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Celebrating Diversity – Beyond Women’s Day

NatWest Group has cracked the code on how to incorporate inclusive practices into the workplace and have done so exceptionally well. How did they do it?

On March 2, 2022, Great Place to Work Institute India hosted a webinar on “Celebrating Diversity – Beyond Women’s Day”, moderated by Jinal Jain, Senior Analyst Diversity, Equity & Inclusion and Sandhya Ramesh (Head – Great Place Diversity, Equity & Inclusion, Great Place to Work®️ India) in conversation with:

1) Saurabh Gupta (CFO and Finance Head – India; Leader Sponsor for Gender-Balance India Inclusion Council workstream, NatWest Group)
2) Liz Burton (Global Head – DEI, NatWest Group)
3) Padmavathy D Kothandaraman (Head of Engineering Transformation and Interim Head of Core Solutions Technology India; Disability Smart Lead – India Inclusion Council, NatWest Group)

Celebrating Diversity – Beyond Women’s Day

Here are the main takeaways:

“The key is to look at each person as an individual” – Saurabh Gupta

We started off with Padmavathy elaborating on the prejudices faced by women in a field as male dominated as technology, where neither campus nor curriculum were designed keeping women in mind to begin with. In the workplace, managers would take career decisions for women, and leadership was seen differently in men and women. Saurabh added to this, saying men are seen as more competitive while women are seen as more empathetic and communicative. The key is to look at each person as an individual, which involves removing institutional bias. Doing so would require not just gender inclusive policies, but robust governance framework as well, to ensure effective execution.

In the context of female employees with disabilities, Padmavathy mentioned that while technology is certainly an enabler, its use in helping to bridge the disability gap is largely restricted to the formal sector.

Top-Down Approach

Although organizations need to define what DEI means to their overall vision, Liz believes that DEI needs a balance between using hard metrics such as representation numbers and data-based solutions, and support via coaching and sensitization. This requires a mindset and behavioural change that must come from managers and leaders.

Some Best Practices that make NatWest truly inclusive

They also discussed a few inclusion practices that are currently in place at NatWest. These included the NatWest ‘Women at Work’ program, which aims at the reintegration of women into the workplace, and Choose to Challenge, which encourages people to make the effort to challenge day-to-day microaggressions. Although top-down efforts are important, they also emphasized how each one of us are responsible for the change to happen.

Commitment is everything

Overall, the three speakers believed in the organisation’s commitment to supporting its employees is the basis for an inclusive workplace. Creating a safe environment comes by showing allyship and advocating for change, and this environment would function much better than any retention policy. Padmavathy mentioned that any organization should have three foundational policies: an inclusion policy, a safety net policy or an employment break policy, and health and advisory policies. Designing strategies based in data, holding those around us accountable, and holding ourselves accountable is the way forward in making workplaces truly diverse, equitable and inclusive.

Our DEI experts will be eager to connect with you to outline how your organization can be on an intentional path to creating a Great Place to Work® FOR ALL.

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Ishah Taimni

Ishah Taimni is our Community Associate. She works with our Diversity, Equity, and Inclusion team. Her passion for Communications and Linguistics is only matched by her love for world history and new cultures.

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Winning with People at the Core

People Practices form the Core of the Organizational Culture

Excelling on all the five dimensions of High-Trust, High-Performance Culture™ – Credibility, Respect, Fairness, Pride and Camaraderie – DHL Express India Private Limited is recognized among India’s Best Companies to Work For 2021 – Rank 1. The fact that DHL gets glowing employee engagement survey results is because the company is doing a lot of things right.

One of the initiatives at DHL Express India Private Limited highlights their commitment to their culture.

Employee Opinion Survey: Employee Opinion Survey (EOS) is a unique process of giving feedback on the organization’s policies and practices, this feedback even reaches straight up to the Board level. The survey gathers feedback from all the employees and given to all the managers and leaders. It is conducted to listen to the “Voice of the Employee”, understand their concerns and proactively address their issues. The questions are designed to gauge the level of commitment and motivation among employees. Action items are prepared through focus group discussions on areas of improvement by each function, location, and unit. A strong follow up is done to make sure that the voice of employees is addressed. Read more on DHL’s ‘Best People Practices’ here.

Dedicated and consistent efforts such as these make a huge difference in employee engagement between the Best Workplaces and the rest.

Great Place to Work® Institute has been studying the best workplaces for more than three decades in over 60 countries. This has led us to conclude that a Great Workplace Culture is a direct result of strong focus on initiatives dedicated to increasing employee engagement and consistent Leadership Behaviour.

There exists a strong case of investing in efforts dedicated to increase employee engagement because:

  1. It converts organizational values into positive employee experience, which develops into a High-Trust High-Performance Culture™.
  2. It leads to a sense of Pride and Camaraderie resulting in an enhanced level of employee performance.
  3. Continuous investment in assessing and enhancing employee engagement is not only a crucial part of building trust and sustaining a Great Place to Work® FOR ALL, but also leads to long term organizational success.

Our data shows a clear effect of investing in employee focused practices on
improvement in employee engagement. In a longitudinal study covering all
organizations participating in our study for the last three years, we found 85% of them have seen a significant increase in employee engagement where even a slight improvement in employee focused practices were observed.

Best Workplaces invest heavily in initiatives dedicated to increasing employee engagement.

Our research report on India’s Best Companies to Work For 2021 highlighted that during 2020-21, – a year characterized by unprecedented economic and social challenges, not only has Corporate India reported the highest ever year-on-year increase in positive employee experience but also invested heavily in introducing practices to create a Great Place to Work FOR ALL. This focus on practices to increase employee engagement has helped organizations fuel positive employee experience in best workplaces.

It is also about the design.

We observed that there is a significant difference between levels of employee engagement and trust within the organizations who are focused on creating original and differentiated practices for employees versus the rest. Clear evidence that designing practices with focus on originality and differentiation goes a long way in building trust and enhancing employee engagement within the organization.

Is your company focusing on Designing Remarkable Practices?

See the full list of India’s Best Companies to Work For 2021 that are focusing on gathering feedback from employees and transforming their company culture – helping us get closer to our mission of ‘Making India a great place to work FOR ALL’. Apply to get your company recognized on any of our upcoming Best WorkplacesTM lists.

Suraj is our Research Analyst. Suraj works in our Research and Development team to derive deep insights about building and sustaining High-Trust, High-Performance Cultures™. When Suraj is not sifting through all the research and data at Great Place to Work® India, he’s probably perfecting his music skills or planning his next treks.

Suraj Jadhav

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Inclusive Workspace needs more than just ramps

Where should a transgender person go in case of a bathroom emergency?

This is a question we might not ask ourselves, but it is something transgender people have to think about every day. The stigma around their gender identity and lack of acceptance by the binary employee have always kept them out of the gender-specific toilets dedicated to either males or

Discriminative workplace designs

This is just a small and probably not most looked upon issue at the workplace, But there are a series of such issues that make a workspace fairly discriminatory to a substantial proportion of the employees at a workplace

  1. Size appropriation of toilets – The size of a urinal in a males restroom takes a lot lesser space as compared to a toilet booth in a female restroom. Therefore assigning equal space for both men’s and women’s restrooms is a discriminatory practice because, at any point in time, a larger number of men can use the restroom compared to women.
  2. Toilets for transgenders – If we revisit the opening statement, we are yet to conclude which of the men’s or women’s restroom a transgender person should use. Lack of a proper relieving facility violates their survival right and creates a toxic environment for all employees.
  3. Self-closing doors – Self-closing doors are a match made in heaven for employees who are not habitual of closing the doors. Still, such doors restrict the independent mobility of employees with physical limitations.
  4. Evacuation facilities for disabled – Most organizations do not have an evacuation plan for disabled employees, let alone proper evacuation facilities. Stairs on the name of evacuation facility are pure discrimination against employees with physical and visual limitations.
  5. Creches for Returning Mothers – The safety of children is one of the biggest concerns of a mother, and it becomes the biggest hurdle for returning mothers. Creches at the workplace can ensure the relaxation of the motherly instincts of female employees returning after childbirth.

Great Place to Work® has helped many organizations create an inclusive workspace for all employees. Many Great Place to Work® certified organizations have facilities like creches, a dedicated restroom for transgender people, and disabled-friendly facilities. These organizations have seen immediate results in terms of attracting a diverse workforce and increasing retention rates.

It is high time to understand that the mere presence of ramps is not disabled friendly and just recruiting transgenders is not transgender-inclusive. Great Place to Work® Workplace Inclusion Index can help identify such gaps and create a holistic and inclusive workspace that benefits all.

Keen to understand the impact of our D&I Initiatives and compete for honours in India’s Best Workplaces in Diversity & Inclusion? – Take the Inclusion Assessment now

Keen to be part of the Conversation – Register for the Great Place Diversity & Inclusion Summit 2022 here.

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Enabling multigenerational intelligence at the workplace

Companies and workplaces have undergone tremendous transformations in the past few years. They are being transformed due to the presence of five generations co-existing and co-working at worksites today. In 2000, we just had traditionalists, baby boomers, and Gen X present in the organizations. However, today, we have two more generations- Gen Y and Gen Z as a significant share. Most recently, the pandemic has shown that there is another generation to add to these generations. It’s the Covid generation.

Benefits of having a generationally diverse workforce

In today’s world, where things are changing so dynamically, it’s more important than ever to embrace Diversity and Inclusion (D&I) by accepting different points of view. Attracting diverse talent can help bring that melting pot of ideas together.

  1. Diverse inputs are the main advantage of a generationally diverse workforce. People coming from different walks of life have different ways to look at things. This becomes essential when a company is trying to satisfy a diverse customer base.
  2. Designing a product for a wider population, including all generations, becomes easy as a generationally diverse workforce makes it easier to understand the pain points and needs of a different generation.
  3. Each generation has a different set of knowledge and ideas to offer which are fundamentally different from other generations. Having generation diversity can lead to knowledge sharing, which can be significantly valuable for other colleagues and the organization as a whole.

Corporates excelling in taking advantage of generational diversity

SAP India Ltd.

SAP India has introduced new concepts and practices to lead a culture of inclusion and innovation in the company. At SAP, they believe that people policies need to evolve through the ACTS framework. ACTS, which essentially means Articulate what problem you want to solve, Consensus, drive Consensus by getting focus groups working on that problem, Target experiments, and Scale those experiments. SAP approach has evolved from diversity to inclusion, to belonging. SAP is one of the few organizations that have five generations working together and are working very seamlessly. Platforms like speed mentoring are provided to the younger workforce to go through mentorship with different leaders. It is a short period of mentorship, where the idea is to provide clarity in the younger workforce’s mind. Reverse mentoring is another such program. Two people from two generations are brought together through a buddy program for a certain period. For example, a 20 years experienced leader is made a buddy with two years of the experienced younger employee. These programs have not only met the business objective of understanding the two generations, but it also has helped in creating a better work environment in the organization.


Intuit refreshed its values which focused importance on diversity, inclusion and creating a respectful environment for everyone. They began by enabling employees from different walks of life at different stages of their career lifecycle to come together and work as equals. This allows them to bring their ideas to the table, have healthy conversations, have a debate, lead with data, and at the same time ensuring that they’re always empowered to bring their ideas to life. Intuit also has an interesting Great Place to Work Ambassadors community which is a great example of multigenerational D&I in the workplace. The ambassador community has been widely successful in replicating the success of various best practices across teams and business units. The community owns a lot of end-to-end programs which have been entirely conceptualized and executed from scratch. “They have leveraged listening as a core principle that is driving transformation. And, the ownership and empowerment that has been bestowed by the leadership as an enabler for that change”. Although millennials make up for a significant part of this community, they do have senior and experienced folks who are helping streamline the raw energy that people are bringing in. At all levels, they are striving to bring together initiatives, efforts, and engagements which are meaningful
to all the employees.

Moving forward with generational diversity

Each generation has a different way of communicating and different expectations from their employers, whether it is the advancement of various opportunities available to them or opening new opportunities. When it comes to cross generations, there is a need to think about time and not just about age. Time means the richness of the experience of the people. There are graduates, interns, students, jiggers, freelancers, societal elements, and each one of these experiences brings a new thing into the organization.

SAP India and Intuit are the Great Place to Work® recognized organization which were able to not only identify multigenerational talent but also utilize them to gain an advantage for their organization by actively nurturing and engaging with them.

Keen to understand the impact of our D&I Initiatives and compete for honours in India’s Best Workplaces in Diversity & Inclusion? – Take the Inclusion Assessment now

Keen to be part of the Conversation – Register for the Great Place Diversity & Inclusion Summit 2022 here.

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What can an organization do to promote inclusive language?

“Just because I may seem feminine, doesn’t make me any less than they, them” – Anonymous.

Gender is a complex spectrum with a wide range of pronouns, words, and connotations to compliment a person’s gender expression. People often identify themselves as different from their assigned gender at birth. When such people are categorized within the bounds of expected notes of femineity and masculinity, they feel uncomfortable.

When we talk about inclusive languages, we not only mean gender-neutral language for non-binary genders. Women at the workplace often witness a skew of toxic masculinity in the language. Not less than often, such practices may lead to a high level of discontent and dissatisfaction in the employees. Let’s look at some of the exclusive language practices in an organization.

  1. Gender-biased language – Giving preference to a particular gender, say masculinity over femineity, while using certain words—Lady chairman, female salesman, female landlord, etc.
  2. Gendered language – people’s tendency to fit everyone in the socially acceptable frame of either masculinity or femineity. Ex- Addressing emails with Dear sir/ma’am.
  3. Binary pronouns – using binary pronouns for everyone, even those who do not identify themselves with either of dominating genders. Ex- He/She for everyone.
  4. Microaggression – Comments that negatively target the marginalized groups which form a part of discrimination. Microaggression can be intentional or unintentional.

These activities have a negative toll on the person directed towards, and research says that the organizations not having gender-neutral language have a lower retention rate and a larger number of the employees quitting the organization. Therefore, it is essential to have policies in place for gender-neutral language.

What can an organization do to promote inclusive language?

  1. Sensitization programs – Companies can have gender sensitization programs to create awareness and educate the employees about the basic difference between gender, sex, gender identity, and gender expression. An aware employee is less likely to make unintentional use of the exclusive languages.
  2. Pronoun tokens – Companies can use pronoun tokens at various places to help employees identify the pronoun of the individual. Such tokens can be name tags, email identity, pronoun batches.
  3. Sensitization as a part of orientation – As important it is to create a gender-neutral environment in the organization, it is equally essential to preserve it. Adding sensitization into the orientation program can ensure that new coming employees don’t corrupt the organization’s environment.
  4. Empowering non-binary and female employees – Employees who are highly sensitive to microaggression can be empowered using various tools to stand for themselves and highlight the incident of microaggression.

Great Place to Work® offers an extensive assessment of workplace inclusion of diversity using several in-depth parameters called the Workplace Inclusion Index. By taking Workplace Inclusion Assessment, businesses can identify their shortcomings in adopting inclusive languages and components corrupting their inclusive environment.

Make Great Place to Work®’s Workplace Inclusion Index your first step towards an inclusive environment.

Keen to understand the impact of our D&I Initiatives and compete for honours in India’s Best Workplaces in Diversity & Inclusion? – Take the Inclusion Assessment now

Keen to be part of the Conversation – Register for the Great Place Diversity & Inclusion Summit 2022 here.

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When Ability goes beyond Disability

Disability is more in the minds of the people around those with disabilities. This perception can only be changed when Disability is understood as diversity and not as an inability – Dr Deepa Mallik

PWD are the largest and most dynamic minority in the world, forming as much as 15% of the world’s total population. Disabilities are not always visible like locomotor or visual Disability, it can be invisible, permanent, and even temporary. Despite comprising such a larger population, people with disabilities are the most overlooked and discriminated section of society. For years, we have unconsciously and consciously discriminated against PWD due to a lack of sensitization, education about handling diverse PWD issues and deficiency of inclusive infrastructure.

Sources of discrimination against people with disabilities

  1. Stereotypes – We as employers, colleagues, managers and subordinates have many assumptions regarding what a person with disabilities can do and what they can’t. We often choose to disregard researches and even the performance of PwD and brand them as inefficient and unproductive. A person in a wheelchair is assumed not to be able to perform a job that requires travelling.
  2. Unequal Opportunities – one of the main reason that a PWD is not able to shine and achieve big is unequal opportunities. Inaccessible infrastructure, Lack of assistive technology, higher cost of accommodating a PWD further add to them not being able to come forward. Due to the lack of successful examples, we often misjudge them as unproductive.
  3. Social exclusion – Lack of awareness and education about disability issues and problem makes people behave abnormally with PWD. People often admit that their approach while initiating social interaction with PWD is different from their approach with an average person.
  4. Cost of accommodating – Organizations are reluctant in hiring a PWD because the cost of creating an accessible environment with assistive technologies increases their cost of hiring. As a result, many organizations often disregard the achievements of PWD, which in many cases are better than an average applicant.

How a lady with an iron will break all stereotypes – The Story of Dr Deepa Mallik

Fighting chest-below paralysis called paraplegia occurring from a spinal tumour for almost 20 years, Dr Deepa Malik is on a mission promoting Ability Beyond Disability. She defied gender and disability by becoming the first Indian Women to win a medal (silver in women shot put) at the Paralympics at Rio 2016 Paralympic games. She has been honoured by the President of India with Padma Shri at the age of 47 for her invaluable contribution to disability empowerment as an activist and the president of the Paralympic committee. The daughter of Dr Deepa Malik, Devika Mallik, was born a premature baby with acute neonatal jaundice and hemiplegia, was paralyzed on one side of the body.

The mother-daughter duo has co-founded the Wheeling Happiness Foundation, which supports and enables PWD athletes by providing access to sports equipment and helping them overcome other challenges, including emotional, social, and financial problems. Their mission is “to create an inclusive & barrier-free society and empower people with disabilities, women and economically under-served communities.”

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Dr Deepa pointed out the need for the disability sector to become citizens and not just remain consumers by starting to support PWD instead of differentiating and sympathizing with them. As an individual, a team, and an organization, it is our moral duty to make the country progress and leave no one behind. The more we start thinking about inclusion, the better
the policies and infrastructure will be, and there will be a lesser chance of people being discriminated against, intentionally or unintentionally.

The vision of inclusivity

Making the atmosphere conducive to respect the different needs of diverse individuals helps create multiple opportunities to tap the potential of people with special abilities who can earn for themselves and give back to society. Social inclusivity is a real commitment. Be it business, culture,
or community, everyone is more enriched by universal inclusion. Disabilities are more ‘able’ than ‘disable’, and it is often the environment that restricts a person’s progression in society. The pandemic has brought in significant realizations and massive changes in the ways of working. This
can be a perfect opportunity for workplaces to tap on the potential of diverse and differently-abled people by providing them with the proper training to deliver as per their highest efficiency.

“People will look at you, the way you look at yourself. It is vital to keep learning and evolving

Keen to understand the impact of our D&I Initiatives and compete for honours in India’s Best Workplaces in Diversity & Inclusion? – Take the Inclusion Assessment now

Keen to be part of the Conversation – Register for the Great Place Diversity & Inclusion Summit 2021 here.

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Building and sustaining Employee Resource Groups (ERGs)

In the corporate world, most organizations have defined their vision, mission, purpose, and proposition. But only an organization which is a Great Place to Work FOR ALL, would have been able to translate that desktop background into a lived experience. Employee Resource Groups have been a critical angle of a inclusive workplace structure that has helped numerous organizations effectively drive actions to further their D&I agenda.

What are Employee Resource Groups (ERGs)?

Employee Resource Groups (ERGs) are voluntary, employee-led groups whose aim is to facilitate a diverse and inclusive workplace. ERGs have evolved from being small employee support networks to a group of Champions who implement and provide bottom-up feedback about actions taken in the organization’s Diversity & Inclusion strategy.

We had a chance to host People Leaders from 3 large organizations in the country; Priyanka Anand,VP HR, APAC, Ericsson India Ltd., R Rajnarayan, VP and CHRO, Titan and Harshvendra Soin, Global Chief People Officer, Tech Mahindra. These leaders spoke about 3 foundational elements of any

  1. There is a need for affiliation among employees,
  2. Employees feel the need to contribute at a large scale or community; and
  3. People intrinsically want to make a difference.

In their experience the key tenets to maing ERGs successful are:

  1. Senior leaders understand how the groups efforts align to business needs  
  2. ERGs are given absolute accountability and responsibility with minimal intervention and maximum endorsement from the management;  
  3. They are equipped with necessary resources and financial support, and governance structures to report progress/ lack-of the same.

Few other D&I Best Practices outlined by the three organizations include

  1. Ericsson India Ltd: Ericsson has unique programs that serve different talent levels – FUEL, ASPIRE, and ALTITUDE, for enabling and developing women in the workforce. FUEL provides a platform for fostering technical talent at the entry-level. ASPIRE is a career enhancement program for the middle level, and ALTITUDE helps identify competent women for Leadership positions. Ericsson has a platform for anywhere and anytime learning to help employees stay relevant with new skills and required competencies.
  2. Titan Company Ltd: Over the few decades, Titan has penetrated a diverse customer base and simultaneously identified the need for diverse employee groups. This assimilation with their business model has helped their leaders and managers consciously facilitate inclusive behavior within the organization to cater to the needs of their team members.
  3. Tech Mahindra Ltd. – Tech Mahindra has a presence in over 100 countries with an intentionally diverse and globally inclusive workforce. Tech M has formed multiple employee resource groups globally, which carry out cross-cultural engagement activities. Along with gender identity, Tech M has diverse initiatives and progressive policies to include people with different sexual orientations. Tech M also has programs for different generations, such as reverse mentoring and Young CEO that provides a platform for staying relevant and acquiring new skills.

Keen to understand the impact of our D&I Initiatives and compete for honours in India’s Best Workplaces in Diversity & Inclusion? – Take the Inclusion Assessment now

Keen to be part of the Conversation – Register for the Great Place Diversity & Inclusion Summit 2022 here.

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Security and Intelligence Services (India) Limited, Generating employment for young Indians from all walks of life – overnight transformed into a Corona Warrior, rising to the challenge

SIS provides security, facility management and cash logistics services, which are essential to the functioning of a vibrant and healthy economy and while doing this, it generates large-scale employment opportunities for young Indians from all walks of life.

With respect to social responsibility and contribution to community, SIS Global’s thrust is on areas of Education by way of promoting education to children including primary, secondary and university education, building schools, colleges and training institutions including provision for full time residential institutions and full student sponsorship, promoting and sponsoring girl education at all levels, women education and self-employment training, Vocational Training / Education and Livelihood Enhancement, Vocational training in security, cleaning, gardening, plumbing, electricals, and other specialties/vocations, Government Programs under the skill development sector, Computer literacy training, building training schools and facilities for vocational skills and local community camps for skill developments in various specialties,

Sanitation and drinking water projects for local communities, domestic & community bathrooms and sanitation for rural and urban households, Women sanitation projects and water conservation programs; and Healthcare in local communities by way of health check camps, building hospitals, clinics, diagnostic centres and associated infrastructure etc.

SIS Global sometime back won the Green Galaxy Corona Fighter Award in recognition of their work during the national lockdown. Being an essential service the entire fleet of SIS global in security services as well as facilities management services, against all odds, kept discharging their critical services on the frontlines of the war against the pandemic. From the maintenance and upkeep of hospitals, health centres and other key establishments and facilities, to the security and cash management and logistics services. While doing all this the organization ensured that their Corona Warriors were equipped with all the relevant safety and protective gear. The entire team rose to the occasion and delivered beyond the call of their duty, to serve the community across the country. SIS Global has been hailed by entities and establishments across the country as worthy Corona Warriors for their yeoman’s service to the nation. And while doing all of this the organization also managed to create a great workplace for its people. 

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Bharti Foundation, Transforming India – One Village at a Time, through the Power of Education

Bharti Foundation is an organization that is one of the torchbearers of Transforming India – one village at a time. It is powered by its vision ‘to help underprivileged children and young people of our country realize their potential’.

The organization provides free quality education to underprivileged children, many of whom are first-generation learners in rural India, through its flagship Satya Bharti Schools Program. With a particular focus on the girl child, the program aims to deliver transformative education to children to become educated, responsible, and self-reliant citizens with a deep sense of commitment to society. Students are also provided free uniforms, textbooks, notebooks, stationery, mid-day meals and other welfare schemes.

Activities within and outside the classrooms are given equal importance to encourage students to learn ‘from life for life’, thereby inculcating in them the right values, attitudes, life skills and confidence. Parents, community, and like-minded organisations are active partners in the schools, and all the Satya Bharti Schools uphold this way of functioning.

During COVID, within a short period of the lockdown, the entire Satya Bharti Schooling system turned virtual. Due to structured programs around training parents on home-mentoring and phone-PTMs, where parents were taught how to download apps and use them at home for their children’s studies. This ensured that the shift to a virtual system was established with ease. Today over 80% of students are connected with their teachers in class-based groups. Both WhatsApp based and online classes are being held. Students without a smartphone are being taught through group voice calls. The teachers were given training on teaching virtually, and most of them experimented and created their teaching videos and online content. Online projects and competitions kept students engaged with creative activities as well to keep their motivation high.

With this, the Bharti Foundation is steadily moving towards its goal ‘to improve the quality and accessibility of education at school level across rural India and to provide training and education opportunities to the youth of our country, in order to make them employable’.

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HCL Technologies, Information Technology Powerhouse of India – Giving back to Society through conscious business propelled by Innovation & ‘Ideapreneurship’

One of the Information Technology powerhouses in India. It is not only one of the largest employment-generating organizations in the country but also one of the top corporate tax payers in India. HCL is mandated by the belief of giving back and strengthening the socio-economic ecosystem of the communities it operates in. The size of the business determines the intensity of intervention. HCL’s conscious business model prioritises social and environmental affairs. It has strategized its sense of responsibility and accountability towards communities through its CSR arm, HCL Foundation.

During the current pandemic or any other national crisis, HCL has sought to leverage its core competence, to initiate quick response and action for affected communities, in collaboration with Government. For e.g., the Data Analytics Centre set up in Tamil Nadu Disaster Relief Commission helped Government to initiate swift and informed action to support communities in need and plan the future course of action.

The workplace culture of HCL Technologies is characterized by innovation at every level, which is powered by its flagship programmes like ‘ideapreneurship™’. 

 It works on the fundamental principle of inverting the organizational pyramid and engaging, enabling and empowering the front line. It has set in motion a grassroot movement that has rallied the entire organization behind this innovation agenda. Encouraging people to ask questions, is the zeitgeist of the culture at HCL Technologies because that leads to enhancement of the ‘value zone’ created in every interaction, whether with customers or co-workers.

It is not only one of the fastest growing IT Services brand in the world while riding on the philosophy of ‘Relationship beyond the Contract’, it also is an inclusive organization that puts its employees first. 

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