Our world-class crop and seed solutions have their beginnings in our people. We believe in considering everything we do through the lens of how it will affect them, and our organisational culture – always prioritising wellness, learning, fairness, and inclusivity.
People have always been central in our operating ethos. They form one of the pillars that hold up UPL’s strategic intent.
|Unit||FY 2018-19||FY 2019-20||FY 2020-21|
|% of actively engaged employees||64.50%||71%||88%|
Formally integrating new employees into the organization ensures that a new employee feels welcome and comfortable in their new environment. It equips them with a starter kit of skills, knowledge, and resources to begin their working relationship with the company on a positive, productive note.
The Benefits of On-boarding
We have incubated a culture of continuous learning. In it, we encourage personal and professional growth across our global offices and the wide range of diverse functions. The ultimate objective is to complement UPL’s business mission with the full potential of our people.
Learning and training
Improved work-life balance
New talent referrals
Develop a culture of learning within UPL
Encourage people to be active learners, able to decide their development needs and seek out the specific inputs they need
Offer a wide range of learning resources via a globally recognised service provider
Offer dynamic custom content that is easy to access and complete, e.g. modules in Accounting, Cross Cultural Management, SCM, working remotely, problem-solving, Customer-First Leadership, etc.
Deliver certificate badges upon completion of modules which can be shared socially, for example on LinkedIn.
Behavioural based safety by Max Safety was carried out in January 2021, covering employees at unit leadership level, projects group and unit safety team
Hazard Identification and Risk Assessment training with consultation and participation of workmen at shopfloor was conducted by internal safety team in year 2019
Safety Leadership by Paul Balmert in November 2019 - Covered 75 employees of our Supply Chain leadership team and Unit leadership team of all units. Key objectives of this workshop were:
How safety performance can be enhanced using various tools at the shopfloor level
How to influence right safety behaviour at the lowest level, this led to 2 new initiatives
Leadership GEMBA walk at shopfloor level was introduced to promote safe behaviour and identify issues on the shopfloor
Safety First Initiative in December 2019 for all the units of SCM
Our TQM Journey started in FY18-19 with the objective of achieving system-driven transformations and improvements in pertinent Key Performance Indicators (KPIs). Employees of all cadres were trained in or sensitised about Kaizen and Poka-Yoke. Capability building programs by external consultants helped in successful roll out and enhanced the level of understanding on TQM topics.
1 In FY20-21, ‘United TQM Champions League’ was held, in which various teams from 3 units participated in 11 different competitions such as Daily Works Management (DWM), Quality Control Circle Projects, Improvement Projects, Autonomous Maintenance (AM), 5S, Kaizen, Slogan, Poster, Creative Writing, and more.
2 In FY19-20, Policy Management, Cross Functional Management and Quality Control Circle (QCC) movements were rolled out and our QCC teams have achieved accolades. At Chapter convention on Quality Concepts (CCQC), organized by QCFI, our teams won 12 Gold Awards and at National level, 2 Par Excellence awards.
3 To promote TQM and to recognize efforts made by our employees, United TQM Champions League (UTCL) was launched in Oct’19. In UTCL, individuals or teams who have contributed significantly in TQM implementation, are recognized, and rewarded suitably.
4 As a step towards validating the effectiveness of these efforts, UPL is aiming to challenge the Deming Prize, the most coveted award in the field of TQM. It is conferred on corporates who have achieved tangible improvement through the institutionalisation of TQM practices.
We believe that Reward and Recognition (R&R) practices must continually evolve to support team efforts and keep up with organisational change. At UPL, our R&R efforts are directed at improving in-role and extra-role performances, thereby enhancing our engagement level with our employees. We have instituted 2 tiers of rewards: Global and Manufacturing.
Our vision is to be an icon for growth, technology, and innovation. The OpenAg Awards are a platform for rewarding excellence in business from all around the world, and for us to share our successes and learn from one another.
these celebrate our top sales and marketing performances. Individuals who directly drive extraordinary business growth
these celebrate new ideas and innovative, environmentally friendly thinking.
Program for Rewards & recognition of All individuals and teams toward Sustainable Engagement. The 5 pillars of PRAISE are Productivity, Quality, Cost, Delivery, S.H.E. and Morale (PQCDSM) form the base of our awards system. Within it, members of Leadership Team and HODs regularly assess and recognize individuals at department level or unit level based on their achievements.
for extra vigilance and dedication Team awards for appreciating the ‘team with one focus’ and showcasing performances in terms of Kaizen / Poke-Yoke / Zero Customer Complaints / Zero Safety Incidents, and QC circle awards are some of our areas in R&R.
Employee Engagement & Wellbeing
Recrafting ‘Normal’ in the time of Covid
We recognised early into the pandemic, that COVID-19 would test us on all fronts. Among the many adjustments we had to make, we were keen that employee wellness shouldn’t go neglected. We identified some simple and consistent measures to allow our teams to stay mentally and physically healthy in this fast-changing landscape. We developed multi-pronged employee wellness program with something for everyone:
Talks on Mental wellness
We also encouraged virtual catch-ups with no work agenda – informal ways of checking in on your teammates and creating online ‘water-cooler’ moments.
Health & Wellbeing
Childcare facilities are provided by UPL to its employees.
UPL provides Mediclaim facilities to all its employees.
UPL provides 32 weeks maternity leave, going beyond the Government of India’s mandated 26 weeks.
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UPL therefore, does not accept any responsibility or liability on the nature, standard or the accuracy of the translation and cannot take responsibility for any type of inaccurate contextual meaning in the event of a mismatch from English to a regional language.”