17.5 %

of the workforce represented by women

40 %

Corporates roles filled by women

37 %

of the “High potential” talent are women

100 %

Compliance with PoSH guidelines

27 Lakhs

People impacted by COVID-19 awareness and vaccination campaigns

11.3 Cr.

Lives touched over the years

112

Aspirational districts across India

` 68.86 Cr.

Amount spent on CSR initiatives in FY 2022

Human Capital Management

The Company is committed to the development and well-being of its qualified professionals. Its code of conduct and supporting policies have been formulated with the best interests of its employees. PEL wants to develop a passionate, vibrant organisation with motivated people who contribute to the utmost extent of their abilities. The advent of the second wave of the COVID-19 pandemic in 2021 kept PEL on the go with the remote way of working. The Company’s digital solutions, introduced in the year 2020, aided it in smooth content distribution virtually.

The company hired and onboarded over 9,300 employees and the headcount stood at 13,561 as of 31st March 2022.

Based on 14 Lakh job suggestions sourced from global and regional polls, the Company achieved Rank 32 of 2,000 of the world's largest public organisations. It was the highest ranked global pharmaceutical company and second highest ranked Indian organisation. Its Consumer Products Division was certified in June 2021 by the Great Place To Work Institute for building a high-trust and high-performance culture. This recognition was an achievement against all odds, considering the challenges posed by the pandemic. In FY 2022, PEL was also honoured with two awards from the CII National Office Innovation Competition for its efforts in the areas of onboarding and payroll management.

Last year, PEL welcomed people from DHFL and Hemmo to the PEL family. The Company created specialised taskforces comprising of multiple cross-functional teams that came together to seamlessly onboard the new members to its culture.

Safety

PEL has a Zero Tolerance policy towards any kind of discrimination, including sexual and racial. Any form of unlawful harassment, threats, acts of violence or physical coercion, abuse of authority or other discriminatory conduct is strictly forbidden. PEL is 100% compliant with Prevention of Sexual Harassment (PoSH) guidelines with 11 Internal Committee (IC) panels institutionalised to promptly address any incidence.

Diversity and Inclusion

PEL's philosophy of inclusivity is ingrained in its core value. Its code of ethics places a strong emphasis on ensuring a high level of diversity and inclusion when hiring new talent at all levels. The Company has successfully maintained a gender-balanced working community within the organisation to date, and it intends to do so in the future. About 17.5% of the workforce is represented by women, while 37% of the ‘High Potential’ talent are women.

Key inclusivity initiatives in FY 2022

Inspiration at work

Women employees in India now have access to an exclusive networking site where they can involve, interact, learn, and evolve together. PEL conducted eight interactive sessions on diverse themes of inclusive leadership, gender understanding, financial planning, being bold, mindfulness, resilience and social conditioning which were attended by 600+ employees.

Second innings

The initiative aims to reintroduce experienced female workers to the organisation who have previously taken a sabbatical from their professions.

Flexi work policies

The Company’s flexi work policies empower employees to maintain a balance between their personal and professional responsibilities.

Karuna Fellows

The PCHFL team partnered with Piramal Foundation to hire 13 women from the Karuna Fellowship in PCHFL for the first time this year.

Childcare Support

Employees with children under the age of six are eligible for the Company’s childcare assistance service. PEL has an in-house crèche as well as crèches set up in collaboration with other childcare providers.

Parental Support

The Company helps its staff by instituting a gender-neutral leave policy for primary caregivers, as well as a 'Parental Support Scheme’ applicable to all the employees.

Learning and development

Culture of self-driven learning

Piramal Learning University Virtual Campus (PLU VC) is a mobile-first integrated learning system that promotes self-directed learning. Access to courses, videos, audiobooks, and e-books, tracking of all learning activities, and user-friendly dashboards for managing and optimising learning.

In FY 2022, it experienced an adoption of 94% with an average of 35.3% monthly active learners leveraging the platform every month to access over 1.69 hours (average per user) of e-learning.

Intranet resources

There are multiple e-learning courses available at PEL’s intranet service for its employees to enhance their functional competency.

Re-emphasising Piramal values and Piramal success factors

‘Think Big’, ‘Commit and Deliver Results’, ‘Collaborate’, ‘Serve Customers’, ‘Display Humility’, and ‘Empower and Develop’ are the pillars of Piramal Success Factors. A year-long campaign called the 'Beacon of Learning' series was conceptualised to re-emphasise the behaviours linked with the Piramal Values and Piramal Success Factors.

Piramal Leadership Series

A series of in-house designed behavioural programs to develop work behaviours amongst employees in junior management and mid-management cadre. The programme includes structured training modules tailored to the needs of each band, self-learning content, assignments, regular check-ins with managers, and knowledge tests among others.

In FY 2022, 396 learners were involved, among whom 58% were certified through 30 batches conducted by 13 internal facilitators, resulting in 74% of learners showing 16 – 30% improvement in their current role.

Induction Programmes

The Company has a set of induction programs tailored to provide new hires with a uniform experience of the organisation and its culture.

Discover Piramal

A bi-annual orientation program designed for mid-management and senior management hires was replicated in the virtual format in FY 2022. The Virtual program spanning across 3 days was delivered by 11 senior leaders representing 8 businesses. A total number of 310 new hires from across geographies and businesses participated in the program.

Functional Inductions

Learning interventions were curated for orienting employees of DHFL and Hemmo to the new roles as part of the merger integration and successfully integrate into their new workplace.

Functional Academies

PEL has established seven functional academies across HR, IT, Finance, Quality, Supply Chain, R&D, and Quality departments. Each academy consists of learning workshops, e-modules, assignments, practice sessions, and an assessment leading to the certification of learners. They are designed and curated in-house by functional SMEs, supported by external experts wherever required.

In FY 2022, the Company covered a total of 334 learners as part of these Academies of whom 60% were certified. 81% of participants were able to apply the learnings within 6 weeks and 100% of participants have seen > 15% improvement in their skills (for the HR Academy). This is corroborated by the fact that the HR Academy is the recipient of the Association of Training & Development (ATD)’s Excellence in Practice Awards 2022.

Piramal Learning Festival

With the key objective to celebrate a culture of Learning at PEL, Piramal Learning Festival was a virtual learning event held in July 2021, spanning over 3 days. The program included Leader sessions, Learning contests, Social Media campaigns, and masterclasses by external experts. The event was concluded with a recognition program to felicitate 87 of PEL’s top learners, sponsors and festival contest winners. A total of ~800 people attended the festival.

Global Leader Connect

A forum that brings leaders & learners together across the Piramal Group to build perspectives for the future on key topics of relevance. On an average, ~300 employees across geographies participated in the nine Global Leader Connects organised this year.

Employee Value Proposition (EVP)

As part of Piramal Group’s commitment to the advancement and development of its workers, 'Design your Destiny' programme was launched. The logo captures each element of its three pillars: inclusive growth and empowerment of its employees, freedom for employees to take initiative and voice opinions, and the goodwill of not only its customers and partners but also the community it works in.

EVP Cascades

PEL held interactive virtual quizzes and awarded digital badges to team members who shared their personal growth narratives and journeys.

Hogan Assessment

PEL endeavours towards building deeper insights into its selection process. It has introduced Hogan assessments across Pharma Solutions and Critical Care for all Band 3 and candidates that set the global standard for predicting job performance. This offers feedback for the candidate as they ease into our organisation.

Career Opportunity Program (COP)

This enables employees to apply for their next career move. Through the COP, the Company was able to close over 200 open positions that were filled by internal movement.

Attracting Talent

Quality of Hire (QoH) matrix

Quality of Hire (QoH) matrix, implemented in October 2020, is a metric representing the value new employees bring to an organisation that aggregates job fit and assessment parameters to highlight a score for the talent we onboard. The ultimate aim is to analyse data across hiring parameters and create a predictive model for recruitment and selection.

Campus recruitment

As part of its efforts to help young professionals towards their career progression, PEL recruits and trains home-grown talent from prestigious institutes across the country.

The Company employs a three-pronged strategy for campus hiring and engagement: hiring right, periodic open dialogue sessions, and its flagship campus engagement program, Tangram, which provides a forum for students to brainstorm and contribute answers to pressing challenges.

Employee Engagement and Wellbeing

Employee engagement:

PEL launched a series of exciting campaigns to keep employees and their families engaged beyond the sphere of work. Carnival at Piramal, Fun with Family, Furr Buddies, and celebration of International Women’s Day are examples of such initiatives.

Employee safety and wellbeing:

Multiple preventive measures were taken to ensure employee health and safety at PEL’s manufacturing sites and offices since the pandemic hit. Each of its offices and manufacturing sites abided by the guidelines shared by the State and Central Government. The Company continued to highlight the ‘5 Pronged Approach’ to ensure all employees followed the recommended steps for their health and safety in the new normal.

COVID-19 communication campaign:

PEL continued with the COVID-19 communication series to create and spread awareness on safety measures, such as health advisories, vaccinations, wellness, etc.

Leadership Communication:

Continuous communication by leaders at every level played a key role in ensuring a seamless transition and integration of employees in the combined entity.

Townhall:

Townhalls were conducted to share business updates and answer employee queries. They were instrumental in infusing PEL’s values among new members from acquired organisations.

Project Prism:

PEL commenced “Project Prism” to help assess the current state of values, culture, and engagement across pharma business and articulate the cultural priorities that would define the future culture.

Engagement Journey

As part of the employee engagement initiative, the company requests feedback from employees. Over 4,000 employees shared their feedback on the survey. The overall engagement score was at 67%, which is higher than the benchmark of similar companies. Awareness of PEL’s Purpose, Values, Piramal Success Factors, Strategy & Customer Focus emerged as strength areas.

Nurturing home-grown leaders

PEL organises a series of high-potential development programmes to nurture and promote home-grown talent to higher success.

High Potential Programmes

IGNITE: This annual program provides opportunity to ~ 25-30 high- potential young leaders from junior management to embark on a 15-month long development path that focuses on functional and leadership learning, skill-based live projects, and a Harvard Business Publishing certification course. The IGNITE development journey for the current cohort of 26 employees was started in February 2022.

ASCEND: This platform recognises and fosters high-potential leaders in middle management. They go through an 18-month development programme that includes learning laboratories, personalised coaching, learning applications through strategic company improvement initiatives, and access to Harvard mentorship resources. The current cohort of 28 ASCENDERs is at the mid-point of their development journey and will graduate in November 2022.

Capability Building for Leaders

PEL works on strengthening the competencies of its senior leadership team through a variety of leadership development programmes centred on coaching culture development, dealing with ambiguity, and avoiding unconscious bias in everyday decision-making processes. Over 30 senior leaders from the global Pharma business participated in PEL’s leadership development program in FY 2022.

Talent Review and Succession Planning

Our talent review and succession planning model launched in FY 2020, helped us to achieve the following milestone in FY 2022.

• Documentation and discussion on career aspirations for about 400 employees across the mid-senior level and identification of potential
• Identification of succession pipeline for ~27 Executive Committee members
• Discussion on Individual Development Plans and tracking of progress on the same for all eligible employees

In FY 2022, we had:

• 25% employees mapped to the Top 3 boxes of the performance potential matrix
• 15% employees were tagged as successors for critical roles