Page 78 - TCE Annual Report 2024-2025

Overview Leadership Messages Governance Strategic Insights Business Review People & Community

Phase 2, planned for the coming year, will build on this FY25 was marked by events and celebrations that brought
foundation by incorporating advanced elements of the employees together, fostering a sense of belonging and
employee lifecycle, including succession planning and shared identity.
enhanced talent management, further strengthening TCE Day, celebrated with the theme Engineering
TCE’s ability to develop and retain future leaders.
the Future, Innovating Today, served as a platform to
Our performance management framework also recognise contributions, reflect on achievements and
evolved during the year. A greater focus on goal clarity, look ahead to new possibilities. CSR initiatives under
continuous feedback, and development conversations TCEndeavour were also closely linked with employee
ensured that appraisals were not just about ratings, participation, giving our people opportunities to
but about growth. Managers were trained to hold contribute to society through volunteering and outreach.
meaningful discussions that help employees align Festivals, cultural events and milestone celebrations
personal ambitions with organisational objectives. created moments of joy and connection across delivery
Compliance with labour regulations and workplace centres. Together, these initiatives reminded us that an
standards remained non negotiable. Regular audits and organisation’s strength lies as much in its community
reviews were carried out to ensure that TCE meets and spirit as in its technical capabilities.
exceeds statutory requirements, while reinforcing our
reputation as an employer of choice. Looking Ahead: Our People Agenda for FY26
As TCE looks to the future, our people strategy will
Workplace Safety and Respect continue to evolve. The focus will remain on attracting
A safe and respectful workplace is at the core of our HR the best talent, particularly in high growth areas such as
agenda. As highlighted in the Ethics section of this report, digital engineering, sustainability and new energy. At the
TCE maintained its position among India’s Top 25 Safest same time, we will continue to invest in upskilling and
Workplaces for the third year running. The Prevention of leadership development, ensuring that our workforce is
Sexual Harassment (POSH) framework remained active future ready. Programmes like YEDP and Shikhar will be
and visible, with training programmes, workshops and expanded and refined, providing even more structured
open forums ensuring awareness across the organisation. pathways for career progression. DEI efforts will gain
The POSH policy at TCE is gender neutral, reflecting further momentum, with targeted campaigns and
our belief that safety and respect are universal rights. branded initiatives designed to create measurable impact.
The Internal Complaints Committee (ICC) continues Symphony will be enhanced with new modules, making
to provide a confidential and sensitive channel for HR processes even more seamless and data rich. The focus
addressing concerns. In FY25, no POSH complaints were on engagement, wellbeing and culture will continue,
reported, underscoring the effectiveness of our systems with a renewed emphasis on mental health awareness
and the trust employees place in them.
and flexible working solutions. Through these efforts, TCE
Celebrating Culture and Community will continue to build an organisation where employees
are empowered to engineer the future; an organisation
Beyond policies and programmes, what truly shapes TCE’s where talent, values and vision come together to deliver
workplace is its culture, a culture of engineering excellence, engineering excellence and enable growth.
collaboration and purpose.

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