Jaguar Land Rover

COVID-19 RESPONSE

As countries are relaxing lockdown guidelines and retailers are reopening around the world, JLR has gradually resumed production across most of its plants in the UK, Slovakia and Austria since May. The plant in China has been in operation since late February.

Employee health and well-being is JLR's first priority. JLR has, therefore, developed robust protocol and guidelines to support a safe return to work. Effective social distancing and hygiene and health monitoring measures are in place following an extensive review of all production lines, engineering facilities, office areas and communal spaces. The safety measures undertaken include temperature checks with thermal cameras, a two metre distance between people wherever possible, provision of Personal Protective Equipment (PPE) where social distancing is not possible, introduction of one-way systems and enhanced cleaning at the plants. In addition, every employee is offered a reusable face visor made by JLR.

Tata Motors Limited

TML has established functional skill training at each plant to enhance the skill sets of blue-collar employees. TML has also deputed a National Employability Enhancement Mission (NEEM) agent to initiate training and enhance the knowledge of employees. By monitoring the improvement in the performance index and the knowledge index, TML assesses the effectiveness of the training and skill development exercise.

A dedicated Chief Learning Officer is responsible for managing the skill development and training needs of TML's white-collar employees by way of an academy concept. The specific training needs are assessed By monitoring the inputs from People Managers on leadership behaviour and various sessions with managers on strategy and technology. Learning is conducted in four major functional areas: Operational Excellence, Product Leadership, Customer Excellence and Management Education. TML assesses the effectiveness of the learning and skill development programmes through feedback on the trainings from participants, instructors, superiors and the programme evaluation process. The Learning Management System (LMS) platform manages the overall training and skill development.

During the year, TML conducted 4.65 average training person-hours for the male employees and 3.65 average training person-hours for the female employees.

Jaguar Land Rover

JLR's Employee Learning Scheme aims to promote lifelong learning for all employees, giving them the opportunity to acquire new skills and work on personal development in their own time. The scheme is comprehensive and diverse, including everything from language and computer courses, cookery and first aid, to driving lessons, painting, sports and DIY skills, among others. Through the Jaguar Land Rover Academy, JLR aims to provide inspiring and thought-provoking experiences to all its people, from apprentices to leaders.

£20MN
INVESTED EVERY YEAR IN LIFELONG LEARNING AND DEVELOPMENT FOR EMPLOYEES THROUGH THE JAGUAR LAND ROVER ACADEMY

Jaguar Land Rover

JLR is committed to creating an environment where everyone can flourish; where employees feel listened to, understood, supported and valued equally. JLR has a zero tolerance approach to racism and discrimination in any form, and is proud to champion racial equality in the workplace as the first UK car manufacturer to sign the Business in the Community 'Race at Work Charter'. The Jaguar Land Rover B.A.M.E network represents, advocates and supports the Black, Asian and Minority Ethnic members of the JLR family.

Further, as part of JLR's pledge to work even more closely with disabled people, it has joined The Valuable 500, a global movement dedicated to ensuring disability inclusion in business. JLR supports the growing number of active D&I employee-led networks with more than 1,500 members across them.

Tata Motors Limited

There are several programmes conducted at the group level as a part of the D&I initiatives. TML regularly participates by nominating high-potential women employees and senior leaders for these programmes. Additionally, TML's 'Women at Work' initiative encompasses programmes such as 'Second Careers, Inspiring Possibilities' that provides women with opportunities to return to work after a break, and 'GearUp' that equips women employees with desired skills and qualities for their next professional role.

TML has a comprehensive Human Resource (HR) policy framework, which includes maternity leave, sabbatical policy and flexible timings that help employees establish a work-life balance.

On prior approval of their managers, all permanent employees based out of corporate and commercial offices can avail the work-from-home facility. All women employees are entitled to 182 days of paid maternity leaves. TML has established creche facilities in Pune CV, Jamshedpur, Pantnagar and Lucknow.

For more details on TML's D&I initiatives, visit joinus.tatamotors.com/diversity-and-inclusion/