INDUSTRIAL VISIT TO MAHINDRA KANDIVALI PLANT

--SIDDHARTH
SRIVASTAVA (Roll No : 49)
For our first Industrial visit of the course we were taken to Mahindra Plant
at Kandivali, Mumbai. The plant visit was scheduled from 1.30 pm to 4 pm
and the location was about 30 kms from TISS campus so we started
around 11.30 . All prior arrangements were already done by our
coordinator G.K. Saini sir so our reception at Mahindra factory was warm
and pleasant one. We started with lunch in the regular canteen where the
workers eat at nominal fee of Rs 5 per day but still the hygiene & quality
is excellent.
Post lunch session was divided into 4 parts. First part was a presentation
on Mahindras production facilities in India. After the presentation we were
taken to the factory area and we observed assembly line of Mahindra
Bolero Pick up trucks. This was followed by a session on Mahindras EVP
(Employee Value Proposition) model and in the end we had an interactive
session with the General Manager of the Plant.
Mahindras have been in the industry for six decades and the business has
expanded to 6 continents. Currently it is the market leader on several
fronts e.g. It is Indias no. 1 UV player, worlds no. 1 tractor manufacturer
and also Indias no.1 rural NBFC. Across India it has a strength of 1,09,000
employees.
The Kandivali plant was setup in 1965 and it produces pick ups, soft top
UVs i.e. Bolero & Max Pickups and Aggregates. The plant is spread over an
area of 2.2 million sq. Feet. The guiding light of this plant is its principle of
3 Cs ; Comprehensive, Compact and Cost-effective. Presently the plant is
producing 280 vehicles per day. The plant produced 78,000 vehicles last
year and is currently working towards this years target of 80,000
vehicles.
In the HR session we were apprised about the HR policies followed by the
company. There is a separate ER team that handles worker issues and HR
issues for officers are handled by a separate team. Mahindras take pride
in their EVP. They believe in providing their people with empowering
environment and abundant learning opportunities. The 4 major Mahindra
HR competencies are: Recruitment, Development Center, Performance
Management Systems and Capability building.
Mahindra has provided a platform called Young Mahindra Council for
young employees to connect & engage with each other. Also for high
achievers Mahindra has a system called ELP (Emerging Leaders Program).
The High performers are identified and put on a fast track growth. Also
one innovation that Mahindra HR has brought is the Mpower tool. Using

this tool an employee can set his professional goals and know how much
time will be required reach there and what are the competencies that the
employee needs to acquire in the process.
For further development of senior people company has the provision of
sending them to IIM Bangalore and Harvard for capsule courses. Because
of the good work done by HR team of Mahindra the company features in
the Best places to work list published by several agencies. The visit
concluded after a Q&A session with General Manager of the plant.

FEEDBACK ON MAHINDRA PLANT VISIT

For our first Industrial visit of the course we were taken to Mahindra Plant
at Kandivali, Mumbai. The plant visit was scheduled from 1.30 pm to 4 pm
and the location was about 30 kms from TISS campus so we started
around 11.30 . All prior arrangements were already done by our
coordinator G.K. Saini sir so our reception at Mahindra factory was warm
and pleasant one.
The impressive thing about the visit was the efficient manner in which the
limited time was utilised to the fullest. We started with lunch in the regular
canteen where the workers eat at nominal fee of Rs 5 per day but still the
hygiene & quality is excellent. Post lunch session was divided into 4 parts.
First part was a presentation on Mahindras production facilities in India.
After the presentation we were taken to the factory area and we observed
assembly line of Mahindra Bolero Pick up trucks. This was followed by a
session on Mahindras EVP (Employee Value Proposition) model and in the
end we had an interactive session with the General Manager of the Plant.
The staff at the plant was behaving in a highly professional and
accommodating manner and entertained all our questions. Even the GM of
the plant gave a generous amount of time for the Q&A session. Through
the visit we were able to learn a great deal about the functioning of one of
the Industrial giants of India.
Still there are some things that can be improved in next such visits. A HR
session was organized with focus on HR policies of officers. It would have
been better if we were given some insights on IR department as well. Also
the shop floor component of the visit was relatively smaller. The duration
of the visit can be extended to accommodate greater shop floor exposure.

About Group -

TISS batch 2014-16 was divided into 3 groups for their scheduled field visit. And 1 group had very fortunate opportunity
to see the functioning of Raychem RPG manufacturing plant situated in Vasai, Mumbai. We were accompanied by Prof.
Ms. Prem Latha mam.
We were welcomed by Mr. Eric Michael Menzes who is heading HR department in that plant. Vasai plant is oldest plant
of Raychem RPG manufacturing plants. This plant is having turnover of 700 Cr. Rs. This plant is having 500 labor force
right now including permanent as well as contract labor. This plant also has labour union but does not align itself with
any political party.
Feedback -

Knowing that we are still as fresher in HR college, we were greeted very well by senior HR management as
well as business excellence team out there.
We had chance to meet union leaders in front of HR managers and line mangers which was very unique
experience in itself.
Our unstoppable questions were answered with maturity and with all grace by all stakeholders in that meeting
(HR managers, line managers and Union leaders).
We ascertained the fact that even with union, you can work very well in plants if your intentions are towards
betterment of your employees and staff.
We had chance to see the functioning of plant, how it works, what other security aspect they take care, what
are the quality processes they comply with etc.
we had feel that even though questions were related to specific events, some answers were general.

It was very enriching and fruitful experience for all of our batch.
Thanks,
PG

BOSCH
tip : HR should be seen more as a business practice.
Aim : To generate revenue from the BVC ( BOSCH Vocational Centre)
Expected Revenue : 2.5 crore
BVC operational since 50 years
Problem in India: Vocational Training looked down upon
Challenges :
- Only 3 VC in India
- Lack of VC Trainers
Program Details: Takes in 12th pass students and trains them for 3 years.
What Manish did - Developed 5 modules for Bosch
1. Tech Graduates
2. Teachers
3. Trainers
4. Outsource Training
5. Vocational Training
Most ambitious module was Teacher as cost per each person was 1.5-2 LPA
- also made a manual which gave direction to Bosch to formulate the modules effectively.

Minutes of the presentation:

By : Devika Shanbhag

Date: June 10 , 2014

Microsoft
DIVERSITY AND INCLUSION SERVICE -INDIA
Microsoft has 6 production units out of which Devika worked on two units that dealt
with tech support and global diversity. To begin with she did two projects under
Diversity and Inclusion that are :
1: Increasing representation of women in the production line / Gender diversity .
2:Business case for services in India which incorporated data analysis ,
Understanding employee engagement scores , business environment review ,
external environment review and secondary research .
The GTSC ( Global Tech Support Center) had a major challenge in terms of gender
diversity as the job required a night shift . With Gender diversity ratio GDR at
alarmingly low level due to social and physical issues related to a late night working
environment. Although the average GDR in other departments was much higher
when compared .
The findings of the project were:
1: Generally no employee wants to work at night
2: Work from home wasnt permitted .
3: Lack of counselling facilities for women .
4: Relocation issues faced by women and men alike .
5: Absence of a day or night care center for employees with children .
6: Prevalence of conscious and unconscious bias towards female employees , air of
non-inclusiveness , social bias and gender prejudice .
7: Inactive female attrition . Female MACH ( Marked college hires) attrition higher .
RECOMMENDATIONS:
Need for career growth opportunities within the firm because most of
the MACH attrition was related to further studies.
Need to build a learning culture that enables them stay. Focus on career
development , mentoring , reverse mentoring where in seniors were
mentored by juniors .
Strengthen GWAN , network for female employees which should
associate with networking , flexibility and support and mentoring and
coaching. And keep the management of the network in the hands of hr.

KEY LEARNINGS:
1.
2.
3.
4.

Understanding the business context.

Effective communication and presentation skills .
Eye for detail.
Time management .

Wrt to the mail above, since i would b taking up the respon of jpc, I wont
be able to continue with my current position as a cr.
Thank you for giving me the opportunity to be the CR.