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Maruti Suzuki HR Policies

maruti suzuki hr policies

Maruti Suzuki is widely recognized for pioneering India’s vehicle revolution. As an automotive manufacturer with an array of low-cost models, they have become an icon.

Success for this company relies heavily on having reliable parts supplies from both large and small vendors, and their management realized this truth and launched an initiative for change.

Personnel System

India’s domestic automakers produced low-quality, costly cars in the 1980s. To address this problem, its government turned to Japanese carmakers in an unprecedented move; asking them to develop small compact cars with improved fuel economy at reasonable prices – an almost entirely risk-free approach as these companies had no production technology or experience – yet managed to develop successful systems and become some of India’s most beloved brands.

Maruti Suzuki took an approachable and hands-on approach to employee relations, treating workers with respect and dignity while offering them opportunities for advancement based on merit. Employees also received benefits such as health insurance and retirement savings plans; further supporting family life by permitting employees to reduce daily working hours accordingly if raising children or caring for elderly family members requires it – for instance those needing nursing care could apply to shorten their days accordingly.

Maruti Suzuki’s HR policy is built around an employee-focused model that prioritizes training and development. Their aim is to cultivate an engaged, talented, diverse workforce to help meet business objectives; for this purpose they offer programs such as training sessions, mentoring sessions and employee recognition schemes to support them in doing this task.

Maruti Suzuki utilizes artificial intelligence (AI) to optimize its manufacturing processes. Their IoT platform collects data from machine shops, press shops, and injection boarding operations before analyzing this information to predict machinery health and efficiency – helping the company improve production schedules as well as maintenance schedules.

Health and Safety Policy

Maruti Suzuki’s health and safety policy emphasizes employees’ mental and physical wellbeing. Their employee wellness program features health check-ups and training programs; in addition, Maruti Suzuki also has an option to reduce working hours for workers raising children aged third grade or below or those who provide nursing care to family members.

The company conducts regular safety audits to ensure compliance with the National Industrial Safety Act. Furthermore, government guidelines regarding dos and don’ts at work are broadcast regularly and there is a 24-hour help desk where employees can pose their queries about their workplace environment. As India’s premier car maker with exceptional quality, after sales service and maintenance costs.

Maruti Suzuki is committed to both workplace safety and road safety, using their Maruti Suzuki Driving School (MSDS) chain with scientifically designed curriculums to transform novice drivers into skilled ones, along with a road safety management system using radars and cameras to encourage responsible driving habits. Furthermore, their Catch them Young initiative fosters safe road cultures among youth.

Maruti Suzuki acknowledges and respects its employees’ rights to form unions, while at the same time respecting their independence and collective bargaining arrangements with employees. Furthermore, the company works toward improving employee health through cooperation with outside medical facilities.

Work Environment

Employees can reduce work-related expenses through an asset building savings program, selecting between general assets, annuity assets or housing assets as an asset portfolio. Plus they receive monthly financial bonuses, discounts on automobiles and parts as well as free health screening. Workers also qualify for maternity leave and parental leave while taking part in company sponsored activities like training seminars.

This company encourages its employees to set challenging goals for themselves and develop technical capabilities. HR management shares this view that an ambitious spirit is key for business success – this philosophy is evident in their HR policy.

Maruti Suzuki India initiated Vendor Human Resources (VHR) as a nine month project in 2013. The aim was to bolster vendor IR capabilities, thus assuring smooth component supply for Maruti’s cars. Workshops focused on seven key areas including leadership; workforce demographics; human resources processes; environment health and safety practices; industrial climate; and shop floor practices were held throughout its duration.

The company implemented a policy allowing employees with children in third grade or below, or those providing nursing care services, to shorten their daily working hours on request. 298 employees took advantage of this policy during FY2021.

Employee Development

Suzuki takes employee development seriously, encouraging their staff to set higher goals and push themselves in their work. Furthermore, the company provides various training programs – group seminars on honing basic abilities; planned learning with rank-based follow-up; and education related to specific jobs.

This company has also implemented a program to shorten daily working hours for employees raising children, in order to facilitate an easier balance between work and family life, including taking care of sick family members. Furthermore, the pension plan of this employer provides full retirement security.

Additionally, the company has implemented an improvement proposal box at cafeterias and offices where employees can easily submit proposals for work improvements. Furthermore, counseling for mental health issues as well as consulting services on workplace harassment is provided.

Manesar plant’s production has been suspended since July 18, 2012 as a result of violence that resulted in one manager being killed and more than eighty injured, which the company attributes to a lack of human resources management functions. It remains to be seen if MSL managers will be able to rebuild trust between supervisors and workers and reopen the factory; its CEO offered his condolences to the deceased’s family while union leaders have seen this action as revengeful action by MSL management.

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