3. Support Customer for Euro compliance, Foundation of Credibility and Trust
[3] Reform of Associate Relationship in DNHA, Establishment of Welfare Foundation
Stabilize Associate relations, Respect for Individuality
Looking back, in 1984 when DENSO started DNIN (SRF NIPPONDENSO Limited), production could be achieved only by good relationship.
During the 1980s, the industry was distinctly divided into two categories: management and workers. There was a noticeable lack of care, concern, and participation from the entire company workforce. This created a clear divide between the two sides, with management on one side and workers on the other, each having conflicting interests and goals
Industry was marked by Labor trouble, unionization, violence, lack of a code of conduct.
Indian economy was closed and therefore foreign companies were not interested. SRF tried its best to change the way of working.
Somehow, Workmen & management could not meet DENSO top expectations and in the year 1986~1987 DNIN union was formed from outside & could not stabilize.
With this history as a background, Director and Head of HR set about his Mission: “How to bring the change for new company DNHA”.
DENSO has good Values and philosophy, so a change from old fashion to new style manufacturing was required to bring in the shift.
He had a strong intention:
“We should also try to make good place to work.”
To implement the shift, he thought to create Key Pillars – as a basis of the new foundation, focusing Creativity/Skill, Kaizen, Collaboration, Participation/Female Empowerment and ultimately Management Localization
- 1st Pillar – Transparent
- 2nd Pillar – Trust
- 3rd Pillar – Caring
- 4th Pillar – Respect
- 5th Pillar – Equality
He recalls: “We discussed together in a meeting & then decided mutually. At that time Team Members were open minded, adopted and then we changed policy of recruitment.”
- Recruit TM’s all over India: Cross culture, cross – diversify make unique system.
- Enhance Female to 40% and recruitment initiated: Idea in automobile to have female workforce is to have good culture and give empowerment.
DN aimed to empower women to be financially independent. However, after marriage, some women would leave or relocate to another city. In India, women were not traditionally recognized as significant contributors to the national economy.
We thought to bring empowerment to females, also contribution through DENSO should be recognized.
- To do many jobs in a company we introduce the committee’s concept.
- Also, DNHA has a unique policy like not frisking any TM.
- To address the significant salary disparity within our society, we initiated efforts to bring people together. One of the activities we started was organizing get-togethers at 3 to 5-star hotels.
- Recognition: To foster recognition, we encouraged participation by starting floor meetings to acknowledge and celebrate talent.”
- Training and Development: DENSO week celebration started at 2003 onwards giving importance to DENSO Foundation Day, like Quiz & 5-star concept. DENSO Spirit came into force in 2005. Continuous mind education through in-house & external training was imparted.
- 2000, Started Morale Survey step by step to record TMs happiness & satisfaction.
- Activity of fair Evaluation–a fair & transparent mechanism for performance evaluation
IR Issue in DNHA:
Despite all best efforts to create a harmonious work environment, from 2005, our neighboring companies have heart burning issues like violence, physical assault, also affecting and influencing DNHA.
In 2010, finally impacted the mind of few DNHA TM’s who are young and not familiar with industrial relations.
30% TMs got influenced from that we have learned that whatever we do by giving best good system but still some people cannot maintain by them.
DNHA never thought to fire any TMs but if anyone steals or tries tarnishing the image then we will take action.
The strike was over after 31 days and 60% of the people were inside and 40% of people were outside (bad elements).
We started making strong connections & started doing damage control. The reason for this strike was no long-term settlement, no investment, some TM not performing & wanted to get some benefits.
Keeping the Customer Trust and Commitment
With 60% voluntary TMs, we hired 40% temporary TM, from there Temporary members journey started in DNHA.
23rd March 2010 customer delivery was done and DNHA kept our flag up, after that many Team Members realize their mistakes.
As a Management Policy, focus of HR was to groom TMs to realize DENSO way & need to change the mindset of TMs.
Welfare activities in all IGCs were strengthened in order to provide a stable working environment:
- 2000, 1st Family Open House by DNHA-Manesar
- 2004, DNHA – Start of Social Contribution Activities/CSR