Members of the EFI Executive Committee for the year 2018 – 2019

PRESIDENT

Mr. Vineet Kaul President - EFI

Ex - Advisor - Group HR Aditya Birla Group

VICE-PRESIDENTS

Mr. Indrajit Sen

Chairman - Eastern Regional Committee - EFI

President, Bengal Chamber of Commerce & Industry

Managing Director, International Combustion (India) Limited

Mr. Ashish Mohan Wig

Chairman - Northern Regional Committee - EFI

Chairman Wig Brothers India Pvt. Limited

Dr. M. Appayya Chairman - Southern Regional

Committee - EFI President EFSI - Chairman &

Managing Director MPR Refractories Limited

Mr. Homi Khusrokhan Chairman – Western Regional

Committee EFI

EASTERN REGION

Mr. B. B. Chatterjee President - Designate

Bengal Chamber of Commerce & Industry Director, ITC Infotech India Limited

Mr. Subhodip Ghosh

Director General Bengal Chamber of Commerce & Industry

Mr. Somesh Dasgupta President (Corporate Affairs)

DPSC Limited

Mr. Arijit Raha Secretary General

Indian Tea Association

NORTHERN REGION

Mr. Sougata Roy Choudhury Sr. Director & Head Skill Development, Affirmative Action & Industrial Relations

Confederation of Indian Industry

Mr. Bharat S. Mehta Vice-Presidemt & CHRO

Triveni Engineering & Inds. Limited

Mr. Michael Dias Advocate

Mr. R. K. Joshi Legal Advisor

PHD Chamber of Commerce & Industry

Mr. R. P. Jhalani Director,

Aarve Waxpol Tools (India) Pvt. Limited

Mr. C. M. Krishna Advisor

PHD Chamber of Commerce & Industry

SOUTHERN REGION

Mr. C. Valliappa Group Chairman

Sree Valliappa Textiles Limited

Mr. R. Srikant Vice President EFSI

Joint Managing Director, Brakes India Private Limited

Dr. K. Selvaraju

Secretary General Southern India Mills Association

Mr. A. E. Joseph President UPASI

Mr. Shaji Varghese Director

Agencia Commercial Maritime Logistics Pvt. Limited

Mr. E. K. Nandakumar

Senior Advocate Menon & Pai Advocates

Mr. S. Ramasubramaniam Senior Advocate & Advisor

S. Ramasubramaniam & Associates

Mr. K. Kasturi Sr. Advocate – Karnataka High Court

Kasturi Associates

WESTERN REGION

Mr. Visty Banaji Chief Executive Officer

Banner Global Consulting

Mr. Anil G. Verma Executive Director & Head Personnel & Administration

Godrej & Boyce Mfg. Co. Limited

Mr. Vijay Srirangan Director General, Bombay Chamber of

Commerce & Industry

Mr. Raj Nair

President Indian Merchants Chamber

Mr. M.S. Unnikrishnan

Managing Director and CEO, Thermax Ltd.

Mr. Bharat Goyal

Advocate

DIRECTOR GENERAL

Mr. Vijay Padate Director General

The Employers’ Federation of India

MEMBERS OF PAST PRESIDENTS COUNCIL

Mr. Keshub Mahindra President Emeritus – EFI &

Chairman – Emeritus Mahindra & Mahindra Limited

Mr. Arvind R. Doshi Executive Chairman

PAE Limited

Mr. R. K. Somany Chairman & Managing Director

HSIL Limited

Mr. K. M. Gherda Chairman

Kotak Mahindra Bank

Mr. N. Venkataramani Past President – EFI &

Chairman & Managing Director India Pistons Limited

Mr. Ravi Wig

Past President – EFI

Mr. B. Santhanam

Past President – EFI & President – Flat Glass, South Asia &

Managing Director Saint-Gobain Glass India Limited

Mr. Rajeev Dubey

Past President – EFI & President (Group HR & After Market) &

Member of Group Executive Board Mahindra & Mahindra Limited

Mr. R. Mukundan

Past President – EFI & Managing Director

Tata Chemicals Limited

Mr. Pradeep Bhargava Immediate Past President EFI &

Director Cummins India Ltd

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From Director General Desk…

It is my privilege to share this souvenir summarizing the EFI National HRM Summit – 2018 &

CIE 38th Employee Relations Conference. In 2018 EFI came out with a novel theme

“Industry 4.0 – Aligning Employee Relations”. An array of prolific speakers from multiple

strata of society addressed the conference on various important subjects.

The Summit was excellently supported by the Sponsors namely;

Mahindra & Mahindra Limited

Aditya Birla Group

Hindustan Unilever Limited

Edenred India

Tata International Limited

Bajaj Allianz General Insurance Company Limited

New India Assurance Company Limited

To conclude, I on behalf of the Employers’ Federation of India would like to thank all

members who participated directly or indirectly and supported in success of this summit and

making it a grand success. The finalization of this souvenir was delayed and I take complete

responsibility for the same.

Regards,

VIJAY PADATE

Director General, EFI

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Mr. Avneesh Singh

D.G. FASLI, Ministry of Labour and Employment, Govt. of India

(Factory Advice Service and Labour Institutes)

Mr. Avneesh Singh, Chief Guest, expressed pleasure in appreciation of EFI for their selection of the

theme of summit - 2018, “Industry 4.0: Aligning Employee Relations” which compelled all the

stakeholders present to think over what is next?

His keynote address covered multiple dimensions of ‘Occupational Safety and Health of the Workers’.

While talking about industrial revolution in India which started in the year 1860, the next phase of

revolution ushered Digitalization, thereafter came Liberalization, Privatization & Globalization. The

underlining concept of all the revolution was to effectively increase wholesome productivity in India.

Recalling about the unfortunate disaster of Bhopal Gas tragedy, he made it a point to stress the fact,

that along with productivity development, there is a dire need to balance vital issues of occupational

safety and health of the workers. His main apprehension was directed towards Micro Industries,

Ancillary Industries and Small Scale Industries where working conditions are pathetic and hazardous

to health. These types of industries woefully ignore the protocol of OSH. In addition, the usage of

‘Nano Material’ has the most worrisome impact on worker’s health. He admitted the lacunae and

limitations of governing bodies, showing no control on maintaining standards of OSH.

Even in IT industries, the young generation is

working more than 18 hours which disturbs

the work life balance at an alarming rate. The

socio-cultural aspect of India is getting

weakened day by day. He expressed deep

concern for sedentary work profiles involving

continuous sitting at desk, sometimes without

a break for eight hours at a stretch, the

human body is absolutely not designed for

the same and just supplying ergonomically

designed chairs will certainly not improve the

physical & psychological health of

employees.

He also accepted the shortfall in the construction industry as there prevails confusion about organised

or unorganised sector.

While explaining the functions of his Directorate, there are various MOU made among national,

international, governmental and non-governmental bodies to control the spread of occupational

disease. He described the alertness and pro-activeness of his department specifically for the

compliance check of chemicals carried out by international ships in Indian waters.

While talking about ESI scheme and FASLI, he said that ESI scheme was focused on Curative

Aspect of Healthcare. However, FASLI works upon preventive aspects of healthcare. At present, both

the Directorates share data with each other and to find out Cause-Effect Relationship.

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Lastly, he explained how Ministry of Labour is aggressively converting all Labour Laws into Four

Labour Codes namely – Wages, Social Security, Industrial Relations, and Occupational Safety and

Health.

While summing up the session he gave strong message – “Automation, Computerization, Robotics,

Machines are good but never forget human aspects”.

Ms. Dagmar Walter

Director

ILO-DWT for South Asia

The Guest of Honour of the Summit, Ms. Dagmar Walter, Director, ILO-DWT for South Asia

expressed her sincere gratitude towards EFI and appreciated for organizing the summit on the theme

“Industry 4.0 - Aligning Employee Relations. The digital revolution is characterized by fusion of

technologies which blurred the line between physical, digital and biological sphere and increased the

complexity for the world.

The findings of the study conducted by ILO in 2018 in India confirmed that there is an impact of ‘4th

industrial revolution’ and ‘future of work’ in terms of job displacement, labour market and employment

conditions equally. The adoption of peculiar technology is dependent on complex interplay of factors

such as, cost of labour, levels of education & skilling, legal framework for innovations, labour

protection policies, the ability of supporting infrastructure, and the socio-cultural norms which

shapeup attitudes towards technological changes and innovations.

She further stated that the world is going through

unprecedented changes which amend the rules

of work. Organization are using new yardstick to

judge employees by evaluating the capacity to

handle self and to each other irrespective of

one’s training and smartness. New matrix of

intellectual ability and technical know-how

incorporate personal qualities such as initiatives,

empathy, adaptability and persuasiveness. In

near future skills will be measured from long term

perspective instead of technical and business

terms.

She expressed her concern for industrial accidents and tragedies in India. Issues of workers safety

and security become the topmost priority. There is an utmost need to increase the occupational

safety and health of the workers. She cautioned that workers safety is non-negotiable at any cost.

To improve the employee relations values and principles must be inculcated from top to bottom level

like trust, respect, values, indiscrimination, objectivity in PMS and career progression.

Upcoming year for ILO is for focusing on main issue of ‘Gender Diversity’ across the globe.

Participation of women workforce at workplace must be improved. ILO report 2018 indicated that

women earning is lesser than men earnings by 20%. It is a manifestation of social injustice.

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She depicted a very optimistic outlook as she tried to minimize the fear by changing the attitude of the

audiences. She advocated, “The Liberalization and Globalization of Economies have brought many

challenges simultaneously presenting many opportunities. We need to promote sustainable

enterprises as they significantly contribute to decent job creation and income generation”.

Following points were recommended by her to keep enterprise sustainable -

Improvement of social policies

Promotion tripartite declaration in principles

Easy access to financial services

Transition in Green Economy

Strength in Knowledge base

Compliances of social protection laws

Continuous assessment of requirement of new skills and competencies

Implementation of PDCA

Focus on Equity and Efficiency

In nutshell, she presented a clear message to shift the focus from Lifetime Employment into Lifetime

Employability. The core of employee relations is delivery, value and survival. The ultimate

achievement must be socioeconomic justice, peace and prosperity.

As a representative of ILO, she invited EFI for collaboration to ensure work practices must be in sync

with ILO mandates.

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“Naukari nahi kaam chahiye” Dr. Ajit Ranade Chief Economist, Aditya Birla Group

By quoting the theory of Karl Marx, Dr. Ajit Ranade

revealed the imbalance between workforce growth

and population growth by indicating statistics and

then challenged the audiences with some thought

provoking questions –

How to bridge the huge shortage gap between demands for skilled and competent

workforce and numbers of unskilled and unqualified job seekers?

How to increase women participation in workforce, which is steadily decreasing?

If our country has both growing GDP and national income, why there is reduced liquidity in

market?

If industry is responsible for causing and increasing pollution which leads to ill health, then

why medical expenses should not be taken care by industry too?

Why there is a huge gap between executive compensation and workmen compensation?

How to reduce inequalities between poor and rich?

Dr. Ajit Ranade shared statistics which

clarified there is a need to register more

than one lakh enterprises per month in

India which will create livelihoods.

Prof. Rishikesha T. Krishnan Director and Professor of Strategic Management, IIM Indore

Professor Rishikesha T. Krishnan elaborated the subject of Strategic Management in the 4th

Industrial Revolution. The theoretical framework of strategic formulation is contributed by three

factors, namely – vision of the company, capability and unique resources of the company, and

competition which determines reach and richness of a company.

Digital revolution will alter pattern of business processes from standardization to customization or vice

versa, which will further move the graph of reach and richness.

Professor Rishikesha T. Krishnan recommended that ‘Adaptability’ and ‘Analytics’ will lead company

towards growth and sustainability during the technological disruptive phase.

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“Jobs are not going away, they are just changing” Mr. Piyush Arya Partner, The Deloitte

Mr. Piyush Arya displayed the journey of all industrial revolutions during 1800 to 2018 by giving

warning that ‘changes will never be this slow again’. He shared a graph which compared the

exponential / vertical rise of technology and slow growth in productivity. In simple terms – it means

that ‘Technology is evolving fast….businesses are catching up’! The Deloitte research observed that

there is big gap between rate of adoption of rapid changing technology by individuals, organizations

and regulatory bodies. Individuals quickly adopt changes of technology but businesses need more

time to adopt as compared to legal and regulatory systems (public policy). There are seven reasons

for delay in adoption of technology called ‘Disruptors’; namely –

1. Technology is everywhere

2. Tsunami of data

3. AI, cognitive computing and Robotics will become Omni-present

4. Jobs are vulnerable to Automations

5. Diversity and Generational Change

6. Change in the nature of careers – 100 years life

7. Explosion in contingent workforce.

Then he went on to describe The Deloitte’s point of view in three buckets –

1. What will be future of work?

This question has three dimensions –

a. Work: The type of work people will do in the future – In other words what will be the

automation level in the future? Which task can be automated? What will be the probability of

automation?

The work will be done through automation or through outsourced or done remotely or may be

shifted to offshore.

He shared glimpses of future HR jobs. Interestingly there will be high automation level of the

task which is performed by payroll clerks and personnel clerks compared to HR Managers,

HR Professionals and Recruiting Officers.

b. Workforce: The portfolio of workforce, people and machines, full time and contingent workers

and crowds. Traditionally workforce means Full/Part Time employees, contractors or joint

ventures. In future, the workforce will be freelancers’ or Gig workers or crowd-sources. The

workforce of the future will have hot, warm, and cold bodies: i) Hot bodies are employees that

work for us in our office, stores, etc. ii) Warm bodies are people that work for us but have an

alternative work arrangement, contractor, gig workers, etc. iii) Cold bodies are machines,

drones. So there will be greater number of talent options available to the organizations.

c. Workplace: The structure and practices to enable people to create value in the future. In the

past there was ‘physical to physical interaction’ which is moved towards ‘Physical to Virtual

Interaction’. The future workplace will be characterized by ‘Virtual to Virtual Interaction’.

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2. What is an implication of that on individuals, organizations and policy makers?

a. The Potential Implications for individuals will be - Engagement in lifelong learning; shaping the

career path; and Pursuing the passion.

b. The Potential Implications for organizations will be - Redesigning work for technology and

learning; sourcing and integrating talent across networks; implementing new models of

organizational structure, leadership, culture, and rewards.

c. The Potential Implications for public policy will be – Re-imagine lifelong education; Transition

support for income and health care; Reassess legal and regulatory policies.

The Deloitte provided following 7 questions, which will enable audience to better understand

Industrial Revolution 4.0.

Question 1: Linking strategy, work, and workforce – how will jobs of thousands of people in

enterprise change as work moves into a digital world and becomes automated and

augmented? What outputs are required and how can we imagine a future which is radically

more productive with more meaningful jobs?

Question 2: How can we leverage different types of automation, cognitive and AI

technologies to augment workforce?

Question 3: Consider all options across talent continuum from full time, part time contractors,

freelancers, gig workers, and crowds?

Question 4: What are options for virtual work, distributed work, remote work, and redesigning

workplaces to be better connected and more productive for human skills?

Question 5: Focusing on shift from process to projects and hierarchy to ecosystems,

networks, platforms and teams.

Question 6: Digital leadership will consist of leading in a world of networks and teams and

platforms.

Question 7: From talent acquisition and access, to rewards, longer careers, tours of duty,

flexible career models, constant reinvention and life-long learning

While summing up the session he indicated how HR is uniquely positioned in the middle of these two

massive disruptions – Future of work and Future of workplace.

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Mr. R. Mukundan Managing Director, TATA Chemicals Limited

The topic of the session was ‘Employee Engagement and Multiple Generational Approaches’.

He gave following tactics to increase employee engagement –

Identify and eliminate the distracters of employee engagement.

Build climate of ‘Trust’ in the organization.

Incorporate fair and equitable practices in the organization.

Implement Gamification in the organization.

He posed challenges to behavioural researchers -

to make screen where level of engagement can

be seen of employees on real time. He showed

his disappointment for prevailing methodology of

measuring the employee engagement. He

strongly feels that a new generation requires data-

driven feedback mechanism in the organization

and it will provide a correlation coefficient instead

of causation. He advised that organization should

not adopt mode of “Big Brother watching” while

welcoming the younger generation.

Mr. Shivakumar P. CEO Apollo Hospitals

Mr. Shivakumar P., CEO Apollo Hospitals explained the peculiarities of hospital industry as each and

every employee have interface with customers/patients. The patients expect best healthcare from

highly educated doctors/surgeons at the same time they measure quality of hospital services by

observing toilet cleaning, everyday changing of bed sheets and so on. In such industry employees

can make or break image of the hospital.

As a CEO, he takes utmost care of employee

engagement in Apollo Hospital. He believes that

only fully engaged employees are the asset of any

organizations and each employee can add some

magic to our customer’s day and have them turn

loyalists for life. It will be surprising for us, but he

has set a simple parameter to measure employee

engagement by watching whether my employees

are getting tea/coffee on time. Interpretation is

very clear that if employees get service on time, it

means patients are also getting services on time.

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Mr. Shivakumar shared ‘Doctors Engagement Model’ to achieve mission of Apollo Hospitals which

includes following factors -

A culture of accountability to patients

Collaboration to limit unhealthy intra-departmental competition

Transparent and meritocratic performance management system

“Marketable” clinical excellence

Attracting new stars, retaining existing ones, allows the next generation to emerge

Mr. Shivakumar also guided to increase Consultant Engagement by providing following benefits and

services which are as follows –

Facilitate the consultants with Assistance/Services to take away non-work related

concerns

Free of Cost Services for all Consultants

Hospitality Services

Utility Services

Leisure and Entertainment

Hospital Support Services

For other hospital staff the employee engagement model includes –

Multiple Awards

Knowledge growth and educational facilitation

Career development programs

Training and development activities

Various welfare activities

By indicating various models of employee engagement, he assured the audience that it will lead to

sustainability and profitability of the organization.

Managing multi-generational employees or highly talented and diversified employees are very

challenging even in hospital industry. Young genius doctors/surgeons finish surgeries within 10

minutes whereas seniors may take an hour. The younger employees are well-versed with updated

technology due to their high adaptability as compared to senior employees.

Mr. Vinay Razdan CHRO, HDFC Bank Limited

While exploring Multigenerational Approach,

Mr. Razdan shared his earlier phase of his

career and differentiated the same from

millennial generation’s career start and

indicated that knowledge and capability

pyramid is not in sync.

15

He criticized methodology used for measurement of employee engagement and suggested that 3000

surveys should be done and share the findings in terms of trend analysis. He emphasized role of

leaders and climate of trust to increase engagement level of all age groups. In the end, he advised to

create multi-structural forums in the organization.

Mrs. Padma Gupta Director HR, Hafele India Limited

Mrs. Padma Gupta shared HR practices of Hafele India by explaining employee engagement of

millennial generation. Higher level of engagement leads to higher levels of satisfaction of customers,

specifically in service organizations and happy customers increase profitability of the organization.

She also discussed expectations of the millennial

generation and suggested five pillars which must be

inculcated in culture as core values of the organization

namely -

Flexibility and Transparency

Continuous Learning

Communication and Feedback

Wellness and wellbeing

Collaboration and involvement

In conclusion, she recommended making engagement program as a ‘regular activity’ which will

generate benefits for the organization.

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Mr. Vivek Patwardhan Executive Coach and OD Facilitator

“The greatness of an organization can be judged by

how it treats its weakest members”.

By remembering Mahatma Gandhi’s immortal quote,

Mr. Vivek Patwardhan asked following fundamental

and rational questions on harmonious relationship

between Employer and Employee-

Is it possible to establish harmonious relationship between employer and employee?

What should be the motive in building harmonious relationship – Business growth or to

build institutions?

Can we measure harmonious relationship?

Do we mean that harmony means HAAR-MANI*? (*woven garland of pearls)

Is there any scope for successful conversation in organization?

Do we rely upon persuasion rather than power in organization?

Do we review IR/ER?

Employee Engagement is for whom – permanent workers or contractual workers?

Can a family of four members survive in minimum wages in a dignified way?

Mr. Vivek Patwardhan asked all representatives of employers about their readiness to face

challenges created by technological disruption. He also posed questions to Council of Indian

Employers and Employers Federation of India regarding preparation of guidelines for industry 4.0

revolution.

At the end of his address, Mr. Vivek Patwardhan emphasized that share and care is important but

creativity and imagination is also required for good production system.

Mr. Ravindra Peiris Sr. Specialist on Employers Activities ILO – DWT for South Asia

Mr. Ravindra Peiris spoke about upcoming

industrial environment. In the past, there was

‘Industrial Relation’ and at present there is

extended scope for relationship called as

‘Employee Relations’. In future, there will be

‘Workplace Relationship’ which involves gig workers and contractual workers.

Transformations in digital technologies is leading towards informal economy and there will be

employee compact characterized by –

Lifelong employability

Flexible/ adaptable employees

Lifelong learning process

Culture of trust

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Investment based on value proposition

Protection of people rather than job

Soft skills development based education system

Shift of top-down approach of formal communication

Lastly, Mr. Ravi Peiris suggested that for sound employee relations essential ingredients are -

Fair and consistent treatment of workers

New HR policies

Labour law reforms, and

Employee empowerment

Dr. Bhalchandra Kango Member – Working Committee, AITUC & Member – National Secretariat

Dr. Bhalchandra Kango spoke about

trade unions in transformative phase of

technology. He initiated his address by

citing three current incidents of major

strikes which exposed fundamental

issues confronting trade unions,

1. Haryana Roadways strike against privatization

2. Contract workers issue at Delhi Transport Corporation

3. Mumbai’s Ola/Uber strike

Dr. Bhalchandra Kango posed following fundamental questions–

1. How to maintain harmonious relations in changing time or during transition phase?

2. How to deal with changing speed of technology vis-a-vis human relations?

3. Is it possible to maintain harmonious relationship between employer and employee when

employer adopts outsourcing strategy?

4. When 91% of employees are unable to enjoy minimum provisions of social security, how one

can think of harmonious relations?

5. Are harmonious relations possible in environment of conflict between stakeholders?

Dr. Bhalchandra Kango also put across following expectations of trade unions –

Employees should come together and strengthen power of bargain

Minimise attrition of millennial generation

Reduction of working hours

Effective intervention by government authorities for harmonious relations

Mind-set of share and care

Bilateral discussion and solutions

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Mr. Ramesh Shankar Chairman – EFI Human Resource Committee Executive Vice President – HR, Siemens Ltd.

Mr. Ramesh Shankar at the beginning of second

day succinctly shared summery of learning’s of the

first day sessions and thereby connected the same

to sessions of the second day in exquisite manner.

Bridging Jobs and Skills Mismatch – Creating Employability: Experiential Learning

Dr. K. P. Krishnan (I.A.S.) Secretary Ministry of Skill Development & Entrepreneurship - Govt. of India

Topic of session was ‘Bridging Jobs and Skills Mismatch – Creating Employability: Experiential

Learning.

Dr K.P. Krishnan’s address was based on the set of context where public policy is concerned in terms

of skill development with technological revolution. He referred to a 1961 conference conducted by

Hon. Prime Minister, Pandit Jawaharlal Nehru along with Union and State Labour Ministers. Major

focus of the discussion was on

challenges created by technological

revolution, industrial growth and

mismatch of technical skills and

knowledge of the young workforce.

Immediate outcome of that conference

was enactment of Apprenticeship Act

1961. If one compares the proceedings

of conference in terms of perspectives of

industries and viewpoint of ministers &

policy makers –it was exactly the same

issues & theme what today EFI HR

Summit 2018 has taken into consideration. The Ministry of Skill Development and Entrepreneurship

is established with an intention to coordinate across all the other Ministries of government.

There are multiple types of process of skill development; skilling re-skilling & up-skilling. Spectrum of

skill development is huge and is part of Indian national ecosystem and became the philosophy of

Ministry of Skill Development.

Responsibilities of skill development are shared between union ministry, state ministry as well as

local/regional authorities. Execution of skill development and vocational education is shouldered upon

regional and local bodies. Therefore, this topic is horizontally spread across various domains and

execution of the same percolates from top to down. National skill development authorities set

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standards for each and every skill so the aspirant

who acquires skills must be accepted in all the

states of India, and he/she must be a player of

national labour market.

Present government has launched three challenges

–

Increase the scale of skilling and up-skilling

as there is a mismatch between population and

skilling institution located – due to this industries

have to rely on migrated labours

To address the issue of overall quality of skilling and employability of current ecosystem

Challenges related to filling the gap between aspirational skilling and acquisition of skilling

To face above challenges, he advised HR fraternity to identify required skills in their organization and

it should be catered to local population along with skilling institution as organizations have power to

generate employability. As skilling institutions or councils are fully funded by the government, there

will not be financial burden on the organization. He also requested industry experts to share some

time for syllabus development and to teach students along with the existing workforce. He pointed out

that industry experts should eliminate non-aspirational aspects of each and every job and make work

design more attractive and exciting.

While answering questions from audience, he pointed out ‘Living Wage Issues’ and advised industry

to maintain minimum wages for workmen for them to lead a decent lifestyle. Dr. K P Krishnan

assured that new draft of Apprentice Act will be shared with EFI and HR fraternity can access the

same to put up their issues concerned to draft.

Mr. Rohan Kadley General Manager – HR Siemens Limited

With continuation of the discussion

regarding the provision of The Apprentices

Act – 1961 by Dr. K. P. Krishnan; under the

scheme of apprentice promotion, ‘Siemens

India’, established training centre in 2014

and adopted Dual VET approach proven

over the years by Germany with an aim to

create an Adaptive Expertise in the future

workforce. This centre started with a batch

intake of 36 apprentices and gradually

reached to 108.

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A holistic perspectives approach is adopted by Siemens India’s training centre and it is characterised

by: 1. globally proven curriculum and methodology; 2. guidance from seasoned instructors including

Siemens employees; 3. state-of-the-art infrastructure; 4.strong cultural and value based foundation; 5.

long-term career perspective; and 6. Certification by Siemens India training centre. The special

feature of this course is some of the sessions are conducted by Siemens employees at their work

station.

Majority of apprentices are from humble background and from interiors of Maharashtra. This training

centre has struggled to increase female participation in technical training and now proudly claims 26

female apprentices in the current batch which is more than 25% of the total.

The passing of NCTV certification course helps to fulfil basic eligibility criteria for admission to

diploma/degree in engineering stream. Successful outcome of the course is highlighted by 100%

internal and/or external placements with an average gross salary of Rs.16000 p.m.

Mr. Saurabh Singh Sr. General Manager ICICI Bank and President ICICI Foundation

Skill development is the toughest job and is a challenging task for the Ministry of Skill Development –

GOI. When one approaches educationist, they feel skilling is not their job; they are educationist who

teach and build theoretical knowledge background. Similarly, managers deny skill development work

due to time constraint. Mr. Saurabh Singh gave three reasons for the above mentioned views –

1. One cannot predict exactly which skills will have more demand in the labour market along with

precise number of skill possessors in near future.

2. Growth of one industry hampers the growth of other industry e.g. Goa fishing industry shifted

to tourism industry. Similarly, individual drivers prefer to drive Ola/Uber cars instead of trucks.

3. There is a huge supply of manpower, but they are not selected by the industry due to the

prevailing mind set of Indian Managers i.e. English is equal to intelligence.

Mr. Saurabh Singh compared issue of banking industry along with healthcare industry. Banks, select

fluent English speakers, but they have to deal with vernacular customers. Mr. Saurabh Singh also

cited the example of healthcare industry of Japan as they prefer professional from any country and

provide them a mobile app for linguistic support.

Mr. Saurabh Singh during his presentation, described following practices of ICICI Bank -

The bank established 24 training centres to

upgrade skills of candidates across India. It

targets more than 3000 school/college drop outs

per year to make them employable. It has been

observed that Small-Medium Enterprises adopt

these trainees for internship and final placement.

Research team of ICICI bank found out that rural

women are free for 5-6 hours in a day. These

women were targeted for skill development and

generated employment for them. In addition, the

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bank also conducted research to find out the appropriate market to sell its products. At present, the

turnover of each women business person is Rupees 5-6 lakhs per annum which is changing eco-

system of villages.

Mr. Sanjay Shivnani Head VET, Aditya Birla Group

Mr. Sanjay Shivnani shared experiences of the Aditya Birla Skills Foundation (ABSF) on ‘Bridging

Jobs & Skills Mismatch’. ABSF recently established 18 training campuses in tier II cities and after

systematic analysis they commenced 15 courses, and invited other industries as “Knowledge

Partners” to engage them in imparting skills. Team of ABSF studied needs of various local markets

and modifies their syllabus thrice in one year.

In above complex journey, ABSF team found a range of ‘mismatch’ which can be categorised as

follows –

1. Location/geographic mismatch: Huge number of welders required in Aden due to oldest

shipyard. To balance the same either people have to be taken to job or a job should be

brought to labour market. However, this leads to issue of migration.

2. Stakeholder’s expectation mismatch: students, parents, and employers have different

aspirations which lead to mismatch.

3. Pipeline mismatch: certification from private or public bodies lead to pipeline mismatch.

The entire above-mentioned mismatch posed many challenges in skill development process as given

below -

Labour force participation

Differing values equation between stakeholders

Hubris of age old customs & practices

Existing labour laws

Prevalent recruitment practices

Employment sustainability

Career awareness and branding of jobs

ABSF took a few measures like - the change in curriculum structure and 40% weightage is given to

domain knowledge which includes – primary skills and secondary skills like Digital, Financial and

English language. Domain knowledge will be provided in the classroom training. 60% weightage is

kept for 60 to 90 days mid-term internship training with local industry. Second critical measure is

‘Learn and Earn’ model for some courses. Third measure is inclusion of tertiary skills in curriculum

like personality development, social skills and speaking English.

However, ABSF expects some key assistance from stakeholders like –

The skill training should become the part of vocational education and aligned with the

mainstream of the formal education system of India.

All industries voluntarily borrow the responsibility of funding like the UK.

In near the future, prominently data computing skills will be required, therefore, it should

incorporate in skill training.

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Mr. SPS Jaggi

Director – HR, Shipping Corporation of India

Mr. SPS Jaggi chaired sixth and last session of

summit based on theme “Evolving Sustainable Work

Environment – Ecology, Wellness and OHSAS”. He

shared four grave and fatal incidents where issues of

safety and security were highlighted. He stressed

that contract workers are more exposed to major

industrial accidents as organizations do not provide

them with adequate training for safety guidelines. In

some organizations, it is observed that there is

absence of safety culture. He recommended that

safety norms must be incorporated into the DNA of

shop floor workers. Lastly, Mr. SPS Jaggi cited an example of an aluminium company, where the

CEO of the company is more conscious about safety of workers than profit or market share.

Mr. Tsuyoshi Kawakami Senior Specialist in Safety and Health, ILO, Decent Work Team for South Asia, New Delhi

Mr. Tsuyoshi Kawakami in his address spoke about

‘Participatory Approaches to Improving Safety and

Health - A key for successful HRM’. He provided a

blueprint for workers’ health and safety by

describing the role of top management, HR

managers and workers.

He suggested that workers are often the first

persons who notice occupational safety and health

risk issues. They have plenty of ideas to improve

OSH and reduce risks and thereby to prevent

accidents and injuries. If higher ups of workmen pay

attention to these ideas the risks can be minimized

drastically.

Any OSH committee must organise regular meetings to improve safety at workplace. He also advised

that some members of OSH committee should take frequent walk-through to inspect the compliances

of safety guidelines. This will create an environment of safety and workers will meticulously follow the

safety rules. He proposed to create ‘OSH Management Systems’ which is based on ILO guidelines as

mentioned below -

Prepare a policy for health and safety

Organise resources

Plan and implement safety policy

Evaluate outcome of implementation

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Take action for improvement

Outcome of sound system for occupational safety and health will decrease pain and fatigue hence

aiding to improve cooperation between employer and workers.

Dr. Laxmi Nadkarni Director - HR, BASF, South Asia

Dr. Laxmi Nadkarni in her speech elaborated the practices followed at BASF for sustainable work

environment and worker’s Safety & Health. To implement strategy of ‘Occupational Safety & Security’

BASF designed ‘Responsible Care Management System’, which comprises global directives,

standards and procedures for environmental

health protection and safety and carry on

regular audits for the same. ‘Corporate

Health Management’ department is

responsible for management of occupational

health of BASF employees, management of

medical emergencies at BASF. This

includes preventive care, acute medical

care, health promotion, health performance

index. For ‘Employee Development’ BASF

provides global framework and opportunities

where they can utilize their talents. For good

‘Working Conditions’ BASF complies with

international labour and social standards as well as National standards. Inclusion of ‘Diversity’ is an

important component of strategic human resources management. It helps BASF to continually

improve BASF’s performance and power of innovation, and increases creativity, motivation and

identification with the company.

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Ms. Archana Bisht Founder and Director 1 to 1 Help.net

Ms. Archana Bisht while speaking on sensitive subject of ‘Mental Health at Workplace’ shared data

published by WHO, Lancet, American Psychological Association and ASSOCHAM related to

depression, suicides and mental illness of corporate employees and therefore overall loss of

productivity. Ms. Archana Bisht has presented data about top counselling issues among corporate

employees as follows -

84 % are personal issues of employees

which includes relationship, marriage and parenting.

Only 16% counselling is for work related

concerns.

58% of employees who sought counselling

are in the age group 26-35 years

Psychological concerns are 36%, which is

related to emotions- anger, anxiety, grief, shame,

and stress.

There is need of skill development in terms of

assertiveness, decision making, public speaking, and

enhancing self-confidence.

Ms. Archana Bisht provided strategies to build ‘Mentally Healthy Workplace’ as follows –

A. For Organizations/ Employers:

Leaders should create an organizational climate that promotes mental & physical wellbeing.

They can adopt tactics like care and support for employees. If the front-line supervisors

identify, it may be an outcome of distress. Organizations should organise annual health

screening meetings with discussion of work-life balance. There is a need to implement Suicide

Prevention Protocol.

B. For Employees:

Generally it is observed that during maternity phase and downsizing phase, employees

become more vulnerable to mental illness. Employees should avail training and counselling

support. Leverage the latest technology, which may provide 24/7 easy access to experts at a

touch of button.

Prof. Vijayan Pankajakshan Dean-HR Academics,

Industry Interface & CHRO,

We School, Mumbai

Prof. Vijayan Pankajakshan conducted wrap up session of

EFI HRM Summit 2018 in his usual eloquent manner.

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With compliments from New India Assurance Company Limited

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3rd National EFI Research Paper Competition - 2018

Last session was taken over by management students from participating in Research Paper

Competition 2018. The Sub-Themes of Research Paper Competition were

1. Re-imagining of Employee Relations Landscape in the context of Disruptive

Technology

2. Future of Work – Skills for Tomorrow 2020

3. Expectations of Millennial / Gen Z Employees with Demands of Industry 4.0

4. Ease of Doing Business – Re-engineering of Labour Laws

Across India, more than 30 educational institutions had shown interest for participation in EFI

Research Paper Competition - 2018. Following institutions’ research papers were accepted for further

evaluation rounds -

1. IIM, Indore

2. IIM, Ranchi

3. Chetana’s Institute of Management and Research, Mumbai

4. Chetana’s RK, Institute of Management and Research, Mumbai

5. IIEBM, Pune

6. Rajagiri School of Business, Kochi

7. Vivekananda Institute of Management and Research, Mumbai

8. Welingkar Institute of Management Development and Research, Mumbai

After a rigorous process of evaluation and plagiarism check through Turnitin Software, four papers

were shortlisted for final presentation at EFI National HRM Summit 2018 and the winners of were,

1. Chetana’s RK Institute of Management & Research, Mumbai.

2. Rajagiri College of Social Sciences, Cochin.

3. Chetana Institute of Management, Mumbai.

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EFI Services and Activities

1. EFI is one of the 12 government recognized Employers’ Organization in India and

Represents Indian Employers at –

International Labour Organization (ILO) in India and at Headquarters in Geneva

International Organization of Employers (IOE) - a world body of employers in Geneva

International Labour Conference (ILC)

South Asian Federation of Employers (SAFE)

2. Represents Employers interest, concerns and views at various tripartite fora of the Ministry of

Labour and Employment, such as Standing Labour Committee, Indian Labour Conference and other

industry committees and sub-committees at state and national levels. EFI also represented

employer’s views on Labour Code on Social Securities, Labour Code on Industrial Relations and

Labour Code of Occupational Safety, Health and Working Conditions, 2018 at Ministry of Labour and

Employment.

EFI has represented employers’ side in various meetings coordinated by Ministry of Labour and

Employment e.g. Amendment to Contract Labour Act, Amendment to Industrial Employment Standing

Orders Act, Amendment to Employees Provident Fund Act, etc.

In such meetings advocacy on behalf of employers plays significant and decisive roles e.g.

i. A proposal by EPFO to amend the Definition of Wages which would have steeply increased

employers contribution cost has been put on shelf by the EPFO.

ii. The EPFO has agreed to reduce the cost of administrative charges from 0.65% to 0.50% of the

wage bill of an employer. This amendment promises to save more than Rs.700 crores for all the

employers across the country, at the current level of wages.

iii. Amendment to definition of contract workmen in the Contract Labour (R&A) Act which would have

resulted in confusion and thereby unnecessary litigation has been shelved.

3. Information dissemination: Important judicial & policy pronouncements on labour matters, cost of

living index, and daily bulletin related to HR / IR / ER / ILO information & labour economics.

4. Training initiatives in collaboration with (AOTS – Japan) “The Association for Overseas Technical

Cooperation and Sustainable Partnerships (Japan)”, which annually conducts meetings of Employers’

Organization of South Asian Countries to deliberate on issues of common concerns and also provide

opportunities of nominating Indian professionals to visit Japan on full Scholarship for study tour, to

participate training programs pertaining to “HR & IR management in Japan”, “Train the Trainers”,

“Occupational Safety & Health”, etc. (Nominal process fee is applicable)

These programs have been very enlightening and of great value to the participants and the

organization they represent.

AOTS also conducts training programs in India on key aspects of Japanese Management relevant in

the Indian context. These training programmes provides a broad perspective about the actual

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functioning of Human Resource & Employee Relations prevalent in Japan to the ER / IR / HR Heads

in India and how these perspective can be applied in India.

EFI is in discussion with AOTS to improve knowledge sharing and skill improvement services.

5. Employee relations advisory services with win – win approach.

6. Recent EFI activities in collaboration with ILO

i. Quality Assessment of Contract Workmen Management System

An assessment tool to promote safe and secure working environment for contract workmen, it is

intended to cover legal as well as human element of dealing with contract workmen.

ii. Promoting Responsible Business Conduct in Supply Chain Intermediaries

A Walt Disney sponsored project to promote responsible business conduct in supply chains through

training. EFI across India has a team of 11 professional Master Trainers who are trained as trainers in

areas of OSHW and RBC by ILO-ITC Turin. EFI has been authorized by ITCILO to initiate these

specialized training activities in sectorial organization across India and will impart training for 480

professional to improve the suppliers’ behaviour in the areas of OSHW and RBC.

iii. EFI also nominates Indian Managers at ILO/ IOE global seminars and training.

7. National Awards for Excellence in Employee Relations: every alternate year with a detailed

feedback to the participating companies. This is termed EFI National Award for Excellence in

Employee Relations where organizations which practice brilliant ER get recognition and reward. Next

National Awards for Excellence in Employee Relations will be in 2019.

8. Research Paper Competition - EFI conducts RPC for Business Schools all over India & the

students willing to participate can conduct research, write papers, prepare PPT or make a film as per

their choice. Shortlisted Teams of the Business Schools are summoned on the 2nd day of EFI HRM

Summit to give presentations.

9. EFI Annual National HRM Summit – an all India Flagship event, focusing on topical subject of

interest to HR / IR fraternity. EFI is successfully conducting HRM summit for the last 38 years. It is a

value proposition for the community of Employee Relations / Human Resource & Union Members.

10. Research on labour related matters.

11. Training Programs, Workshops on the subject of topical interest for the HR / IR professionals.

12. EFI is one of the nodal agencies for Prime Minister’s Shram Awards.

For more details

The Employers’ Federation of India 1703, World Trade Centre – I, Cuffe Parade, Mumbai 400 005

Phone – 022 22151726/ 1747/ +91 9820 551619 Email – efisolar@gmail.com