ANAND GPTW Culture Audit v3 (Jan 8 , 2018)

GPTW CULTURE AUDIT REPORT 2017

6. COLLABORATING

‘ COLLABORATING

‘What programs are available for employees to make suggestions and/or become
involved in making decisions that affect their jobs, work environment, or the
direction of company as a whole?

“Teamwork is the ability to work together
toward a common vision. The ability to
direct individual accomplishments toward
organizational objectives. It is the fuel that
allows common people to attain
uncommon results.”

Diversity is another mantra that is driving factor at ANAND Automotives As a
truly global conglomerate ANAND is an embracing employer. Every single unit,
factory, and office of ANAND mingles with people from different ethnic
backgrounds with demographical imprints as vast as at least four Indian states. In
its quest to be driving ANAND as a Unified Corporate Entity that Aspires to be
World-Class Organization, we encourage Organizational Transparency, Value
Integrity and Innovation with a receptive intent.

At ANAND , we let the ideas flow. A typical Communication Meeting comprises of an Agenda,
brainstormed and milieus reached through consensus and deliberations. The landscape,
purview quite open ups the stream line of ideation and the conversation flows. Another ideal
example of team work.

Women Empowerment: Working towards the perfect idea to develop women leadership latest by 2020,
ANAND Group actively formulates policies and processes to ease work life of women employees, provides
them with career elevation opportunities, safe and secure work environment and constantly maintains
gender diversity ratio. This enables women having an equal say in the group functionaries.

Compensation and Benefit Services are other perfect examples of cooperation between the Corporate
HRs and HR Departments of other group companies where with ample exchange of information advisory
and pay promotion guidelines, they are able to deliver Compensation and Benefits including
benchmarking, increment guidelines, job evaluation and further promotions as a team contribution as
Team work at ANAND Automotive is also about having individual potential and the Group capabilities
complementing each other while working towards the goals, objectives and the sales targets.

There are policies and programmes that encapsulate intensive educational inputs, experiential learning
and rotational assignments with an ultimate aim at nurturing the young talent who are at the threshold
of changing direction from managing self to managing others, thereby stalwarts providing an opportunity
to the Gen Y to prove their mettle in leadership within line of thought at ANAND Automotive to be a
young company at heart.

The cross functional rapport and responsibilities interchanged within
departments add upto the Team Spirit. Few of the projects as that SAP
implementation between Finance and Purchase, the IJP Automation must
find a special mention here.

The glow and fulfillment on the faces of people at
ANAND Automotive speaks volumes.

•THERE IS A HIGH RISE IN MORALE
•DIFFERENT PERSPECTIVES ARE A WELCOME AT WORK
•COSMOPOLITAN CULTURE HAS ENRICHED WORK
VALUE PROPOSITION
•IMPROVED AND HARMONIOUS COMMUNITY
RELATIONSHIP AND BONDING HAS MATERIALISED

GPTW CULTURE AUDIT REPORT 2017

7. GRIEVANCE
REDRESSAL

‘ GRIEVANCE REDRESSAL

‘How can employees address an undesirable workplace situation or resolve
conflicts with their manager(s)?

If people are worried, if they're fearful, if they feel a sense of grievance or
that they're not being treated properly or that they're not being paid fairly,
what you're going to have is you're going to have people doing the minimum
amount of work necessary to not get fired, and not a peppercorn more.

There are various grievance Redressal forums available for employees at
ANAND Automotive:

Internal Complaints Committee (ICC)
At ANAND Automotive we are compliant with the Prevention of Sexual
Harassment (POSH) Act, 2013 and hence an ICC has been formed to address
all issues related to sexual harassment for all employees of either gender. The
awareness drive is widely managed to educate the employees about the
complaint mechanism.

GPTW Culture Audit Report 2017

Ethics Helpline
Good corporate governance and ethical behavior are an integral part of the ANAND
Automotive. Our business principles empower its employees and business partners to make
clear, conscious choices that encourage ethical behavior and corporate social responsibility. We
feel it is our prerogative as a world class company to join the ranks of those who can bring
significant change to business ethics, hence we have partnered with KPMG - a global player in
administering ethics help lines worldwide. Posters carrying information about the ethics
helpline have been circulated amongst all employees and are too displayed at clearly visible
locations.
Each employee has the ANAND Code of Conduct Index card for reference which has the
conduct clauses along with the KPMG helpline number.
Focus Group Discussion (FGD), an HR initiative is intended to capture the verbatim of
employees to have their collaborative views and expectations on same track in order to make
the Programme robust and make great success of it through capturing employee expectations
at initial stages mainly to “enrich” outputs or results through sharing more qualitative
perspectives underlying the numbers as employees are more engaged during focus group
discussion in comparison to employee survey. This is a focused tool to get to the grievances
directly brought in light in addition to the Skip Level Meetings that are arranged as and when
required internally in departments.

E-mail campaigns draw point home
compliance awareness

GPTW CULTURE AUDIT REPORT 2017

8. THANKING

THANKING ‘

‘How does your company show appreciation and/or recognition for employees’ good work
and extra effort? If specific programs involve awards, please describe such details as their
form (cash? gifts? certificates?) as well as how many employees receive them annually.

“Gratitude is the open door to abundance and the sign of
noble souls.”

In a competitive business climate, recognizing the hard work Annual ANAND Excellence Awards & ANAND
and effort put in by the employees is of utmost importance. Excellence Individual Outstanding Awards
Employee Reward Systems are the programmes set up by a
company to reward performance and motivate employees on
individual and/or group levels. Keeping these parameters in
mind, the ANAND Corporate Office has set up ‘ANAND
Excellence Awards’ and ‘ANAND Individual Awards’ to
recognize those group companies and individuals

With the competition for talent getting fierce, it becomes of paramount importance to re-consider,
improvise and re-structure the way we engage, develop, recognize and appreciate our people to unleash
their intrinsic motivation and engage their minds; the growth or intrinsic motivator factors being:
•Achievement
•the work itself
•Responsibility, and
•Growth or advancement

For recognition to strengthen the teams' or an individual performance, it has to be structured,
methodical, and specific to the group-wide Initiatives. Introduction of a structured process on Rewards
and Recognition at the individual, the team, the Group companies, or at the ANAND Group level as a
whole - is an endeavor to reinforce the way of thinking and bring out desired value based behaviors and
actions that connect with ANAND way.

Various R&R programmes exist and HR makes it a point to encourage nominations.

Annual Reward for Individual ‘Outstanding’ Performance Nomination Reminders

•Appreciation Cards (Initiative and Sample pictures of Employee Desks with card
display)

Season’s Greetings and Best Wishes from the CEO’s Desk

•It is a customary
tradition to have the
CEO and the
Chairperson thanking
the employees for
their effort and
contribution on New
Year’s occasion while
sharing the
company’s progress

Looking forward and thanking the team mail from Mrs Anjali Singh,Chairperson ANAND Automotive

The main objective of institutionalizing “Rewards and Recognition” Practices at ANAND Automotive
is a step forward towards building positive employee perception which can impact the overall
motivation of our People, and be an enabler in striving to become the Great Place to work.
Rewarding an individual for ‘Outstanding’ performance on a project(s) that led to significant
Business impact in terms of any one of following: Productivity, Quality, Cost, Growth or Technology
is like recognizing business talent in make.

Who WHOW What Recommendation Screening Approval Where

(Reward Value) by by

L4 and Max. 02 Max. INR 05 AEC/AMC member HR AEC
above Employees Lacs CEO

L3 Up to INR 03
Lacs
Company
Event

Max. 3

Up to L2 employees up to Max. INR 1 Lac All People HR
L2 level(83 Managers

employees)

Review Methodology:
Improving and enhancing performance stemming from gains in specific employee skills and capabilities at ANAND Automotives
leading to gaining confidence and gratefulness of the team

Testimonials from ANAND Automotive Talent:

GPTW CULTURE AUDIT REPORT 2017

9.DEVELOPING

DEVELOPING ‘

‘Aside from specific job training programs, what opportunities does your company
provide to help employees discover and develop their talents so that they can make a
better professional contribution to the company or enhance their personal growth?

“What we think, we become.”

The ANAND Automotive seeks out talent right from the day the employee enters the fold –
regardless of what level. Succession planning and growth from within is an integral part of the
ANAND philosophy. We understand that the Group’s future depends upon the strength of our
leadership pipeline. We need people with talent and interest in leading and managing, combined
with skills, personal experience and corporate responsibility in order to channel the innovative
and entrepreneurial ability that they bring and in turn they need to understand leading
organizational ideas, connect their personal goals to ANAND Automotive’s agenda and be able to
create the opportunities for self and organizational development

ALDP (ANAND LEADERSHIP DEVELOPMENT PROGRAMME) Driven by the intention of developing
and maintaining a talent pool of high
performing managers and leaders,
equipped to assume positions of higher
responsibility, ANAND has instituted
the ANAND Leadership Development
Programme (ALDP).

The Objectives of the programme
comprise:
•Prepare the leader for the transition
from current role to assumption of
future responsibilities
•Bring positive behavioral changes

Improve operational effectiveness in
the current role

It runs all through the organization and there is a stair-step approach to the development process. Transitioning ANAND Talent
and ANAND Leader from a functional head role to a business manager or a corporate head position has two development
components, coaching and learning events, spread over 12 months. The ANAND Talent is designed for middle management
professionals below the age of 33 who exhibit high potential. It aims to enable them to become effective functional heads. The
selection is done via an open application process while the ANAND Leader is designed for senior executives who are under the
age of 37 and has been identified to head businesses and who therefore need to develop a strategic orientation. The selection is
done via nomination process by the group companies. Many ALDP graduates have gone on to top management positions in
ANAND and even outside. Managers inducted into this Programme are assigned Coaches/Mentors from within the organization.
The mentors help them to successfully address the transitional changes required to assume positions of higher responsibility.

Being the corporate entity, we have been encouraging to our employees in participating in the leadership development
programmes. Below is the snapshot of year wise numbers of employees who have participated in ALDP from AAPL:

Year 2011 2012 2013 2014 2015 2016 2017

AAPL 3 2 1 3 5 1 --

Not only do the corporate employees participate in such programme, they contribute in the development of employees of
other Group Companies. Out of 25 coaches of the current batch of ALDP (approx 25 participants) more than 40% of the
coaches are from AAPL.

Not only does the ANAND Automotive employees participate in such programmes, they contribute in the development of
employees of other Group Companies too. Out of 25 coaches of the current batch of ALDP (approx 25 participants) more than

40% of the coaches are from AAPL..

ANAND Mentor Programme (AMP) is an In-house programme to provide opportunity ANAND Mentor Programme
to young talent to accelerate pace of their career at ANAND. The key highlights of this
well branded, 2 year old programme run under close monitoring by Corp HR are:

• Motivate & to have stronger employee engagement thereby creating a leadership
pipeline at ANAND
• Nurture the young talent who are at the threshold of changing direction from
managing self to managing others
• well established and stringent selection criteria at group level which involves online
aptitude test, psychometric test, hub level group discussion and hub level interview
•I nternal branding includes exclusive road shows to create buzz & awareness
• Responsible to conduct Young Managers’ Programme (e-MBA) by ‘The Strategy
Academy’ in 1st yr

-Project execution catering to a business challenge in 1st yr
-Learning Events in 2nd yr
- Lead a CFT project
-Mentoring by a senior person from different company
• The career progression is closely monitored plus cross function & cross company
movement is highly encouraged.
• Compensation and benefits are too closely monitored to meet the 75th percentile

Human Capital (HC) Management HUMAN CAPITAL FOR THE YEAR
In house developed criteria is used to measure human capital index of
employees where key value adds to the employees are in terms of
focused grooming and talent management as part of Human Capital. It
also contributes towards better retention of HC by reviewing career
progression/opportunity and trainings provided to them. We have
MDDS being done for our HC employees which form 20% of the total
L1& L2 population. Also yearlong IDPs are made for employees in HCs
and progress is monitored by HR.

Training, Learning & Human Capital Development – ANAND U

The process of aligning training to organizational and personal goals and future needs at ANAND are met by its own
corporate University ANAND U.

The Corporate University at ANAND – ‘ANAND U’ was set up with the express task of developing a Talent Pool, by
educating, training and developing a chain of managers who are slated to take over the baton of future leadership.
ANAND U with its in-house developed programme and activities is now a presence that is woven into the very fabric
of the entire Group. It is at the centre of gravity of every learning initiative that has taken shape at ANAND today.
ANAND U has conceptualized, designed and developed a whole spectrum of training programme, learning regimes
and tools that cover every employee at every level of every ANAND Company.

At ANAND Automotive, the employee
development is more of co-
ordination.HR comes up with set
Training Programmes and counsels
the employees.

Higher Education Initiatives

ANAND has corporate tie ups with various
educational institutes like MIT, Oxford, NITIE, MDI,
Shoolini, IIT – Madras.
aid in expansion of skill set of employees
ensure stringent and uniform selection process
participation
act as an interface between institute, employee and
company to ensure satisfactory education and
appropriate career planning post graduation.

Certain programs that are designed along the lines:

ANAND Leader Development (ALDP): Future lies in well nurtured Present

ANAND Accelerated Management Programme
AAMP is inspired from Management and Leadership programme from MIT, USA. It is a 3 days’
programme meant for employees at GM and above levels to heighten appreciation and awareness of
global trends, Organisational relevance and perspective building for the participants. The pedagogy
captures the MIT-way of discussions and video-based facilitation along with World-wide MIT-alumni
connects.

The ANAND Strategic Leadership Programme (ASLP)
We all operate in a constantly changing business and social environment. It is becoming more and
more important than ever before to understand changes and draw inferences from the variety of
forces that affect our operating environment.
Strategic thinking, societal concern and customer centricity have become an imperative of building
long-term sustainable competitiveness. One of the key objectives of The ANAND Strategic Leadership
Programme (ASLP) is to equip leadership pipeline at ANAND to look beyond operational short-term
solutions and develop a big picture outlook of opportunities in an emerging world.

Apart from the stream-lined initiatives there are the Development Dialogue Assessment Strategies that
ANAND Automotive adapts where employees at the Senior level may have a healthy analyses of the job
productivity.
Time to time , peep in where they started, and where are they headed to keeps an onus on the expectations
and derivatives.
e.g.

Development Planning
What are your Career goals?
Short Term: Within the next 3-4 years, I want to head a small business unit or a department in a large
organization to further develop myself for leadership roles in the long term.
Long Term: In the long run (7-8 years), I would like to see myself in an executive role where I will be heading a
company or be part of executive committee like AMC
( Sample Elaborate Details ( PANKAJ SONAWANE) enclosed)

Launch of Mandatory Programmes
Mandatory programmes have been launched at ANAND for all levels of employees and
linked to their KRA’s categorized as:

• POSH & Code of Conduct
• Role Based Training Needs – Functional
• Management Modules like First Time Manager Essentials, Managerial Effectiveness,
• Advanced Management Skills Mentoring Certification Programme: This Programme
has been announced for all ANAND Mentees and Women performers at ANAND while
Innovative learning & development strategies and methods of measuring
effectiveness of learning & development at ANAND are encouraged.
Thus, ANAND empowers its people, encouraging them to become entrepreneurs, take
risks, and make bold decisions helping in their overall development. Ultimately, the growth
at ANAND is modeled around career plans which works positive towards inspiration
management.

AWARENESS CAMPAIGN

Case Study Reference Evidence of a Healthy Crop of Home ANAND CEO, Mr Deepak Chopra
Grown Leaders, Both Current And Future, As Well As of
Fully Developed Succession Management Systems And
Development Processes.

Our Group CEO is an ideal example to showcase the process of growth and
development for ANAND’s high talent.

Career Progression
Joined at Purolator India Limited in 1976 as a Management Trainee in finance
function after completing his chartered accountancy.

Career at ANAND:

Functional Roles/Work:
•From 1976 to end 1984: Mr. Chopra was part of finance function and later headed the function
•From 1985 to 1987: Mr. Chopra was Corporate Controller at the corporate headquarters.
•From mid-1987 to 1990: Mr. Chopra was Head of finance and Company Secretary of Gabriel
•From 1991 to 1994: Mr. Chopra went into Projects and Operations and headed the new projects at Gabriel
•From mid-1994 to 1996: Mr. Chopra was COO of Purolator India
•From 1997 to 2001: Mr. Chopra was heading the Group’s foray into Chennai with 3 new JVs namely Mando,
Arvind Meritor and Valeo Friction
•From 2002 onwards: Mr. Chopra was Group CFO
•From 2006 to 2009: Mr. Chopra was Group CFO and Group President for 5 companies including 2 non-
automotive industrial JVs
•From 2009 till date: Group CEO

Education Qualification
Is a Chartered Accountant and Company Secretary and did his graduation in Commerce from Punjab
University.

ALDP Journey/ MIT/ Oxford/ or any other Higher education Programme at ANAND.
• Is an alumnus of the Advanced Management Course, Oxford University, UK.
• Did a course on Joint Ventures Management by Harvard Business School, USA
• Did a 02 week Programme on High Performing Organizations by Arthur D Little, USA

In addition there are several other examples of home grown high talent at ANAND such as Mr. Kamaljit
Singh Bhullar (ex-Group HR head, currently Advisor & a Coach), Mr. Mahendra Goyal (MD of SPICER India
Private Limited and Head Business Group III, Group President Aftermarket), Mr. Naresh Moily (COO of
SPICER India Private Limited), Ms. Shilpi Wadhwa (HR Head MAHLE HO & Parwanoo location).

Well Strategized HR Meetings ensure : Development is Not Just a Fad.
It Needs Deliver.

GPTW CULTURE AUDIT REPORT 2017

10.BALANCING

BALANCING ‘

‘ In what distinctive ways does your company help employees balance their work lives
with their personal and/or family lives? Include brief descriptions of your company’s
unique approaches to time-off, health and wellness, on-site services, etc.

A time for everything: A time to relax and a time to be
busy, a time to frolic and a time to labor, a time to
receive and a time to give, a time to begin and a time to
finish.

We at ANAND realize that to be consistent & surpass the
quality of our service delivery to our external & internal
customers, we need to be able to manage a balancing act
at work & at home. Few significant measures we help our
employees in maintaining the balancing act include:

Daily Work Life Balance

•Office Location &Timings: Most of our employees work in Metropolitans like
Delhi, Chennai, Pune, Mumbai & Kolkata. We understand that the office traffic
rush impacts a large portion of our employees. More so, all departments may
not function in the same 9 to 5 fashion. Hence we have provided the flexibility
of starting our day from 9 to 9:30 and ending it at 5:30 to 6. The HR & Admin
together discourage employees from staying back at office late on a regular
basis.

•In case an employee is staying back late on the company’s request they are
either provided a transport back or allowed to take a radio-cab.

•Our Offices are also located at central points of the city and not at the factory
locations so the travel timings are reduced & people can easily find
accommodation around
•For special cases we allow work from home or another one of our locations.

•Open Door Policy is encouraged at all supervisory and managerial levels.
•The management is proactive in finding out if a new / existing employee
has settled down into her/ his role and within the company culture.
•Assets: Laptops& Data Cards are a part of an essential IT infrastructure for
our employees who are frequent flyers or working from home/on-site.
•Education on the Go: Given the wide spread of employees & jobs that
involve a lot of travel we try to ensure they do not miss out on their
learning
•E-Learning: This learning portal can be accessed anytime & anywhere.
With a broad range of modules to select from linked with our domain. It
helps keep our employees up-to-date with their skills & learning.

•

Physical & Mental Well-being- it is an
experience to remember at ANAND set up

Hub Sports: A month long series of sports events ranging from Cricket,
football, badminton, table tennis, chess, carom keeps the spirit of sports &
sportsmanship alive. The range of activities is inclusive of all kinds of
employees & their interest.
Corporate Dining Room: An in-house Dining Room provides all employees
with a lunch that is mouth-watering & healthy at the same time. As they say
that health is 70% diet and 30% exercise, the good wholesome food at the
ANAND Dining Room ensures we provide the nutrition with the flavor intact.
Pantry: The Pantry is equipped with Hot & Cold Beverages & Snacks. Often,
employees enjoy their tea breaks together in a small garden near the pantry
with seating arrangement. It does provide a nice break from work along with
colleagues, improving the camaraderie as well.
Work Environment: ANAND estates whether Factories or the Corporate
Office all speak of a unique environment. Most of our offices are seated in
the lap of nature and boast of superior estate management which is not only
a hygiene factor but also a motivation to work in such an environment. In the
long run, it has an impact on the physical & mental well-being of the
employee who does not have to worry about the unnecessary stress of an
uncomfortable work space

The Office space is open & spacious with enough space for individuals, small ANAND revises its Parental
meetings & conferences. Policy e-news shared

Time Off: With leave policy & Special Allowance comprising 30 privileged leaves, 7
casual, 7 sick leaves & 10 holidays, an employee has the availability of sufficient
number & types of leaves he/she needs to take. Last year we revised our paternal
leave policies to provide 26 weeks maternity support, 5 days paternity leave and
adoption and surrogacy leave to provide time off from work for employees who are
entering parenthood. Apart from this extended maternity benefit has been extended
to mothers post completion of 6 months.

Weekends Off: In 2011, ANAND shifted from all working Saturdays to Alternative
Saturdays giving 2 Saturdays off. In 2015, ANAND added the 5th Saturday as an off as
well. This has been welcomed by all employees.

Special Holidays sponsored by the Company with spouse .Every year 4-5 couples are
sponsored for an exclusive holiday to one of our world-class properties in Sujan
Properties. This is a great opportunity for the employee & their spouse to rejuvenate
themselves and is a once in a lifetime experience.



GPTW CULTURE AUDIT REPORT 2017

11. SUPPORTING

‘ SUPPORTING

‘How does your company support employees at times of significant life events – a
personal crisis, family illness, birth, marriage, etc.? If applicable, you may cite
individual stories, as well as descriptions of your programs.

“No person, trying to take responsibility for her or his identity, should have to be so alone.
There must be those among whom we can sit down and weep, and still be counted as
warriors.” ANAND supports its employees and provides them with ample infrastructure for
emotional and physical sustenance.

Special Occasions

•Marriage
A wedding is a moment of endless happiness and we at ANAND want to
ensure that we do our bit to add onto this happiness. While colleagues
contribute to a small wedding gift, ANAND contributes INR 5000
additionally towards the gift to the happy couple. For employees who
are tying the knot in a location outstation, we even grant a few close
colleagues off to attend the wedding ceremony in person. The
Employees who have had continuous service tenure of 15 or more
years, within the Group would be grantedwith a Special reward on their
children’s marriage. The amount of the reward is capped as per the
employee level in the organization under a policy format.

•Loan Policy: We have loans for appliances & personal purposes,
keeping in mind the ideal amount which is commonly asked for at a
nominal rate of 2%, much lesser than the market value while the time to
repay loan often spans from 24 to 50 months.

•Maternity

1. Maternity Leave - Duration of Maternity Leave stands revised to 26 weeks, as
per the Maternity Benefits Act 1961
2. Adoption / Surrogacy Leave - as per the Maternity Benefits Act 1961
3. Paternity Leave - 5 days leave can be availed within 90 days from the date of
child birth
4. Post Maternity Support (Unique Benefits Offered to female employees in
ANAND Group) Duration of Post Maternity Support is 12months
– For First 6Months Employee can opt for - Half Day Working on Half Pay
– For entire 12Months Flexible working Hours, matching normal duration of
Working hours
- can opt for (Combination of Option A& B)
i) First 6 Months – Half Day working on half pay
ii) Next 6 Months – Flexible Working Hours, matching normal duration of working
hours

Work from Home
a) Employee selecting Option B (Post Maternity Support) will have a choice to work
from Home, maximum for 2 days in a week for 12 months with a prior approval
from respective Company’s HR Head & Department Head.
*These days cannot be accumulated.

Education: Learning being a seamless aspect of our system, we often come across
employees who are passionate in pursuing courses that are picked from a wide
spectrum of disciplines. At ANAND we have tried to encompass these options in a
bouquet of courses we offer in-house via ANAND U & other educational Schemes.
However we do in certain cases allow sabbaticals, sponsorships and educational
tours to our employees.

e.g. via job rotation we may have an HR Head who has come from a core
Production or Finance background. In this case we would sponsor them to a course
in XLRI to acclimatize him in the best possible way into his role.

Medical Care & Personal Crisis
Medical: All employees must go through a pre-joining check up. In
case of any pre-existing issue we try to ensure our on-board doctors
advise, treat & follow-up with the employee.
Insurance: The group will ensure full coverage of all its employees
under the government health schemes and directives.
There are three kinds of coverage we provide:

1. ESIC – For employees under the scheme

2. Group Mediclaim Coverage: This covers expenses in the event of
hospitalization. We provide cashless as well as reimbursable forms of
payment. This also covers the spouse & first two children (below the age
of 21). Additionally an employee can add their parents and in-laws at a
nominal premium.

3. Group Personnel Accident: This coverage is to ensure that in the event
of an accident that might lead to temporary, partial, permanent disability
while on duty, the employee gets compensated under the Employee
compensation Act.
4. Life Insurance: All employees are covered under the Metlife for Life
insurance.

5.Medical Reimbursements: All employees are eligible for medical reimbursements
for medical expenses that do not get covered in the above
6.Exigencies: ANAND always supports its employees in their time of need. In
exceptional cases, if none of the above policies are sufficient, the management rolls
out support to its employees & their affected families in the maximum possible way
e.g. colleagues with an ailing family member who have to spend a lot of time in their
care are given part-time working privileges or are asked to operate out of another
one of our offices to be able to cope with the attention they need to give at home
and to their work.
7.Shifting/Relocating: On relocation the company supports in the following aspects:
Relocation Costs that covers, transportation & packaging of household goods
(including insurance), house brokerage (max 1 month) and school admission
expenses. Even Children Education Support , the gratuity policy is in place in case of
transfers. (support policy enclosed)
Apart from this our administration extends help in liasoning with local authorities,
agencies, companies for any assistance.

GPTW CULTURE AUDIT REPORT 2017

12.INCLUDING