Atul Ltd 2018-19

The Company continued with its drive to institutionalise and upgrade its HR processes to help build a more robust workforce capable of managing dynamic and growing business needs. In particular, it focused on improving its processes related to performance management, succession ƎŕîŠŠĿŠijȡ ƙƎĚČĿǛČ ŠĚĚē ċîƙĚē ēĚǄĚŕūƎŞĚŠƥ îŠē ƙǋƙƥĚŞƙ enhancement to facilitate all HR processes. ¹ĺĚ ƎƑūČĚƙƙ ūlj ĿēĚŠƥĿǛČîƥĿūŠ îŠē ƑĚǄĿĚǅ ūlj ƥîƑijĚƥƙ Ŀƙ becoming more robust and is continuously upgraded. During 2018-19, on an average, 2.5 mandays of training ǅîƙ ĿŞƎîƑƥĚēȦ ¹ĺĚ ƥƑîĿŠĿŠij ŠĚĚēƙ îƑĚ ĿēĚŠƥĿǛĚē ċîƙĚē ūŠ ƙĚŕljȹîƙƙĚƙƙŞĚŠƥȡ gɤǧ îƙƙĚƙƙŞĚŠƥȡ ǩǬǦ ēĚijƑĚĚ ljĚĚēċîČŒ and Individual Development Plan. In addition, there are certain team building programs to integrate work teams. Succession planning process is being enhanced so that, ƥū ƥĺĚ ĚǊƥĚŠƥ ƎūƙƙĿċŕĚȡ ƎĚūƎŕĚ ljƑūŞ ǅĿƥĺĿŠ ƥîŒĚ ƭƎ ĺĿijĺĚƑ ƑĚƙƎūŠƙĿċĿŕĿƥǋȦ TēĚŠƥĿǛĚē ŞîŠîijĚƑƙ îƑĚ ċĚĿŠij ŠūŞĿŠîƥĚē ūŠ ƙƎĚČĿǛČ ĚǊƥĚƑŠîŕ qîŠîijĚŞĚŠƥ 'ĚǄĚŕūƎŞĚŠƥ ¡ƑūijƑîŞƙ ƥū enhance functional and behavioural competencies and build leadership pipeline. The number of employees (as on March 31, 2019) increased by 120 from 2,454 to 2,574. 70% of this increase was ŞîĿŠŕǋ ēƭĚ ƥū ŠĚǅ ƎūƙĿƥĿūŠƙ ūŠ îČČūƭŠƥ ūlj ĚǊƎîŠƙĿūŠƙ ĿŠ manufacturing operations of various businesses. Historic wage settlement was concluded at Ankleshwar site in which the Union agreed to an increase of a certain îŠē ƑĚŞĚēĿîƥĿūŠ ƙƥîƥƭƙ ūlj ƎƑĿūƑ ǛŠēĿŠijƙ îƑĚ ƎƑĚƙĚŠƥĚē îŠē discussed with the Audit Committee. Audits are conducted in accordancewith a risk based internal audit plan which is duly approved by the Audit Committee. The scope and coverage of internal audit plan includes reviewing and reporting on key process risks, adherence to operating guidelines and statutory compliances. Processes in the Internal Audit function are continuously strengthened for enhancing effectiveness and productivity, including use of analytical tools in the audit domain and ongoing knowledge improvement programs. ǛǊĚē ƎĚƑČĚŠƥîijĚ ūlj ǅîijĚƙ ƥĿŕŕ ƑĚƥĿƑĚŞĚŠƥ îŠē ǅîijĚƙ îƑĚ restructured in a way that they are not dependent of any ĚǊƥĚƑŠîŕ ljîČƥūƑƙȦ ØîijĚ ƙĚƥƥŕĚŞĚŠƥ îƥ ƥƭŕ ƙĿƥĚ Ŀƙ ƭŠēĚƑ discussion. Employee relations at all locations remained cordial and progressive, and the endeavour is to completely eliminate any divide that separates managers and workmen and use the strengths of everyone to enhance the performance of the Company. HUMAN RESOURCES 61 Management Discussion and Analysis