New Delhi : Ensuring improved diversity and better work environment for women, Nestle India has introduced new initiatives under three broad categories that will cater to maternity policy, critical interventions for women in the field force and changes in entire recruitment process for better representation, across levels, for new hiring.
Speaking in favor of these revisions, Suresh Narayanan, Chairman and Managing Director, Nestle India, said, “One of the key socio – economic opportunities of the 21st century is the increasing role, involvement and contribution of women in economic progress that is transforming the world. Indeed the recruitment, nurturing and successful utilization of women in the workforce is the edifice on which economic success and sustainability of businesses is predicated.”
“At Nestle, we have a very strong belief and commitment to increasing diversity in our business operations, factories, research and development centers and offices which is articulated in project harmony. We seek to strengthen our company through wholehearted commitment to, and practice of, managing diversity,” added Narayanan.
Narayanan further added that the increasing ambition to seek diversity means that Nestle is constantly reviewing workplace facilities, enabling measures and pro-active sensitivities to the needs of our women colleagues, as they traverse different stages of their lives.
Recruitment of increasing number of women, nurturing talent and retention programs as well as the revised maternity policy, all seek to provide nuance, sensitivity and a favorable work environment to women colleagues who choose to be mothers some day.
Some of the policy revisions that have been made recently for ensuring continuity of service in favor of women workforce are that Nestle India recently extended its maternity leave policy to six months effective from February first 2016.
Paternity Policy introduced with leave of five working days with full pay and benefits has been extended to all permanent male employees including blue collar.
One of the key focus areas has been to increase the representation of women in the field force. Some of the critical interventions recently undertaken are as follows:
• Potential women workforce should be given a chance to work with a Nutrition/Sales officer for a day to understand the challenges in the role, before joining the company.
• Flexibility has been provided with regards to travel and stay for women in the field force.
Campus hires and mid-career hiring of women employees have also been an area of emphasis and has resulted in significant achievements:
• Average 47 percent women employees in the batch of Management Trainees for past three years
• Average 40 percent women employees in the batch of Technical Trainees for past three years
Not only recruitment but nurturing key women talent and strengthening the diversity of talent pipeline, through robust career and development plans supported by mentoring, have been put in place. (ANI)