HR Practices

A) TWO WAY COMMUNICATION

Skip Level Meeting The Skip Level meetings serve as a tool for fostering two way communications. These are being conducted with an objective of a free and frank interaction with young and enthusiastic employees with a view to sensitize them with various issues, the Company is facing and to seek their inputs on improvements in the processes, suggest innovative / different way of doing things aligned to achieving Companys objectives. The skip-level meeting is also a process in which Management will encourage and facilitate employees free expression of their thoughts in respect of their goals, standards, the work environment and improvements in the processes for Organizational excellence. Skip-level meetings are aimed at capturing free and first-hand suggestions that are useful in refining the operations and in improving work environment. These meetings are also focused to gather feedback from employees on their aspirations, needs and desires on their jobs, obstacles, if any, that prevent them from achieving their targets more effectively and also about the appreciation and performance feedback they receive from their Managers and for seeking your suggestions for a positive change in the organization. Interactions in the meetings and the outcomes thereof will be evaluated for incorporation in Company's Operations, as may be feasible. Employee engagement survey Being People Focused Organisation, the most important priority is to motivate and engage people in our organization. Employee engagement surveys are conducted every year the inputs thereof for improvement will become stepping stones towards making TPL a Great Place to Work and instill pride in our people. Open House In order to encourage employees to share their views and suggestions at a bigger forum, an Open House meeting is conducted every year. All the inputs are captured and addressed. Dialogue with CEO Each and every employee can meet Executive Director & Chief Operating Officer of TPL and express their concerns/suggestions directly. Such dialogues are conducted twice a week. Suggestion Scheme All employees are encouraged to give their suggestion. A cross functional panel evaluates all the suggestions received and the best suggestions are implemented and employees are rewarded.

Tea Meeting All new inductees are invited to meet CEO and department heads as a part of scheduled induction program. New joinees are expected to express their expectations from TPL. Their hobbies and interest apart form work is also captured in this meeting.

B) ENGAGEMENT DRIVERS

Mentoring and Coaching Mentoring features as one of the best-practices of globally competitive companies. Mentoring has been advocated as the most important method of shaping behavior and improving performance. A mentor provides professional support to the mentee thus enhancing his/her performance in alignment with the organizations goal. An important tool for career development of the mentee, mentoring also helps in higher levels of motivation, improved retention levels and better succession planning. Performance Linked Reward : High Performance is encouraged and differentiated through Performance Linked Annual Increases and Variable Pay. Further, to differentiate and reward high performance, the percentage of Variable Pay in total compensation is increasing Y-o-Y. Project teams completing projects ahead of schedule are recognized and additionally rewarded, monetarily. Similarly, RCMs / Sites In-charge are given responsibility allowance for completing the projects on four measured parameters viz., Time, Cost, Quality and Safety. Employees demonstrating exemplary performance either individually or collectively are recognized and rewarded with 'Star Of the Month'and 'Sabhash' awards Fast Track Career Growth High performers are put on Fast Track Career Growth and put through extensive training, challenging assignments and continuous mentoring form Top management Buddy Concept Buddy concept is a worldwide-accepted practice wherein every new joinee is assigned a buddy (peer) for quick orientation. A buddy shall help the new joinees to settle down in the early days of his/her job, ensure that the new joinees gets assistance in finding a new accommodation/ workspace etc in coordination with HR, answer queries on organization culture, existing policies, employee welfare schemes etc. In addition, every new joinee will have a New at TPL badge to let us know that he/she might need help. Leadership Development - Identification of high potentials through PMS & Assessment & Development Center, Fast Track Programs, Management Development Programs, action plans on 360 degree feedback of SMT, Cross functional training programs Performance Coaching - Performance coaching for delegation & empowerment, knowledge sharing across functions, transfer of knowledge from retiring employees/to successors of key/critical positions

C) IT ENABLED WORK PROCESSES

Online Performance Management System Leave Management System Online Training Calendar Online access to Pay Slip, Superannuation and PF Balance.

HR PRACTICES IN GOOGLE
1. Building innovation into job descriptions: '20 percent time' Technical employees are required to spend 80% of their time on the core search and advertising businesses, and 20% on technical projects of their own choosing." "Employees' work structure follows a '70/20/10' model, 2. Eliminating friction at every turn: ensuring change can happen quickly and efficiently Googles approach to innovation is highly improvisational. Any engineer in the company has a chance to create a new product or feature. 3. Letting the market choose: crowdsourcing its product strategy 4. Cultivating a taste for failure and chaos Schmidt encourages it: Please fail very quicklyso that you can try again.. he had praised an executive who made a several-million-dollar blunder: Im so glad you made this mistake. Because I want to run a company where we are moving too quickly and doing too much, not being too cautious and doing too little. If we dont have any of these mistakes, were just not taking enough risk. 5. Supporting inspiration with data - making extensive, aggressive use of data and testing to support ideas according to a Harvard case study people aren't allowed to say 'I think' but instead must say 'The data suggest...' 6. Google's use of algorithms in recruitment First, you survey current employees on a variety of characteristics and traits, including teamwork, biographical information, past experiences and accomplishments (i.e., have they started a company, written a book, won a championship, set a record). Next, you statistically determine which of these many traits your top performers and most impactful employees' exhibit that differentiates them from bottom performing and average employees. Finally, you develop an online survey to gather the predictive information from applicants. Then each candidate's biodata survey and resumes are screened electronically and given a score between zero and 100 based on how many of the top performance indicators each candidate possesses. (It's important to note that using biodata to screen candidates is not a new process, but is quite rare in companies that hire large numbers of professionals.)"

HR Policies of Aditya Birla Group

1. Created new channels of communication. 2. Geography wise HR partners to aid employee interaction. 3. PSI Buddies for all new hires on their date of joining the organization. 4. Initiated Speak your Mind: projects interface with HR. 5. Various spot awards and informal rewards recognizing deserving PSIans. 6. Training boot camp for freshers. 7. Strengthen the Training and Competency function, introducing the Monthly training calenders. 8. Employee integration activities to foster fun at workplace. 9. Routine medical checkups of project team members. HR policies allow an organization to be clear with employees on: The nature of the organization What they should expect from the company What the company expects of them How policies and procedures work at your company What is acceptable and unacceptable behaviour The consequences of unacceptable behaviour Group Growth policy

HR practices and policies

Our total employee strength, as of December 31, 2009, was 15,466. We also had 18,210 variable manpower including 800 fixed-term and temporary contract employees. We encourage employment of local residents in our manufacturing operations depending upon availability of skills. Our employee relations policy recognises the freedom of association and collective bargaining. Our company follows a collective bargaining process while finalizing long-term settlements in all supply chain units. All the workmen at the supply chain units are organised and are represented by various unions/authorised representatives in their units. In 2009, 10,018 employees were covered under collective bargaining agreements across manufacturing operations and offices. We have witnessed 4.9% voluntary attrition amongst managers and 9% amongst officers in 2009. The total rate of employee turnover (total exits due to resignation, retirement, demise, early retirement) in 2009 was 10% for managers and 14% for officers. The rate of turnover for workmen in our operations was negligible. Child labour Our recruitment policy doesn't permit engagement of child labour directly or indirectly. Regular audits ensure compliance at our own sites and at third party locations/sites. Forced or compulsory labour The Employee Relations Policy and business principles adopted by the company prohibit such practices and this is upheld in letter and spirit. Rights of indigenous people We haven't witnessed any violations of the rights of indigenous people and none of our sites are at risk of violating such rights. Diversity We are committed to maintaining diversity in our working environment. We aggressively pursue the target of increasing the proportion of women in management cadres. We have a number of gender-friendly policies such as Maternity Benefit, Career Break, Flexi-working, Agile Working from remote location, Sabbaticals, Part-time work and Career Breaks. In 2009, 19% of our managers and 9% of our officers were women. Our eight-member management committee has a woman member.

Our formal employment and fitment policy absolutely prohibits gender-based discrimination. No incidents of discrimination or complaints have been reported in 2009. We are a merit driven organization and this is reflected in the policies concerning recruitment, training, and promotion which ensure that the best person gets the job, independent of subjective considerations. Affirmative Action Hindustan Unilever Limited is an inclusive organization which encourages diversity of all forms. HUL considers all applicants without regard to gender, religion or social background. We comply with all applicable laws governing employment practices and do not discriminate. Facilities for full-time employees Benefits are provided to full-time employees, such as basic access to above-minimum wages, subsidized canteen facility, safety training and equipment, safe infrastructure and washroom facilities, irrespective of contractual status. Certain benefits extended as a result of collective bargaining agreements are available only to those groups of workmen covered by the agreements. Notice for operational changes The minimum notice period for any operational change with respect to terms and conditions of service is 0-3 weeks, while that for any restructuring activity is 3-6 weeks. Employee engagement We maintain good communication channels with employees through company based information and consultation procedures. We have several processes instituted to ensure a two-way communication channel. In 2009, we began an employee engagement programme to ensure that employees are involved in Unilever's vision and plans for the future. Communication with employees

CEO report back: Quarterly performance updates from the CEO to the employees. Conducted at the Head Office, webcast to all sites Annual Review: All managers are invited to the Annual Review in four major metros Young Managers Lunch with CEO: Every month the CEO meets about 10-15 young managers and has informal chat sessions about the organisation and receives their feedback A Global People Survey (GPS) of all Unilever employees is conducted every 2-3 years. 'GPS-Pulse', a refined version, is conducted at six-month intervals in the years when a GPS is not scheduled for managers Ur Say: an online portal through which employees can give suggestions addressed to the Management committee on any aspect of the organization

HR PRACTICES
Strong team building Walk the talk Training & learning HR Steering Committee (HRSC) PACE (Progressive Assessment of Culture & Environment) Goal Setting Family group meetings HR interface & HR intranet Healthy practices Flexible compensation structure