The decision also highlighted that the Input Tax Credit (ITC) is limited to the cost borne by the company for offering these canteen services.

Kohler India, in compliance with the Factories Act, 1948, had entered into an agreement with a canteen service provider (CSP) to supply meals to its workers. The CSP invoices the company based on the employees’ consumption, which is tracked through the factory’s system. While the company bears a portion of the canteen costs, the remainder is deducted from employees’ salaries without any profit motive.

The key issues addressed in the ruling were whether the nominal deduction from employees’ salaries for meals would be regarded as a ‘supply’ under the CGST Act, 2017, and whether the company could claim ITC for GST charged by the CSP for canteen services provided as mandated by the Factories Act, 1948.

The AAR concluded that the perquisites given by an employer to an employee under a contractual agreement are not subject to GST. Additionally, the provision of canteen facilities, as required by Section 46 of the Factories Act, 1948, is undisputed. The company’s HR Manual stipulates that employees receive these services at a subsidised rate. Therefore, the salary deductions for meals are not considered a ‘supply’ under the CGST Act, 2017.

Furthermore, the company can claim ITC for the GST paid on canteen services, but only to the extent of its share of the costs, excluding the proportionate credit embedded in the employees’ share of the cost.

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Armed with a master’s degree in human resource management from the University of Paris I: Panthéon-Sorbonne, began her human resources journey with Softmatic AG in 1999. Based out of Germany, she served as human resources manager for over two years, before moving to Pricewaterhouse Coopers as consultant in HR leadership and change management. This role saw her working out of Paris, France, for the next five years.

In January, 2007 she joined Demos Group as European business manager. She was stationed in Brussels, Belgium. After a little less than two years, she moved to Philips as director/HR business partner-BG domestic appliances, consumer lifestyle. By 2010, she was elevated to senior director-organisational effectiveness, senior director HR strategy and HRO projects. This role saw her working out of Amsterdam.

July of 2012 saw her essaying the role of VP, head of HR, lighting, Europe, for Philips Lighting. She was promoted to VP-head of HR, lighting growth markets, by 2016, based out of Singapore.

From 2018 to 2019, she served as head of HR EMEA, Whirlpool Corporation.

Her next stop was Dole Sunshine Company, taking on the role of global head of talent and organisational performance.

May 2022 was witness to her joining ASM, as head of leadership, talent and culture, Singapore.

Backed by almost 25 years of experience, Dembri will help shape OCS’ strategic direction from the perspective of HR. She will be handling workforce planning and talent management among other responsibilities.

OCS has a strong presence in India. In fact, OCS India provides housekeeping and engineering services in different Malls at Kochi, Lucknow, Palakkad, Hyderabad and Trivandrum

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That is not all; the company will relocate its office from Tokyo to Kawasaki. The objective of the job cuts is to achieve 10 per cent profit margin by 2027 and attain better stability.

After a decade of financial struggle, Toshiba was bought over by a group led by Japan Industrial Partners (JIP) in a $13 billion deal.

The job cuts do not come as a shocker. In April 2024, Toshiba had revealed that it was contemplating a significant downsizing of its workforce in Japan, eyeing a reduction of about 5,000 positions. At the time, it was reported that the move would affect roughly seven per cent of its domestic staff.

The focus of these job cuts was primarily be on back-office roles within the company’s headquarters, with plans to implement them through voluntary retirement schemes. This proposed reduction would be the largest since the fallout from the 2015 accounting scandal.

The move, then, was anticipated to incur a loss of about 100 billion yen ($646 million), covering expenses such as special retirement packages and outplacement services. This restructuring is part of Toshiba’s attempt to streamline its operations by consolidating its energy, infrastructure, devices and IT divisions into its main headquarters, aiming for greater efficiency and synergy.

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This ambitious move builds on UST’s track record of bolstering artificial intelligence (AI) capabilities, demonstrating its dedication to comprehensive workforce development.

The AI training endeavour, targeting more than 80 per cent of its workforce, underscores UST’s commitment to leveraging its expertise to maintain its leadership in the rapidly- evolving AI landscape. This initiative follows closely on the heels of UST AlphaAI’s launch. This platform consolidates the company’s AI offerings to bolster business agility, streamline operations and expedite digital-transformation efforts.

The company will provide a spectrum of GenAI training programmes tailored to diverse roles, enhancing efficiency and maximising each employee’s potential. Leveraging insights garnered from collaborations with esteemed AI researchers from institutions such as MIT and Stanford, UST aims to foster a culture of continuous learning, incorporating the latest academic advancements into its workforce.

Sunil Balakrishnan, chief values officer and global head-development centre operations, highlighted the programme’s adaptability and hands-on approach, ensuring employees gain expertise in foundational GenAI concepts and cutting-edge applications.

“Adaptable and customisable for each participant, the flexible training programme provides hands-on experience with industry-leading tools and platforms such as GitHub Copilot, setting our employees up for future success by ensuring that they can apply GenAI capabilities across diverse domains,” he added.

Adnan Masood, chief AI architect, UST, stressed the importance of continuous upskilling in a digital landscape driven by GenAI innovations. “GenAI continues to revolutionise industries and transform business operations, and we remain dedicated to equipping our employees with the tools and knowledge they need to leverage these cutting-edge technologies effectively,” he added.

This pioneering GenAI training initiative underscores UST’s commitment to nurturing a dynamic, future-ready workforce, poised at the forefront of GenAI advancements. By enhancing its employees’ skills, the program is set to catalyse innovation, delivering significant benefits to clients and partners alike.

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Saravanan, an employee of the school education department in Sivaganga district, was suspended on the day of his superannuation in 2022 and was denied the opportunity to retire. Allegations surfaced that he secured his position through false means, stating that his mother, a government servant, had deserted him during his youth.

Challenging the suspension and subsequent charge memo, Saravanan petitioned the court, highlighting the injustice of being suspended after dedicating years of service to the government.

Justice Manjula condemned the suspension order and deemed it illegal and illogical, given its timing and the significant delay in issuing the charge memo.

It also emphasised that such actions not only undermine employee morale but also violate government guidelines against suspending employees on the verge of retirement. The court remarked that it has been consistently emphasised that employers should refrain from suspending employees on the brink of retirement or on the day of retirement and then initiating disciplinary actions after a significant period has elapsed. Government guidelines, outlined in a 2007 government order, further support this stance.

Regarding the illegality of the suspension order, the judge highlighted the absurdity of issuing a charge memo nearly 25 years later. The petitioner had been allowed to complete their service, only to be suspended afterward and accused of suppressing crucial information during employment application. The court criticised this sequence of events as a mockery, asserting that such actions not only inconvenience the government but also demoralise employees who faithfully serve until retirement age.

Furthermore, the Court directed the authorities to allow Saravanan to retire with full benefits effective from 31 October, 2022, and release his terminal benefits within six weeks. This verdict underscores the importance of upholding employee rights and fair treatment, particularly during transitional periods such as retirement.

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However, on the whole, lesser number of e-commerce firms will be hiring freshers from campuses this year. In fact, a 35 per cent dip is expected in fresher hiring.

On the other hand, compared to 2022, applications for retail jobs went up eight per cent in 2023. The demand for retail jobs went up by 18 per cent in 2023, with a whopping 86.86 per cent of applications coming from candidates in the age group of 18 to 30.

E-commerce hiring when it comes to startups, on the other hand, is slowing down their hiring, given the wave of layoffs, limited budgets and so on. In fact, they are becoming more selective when it comes to hiring.

Logistics firms have seen a dip in active jobs by 13.89 per cent in the third quarter of FY24 during the peak season. New job postings, however, did go up by about 10 per cent at the beginning of 2023. The numbers will continue to increase till the peak season approaches.

Retail employers are more keen to hire freshers, with 52 per cent admitting to prioritising entry-level professionals.

In contrast, e-commerce companies, as already mentioned will be going slow with fresher hiring. However, they seem to be more keen to hire experienced professionals, with 42 per cent expressing a preference for candidates with experience.

With the logistics sector growing in leaps and bounds, e-commerce firms will continue to seek experienced professionals for their supply-chain operations. A good 38 per cent firms have admitted to prioritising the recruitment of experienced professionals, while 34 per cent said they emphasised gender diversity /diversity, equity and inclusion (DEI). About 30 per cent of employers said they emphasised the recruitment of female candidates, while 16 per cent said they emphasised the recruitment of male candidates.

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Justice Wasim Sadiq Nargal, presiding over the case, emphasised that recovery of excess payments made to employees due to mistakes or misinterpretation of rules is impermissible.

Tantray, who began as a daily wager in 1976 and later served as a Chowkidar before being designated as a pump operator in 1993, saw his pay scale upgraded accordingly. However, upon his retirement in 2014, a notice was issued for the recovery of an excess amount paid to him, totaling Rs. 6,08,022.

The court’s decision was grounded in principles of fairness and precedent. Justice Nargal highlighted that Tantray had not misrepresented any facts, and no inquiry was conducted by the authorities regarding his upgrade during his service or post- retirement. The court underscored the absence of any allegation against Tantray and criticised the lack of clarity from the respondents regarding the purported violation of rules.

Referring to various Supreme Court judgments, the court emphasised that recovering excess amounts from employees, especially after retirement, is unjust unless fraud or misrepresentation is proven. It also reiterated the principle established in previous rulings that pay fixation issues cannot be revisited beyond a specific period preceding retirement.

In a definitive move, the Court quashed the recovery order and directed the authorities to release all pensionary benefits owed to Tantray, including an amount of Rs. 3,26,982 withheld from his gratuity. Non-compliance within eight weeks would attract an interest of nine per cent, anually.

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It is reported that a conciliation meeting that took place on 14 May led to the assurance that the complaints against the Milma employees would be withdrawn. Also, it was promised that a meeting of the board would take place to approve this withdrawal. Decisions regarding pending promotions will also be taken during the board meeting today, that is, 15 May as was assured.

Post the meeting on 14 May, the pacified employees called off the strike and also reported for night duty.

Kerala Co-operative Milk Marketing Federation (KCMMF) was formed in 1980 as a state adjunct of the national dairy programme, ‘Operation Flood’. Thre three-tiered organisation had 3076 Anand model primary milk co-operative societies as on March 2022 with 10.4 lakh local milk-producing farmers as members. These primary societies are grouped under three Regional Co-operative Milk Producers’ Unions.

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Prakash had filed a petition alleging that DHBVN had denied him pensionary benefits amounting to Rs 2.13 lakh at the time of his superannuation in 1999. Prakash passed on without hearing the verdict, which was in his favour. He had approached the Court six times for justice and to seek what was rightfully his to begin with. The Punjab & Haryana High Court has imposed a cost of Rs 8 lakh on DHBVN for its contemptuous behaviour as compensation, out which Rs.4 lakh is to be paid to the four legal representatives of the petitioner.

According to the Court, pensionary benefits are a Constitutional right, as they are part of the Right to Property and Article 300-A of the Constitution of India. Therefore, no one can be deprived of the same unless by authority of law.

The Court added that the cost of Rs.8 Lakh will be payable by way of compensation.

Pension and pensionary benefits are a Constitutional right since it is Right to Property and Article 300-A of the Constitution of India provides that no person shall be deprived of his Right to Property except by the authority of law, added the judge.

According to the allegations leveled by DHBVN, a shortage of material and missing parts of the transformer and oil at the time was discovered while Prakash was in service. Therefore, DHBVN had decided to recover the cost of these missing materials from the retirement benefits and gratuity of Prakash. Following the filing of a petition, the Division bench of the HC had, in 2008, ordered that Prakash’s benefits be released. However, DHBVN had not complied, and instead, a show cause notice was issued after nine years of Prakash’s retirement, which made no sense.

Finally, now, after 21 years and after the petitioner’s death, the Court has directed that the petitioner’s amount be refunded along with an interest of six per cent per annum within three months.

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Justice Sashikanta Mishra explained that whenever an employee is wrongfully terminated from service, it is the standard rule that they should be reinstated and paid back wages. Of course, the tenure of service of the concerned employee, nature of misconduct and the financial strength of the employer are also taken into account. In this case, Dutta had been serving as a lecturer of history at the College since her appointment in 1988. She was terminated after seven years of service and by no fault of hers.

In Dutta’s case, it was observed that not only was she wrongfully terminated, the state authorities as well as the governing body of the college had failed to reinstate her and follow legal orders due to which she lost out on what was rightfully due to her.

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In an exclusive interview with Bloomberg, he expanded on Google’s approach to expense management and workforce growth amid industry shifts. He stressed the necessity of tough decisions aligned with evolving priorities, aimed at maximising efficiency and productivity to meet market demands.

Pichai underlined the importance of executing layoffs thoughtfully to minimise disruption, with existing employees reportedly receiving salary raises.

He noted that most actions would occur in the first half of 2024, with a significant reduction anticipated later in the year. Pichai emphasised the company’s commitment to disciplined hiring practices moving forward.

After last year’s layoff of 12,000 employees, recent reports indicate further cuts at Google including positions tied to electric vehicle manufacturer Rivian Automotive in the Bay Area. Official filings confirm Google’s plan to cut 57 roles in San Francisco across various functions such as management, engineering and analytics.

These remarks come as Google navigates operational streamlining amid industry changes and economic uncertainties. Despite challenges, Pichai remains optimistic about Google’s adaptability and prospects in the evolving tech landscape.

Recently, the company let go 200 members from its core team as part of a cost-cutting and restructuring exercise. About 50 roles were axed from the engineering team operating out of the California headquarters. Some of the jobs are expected to be relocated overseas, primarily to India and Mexico, as reported by CNBC.

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The Court was of the opinion that it was only humanitarian to allow an employee to seek treatment from the best hospital in case they meet with an accident or suffer an injury while in service. There is no reason for Rajeevan, the FCI employee who was injured in an accident to be denied reimbursement just because he went to a hospital not in the list of empanelled hospitals issued by his employer. Employees, said the Court, cannot be forced to approach only the hospital(s) empanelled by the employer. Therefore, the Court asked FCI to reimburse the said employee’s medical expenses.

The appeal filed by FCI was dismissed saying that no circular from an employer can supersede what is stated in section 4(2A) of the Employees’ Compensation Act, 1923, according to which employees are to be reimbursed the actual medical expenses they incur for treatment of injuries caused sustained while in service. As per the Court, the Act was meant for the welfare of employees, and therefore, its very meaning and purpose cannot be ignored or overruled by the any internal circular or order. Rajeevan was given a compensation of Rs 1 lakh instead of Rs 50,000.

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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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In a letter dated 15 April, addressed to the workforce, Cognizant reiterated its expectations regarding in-office presence. It urged those who hadn’t complied to the return-to-office mandate, despite earlier warnings to revisit previous communications from top brass regarding office attendance.

As per the letter, failure to adhere to these directives could be construed as serious misconduct under company policies. The repercussions, the report suggested, could range from disciplinary action to outright termination.

This development follows a previous directive in February, wherein the IT giant mandated its Indian employees to work from the office at least three days a week. In a memo, Ravi Kumar, CEO, Cognizant, said that the over 2.5 lakh employees in India are expected to work from office for three days in a week, or as their team leaders seem fit.

The company was also expected to introduce a new hybrid-work scheduling app for the India workforce, helping managers and team leaders create schedules conveniently and reserve rooms/space at the workplace for their teams as required.

India hosts a significant portion of Cognizant’s workforce, with about 2.5 lakh out of about 3.4 lakh employees based there, as per the company’s annual report.

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Gupta’s elevation to CHRO was approved by the Board of Tata Communications recently.

An economics graduate from Delhi University, Gupta also completed an MBA from IIFM.

He was associated with Deloitte Consulting for two years from 2004 to 2006, before he moved on to PricewaterhouseCoopers as senior consultant-HR advisory.

The next three years he spent with KPMG Advisory as manager-HR advisory.

His next stop was EXL service, where he served as assistant vice president-talent management and OD from 2011 to 2013.

It was in September 2013 that he joined Tata Communications, as director-human resources. Less than five years later, he was elevated to the position of senior director-global head of talent acquisition, talent management, OD, D&I and BHR. Less than four and a half years later, he got promoted to vice president-global head, compensation and benefits and business HR.

Goyal will be passing on the baton to Gupta after a 14-year long tenure with the firm. He was part of the Management board too and even headed sustainability, CSR, health and safety, SCM.

This alumnus of BITS Pilani has also been associated with SAP as CHRO global advisory board member since 2019.

Know for his strong work ethics, Gupta’s eye for detail will stand him in good stead in his new role.

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Primarily, the employees at the smaller offices of Walmart  in Atlanta, Dallas or Toronto have been asked to relocate as per the Wall Street Journal.

However, as per reports, employees may be allowed to work remotely part time, provided they spend most of their time working from the physical office.

The workforce strength of Walmart at the start of 2024, was about 2.1 million, globally. It has been trying to reduce the headcount for a year now, in preparation for automation. In fact, it hopes to automate about 65 per cent of its stores over the next two years.

In March 2023, Walmart had laid off several employees at its five e-commerce fulfilment centres across the US due to a reduction or elimination of evening and weekend shifts. The impacted workers had been assured by the company that they would receive payment for 90 days during their job search at other Walmart locations, including technologically advanced e-commerce distribution centres. At the time, these layoffs had raised concerns about a possible economic recession in the US,

Cut to February 2024, in a bid to attract and retain talent in a competitive labour market, Walmart rolled out a two-pronged strategy— stock grants for managers and a 3-for-1 stock split. This move came amidst rising inflation and pressure to lower grocery prices, while the retail giant grappled with high turnover, particularly among managers.

By offering stock grants of up to $20,000, coupled with a revamped compensation package boasting higher base salaries and potential bonuses of 200 per cent, Walmart aimed to incentivise an ownership mentality and long-term commitment among its managers.

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Ram’s association with Godrej Consumer Products began back in October 2010, when he joined as HR business partner, sales. Less than two years into this role, he was promoted to manager-learning and OD and HRBP marketing and sales support functions, based out of Mumbai. He also successfully led the the capability development initiatives for the organisation.

In April 2014, he was elevated again, this time to the position of HR business partner, Godrej Indonesia and Middle East. Among other responsibilities, the role involved working closely with the management committee team towards HR solutions for the organisation’s growth agenda.

His next promotion came more than two and a half years later, to the role of head HR, Africa, US and Middle East. This elevation saw him relocating to Dubai for five years. In 2021, he became business head –South Africa.

An alumnus of the Institute of Management Technology, Ghaziabad, Ram’s career began with Marico, in 2007, when he joined as a management trainee, hired from campus. After his training, he took on the responsibility of plant HR. By the time he moved on from Marico three years and five months later, he had become HR business partner, manufacturing and supply chain.

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Backed by two decades of experience in diverse industries, including pharmaceutical, power, luggage and healthcare, Singh is a seasoned HR leader capable of driving growth and transformation.

Armed with a degree in law, Singh began his professional journey with Wanbury, where he joined as officer-HR, in 2001. Four years laters, he joined CIPLA as management staff (HR). For a little less than two years, he handled end-to-end HR processes entailing recruitment and selection, induction, performance appraisal, training and development, payroll administration, compliance and so on.

From 2008 to 2010, he served as manager-HR, Molekule India, successfully handling all implementation of HR policies and procedures.

His next stop was Emco, in 2010 where his stint lasted a little over three years.

In 2013, he joined Safari Industries as senior manager- HR and admin. More than three and a half years into this role, he moved to Narayan Health, as senior human resources manager. A little less than four years into this role, he was elevated to DGM-HR, in April 2021. This promotion took him from Mumbai to Raipur.

Singh has completed an executive development programme in driving growth, from XLRI Jamshedpur in 2022.

Remembered for the employee welfare and engagement programmes initiated by him, Singh is also known to be highly dependable, energetic and dynamic.

HRKatha wishes him all the best in his latest assignment at Tata Cancer Care Foundation.

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The company detailed its plans in a filing, outlining the formulation, adoption and implementation of the Zomato Employee Stock Option Plan 2024 (ESOP 2024), pending shareholder approval. This plan considers granting 18.26 crore employee stock options to eligible employees, including those in subsidiaries and associated companies.

The company emphasised the importance of ESOPs in cultivating a culture of long-term thinking and innovation, crucial for sustained shareholder value. It further revealed the creation of an additional ESOP pool equivalent to two per cent of the existing share capital on a fully diluted basis, pending shareholder nod.

The company noted that the total ESOP cost for Q4FY24 stood at Rs 161 crore, up from Rs 122 crore in Q3FY24.The increase is attributed to the granting of ESOPs to the Blinkit executive team and senior employees. It clarified that the creation of the new ESOP pool would not directly impact the ESOP charge, emphasising that the charge is a non-cash expense realised only upon granting ESOPs to employees.

Last year in August, Zomato issued employee stock option plans (ESOP) valued at Rs 2.52 crore to certain employees of the company and its subsidiaries. The Board of Zomato lent its approval to the allocation of 2,52,59,179 fully paid-up shares with a face value of one rupee per share.

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The case revolved around Badal Kumar Mandal, who was initially appointed as a technical assistant at the Indian Museum in 2001 and was subsequently promoted to the position of senior technical assistant in 2005. However, in a surprising turn of events in 2018, Mandal was reverted back to his original position, prompting him to challenge this decision through a writ petition.

Mandal’s petition argued against the Museum’s decision to revert his position, citing the autonomy granted to the Museum under the Indian Museum Act of 1910. Additionally, he contested attempts to reduce his terminal benefits or recover excess payments received by him.

The respondents countered, asserting the supremacy of Central government regulations over the Museum’s autonomy, particularly concerning pay scales and post re-designations.

Hearing both the sides, Justice Rajasekhar Mantha’s bench emphasised that regardless of the legality of pay scale upgrades, recovery of excess payments from employees is impermissible, echoing the Supreme Court’s stance.

The court noted the resolution passed by the Museum’s Board of Trustees in 1992, indicating the Museum’s independence in such matters. It also recognised the directives issued by the Central government concerning compliance with a circular related to pay scales, underscoring the Museum’s obligation to adhere to these regulations.

Emphasising the petitioner’s right to terminal benefits based on his last position as senior technical assistant, the Court prohibited any attempts to diminish these benefits or reclaim excess payments. Citing the precedent set in the case of State of Punjab vs. Rafiq Masih (Whitewasher), where the Supreme Court ruled that regardless of the legality of pay scale upgrades, recovery of excess payments from the petitioner due to such revisions cannot be undertaken, whether during employment or afterward.

The ruling prioritised justice and employee welfare, ordering the calculation of Mandal’s terminal benefits based on his last-held position, senior technical assistant. Additionally, it barred any further reversions or attempts to recover excess payments, providing Mandal with much-needed relief and setting a benchmark for similar cases nationwide.

This verdict underscores the judiciary’s commitment to upholding employees’ rights and ensuring fair treatment in the face of bureaucratic complexities.

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G. Ravichandran, a long-serving employee initially hired as a record clerk (company trainee). In 1988, he progressed through the ranks to become a senior superintendent at the Tamil Nadu State Transport Corporation (TSTC). Claiming eligibility for the position of assistant manager (Legal) due to his law degree, Ravichandran filed writ petitions when overlooked for promotion in favour of junior colleagues without similar educational qualifications.

Ravichandran contended that his law degree met the criteria outlined in the organisation’s Common Service Rules for promotion to assistant manager (Legal). He alleged unjust treatment, asserting that despite meeting requirements, he was bypassed for promotion.

The amil Nadu State Transport Corporation argued that while Ravichandran held a law degree, he lacked necessary practical experience in civil or mofsel courts as an advocate, a prerequisite for the role. Additionally, his incomplete five-year tenure as senior superintendent, as per Rule 60(d)(i) of the Common Service Rules was highlighted.

The Court noted that the petitioner was appointed as a senior superintendent on 30 May, 2015, without completing the mandatory five-year service period required by Rule 60(d)(i) of the Common Service Rules for eligibility for promotion to assistant manager (Legal).

That is not all; the Court pointed out the petitioner’s lack of essential practical experience in civil or mofsel courts as an advocate, a prerequisite for the assistant manager (legal) role.

Regarding the corporation’s seniority list, the Court confirmed its alignment with applicable rules and regulations. It further observed that promotions within the TSTC were based on merit and eligibility criteria, encompassing completion of necessary service years and possession of required qualifications in accordance with the Common Service Rules.

Consequently, dismissing the writ petitions, the Court upheld TSTC’s promotion procedures, signalling adherence to established eligibility standards for advancement within the organisation.

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This decision comes as part of a broader global restructuring initiative by Medtronic. Furthermore, most of the affected employees are from Mazor Robotics, a company acquired by Medtronic in 2018 for $1.6 billion, marking its largest acquisition in Israel.

Mazor specialises in developing robotic guidance systems for spine surgeries.

The layoffs in Israel follow similar actions taken by Medtronic in recent weeks, including the termination of 44 workers in California, at its Carlsbad facility, and numerous others in Ireland.

The company also announced plans to reorganise and transfer certain operations at the Carlsbad site, as indicated in a filing under the Worker Adjustment and Retraining Notification with California authorities.

However, the specific operations impacted were not detailed in the notification.

The layoffs were scheduled to occur on or around 19 May, or within a 14-day window starting from that date. While the terminations predominantly affected engineering positions, they also encompassed several roles in technician and project management capacities.

It is anticipated that this trend of layoffs will persist throughout the company.

Having established its Israel office in 1974, Medtronic has been actively investing in the country’s technology and innovation sector, having spent an estimated $4 billion acquiring Israeli companies to date. Despite these workforce reductions, Medtronic remains a significant player in the medical device industry, with approximately 95,000 employees globally and a market capitalisation of $110 billion.

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The workers, represented by the International Association of Machinists and Aerospace Workers (AIM) wish to draw attention to the lack of work-life balance for the employees due to unpredictable schedules. They have also been unhappy about the low wages, which are unable to keep up with the rising cost of living.

Recently, the US Labour Board ruled that the tech firm, Apple did indeed question its employees regarding union activities and also prevented them from placing union flyers in the break room as was alleged Back in 2022, it was found that employees—who had placed flyers on a table in the break room within the office at the World Trade Centre store in New York City—had been interrogated about their actions. The flyers were also taken possession of arly last year, that is, in February 2023, the National Labour Relations Board (NLRB) had started seriously looking into complaints filed by employees and unions who claimed that Apple tried to hinder employees efforts to organise, except when it was a case where the Company itself was settling first.

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Kanakavali was married to Raja Armugam who used to an employee of AAI till he died. However, the two had one child while Armugam was in service. Kanakavali was given a job at AAI on compassionate grounds post Armugam’s death. She married again later and had two children with her second husband. As an employee of AAI, it was her second request for maternity leave (she wasn’t an employee of AAI when she had the first child with her first husband). Airport Authority of India, however, rejected her leave application because she already had two children.

The Court highlighted the fact that AAI’s maternity leave rules did state that a woman in service could avail of maternity benefits twice during her tenure. Therefore, Kanakavali was right in seeking leave. The Court also pointed out that since motherhood is a natural phenomenon, it was the duty of employers to be considerate and sympathethic towards their female employees who are pregnant; that denying a woman maternity leave just because she already had two children was wrong. Also, the Court wished for employers to be more sensitive towards expecting women in their workforce as they put up with many challenges because of their condition, not just before childbirth but after too.

According to the Court, maternity benefits and the rules governing the same were designed for women who marry only once and become mothers thereafter. However, it was pointed out that the benefits and associated rules were drafted to ensure that the women employees are not lost to the workforce due to motherhood and not to check population growth.

Also, as per the Constitution, the right to reproduce is an important part of an individual’s “right to privacy, dignity and bodily integrity under Article 21”, as reported by LiveLaw.

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It is pertinent to mention here that the deal has already received approval from the Competition and Consumer Commission of Singapore (CCCS) and the Competition Commission of India (CCI), with certain specific terms and conditions.

The merger deal will see Singapore Airlines acquiring 25.1 per cent stake in Air India.

Of the total workforce, about 6,500 employees are from Vistara whereas about 17,000 are from Air India. In March, Kannan, had confirmed that the merger will lead to the complete absorption of Vistara’s employees by Air India. In other words, Vistara employees, including pilots, flight attendants and engineers, will need to seek new roles within Air India.

It is hoped that the merged entity will be more efficient in terms of operations and will lead to better performance on the domestic as well as international fronts.

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Rajeshbhai marched to the Labour Court, claiming the corporation had violated his right to fair treatment, a legal concept known as ‘natural justice’. The court agreed, calling the dismissal harsh and ordering
Rajeshbhai’s reinstatement with some back pay. The corporation felt unheard, unheard in the cacophony of the initial ruling. They appealed to a higher court, the Gujarat High Court.

Here, the plot thickened. The Gujarat High Court acknowledged the seriousness of Rajeshbhai ‘s absences, even with his explanations. But a new wrinkle emerged – the corporation argued they weren’t given a fair chance to defend their decision. Their written statement, a document outlining their case, explicitly raised this concern. Imagine being on trial but denied the chance to speak!

The High Court, upholding legal principles, agreed. Every side deserves a hearing, they ruled. Failing to consider the corporation’s defense violated “procedural fairness,” the legal guarantee of a proper process.
Rajeshbhai’s case was sent back to the Labour Court. This time, the corporation would get its say. They would have the opportunity to present evidence justifying Rajeshbhai’s dismissal. The story wasn’t over.

Rajeshbhai would have to wait, and the corporation would get their chance to plead their case. This legal drama highlighted two important lessons. Employers, like the Rajkot corporation, need to follow proper procedures when taking disciplinary action. Even an employee’s admission of wrongdoing might not be enough. And for both sides, the fight for fairness, whether keeping a job or justifying a decision, hinges on being heard.

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The spectre of unions, though a mere 1.2 per cent of the massive 600,000 strong workforce, is a noteworthy shift. This flicker of change, a 0.01 per cent increase from the previous year, hints at a potential transformation in the dynamics between TCS and its employees. Interestingly, a subtle gender gap exists, with a slightly higher percentage of male employees seeking the shelter of unions.

What’s driving this newfound interest in unions? The reasons could be many. Perhaps a growing awareness of labour rights and legal protections is empowering employees to seek collective representation. Or maybe the recent volatility in the IT sector, with whispers of layoffs and hiring freezes, has sparked a need for the security and bargaining power that unions offer.

The other side of the coin reveals a demographic shift. The vibrant young blood of TCS, those under 30, is showing a dip. In India, this age group has shrunk from a dominant 59 per cent to 50.3 per cent within just two years. The story is similar in the US branches as well. Conversely, the ranks of seasoned employees, those above 40, are steadily rising across geographies.

These trends paint a complex picture for TCS. The rise in unionisation, although small, signifies a potential need for a stronger employee voice. The aging workforce, on the other hand, presents a different set of challenges. Innovation, often fuelled by the fresh perspectives of younger minds, might take a hit. Attracting young talent could become an uphill battle.

TCS, the giant that it is, must now adapt its approach to navigate this balancing act. Addressing the concerns that are driving the rise in unions is crucial. Fostering a work culture that values experience while still attracting young minds is paramount. The company’s ability to address these evolving dynamics will determine its success in the years to come.

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Badge Tracking: A human capital management software will track employee badge swipes, assigning color-coded ratings based on office presence. Blue signifies consistent on-site work, green indicates regular presence, yellow shows limited on-site time, and red flags employees with minimal physical presence.

VPN Monitoring: Dell will reportedly track VPN connections to determine if employees are working remotely. This adds another layer of oversight, potentially raising privacy concerns for some employees.

Reports suggest that many Dell managers are uncomfortable with the system, fearing it could negatively impact the career growth prospects of remote workers, even leading to potential layoffs.

Dell, however, maintains that in-person collaboration is crucial. In a statement, the company emphasised the importance of “in-person connections paired with a flexible approach” for fostering innovation and competitive advantage.

This policy reflects the ongoing debate within the corporate world regarding post-pandemic work models. While some companies embrace flexible work arrangements, others, like Dell, prioritize physical office presence. The effectiveness of Dell’s tracking system in achieving its goals and its impact on employee morale remain to be seen.

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As per the new rules LTC Rules [Rule 1(3)&1(4)]:

Subject to the provisions of sub-rule 1(4), will apply to all those employees appointed to civil services and civilian government posts in the Defence Services in connection with the affairs of the Union. The concession will also apply to state government employees who are on deputation with the Central government. Those appointed on a contract basis will also be eligible.

Government employees who are not in whole-time employment will not be eligible for the concession. Those in casual and daily-rated employment are not eligible either. Members of the

Armed Forces, as well as local recruits in Indian missions abroad will not enjoy LTC. Employees of the Central government who enjoy other forms of travel concession (whether during leave or otherwise) will not be eligible for LTC either. Additionally, those paid from contingencies are also not eligible.

Railway employees may avail of the LTC only once in four years, as per CCS(LTC) Rules, 1988, but certain terms and conditions will apply.

As per the the LTC scheme, government employees are allowed to visit their home town or any place in India in a four-year block. Alternatively, they are given the option to avail the concession to travel to their hometown twice in two years, or travel to their hometown once in a one two-year block and visit any other place in the country in the second two-year block.

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The compensation for managing director and executive directors at TCS has two components. While the salary along with benefits, perks and allowances make up the fixed component, there is also a variable component, comprising commissions given on the basis of performance. The variable pay is determined by the IT services company’s financial performance and achievements.

Interestingly, in April 2024, TCS had introduced a new policy tying employees’ quarterly variable pay to their in-office attendance. Now, employees with attendance below 60 per cent will be ineligible for the bonus. This rule was implemented following the company’s decision to require employees to work from the office five days a week.

The net profit of the company went up to Rs 12,434 crore in the March 2024 quarter. For the financial year 2023-24, TCS posted net profit of Rs 45,908 crore, that is, a growth of nine per cent.

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The bank recently revealed its earnings for the fourth quarter at a press conference. While at least 11,000 general roles exist, the bank reportedly follows a system wherein a significant 85 per cent of the positions at associate and officer level go to engineers. These engineers are trained on banking and then assigned associate roles, with some even going into the information technology (IT) department. With an aim to develop its IT department, the bank intends to hire more people with knowledge of technology. At least 2,000 will join as probationary officers.

In the financial year 2024, SBI had a total workforce strength of 2,32,296. This was less than the 2,35,858 people in its workforce in the previous financial year.

For the quarter ended 31 March 2024, the net profit for the bank was Rs 20,698. This was 24 per cent more than the figure for the same period last year, that is, Rs 16,695 crore.

Dinesh Khara, chairman, SBI, revealed that the net interest income (NII) during the quarter ended 31 March, 2024 went up to Rs 41,655 crore from Rs 40,393 crore in March 2023. Net interest margin, on the other hand, fell to 3.47 per cent.

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The terminated employees were accused of violating employment terms, which require crew members to be available for assigned duties and maintain high standards of conduct.

The airline’s letter to employees outlined the severity of the situation. The letter stated that the coordinated absence of crew members severely disrupted flight schedules, leading to substantial inconvenience for passengers and significant financial losses for the company. The termination came with immediate effect, rendering the terminated employees ineligible for any further employment benefits.

Furthermore, Air India issued an ultimatum to remaining sick-reported crew, demanding their return to duty by 4 pm on Thursday, 9th May, or face similar consequences.

The disruption caused by the protest resulted in the cancellation of at least 60 flights for Thursday alone, affecting numerous passengers. The airline, known for its significant operations to Gulf destinations, has been compelled to reduce flight operations until 13 May, due to the shortage of cabin crew.

Discontent amongst Air India Express cabin crew has been simmering for some time, particularly following the announcement of a merger with Air India Express Connect (formerly AirAsia India) as part of the Tata Group’s consolidation of its aviation holdings. The Air India Express Employees Union (AIXEU), representing a significant portion of the senior cabin crew, has levelled accusations of mismanagement and a lack of transparency in HR practices against the airline.

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Recognising the challenges faced by individuals re-entering the corporate world after a career hiatus, the bank has introduced a specialised six-month internship programme. It aims to assist selected returnees with projects and mentorship from experienced industry leaders, facilitating a smoother transition back to work.

The programme offers hands-on experience within an environment recognised as one of the ‘100 Best Companies for Women in India’ for eight consecutive years. Furthermore, the move underscores DBS’ ongoing commitment to fostering diversity and supporting employees across various life stages as part of its responsible business practices.

Kishore Poduri, managing director and country head – HR, DBS Bank India, emphasised the importance of nurturing a diverse talent pool and providing comprehensive support to employees. He highlighted the positive impact of DBS’ previous initiatives, citing a notable 13 per cent increase in the engagement score for women in 2023 compared to the previous year. “These are signs that our efforts are paying off as we continue to focus on creating an environment where all employees are supported to thrive professionally and live fulfilled,” he added.

DBS’ commitment to employee well-being extends beyond gender inclusivity. The bank recently enhanced its paternity and adoption leave for new fathers from two weeks to four, aiming to promote gender parity and encourage shared parental responsibilities.

Moreover, the organisation strives to be a forerunner in the employee benefits space, by taking a hyper-personalised approach to cater to the evolving needs of a diverse workforce.

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It is pertinent to mention here that fringe benefits include benefits such as tuition support, life insurance, end employee discounts, that is, perks that companies grant to their staff members in addition to the normal salary. And such fringe benefits, including bonuses or reimbursements ge benefits such as bonuses or cash reimbursements are likely to be subject to income tax.

While the unions and officers’ associations argued against the rule, the Court maintained that such savings were enjoyed by the employees because of their job and only due to their status of being employees of the establishment/bank. Moreover, these savings/benefits were being enjoyed in addition to the salary they were earning. Therefore, they were definitely a perquisite, which is taxable.

Therefore, the appeals made by the unions and associations that challenged Rule 3(7)(i) of the Income Tax Rules, 1962 and Section 17(2)(viii) of the Income Tax Act, 1961, were dismissed by the Supreme Court.

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Nair, who is an alumnus of the Indian Institute of Management, Calcutta, began his professional journey with Siddhartha Apparels as system analyst and management trainee, back in 1997. By the time he moved on from there, he had been elevated to general manager. During his eight-year long stint at Siddhartha Apparels, he mentored a team of over 250 personnel and steered the entire operations for manufacturing of readymade garments for Park Avenue and Colour Plus shirts.

His next assignment at Matchworkers International as operations manager-recruitment, took him from Chennai to Dubai. There he successfully managed everything from business development, sourcing and placement candidates, to administration and day-to-day activities at the office, as well as the accounts of the entire business for well over six years.

In 2014, he joined Optimum HR Consultancy as head of operations, in Dubai.

He was back in India in 2016, when he took up the role of divisional manager-talent acquisition, corporate HR, at Ashok Leyland. This was the beginning of his long association with the company, where he was elevated to head-business HR within less than two and a half years. After managing the entire life cycle of about 1500 employees for over three years, based out of Chennai, he was again promoted. This promotion saw him taking on the position of head-HR, MHCV business.

His new assignment at Rossari will see him working out of Mumbai and leading the HR function while also overseeing corporate communications.

Sunil Chari, MD, Rossari Biotech is confident that “with his wealth of experience and expertise in HR management, Nair will be instrumental in shaping our people strategy and supporting our continued growth. We look forward to his leadership in enhancing our talent management initiatives and driving organisational development at Rossari.”

With his experience across diverse sectors, including automotive and garment manufacturing, immigration consultancy, and recruitment consultancy, Nair is sure to be an asset to Rossari.

Nair—who is a certified CII HR Excellence Assessor and is also certified in Thomas Psychometric Assessment and Harrison Psychometric Assessment—looks forward to “leveraging my experience and enthusiasm to contribute to the company’s continued success. Together with the exceptional team here, I am eager to push boundaries, make a meaningful impact, and achieve remarkable accomplishments.”

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Under the revised regulations announced on 6 May, Sebi clarified that the recovery could be enforced through various legal means, including deducting the amount from the employee’s salary and other dues.

Furthermore, this action can be taken if an employee is suspected of acting improperly, engaging in corrupt practices, or misusing their authority for personal gain.

The new framework extends to former employees who have resigned, retired, or completed their deputation tenure. Effective immediately, these rules aim to bolster accountability within Sebi’s workforce.

Additionally, Sebi stated that gratuity payments to employees could be withheld, either partially or entirely, during ongoing disciplinary proceedings. The disbursement of gratuity would occur post-proceedings, contingent upon the outcome of the disciplinary actions.

These measures underscore Sebi’s commitment to upholding integrity and transparency within the capital markets, ensuring that employees adhere to the highest ethical standards.

Sometime back, SEBI introduced its informal guidelines on the definition of an employee. Employee Stock Options (ESOPs) are widely used ways to reward, retain and motivate employees. However, the requirement that ESOPs can only be allocated to employees can present challenges and limit its applicability.

Hence, SEBI was asked for ‘formal guidance’ regarding whether or not doctors who work part-time for a company while also engaging in private practice and earning other income be considered employees and therefore eligible for ESOPs.

In a favourable response, Sebi determined that individuals are not required to work full-time for the company to be considered employees. Therefore, in the aforementioned scenario, doctors would be classified as employees and eligible for ESOPs.

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By leveraging Microsoft’s existing resources, MCMC seeks to educate Malaysians on AI and related competencies.
This development follows closely on the heels of Microsoft’s pledge to inject a staggering US$2.2 billion (RM10.5 billion) into Malaysia’s digital infrastructure and AI advancements over the next four years. The investment encompasses initiatives such as erecting digital frameworks, empowering 2,00,000 individuals with AI skills, establishing a national AI Centre of Excellence, and augmenting cybersecurity capacities.

Teo Nie Ching, deputy minister, MCMC, said they want to train Malaysians in AI and related skills using Microsoft’s resources, at the International Regulator Conference.

The IRC, a platform gathering regulatory minds from ASEAN and beyond, focuses on bolstering internet accessibility and combatting cybercrimes. Teo emphasised MCMC’s regional engagement with platform providers to fortify community guidelines, especially for safeguarding vulnerable demographics such as children.

Satya Nadella, Microsoft’s Chairman and CEO, underscored their commitment to catalysing Malaysia’s AI evolution, ensuring inclusive benefits for all. He highlighted how these investments would empower Malaysian businesses, communities, and developers to leverage cutting-edge technology for holistic economic growth and innovation nationwide.

With this, Malaysia’s digital landscape is set for a significant boost

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The first video, circulated on April 24, captures a chilling scene at Bandhan Bank, where an officer identified as Kunal Bhardwaj launches into a tirade against a junior employee who allegedly failed to meet monthly targets. Bhardwaj’s aggressive demeanour, punctuated by foul language, underscores the hostile atmosphere within the institution.

In the footage, as the apologetic employee promises to rectify his mistake, Bhardwaj’s response is anything but empathetic. “Definitely correct sir?… Are you even ashamed of yourself? This is March?” he berates, exemplifying the culture of fear and intimidation prevalent in such environments.

The second video surfaced on 4 May, exposing similar misconduct at Canara Bank, where officer Lokapati Swain chastises employees for prioritising personal time over work commitments. His scathing remarks, laden with disdain for familial obligations, highlight a systemic disregard for work-life balance.

In a statement, Swain articulated a perspective that underscored corporate allegiance over personal welfare. He stated, “If you will not participate in recovery, including holidays because you want time after working to travel with your family but your hell to your family. What should I do? And the bank has given you a job for work not for travelling with family. I don’t care about my family, I don’t care about my family also, I care about Canara Bank.”
In response to the uproar, Bandhan Bank has issued a statement acknowledging the incident and denouncing such behaviour. The bank highlighted that it doesn’t endorse or promote such an approach and has initiated necessary action.

Similarly, Canara Bank has distanced itself from Swain’s remarks, emphasising its disrespect for employees and their families. Denying support to any such behaviour, the bank clarified that necessary action has already been taken.

As these videos spread across social-media platforms, they serve as a stark reminder of the urgent need to reform workplace cultures within the financial sector, prioritising employee well-being over relentless pursuit of targets.

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The airline has been forced to cancel around 80 flights across key Indian airports, including Kochi, Calicut, and Bangalore. While Air India Express claims to be working with the crew to understand the situation and minimise passenger inconvenience, offering full refunds or rescheduling options to impacted travellers, the incident exposes deeper tensions within the airline.

Discontent amongst Air India Express cabin crew has been simmering for some time, particularly following the announcement of a merger with Air India Express Connect (formerly AirAsia India) as part of the Tata Group’s consolidation of its aviation holdings. The Air India Express Employees Union (AIXEU), representing a significant portion of the senior cabin crew, has levelled accusations of mismanagement and a lack of transparency in HR practices against the airline.

A letter sent to the Tata Group chairman in April detailed specific grievances, including the removal of certain allowances post-merger, leading to effective pay cuts despite the airline’s profitability. The union further alleges favouritism in internal job postings, bypassing qualified existing crew members for external candidates.

A town hall meeting between Air India Express management and the crew on May 2 failed to reach a resolution, highlighting the growing rift. Passengers have expressed frustration on social media regarding the sudden cancellations, with Air India Express attributing them to ‘operational reasons’ while offering rescheduling or refund options. This incident comes amidst broader challenges for the Tata Group’s aviation portfolio. Last month, pilot discontent at Vistara, another Tata airline undergoing integration with Air India, forced a temporary capacity reduction of 10 per cent, impacting 25-30 flights daily.

The situation underscores the complexities involved in merging airlines with distinct workforces and corporate cultures. The Tata Group will need to address the cabin crew’s concerns to restore normalcy to Air India Express operations and avoid further disruptions. Finding a solution that balances cost-cutting measures with employee morale will be crucial to ensure a smooth integration process across its entire aviation portfolio.

The post HR issues ground Air India Express flights as cabin crew call in sick appeared first on HR Katha.

So, Wrinkled Mondays it is going to be for CSIR staff from now onward. Considering that the organization has about 37 labs across the country with over 3,500 scientists, and over 4,000 other staff, this will translate into saving of a whole lot of energy and preventing significant emissions. The move is expected to make the staff more aware of the need to conserve energy and save the environment. Also, it drives home the point that even the smallest step can contribute a lot in battling climate change.

The concept was introduced as part of the cleanliness drive titled ‘Swachhata Pakhwada’ from 1 to 15 May.

The Council supervises research in various fields including genomics, biotechnology, oceanography, geophysics, and nanotechnology, contributing to sectors such as information technology, environmental engineering, mining and aeronautics.

In the past too, CSIR has been known to adopt ways to conserve energy. It has already started working on measures to reduce consumption of electricity across its labs in India. It aims to cut electricity bills by ten per cent once the measures are implemented in a month’s time.

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An alumna of the Indian Institute of Management (IIM) Ahmedabad, Vijayanand graduated in economics from the University of Mumbai.

In 1994, she joined Lakme as a management trainee for a year. Then, she moved to Larsen & Toubro as HRD officer in 1995 for two years, during which she was an active member of the corporate training team.

Her next stop was Godrej, where she served as head-human resources, from 1997 to 2001. After successfully taking charge of the HR function there and managing employees across the company’s 30 branches in India for four years, she switched to Capgemini in 2001. She spent the next five years there looking into organisational development, learning and development, performance management, compensation and benefits, HR projects, and other areas.

The year 2005 saw her taking on the role of head-corporate human resources, at Lehman Brothers. Till 2007, she was part of the core team responsible for ramping up operations of various Lehman Brothers entities in India.

From January 2007 to October 2010, she was head-human resources, India, Crédit Agricole CIB (Corporate and Investment Bank). During her less than four-year long stint there, she led the HR function for the Corporate and Investment Bank in India spread over six locations.

She served as head-human resources, India and the Middle East, Australia & New Zealand Banking Group, from October 2010 to May 2016.

Her association with MUFG began in May 2016, as head of HR, MUFG Bank India and Sri Lanka. Five years into this role, she was elevated to global HRBP. By April 2022, she had become the global co-head, human resource business partners. In this capacity, she successfully played the lead role in championing and implementing various strategic initiatives aimed at organisational transformation and global alignment, for over two years.

At TIAA—the retirement company founded to help educators retire with dignity, and which went on to become an asset-management firm—she will be focusing on transformation, culture and strategic organisational initiatives.

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Various robots, including Robin and Sparrow, streamline operations at Amazon’s Robotics Innovation Hub near Boston. Robin, described as one of Amazon’s most complex stationary robot arm systems, aids in scanning and sorting packages, while Sparrow optimises the fulfillment process.

Similarly, Proteus and Hercules handle container movement, while the Sequoia system sorts and shifts containers to lessen strain on human workers. Amazon claims Sequoia increases productivity by 75 per cent expediting inventory storage and order processing, resulting in faster lead times for shipping.

With these efforts, incident rates at Amazon’s robotic sites dropped by 15-18 per cent for recorded incidents and lost-time incidents, respectively, in 2022 compared to non-robotic facilities.

Furthermore, the company emphasised its commitment to job creation, stating that over the past decade, it has introduced hundreds of thousands of robotics systems while also generating hundreds of thousands of new skilled roles within its operations.

Consequently, the 2023 annual report reveals that despite Amazon’s growing robot workforce, which remains smaller than its total employee count of 1.525 million, the company has reduced jobs in Amazon Web Services. This decision comes despite a notable revenue increase to $143.3 billion in the first quarter of the year, surpassing expectations.

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By providing aspiring professionals with hands-on training and supervision, the partnership aims to equip them with the necessary skills to thrive in demanding environments and carve out successful careers.

In an exclusive conversation with HRKatha, Ritu Bhatia, global hiring leader & SVP-HR, Genpact revealed that this apprenticeship programme isn’t just about temporary skills for specific jobs; it’s about instilling life lessons valuable for long-term professional growth. It focuses on soft skills and ensures graduates are not just job ready, but career ready.

The 12-month programme extends the dual advantage of work experience while offering formal education. Additionally, it focuses on developing soft skills such as communication, leadership, time management and so on.

To continuously monitor an individuals’ progress, the company has an internal knowledge-management portal, Genome, which offers a vast library of resources, encompassing emerging technologies such as AI and industry-specific skills.

Presented in bite-sized formats, this content allows apprentices to learn on the go, even during work hours.

Furthermore, it plays a crucial role in this process, enabling ongoing skill enhancement across more than 80 areas and 600 detailed skills. For instance, an apprentice interested in generative AI can utilise specialised resources, while another looking to enhance their skills in finance for the company’s growth can use Genome to develop proficiency in accounting.

Speaking on the initiative, Dhriti Prasanna Mahanta, vice president, TeamLease Degree Apprenticeship, shared insights on bolstering talent development and creating a skilled workforce through apprenticeship. “In collaboration with Genpact, we understand apprentices’ vital role in bolstering talent development and establishing a skilled workforce, with major cost- and time-saving benefits. We are committed to bridging the skill gap through our organised apprenticeship programmes that provide aspiring professionals with practical, hands-on training and supervision, ensuring they flourish in a tough environment and build successful careers,” he added.

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The initiative, dubbed Secure Future Initiative (SFI), aims to embed security into every aspect of Microsoft’s operations, following three core principles: Secure by Design, Secure by Default, and Secure Operations.
These principles will guide every aspect of SFI’s pillars, focusing on protecting identities and secrets, tenants, production systems, networks, engineering systems, and enhancing threat monitoring and response.

The move comes in the wake of various security breaches, including attacks by Chinese and Russian state-sponsored hackers targeting Microsoft’s systems and customer data. Nadella stressed the need to prioritise security over other considerations, even hinting at potential changes in the company’s long-standing support for legacy systems.

Expressing pride in this (SFI) initiative and gratitude for the implementation efforts, Nadella emphasised the need for more action. He highlighted that moving forward, the entire organisation will commit to SFI, doubling down on the initiative.

With cybersecurity threats evolving rapidly, Microsoft seeks to strengthen its security posture by fostering collaboration across sectors and learning from adversaries’ tactics. The company pledged to hold itself accountable by integrating security goals into performance evaluations and compensation decisions for senior leadership.

In light of the escalating cyber threats, Microsoft’s strategic shift underscores its commitment to safeguarding customer trust and reinforcing its position as a leading provider of secure digital solutions.

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According to the court ruling, Jassy’s comments—made a couple of years ago, in 2022— clearly suggested that the employees would fare better without a union; that they could expect improvements at a faster pace at work and with less hurdles in terms of bureaucracy if they are not part of a union; that things happen faster and more smoothly when employees are directly connected to their managers, which will not happen if there is a union in between.

The National Labour Relations Board was of the opinion that instead of letting employees know that unionisation is likely to make it more difficult for the employees to maintain direct links with their managers, he actually said that unionisation would make them less empowered. His statements were aimed at actively discouraging employees from joining unions.

Charges were filed against Jassy by the Amazon Labour Union for making the so called ‘persuasive’ or ‘coercive’ comments at various summits, that is, in public.

The ruling confirms that leaders need to be very cautious with their words in public, especially when it comes to sensitive matters such as unionisation, considering their legal implications.

Amazon, however, is reportedly considering the Judge’s ruling as going against freedom of speech.

If the ruling is upheld, Amazon will have to issue a notice across the US clearly stating that it will never threaten its employees by implying lesser empowerment as a result of unionisation; that unions will result in slower action due to increased bureaucracy.

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An alumnus of Delhi School of Economics, Nagpal began his career as an executive-HR, with Honda Motorcycle & Scooter India, in 1999. A year into this role, he moved to Dell Perot Systems, as manager-corporate HR, head-global C&B and global HR operations. In 2007, he moved on from Dell to join Tech Mahindra as senior manager-recruitment. This stint lasted only about seven months.

September of 2007 saw him joining IBM as deputy general manager and HR head-GBS, IBM South Asia. After two and a half years with IBM, he moved to Huawei Telecommunication (India) Company as general manager-human resources, head-corporate HR. He was based out of Gurgaon for more than four and a half years.

In 2014, he began his association with Samsung Electronics, as general manager. After two promotions, he became senior director, heading corporate HR CoE of total rewards, organisation management, talent management, HR operations, talent acquisition and leadership hiring, talent and sucession mangement for Samsung, South West Asia Region.

This latest promotion to CPO comes after nine years and nine months of his entry into Samsung Electronics.

Nagpal, who holds a BE from Manipal Academy of Higher Education, is known as a meticulous person with immense passion for his job and indepth knowledge of HR.

His 25 years of experience are bound to stand him in good stead in his new role at Samsung. HRKatha wishes him all the best.

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Backed by over three decades of experience, Vijay Sinha moves to JSW from Adani Power, where he had been serving as joint president-HR since Feb 2023, based out of Ahmedabad, Gujarat.

Sinha began his professional journey with Steel Authority of India (SAIL) as manager-HR, in 1993. After a long and successful stint of almost 12 years with SAIL, he moved to RKHS as DGM-HR, in 2005. This stint lasted only over a year, and by August 2007, he moved to Reliance BIG Animation, based out of Pune. Two years into this role, he switched to JSW Energy, as senior vice president-HR. Eight years into this role, he moved to Vijayanagar, Bellary, joining JSW Steel as senior vice president-HR and admin, JSW Steel. Hardly a year and a half later, he was elevated to the position of executive vice president-HR (manufacturing). He spent a good four years and four months with JSW Steel, before joining Adani Power in February 2023, as joint president-HR.

Known to be a very organised and focussed HR person, he is an expert in developing and maintaining relationships. This trait of his will stand him in good stead in his new assignment at JSW.

Sinha has completed an MBA in human resource management/personnel administration, from the Xavier Institute of Management (XIM, Bhubaneshwar)

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Having started his professional journey with Adecco in 2006, as group account manager, this alumnus of XLRI Jamshedpur has come a long way. He joined Reliance Retail as HRBP for a short stint of over a year, before moving to AHA (Air Hostess Academy) as deputy manager for another short stint in 2007.

He served as business HR for Videocon Telecommunications for a little over a year and a half before switching to Sara International as manager-HR and admin, in 2010.

His next stop was John Keells BPO, as human resource business partner. For a year and eight months, he looked into employee relations investigations, policies and procedures, HR business partnering and• HR automation.

From 2013 to 2015, he was with the UnitedHealth Group, looking after employee relations. For over two years, he was part of the APAC ER team, leading the grievance-redressal mechanism, case management, ethics and compliance-related matters, based out of New Delhi.

His next stop was Delhivery, where he served the longest tenure of his career. He joined as senior manager-HR, in 2015. In this capacity, he developed and deployed policies for ease of administration and ensured uniformity across the organisation. Three months into this role, he was elevated to director-human resources. In 2017, he was promoted yet again, taking on the role of senior director-human resources for over two years. In 2019, he received another promotion and became head-supply chain HRBP. By the time he left Delhivery in 2021, he had attained the position of head-people operations. He was instrumental in scaling up the workforce from 4000 to 42000 across 2300+ cities.

It was in December 2022 that he joined Baazi Games as CHRO. In his latest assignment at Bluwheelz, he will be part of the executive leadership team, leading the people function to drive process-driven scalability. The futuristic, tech-enabled first-mile, mid-mile and last-mile delivery company with an exclusive EV fleet is confident about Prakash’s “robust background“ which equips him to “drive our human resources strategy forward” statess Chanpreet Singh Sethi, co-founder and CEO, Bluwheelz in his LinkedIn post.

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However, sources have revealed a delay in the disbursement of April salaries, citing the funds from a recent rights issue being held in a separate account due to an ongoing dispute with investors.

Legal conflicts with investors at the National Company Law Tribunal (NCLT) led to hearings being postponed until 6 June, impacting Byju’s financial capabilities. Originally, the company intended to utilise the funds from the rights issue to cover operational costs and employee salaries. However, the NCLT’s decision has impeded these plans, exacerbating Byju’s financial challenges.

In early March, Raveendran, founder and CEO, Byju’s, had expressed regret in an internal letter to over 20,000 employees, citing challenges in processing salaries due to capital shortages and the current delay despite available funds. A small group of investors, comprising four individuals out of the 150+ investors, had played a role in preventing the utilisation of the raised funds for employee salaries. As a result, the funds were locked in a separate account as directed by investors. The Bengaluru bench of the National Company Law Tribunal (NCLT) has instructed Byju’s to keep the proceeds from the rights issue in a separate account until the resolution of the case with investors.

With a workforce of around 15,000 employees, Byju’s faces a salary liability ranging between Rs 40 and 50 crore. To address the situation, the company has implemented a new compensation policy, tying sales staff salaries to weekly revenue generation.

This policy, effective from 24 April to 21 May, allocates half of the weekly revenue collection to sales associates, aiming to ensure timely compensation amidst financial constraints.

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The message, conveyed through LinkedIn, took a sharp tone, warning Schwanke with, “Your first and only warning: do not try to poach my employees or you will have no employees yourself.” Shocked by the audacity of the threat, Schwanke shared the screenshot of the message, expressing her disbelief at encountering such behaviour on a professional platform such as LinkedIn.

Schwanke, further explaining the situation, revealed that she had no prior interaction with the company and found the message both bizarre and unsettling.

Schwanke’s post quickly garnered attention, receiving nearly two million views on X. Commenters expressed their shock and disbelief at the aggressive stance taken by the CEO of Optima Solutions.

Despite the norm of blurring out names in such instances, Schwanke chose not to, deeming it unnecessary for what was clearly an unwarranted threat. This shows how professional rivalry can unexpectedly turn quite nasty, even in the digital realm.

Poaching, a prevalent practice in numerous industries, involves actively recruiting or hiring employees from rival companies. While it’s often viewed as a strategic move to acquire top talent and bolster one’s own workforce, poaching raises ethical dilemmas and can strain professional relationships. Employers invest time and resources into training and developing their employees, making their departure a loss for the company left behind.

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