Findings and Insights July 2016 - Tata Power · PDF fileFindings and Insights July 2016. 2 ......

Tata Power Employee Engagement Survey 2016

Findings and Insights

July 2016

2

Flow of the session

Key highlights from the study

Results & Emerging insights

Suggested way forward

Key demographics results including subsidiaries

3

Key Highlights From the Employee Engagement Study

Tata Power Engagement steadily improves to 74%, to be better than industry top quartile. Difference in engagement across other units continues to widen (43% to 87%)

Employee experience improves across all engagement drivers, however critical improvement areas remain similar (Delivery on Promise, Leadership, Career)

Top Management continues to be most engaged, but need to invest more effort in JMs

Overall relatively new employees (<5 years) are less engaged than others (69% vs. 76%). Worthy to note that the 90% of incoming talent is engaged for the first 6 months

Development support for managers, especially at Middle Management level, results in improved employee engagement and satisfaction on managerial aspects

1

2

3

4

5

4

Aon Hewitt’s Engagement Framework

*Drivers not part of SED

**Drivers part of SED ONLY

Business

outcomes

Manager

HR

Leader

Action

Areas

WORK

EXPERIENCE

Engagement Drivers

The basics

The workCompany

practices

Foundation

Communication*

Customer focus

Diversity

People & HR Practices

Values* Safety

Security*

Work Environment

Pay

Collaboration*

Autonomy/ Choice

Co-workers

Innovation

Decision-making/

Execution focus

Organization Energy

Organization

Structure

Resources

Valuing People

Work Processes

Work Tasks

People

Performance

Brand

Differentiators

Delivery on

Promise

Organization

Reputation

Senior Leadership

Manager

Career opportunities

Learning and

development

Managing performance

Recognition

Engagement

Outcomes

Engagement

Score

Engagement

Owners

5

0

100

Bottom

Quartile

Moderate

Zone

Engagement Scores Across Various BUs at Tata Power

Power

Industry

Average

Power

Industry

Top

Quartile

AH BE

India 2015

Aon India

Pan

Industry

Average

India

Manufacturing

Average

India

Manufacturing

Top Quartile

Tata Group

Average

67% 69% 83% 67% 60% 65% 54%

CTTL 52%21

TP Solar 43%228

N Score

Tata Power* 74%2941

SED 58%665

Nelco 87%135

Powerlinks 65%40

Note: Units arranged in descending order of team size

*Includes Tata Power, International and TPCDT

Top

Quartile

Movement in

Benchmarks 7% 2%8% 2%9%

6

Mixed Trend of Employment Experience Across Years, Where Tata

Power* Exhibits Consistent Improvement



56%55% 43%

2014 2015 2016

Tata Power* 2941 66%

69% 74%

SED 665

52%

60%58%

TP Solar 228

CTTL 21 72%64% 52%

Powerlinks 4070%

85% 65%

Nelco 13550%

48%87%

Results to Action

62%

68%

50%

87%

73%

67%

5%

20%

29%

5%

3%

0%

5%

12%

39%

20%

12%

2%

7

Engagement behaviors 2014 2015 2016

Power

Industry

Top

Quartile

Best

Employer

2015

Engagement Score 66% 69% 74% 69% 83%

I would not hesitate to recommend this

organization to a friend seeking employment73% 73% 76% 78% 88%

Given the opportunity, I tell others great things

about working here73% 74% 77% 78% 88%

It would take a lot to get me to leave this

organization63% 66% 71% 73% 76%

I rarely think about leaving this organization to

work somewhere else58% 61% 67% 62% 71%

This organization inspires me to do my best work

every day73% 74% 78% 71% 86%

This organization motivates me to contribute more

than is normally required to complete my work64% 65% 72% 66% 83%

Employees Exhibit Improved Perception on All Engagement

Behaviors Including ‘Stay’


+3

+3

+5

+6

+4

+7

8

Engagement behaviors 2014 2015 2016

Power

Industry

Top

Quartile

Best

Employer

2015

Engagement Score 66% 69% 74% 69% 83%

I would not hesitate to recommend this

organization to a friend seeking employment73% 73% 76% 78% 88%

Given the opportunity, I tell others great things

about working here73% 74% 77% 78% 88%

It would take a lot to get me to leave this

organization63% 66% 71% 73% 76%

I rarely think about leaving this organization to

work somewhere else58% 61% 67% 62% 71%

This organization inspires me to do my best work

every day73% 74% 78% 71% 86%

This organization motivates me to contribute more

than is normally required to complete my work64% 65% 72% 66% 83%

Employees Exhibit Improved Perception on All Engagement

Behaviors Including ‘Stay’


+3

+3

+5

+6

+4

+7

Demographic 2015 2016 (N)

Age: 30-40 years 58% 68% (1103)

Tenure: 1-2

years53% 65% (172)

Tenure: 2-5

years52% 59% (799)

ME03 49% 57% (757)

ME04 56% 65% (301)

Demographic 2015 2016 (N)

Tenure: <6 months 68% 86% (21)

ME02 61% 69% (649)

9

15%

20%

40%

26%

14%18%

41%

28%

12%14%

37% 37%

14%17%

40%

29%

5%

12%

40%43%

Actively disengaged Passive Moderately engaged Highly engaged

Positive Shift in the Engagement Distribution with Proportion of

Moderately and Highly Engaged Employees Similar to AH BE Trend

Fence sitters Engaged

Tata Power*

2014

Tata Power*

2015

Tata Power*

2016

Global

Power Top

Quartile

AH BE India

2015

Engaged-Disengaged

Ratio~4:1 ~5:1 ~6:1 ~5:1 ~17:1


2016: 74% (N-2941)

Average score >= 5.5Average score>= 4.5 and < 5.5Average score <3.5 Average score>= 3.5 and < 4.5

10

Engagement Experience Improves Even Among Repeat Employees

Engagement

Level

Actively

disengagedPassive

Moderately

EngagedHighly Engaged

N 375 505 1173 798

Highly Engaged 16% 20% 31% 66%

Moderately

Engaged18% 33% 47% 26%

Passive 20% 25% 13% 4%

Actively

disengaged 41% 19% 6% 2%

No response 5% 2% 2% 2%

2015

2016

Engagement of Repeat Respondents 2016 74% (N-2777)

Engagement of 1st Time Respondents 2016 76% (N-164)

11

Engagement Experience Improves Even Among Repeat Employees

Engagement

Level

Actively

disengagedPassive

Moderately

EngagedHighly Engaged

N 375 505 1173 798

Highly Engaged 16% 20% 31% 66%

Moderately

Engaged18% 33% 47% 26%

Passive 20% 25% 13% 4%

Actively

disengaged 41% 19% 6% 2%

No response 5% 2% 2% 2%

2015

2016

Engagement of Repeat Respondents 2016 74% (N-2777)

Engagement of 1st Time Respondents 2016 76% (N-164)

Respondent Profile:

• 19% OMO

• 27% ME02; 37% ME03

• 13% Jojobera; 15% Mundra

Respondent Profile:

• 19% ME01

12

Positive Trend in Engagement Levels Across Most Businesses


66%

84%

68%

86% 82%

73%

88% 88%

Tata Power International TPCDT

2850 59 32

indicates >=5% improvement in perception scores2014 2015 2016

71%67%

64%

51%

67%

49%

72% 69%63% 61%

70% 68%

74% 73%70% 68%

84%

63%

MO Corporate OMO CGPL MPL TPTCL

1041 663 534 310 251 40

+14%

-5%+7%+7%

13

73%

58%

74% 59%

82%

64%

86%

65%

89%

82%

Organization reputation Delivery on promise

63%63%

55%

49%

65% 64% 54% 48%

74% 71%

65%

57%

70%62% 58%

85%81% 79%

73%

Managing performance Learning & development Career opportunities Recognition

64%58%

64% 61%

75%

64%

69%62%

82% 83%

Manager Senior leadership

Brand Leadership

Performance

Initiatives on People Practices, Recognition and Manager Capability

Create an Impact as Employees Report Better Work Experience

+8%

+11%

+11%

+9%

+7%+9%

indicates suggested focus areas of 2015

+5%

indicates >=5% improvement in perception scores2014 2015 2016 Industry TQ BE 2015

14

73%

58%

74% 59%

82%

64%

86%

65%

89%

82%

Organization reputation Delivery on promise

63%63%

55%

49%

65% 64% 54% 48%

74% 71%

65%

57%

70%62% 58%

85%81% 79%

73%

Managing performance Learning & development Career opportunities Recognition

64%58%

64% 61%

75%

64%

69%62%

82% 83%

Manager Senior leadership

Brand Leadership

Performance



+8%

+11%

+11%

+9%

+7%+9%


+5%

indicates >=5% improvement in perception scores

Relationship with managers

improves basis coaching

programs like ‘Giftwork’ and

capability development

programs targeted towards

ME01 and MD02.

Manager capability

improvement reflects in

stronger systemic

processes regarding

performance

management

Renewed focus

on development

needs and TNCI Programs such as Xpressions

and Celebrating Engagement

Heroes reinforces desired

behaviors and encourages

desired progress

2014 2015 2016 Industry TQ BE 2015

15

77%74%

67%61%

48%

78% 76% 71% 62% 56%

81% 80%

73%69%

60%

81%70%

81%

Values Customerfocus

Communication Diversity People/ HRpractices

82%

70% 72%67% 69%

64%

57%61% 59%

56%

84% 71% 74% 69% 70% 67% 59% 62% 59% 56%

87%

79% 78% 76% 75% 74% 72%68% 67%

63% 61%

70%75%

60%66%

58%63% 60%

91%87% 85%

81% 83% 83%79%

85% 83% 84%

Co-workers Organizationenergy

Autonomy Worktasks

Valuingpeople

Resources Innovation Collaboration Organizationstructure

Workprocesses

Decisionmaking

Work

87%

75%

55%

90% 79% 58%

91%85%

65% 67%

65%

80%

Safety Security Workenvironment

Pay

Company Practices The Basics


+7%

+7%

+6%

+7%+6%

+9%




+5% +5%

+5%

2014 2015 2016 Industry TQ BE 2015

HR initiatives like HR 100+,

SRIJAN, QPM, Samaksh,

Connect2Solve and various

formal/informal connects

resulting in improved perception

on People/HR Practices

16

77%74%

67%61%

48%

78% 76% 71% 62% 56%

81% 80%

73%69%

60%

81%70%

81%

Values Customerfocus

Communication Diversity People/ HRpractices

82%

70% 72%67% 69%

64%

57%61% 59%

56%

84% 71% 74% 69% 70% 67% 59% 62% 59% 56%

87%

79% 78% 76% 75% 74% 72%68% 67%

63% 61%

70%75%

60%66%

58%63% 60%

91%87% 85%

81% 83% 83%79%

85% 83% 84%

Co-workers Organizationenergy

Autonomy Worktasks

Valuingpeople

Resources Innovation Collaboration Organizationstructure

Workprocesses

Decisionmaking

Work

87%

75%

55%

90% 79% 58%

91%85%

65% 67%

65%

80%

Safety Security Workenvironment

Pay

Company Practices The Basics


+7%

+7%

+6%

+7%+6%

+9%




+5% +5%

+5%

2014 2015 2016 Industry TQ BE 2015

17

Deliver on Promise, Leadership and Career Opportunities Continue

to be Suggested Areas of Improvement

2016 Employee

Engagement at

Tata Power

74%

2014 2015 2016

To

p d

rive

rs im

pa

cti

ng

En

ga

ge

me

nt

Delivery on

Promise

Senior

Leadership

Work

Processes

Career

Opportunities

Decision

Making

58% 59% 64%

58% 61% 64%

59% 59% 63%

55% 54% 65%

56% 56% 61%


Impacts are basis Aon model based on RWA analysis vis a vis Aon Best Employers benchmark

18

Simpler and More Agile Work Processes Needed to Drive

Engagement at Work

2016 Employee

Engagement at

Tata Power

74%

2014 2015 2016

Work

Processes


Work processes allow me to be as

productive as possible

Employee Verbatim on what’s working well:

• Safety related processes, EPM are excellent

• System based processes that are well defined enable employees to do the job in the right manner

Employee Verbatim on what’s not working well:

• Work processes are tedious and cumbersome, and add to the employees’ work load (e.g., addition of SAARTHI)

• Work processes should be simplified and made more agile and high on efficiency

• The work processes should be reviewed and revamped to enable faster decision making and defining accountability

59% 59% 63%

Higher than organization average

Lower than organization average


Work processes allow me to be as

productive as possible63% 59% 62% 61% 76% 48%

19

Better Clarity on Career Opportunities Will Help Improve Perception

on Employees’ Future at the Organization

2016 Employee

Engagement at

Tata Power

74%

2014 2015 2016

Career

Opportunities

55% 54% 65%



Sufficient opportunities to gain new skills 68% 69% 74%

Someone provides valuable career guidance 55% 54% 63%

Excellent opportunities for strong performers NA NA 62%

Future career opportunities look good 52% 51% 57%


• IJPs are regular and employees receive communication on available opportunities

• Regular transfers and rotation provides opportunities for on job growth

• Employees appreciate the potential for opportunities in the organization, and are positive about the future as the company grows


• Currently there is little visibility of the career path and growth in this organization

• We need to create more opportunities for cross functional/cross location transfers and switching to the new roles should be faster

• Career growth is slow, in spite of expected performance

20

Better Clarity on Career Opportunities Will Help Improve Perception

on Employees’ Future at the Organization

2016 Employee

Engagement at

Tata Power

74%

2014 2015 2016

Career

Opportunities

55% 54% 65%

Sufficient opportunities to gain new skills 68% 69% 74%

Someone provides valuable career guidance 55% 54% 63%

Excellent opportunities for strong performers NA NA 62%

Future career opportunities look good 52% 51% 57%


• IJPs are regular and employees receive communication on available opportunities

• Regular transfers and rotation provides opportunities for on job growth

• Employees appreciate the potential for opportunities in the organization, and are positive about the future as the company grows


• Currently there is little visibility of the career path and growth in this organization

• We need to create more opportunities for cross functional/cross location transfers and switching to the new roles should be faster

• Career growth is slow, in spite of expected performance




Sufficient opportunities to gain new skills 76% 75% 68% 67% 83% 68%

Someone provides valuable career guidance 64% 61% 60% 58% 76% 53%

Excellent opportunities for strong performers 64% 58% 60% 57% 75% 60%

Future career opportunities look good 59% 52% 55% 55% 74% 40%

21

People Practices to be Aligned in Order to Boost Perception on

Delivery on Promise and Decision Making

Delivery on

Promise*

Decision

Making

Career Opportunities

Senior Leadership

People/HR Practices

Senior Leadership

Work Processes

People/HR Practices

Factors determined basis RWA1 statistical technique

2014 2015 2016

2014 2015 2016

*Organization delivers on its promises made to employees

58% 59% 64%

56% 56% 61%

Focus on continuous improvement71% 71% 74%

Survey results will be acted upon57% 57% 62%

Decision making speed is in line with

changing needs50% 52% 57%

Indicates overall improvement area for Tata Power Consolidated

22

People Practices to be Aligned in Order to Boost Perception on

Delivery on Promise and Decision Making

2014 2015 2016

People/HR

Practices



• Company policies are fairly good and keep getting updated

• HR function itself has evolved and brought better transparency in the processes

• Company policies are employee friendly, and one of the reasons for employees to stay in the firm


• Policies at Tata Power should be applied consistently across units

• Policies around promotion and performance management need to be standardized and clear with a clear future view

• Employees highlight need for more action on the HR policies, beyond connect and formulation

• Some specific requests on policy changes associated to working hours and transfer

Delivery on

Promise

Decision

Making

Clear understanding of various HR

policies

49% 57% 61%

People/ HR practices create a positive

work environment

43% 47% 52%

48% 56% 60%

23

JM Exhibits Improved Perception on Engagement Behaviors Across

the Years, While Still Below Organization Average

88%84%

75%

59%

77%88%

82% 78%

61%

75%

94%

86%80%

68%

80%

TM SM MM JM FDA

2014 74 146 804 1806 87

2015 84 176 893 1763 122

2016 69 169 868 1707 118

AH BE India 2015 93% 87% 85% 83%

Tata Power

Conso.: 74%

Top Management

Senior Management

Middle Management

Junior Management

FDA

24



88%84%

75%

59%

77%88%

82% 78%

61%

75%

94%

86%80%

68%

80%

TM SM MM JM FDA

2014 74 146 804 1806 87

2015 84 176 893 1763 122

2016 69 169 868 1707 118

AH BE India 2015 93% 87% 85% 83%

Tata Power

Conso.: 74%

What’s Working Well for JM

2014 2015 2016

Manager 59% 57% 72% (+15%)

Managing Performance 56% 57% 70%(+13%)

Career Opportunities 49% 47% 60%(+13%)

Collaboration 55% 55% 67%(+12%)

Top Management

Senior Management

Middle Management

Junior Management

FDA

25



Top Management

Senior Management

Middle Management

Junior Management

FDA

88%84%

75%

59%

77%88%

82% 78%

61%

75%

94%

86%80%

68%

80%

TM SM MM JM FDA

2014 74 146 804 1806 87

2015 84 176 893 1763 122

2016 69 169 868 1707 118

AH BE India 2015 93% 87% 85% 83%

What Is Still Not Working for JM

2014 2015 2016

Delivery On Promise 52% 52% 58% (+6%)

Decision-Making 54% 52% 58% (+6%)

People/HR Practices 43% 50% 54% (+4%)

Recognition 46% 43% 53% (+10%)

Senior Leadership 52% 53% 58% (+5%)

Tata Power

Conso.: 74%

26

Need for Better Leadership Connect with JM

Inspire

Envision

Involve

62%

70%

73%

76%

78%

80%

79%

78%

83%

Open and honest incommunication

Encourage to challengestatus quo

Encourage sharing andimplementing new ideas

TM Ind TQ AH BE

83% NA 86%

83% 62% 85%

81% 66% NA

77% NA 84%

96% NA 86%

87% 58% 82%

84% NA NA

91% NA NA

88% NA NA

86% 68% 83%SM

MM

JM

60%

60%

64%

69%

70%

79%

74%

72%

82%

Consider employeesuggestions

Employees are valued asset

Visible and accessible 32%

27%

24%

55%

60%

59%

58%

66%

71%

71%

67%

63%

75%

74%

68%

Excite about future

Effective leadership

Clear future direction

Good business decisions25%

24%

22%

21%

18%

18%

24%

27

Marked Improvement in Middle Management Capability, Though

Employee Experience Continues to be Better with SM and TM

*Analysis includes managers with 5 or more reports responding to the survey

** Only includes responses from Direct reports

LevelReports to MM Reports to SM Reports to TM

2014 2015 2016 2014 2015 2016 2014 2015 2016

Number of Reports 1202 1286 1190 501 460 419 477 445 408

Number of Managers 122 139 143 56 58 49 51 49 38

Engagement Score 61% 65% 71% 68% 72% 76% 75% 80% 82%

Manager Index 4.34 4.27 4.7 4.54 4.67 4.91 4.85 5.02 5.13

Manager

My manager provides the support I need to succeed 59% 59% 74% 67% 71% 75% 76% 82% 83%

I receive appropriate recognition 48% 45% 56% 49% 54% 57% 56% 59% 66%

My manager cares about me as a person 65% 62% 77% 75% 74% 80% 80% 84% 87%

My manager treats people fairly 57% 55% 70% 64% 68% 76% 73% 81% 83%

My manager develops a positive team atmosphere 58% 56% 71% 66% 70% 74% 75% 79% 84%

Our work environment that is open 57% 56% 65% 60% 63% 71% 69% 75% 78%

Managing Performance & Careers

My manager sets clear expectations and goals with me 60% 59% 74% 69% 71% 78% 76% 82% 83%

I understand how my goals relate to the organization's 76% 78% 84% 84% 85% 86% 87% 92% 92%

My manager provides feedback to improve my performance 59% 59% 73% 67% 68% 77% 73% 80% 83%

My manager conducts fair and transparent appraisals 54% 53% 68% 60% 65% 74% 72% 79% 84%

I have someone who guides me about my career 53% 50% 61% 54% 55% 64% 61% 67% 70%

Customer Focus

My relationships with my customers are rewarding 70% 73% 79% 80% 79% 76% 82% 87% 85%

28

Engaged Employees Prove to be Better Managers

2014 2015 2016

Number of Managers 235 254 243

Number of Direct Reportees 2222 2246 2098

% of

Managers

Team

Score

% of

Managers

Team

Score

% of

Managers

Team

Score

Role model (5.5 - 6) 5% 94% 4% 90% 14% 95%

Good (5 - 5.5) 21% 86% 24% 88% 31% 84%

Needs minor development (4.5 - 5) 31% 71% 30% 74% 30% 71%

Needs development (3.5 - 4.5) 37% 55% 36% 59% 19% 60%

Needs significant development (<3.5) 5% 28% 7% 46% 6% 41%



Percentage of ‘Role Model’ and ‘Good’ Managers:

1%6%

24%

69%

ActivelyDisengaged

Passive ModeratelyEngaged

Highly EngagedManagers’ own Engagement Level:

Important to note that 22% of all managers have teams at 100% engagement

29

Team Engagement Levels on the Rise As Fewer Managers

Exhibit Need for Capability Development

2014 2015 2016

Number of Managers 235 254 243

Number of Direct Reportees 2222 2246 2098

% of

Managers

Team

Score

% of

Managers

Team

Score

% of

Managers

Team

Score

Role model (5.5 - 6) 5% 94% 4% 90% 14% 95%

Good (5 - 5.5) 21% 86% 24% 88% 31% 84%

Needs minor development (4.5 - 5) 31% 71% 30% 74% 30% 71%

Needs development (3.5 - 4.5) 37% 55% 36% 59% 19% 60%

Needs significant development (<3.5) 5% 28% 7% 46% 6% 41%



42% 43%

25%

2014 2015 2016

% of Managers who

need development

Grade 2014 2015 2016

MM 52% 53% 27%

SM 46% 40% 20%

TM 20% 14% 13%

% of Managers by Grade

who need development

30

73%

65%59% 57%

68%

81% 80%86%

74% 67% 67% 62% 68% 83% 82% 82%

90%

73% 71% 69%72%

80%86% 84%

Less than6 months

6 months- 1year

1- 2 years 2- 5 years 5- 10 years 10- 20 years 20- 30 years More than30 Years

Tata Power

Conso.: 74%

Relatively Less Tenured Employees Exhibit Comparatively Low

Engagement

2014 93 153 231 1196 610 174 325 139

2015 66 138 267 1102 834 172 288 172

2016 21 81 172 799 1252 189 256 171

+4%+4%+7%+4%+6%+16%

Engagement Score: 76%Engagement Score: 69%

69%61% 59%

72%

75%

67% 66%

78%

Communication WorkEnvironment

Work Processes Work Tasks

< 5 years

>= 5 years

Change in

Experience

After 5 Years:

-3% +2%

31

Engagement Levels Are Aligned With the Performance Ratings

63%

64%

69%

76%

65%

65%

74%

80%

72%

70%

72%

77%

76%

D

C

B

A

A+

2014 2015 2016

* * 53

856 806 597

963 1118 1240

664 588 618

126 116 106

A+ A B C D

Career Opportunities 70% 67% 61% 60% 68%

Learning & Development 75% 74% 69% 65% 72%

Managing Performance 86% 80% 72% 68% 75%

Recognition 64% 62% 54% 49% 53%

*Denotes less than 10 respondents

32

Employee Perception on Organizational Energy Varies Across Units

2016

Organizational

Energy


• Employee maintain high levels of energy and strive to deliver with full efficiency and potential

• Management remains positive in adverse situations and do the best for business


• The organization needs to adapt faster to the changing environment

• Some processes are old and thus delay execution. Approach of action needs to be adopted rather than just compliance

• Some specific requests on policy changes associated to working hours and transfer

Tata Power MO Corporate OMO CGPL MPL TPTCL

Enthusiastic about the work I do 77% 78% 76% 73% 73% 85% 68%

Care about the future of the company 93% 93% 93% 90% 92% 96% 88%

Decisive action taken to solve problems 76% 78% 77% 71% 71% 80% 68%

Climate to share and implement new ideas

fostered77% 78% 76% 72% 75% 80% 65%

People constantly challenge the status quo 74% 76% 74% 67% 69% 80% 63%

People go beyond their call of duty to ensure the

success of company79% 82% 77% 76% 73% 83% 68%

79%



33

Suggested Way Forward

Leaders to inspire

and involve

1. Foster an open work environment to give a sense of inclusivity of the Junior

Management cadre and align them with the overall vision

2. Enable faster decision making regarding internal (delivery on promise) and

external situations (in line with the changing needs)

HR Support

1. Communication on various HR policies to increase awareness among

employees

2. Redefine / Revamp processes to enable faster execution and decision making

Managers

1. Continue with manager capability building initiatives through refresher programs for sustained engagement

2. Promote culture of accountability and reiterate it through recognizing desired

behaviors

Findings and Insights July 2016 - Tata Power · PDF fileFindings and Insights July 2016. 2 ......

Documents

Transcript of Findings and Insights July 2016 - Tata Power · PDF fileFindings and Insights July 2016. 2 ......