employees:
2750 permanent employees,
1200 temporary employees and
500 apprentices
The employees are primarily members of the following organisations:
a) BHARTIYA KAMGAR SENA (BKS)
b) MAHINDRA AND MAHINDRA WORKERS UNION
c) MAHINDRA & MAHINDRA EMPLOYEES UNION
d) CENTRE OF INDAIN TRADE UNIONS (CITU)
69 Laws ruling the workers under the WST scheme:
These WSTs have the Labour Laws Applicable
1. Apprenticeship Act
2. Minimum Wages Act
3. Payment of Wages Act
4. Factories Act
5. Workmen compensation Act
The Laws NOT Applicable
ESIC –Employee State Insurance Corporation Act
Providend Fund
Payment of Gratuity Act
Bonus Act
Provisions Are:
1. The employer is not a loud to give it to any person under the age of
14 years and the prescribed Qualification not fulfilled
If not done then 6 months Imprisonment Rs. 500 fine or both
2. Time of working should be from 10 a.m. to 6 p.m.
Leave and compensation is governed by the Factory’s Act.
3. If not performed well or up to the mark then the training is
extended by the supervisor.
4. Training / Classroom /the Rupees is spent by the employer in the
course of the Apprenticeship Training.
5. Accident compensation when the accident happens in the
organization comes under the workmen compensation Act.
Labour strike
Mumbai, May 19 (IANS) Auto major Mahindra and Mahindra
(M&M) Tuesday said its employees have withdrawn their tools-down
strike at its plant near Maharashtra’s Nashik town.
The workers went on strike demanding pay revision and reinstatement
of a sacked labour leader.
“Following the withdrawal of this strike, production has resumed in
the Nashik plant of the company and normalcy restored,” the
company said in a regulatory statement Tuesday. M&M said the strike
was withdrawn Monday following a wage agreement signed with
workers May 15.
The pact, which is valid for three and a half years, was signed by the
Bhartiya Kamgar Sena Union that represents Mahindra’s workers at
its Igatpuri plant near Nashik.
Earlier in the month, the labour union had decided to move the
Mumbai High Court following an order from the Nashik Labour
Court to withdraw its strike, which it termed as “illegal”.
Workers at Igatpuri had gone on an indefinite tools-down strike from
May 4 in protest against the suspension of labour leader Madhav
Dhatrak and the company’s alleged delay in signing the salary
agreement for the past 22 months.
BIBLOGRAPHY:
Miss Akshaya Patil.
HR Regional Manager
Mahindra & Mahindra , Kandivali- East Branch.
WWW.Mahindra&mahindra.com
Mahindra & Mahindra Groups Annual Report
