Page 77 - TCE Annual Report 2024-2025

Overview Leadership Messages Governance Strategic Insights Business Review People & Community

The YEDP is designed as a structured two year journey TCE’s long standing culture of knowledge sharing was
that combines formal learning, mentorship, on the job further enhanced through forums like TechConnect and
exposure and cross functional projects. Participants TechPride Challenge. TechConnect sessions allowed
are placed across six delivery centres and are exposed experts from different disciplines to share insights
to diverse industry sectors, allowing them to gain and discuss case studies, while TechPride provided a
both breadth and depth in their experience. By giving platform for employees to showcase value engineering
these engineers early exposure to complex, real world solutions they had developed on projects. Together,
challenges, we are building a pipeline of professionals these platforms strengthened the spirit of collaboration
who are ready to contribute to TCE’s vision from day one. and innovation across the organisation.

Lateral hiring also remained strong, particularly in niche Fostering Engagement and Inclusion
areas such as digital engineering, sustainability solutions,
and emerging technology domains like hydrogen, Employee engagement is essential to building a
renewable energy and advanced manufacturing. Our workplace where individuals feel connected, motivated
focus on targeted recruitment ensured that we attracted and valued. In FY25, we introduced several new initiatives
individuals with specialised expertise, strengthening the to create meaningful experiences for our people. Our
organisation’s ability to take on projects of increasing Values Awards campaign celebrated employees who
scale and complexity. embody TCE’s five core values – Customer Satisfaction
and Loyalty, Technical Excellence with Professional
Learning, Upskilling and Knowledge Sharing Ethics, Responsibility to Society, Employee Dignity and
A culture of continuous learning remains a hallmark Self Respect, and Organisational and Individual Growth.
of TCE. FY25 saw an expansion of structured learning Nominated by peers and leaders, the awardees were
programmes that help employees enhance their skills recognised as the torch bearers of TCE’s culture. Their
and stay ahead of industry trends. Our Digital Learning stories were shared internally, inspiring others to live the
Academy provided on demand access to hundreds of values in their day to day work.
technical, behavioural and leadership modules, ensuring Diversity, Equity and Inclusion (DEI) remained a key
that learning is self paced and flexible. priority. We continued to increase representation of
women in engineering and leadership roles through
Formal training hours reached well over 60,000 person
hours during the year, spanning multiple formats, targeted hiring, mentoring, and return to work initiatives
classroom sessions, digital learning, experiential for women professionals. Plans were also set in motion
workshops and project based assignments. Technical for a branded DEI programme to consolidate and
learning focused on design and engineering strengthen our efforts in this space. Employee wellbeing
excellence across our core sectors of infrastructure, and engagement extended beyond traditional HR
power, hydrocarbons and chemicals, and mining and programmes. Initiatives such as Happiness Week and
metallurgy. Specialised sessions on sustainability, energy Ethics Week offered opportunities for reflection, learning
transition and digital engineering were also prioritised and connection. These events combined light hearted
to align with emerging client needs. activities with important themes, reminding employees
that their wellbeing and sense of purpose matter as
Leadership development was another key focus area much as their performance.
this year with the launch of Program Shikhar, a rigorous
24-month flagship initiative designed to prepare high- Systems & Processes for a Stronger Workforce
performing employees in the E5 to E7 grade for future Behind every successful HR strategy lies strong
leadership roles. The programme sets out an intensive systems and processes. FY25 saw the phased rollout of
development journey, beginning with comprehensive Symphony, TCE’s new HR Management System (HRMS),
leadership and stretch potential assessments to map which brings together existing HR processes into a
individual strengths and opportunities. Participants will seamless, integrated platform. Phase 1, completed this
receive structured feedback and take part in curated year, consolidated core modules such as leave and
management development programmes covering attendance, workforce planning, recruitment, training
strategic thinking, stakeholder engagement, innovation and development, onboarding, and exit management,
leadership, and business acumen. The journey will ensuring these functions now operate in a unified, user-
also include challenging rotational assignments across friendly environment. This integration not only simplifies
business units, delivery centres, and functions, giving access but also enhances efficiency and enables richer,
participants a broader organisational perspective. data-driven insights for better decision-making.

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