Page 43 - ABFRL SUSTAINABILITY REPORT 2016-17

ABFRL
SUSTAINABILITY
REPORT /

ABFRL welcomed 2,600 new employees in FY 2016-17. Together, more than 19,000
employees enable us to delight our customers across India through superior products,
infrastructure and memorable experiences.

MANAGEMENT
APPROACH

While we have well known businesses, brands and
fashion, it is the people behind the brands that have
made us what we are. ABFRL rmly exempli es its
corporate values of Integrity, Commitment, Passion,
Speed and Seamlessness in its people ethics and helps
empower a work place that catalyses creativity and
innovation.

ABFRL is an employer of choice for
professionals in the fashion industry and

attracts talent across that reflects in our
workforce diversity. Through the young
talent management programme, we

onboard a mix of aspiring professionals
every year from the field of fashion and
management for our corporate and

retail functions. While people initiatives are designed and sustained to
impact business results, they are governed with a focus
on employee learning and career growth. Teams and
53% of our employees are less than 30 years of age and individuals work on stretch goals and assignments which
the average age of senior management is 45 years. This not only helps them in contributing to the best of their
young and energetic workforce fosters an environment abilities but also help them prepare for the next role.
of openness, enthusiasm and vibrancy.
ABFRL's employee policies and processes are, thus,
The people management approach factors in this comprehensive enough to cater to the aspirations of
diversity in employee backgrounds, skills and their age di erent demographics, and yet exible and granular
groups. Thus, ABFRL's employee processes and practices enough to address the needs of every individual
are comprehensive enough to cater to the aspirations of employee.
di erent demographics, and yet exible enough to
address the needs of each individual employee.
POLICIES & PROCESSES
For our factories, we employ rural women. A structured
HR process is in place that transforms rural women in to
breadwinners of the family in a record time of 14 days. HR policies and people strategy are reviewed and
High-potential line workers are then identi ed from revised based on the feedback received in various
these women and groomed for leadership roles at a later communication forums, industry benchmarks and best
stage. Our approach has been to provide sustainable practices. All HR policies are communicated to new
livelihoods to people from humble economic employees at the time of induction and are also
backgrounds. available on the company intranet.

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