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Corporate Overview
Financial Statements
Statutory Reports
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72nd Annual Report 2016-17
attract and retain talent within Tata Sons and the Tata Sons
promoted entities; and
Development and delivery of comprehensive training
programs to impact and improve industry- and/or function-
specific skills as well as managerial competence.
In line with the Company human resource strategy, it has
implemented various initiatives in order to build better organizational
capabilities that the Company believe will enable it to sustain
competitiveness in the global marketplace. The Company’s focus
is to attract talent, retain the better and advance the best. Some of
the initiatives to meet this objective include:
Development of an agile organization through process
modification, delayering and structure alignment and increase
in customer facing roles;
Changed organization structure has empowered teams, across
each product lines, which will manage the product lifecycle
and be accountable for the Profit and Loss;
Extensive process mapping exercises to benchmark and align
the human resource processes with global best practices;
Outsource transactional activities to an in house back office
(Global Delivery Center), thereby reducing cost and time of
transaction;
Talent management process redesigned with a stronger
emphasis on identifying future leaders;
Build strategic partnerships with educational institutions
of repute to foster academia based research and provide
avenues for employees to further their educational studies;
Enhance company’s image and desirability amongst the
target engineering and management schools, to enable it to
attract the best;
Functional academies setup for functional skills development;
and
Skill development of all Blue collared workforce to enable them
to effectively meet the productivity and quality deliverables.
The Company employed approximately 80,389 and 76,598
permanent employees as at March 31, 2017 and 2016, respectively.
The average number of flexible (temporary, trainee and contractual)
employees for Fiscal 2017, was approximately 38,692 (including
joint operations) compared to 40,205 in Fiscal 2016.
The following table set forth a breakdown of persons employed by
the Company’s business segments and by geographic location as at
March 31, 2017 and 2016.
As at March 31,
2017
2016
Segment
No. of Employees
Automotive
71,428
68,089
Other
8,130
8,509
Total
79,558 76,598
Location
No. of Employees
India
42,991
42,238
Abroad
36,567
34,360
Total
79,558 76,598
Training and Development
The Company has committed to the
development of its employees to strengthen their functional and
leadership capabilities. The Company have a focused approach
with the objective of addressing all capability gaps and preparing
its employees to adopt to fast changing external environment in
order to meet its strategic objectives.
To achieve this, the Company has established the Tata Motors
Academy, which addresses development needs of various
segments of its workforce through a structured approach. The Tata
Motors Academy focuses on three functional pillars – customer
excellence, product leadership, and operational excellence – and
one pillar on management education, all of which are aligned with
the Company-level strategic objectives. The emphasis of functional
academies is to strengthen knowledge, skills and expertise with an
in depth approach, and the emphasis of management education is
developing general management skills.
In addition to the Tata Motors Academy, the Company’s Learning
Advisory Council, which includes senior leaders from different
parts of organization, aims to more closely align its learning
and development efforts with its business needs and priorities.
The Learning Advisory Council is responsible for designing,
implementing and reviewing the learning agenda.
The Company is now migrating from a trade-based training
approach to a process-based training approach, which emphasizes
team members’ knowledge as related to their actual work, in
addition to the general trade-based skills, which are learned at
training institutes. These skills are very specific and not currently
taught at the training institutes. To accomplish this, the Company
is implementing a fundamental skills training initiative throughout
organization. Its objective is to address key employee performance
issues, such as inconsistent quality, poor craftsmanship, high