Human Capital
Building Tomorrow’s Leaders
Our people infuse innovation and drive into every aspect of our work. Their dedication propels us forward, turning aspirations into reality and ensuring our continued success.
Key Highlights of FY2024
40 Programmes
Upgrading Employee Skills
0.122 Hr / Mn
Lost Time Injury Rate
27%
Women in Leadership
7.4%
Female Participation
45%
Female On-site Participation
Employees (On-roll) Participation in Learning & Development Training
SDGs Impacted
At Tata Projects, we consider our people as our greatest asset, and our HR philosophy reflects this core belief. We understand that fostering employee development, engagement, and empowerment is essential for sustainable success and business growth. Therefore, our HR strategy is designed to align people priorities with strategic business objectives, ensuring future predictability, margin enhancement, and a steadfast commitment to value consciousness.
Pillars of Organisational Performance and Sustainable Growth
Strategic Direction
Our HR philosophy aligns people priorities with strategic business goals, driving results and organisational success.
Leadership Effectiveness
We develop effective leaders through targeted programmes, empowering them to drive performance and inspire growth.
Employee Experience
We create a positive work environment that values and supports employees, fostering engagement and innovation.
Frontline Focus
We prioritise frontline employees, investing in training and incentives to drive customer satisfaction and business performance.
The Tata Projects Culture
Tata Projects embodies a multi-tiered organisational culture rooted in Tata Values, the Tata Code of Conduct, and our mission, vision, and values. These core principles guide our commitment to integrity, responsibility, excellence, pioneering spirit, and unity. Our mission and vision focus on enhancing quality of life through projects, reviewed every five years.
Our culture is fostered through Tata Projects Values: Safety and Integrity First, Accountability, Collaboration and Inclusion, and Value Consciousness.
Establishing Strategic Priorities
The establishment of the Phoenix transformation team marks our dedication to evaluating our strategic direction. Rooted in Integrity, Safety, Accountability, Collaboration, and Inclusion, our new values ensure consistent and predictable business performance. These values, derived from feedback in the Organisational Health Index Survey, are designed to bring about consistency and predictability by fostering a reliable and cohesive work environment. By adhering to these principles, we pave the way for our evolution into a value-driven organisation. We firmly believe that our growth is predicated on enriching lives and delivering projects reliably.
We embed our values across all HR sub-systems, from L&D initiatives to PMS and succession planning. Open communication channels like quarterly townhalls and skip-level meetings facilitate feedback collection from diverse perspectives. Social events and leadership site visits further promote interaction. We empower our workforce by granting authority and freedom to accomplish tasks. We foster a high-performance culture by recognising value-based behaviours in our Annual Business Awards, and recognising and rewarding their hard work and commitment through the annual appraisal cycle.
Key Focus Areas
Diversity & Inclusion
Learning & Development (L&D)
Health & Well-Being
Employee Engagement
Performance Management
Rewards & Recognition
Employee Health & Safety
1 Talent Acquisition and Retention
Given our perspective on workplace relationships as enduring commitments, we approach hiring with meticulous attention, seeking individuals who resonate with our core values of Integrity, Safety, Accountability, Collaboration, and Inclusion. We seek individuals who, in addition to possessing technical capabilities to deliver, embody traits such as teamwork, clarity of thought, and adept problem-solving skills, ensuring that every new team member aligns with our commitment to a high-performance, value-driven culture.
Attracting Talent from Premium Institutions
We collaborate with leading institutions like IITs, NITs, NICMAR, and ICAI Campuses to attract top talent. We offer internships to prefinal year students, facilitating Pre-Placement Offers (PPOs) and enriching our talent pool. In FY2024, we onboarded 97 Executive Trainees from IITs, 73 GETs from NITs, and 104 MTs from NIT and NICMAR. Our outreach spans campuses like NIT Srinagar, NIT Silchar, and NERIST, ensuring a diverse talent mix. Through our Women’s Internship Programme, we offered internships to 22 candidates, out of which, 4 secured PPOs and joined as Trainees in 2024.
Cultivating Partnerships with Industry Allies and Esteemed Organisations
A key aspect of our talent strategy is deliberate recruitment from allied industries, injecting fresh ideas and diverse viewpoints into our teams. By targeting professionals from sectors like technology and manufacturing, we stay agile and deliver cutting-edge solutions. Leveraging the reputation of our brand (Tata Group), we enhance our standing as an employer of choice.
Induction Programmes for Efficient Onboarding
At Tata Projects, we conduct hybrid inductions for freshers and virtual sessions for lateral joiners.
Freshers experience four days of in-person sessions followed by a month-long virtual induction, with weekly training sessions in project management, technical skills, and behavioural topics throughout their first year.
Lateral joiners undergo a concise two-day virtual session covering business structure, organisational values, systems, processes, and policies, facilitating seamless role integration.
Hiring Trends at Tata Projects
Employment Overview
Total Number of Employees
The total number of employees includes both permanent and temporary staff. Over the past three financial years, we have observed a steady increase in our workforce, reflecting our ongoing commitment to growth and expansion. As of FY2024, we have a total of 13,189 employees, with 6,347 permanent and 6,842 temporary employees.
Permanent vs Temporary
Permanent employees are those who have a long-term employment contract with the Company and are entitled to full benefits and job security. Temporary employees are hired for specific periods or projects and may not receive the same level of benefits as permanent staff.
| Employee Type | FY2022 | FY2023 | FY2024 |
| Permanent | 5,326 | 5,768 | 6,347 |
| Temporary | 5,673 | 7,044 | 6,842 |
| Total | 10,999 | 12,812 | 13,189 |
Full-time vs Contractual
Full-time employees work the standard number of hours defined by the Company and are eligible for full-time benefits, including health insurance, retirement plans, and paid time off. Full-Time Contractual (FTC) employees are also hired on a full-time basis but for a fixed contract duration. They might receive similar benefits as full-time employees but their job security is limited to the contract term.
| Employee Type | FY2022 | FY2023 | FY2024 |
| Full-time | 4,935 | 5,425 | 6,070 |
| Full Time Contractual (FTC) | 391 | 343 | 277 |
| Total | 5,326 | 5,768 | 6,347 |
Employee Ratio
Our workforce distribution by gender and management level highlights our efforts towards diversity and inclusion. In FY2024, the majority of our workforce consists of junior management roles, with significant representation of both males and females across all levels.
| FY2023 | FY2024 | |||||
| Employee Category | Male | Female | Total | Male | Female | Total |
| Top Management | 8 | 2 | 10 | 8 | 2 | 10 |
| Senior Management | 182 | 9 | 191 | 229 | 14 | 243 |
| Middle Management | 1,244 | 45 | 1,289 | 1,334 | 50 | 1,384 |
| Junior Management | 3,956 | 322 | 4,278 | 4,306 | 404 | 4,710 |
New Hires
We have consistently increased our new hires year-over-year, with a notable rise in FY2024. This growth is distributed across different genders, regions, and age groups, demonstrating our inclusive hiring practices.
| New Hires | FY2022 | FY2023 | FY2024 |
| Total | 1,106 | 1,780 | 1,952 |
New Hires by Gender
| Gender | FY2022 | FY2023 | FY2024 |
| Female | 77 | 168 | 186 |
| Male | 1,029 | 1,612 | 1,766 |
| Total | 1,106 | 1,780 | 1,952 |
New Hires by Region
| Region | FY2022 | FY2023 | FY2024 |
| India | 1,080 | 1,771 | 1,937 |
| Overseas | 26 | 9 | 15 |
| Total | 1,106 | 1,780 | 1,952 |
New Hires by Age
| Age | FY2022 | FY2023 | FY2024 |
| 30 to 50 | 584 | 942 | 883 |
| More than 50 | 47 | 66 | 79 |
| Upto 30 | 475 | 772 | 990 |
| Total | 1,106 | 1,780 | 1,952 |
1,952
New Joiners During FY2024
6,057
Average Head Count During FY2024
32.22
% of New Joiners in FY2024
Employee Turnover
Turnover rates, including those due to retirement, death, and group transfer, have been monitored closely. We strive to maintain a stable workforce by focusing on employee retention and satisfaction.
Employee Turnover (including retired, death and group transfer employees)
| FY2022 | FY2023 | FY2024 | |
| Total | 1,061 | 1,304 | 1,369 |
Employee Turnover (including retired, death and group transfer employees) - By Gender
| Gender | FY2022 | FY2023 | FY2024 |
| Female | 78 | 100 | 93 |
| Male | 983 | 1,204 | 1,276 |
| Total | 1,061 | 1,304 | 1,369 |
Employee Turnover (including retired, death and group transfer employees) - By Region
| FY | FY2022 | FY2023 | FY2024 |
| India | 1,021 | 1,262 | 1,319 |
| Overseas | 40 | 42 | 50 |
| Total | 1,061 | 1,304 | 1,369 |
Employee Turnover (including retired, death and group transfer employees) - By Age
| Age | FY2022 | FY2023 | FY2024 |
| 30 -50 | 587 | 783 | 800 |
| Over 50 | 110 | 94 | 142 |
| Upto 30 | 364 | 427 | 427 |
| Total | 1,061 | 1,304 | 1,369 |
Internal Talent Mobility
During the period from January 2023 to March 2024, Internal Job Postings (IJPs) filled 4.9% of the total vacancies at Tata Projects. Out of the 1,351 requisitions posted on our internal employee portal - the HUB, for internal job positions, 66 have been successfully filled by internal candidates.
Collective Bargaining with Employees
Tata Projects Limited engages in collective bargaining by recognising the right of employees to join trade unions and participate in negotiations on working conditions, wages, and benefits. Formal meetings with union representatives ensure that employee concerns are addressed. The HR and Compliance teams monitor the implementation of these agreements. Additionally, the Company has strengthened mechanisms for raising concerns through a Whistle-Blower Policy and confidential reporting channels, overseen by the Audit Committee. Regular training sessions and internal communications keep employees informed about their rights and the available mechanisms for raising concerns, ensuring transparency and adherence to fair labour practices.
2 Diversity & Inclusion
At Tata Projects, we believe in and focus on Diversity, Equity, and inclusion for our business. We are committed to creating a workplace where all forms of diversity among employees, such as age, gender, sexual orientation, ethnicity, race, and physical and mental ability, are celebrated & valued and an inclusive culture is promoted.
One of the cornerstone initiatives we’ve embraced is having ‘Diversity Dialogues’. We have a comprehensive training session called Bonfire Conversation. Through tailored workshops, webinars, and educational resources, it is our endeavour to raise awareness about implicit biases, dismantle stereotypes, and promote empathy and understanding among our workforce.
Our Commitments
Recruitment
We attract a diverse candidate pool by posting job openings on various platforms, attending career fairs, partnering with diversity-focused organisations, and using inclusive language in job descriptions.
Training hiring managers and interviewers on Diversity and Inclusion helps mitigate biases, fosters an inclusive environment, and ensures fair hiring decisions.
Mentorship and internship programmes, support diverse communities within and outside Tata Projects, facilitating their success in the workplace.
Infrastructure
Implement tailored infrastructure and policies to meet the specific needs of women, persons with disabilities, and transgender individuals.
Conduct annual audits of infrastructure and policies to assess their relevance and effectiveness.
Sensitisation Initiatives
Conduct structured sessions for new hires to emphasise the value of a diverse workforce.
Organise workshops for middle management to foster inclusivity in their leadership approach.
Facilitate panel discussions and debates to encourage diverse perspectives on Diversity and Inclusion.
Retention & Development
Implement inclusive policies to foster diversity and inclusion.
Provide opportunities for personal and professional growth.
Facilitate regular meetings of the Employee Resource Group – Kaleidoscope – to address pertinent issues.
Gather employee feedback through D&I surveys to enhance inclusivity at Tata Projects.
Celebration at the Workplace
We design the Holiday Calendar and organise the Celebration Calendar, considering various employees’ preferences and cultural backgrounds.
Pay Equality
Tata Projects is an equal-opportunity employer committed to fostering a workplace culture of diversity, equity, and inclusion. Our campus and lateral hiring practices are reflective of our commitment to reducing the gender pay gap. We also continually evaluate and address discrepancies in compensation to ensure that employees, regardless of gender or ethnicity receive equal pay for equal work. Tata Projects’ Compensation Philosophy is based on the principles of competitive pay, pay for performance with equity, fairness and transparency, and leveraging the total rewards framework. There is consideration of capabilities and experience in setting an equitable and competitive pay level.
We have paid at par of minimum wages to all our frontline workforce including all genders. We have 2 type of projects, Central and State.
- For central projects we are paying as per central minimum wages and for state we are paying state minimum wages
- In case any central projects minimum wages is less than state minimum wages, we are paying state minimum wages (Example - Maharashtra state minimum wages is higher than central minimum wages)
- We are following Equal Remuneration Act, 1976 through all our project locations
Hiring: Specially-abled
Prevention of Sexual Harassment (POSH) Policy
At Tata Projects Limited, we maintain a zero-tolerance policy towards sexual harassment in the workplace. We are committed to upholding the dignity and self-respect of all employees, fostering an environment where individuals of all genders work as equals without fear of bias, harassment, or exploitation.
Our policy aims to promote workplace equality, raise awareness about sexual harassment prevention, and establish procedures for addressing complaints effectively. Aligned with the Sexual Harassment of Women at Workplace (Prevention, Prohibition, and Redressal) Act, 2013, our policy ensures compliance with mandated provisions specifically applicable to aggrieved women.
We affirm the principle of gender neutrality, extending dignity and respect to all employees regardless of gender. Complaints involving individuals of any gender, where Act provisions may not apply, are addressed according to the Tata Code of Conduct or company service rules.
We registered 8 POSH cases and 1 non-POSH cases in the year. These cases were addressed within the ambit of our policies.
Equal-Opportunity Employer
As an equal-opportunity employer, we foster diversity by welcoming individuals from various cultural and demographic backgrounds. With an average employee age of 37 years, our workforce embodies a balanced blend of experience, fresh perspectives, and enthusiasm.
We are dedicated to enhancing gender diversity and inclusion across our organisation. Through improved site infrastructure, targeted recruitment efforts, talent development initiatives, gender sensitivity training, and a more inclusive workplace culture, we strive to create opportunities for women at all levels.
In March 2024, 7.4% of our workforce comprised women, reflecting our commitment to gender diversity. We have implemented changes to our performance assessment process to support returning mothers and launched mentorship programmes in collaboration with the Tata Group to facilitate comprehensive talent development for women employees.
Remediation Plans
We have implemented a robust plan to address discrimination, reflecting our commitment to fairness and respect.
Policy Enhancement
Our policies are regularly reviewed and updated to meet legal requirements and industry standards, with updates communicated to all staff.
Training
Mandatory programmes cover discrimination topics for all employees, empowering them to address issues effectively.
Grievance Mechanism
A secure channel ensures prompt investigation of discrimination reports, with clear protocols for resolution and disciplinary action.
Diversity and Inclusion Initiatives
Our efforts include employee resource groups, diversity training, and cultural events, fostering a sense of belonging and mutual respect.
Employee Resource Group
Kaleidoscope, Tata Projects’ employee-led group, promotes diversity and inclusion by advocating for policies and driving cultural initiatives. Led by employees sharing common characteristics, it facilitates networking, development, recruiting, and community outreach for Diversity & Inclusion. Membership is open to all employees, regardless of shared characteristics, fostering learning and amplifying voices. We currently have four chapters: Women, Persons with Disabilities, LGBTQ+, and Veterans.
3 Learning & Development (L&D)
We prioritise talent development through training and mentoring, ensuring our employees are equipped for leadership roles. The Tata Management Training Centre (TMTC), established in 1959, fosters cross-sector learning among Tata executives, while Tata Tomorrow University, launched in 2020, extends learning opportunities globally. Feedback guides our learning initiatives, with 79% on-roll employees participating in training during FY2024. Our revised L&D policy focuses on Project Management, Technical Programmes, and Behavioural & Compliance Programmes, combining online and onsite sessions for effective skill-building.
Onsite L&D Programmes:
Equipment operations
Contract management
Safety certifications among others
Learning Management System
We have enhanced our Learning Management System (LMS) platform to measure learning effectiveness and enhance user experience. This platform not only connects remote locations but also archives content for employees to access online. Our TPL Academy LMS integrates with Tata Tomorrow University (TTU) and NPTEL Courses website, providing universal access to e-learning. With inputs from business leaders, Corporate L&D has introduced programmes across various categories to address business priorities and skill development needs.
L&D Milestones: 2023-24
Online L&D Programmes
Construction Project Management Development Programme (CPMDP)
The Customised Project Management Development Programme (CPMDP) equips project teams with essential knowledge and skills in EPC project management. Tailored for project managers, RCMs, and planning engineers, it consists of three modules, each with five-day sessions. It covers critical dimensions of project management, including human and financial aspects.
| FY2022 | FY2023 | FY2024 | |
| Number of candidates certified | 47 | 47 | 100 |
| Currently available with Tata Projects | 29 | 29 | 100 |
Executive Trainee & GET Trainee Induction Programme
In FY2024, 97 Executive Trainees from various campuses of IITs, 73 GETs from NITs, and 104 MTs from NICMAR attended these induction sessions in hybrid mode. The trainee induction programmes introduced new joiners to the organisation’s values, culture, vision, and business domains, providing technical and soft skills training. In-person training lasted four days, while virtual training spanned a month. Corporate L&D also offered additional training on project management, soft skills, and behavioural skills, enhancing knowledge and fostering networking among trainees, peers, seniors, and mentors.
Future Leadership Development Programme in Collaboration with IIM Ahmedabad
We introduced the Future Leadership Development Programme in collaboration with IIM Ahmedabad, aiming to nurture the next generation of P&L leaders. This 10-week initiative, designed by industry experts, offers a blend of teaching and coaching methodologies, with a focus on key management subjects.
Executive Coaching
We at Tata Projects launched executive coaching for senior leaders in collaboration with renowned firms like AptCulture Consulting and CoachWorks Pro. This strategic move aims to optimise leadership potential and facilitate seamless transitions within the organisation.
Potential Assessments
Introducing potential assessments for Tata Projects’ senior management—a strategic initiative to gauge talent capabilities and identify strengths and weaknesses. Partnering with industry-leading firms like Spencer Stuart, this programme provides personalised sessions tailored to each leader’s needs, providing insights into leadership potential and empowering them to maximise their contributions to success.
Value Assessments
Introducing a transformative initiative for senior leaders to align with the new mission, vision, and values, the value assessment was launched in collaboration with IIM Ahmedabad. Conducted in three phases—self-evaluation, reporting manager evaluation, and peer evaluation—it ensures alignment with core principles. A comprehensive report highlights alignment and areas for improvement, followed by a debriefing session. This empowers leaders to champion the organisation’s core principles.
Tata Management Training Centre (TMTC) Programmes
TGELS: The Tata Group Executive Leadership Seminar, in partnership with Michigan Ross faculty and an executive coach, offers ambitious leaders a transformative learning experience. Combining online modules with TMTC campus sessions, it targets high-potential employees moving into senior roles. The programme enhances understanding of business functions, improves people management skills, and fosters networking with peers and senior Tata leaders.
TGSLS: The Tata Group Strategic Leadership Seminar, developed with Harvard Business School faculty, exemplifies the Group’s commitment to top-tier continuous learning. It provides participants from diverse sectors within the Tata Group a platform to interact, debate, and learn from the Group’s leading minds.
Value Assessments
Introducing a transformative initiative for senior leaders to align with the new mission, vision, and values, the value assessment was launched in collaboration with IIM Ahmedabad. Conducted in three phases—self-evaluation, reporting manager evaluation, and peer evaluation—it ensures alignment with core principles. A comprehensive report highlights alignment and areas for improvement, followed by a debriefing session. This empowers leaders to champion the organisation’s core principles.
Blue Mint
Blue Mint offers a dynamic 6-month leadership programme to enhance early career talent within the Tata Group. Combining classroom and experiential learning, it aligns participants’ capabilities with Tata’s future-focused talent architecture. In partnership with the prestigious London Business School, Blue Mint provides top-tier academic development, cross-functional projects, and reverse mentoring opportunities.
4 Health & Well-Being(L&D)
Tata Projects places employee well-being at the forefront of its HR strategy, recognising its pivotal role in fostering sustainable work culture, collaboration, and productivity. With a strong emphasis on promoting a healthy work-life balance, we acknowledge the interconnectedness of employee performance and workplace relationships, ensuring a supportive and thriving environment for all our team members.
Four Pillars of Nirvana – Our Wellness Initiative
Key Initiatives to Drive Physical Well-Being
- Annual health check-ups, insurance policies with extended coverage, well-being sessions, nomination, and employee sponsorship for external marathons.
- Tata Projects’ Annual Walkathon: A 21-day activity challenge to encourage employees in building healthy habits.
Key Initiatives to Drive Mental Well-Being Our EAP Services:
- 24x7 helpline number for counselling
- Wellness TV and live webinars
- Self-assessment
- Monthly wellness programmes by expert facilitators
Key Initiatives to Drive Financial Well-Being
- In addition to the compensation benefits, we provided employees with a platform for information on tax and financial planning.
Key initiatives to Drive Social Well-Being
- Tata Projects Buzz serves as a centre for employees, offering insights on leadership, events, new hires, wellness, and book reviews. Our Tata Story Workshop is a two-day programme exclusively for leaders, immersing them in Tata Group’s history, culture, values, and goals. Additionally, our quarterly Tata Cultural Odyssey visits Bombay House, providing employees with heritage experiences.
Flexible Working
Tata Projects is committed to supporting the well-being of its employees by recognising the importance of both family and work-life balance. The introduction of remote, flexible, and hybrid work models offers employees the mental comfort of effectively managing their professional responsibilities alongside personal commitments, fostering a conducive environment for success and overall well-being.
5 Employee Engagement
Workplace celebrations foster camaraderie, break monotony, and boost morale. We organise various events, including Founder’s Day, JRD Tata’s Birth Anniversary, Fiesta, Carnival, and Connect Beyond Work. These initiatives aim to engage employees and their families, promoting social causes like NGO melas and charity walks.
TPL Pulse
TPL Pulse, our town hall initiative, is integral to keeping employees informed about company updates and fostering engagement. It provides a platform for employees to ask questions and offer feedback, ensuring transparency and dialogue within the organisation. Our Managing Director and other senior leaders’ Town Hall is held quarterly, typically within 15 days of the quarter results, ensuring that business updates are promptly communicated to employees.
Additionally, the communication from the townhall is broadcasted on our Teams Viva Engage page, serving as a centralised repository of all the information shared during the sessions.
TechRoadies
Tata Projects marks Engineer’s Day (15th September) with Tech Roadies, a month-long event uniting engineers in challenging and educational activities.
Fiesta – NGO Mela
This initiative aims to promote the joy of giving and supporting diverse NGOs dedicated to community improvement. We welcome NGOs to showcase their work through stalls, providing them with opportunities to raise funds for their initiatives.
Connect Beyond Work
Actively engaging with our employees’ families through various initiatives. One such initiative is our 'Brush Strokes' drawing competition, aimed at children of employees aged 5 to 18 years. We were thrilled to receive an overwhelming response of 99 entries from talented young artists this year.
Employee Benefits
We are committed to providing comprehensive benefits to all our employees. While we do not hire part-time employees, all full-time and temporary (FTC) employees receive the same range of benefits. These key benefits include:
- Insurance: Health Insurance, Term Life Insurance, and Accident Insurance
- Paid Leaves: Including Parental Leaves
- Child Care: Paid creche facility or reimbursement
- Annual Health Check-up
- Car Lease Benefit
- Employee Recognition Programmes
- Retirement Benefits
Employees on third-party rolls also receive benefits, adhering to statutory guidelines. While there are some differences, such as lesser coverage for Health Insurance and the absence of Term Life Insurance, these employees still receive important benefits, including:
- Gratuity
- Creche Benefit: Available for women employees
- Statutory Leaves and Benefits
Our approach ensures that all employees, regardless of their employment type, are supported and valued, with benefits tailored to their specific roles.
Employee Engagement Framework
At Tata Projects, we prioritise employee engagement by assessing dimensions and identifying motivation drivers. Through feedback and action planning, we aim to enhance workplace sentiment and foster a positive environment where employees feel valued and empowered.
Engagement Drivers for Tata Projects
Competency Development & Career Growth
Recognition
Communication
Wellness & Work-life Balance
Technology
Assessment of Employee Engagement
Employee Engagement at Tata Projects is systematically evaluated using formal and informal methods, including employee lifecycle surveys conducted at different stages of their journey within the organisation, from recruitment to exit.
Employee Life Cycle Surveys
- Onboarding Survey: Quarterly feedback from new hires to enhance onboarding experiences.
- D&I Survey: Biennial feedback from female employees on diversity and inclusion initiatives.
- PMS Survey: Anonymous feedback option crucial for fair performance evaluations.
- Exit / Alumni Survey & Exit Interviews: Understand departing employees’ experiences and reasons for leaving.
Focused Group Discussion
- Qualitative insights gathered through one-on-one interviews to understand employee perspectives on engagement.
Performance Review Discussion
- Managers discuss satisfaction, career development, and support from management during performance reviews.
Benchmark & Research
- Industry benchmarking and research on best practices provide insights into effective engagement strategies.
Employee Feedback Platforms
- Utilise anonymous feedback platforms to gather employee thoughts and ideas regularly.
Observation and Informal Feedback
- Observe team dynamics and engage in informal conversations to understand engagement factors.
6 Human Rights
Tata Projects is committed to upholding the dignity, well-being, and human rights of all stakeholders. Our Business & Human Rights Policy aligns with international standards such as the Universal Declaration of Human Rights and the UN Guiding Principles on Business and Human Rights, along with the Tata Code of Conduct and local laws. We strictly prohibit child and forced labour, promote freedom of association, and prevent discrimination based on various factors across all our operations.
Sankalp
Our training programme, ‘Sankalp,’ serves as a pillar of our commitment to ethical conduct and social responsibility, emphasising compliance with applicable human rights standards. Designed for all employees, including outsourced and labour workforce, Sankalp provides comprehensive education on relevant legislation and key compliance areas. Through interactive workshops and case studies, participants gain insights into upholding human rights principles in and out of the workplace.
7 Performance Management
We are deeply committed to performance management, seamlessly integrating it into our organisational structure. Through meticulous aplanning, we foster an environment of excellence, achieving organisational goals sustainably. This focus enhances organisational effectiveness and positively impacts employee development and satisfaction.
By Gender
| Category | FY2022 | FY2023 | FY2024 |
| Male | 4,598 | 4,865 | 5,137 |
| Female | 278 | 303 | 332 |
| Total | 4,876 | 5,168 | 5,469 |
By Management Levels
| Category | FY2022 | FY2023 | FY2024 |
| Top Management | 7 | 8 | 8 |
| Senior Management | 167 | 175 | 218 |
| Middle Management | 1,037 | 1,200 | 1,283 |
| Junior Management* | 3,665 | 3,785 | 3,960 |
| Total | 4,876 | 5,168 | 5,469 |
*Includes S / GS / TS
8 Rewards & Recognition
Our rewards strategy incorporates both monetary and non-monetary incentives to recognise and motivate our employees for their valuable contributions and achievements.
Monetary Rewards
- Shabash: Monthly recognition for outstanding performers via transparent online nominations.
- Appreciation Cards: Leaders distribute these as a ‘Pat on the Back’ to team members, accompanied by branded goodies.
- Long Service Awards: Honours for loyalty, spanning 3 to 35 years of service.
- Project Incentive Plan: Rewards for achieving project milestones.
- Special Retention Plan: Incentives to retain high-potential employees.
- Recognition & Retention Plan: Long-term incentives for exceptional talent.
- Performance-Linked Rewards: Annual rewards based on performance.
Non-Monetary Rewards
- Annual Business Awards: Centralised awards ceremony featuring Tata Projects’ values as evaluation criteria, recognising outstanding contributors.
- Bravo! Peer Recognition: Digital platform enabling peer-to-peer recognition, enhancing appreciation and collaboration.
- Shabash Stories: Platform for employees to share success stories, inspiring and motivating the organisation.
Monetary Benefits
- Flexi pay component
- Group personal accident policy
- Group term life policy
- Statutory payouts
- Health insurance
- Creche benefit
- Car lease scheme
Non-Monetary Benefits
- Hybrid work model
- Annual health check-up
- Extended medical leave
- Home drop and pick-up
- Leave policies
Inculcating the Safety Culture
We prioritise safety and environmental protection by integrating EHS considerations into our management systems and operations. We adhere to ISO 45001:2018 and ISO 14001:2015 standards. Every site has EHS related Legal Register (LoR). However The Building and Other Construction Workers (Regulation of Employment and Conditions of Service) Act, 1996 remains a key Act/rule along with the Factories Act, 1948, wherever applicable. Our approach includes analysing incident data, stakeholder feedback, and compliance with laws and best practices. Dedicated EHS managers oversee initiatives at project sites, and our workforce receives regular training. We aim for ‘zero harm,’ ensuring a safe, healthy, and clean workplace. Continuous monitoring, leadership engagement, and various campaigns promote workplace safety across the organisation.
Our EHS Campaigns
Safety Park
National Safety Week Mass Campaign
Safety Triggers
Focused Risk Reduction Plan
Environment Awareness Campaign
Tree Plantation Campaign
Competency Building of HSE Professionals
QR Code-Based Online Reporting
Work-Related Injuries for FY24: Contractors vs. Employees
Tata Project’s commitment to reducing incidents and enhancing safety practices is steadfast, ensuring a safer work environment for all.
| Contractor | Employee | |
| Fatal Injuries | 1 | 0 |
| Loss time Injury | 32 | 0 |
| Medical treatment case | 19 | 3 |
| Restricted Work case | 10 | 0 |
Safety Initiatives
- Potential Severe Events (PSEs): Experienced EHS professionals and Ops leaders use the digital platform TQDigi’lytics to prevent disasters by identifying PSEs from near misses
- Weekly HSE Insights: Leadership-led virtual sessions share mitigation measures, project best practices, and process enhancements
- Safety Risk Index (SRI): A predictive digital tool assesses project safety risk in real-time based on 14 safety parameters
- TQDigi’lytics Platform: Streamlines EHS-related activities with 19 modules covering incident management, safety performance tracking, and high-risk activity identification
- Incident Action Tracking System: Tracks implementation of actions from incidents digitally
- Structured Industrial EHS Awards Approach: Achieved a 100% success rate and won 39 awards, including prestigious recognitions like the International Safety Award by the British Safety Council
- Monsoon Safety Campaign: Focuses on reducing risks based on previous incident analysis
- EHS Professional Competency Building: Offers internationally recognised certification courses like IOSH Level-II by British Safety Council
- Focused Audits: Prioritise linear projects and ongoing IMS audits
- Process Review and Upgradation: Enhances OCPs, EMPs, and monitoring formats / checklists
- Risk Reduction Plan: Implemented plans for Monsoon Safety, Working at Heights, and Office Safety
- Minimum and mandatory audits – 58 learnings as checkpoints clubbed under 12 categories
- 29 sites audited
- Reduced ‘say-do’ gap (self-assessment vs audit score): 47.5% (Q1) to 11% (Q3) –a marked improvement in transparency and understanding of requirements
- Improved audit / assessment score from 47% in Q1 to 55% in Q3 (scoring – binary on all 58 criteria) - Digitalisation:
- 19 modules developed and implemented that are actively in use
- Incident Action Tracker – a new module created and integrated into our tool
- Developed the Audit and Critical Action Tracker (CAT), which is now ready for launch.
- Initiated monthly assessments of dashboards with all Business EHS leaders
Monsoon Safety
- Successfully executed the Monsoon Safety Campaign, coordinating 175 relevant projects
- Conducted 15 awareness sessions, involving 448 site EHS + RCMs
- Conducted compliance audits on 7 projects spanning across all business areas
- Achieved an average self-assessment score of 93% at the organisation level
Office Safety
- Established a dedicated committee with quarterly reviews initially, later transitioning to monthly reviews
- Developed and executed an Office Safety EPM process
- Established UAUC reporting using the QR code system
- Installed 5 Automated External Defibrillators (AEDs) in offices along with providing training sessions
- Significantly increased the assessment score from 75% in Q1 FY2024 to 89% in Q3 FY2024
Working at Heights
- 2,100+ site supervisors and engineers are trained, followed by online assessment monitored by BSC (British Safety Council) in the first phase
- 185 Physical sessions conducted covering 168 Sites
- In progress: Re-sensitisation / retraining / reassessment of the 827 supervisors who did not pass the assessment
- Further action: Formal authorisation for selected Permit requester / issuer in TQDigi’lytics
Train the Trainer
The 'Train the Trainer' programme, certified by the British Safety Council, focuses on high-risk activities like working at height and lifting operations. EHS initiated this capability-building effort, training 50 senior EHS resources to become certified trainers. These trainers now conduct workshops locally for over 2,300 execution personnel involved in permit-to-work processes, who then undergo independent assessments by the British Safety Council.
14 other projects were awarded a ‘Certificate of Appreciation’ from the NSCI
National Safety Campaign
112k+
Manhours of awareness sessions across all sites & offices
550+
PSE gallery / PSE walls displayed
5,100+
Manhours of customer engagement during the campaign
780+
PSE (Potential Severe Events) awareness sessions
163
Projects sites
Road Safety Campaign
3,000+
Public involved in community awareness programmes
170
Blind spots identified inside the project sites and approach roads, and mitigated by installing 105 convex traffic mirrors
72
Missing height gauges or goalposts identified and Installed at OHE crossing areas
121 KM
Stretch of internal roads and access routes compacted & levelled
1,300+
Man-hours of customer engagement during the campaign
164
Rally / road show conducted with the participation of 19,000+ workforce
98
Skit / Nukkad natak performed to sensitise the workforce
1,200+
Vehicles tagged with TPL road safety minimum mandatory behaviour
153 Projects
Participated in road safety campaigns
97 KM
Stretch of designatedpathways demarcated for vehicles
1,100+
Motivational prizes / awards distributed to the workforce
Employee Health & Safety
| Description | FY2022 | FY2023 | FY2024 |
| Total Person-hours (in Million) |
220.41 | 245.89 | 271.59 |
| Fatality Rate | 3.04 | 2.9 | 1.28 |
| Frequency Rate | 0.099 | 0.126 | 0.122 |
| Severity Rate | 59.10 | 61.81 | 66.51 |
| Medical Treatment Injury (in Numbers) |
12 | 20 | 22 |
| First-aid Cases (in Numbers) | 2,041 | 1,673 | 1,541 |
| Near Misses (% Increase from previous year) |
73% | 106% | 55% |
| Safety Observations (% Increase from previous year) |
46% | 38% | 56% |
Growing Responsibly and Safely
The Campaign India@100 with our safety mascot Hachi embodies safety, respect, and environmental stewardship. It aims to eliminate accidents at project sites and educate the public about industry-wide safety practices, showcasing our commitment to a consistent and safe workplace while protecting the environment.
Employees With Safety Certifications
| IOSH-Level 2 | |||
| FY2022 | FY2023 | FY2024 | |
| Number of candidates certified | 97 | 23 | 38 |
| Currently available with Tata Projects | 69 | 20 | 38 |
Way Forward
Tata Projects aims to enhance capacity and capability amidst evolving business trends. We target balanced gender representation, increasing diversity from 7.4% to 20% by FY2030. Talent management remains a priority, fostering an empowering culture while investing in digitisation and analytics for process improvement.
Measuring the Impact (FY2024)
Average training hours per employee (By Gender):
| Gender | Total Training Hours | Total Employees in TPL | Average Training Hours |
| Female | 28,019.5 | 470 | 59.61 (average training hour per female employee) |
| Male | 1,43,847.5 | 5,877 | 24.47 (average training hour per male employee) |
| Total | 1,71,867 | 6,347 | 27.07 (total average (male + female) |
Average training hours per employee (By Category):
| ONROLL (Level Wise / employee category) | Total Trained Hours | Total Employees In TPL | Average Training Hours (per employee) |
| Top | 29 | 10 | 2.9 |
| Senior | 3,117 | 243 | 12.82 |
| Middle | 21,789 | 1,384 | 15.74 |
| Junior | 1,46,932 | 4,710 | 31.19 |
| Total | 1,71,867 | 6,347 | 27.07 |
| Unique Employee Trained | FY2022 | FY2023 | FY2024 |
| Total Employees | 5,327 | 5,757 | 6,347 |
| Total Trained Employees | 2,005 | 3,737 | 5,012 |
| Unique Male Employees Trained | FY2022 | FY2023 | FY2024 |
| Total Male Employees | 5,018 | 5,376 | 5,877 |
| Total Male Employees Trained | 1,856 | 3,408 | 4,570 |
| Unique Female Employees Trained | FY2022 | FY2023 | FY2024 |
| Total Female Employees | 309 | 381 | 470 |
| Total Female Employees Trained | 150 | 329 | 442 |
| Hours Trained | FY2022 | FY2023 | FY2024 |
| Total Hours Trained | 58,250 | 1,12,165 | 1,71,867 |
| Level Wise Unique Employees Trained | FY2022 | FY2023 | FY2024 |
| Top Management | 0% | 56% | 56% |
| Senior Management | 38% | 69% | 85% |
| Middle Management | 47% | 71% | 84% |
| Junior Management | 43% | 69% | 81% |
| Supervisory | 23% | 59% | 76% |
| Non-Technical Staff | 7% | 19% | 44% |
| Technical Staff | 3% | 11% | 28% |
Safety Awards
