Human Capital

People Power

TSLPL fosters personal and professional growth of its people while developing its future leadership pipeline. Integration of culture, people in an organization forms an important part of life at TSLPL.

Enhanced people processes incorporated recently

Digital projects for seamless employee processes such as Performance Management System (STRIDE), Contract Labour Management System(CLMS), Canteen Management, among others help bring agility in the processes. Another important platform, MD connect enabled direct communication and connection between the Managing Director and the employees.

Diversity and inclusion

Diversity and inclusion take a marked priority at TSLPL through policy interventions. New policies like Rahaat leaves, sabbatical, work from home and equal opportunity policy help enhance diversity at TSLPL. For FY 21, the male-female diversity was 2%. TSLPL is working towards increasing it to 25% in times to come.

People Composition

Under 30 years 191
30-50 years 1666
>50 years 538

Affirmative Action

TSLPL is focused on inclusive growth through the Affirmative Action (AA) concept of the Tata group. The company endeavours to focus on inclusive and collaborative growth and undertake programmes for improving the lives of disadvantaged communities through employment, employability, entrepreneurship development, education, and essential amenities initiatives. The company is committed to exercising positive discrimination in employing personnel from historically disadvantaged communities.

Managing talent

Talent development, Internal Job Postings (IJP), promotions and cross-location-based job rotations are all part of people talent management at TSLPL. A new study leaves policy for higher studies has also been introduced.

Learning and development

Several learning and training programmes enable upskill of people. The company recently launched an online internship programme DAKSH 20, for college students, where 24 bright minds completed their projects under the able mentorship of the people. The company also collaborated with Shavak Nanavati Technical Institute (SNTI) for various training programmes such as technical training, safety training, and computers training. SNTI also helped the company run the School of Excellence, which focuses on basic concepts of steelmaking. Around 92% of the workforce were covered in various programmes.

Performance management

The company’s robust performance management system, STRIDE allows it to offer policy-backed fast-tracked, accelerated track and normal-tracked career progression strategies. The entire performance management process is conducted online from goal setting to end-year feedback. The new features include: » Continuous feedback » Performance Journal » Discussion on performance and development areas by Talent Review committee » Customer feedback and administrative appraiser » Appeal process.

Health and wellness

The company launched a comprehensive wellness programme for our people and their families. A year-long activity calendar covering social, mental, physical, financial and spiritual wellness was released. The wellness programme includes activities like Doctor at Shopfloor, Mental Wellness Session by Brahma Kumaris, an online session on Nutrition & Diets, Yoga & Zumba by professional trainers on a regular basis. The company also organises annual health check-ups for all our permanent employees and contractual workers across locations.

Employee retention strategy

Diversity and inclusion: The continued focus of the senior leadership to build an agile, diverse and inclusive organisation.

Learning and development: Focused learning and development strategy to shape an inspiring work culture and develop a future-ready pipeline

High performance: Launched online performance management system driving high performance and linked annual bonus and increment with performance

Safety and well-being: Adopted a holistic approach for our sustainability framework with a focused impetus in the areas of safety and well-being of our full-time employees and contractual workforce

Employee engagement: Conducted EES to gain a clear understanding of various aspects of our workforce’s functioning, the engagement level and areas of improvement in the work environment

Leadership connect: Continued dialogue between the leadership and employees facilitates an open channel for two-way communication, keeping our employees adequately informed to ensure organisational developments and enabling a better understanding of their needs, aspirations and ambitions