Assignment Topic:

 Diversity Management in Toyota Motors corporation & Fauji Fertilizer

Company along with their Intellectual and physical abilities & their
Effective diversity program
Submitted to: Dr. Iram Fatima
Subject: HRM & OB
Submitted by:
Name Sap #
Ghilman Haider 34483
M. Waqas Amir 34482

Program: MS Engineering Management

Semester: 1st Fall 2021
National & and international Engineering Firms
Following are some firms that operate on national & International level
Automotive Industries that operate on International Level
 Toyota Motor Corp. (TM)
 Volkswagen AG (VWAGY)
 Daimler AG (DMLRY)
 Ford Motor Co. (F)
 Honda Motor Co. Ltd. (HMC)
 Bayerische Motoren Werke AG (BMWYY)
 General Motors Co. (GM)
 Fiat Chrysler Automobiles NV (FCAU)
 Hyundai Motor Co. (HYMTF)
 Nissan Motor Co. Ltd. (NSANY)
Fertilizer Companies that operate in Pakistan on International Level.
 Fauji Fertilizer bin Qasim Ltd. - Karachi
 Peoples Enterprises - Karachi
 Pak American Fertilizers Ltd. - Karachi
 National Fertilizer Corporation of Pakistan (pvt) Ltd. – Karachi
 Paksaudi Fertilizers (pvt) Ltd. - Karachi
 Al-noor Fertilizer Ind. Ltd. - Karachi
 National Fertilizer Marketing Limited - Karachi
 Elegant Agro Commodities - Karachi
 Fauji Fertilizer Co. Ltd. - Karachi
 Chem-agro International (pvt) Ltd. – Karachi
 Ffc - Jordan Fertilizer Co. Ltd. - Karachi
DIVERSITY MANAGEMENT IN TOYOTA MOTOR CORPORATION (International Engineering Firm)
Toyota considers diversity and inclusion to be one of the key elements of their business
infrastructure, and they are working to create an attractive workplace where employees with
wide-ranging skills and values, irrespective of gender, age, nationality, race, ethnicity, creed,
religion, sexual orientation, gender identity, disability, marital status or the presence of
children, can demonstrate their abilities to the fullest and achieve self-realization.
In order to become a company that is needed and chosen by society, Toyota is promoting
collaboration with a wide variety of partners both inside and outside the company while putting
into practice the values Toyota has embraced since its founding, such as the attitude of humbly
learning and taking on challenges from the customer’s viewpoint.
Diversity management Include

 Surface Level diversity

 Deep level Diversity
SURFACE-LEVEL DIVERSITY:
Differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability,
that do not necessarily reflect the ways people think or feel but that may activate certain
stereotypes. Surface level diversity incudes following
Employment of Disabled Persons
Toyota Industries employs people with disabilities every year on a continual basis and assigns them to
various workplaces. It is of the view that disabled people and others should work together and share job
satisfaction and the purpose of life. As of June 2020, the number of persons with disabilities employed
was 1,368 accounting for 2.41 percent of the entire workforce (including special-purpose subsidiaries),
which is above the legal requirement of 2.2 percent.

Toyota Industries is endeavoring to improve the work environment by organizing a Settlement

Promotion Team within the company and by holding informal discussions with disabled persons to hear
their opinions on a regular basis. These steps are intended to ensure a workplace where disabled people
can work at ease

Ensuring Equal Opportunities for Both Genders

In order to promote equal opportunities at the workplace, Toyota Industries is striving to create a
transparent and satisfying human resources system, as well as a workplace where employees can
exercise their capabilities to the full, regardless of gender. Toyota recognize that gender diversity has
been an issue, particularly at Toyota Motor Corporation in Japan. In 2002, Toyota started initiatives at
Toyota Motor Corporation centered on expanding and establishing measures to support women who
are trying to balance work and childcare. Then in 2012, Toyota began focusing on initiatives for creating
a work environment that would help women gain motivation and supporting their participation
(especially development of female managers).
 Percentage of women
People Full-time Managerial Director Average period of
hired employees positions positions employment (years)
Toyota Motor Corporation (Japan) 26.7 12.4 2.5 13.3 Male: 18 Female: 14
TMNA (U.S.) 28.2 23.7 25.2 35.0 Male: 12 Female: 11
TME (Belgium) 31.4 34.1 18.8 0 Male: 12 Female: 11
TMCI (China) 30.0 47.0 34.4 5.9 Male: 7 Female: 9
TDEM (Thailand) 25.5 33.6 22.0 0 Male: 10 Female: 12
TMCA (Australia) 36.0 28.2 20.1 0 Male: 12 Female: 8
TDB, TASA (Brazil, Argentina) 27.0 6.4 3.4 0 Male: 9 Female: 8
TSAM (South Africa) 15.7 20.1 29.1 14.3 Male: 17 Female: 12
Global 27.2 16.2 12.1 11.8 Male: 16 Female: 12

Table: Ensuring Equal Opportunities

Diversity Related to Race and Nationality

Toyota promote diversity in race and nationality according to the situation of each region. Toyota has
appointed Directors from among a broad range of personnel based comprehensively on their past
achievements and experience regardless of their gender, nationality, race or any other factors, with the
aim of placing the right person in the right position.

Toyota will maintain this principle and proactively appoint the right persons to the right posts in view of
their roles and experience, focusing also on diversity.

As of December 2020, two of the total 15 members of the Board of Directors and the Audit &
Supervisory Board are women (13.3%).

Other 3％

Latin American6 ％

Black 7％
White 68 ％
16 ％
Asian
Fig: Diversity in race and nationality according to the situation of each region.
DEEP-LEVEL DIVERSITY  
Differences in values, personality, and work preferences that become progressively more important for
determining similarity as people get to know one another better. Includes non-observing characteristics
that is, traits that are not visible. These include attitudes, values, and religious beliefs. They are similar
to hidden diversity in that they aren’t distinguishable visually. Traits that can be concealed or revealed
at the individual’s discretion, like sexual orientation, invisible disabilities, health status, neurodiversity,
immigration status, and economic background, are hidden as well as deep-level.

Creating Comfortable Workplaces Based on Respect for Human Rights

Toyota Industries’ basic philosophy with regarding to its employees is to “nurture the individuality and
capability of each employee based on employee-management, mutual trust and self-responsibility, in
order to create a dynamic corporate climate where collective strength is exercised in full.” With this in
mind, Toyota Industries is endeavoring to create a healthy and habitable workplace, as well as ensuring
employment and maintaining/improving the long-lasting stability of working conditions. (In creating a
healthy and habitable workplace, it is essential to achieve a working environment where the human
rights of each individual are respected, and everyone has a rewarding job and can work at ease.) Toyota
Industries believes the most important things for making offices comfortable are to respect human
rights and to provide job satisfaction for employees. Above all, respect for human rights is a
fundamental element, and Toyota Industries stipulates in its action guidelines that privacy of individuals
is respected, and discrimination or harassment on the basis of race, religion, belief, gender, nationality,
disability, illness or any other reason are not tolerated. (In addition, as the globalization of business
operations continues, Toyota Industries endeavors to eliminate global issues such as child labor and
forced labor within the group, as well as complying with laws and social norms in each country.)

Ensuring the health and safety

Toyota ensuring the health and safety of its employees is positioned as one of Toyota’s most important
longstanding business activities, and will continue to be so going forward.

The physical and mental health of Toyota employees is the driving force behind their good performance,
and our top management has announced that Toyota aims to become a health-first company.

Migrant Workers
Toyota recognize that migrant workers are vulnerable to situations of exploitation and forced labor. Due
to the nature of Toyota’s business, also recognize the possible risks of forced labor within the business
and supply chain involving migrant workers.
As part of due diligence activities, Toyota has been working with non-governmental organizations to
ensure fair working conditions for migrant workers within affiliates and suppliers both inside and outside
Japan. This has included the development of guidelines to help eliminate possible exploitation by
unscrupulous employment agencies charging high recruitment fees, as well as ensuring freedom of
movement, fair treatment, and proper employment contracts for migrant workers.
Toyota have also partnered on the development of the “ASSC Tokyo Declaration 2020.” This is a set of
13 declarations created to enhance and respect the rights of migrant workers from the moment of
recruitment, during overseas employment, and until their safe return to their home countries. The
“ASSC Tokyo Declaration 2020” was developed with reference to the “Dhaka Principles,” regarded as the
international norm advocated by the International Organization for Migration and the International
Labor Organization.

Region No. of Migrant Workers

Japan 600
Asia-Pacific 460
Europe 420
North America 57
Southern Africa 5
Latin America 0
Oceania 0
China 0
Table: Migrant Workers at Toyota Subsidiaries by Region
INTELLECTUAL & PHYSICAL ABILITIES.
Intellectual Abilities
Intellectual abilities are abilities needed to perform mental activates, thinking, reasoning and
Problem solving.
The intellectual abilities generate a vital management resource that Toyota utilizes and protects to
maximize its corporate value.

Intellectual Activities
Toyota’s competitiveness springs from the forward-looking R&D stance that is instrumental to core
strengths associated with products and technologies. Underlying each new product that emerges from
R&D, there are always intellectual activities such as inventions and expertise that values as important
management resources.

Intellectual Activities System

intellectual activities are organizationally linked to enable to focus on selected development themes and
build a strong patent portfolio. Toyota has established an Intellectual activities Committee made up of
individuals involved with management, R&D, and intellectual activities. This committee acquires and
utilizes important intellectual abilities that contributes to business operations and helps determine
policies for management risks associated with intellectual activities.

Intellectual Abilities and Strategies

Toyota carefully analyzes patents and the need for patents in each area of research to formulate more
effective R&D strategies. Toyota identify R&D projects in which Toyota should acquire patents, and file
relevant applications as necessary to help build a strong global patent portfolio. In addition, they want
to contribute to sustainable mobility by promoting the spread of technologies with environmental and
safety benefits. This is why they take an open stance to patent licensing, and grant licenses when
appropriate terms are met. A good example of this policy is the licensing to other companies of patents
in the area of hybrid technology, which is one of their core technologies involving environmental energy.
Toyota Problem Solving process.
Toyota Employees i.e. Technologist or manager, need mechanical aptitude, customer service skills, and
computer literacy. For research positions, typically need strong research and analytical skills, along with
educational qualifications in Mechatronics and Automobile, Technician or applicator, must have
excellent stamina, good observational skills, knowledge of Automobiles, and certification to handle
certain Processes related to automobiles

Some of the best problem-solving methods are the simplest and one of those that continues to stand
the test of time is Toyota’s 8 step method. This method incudes intellectual abilities i.e. mental
activities, thinking and reasoning This method also goes by the name of “Practical Problem Solving” or
“PPS” for short. In the diagram below not only, we see the steps can also see how they relate to the four
phases of PDCA (Plan, Do, Check, Act).

Toyota’s 8 Step “Practical Problem Solving” Process

Plan Step 1: Clarify the problem

Step 2: Breakdown the problem

Step 3: Set a target

Step 4: Analyse the root cause

Step 5: Develop countermeasures

Do Step 6: See countermeasures through

Check Step 7: Monitor the process and results

Act Step 8: Standardise

Physical Abilities
The Capacity to do task demanding stamina, dexterity, strength and similar characteristics.
Toyota Research and Development

Toyota R&D is dedicated to the development of attractive, affordable, high-quality products for
customers worldwide, R&D generates is a vital management resource that Toyota utilizes and protects
to maximize its corporate value.

R&D Guiding Principles

 Providing clean and safe products and enhancing the quality of life of people everywhere
through all our activities.
 Pursuing advanced technological development in a wide range of fields, Toyota pledge to
provide attractive products and services that respond to the needs of customers worldwide.

R&D Activities
The overriding goal of Toyota’s technology and product development activities is to minimize the
negative aspects of driving, such as traffic accidents and the burden that automobiles have on the
environment, and maximize the positive aspects, such as driving pleasure, comfort, and convenience. By
achieving these sometimes-conflicting goals to a high degree, Toyota want to open the door to the
automobile society of the future. To ensure efficient progress in R&D activities, Toyota coordinate and
integrate all phases, from basic research to forward-looking technology and product development. With
respect to such basic research issues as energy, the environment, information technology,
telecommunications, and materials, projects are regularly reviewed and evaluated in consultation with
outside experts to achieve efficient R&D cost control. And with respect to forward-looking, leading-edge
technology and product development, Toyota establish cost-performance benchmarks on a project-by-
project basis to ensure efficient development investment.

R&D Organization
Toyota operates a global R&D organization with the primary goal of building automobiles that precisely
meet the needs of customers in every region of the world. In Japan, R&D operations are led by Toyota
Central Research & Development Laboratories, Inc., which works closely with Daihatsu Motor Co., Ltd.,
Hino Motors, Ltd., Toyota Auto Body Co., Ltd., Toyota Motor East Japan, Inc., and many other Toyota
Group companies. Overseas, Toyota have a worldwide network of technical centers as well as design
and motorsports R&D centers.

Basic research
Development theme discovery Research on basic vehicle-related technology Forward-looking and
leading-edge technology development

Technological breakthroughs related to components and systems

Development of leading-edge components and systems ahead of competitors

Product Development
Primary responsibility for new model development, Development of all-new models and existing-model
upgrades
TOYOTA EFFECTIVE DIVERSITY PROGRAM:
Toyota’s strengths lie in our capacity to respect our employees’ abilities to think and promote reforms
involving every member. Toward the transformation from a car company into a mobility company to
leverage recent technical innovations centered on CASE, this capacity is growing increasingly important
as Toyota continue to create innovations steadily in existing areas while taking on challenges in new
areas, and are required more than ever to provide products and services from diverse viewpoints of
various members of society. Amid such an environment, Toyota considers diversity and inclusion to be
one of the key elements of their business infrastructure, and they are working to create an attractive
workplace where employees with wide-ranging skills and values, irrespective of gender, age, nationality,
race, ethnicity, creed, religion, sexual orientation, gender identity, disability, marital status or the
presence of children, can demonstrate their abilities to the fullest and achieve self-realization. In order
to become a company that is needed and chosen by society, they are promoting collaboration with a
wide variety of partners both inside and outside the company while putting into practice the values
Toyota has embraced since their founding, such as the attitude of humbly learning and taking on
challenges from the customer’s viewpoint.

Toyota promotes various initiatives in the field of diversity and inclusion in each region. These initiatives
have been appreciated and awarded by various external organizations and groups. Related SDGs In May
2020, TMNA won 10th place in the general division of the Top 50 Companies for Diversity 2020 ranking
announced by U.S. Diversity Inc.

Toyota Effective Diversity program includes

 Initiatives for Women’s Participation in the Workplace
 Initiatives for Next-generation Development and Expansion
 Initiatives Related to Recruitment
 Initiatives Related to Career Development Support
 Initiatives to Support Balancing Work and Childcare
 Initiatives to Increase Numbers of Females in Managerial Positions
 Development of Female Senior Professional/Senior Management Candidates
 Diversity in Directors and Audit & Supervisory Board Members
 Initiatives Related to Persons with Disabilities
 Initiatives Related to Race and Nationality
 Initiatives Related to Employment for Over 60s
DIVERSITY MANAGEMENT IN FAUJI FERTILIZER COMPANY (Local Engineering Firm)
FFC is committed to free and equitable treatment of employees by embracing diversity in the form of
age, gender, ethnicity, physical and mental ability, and other such characteristics that make their
employees a unique blend of cultural diversity. FFC Human Capital strategy discourages any sort of
discrimination at workplace and ensures equal opportunities for individuals based on merit. In order to
encourage optimum performance, FFC also gives due importance to the special requirements of all
employees with respect to healthcare and ancillary needs.

The most senior officer responsible for labor practices is the General Manager Human Resource (HR).
The HR heads at the manufacturing unit level report to GM-HR. All aspects of labor practices, i.e.,
training, non-discrimination, diversity and equal opportunity etc., are closely monitored at the
manufacturing unit level as well as at the corporate level. The breach of the aspects is monitored by HR
department and adherence to the laws and regulations is discussed frequently and reported quarterly to
the HR Committee of the Board. Attracting qualified employees and ongoing employee training and
development, both, are of great importance to FFC. FFC provide our employees with the skills and
resources they need to work in an even more efficient and innovative way. FFC have already set
exemplary standards in this area with numerous training programs and a best-in-class in-house training
center.

SURFACE LEVEL DIVERSITY

Differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do
not necessarily reflect the ways people think or feel but that may activate certain stereotypes. Surface
level diversity incudes following

FFC believe diversity strengthens the company, brings in new perspectives, helps drive innovation and
ultimately leads to better decision making. FFC employment policy strives for a diverse workforce and
aims to find the candidates best suited for an open position. The recruitment of employees is based only
on their qualification, skills, suitability for the open position and their individual potential for a
successful future at FFC in line with the corporate strategy and objectives. However, as a common
practice, while hiring junior level staff/ apprentices at plants, relaxation is given to the local population
to encourage the locals. Likewise, in the marketing group, preference to post locals, from among the
selected ones, is also given to resolve communication issues/language problems. No senior
management employee at locations of significant operation is hired on the basis of location or domicile.
and no specific quotas for women, specific nationalities, ethnic minorities or special age groups exists for
senior management and Executive Committee. All the candidates are evaluated and selected on the
basis of the same list of criteria. However, to promote economic independence of people with
disabilities, FFC extends employment opportunities to such persons along with special health care and
ancillary facilities
Providing Equal Opportunity
FFC does not discriminate basic salary or remuneration on the basis of gender as benefits are provided
according to the type of employment contract. Only female employees are eligible for maternity leave.
However, as a common practice, while hiring junior level staff/ apprentices at plants, relaxation is given
to the local population to encourage the locals. Likewise, in the marketing group, preference to post
locals, from among the selected ones, is also given to resolve communication issues/language problems.
No senior management employee at locations of significant operation is hired on the basis of location or
domicile and no specific quotas for women, specific nationalities, ethnic minorities or special age groups
exists for senior management and Executive Committee. All the candidates are evaluated and selected
on the basis of the same list of criteria. However, to promote economic independence of people with
disabilities, FFC extends employment opportunities to such persons along with special health care and
ancillary facilities. Employees are rewarded on the basis of performance and their role in the
advancement of company objectives. The ratio of basic salary and remuneration of women to men is
one to one at FFC. All FFC employees received performance appraisal in 2020. Benefit plan obligations
are regularly monitored for relevance, compliance, costs and stability to ensure that the benefits are in
line with the operating environment

Employment of Disabled Persons

FFC is an equal opportunity company. Jobs are created as per company requirements and not
by gender and disability. All qualified people can apply for them and be selected regardless of
gender or disability, by 2030, FFC wants to achieve full and productive employment and decent
work for all women and men, including for young people and persons with disabilities, and
equal pay for work of equal value
DEEP LEVEL DIVERSITY
Deep-level diversity includes non-observing characteristics — that is, traits that are not visible. These
include attitudes, values, and religious beliefs. They are similar to hidden diversity in that they aren't
distinguishable visually.

Deep level diversity includes following

Creating Comfortable Workplaces

FFC provides a decent and a productive workplace to our workforce to showcase their talent. Consistent
health and safety programs and checkups are conducted for employees. These programs include
initiatives to reduce stress and injuries at workplace and plant sites. Regular engagement is carried out
with collective bargaining agents, works councils and other employees’ bodies on employees’ concerns
related to working conditions and improvements are made based on stakeholders’ input. Company
support rights of freedom of association and all entitled employees are free to join unions and to be
represented by a representative of these unions internally and externally in accordance with applicable
laws. All staff employees excluding management employees are covered by collective bargaining
agreements. The total employees covered under agreements constitute 77.25% of the total workforce.
Fifteen days’ notice period is served on relocation within plants and three days of joining period is also
given on relocation. This information is not specified in CBA agreements. FFC complies with all local
statutory and operational requirements with regard to the provision of information to employees’
representatives and employees.

Health And Safety of Workforce:

FFC is committed to the wellbeing of employees by providing a safe working environment. FFC continue
to focus on enhancing safety systems and adopt most recent industrial safety standards to eliminate or
minimize the potential harm from the risks and hazards. Company always endeavors to educate its
employees on health and safety topics to ensure maximum level of health and safety of our work force.
Health and safety aspects are monitored and reviewed on an ongoing basis. The operational aspect of
health and safety practices in manufacturing units is governed by the GM M&O of the manufacturing
units. HR head at plant site is responsible for fair labor practices, implementation of policies with respect
to regulations and laws as well as other activities for the benefit of the employees. FFC has an
occupational health and safety management system in place for risk assessment of operations and
committed to preserving its employees’ health by avoiding accidents as much as possible. The health
and safety management system are implemented to meet the requirement of Environmental Protection
Act, Industrial Relations Act, National Environmental Quality Standard (NEQS) and OHSA Guidelines for
Noise/Ammonia in air and OHSA guidelines for health and safety. All workers, activities and work places
are covered by the management system.

Labor rights and migrants:

FFC Protect labor rights and promote safe and secure working environments for all workers, including
migrant workers, in particular women migrants, and those in precarious employment Protect labor
rights and promote safe and secure working environments for all workers, Compliance with labor rights
based
on national and provincial legislation FFC is compliant with labor rights based on national and provincial
legislation as well as international charters.
INTELLECTUAL & PHYSICAL ABILITIES.
Intellectual Abilities
Intellectual abilities are abilities needed to perform mental activates, thinking, reasoning and
Problem solving.
FFC Employees i.e. plant operator or manager, need mechanical aptitude, customer service skills, and
computer literacy. For research positions, typically need strong research and analytical skills, along with
educational qualifications, such as a bachelor’s degree in chemistry, soil science, or agriculture.
Technician or applicator, must have excellent stamina, good observational skills, knowledge of turf and
weeds, and certification to handle certain chemicals.

Physical Abilities
FFC has consistently focused on physical abilities that includes R&D, innovation and Solving Complex
Challenges

Research and Development

FFC continued to invest in R&D to develop efficient and value-added fertilizers to cope with future
challenges in a competitive market. After successful pot trials, field trials continued during the year to
verify their efficacy. Development and marketing of such products will not only help in improving crop
yield but also enable the Company in meeting the following United Nations Sustainable

Development Goals:
UNSDG 2 – end hunger, achieve food security, improved nutrition and promote sustainable agriculture
UNSDG 3 – take urgent action to combat climate change and its impacts
The experts and professionals from agricultural institutions and government departments are invited to
deliberate upon problems of the farming community and FFC collaborating with various national and
international companies and academies on R&D activities including University of Cologne, Germany,
University of Nottingham, UK, Roth Amsted Research UK, Solvay, Belgium and NARC Islamabad. FFC is
operating Fertilizer Research Centre at Faisalabad as a testing and evaluation platform for newly
developed products. FFC R&D activities are focused on development of value-added fertilizer products
i.e., slow-release fertilizers, biologically enhanced fertilizers, micro nutrients impregnated fertilizers and
N-inhibitor fertilizers to improve farm economics for the farmers. The R&D activities also take into
account environmental impact of use of products and focused on controlling nitrogen release from
granule in a manner that matches crop growth requirement thus directly addressing the issue of
Planetary Boundaries

Innovation and Solving Complex Challenges

Innovations provide business opportunities for global growth. Moreover, ensuring safe and productive
workplace, upholding labor standards and respecting human rights at operations and in the supply,
chain augments that FFC commitment to its goal Company believe diversity strengthens the company,
FFC’s approach towards embedding SDGs. The event was organized in collaboration with the Planning
Commission of Pakistan, United Nations Development Program, Pakistan Stock Exchange and Corporate
Social Responsibility Centre Pakistan (CSRCP). The Corporate Conversation on SDGs engaged
government dignitaries, corporate leaders and representatives from civil society. The benefits of aligning
with SDGs, how private sector can explore the opportunities provided by SDGs to boost economic
growth, solving complex challenges faced by the humanity as well as managing business risks were
discussed. The government’s role to provide an enabling environment for private sector to adapt and
work on SDGs along with government strategy for private sector inclusion in the sustainable
development agenda was emphasized during the panel discussion. The recommendations of the
sessions were forwarded to Planning Commission, Securities and Exchange Commission of Pakistan and
Pakistan Stock Exchange for consideration in policy formulation.

FFC EFFECTIVE DIVERSITY PROGRAM

FFC provides a decent and a productive workplace to their workforce to showcase their talent.
Consistent health and safety programs and checkups are conducted for employees. These programs
include initiatives to reduce stress and injuries at workplace and plant sites. Regular engagement is
carried out with collective bargaining agents, works councils and other employees’ bodies on
employees’ concerns related to working conditions and improvements are made based on stakeholders’
input. FFC support rights of freedom of association and all entitled employees are free to join unions and
to be represented by a representative of these unions internally and externally in accordance with
applicable laws. All staff employees excluding management employees are covered by collective
bargaining agreements. The total employees covered under agreements constitute 77.25% of the total
workforce. Fifteen days’ notice period is served on relocation within plants and three days of joining
period is also given on relocation. This information is not specified in CBA agreements. FFC complies
with all local statutory and operational requirements with regard to the provision of information to
employees’ representatives and employees. FFC believe diversity strengthens the company, brings in
new perspectives, helps drive innovation and ultimately leads to better decision making. Our
employment policy strives for a diverse workforce and aims to find the candidates best suited for an
open position. The recruitment of employees is based only on their qualification, skills, suitability for the
open position and their individual potential for a successful future at FFC in line with the corporate
strategy and objectives. However, as a common practice, while hiring junior level staff/ apprentices at
plants, relaxation is given to the local population to encourage the locals. Likewise, in the marketing
group, preference to post locals, from among the selected ones, is also given to resolve communication
issues/language problems. No senior management employee at locations of significant operation is
hired on the basis of location or domicile and no specific quotas for women, specific nationalities, ethnic
minorities or special age groups exists for senior management and Executive Committee. All the
candidates are evaluated and selected on the basis of the same list of criteria. However, to promote
economic independence of people with disabilities, FFC extends employment opportunities to such
persons along with special health care and ancillary facilities.

FFC Effective Diversity program includes

 Providing A Decent, Productive Place to Work
 Providing Equal Opportunity
 Employment of Disabled Persons (Not Implement yet)
 Creating Comfortable Workplaces
 Health and Safety of workforce
 Labor rights and migrants