The unique and first-of-its-kind human resource policy initiative is aimed at enabling “employees to focus on more strategic roles while being away from the designated workplace”. The WoW policy hopes to provide employees an opportunity to work on their professional development even while maintaining a healthy balance between work and personal life.

This is also SAIL’s way of ensuring that the culture of learning and development is maintained within the organisation. A truly progressive policy, which will serve to motivate and engage employees, as was reportedly explained by KK Singh, director (personnel), Steel Authority of India, at the launch event.

That is not all; the company has tied up with LinkedIn Learning Hub to help its employees take up self-paced courses that will upskill them and increase their relevance in the rapidly evolving skill landscape. This is yet another step by SAIL to ensure the professional development of its staff members.

Steel Authority of India has always strived to ensure the well-being of its employees. The WoW policy is just one of the many progressive policies the firm has put in place. In 2020, SAIL had rolled out the ‘Shorter Working Period Scheme’, to allow employees to balance their domestic and professional life. All regular employees up to grade E-7 or the mid-management level, who had completed 10 years of service, were allowed to choose to work for three days in a week, or every alternate day, or for four hours every working day, or just 50 per cent of the working days in a month with a variable structure. However, employees who opted for the system received only 50 percent of their basic wage (including PP/stagnation increment, if any), a dearness allowance and perks, without affecting other benefits. The objective of the scheme was to ensure the self-development of the employees, and allow them time to add to their existing knowledge and skills, pursue hobbies, take vacations and spend quality time with their family.

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Razorpay acknowledges the changing landscape of family structures. Their new policy empowers employees to define their family for insurance purposes, including siblings alongside existing coverage for spouses, live-in partners, LGBTQIA+ partners, and parents. This sibling coverage is a rare perk, offered by less than 1 per cent of Indian companies according to Prudent’s data. Razorpay’s move reflects a commitment to fostering a truly inclusive work environment that caters to the diverse needs of its workforce.

“Our people are at the heart of Razorpay. We believe in fostering an environment where every team member feels valued and supported.”

Chitbhanu Nagri, Senior Vice President, People Operations, Razorpay

The revamped policy goes beyond traditional coverage. It now includes critical treatments like HIV/AIDS and PCOS, demonstrating Razorpay’s commitment to comprehensive healthcare support for its employees. Additionally, co-pays are eliminated for employees, spouses, and children covered under the plan, further reducing financial burdens during medical emergencies.

Razorpay recognises the changing needs and expectations of today’s workforce. Their report highlights a 110 per cent increase in Indian companies offering comprehensive healthcare plans in FY’24. Razorpay’s industry-leading policy reflects this shift by addressing a wider range of employee needs, moving beyond the standard health insurance offerings.

Key highlights of the revamped policy

• Extended Family Coverage: A first-of-its-kind benefit in India, the plan now includes siblings, adopted children, and a 3rd child.
• Critical Illness Coverage: Treatments for HIV/AIDS, PCOS, and more are now covered under the policy.
• Enhanced Financial Security: Razorpay eliminates co-pays for employees, spouses, and children, reducing out-of-pocket medical expenses.
• Improved Maternity Benefits: Increased coverage limits for C-sections offer additional financial support during childbirth.
• Discounted OPD Expenses: All employees can benefit from up to 50 per cent off on outpatient department expenses.
• Regular Health Checkups: Preventive healthcare is emphasized with the inclusion of regular health checkups as a new benefit.
• Wellness Perks: Employees can access discounted gym memberships at Cult, further promoting overall well-being.

“Our people are at the heart of Razorpay,” stated Chitbhanu Nagri, senior vice president, people operations, Razorpay. “We believe in fostering an environment where every team member feels valued and supported.” This new policy reflects that philosophy, offering a comprehensive and inclusive health insurance plan that goes beyond the industry standard.

Razorpay has a history of prioritising its employees. Recent initiatives include the “Resume with Razorpay” program for women re-entering the workforce and “Bring Your Children & Pets to Work” days. These efforts contribute to a strong company culture that emphasises diversity, security, and inclusion, making Razorpay an attractive employer in today’s competitive job market.

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According to a senior official at HDFC Bank, this move is designed to adapt to the evolving dynamics of the workplace while prioritising the needs of its workforce. The decision was communicated to employees via email on 6 May, underscoring the bank’s commitment to transparency and employee welfare.

This announcement marks a significant shift aimed at enhancing employee flexibility and facilitating smoother transitions within the organisation. Furthermore, through this move, the private bank aims to mitigate the challenges posed by high attrition rates and foster a more agile and employee-friendly work environment.

Under the updated policy, even probationary employees will benefit from the shortened notice period, aligning with the bank’s mission to empower its workforce. Additionally, employees may request early exits, potentially being relieved in less than 30 days with the approval of their reporting manager, further enhancing flexibility during career transitions.

This initiative from HDFC Bank mirrors a broader industry trend, with ICICI Bank having made a similar adjustment in 2020. While HDFC Bank now joins ICICI Bank in this endeavour, other institutions such as Kotak Mahindra Bank and several public-sector banks continue to maintain a 90-day notice period.

This strategic move reflects its proactive approach to talent management in the ever-evolving banking landscape. By prioritising employee flexibility and well-being, the bank seeks to enhance productivity and adaptability, positioning itself for continued success in the future.

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Under this programme, each Accenture employee can benefit from financial assistance for adoption expenses on two separate occasions, as detailed in a recent company statement.

This move underscores Accenture’s commitment to bolstering its existing support mechanisms for employees who are parents or aspiring parents. The programme aligns with the company’s broader initiatives to assist employees at various stages of their parenting journeys.

In addition to the adoption- assistance programme, Accenture in India offers industry-leading parental leave options, medical- insurance support, access to childcare facilities, and various employee communities and resource groups. This comprehensive support framework underscores the company’s dedication to fostering a nurturing workplace environment for its employees.

Accenture has been recognised for its efforts to support the hormonal health of its employees as part of its endeavour to create an inclusive workplace culture.

Recently, the company implemented the accreditation — ‘Henpicked: Menopause in the Workplace.’ The initiatives introduced by Accenture to ensure employees’ hormonal health and overall well-being, include a digital healthcare app that helps and supports those undergoing early parenthood, menopause or fertility issues. Employees are able to receive advice from menopause experts through chat and virtual consultations.

The move acknowledges Accenture’s dedication to addressing menopause as an important workplace issue and implementing effective policies and practices around the same.

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The stock has grown, thanks to the demand for artificial intelligence (AI). With the demand for Nvidia’s chips surging, the company that works in the area of AI and digital twins to transform the industries of the world, has become the first chip manufacturer to touch a market cap of $2 trillion. It clearly believes in sharing its good fortune with its employees, and is therefore granting its staff a stock boost. It is reported that the company’s revenues in the fourth quarter, in February, were $22 billion, that is, 270 per cent more than the revenues during the same time last year.

As per a report by Business Insider, employees were informed of the grant of additional restricted stock units (RSUs) during their yearly performance reviews earlier this month.

The number of RSUs being granted to each employee will be determined by the share price of the firm. In March, the price closed on an average of about $898. This special grant will vest in equal instalments over a four-year period. The first portion will reportedly vest in September.

Many of the new joinees who have become part of the organisation recently were reportedly granted stock options worth $2,00,000. They will now receive $50,000 additional RSUs. That is not all. The company grants employees annual equity refreshers basis individual performance.

The company is reportedly granting these stocks so that even if the share prices fall at some point in the future, the employees will stand to gain.

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The Flamingo Programme caters specifically to new mothers, offering extended maternity leave options, personalised transportation solutions, mentorship through the Amigo programme, and a well-equipped lactation room. The WECare programme, on the other hand, empowers employees to curate their own well-being journeys. With an annual budget of Rs 50,000 per employee, the programme offers a diverse selection of benefits including fitness memberships, work-from-home essentials, daycare support, and medical equipment.

“Employee well-being is paramount at Novo Nordisk GBS,” stated John Dawber, corporate vice president & MD, global business services, Novo Nordisk GBS. “We prioritise creating a supportive environment that empowers individuals to flourish, both personally and professionally. This encompasses prioritising physical, mental, and emotional health. We are continuously striving to cultivate a secure and growth-oriented workplace that fosters a happy, healthy, and productive workforce. The Flamingo Programme specifically addresses the unique needs of new mothers, a critical life stage. We are committed to providing comprehensive support to ensure a smooth transition back to work.”

The WECare programme boasts a high participation rate of 90 per cent, which has demonstrably contributed to a significant reduction in employee attrition. The company reports a drop exceeding 50 per cent, with turnover rates falling from 17-18 per cent to below 8 per cent.

Novo Nordisk GBS’s commitment to employee well-being sets a new standard within the pharmaceutical industry. These innovative programmes exemplify the company’s dedication to fostering a thriving workplace culture that enriches the lives of its workforce.

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The proposal is currently in its preliminary stages, with a final decision expected after the upcoming Lok Sabha elections. Consultancy firm Deloitte is being engaged to develop a framework for implementing ESOPs within PSBs.

As per a report, a government official emphasised that they are awaiting a structured framework from the banks before engaging in further discussions.

This development comes on the heels of a recent 17 per cent salary revision agreement between the Indian Banks’ Association (IBA) and bank employee unions. The revision translates to a collective Rs 12,589 crore expenditure for the 12 PSBs involved.

The rationale behind ESOPs for PSBs stems from the Economic Survey 2020’s recommendation. The Survey highlighted the potential benefits of such a programme, including fostering a sense of ownership among employees and encouraging risk-taking and innovation within PSBs.

PSBs believe that ESOPs will equip them to compete more effectively with private sector lenders in attracting and retaining talent. The current market landscape is characterised by intense competition for skilled professionals in the banking industry.

Experts believe that a well-designed ESOP program could mirror the success observed in the private sector, fostering a more ownership-driven culture within PSBs.

While this is not the first time ESOPs for PSBs have been considered, a 2020 proposal lacked traction. The Indradhanush framework, a 2015 government initiative aimed at PSB transformation, had also recommended ESOPs for top management.

The success of this renewed initiative hinges on a well-defined framework developed by Deloitte in collaboration with PSBs. This framework will need to consider various factors impacting state-run banks and ensure the programme’s effectiveness in achieving its intended goals.

With the government demonstrating renewed interest and PSBs actively seeking a framework, ESOPs for public sector bank employees could soon become a reality. This programme has the potential to enhance talent management, performance, and ultimately, the competitiveness of PSBs in the Indian banking sector.

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These new norms are being enforced by the DGCA following recent instances of pilot deaths. In a recent case, a pilot had died of a cardiac arrest just before he was to fly. These deaths were attributed to the taxing flying schedules of the pilots, which was taking a toll on their health. Therefore, DGCA had written to the Federation of Indian Airlines (FIA) on 14 March asking them to address the issue immediately.

The Federation, which comprises various airlines, including IndiGo, SpiceJet and Air India had requested the DGCA to grant more time to be able to comply with the new Flight Duty Time Limitations (FDTL) norms. This request was not considered by the DGCA, which is determined to bring the new FDTL into effect on 1 June 2024, and expects all airlines to do the needful to make this happen.

As per the new FDTL, pilots will now get 48 hours to rest every week and will not have to deal with more than two landings during night hours. Additionally, the earlier night hours, from midnight to 5 a.m. in the morning will now be extended to 6 a.m.

That is not all; it is mandatory for all airlines to follow a non-punitive confidential process of submitting fatigue reports every quarter.

As per the DGCA, the Civil Aviation Requirement or CAR provisions may be perceived as limiting by certain entities and liberal by others, but the main objective of the same is to ensure that passengers are flown safely and pilots’ health is not affected. The DGCA also asserts that the time required for recruiting and training new pilots has been factored in while setting the deadline for implementation of the new norms.

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These leaves are in addition to the maternity and paternity leaves that employees are already enjoying. That is not all; the B2B platform—which offers embedded supply chain financing and integrated raw material purchase solutions—has set aside funds to offer financial support to employees who opt for any of these procedures.

While most organisations offer insurance-based coverage for family planning, Bizongo offers flexibility and financial support to employees who opt for the same.

This support and coverage is offered to everyone in the workforce, regardless of their marital status, gender identity, or family structure. The company is clearly committed to promoting diversity, equity and inclusion at the workplace.

These benefits are aimed at helping employees effortlessly manage their professional and parenting responsibilities simultaneously.

“At Bizongo, we believe in creating a diverse and inclusive work environment where everyone feels empowered to pursue their personal aspirations alongside their professional goals,” said Sachin Agrawal, CEO and co-founder of Bizongo.

According to him, “The parenthood journey policy aims to educate and empower employees, normalising these procedures and bringing a fresh perspective that aligns with societal progress. We, as a company, want to respect individual choices and promote a positive shift in mindsets regarding these progressive procedures.”

Bizongo recently invited Aditya Tiwari, the youngest man in India to adopt a child with special needs, to share his experiences and insights on the challenges and processes involved in child adoption. The company has also been inviting gynaecologists to address queries that employees have about egg freezing procedures.

Through these initiatives Bizongo, the vendor digitisation platform, is creating a supportive and inclusive workplace for its employees along with a culture that values individual choices and well-being.

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The company proudly shares that 45 employees have already enrolled. The application fees, admission costs and semester tuition fees are covered by RDC. Employees will only be contributing a minimal monthly fee of Rs 3,000 in exchange for a support system to balance work and studies seamlessly as classes are treated as duty.

This partnership and the programmes being offered therein will be a stimulus for the skill development of the employees, establishing a new standard in the Indian construction industry.

Once employees complete the MBA or BTech programmes, their career progress is assured, as the programmes are customised to industry demands. Therefore, the courses will bring the employees up to date with the market trends and contemporary technologies, building their present existing job capabilities.

RDC Concrete aims to assist students-turned-employees with the means required to obtain higher degrees, that not only upskill the nation’s workforce but also assist their career prospects. After all, through these modules the employees opting for the courses will be exposed to unique management and technical training programmes, seminars, leadership abilities and strategic reasoning.

Anil Banchhor, managing director & CEO, RDC, explains that RDC “aims to design an atmosphere where our staff not only become proficient in their present roles but are also empowered to visualise an optimistic future.” It is hoped that the modules “ will boost the employees’ skills and prepare them for newer opportunities beyond RDC Concrete.”

KS Bhoon, head of HR & business excellence, RDC Concrete, shares that through this collaboration, the company will nurture its in-house talent. The firm plans to do this via “work-integrated learning programmes, to boost India’s productivity” and through extended education opportunities to “enhance employee loyalty, ensuring a dedicated workforce for the long term.”

The tie-up will ensure that “employees stand to gain both professionally and personally, earning and learning concurrently.”

RDC offers “guaranteed admission to our engineering trainees through this collaboration on successful completion of a training period of one year. This guarantee is the first of its kind by any company in India.”

To qualify for these programmes, employees pursuing a BTech degree must hold a diploma. Those keen to do an MBA should have a BTech background with a minimum aggregate of 60 per cent marks. These are also campus entry-level requirements in RDC. Additionally, at least a year’s work experience is needed, which is covered by the training period in RDC. Forty-five employees have already enrolled.

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Aditi Tatkare, Women and Child Development Ministry, announced this move, which will benefit 5,605 anganwadi workers who hadn’t received their entitlements since April 2022.

Implemented under a state government scheme launched in 2014, anganwadi workers and helpers are eligible to receive up to Rs 75,000 each as a lumpsum benefit upon retirement, resignation, demise, or dismissal.

The decision to reinstate these benefits was made during a recent cabinet meeting, with the approval of the premium amount being a key aspect of the decision.

For the benefit of anganwadi workers and helpers in Kerala, the state government had announced a salary hike for approximately 60,000 anganwadi workers and helpers across the state, in January 2024. K N Balagopal, finance minister, Kerala, disclosed that those with over ten years of service would see a Rs 1000 increase in their salary, while others would receive a raise of Rs 500.

With this decision, a total of 60,232 workers and helpers will benefit. It reflects the government’s acknowledgment and gratitude for their dedicated service. It will also uplift them financially because of the increased monthly earnings.

Currently, Anganwadi workers in the state earn Rs 12,000 per month, while helpers receive Rs 8,000. The government’s decision to raise their wages will be effective from December 2023 onward.

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This means that employees who have funds in their provident fund accounts will now earn a higher return on their savings. This decision will benefit approximately seven crore employees across the nation.

Comparatively, the EPF interest rate stood at 8.15 per cent for the accounts in the previous fiscal year, as declared on 28 March 2023, of the preceding year. This upward adjustment in interest rates not only reflects positively on the EPFO’s commitment to supporting employees’ financial goals but also underscores the organisation’s responsiveness to economic conditions and the evolving needs of its members.

According to media reports, this increase translates to an additional 0.10 per cent in interest payments for PF account holders. This boost in returns signifies a tangible improvement in the financial well-being of workers who diligently contribute to their EPF accounts.

The EPFO has been constantly trying to improve the experience of its members, recently in January 2024, it introduced an online solution for employees who have lost or forgotten their universal account number (UAN). With people changing jobs often, it’s common for them to misplace or forget this 12-digit identifier. Without the UAN, employees can’t access provident fund-related activities. Now, EPFO’s online service makes it easy for them to retrieve their UAN with just a few simple steps.

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“At Beiersdorf, the well-being and health of our employees are of utmost importance,” said CEO Vincent Warnery. “No one should face a life-threatening illness feeling isolated or worried about their job.”

The policy, effective globally, guarantees job security and full salary continuation for one year after diagnosis. It applies to specific critical illnesses like cancer, Alzheimer’s, and stroke, aligning with World Cancer Day on February 4th.

“This groundbreaking project signifies our commitment to removing stigma and supporting employees during challenging times,” said board Member and labour director Nicola Lafrentz.

The policy also includes bereavement leave, compassionate leave for caregivers, and workplace accommodations for affected employees. This comprehensive approach ensures holistic support throughout their journey.

Beiersdorf’s initiative builds upon its existing commitment to employee well-being. Last year, it became the first DAX-listed company to sign the Working with Cancer Pledge, demonstrating its dedication to raising awareness and fighting workplace stigma.

This new policy further strengthens Beiersdorf’s “WE culture” and underscores its core value of Care. It sets a new standard for employee support in the face of critical illness, prioritising the well-being of its workforce across the globe.

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The new compulsory gratuity bill will see to it that the employers/ companies invest the gratuity money in insurance companies. As a result, employees are sure to receive the gratuity even in situations where the company is forced to shut down or becomes bankrupt.

Efforts are also on to set up a corups fund for the benefit of unorganised-sector workers. This will be done by introducing a cess of one rupee per litre of petrol and diesel. The amount thus generated will be used to provide unorganised workers with enhanced benefits.

Labour Minister Santosh Lad has also revealed that workers from the unorganised sector can now apply for the eShram scheme till the age of 70. Additionally, it has also been proposed that five per cent of jobs in the private sector be reserved for persons with disabilities (PwD).

Almost 40 lakh unorganised workers from the transport department, which includes autorickshaw drivers, mechanics and garage owners, will be covered under the eShram scheme. A budget of almost Rs 250 crore may be set aside for the purpose under the 11per cent transport cess being collected.

While over one crore unorganised workers from 394 sectors in Karnataka can now apply for eShram, unorganised workers in 10 other professions, including street vendors, tailors, newspaper distributors, photographers and those working in the film industry, will now be covered under the scheme.

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With a total of 360 scholarships available, the programme caters to diverse needs within the Tata Steel family.

Category A grants, valued at Rs 50,000 annually, are awarded to 120 meritorious students across prestigious institutions, including medical colleges. Applicants must secure admission through qualifying exams such as NEET and maintain a commendable academic performance.

Recognising the importance of inclusivity, 10 per cent of the scholarships are reserved for SC and ST candidates. Additionally, 60 scholarships cater specifically to families of personnel participating in the employee stock scheme or voluntary retirement scheme.

Category B offers broader support with 240 scholarships of Rs 24,000 per year. This category includes children of officers and beneficiaries of the Sunhari Bhavishya Yojana, a welfare programme for retired employees. Applicants need at least 50 per cent marks (60 per cent for general category) to qualify.

The application deadline is February 29, 2024, and the online process ensures accessibility. With transparency in selection and a stringent performance requirement for continued support, the scholarship programme demonstrates Tata Steel’s commitment to nurturing excellence and empowering future generations.

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The programme, a testament to Delta’s commitment to employee well-being, addresses the gap for the 50 per cent of Americans lacking immediate access to $1,000 in emergencies. This initiative transcends mere financial aid by prioritising financial education. Employees attending workshops receive a $750 contribution to their emergency savings account, a $250 match for their own deposits, and tax coverage, culminating in a total of $1,000.

The programme’s success is evident in its high engagement: over 33,000 employees enrolled, with more than 21,500 already receiving the $1,000. Beyond immediate relief, the programme fosters long-term financial health. On average, employees save over $1,000 in their emergency fund and contribute an average of $74 monthly through direct payroll deductions. Delta’s CEO, Ed Bastian, expresses hope that this innovative approach will inspire other companies to invest in their employees’ financial well-being.

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Datacultr is a prominent digital debt-collection platform specialised in risk management, serving banks, non-banking finance companies, fintechs and microfinance institutions.

The company initiative, which includes collaboration with a service provider, centres around prioritising the overall well-being of its employees. The programme offers a variety of resources, such as counselling, stress management workshops, and personalised mental- health assessments. An integral part of the initiative involves providing mental health first aid training to all staff members, empowering them to support each other meaningfully.

This effort is a significant move towards providing our employees with the tools they need to stay healthy, motivated and productive. We are hopeful about the positive impact on both our employees and the organisation.

Datacultr’s commitment to prioritising mental well-being in the workplace is evident in this initiative. By joining forces with a service specialising in mental-health solutions, the company is establishing a new standard for fostering a vibrant, productive and mentally healthy work environment. This collaboration underscores it’s dedication to building a resilient and thriving workforce.

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The stock broking company’s new ‘switch off’ policy ensures that the e-mail servers are shut down after work hours so that employees cannot send or receive e-mails either from within or outside the organisation. Of course, everyone is allowed 45 minutes of grace post their shift to wind up, but after that every employee is expected to leave the office premises.

Niren Srivastava, group chief human resources officer, Motilal Oswal, told ET that the move will not only ensure employee wellness but also enhance productivity. The move is based on the realisation that a human brain tends to get saturated after about eight hours of work.

Clearly, the company realises that the number of hours invested in work by its 9,500 employees (excluding the senior executives) is not as important as the satisfaction levels of the employees themselves. It is the mental and physical health of the workforce that is the top priority for the firm, which will automatically result in better productivity.

The policy excludes the senior-level executives and staff members of the private equity, asset, wealth- management, and investment-banking divisions as their work schedules are different.

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Additionally, long-established private-sector banks as well as government-owned banks are demanding at least a 15 per cent pay hike for all employees, as per ToI. While the IBA has mooted a 15 per cent increment, unions will continue to push for a better hike along with other benefits.

Punjab National Bank (PNB) has reportedly already set aside a budget to accommodate a 15 per cent pay hike instead of a 10 per cent increment.

Bank staff and unions are demanding better pay given the fact that banks have witnessed profits recently thanks to the efforts of the employees and their hard work in promoting schemes even during the pandemic.

It is hoped that the wage agreement will happen before the 2023 Lok Sabha Elections.

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The employees can choose which slot to work in at the beginning of each month. That means, even if they want to switch slots, they can do so at the beginning of the month. No request for changes will be entertained in the middle of the month.

The flexibility will allow employees to avoid commuting during the rush hours when the possibility of accidents is also more.

The suggestion to offer flexibility was first mooted about eight years ago when accidents on the local trains of Mumbai had increased, primarily due to overcrowding. Many commuters had even fallen off moving and overcrowded trains. At the time, the government had urged even employers in the private sector to embrace flexible working so that the crowd in the local trains could be reduced.

Offer of flexibility by the Central Railway will provide relief to staff members who otherwise struggle to travel via local trains during rush hours. On a daily basis, almost 60 lakh people use the local trains to commute across Mumbai, via the western and central lines.

The workers and their unions see this as a positive step in the right direction. Over time, they feel, authorities can even work on different fares for peak hours and lean hours. If rush-hour tickets are made more expensive, private companies may also rework on their work hours so that employees can avoid the peak hours.

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Going all out to support #MothersOfMahindra, the five-year inclusive maternity policy promises the women a stress-free motherhood experience.

As part of the pre-childbirth support offered for a year, the policy reimburses 75 per cent of the cost incurred on two IVF treatment cycles. The expectant women can travel premium economy within the country and business class for international travel. They will also be reimbursed up to Rs 600 for their daily commute to work in the last trimester.

As part of the maternity assistance, the new mothers are eligible for 26 weeks of maternity leave (even in cases of adoption and surrogacy). In the unfortunate event of a miscarriage, they can avail 45 days of miscarriage leave. Up to Rs 1.25 lakh of the expenses incurred during maternity can be reimbursed.

The policy also provides post-maternity assistance for three years. That means, for three years, the new mothers can enjoy flexible work schedules, provided they are at the base location and have obtained approval from their line managers. An allowance of Rs 5,000 is granted for two years, for baby care.

These benefits go a long way in putting expectant and new mothers at ease, mentally and physically, ensuring their overall health and well-being throughout their maternity journey.

That is not all, while these women are on leave, they need not fear that their career has gone out the window. They are eligible for performance pay for full year and also considered for promotions. When they rejoin work, same or comparable roles are made available to them.

That is not all. The ‘Back to Mahindra’ programme encourages women employees of Mahindra on a career break to get back into the groove. They are offered a year’s sabbatical for childcare (up to 12 years of age).

Additionally, all women at Mahindra are assured safe transportation facility between 8 pm and 6 pm.

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Earlier, under the Ladli Behna Yojana, women were granted Rs 1,000 per month. This amount has now been hiked to Rs 1,250 per month, as announced by Madhya Pradesh Chief Minister Shivraj Singh Chouhan, ahead of the Raksha Bandhan. This will benefit about 1.25 crore women. The amount will be increased gradually, and is expected to touch Rs 3,000 so that the women are in a better position economically. Women will also be granted small pieces of land in industrial estates so that they can set up their own small-scale units. The state government hopes that women will be able earn at least Rs 10,000 a month through these efforts.

Additionally, women are being given cooking gas cylinders at the rate of Rs 450 for the holy month of Sawan. Work is in progress to make this a permanent subsidy. 1.25 crore women have been given Rs 250 each ahead of the Rakhi festival.

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Yet, employees are resisting the offer, which appears too expensive to them.

Google is known to come up with such special offers for its employees on campus so that they make optimal use of the facilities available. However, the employees, who have tasted the perks of working remotely during the pandemic are not taking the bait this time.

This summer special offer, which is available till end of September, is being sold as an attempt to help employees transition smoothly to hybrid working.

Google hopes that its luxurious hotel within the San Francisco campus, where the company is headquartered, will draw employees who relocated during the pandemic, back to work. The hotel, it is hoped, will be seen as a temporary solution to such employees’ accommodation woes till they find a permanent residence for themselves close to office. Google is trying to convince its employees that if they move to the campus they will be able to get extra sleep as they will be saving on travel time.

However, Googlers are not falling for this enticement, as most feel the tariff for the hotel accommodation is still high, even after discount. San Francisco Bay area is anyway notorious for high rents and real-estate prices.

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To achieve the 2030 global target of 70 per cent, these welfare organisations are highlighting the importance of promoting and supporting breastfeeding at workplaces, globally. Supporting women’s return to work is crucial for maintaining breastfeeding rates, with workplaces playing a key role in this effort.

To facilitate breastfeeding, workplaces need to introduce policies that are more family friendly, including paid maternity leave, breaks for breastfeeding and private spaces to nurse babies. Such facilities will not only reduce absenteeism but also ensure that more women are retained at the workplace.

UNICEF and WHO are urging comprehensive support for all working mothers, especially lactating mothers, including those in informal sectors, to enable them to continue breastfeeding while employed. In addition to paid leave for working parents, they also call for increased investments in breastfeeding-support programmes.

It is scientifically proven that breastfeeding is vital for child survival and development. It provides protection against diseases, boosting immune systems and supplying essential nutrients.

UNICEF and WHO recommend initiating breastfeeding within the first hour of the child’s birth and continuing the same exclusively for six months, avoiding other foods or liquids.  After six months, complementary foods can be introduced while continuing to breastfeed for up to two years or more. However, this can be a challenge for working mothers as they are unable to take time off from work to breastfeed their babies.

This global initiative underscores the significance of workplace breastfeeding support in fostering a healthier  future for all.

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Additional Chief Secretary of Women and Child Development Department Dr Sumita Misra has said that this will be mandatory for all institutions in the state with a workforce that is over 50 strong.

The Haryana State Crèche Policy 2022 was prepared by the Department of Women and Child Development provides that these crèches will have all the relavant toys and games that kids would require along with comfortable arrangement for kids to sleep and study. They will also offer nutritious meals, along with health check-up facility and vaccinations. The Department of Women and Child Development has entered into an agreement with Mobile Crèche Organisation to establish creches with modern amenities.

The 165 creches that have already been opened in 16 districts, will witness upgradation as per the new policy. Directions have been given for the launch of 500 creches across the state.

These crèches, which will be open 26 days a month, will have trained staff appointed under the Haryana Kaushal Rojgar Nigam (HKRNL). While the crèche workers will be paid Rs 15,000 per month, the assistant workers will earn Rs 7,000 per month. Education programmes will also be conducted to ensure proper social and emotional development of the children.

To ensure the safety of the children, the parents as well as the crèche staff will be given ID cards. As per the rules, no child will be allowed to stay in the crèche alone. The children will be given breakfast, lunch and evening snacks at the government’s expense. Rs 1000 a month has been allotted for the cleaning and sanitation of these crèches, which will have separate rooms for meals and sleeping.

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The initiative is one of the most engaging programmes that the company offers to its employees, receiving an overwhelmingly positive feedback. It’s specifically designed to acknowledge the top 60 per cent advisors who significantly contribute to the brand’s overall business.

Through JAG, employees have been rewarded with prizes totalling 25 crore rupees, including 23 houses, 8 cars, and cash rewards. In Season 3 alone, eight employees were awarded houses valued at 25 lakh rupees each, while another eight won cars worth 8 lakh rupees each. Additionally, cash incentives totalling 7.5 crore rupees have been distributed to advisors as incremental rewards, irrespective of whether they won a house or a car.

The impact of the programme has also played a crucial role in the company’s retention strategy. As per media reports, the contest has helped the company reduce its attrition rates by a third. Additionally, this is also one of the programmes that directly contributes to the growth of the organisation. 

Moreover, the initiative has been instrumental in assisting top advisors to fulfil their ultimate aspiration of owning a home. For instance, in one of the rounds, the company made it possible for a 22-year old young employee to become a homeowner, making her the first in her family to achieve such a milestone.

The Jeeto Apna Ghar competition is just one of the numerous innovative initiatives undertaken by Policybazaar to express gratitude towards its advisors. This distinctive contest serves as a powerful tool to enhance employee morale and cultivate a healthy sense of competition within the organisation.

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Out of the total allotment, 47,837 equity shares were granted under the employee stock option plan 2019, while 3,782 equity shares were granted under the employee stock option plan 2008. These plans enable eligible employees to acquire company shares at a predetermined price, often at a discount, thereby allowing them to share in the company’s success.

The face value of each equity share is Rs 1. The face value represents the nominal value of a share, and in this case, it is set at Rs 1. It serves as a base value for the calculation of the company’s capital and determines the ownership percentage held by the shareholders.

With the allotment of these additional equity shares, the paid-up equity share capital of Paytm has increased from Rs 634,178,681 to Rs 634,230,300. Paid-up capital refers to the portion of the company’s authorised capital that has been issued and paid for by shareholders. This increase in paid-up capital indicates the expansion of the company’s ownership base and the potential for further growth and investment.

Paytm’s decision to provide equity shares as part of its compensation package showcases the company’s commitment to nurturing a culture of ownership and rewarding its employees. Such initiatives can enhance employee loyalty, engagement, and long-term commitment to the organisation’s goals and objectives.

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Previously, the banking group only provided 16-weeks paid leave to its primary caregivers and the non-primary caregivers were allowed six-weeks of paid leaves.

In addition to the parental leave policy, the company has also introduced a separate recovery leave for birth mothers, allowing them to take an extra six to eight weeks off for a total of 22 to 24 weeks. Previously, the recovery leave for birth mothers was taken concurrently with the parental leave. The updated policy will be implemented starting from July 1st.

Moreover, the policy encompasses childbirth, adoptions, and foster care arrangements for 16 weeks, as stated by the company.

Speaking on the new policy, Richard Haworth, CEO, Barclays Americas expressed the dedication of the group in consistently investing in its employees and refining its benefits to maintain an exceptional work environment. He also emphasised how the improvements made to the childcare leave policy are just one aspect of a broader range of benefits aimed at assisting employees in effectively balancing their personal and professional lives.

JPMorgan Chase & Co. and Bank of America Corp. provide a parental leave period of 16 weeks for all new parents, whereas Goldman Sachs Group Inc. grants mothers and fathers a 20-week leave. Morgan Stanley ensures that new parents receive a minimum of 16 weeks off.

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The group has introduced LGBTQIA+ and Partners Benefits Policy which will help redefining equality with extending comprehensive benefits to employees and their partners.

The policy will cover all the employees and their partners irrespective of sexual orientation or marital status, which is its primary aim. This progressive policy will acknowledge the partners of its employees, as being equal to a ‘spouse’ or a ‘spousal equivalent.’ This means that both same-sex and heterosexual partners now have the same privileges as spouses, such as insurance coverage, leaves, social security, and retirement benefits, as mandated by the law.

Additionally, the policy guarantees that legally adopted children of employees’ partners are considered ‘dependents,’ thereby extending the benefits to the entire family unit.

Speaking on the initiatives, Harsh Goenka, chairman, RPG Group, shared his beliefs and emphasised how they are not only embracing diversity as a choice, but their responsibility. “As we celebrate #PrideMonth, let us remember that true progress lies in respecting and uplifting every individual’s journey. Together, let’s create a world where love, acceptance, and equality reign,” he further added.

Moreover, S ‘Venky’ Venkatesh, president group-HR, proudly expresses his enthusiasm towards the initiative by acknowledging the ways in which RPG is creating inclusive, safe, and happy work environments for its employees. “Our LGBTQIA+ and Partners Benefits Policy reflects our belief in equality and recognises the importance of extending benefits to all partners, regardless of sexual orientation. We lay equal emphasis on mental health as we do on physical health, which is why we have tied up with a mental health care clinic to provide free services to our employees,” he added.

He also talked about how the group is trying to foster a diverse and inclusive workplace where everyone feels valued and respected. For instance, the company also has an R-Shield, a dedicated helpline against harassment, that reinforces its commitment to provide a voice and support system for all, ensuring that such behaviour has no place within RPG Group.

In line with its commitment to LGBTQIA+ inclusivity, the group’s efforts have always been beyond mere policies. Starting in 2022, the Group took great pride in actively recruiting transgender individuals for positions across its factories and offices in CEAT and KEC. This initiative not only promotes equal employment opportunities but also fosters a more diverse workforce.

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Mitharwal claimed that these statutory provisions appeared to state that police officers “shall be assumed to be on duty for 24 hours”, and using this as a shield, Delhi Police was expecting its constables to be on duty for more than 36 hours at a stretch.

This is not the first time that the plight of the constables is being brought to light. However, despite several attempts in the past, no tangible action has been taken to improve their working conditions. Police reforms also tend to focus more on the higher ranks of officers than on the constables.

Now that 30 hearings have taken place over the past eight years in Mitharwal’s case, the High Court has finally ordered the Delhi Police Commissioner to ensure that a specialised committee is formed, if need be, to look into Mitharwal’s suggestions to improve the working conditions of constables.

Mitharwal rightly suggests that unless there is an emergency situation, policemen should be on duty for not more than eight hours a day and should also be given a day off every week. He also suggests that the Delhi Police should be directed to issue an office order with clear guidelines regarding fixing duty as well as rest hours for policemen.

It is pertinent to mention here that in 2007, the fifth report of the Second Administrative Reforms Commission, had stated that given the unreasonably long working hours, challenging work conditions, monotonous and mechanical nature of work, absence of proper welfare measures and inadequate housing, the morale of the constables cannot be expected to be high enough. Policemen who are constantly under work pressure and demotivated cannot discharge their duties well. In 2018, the Uttarakhand High Court had issued an order that the policemen in the State will not work for more than eight hours at a stretch. It clarified that the provision of a police officer being available for 24 hours actually implied that a police officer should be available and on duty at any hour of the day, and not that a police officer should work for 24 hours at a stretch.

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That means, parents of children with autistic disorders, multiple disabilities, mental retardation or cerebral palsy, who are working for the Kerala government, can now avail of relaxed working hours so that they can attend to the needs of their special children better. The state cabinet has decided that one such state government employee can avail not more than 16 hours of such relaxation in a month.

In a report submitted to the government in August last year, it was recommended that a maximum of 15 hours’ relaxation be granted to such parents, provided it doesn’t exceed an hour in a day. After going through the report, the government went on to grant 16 hours of relaxation in a month to one parent for taking care of a special child.

The relaxation is applicable to employees of all government offices and establishments.

It is pertinent to mention here that such parents are already eligible for special casual leave of up to 15 days in a year. This relaxation is over and above this benefit. To claim the special casual leave, the parent is required to produce a certificate from an authorised medical officer who attends to the child.

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workers will also enjoy the benefits of the Employees State Insurance Corporation (ESIC), whether they are on the rolls (regular employees) or on contract under the Corporation.

The ESIC benefit ensure a monthly cash allowance for a duration of not more than two years, in case of involuntary loss of job or permanent invalidity due to non-employment injury.

Along with this announcement, the Mayor also informed the workers of the measures taken for the improvement of their condition, and the measures adopted to control the air pollution in the city, as part of the Swachh Bharat Mission.

As part of the National Clean Air Programme for Guwahati City, the Mayor inaugurated a few road sweeping machines as well as back hoe loaders to help control pollution and keep the city clean and hygienic.

He also assured that health camps will be organised at Fatashil and Ulubari to help the community maintain good health. The schools under the Corporation will also undergo major revamping and rehauling so that the quality of education offered to the children improves. The Mayor expressed confidence that the children passing out of these schools would go on to become officers under the Guwahati Municipal Corporation.

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The event was highlighted by senior management’s address about the factory’s progress, challenges, and contributions of each employee. To make the day more enjoyable and memorable, TTK Prestige organised various activities and cultural programs, including races and games for children. At the end of all activities, winners received prizes.

Chandru Kalro, managing director of TTK Prestige, expressed his appreciation for the hard work and dedication of employees and their families. He also emphasised the importance of employee engagement and emotional connection in the success of the company. Meanwhile, Manas Martha, sr. vice president & head of human resources, TTK Prestige, highlighted that employee contributions are the “brains” of the company, and that the brand will continue to recognize their efforts through events such as the Factory Annual Day.

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The scheme aims to increase efficiency by consolidating roles, reducing layers, and enhancing empowerment and agility within the company. The announcement of the VRS follows the appointment of Niranjan Gupta as the new CEO. He  previously served the organization as its CFO and Head, Strategy and M&A.

All staff members of Hero MotoCorp are eligible for the VRS, which includes a generous package consisting of a lump sum, variable pay, gifts, medical coverage, retention of the company car, relocation assistance, career support, and other benefits. The company has six facilities in India, one each in Bangladesh and Colombia, and had a total of 9,173 permanent employees, including workers defined under the Factories Act, 1948, as of March 31, 2022. 

According to the company’s annual report, its employee cost has increased nominally by 1.9 percent due to an increase in counts and the impact of annual increments. In the financial year 2022, Hero MotoCorp spent Rs 1,935 crore on employee benefits, up from Rs 1,899 crore in FY21, while its total expense for FY22 was reported to be Rs 26,552 crore.

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Suresh Dutt Tripathi, CHRO, Air India stated that the company is currently comprehensively reviewing its leave policy to ensure that it aligns with the prevailing market practices. This includes revising the PL accumulation and encashment limits. The company will also be implementing a new leave policy for its staff.

As a result of the PL policy revision, the leave encashment policy for permanent employees will be modified. Currently, permanent staff members have the option to accumulate or encash up to 300 PLs. However, this option is not available for fixed-term contract employees, such as pilots, cabin crew, and ground staff. Pilots have the ability to accumulate up to 150 PLs, while cabin crew and ground staff can only accumulate up to 60 PLs.

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The creche service will be led by Prof Shefali Gulati, from the child neurology division, department of paediatrics, who has been appointed to oversee the development of the service for children with special needs. Officials from AIIMS reported that a creche for staff children was previously operational in the institute ten years ago, but it was closed down due to construction work for a private ward. This time, however, the creche will be specifically designed for “special kids.”

The decision to establish this service is a testament to AIIMS’ commitment to providing support and care for its entire staff and their families. This initiative will benefit parents who have children with special needs, by providing a reliable day care facility for them. This move is also a step towards promoting inclusivity and diversity in the workplace, as it provides a platform for children with special needs to thrive and participate in society. Overall, the introduction of this creche service highlights AIIMS’ dedication to enhancing the well-being of its staff and the wider community.

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Currently, Air India has approximately 11,000 employees, including flying and non-flying staff. Of these, 2,100 employees are eligible to apply for the voluntary retirement offer. This is the second phase of the VRS scheme, with the first phase being introduced in June 2022, which covered cabin crew, clerical, and unskilled categories.

Around 1,500 staff members had then accepted the voluntary retirement offer, accounting for 43 percent of the eligible members.

Suresh Dutt Tripathi, chief human resources officer, Air India, stated that there has been a request from employees to extend the additional benefit of voluntary retirement to other permanent employees.

The airline has, therefore, decided to launch the second phase of the VRS scheme. Employees who apply for voluntary retirement until April 30 will be provided with an ex gratia amount as a one-time benefit. Those who apply by March 31 will receive an additional Rs 1,000,000 over and above the ex gratia amount.

In September 2022, Air India announced the Vihaan.AI transformation plan, which aims to achieve various goals over a five-year period. The plan’s objective is to put Air India on a path of sustained growth, profitability, and market leadership.

In response to a shortage of cabin crew, Air India permitted its voluntarily retired cabin crew members to extend their tenure until January of the following year, as of November last year.

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Reportedly, Apple usually gives bonuses and promotions twice a year, which varies based on the company’s performance and division. These occasions generally take place in April and October. If the information is to be believed, then some departments may not even receive promotions next month.

In addition to implementing cost-saving strategies, Bloomberg also reported that Apple’s HR department is closely monitoring employee attendance. Some workers are concerned that this level of scrutiny may indicate that the company is considering terminating staff.

This has also brought stress among its hybrid and part-time workers. Apple has been following a hybrid work model that requires employees to work in the office three days per week. The report emphasises that some part-time retail workers feel pressured to resign because they are being requested to work more hours and days than what they initially agreed to when they were hired.

Additionally, the report also notes that Apple is implementing a hiring freeze, similar to what other prominent tech companies are also adopting. Apple has been cautious about excessive hiring since 2020, in contrast to Google, Meta, and Amazon, which are currently letting go of thousands of employees.

However, the company is confronted with a significant challenge of maintaining a consistent revenue stream. In the last quarter (October to December 2022), the company recorded a quarterly revenue of $117.2 billion, which is a decline of 5% compared to the previous year. This can be attributed to lower iPhone sales, resulting from supply chain challenges caused by the strict COVID-19 lockdown in China. Additionally, sales of Macs were also lower.

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The company says that this move is part of Zupee’s effort to combat the stigma surrounding menstruation and create a healthy and comfortable working environment for the company’s female workforce.

According to the company, Zupee is the first online gaming platform that focuses on skills to introduce a paid leave policy. The new policy will take effect on April 1.

Surbhi Sanchita, VP-human resources, Zupee, stated that the implementation of the period leave policy is aimed at not only acknowledging and protecting the health of its female employees but also raising awareness to combat the stigma that surrounds menstruation.

Furthermore, Sanchita believes that this move will help women in the workforce manage their health better along with their professional and personal lives.

Other startups have followed suit by launching initiatives to support female employees. For instance, Swiggy, an online food delivery company, provides two days of monthly ‘time off’ to its female delivery partners, and Zomato offers its female staff 10 days of paid leave during their menstrual period each year. Byju’s, an edtech platform, also grants its female employees up to 12 period leaves (PELs) in a year.

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The service organisations strongly opposed the proposal, leading to the reduction of the number of casual leaves from five to two. Despite this, employees continued to oppose the proposal, including the amendment to the compassionate employment scheme. The scheme offers a government job to the legal heirs of government employees who lose their life while in service. The proposal suggested that claimants could be offered employment if they applied within one year of the employee’s death, after which they would receive compensation of Rs 10 lakhs instead.

The rejection of this proposal is likely to disappoint government employees who were hoping to have more time off. However, it is important to note that the decision was made after careful consideration of the opinions of all relevant parties. While it may seem like a setback, the government is committed to finding ways to improve the welfare of its employees without compromising the efficiency of its services. As such, it is likely that alternative proposals will be considered in the future to ensure that both the government and its employees benefit.

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The aluminium piece comes with a large stainless steel Apple logo. Upon opening the packaging, the recipient is greeted with a personal note from Tim Cook, thanking them for their dedication to the company’s mission of making the world a better place.

The most amazing thing is that Apple has emphasised the employee’s achievement by engraving the number ‘10’, representing their ten years of service. Additionally, the piece also has the employee’s name and the date they reached the ten-year milestone.

The cloth included in the package has been reportedly called an ‘unexpected item’. This cloth is valued at Rs 1,900 in India and will undoubtedly assist the employee in keeping the metal block shiny at all times. Additionally, the package contains a note from Apple stating that the gift is crafted from the same 6000 series aluminium used in the production of their products.

Unlike its competitors such as Google, Amazon, and Meta, Apple has not made any announcements about job cuts. Google reduced its workforce by 12,000 employees worldwide, while Amazon plans to lay off 18,000 employees. Late last year, Meta laid off 11,000 employees, and although there were speculations that the company might continue to cut jobs, company executive Andy Stone has denied these rumours.

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The programme will start from April 1, and will allow P&G India employees to receive early preventive care and treatment for children with specific neurodevelopmental, cognitive, behavioural, or physical impairments.

 “At P&G, CARE is the cornerstone of our people policy – CARE for our people and their families. With ‘Lead With Care,’ our endeavour is to help our people avail early-stage medical and care interventions for their children, which can significantly impact their growth and overall quality of life.”

Srinivas P.M., head of HR, P&G India Subcontinent

The programme will cover medical diagnosis, doctor visits, treatment expenses, cost of medicines and specialised devices for eligible dependent children up to 18 years of age. The programme will also provide specialised and trained day-care support via certified partners and a 24×7 employee assistance program (EAP) available to all employees and their families to navigate this journey.

This is in addition to the existing medical support the company already provides to all its employees, including those from the LGBTQ+ community.

Srinivas P.M., head of HR, P&G India Subcontinent, says, “At P&G, CARE is the cornerstone of our people policy – CARE for our people and their families. With ‘Lead With Care,’ our endeavour is to help our people avail early-stage medical and care interventions for their children, which can significantly impact their growth and overall quality of life.”

Procter & Gamble India’s new program is a pioneering holistic support initiative for the company globally and for the industry in India. UNICEF estimates that 1 in 10 of all children worldwide have disabilities, and early intervention becomes a critical first step in avoiding the precipitation of several disabilities and reducing the impact they may have on the child and the family.

Caring for its employees and their families has always been a cornerstone of P&G India’s culture, with the topmost priority being their health and well-being. The company has evolved its medical benefits program periodically, based on real employee experiences and needs, which resulted in the curation of a more holistic programme, including the ‘Lead With Care’ programme.

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The courier company is onboarding delivery partners aggressively in different markets as part of its expansion plans. The delivery partners will be able to choose different plans based on their needs and convenience on the insurance company’s interface.

This initiative will allow Borzo’s gig delivery partners to have easy access to comprehensive health insurance plans, aimed at well-being and financial security. The affordable products will include medical insurance of up to Rs 2 lakh starting at an affordable premium of Rs 19 per month.

The two companies will try and understand the adoption patterns of gig-delivery partners and create health-insurance policies that are best suited for the segment. All the delivery partners need to do to avail medical insurance policy is simply provide their Borzo ID to the insurance company, which will then identify the lowest minimum premium option for each delivery partner.

The option of providing in-app integration of the insurance services is also being looked into to ensure faster, seamless and paper-less processes.

Saurabh Parmar, head of operations, Borzo, India, pointed out how the innumerable gig delivery partners unaware of health-policies and have limited access to health-funds. That is why, the Company has taken the initiative to “facilitate health-insurance benefits for all the current and future partners on our platform”. According to Parmar, “This alliance is a significant value proposition for us towards one of our very important stakeholders which will allow us to help them with need-based and cost-effective health cover. Our initiatives have always been driven by the aim of creating a secure work-environment for thousands of partners and impacting their life positively. Hence, we are doing what we ought to do, looking after them.”

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This allocation aligns with Sapphire Foods’ commitment to empowering its employees and creating a sense of ownership among them. The allocation is part of the Sapphire Foods Employee Stock Option Plan 2017, which aims to provide employees with the opportunity to participate in the growth of the company and benefit from its success. The stock option plan is only open to management personnel other than the CEO.

At the time of the announcement, the shares of Sapphire Foods were trading at Rs 1,266.00, up by 0.64 per cent. This news has been well received by the market, and investors are optimistic about the company’s future prospects.

Sapphire Foods India has a long history of producing high-quality food products, and it has built a reputation for excellence in the industry. The company has a strong commitment to sustainability and ethical sourcing, and it works closely with local communities to promote sustainable agriculture and conserve natural resources.

This allocation of stock options is an important step for Sapphire Foods in its journey to become a leading food company in India and beyond. It shows the company’s commitment to its employees and its dedication to creating long-term value for all its stakeholders.

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The Performance Share Plan 2022–2026, established for key employees of Rovio, also has performance criteria based on the Group’s EBITDA and Net Revenue for the financial year 2025. The rewards, worth an approximate maximum of 15,000,000 euros, will be paid partly in shares and partly in cash in spring 2026. The cash portion is intended to cover taxes and tax-related costs.

Rovio’s Restricted Share Unit (RSU) Plan, established in 2017, continues with a total of 1,530,000 RSUs allocated to key employees. The maximum value of RSUs to be allocated in the next 12 months is 714,000 euros. The rewards will be allocated in shares and cash.

Rovio Entertainment Corporation is a global mobile-first games company known for its popular Angry Birds brand. The company has eight game studios and its shares are listed on the NASDAQ Helsinki stock exchange.

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The move follows the carrier’s recent efforts to retain its workforce, including a 34 per cent cumulative pay increase for its pilots over three years, as well as contracts and agreements with its employees. The pay hike is applicable to all employees worldwide, with exceptions for those covered by industry or government requirements, or collective bargaining agreements.

In a memo to employees, Delta’s CEO Ed Bastian emphasized the importance of investing in the company’s workforce and ensuring their compensation reflects the airline’s success. This pay increase is a testament to Delta’s commitment to its employees and the airline industry, as it looks to navigate the challenges posed by the ongoing workforce shortage.

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According to GPSSA’s 2022 statistics, 24% of end-of-service cases did not meet the proper entitlement conditions, with 1,461 out of 6,138 Emiratis not being eligible to receive their end-of-service benefits due to terminating their employment contracts within less than a year.

The UAE Pension Authority emphasized that the longer the duration of employment, the more benefits an insured individual will receive, including an increase in the value of their end-of-service reward. The salary used to calculate the bonus is the salary in the pension account, with insured individuals receiving 1.5 times their salary for the first five years of service, two months’ salary for the next five years, and three months’ salary for the next five years.

Insured individuals are entitled to all their insurance rights during this period, including a maximum pension of 100% in case of work-related disability or death, which is what an insured individual who has worked and contributed for 35 years will receive. Furthermore, insured Emiratis can choose to add employment periods when changing entities.

The GPSSA urges all new, current, and previous members to verify their registration and contribution payments from the moment they are hired in an entity. There have been numerous reports of employees resigning and being unable to join a new entity without first paying their registration and contributions, leading to retroactive payments from both the employee and the previous employer and putting the insured at risk of losing the opportunity to be hired by another entity.

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Revenue Secretary Sanjay Malhotra spoke to Times of India and said that the increase in tax exemptions would mean that employees would save almost ?7 lakh. He also added that if the exemptions are spread over 30-35 years, it would work out to more than ?20,000 a year. According to Malhotra, the majority of personal income taxpayers in India are salaried employees and hence this new leave encashment exemption would be a great relief for them, both under the new tax regime or the old. He also mentioned that government employees, including those working for AIIMS, would also benefit from the new exemption.

Leave encashment is a compensation provided by an employer to employees for unutilised paid leaves. As per India’s labour laws, every salaried person is entitled to a minimum number of paid leaves every year, but not all of them are utilised. Unutilised paid leaves are carried forward to the next year, and at the time of retirement or resignation, the employer is required to compensate the employee for the unutilised paid leaves.

The leave encashment is taxable as per the law and forms a part of ‘income from salary’. Employees can claim tax relief under Section 89 of the I-T Act by filling out form 10E. The Centre’s decision to increase the tax exemptions for leave encashment will help employees save a significant amount of capital and provide them with financial security during retirement.

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This decision was made by a division bench of the Supreme Court while partially allowing an appeal filed by the Maharashtra State Financial Corporation Ex-Employees Association. The Association had challenged the decision of the Industry, Energy and Labour Department, Government of Maharashtra which denied the benefit of revision of pay scales to employees of the Maharashtra State Financial Corporation (MSFC) who had retired or died between January 1, 2006 and March 29, 2010.

The decision of the State was to make the revision of pay scales as a result of the Fifth Pay Commission Report applicable to 115 employees of MSFC who were working as of March 29, 2010. The revision was given effect from January 1, 2006. The employees who retired during this period were denied the benefit of pay scales which was considered discriminatory and arbitrary because they were in continuous service and had even received the benefit of interim revision.

However, the Supreme Court noted that there was no distinction between those who retired or died before March 29, 2010 and those who continued in service and were given the pay revision.

The exclusion of the retired employees was also found to be violative of Article 14 of the Constitution of India. On the other hand, employees who took advantage of the VRS and voluntarily left the service of MSFC during this period were held to be in a different category and could not claim parity with those who continued to work and superannuated.

The Court stated that VRS employees chose to leave the corporation and that the additional amount they received as an ex-gratia amount was equal to a month’s salary for each completed year of service.

The Court also held that employees who ceased to be in employment due to termination or dismissal would not be entitled to the benefit of pay revision. In conclusion, the Supreme Court has made it clear that VRS employees cannot claim parity with others who retired at the age of superannuation and that those who were terminated or dismissed would not be entitled to the revision of pay scales.

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According to a company spokesperson, the glut of supplies added during the Covid-19 pandemic and increased competition for contracts, particularly from Unicef for its 5-in-1 paediatric vaccine Shan5, have forced Sanofi to assess its operations in India. The spokesperson explained that the changing healthcare environment, including the emergence of new pharmaceutical manufacturers, has forced the company to adapt its strategy and portfolio to maintain viability.

The VRS will be offered to all employees of the Medchal and Muppireddypally sites on a voluntary basis only. The spokesperson emphasised that the decision to launch the scheme was made after a thorough assessment of the company’s operations and is aimed at ensuring the long-term viability of its business.

The announcement of the VRS is the latest challenge faced by Sanofi in India, as it strives to navigate the rapidly evolving healthcare environment and maintain its position as a leading producer of vaccines and pharmaceuticals.

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