At Tata Notors, employees are invaluable assets and their career and personal growth are of

prime concern to the Company.

Tata Notors provides a congenial atmosphere to work, learn and grow. The Company
conducts various programmes to train their staff in the latest and the best technology and
management practices.
The Company through its inhouse vocational training and apprenticeship programmes trains
the technicians at Tata Notors. Numerous talented youngsters, honed by such rigorous
programmes, have received numerous National Best Apprentice Awards the highest
accolade for excellence in skills, in !ndia.
Tata Notors expansion projects offer numerous growth opportunities. Structured training
programmes, rotational assignments and crossfunctional mobility allow employees to grow.
Novement across functions is encouraged to help employees develop a wider perspective
and gain expertise in manifold functions.

Training and DeveIopment
All employees are evaluaLed based on performance and merlL 1he company has
cusLomlzed Lhe erformance ManagemenL SysLem (MS) for Lhe requlremenLs of
dlfferenL caLegorles of employeesmanagerlal supervlsors and bargalnable employees
ln Lhe MS sysLem lndlvldual performance plans are cascaded from Lhe 8alance Score
Card down Lo Lhe smallesL work unlL brlnglng buslness and cusLomer focus Lo all levels
and Leams MonLhly and mldcourse half yearly revlews are held Lo ensure resources
LargeLs and Lralnlng are ln allgnmenL wlLh buslness needs Lmployees have an
opporLunlLy Lo develop Lhelr own vlew of Lhelr performance and dlscuss lL wlLh Lhelr
supervlsor lormal evaluaLlon raLlngs are asslgned aL Lhe end of Lhe year MS lnsLllls a
hlgh performance culLure ln Lhe organlsaLlon
CompeLencles of successful execuLlves are used as lnpuL Lo pro[ecL Lhe 'en porLralL' of
Lhe ldeal lncumbenL 1o Lrack Lhe sLaLe of readlness and mlgraLlon paLhs Lhe
successlon plannlng process lncludes colour codlng for poLenLlal successors 1hls helps
ln arrlvlng aL Lhe besL flL

1he process ls revlewed perlodlcally for sLaLus of successors and for process
lmprovemenLs ln case a successor ls noL ldenLlfled from Lhe ueparLmenL and 1alenL
ool an lnLernal adverLlsemenL ls released lf Lhe poslLlon cannoL be fllled lnLernally a
sulLable candldaLe ls selecLed Lhrough LxLernal AdverLlsemenL
All employees have Lhe opporLunlLy Lo advance Lhelr careers 1he Company admlnlsLers
career progresslon Lhrough Lhe MS sysLem for managerlal employees All employees
have Lhe opporLunlLy of movlng Lo hlgher levels 1hls ls based on Lhelr personal
preparaLlon and deslre Lo move wlndows of opporLunlLy and a falr selecLlon process as
under
veraII PMS Approach



AparL from regular progresslon oLher meLhods used for lasL Lrack career progresslon
are deplcLed below 1hls helps Lhe Company ln bulldlng a resource for key areas and
challenglng asslgnmenLs