Cosmo Films Ltd

Best HR Practices
 Case Study: Inclusion & Diversity

2
 Inclusion & Diversity
Challenge - Biaxially oriented polypropylene (BOPP) films is considered as a male dominated industry. So
the challenge was to have gender diversity.
Objective – Cosmo wanted to have gender diversity, by increasing female employees for attracting good
talent and have a progressive mindset within employees.
Available Solutions –
1. To hire female employees at different levels
2. To hire female for technical as well as non technical roles

Strategy Chosen – To hire female employees for technical role for all factories through entry level

Action Taken – Focused on Campus hiring from Engineering Background for shop floor as well as Techno-
Commercial roles

Stakeholder Involvement – Internal leaders were involved in interview process

Results – We hired 7 GEL's (Graduate Engineer Learners) for our Aurangabad Plant and 6 GEL's for our
Baroda Plant.

Timeframe – 2 months

Way forward – We are continuing the hiring year on basis.

3
 Inclusion & Diversity

Other Achievements

• GELs (Female Campus Hiring) hired in Aurangabad completed 1 year and are
successfully placed in Cosmo Aurangabad,(in Waluj & Shendra plant).
• Head HR & IR along with his team went for campus hiring in Baroda for Cosmo Karjan
plant and GELs were placed there as well.
• These GELs are the first set of girls placed in Cosmo Karjan plant and are successfully
working at the shop floor with utmost guidance and safety measures.
• Regular Management interactions are arranged with these GELs at both Aurangabad and
Karjan location.
• TA Head Ms. Darshana Adhyapak went to Karjan to have detailed interaction with GELs.
• GELs had prepared their respective presentations covering their overall work
experience at Cosmo. This presentation was presented to CEO by GELs.
• Seeing GELs more female hiring was done for other departments at Cosmo Karjan plant
which is giving a boost to female ratio and increasing inclusion and diversity.

4
 Case Study: HR Innovation through Technology

5
 HR Innovation through Technology

Challenge - Reacting to anticipating changes within the business and managing employee
experience.
Objective – Innovation through Digitialization of HR processes and practices. HR function
must improve employees’ experience in a way that also drives performance.
Available Soultions –
1. Online platform and interface
2. To choose the best service provider /partner for HR Digitalization

Strategy Chosen –Automation of entire HR processes in SAP Success Factor

Action Taken –
1. Identified SAP Success Factor
2. Automation includes below areas of HR:-
a. Employee Central
b. Recruitment & Selection
c. Performance Management System
d. Learning & Development
e. Talent Management
f. Succession Planning

6
 HR Innovation through Technology

Stakeholder Involvement – Internal leaders as well as Key employees were invloved

in the implementation process

Results –
1. Improved employees experience in a way that is also driving performance
2. Provide relevant and personalized support to employees, through transparency and
fast solutions
3. Reduce paper work

Timeframe – 1 year

Way forward – Build similar process for smooth operations

7
 HR Innovation through Technology – Other Achievements

HR Automation
• Online Investment proof submission,
• My HR Mobile App- which enables to have HR related transactions through mobile App.

8
 Case Study: Compensation & Benefits

9
Challenge : Introducing Flexi Benefit Scheme
(Revamping Compensation structure)
 Objective

 Ensuring simplicity (Flexible Benefit Plan)

 More tax friendly compensation structure
 Making the payroll process Employee Friendly

The new compensation structure has been divided in 3 (Three) parts as below;
 Fixed Components
 Flexi Components (Choice Pay)
 Variable Pay

11
 Available Solution: Introduction of Flexi Benefit Scheme

12
 Action Taken

• Following slides explain you the action taken to introduce the flexi benefit plan to the
employees.

13
 Fixed Components:

• Basic
• There is no change to this in the revised structure.

• Provident Fund
• There is no change to this in the revised structure (12% of Basic)

• Gratuity
• This includes in CTC (4.80% of the Basic)

14
 Flexi Components (Choice Pay):

Employees can decide which components they want to opt and up to what amount with some

predefined limits. These components as per the current income tax provisions and are extended

to employee basis the same. Tax component & benefits will be extended to employees as per

provisions of Income Tax Act. Flexible component amount will differ as per applicable grade of

the employee.

• Following components are considered under Flexi Benefit Plan

• HRA
• As earlier this would continue to be as follows:

• Non-Metro up to Deputy Manager – 40% of Basic

• Metro up to Deputy Manager – 50% of Basic

• Non-Metro Manager to DGM – 50% of Basic

• Metro Manager to DGM – 60% of Basic

• Any location GM & Above – 60% of Basic

15
 Flexi Components (Choice Pay):
• Superannuation
• Superannuation contribution will be 15% of Basic + DA.

• Employees can also limit the Superannuation amount to Rs. 1 lacs per year.

• NPS
• Employee can avail tax benefit on NPS contribution and under section 80CCD (2) up to 10% of basic + DA.
No capping for this amount. Company will deduct this contribution from your salary and it will be
deposited in your NPS account.
LTA
• Medical Reimbursement
• As per Budget 2018 (standard deduction) this component is being removed from CTC and the amount is
added to the component “Special Allowance”
• Transport Allowance
• As per Budget 2018 (standard deduction) this component is being removed from CTC and the amount is
added to the component “Special Allowance”
• Education Allowance
• As per the amount applicable to your grade.

16
 Flexi Components (Choice Pay):
• Fixed Allowance

• Mobile Reimbursement

• Car Depreciation / Car Allowance

• Vehicle Lease Rental

• The component is introduced to provide a personal transport to an employee through tie up with Vehicle
Financing Institutions (VFI) for his use. Cosmo will enter into Lease Agreement with the VFI. The VFI will
provide Vehicle on Operating Lease to Cosmo for use by requisitioning employee.

• Fuel, Maintenance & Driver Allowance

• As per the amount applicable to your grade.

17
 Flexi Components (Choice Pay):

• Canteen Allowance
• This is a One Time Allowance included in CTC for FY 2018-19. In this allowance management has decided
to add location wise applicable food subsidy (with applicable taxes) in employee’s CTC. With this
allowance subsidized food facility which is currently available at locations will be withdrawn and
employees have to pay full amount (as applicable at their respective location) for their daily meal.

• Food Coupon
• This is NEW allowance included in CTC where an employee can avail INR 2600 per month against their
Food allowance. Employee can avail tax benefit against this allowance as per IT Act.

• Gift Coupon
• This is NEW allowance included in CTC where an employee can avail INR 5000 per year against their Gift
Coupon. Employee can avail tax benefit against this allowance as per IT Act.

18
 Flexi Components (Choice Pay):

• Uniform allowance
• This is NEW allowance included in CTC where an employee can avail up to INR 1800 per month against
their Uniform allowance. Employee can avail tax benefit against this allowance as per IT Act. Employee
can utilize this amount against monthly laundry charges. Also or to purchase of Shirt, Trouser,
Blazer/Suit, Tie, Belt and Shoes.

• Gadget Allowance
• This is NEW allowance included in CTC where an employee can purchase an electronic gadget like
Computer/Laptop/Pen drive/Mobile Handset etc. and can avail up to INR 3000 per month against their
Gadget allowance. Employee can avail tax benefit against this allowance as per IT Act. Employees have
to purchase the gadget in the name of company (i.e. an invoice or bill should be in the name of
company).

• Special Allowance
• This is a differential amount of Flexi components. Post selection of entire Flexi plan the remaining
amount goes into Special allowance and the amount is taxable.

19
 Strategy Chosen

• Strategy was to do it in HR System through online portal where employees could

directly see their flexi benefit amount which was called as Choice Pay portion of their
entire CTC and they could divide it into various heads available under flexi benefit
scheme.
• Following slides explain the entire strategy applied.

20
 Edit in Compensation Information in SuccessFactor

Employee login to their system by using his/her Username and Password

21
 Edit in Compensation Information in SuccessFactor

From Home drop down menu navigate to Employee Files.

22
 Edit in Compensation Information in SuccessFactor

From here select your Compensation Information section.

23
 Edit in Compensation Information in SuccessFactor

Employee will be able to see the current compensation information, in order to make amendments
in Choice Pay components, click Pencil icon.

24
 Edit in Compensation Information in SuccessFactor

A popup up will come, Employee must select effective date as (31-Mar-2018)

25
 Edit in Compensation Information in SuccessFactor

A popup up will come, Employee must select effective date as (31-Mar-2018)

26
 Edit in Compensation Information in SuccessFactor

All open choice pay components will be open only for make changes into the system, other
components will be non-editable

27
 Edit in Compensation Information in SuccessFactor

You can only make changes in some choice pay components.

28
 Edit in Compensation Information in SuccessFactor

To edit in your choice pay components replace the existing amount with your desire amount and
click on save button.

29
 Edit in Compensation Information in SuccessFactor

Here you can see your all compensation.

30
 Compensation & Benefits

Stakeholder Involvement – Top Management and HR Team for smooth

implementation of the new system to employees without much resistance. Zeta,
Sodexo and NPS were also introduced as tax saving tool

Results – Successful Implementation of Flexi Benefit Scheme

Timeframe – 2 months

Way forward – We are continuing the same on yearly basis

31
 Case Study: Talent Management

32
 Talent Management
Challenge – Talent Management Scheme in a continuous process organisation (Manufacturing BOPP
Sector) and its successful implementation and execution

Objective – To Identify and retain the performers and HiPos within the organization

Available Solutions –

1. Employee Self Development Plans

2. Growth and Development Centers

Strategy Chosen – HR along with Talent Management Committee to facilitate the entire process

Action Taken – Formation of Talent Management Policy

Stakeholder Involvement – External agencies along with Organization's leadership team

Results – Identification of yearly performers and HiPos within the organization

Timeframe – 1 year

Way forward – We are continuing the process on year on basis.

33
 Case Study: Performance Management

34
 Performance Management
Challenge – Introduction of Performance Management System of What – 80% and How
– 20% Approach.

Objective – To have Smart and Measurable KRAs/Objectives

Available Solutions –

1. Setting Target oriented KRAs

2. Setting KRAs within the HR system

Strategy Chosen – Implementation of PMS within the online HR System allowing the
employees to set their own measurable KRA as per the defined PMS policy.

35
 Action Taken

36
 Action Taken

“What” “How”
(Results / Targets + (Behavior)

WHAT: HOW:
An individual Overall
An individual
achieves KRA. Performance
achieves
SMART KRA Primarily based on
Cosmo Eight Global
Competencies

Performance Appraisal Cycle (PAC) consists of Globally Consistent Overall two (2) performance
criteria: “WHAT & HOW”.
WHAT (80%) HOW (20%)
Team KRA – 40%
Special Projects – 30% Cosmo Global Competencies – 20%
Individual Contribution Area – 30%

The Performance Measures included in “WHAT” will consist of following three parts:

 Team Key Result Areas (Team KRA’s),

 Special projects (SP)
 Individual Contribution Areas (ICA’s).
37
 Cosmo Performance Management Policy

Team KRA’s:
• Team KRAs will define team’s desired level of performance on core functional operating
parameters and overall plant / department efficiency and performance goals. At the
start of each performance cycle, the overall targets for these KRAs will be cascaded for
the Departments. These KRAs are commonly applicable to all the employees in the
immediate group of the Department. However the weightages will differ based on Job
Role.
• Special Projects Comprises of following categories:
o R&D Projects
o Execution/Implementation of Projects
o Process/Product Improvement Projects

• Individual Contribution Areas Consist of:

• Quality Focus
• Special Initiatives
• Learning & Development
• Innovation/ Problem Solving
• Safety

38
 Performance Management System in MyHR

39
 Login
https://performancemanager10.successfactors.com/login?company=cosmofilmsD
User Name and Password will be send to Employee by System Generated email’s

40
 KRA Setting Exercise

41
 Performance Appraisal Process-

KRA setting by employee –

• The Home page will appear, then from Home dropdown menu he needs to select
Performance tab to see his performance appraisal forms.

42
 • Then Employee will appear this page, from here user needs to select Performance
Form.

43
 • Employee will appear on above screen, here employee can see Performance Appraisal
process.
44
 Performance Management

Stakeholder Involvement – External agencies along with Organization's

leadership team

Results – Streamlining of system based PMS process and eliminating the PMS
process on the basis convenience.

Timeframe – 6 Months

Way forward – We are continuing the process during every PMS cycle

45
 Case Study: Industrial Relations

46
 Industrial Relations
Challenge – Signing of Historical LTS for 9 Years

Objective – Workmen Stability

Available Solutions –

1. Continuous Meetings, Negotiations and discussions (Collaborative Approach)

Strategy Chosen – HR & IR Head along with Cosmo's IR expert to have regular meetings with Workmen

Action Taken –Successful signing of agreement with internal workers union for 9 years which is 1st time
in the history of Maharashtra region and also in India best of our knowledge. This long duration is done
with view of upcoming expansion of Cosmo Films. The main purpose is to have peaceful IR situation,
workers development and to focus upon all the development activities.

Stakeholder Involvement – Workmen, HR & IR Head, IR Expert, Factory Manager

Results – Successful signing of agreement

Timeframe – 6 Months

Way forward – Peaceful IR Relations

47
 Industrial Relations – Other Achievements

• Legal Compliances: - Complete adherence to all applicable laws and following

environment parameters is one of the most important focus of Cosmo Films.
• Political connect:- We have good relations and rapport with local political bodies, hence
we get requisite support during any critical emergencies.
• Government Machineries:- We have good rapport and connect with all the government
machinery and also with government officials.
• Signing of Historical LTS:- 09 years LTS was signed in view of long term future plan of
the company. Considering the upcoming expansions there should not be any disturbance
on IR Front. We have very good and cordial relations.
• Festive Bonus:- Festive Bonus of Rs. 68,000 is given to workers in terms of Ex-gratia.
• Cosmo One Family Approach:- We at Cosmo Films have one family approach for all.
• Workers also participate in all the company events.
• HR & IR team also present during any of the critical emergency in workers family.
• Capability Building:- As a part of Capability Building, we organized various trainings for
operators. It includes Technical, Safety and behavioral training. All the operators are
also given training on Cosmo Global Competencies. Two day training – Junoon Jeet Ka
conducted by Jaiprakash Kabra at Meadows hotel Aurangabad
48
 Case Study: Training & Development

49
 Training & Development
Challenge – Arranging Outbound training camps in a continuous process manufacturing sector.

Objective – Enhancement of skills, collaborative work approach and working in teams

Available Solutions –

1. Manpower planning for having right people available at work as well as for training camps

Strategy Chosen – Offsite done for employees along with special trainings arranged

Action Taken – Groups formed and training sessions arranged with resort stay so as to have a fully
charged employee back at work post the training session

Stakeholder Involvement – Specialized external agencies, HR Team and employees

Results – Motivated employees back at work

Timeframe – 2 days training for each employee

Way forward – Planned to do in every alternate year

50
 Outbound Training Programs

51
 Case Study: Employee Engagement

52
 Employee Engagement

Challenge – Employee Engagement Activities for employees in plant

Objective – To create a working environment where an employee doesn’t feels a sense

of monotony

Available Solutions –

1. Regular Engagement Activities

53
 Strategy Chosen
Strategy Chosen – Employee Engagement being the Key focus area of Cosmo
Leadership, we have designed very robust and comprehensive engagement
model based on the findings of Engagement survey of 2017. Engagement is
also done by way of capability building, Innovative methods of resourcing,
Culture change. With this systemic and strategic approach various activities
are being carried out in Cosmo. The engagement model is based on four
pillars which are,

54
 Action Taken

• E Idea box:- It is an online Ideation tool which and not merely a suggestion scheme
which encourages employees to give innovative models that will have inputs for
improving productivity, Efficiency, Quality and business processes. We have brought
reward and recognition practice for best innovative ideas where in employees are
rewarded from 0.5 % of cost saving/ profits up to Rs. 5 Lacs.
• Identification and Elimination of NVA’s
Impact: NVAs identified by Brainstorming, conducted Focus Group Discussion, department
meetings. PDCA approach is initiated. Departments like Manufacturing, Engineering, and
Marketing have identified NVA’s activities from their day-to-day working. Various new
productive practices have been implemented.
• Employee Health Check up through Online portal:- We have launched the Annual
Health Check up program through Health Meter services that enhances the level of
Employee Health care. Employees and Management have ease in accessing the medical
reports on real time basis. In order to have access to real time reports we have
launched health meter mobile App. Employees are able to schedule appointment as per
their convenience and their choice of hospital.

55
 Employee Engagement

Stakeholder Involvement – HR and Employees

Results – Continuous employee involvement in innovative engagement activities

Timeframe – Engagement Activities conducted on regular basis

Way forward – Innovative Activities introduced on regular basis, recently

launched and concluded Tu Mera Hero. Engagement Activity linked with
identifying Talent within the company.

56
Thank You

www.cosmofilms.com