Means for employee communication, dialogue and engagement
Engagement initiatives
Employee forums or Employee affinity networks - specially in areas like IT, where people travel to locations in different countries either all alone or with spouses and both need network support, or in manufacturing / mining sector, where again, employees are transferred, but this time at times in non city areas.
Environment / Eco / Social clubs
Employee committees
Anonymous channels - where employees can register their complaints without any fear and of course, without disclosing their details.
Voice of employees forums
Business Resource Affinity Networks


HRD blog
Ask the CEO blogs
Grievance redressal board
Employee satisfaction surveys
Inclusivity survey
Labor negotiations

Bulletin boards
Corporate television
Corporate TV which runs programmes across locations
Intranet which shares company policies, guidelines, alongwith financial, organisational, brand ...sustainability
Mailers

Benefits of these meetings
Open and reliable channels of communication across entire workforce
A sense of shared perspective, with multiple touch points to support alignment

HINDALCO
A case study of how Hindalco, an Aditya Birla Group Company is engaging with rural communities in the neighbourhood

Hindalco engagement with Employees
Through employee engagement survey, conducted by an independent third party expert for our employees once in every two years.
Through formal employee feedback
Conducting regular performance assessment for all employees
Through HR Capability vs. Capacity requirement, Competency Assessment, Leadership effectiveness studies, Feedback from Exit Interview
Using the internal website and magazines as communication platform

Important issue identified
Employment benefits, Talent management, Occupational health and safety, Company values

Key stakeholder engagement activities in the reporting period (2010-11)
The biennial Organizational Health Survey (OHS) conducted by Gallup served as a barometer of the engagement at work index in our Group with a record participation of 97%
Through “Full Circle”, the quarterly e journal of Hindalco Industries Limited, the environmental sustainability issues of different operations have been communicated
Group magazine such as “Aditya Kiran”, the CSR initiatives of the groups are being communicated to the employees through Magazines Margdarshika
“Aditya Disha” is an internal website which is being used for all internal communication purpose, reference points for all policies, single window system with e-learning facilities

MAKING HEALTH AND WELLNESS MORE ACCESSIBLE
In 2006, The Bama Companies was faced with double-digit healthcare cost increases. To counter this growing trend and improve the overall health and wellness of each team member and their families, Bama implemented a four-part wellness program designed to encourage employees to take an active role in their overall health and physical fitness.

SOLUTION
The Bama Companies began by opening an on-site clinic and three fitness facilities that are free and available 24 hours a day. The clinic performs annual personal health assessments for employees and all of their family members over the age of 18. The fitness centers employ three personal trainers who are available to assist, educate and guide employees in developing their personal fitness plans. Next, the topic of “back safety” was included in all new employee orientation meetings, and re-training is conducted annually. Stretching exercises are also mandated before each shift. In addition, on-site vending machines now stock lowfat, low-calorie, nutrient-dense foods and zero-calorie beverages. Healthy living campaigns (like tobacco cessation and stress management) are conducted annually. The company also worked with the Tulsa Community Foundation (TCF) to create the Bama Emergency Assistance program, known as BamaAid, which provides team members with short-term financial assistance during unexpected hardships and emergencies beyond their control, such as home catastrophes, natural disasters, personal or medical emergencies, funeral expenses, emergency travel and military deployment.

RESULTS
The results of the program have been exciting, both physically and fiscally. As of July 2011, the rise of insurance premiums has not affected Bama’s employees. Voluntary turnover is down to 7.5 percent across the entire company, resulting in a 50 percent improvement since 2008. The clinic is averaging 250 office visits and 150 chiropractic adjustments/therapy treatments per month – all at no out-of-pocket expense to the employee. The accident/total incident rate has also steadily declined – down from 6.8 in 2009 to 3.7 in 2011. Fitness center usage has also grown to include 25 percent of the employee population.
Source : 2012 Best of Sustainable Supply by McDonalds

Reliance Industries Ltd
RIL's occupational health initiatives focus on lifestyle diseases in addition to workrelated hazards. It has
comprehensive programmes in place for the identification and management of diabetes and hypertension. These include awarness generation, counselling and providing nutritional advice to the employee and their family. RIL supports initiatives such as yoga camps and health check-ups at its townships to benefit families of the employees.

RIL has an advanced, merit oriented performance evaluation system in place wherein employees are rated annually according to their team's performance, their individual performance and their performances on special projects. Every employee has access to his/her personal performance information online.