Employees associated for 5+ years
LTIFR for Employees
Employees received performance reviews*
Training hours per employee per year*
* This includes on-roll employees and workers
Material Topics
- Human Capital Management
- Occupational Health and Safety
- Human Rights and Inclusive Workforce
- Corporate Governance and Ethical Conduct
- Customer Trust and Integrity
How we engage
- Employee surveys and feedback channels
- Townhalls and leadership interactions
- Performance and career development discussions
- Training and capability‑building programmes
- Internal communication platforms
Significant topics raised
- Employee well-being and safety
- Learning and career development
- Diversity, equity and inclusion
- Rewards and recognition
- Employee engagement and workplace culture
- Benefits and grievance redressal
Engagement platform/ Frequency
- Ongoing
- Quarterly
- Annual
SDGs Impacted
Environment Targets & Progress
Diversity, Equity & Inclusion
Occupational Health & Safety
Human Capital Development
Permanent women employees
Aim for Zero Harm
Reduce employee and workers LTI
Training per employee per year
Permanent women employees
LTIFR employees
LTIFR workers
Training per employee per year *
On track
On track
On track
* Training hours include on-roll employees and on-roll workers
Cultural and Festive Celebrations
We celebrated festivals and cultural moments as shared experiences that brought our employees together beyond their day-to-day roles. These included Navratri and Garba celebrations, Diwali events, Holi gatherings, Christmas celebrations, Pongal, Onam, Lohri, Durga Puja, Dussehra, Independence Day observances, and Traditional Day activities. These events were held across locations such as Noida, Bangalore, Kochi, Hyderabad, Chennai, Kolkata, Ahmedabad, Mohali, and Vadodara. Many of these celebrations included competitions, themed dressing, performances, quizzes, Rangoli, and Kandil making, helping to create an atmosphere of joy, expression, and belonging.
Employee Engagement
We believe that an inclusive workplace is built through open dialogue, mutual respect, and meaningful engagement with our employees and workers. We recognise and promote the rights of our people to freedom of association and collective bargaining, where applicable, and support a culture where individuals can express their views and raise concerns without fear of retaliation. We reinforce these principles through our Human Rights Policy and Equal Opportunity Policy. During FY 2025-26, we conducted over 90 engagement activities across India, reflecting a broad-based effort to create opportunities for celebration, recognition, dialogue, and togetherness across our locations.
Team Outings, Picnics and Social Gatherings
We organised a range of outings and picnics that gave employees time to connect in a more informal setting. We held annual picnics, branch outings, and team gettogethers across Noida, Uttarakhand, Rajasthan, Panchkula, Haryana, Bangalore, Chennai, Coimbatore, Hyderabad, and Kerala, with activities such as team-building sessions, water games, rain dances, tours, and shared meals. We also organised Polymilan, an employee and family gettogether across locations such as Halol and Daman. Celebrations included an orchestra, game zones for all ages, live dance performances, a lucky draw, dinner, and selfie points.
Recognition, Dialogue and Workplace Connect
We conducted Reward and Recognition
programmes across all locations. HR
sessions, leadership introductions, townhalls,
and workshops across regions helped create
opportunities for dialogue, alignment, and
appreciation. To strengthen employee
connection and trust, we instituted 30-day
and
60-day feedback checkpoints for new
joiners, covering areas such as pre-joining
experience, availability of tools, orientation,
and accessibility of skip-level managers.
Family-Oriented and Experiential Initiatives
We continued to curate experiences that made engagement more personal, such as Kids’ Day at Work, which helped employees bring their families closer to the workplace through interactive activities. We also selected 25 employees to attend the live filming of the popular quiz show Kaun Banega Crorepati.
Employee Volunteering and Community Participation
We encourage our employees to contribute to community wellbeing. During the year, we encouraged employees to participate in a blood donation drive organised on the birthday of our Chairman, Mr. Inder T. Jaisinghani. As part of the Joy of Giving Week, employees supported handcrafted agarbattis made by tribal women from Dantol Village under our Skill Development CSR Programme. We transferred the proceeds from the sale directly to the women’s bank accounts. We also encouraged employees to contribute essentials to NGOs working on meaningful social causes, such as Goonj, WWF, Adapt, Jyotirmay, and Aftertaste.
People Experience
At Polycab, we believe that an inclusive environment is the catalyst for high performance. By fostering open communication and active collaboration, we ensure our people feel valued and inspired to reach their full potential. To continuously enhance the employee experience, we have deployed a comprehensive engagement framework. This includes transparent leadership dialogues, robust recognition programmes, continuous learning initiatives and holistic well-being support. Together, these strategic efforts drive deep crossfunctional connection, a shared sense of purpose and collective success across the organisation.
- Workplace birthday celebrations for workers
- Festive celebrations including Diwali, Navratri, Holi and more
- International Women's Day events
- Polycab Cricket Tournament to build camaraderie
- Quality Month and National Road Safety Week observances
- Well-being and stress management initiatives (iThrive, International Yoga Day etc.)
- Annual health check-ups
- On-roll staff and workers honoured with long service award in FY 2025-26
- Polymilan for both Staff and Workers (Halol & Daman)
- Awareness sessions on health Insurance
- Tata Mumbai Marathon (TMM) Initiative
Long Service Milestone Recognition
- 30 years
- 25 years
- 20 years
- 15 years
- 10 years
- 5 years
Rewards and Recognition (R&R) Framework
Recognition Criteria
Performance Management Approach
We upgraded our Performance Management System this year to ensure better alignment with our goals. Besides emphasising employee experience, this new framework includes features that improve clarity, consistency and usability. These enhancements help employees understand expectations and work towards achieving desired outcomes.
Ongoing Performance Discussions
- We foster regular, proactive conversations between employees and managers to boost engagement and enhance productivity
Highlighting Key Milestones
- We document noteworthy achievements year-round, including rewards, real-time feedback (Green Dot/Black Dot) and important milestones
Systematic Documentation
- We encourage the consistent recording of performance conversations to monitor progress, capture insights and guide future development
Skill Growth and Digital Learning
- We empower managers to connect development needs with tailored courses on iLEARN to promote continuous skill enhancement
Appraisal Training
- We provide focused training to managers and employees to ensure reviews remain constructive, equitable and future-focused
Diversity & Inclusion
At Polycab, we are committed to building a fair, respectful, and inclusive workplace where every individual is empowered to grow. Our Equal Opportunity Policy ensures that all people processes remain neutral, objective, and merit-based, free from any form of discrimination. As a baseline for equity, 100% of our permanent workers and employees receive salaries above the local minimum wage, irrespective of gender.
At our EWA Somnath unit, which operates a 100% female assembly line, we introduced specialised ergonomic seating to reduce physical strain and support the long-term health of our operators.
Strategic Actions in FY 2025-26
To accelerate our progress, we implemented several focused interventions during the year:
- Through our MEET 1.0 programme, we train people managers to identify and mitigate unconscious bias during recruitment, ensuring fairer talent decisions.
- We actively promote visible female leadership. In our flagship Paathshala learning initiative, women leaders delivered 50% of the sessions.
- We provide 182 days of paid maternity leave. In FY 2025-26, we achieved an 80% return-to-work rate (eight out of 10 employees) and a 90% retention rate (nine out of 10 employees retained after 12 months).
- Conducted structured assessments for select junior to mid-level employees to build a future-ready, merit-based talent pipeline. Led by external experts, the process used multiple tools to deliver a comprehensive, data-driven evaluation of employee potential. Insights informed Individual Development Plans (IDPs), enabling targeted development aligned to strengths and growth areas.
- Through Aarambh and Ankur, Polycab’s flagship early talent programmes, 164 management, graduate and engineering trainees were onboarded across Sales, Corporate and Manufacturing in FY26. These programmes offer structured onboarding, business immersion, mentoring and capabilitybuilding, creating a robust pipeline of future managerial, technical and frontline talent aligned with the Company’s long-term growth ambitions.
Workforce Gender Composition
Permanent employees
Other than permanent employees
Permanent and other than permanent workers
Leadership Gender Composition
Senior Leadership
* The percentage breakdown includes permanent employees and workers only.
Women in Manufacturing
| Plant / Unit | FY 2025–26 | FY 2024–25 | Change (%) |
|---|---|---|---|
| Halol | 47 | 32 | 47 |
| Daman | 18 | 15 | 20 |
| Nashik | 4 | 5 | (20) |
| Roorkee | 1 | 1 | 0 |
| Chennai | 0 | 0 | 0 |
Learning and Development
To sustain a high-performance culture, our learning and development framework targets comprehensive functional, technical, behavioural, and leadership capabilities. Alongside upskilling, we mandate rigorous safety and compliance training to ensure strict adherence to all regulatory standards. Reflecting this commitment to continuous learning, our male employees and workers averaged 15.5 learning hours in FY 2025- 26, while female employees and workers averaged 23.1 hours.
Beyond foundational training, we deploy structured initiatives to accelerate professional growth at all levels. We are also advancing our digital learning infrastructure; we plan to migrate to a state-of-the-art Learning Management System (LMS) with Learning Experience Platform (LXP) capabilities to deliver a more personalised learning experience and seamlessly link performance reviews with individual development plans on i-Learn.
Paathshala
To strengthen a culture of continuous learning across the organisation, we launched Paathshala, our flagship openlearning initiative. Conducted monthly in a hybrid format, it offers knowledge-sharing sessions delivered by both internal and external experts. In FY 2025-26, we held four sessions engaging over 2,400 participants, with 50% of these sessions notably delivered by our women leaders.
MEET 1.0
To equip our mid-level managers for demanding environments, we introduced the Managerial Effectiveness and Enhancement Training (MEET 1.0). Engaging 35 participants, this programme focuses on cultivating inclusive thinking, structured interviewing, and performance-led conversations, while specifically addressing how to mitigate unconscious bias in decisionmaking.
CLAP (Collaborative Leadership Acceleration Programme)
Our CLAP initiative is an experiential leadership development programme designed for senior executives. Anchored in today's rapid-change environment, it focuses on building trust, psychological safety, and strategic resilience. Engaging 18 participants this year, CLAP empowers our leaders to navigate operational complexity and uncertainty with greater confidence and authority.
Diploma to Degree (D2D) Programme (Pragati)
On the manufacturing front, we aim to identify and empower top-performing employees through our D2D programme. Implemented in collaboration with reputed academic institutions at our Halol and Daman facilities, it enabled 33 diplomaqualified employees to pursue higher education while continuing in their current roles, thereby driving technical upskilling and long-term career progression.
Average training hours
| Parameters | Senior Management | Middle Management | Junior Management | Workers | Total |
|---|---|---|---|---|---|
| Total number of employees – Male | 155 | 410 | 3,094 | 1,774 | 5,433 |
| Total number of employees – Female | 8 | 23 | 195 | 1 | 227 |
| Total number of employees | 163 | 433 | 3,289 | 1,775 | 5,660 |
| Total number of training hours provided – Male | 2,833.1 | 8,362.9 | 62,386.0 | 10,633.2 | 84,215.4 |
| Total number of training hours provided – Female | 256 | 421.4 | 4,558.3 | 1 | 5,236.7 |
| Total number of training hours provided | 3,089.2 | 8,784.4 | 66,944.4 | 10,634.2 | 89,452.1 |
| Average training hours per employee category | 18.9 | 20.3 | 20.3 | 6 | 15.8 |
| Average training hours per Male | 18.3 | 20.4 | 20.3 | 6 | 15.5 |
| Average training hours per Female | 32 | 18.3 | 23.4 | 1 | 23.1 |
Performance Review
| Category | % Receiving Formal Review |
|---|---|
| Male employees | 100 |
| Female employees | 100 |
Recognition Awards
| Employee Type | Total |
|---|---|
| On-roll Staff | 1,309 |
| Worker | 466 |
| Grand Total | 1,775 |
Long Service Award
| Category | No. of Employees Recognised |
|---|---|
| Long service – 5 years | 108 |
| Long service – 10 years | 85 |
| Long service – 15 years | 450 |
| Long service – 20 years | 93 |
| Long service – 25 years | 31 |
| Long service – 30 years | 6 |
| Long service – 35 years | 2 |
| Total | 775 |
Occupational Health & Safety
The health, safety, and holistic well-being of our workforce remain our non-negotiable priorities. We systematically upgrade our workplace safety protocols to mitigate risks and ensure strict alignment with globally recognised safety benchmarks.
Strategic Safety Partnerships
To embed world-class safety practices, we partnered with DuPont Safety Solutions, integrating their proven methodologies and advanced technologies across our operations. This strategic collaboration has fortified our safety culture, minimised workplace hazards, and elevated our operational standards to a global level. Extending this rigorous oversight to our external partners, we mandate strict Health and Safety compliance among our contractors and suppliers. We also partner with Teamlease and utilise their compliance management software to maintain robust safety standards across our extended workforce.
Employee-led Safety Committees
Recognising that safety is a shared responsibility, we encourage our employees to shape our risk-management frameworks through structured feedback channels. Dedicated Safety Committees operate across all our manufacturing facilities, with a mandatory 50% worker representation. These committees consistently review workplace safety protocols and drive employee-led improvement initiatives on the shop floor.
Forge Fitness
To build a healthier workforce, we launched the Forge Fitness programme. This comprehensive wellness initiative is designed to combat the physical risks associated with sedentary lifestyles, overweight conditions and obesity. By leveraging key indicators such as Body Mass Index (BMI) and Waist-to-Height Ratio (WHtR), the programme drives the early identification and management of health concerns. Anchored in our cultural philosophy that 'good health is the foundation of all prosperity' (Arogyam Paramam Bhagyam, Swasthyam Sarvarthasadhanam), Forge Fitness empowers our employees to adopt active habits, ensuring their holistic well-being fuels both personal and professional success.
Occupational Health & Safety Performance
| Metric | Employees | Workers |
|---|---|---|
| LTIFR | 0 | 0 |
| Total recordable injuries | 0 | 2 |
| High-consequence injuries | 0 | 0 |
| Fatalities | 0 | 0 |
Mental Health Initiatives
To ensure the holistic well-being of our workforce, we launched a company-wide Mental Health Awareness Programme backed by our senior leadership. By conducting several awareness sessions across multiple sites, we successfully destigmatised psychological health and reinforced its critical role in daily operational effectiveness. Our open conversations and education fostered a workplace where mental health is prioritised, productivity is optimised and individuals feel encouraged to seek support.
Employee Health Assessment Programme
We introduced a company-wide health initiative to promote the well-being of all our employees and workers. This included a full suite of medical screenings to guarantee extensive health assessments at every Halol site.
The conducted tests include:
- Complete Blood Count, Random Blood Sugar and Urine RM
- Serum Creatinine, SGPT and Cholesterol
- Pulmonary Function Test, Audiometry, ECG and X-Ray Chest
- Vision tests and comprehensive physical examinations
All our employees participated in these screenings. We also arranged necessary follow-up care to provide ongoing support and ensure proper medical attention.
Safety Audits and Compliance
Our HSE team spearheaded monthly safety audits throughout our manufacturing facilities to unify safety procedures, reinforce discipline on the shop floor and cultivate a forward-thinking safety culture.
- We introduced a unique safety theme and customised checklist each month
- We audited all production sites to evaluate and enhance compliance with health, safety and environmental standards
- We tied safety performance to employee KRAs and KPIs to promote accountability and swift action on identified issues
- A single checklist ensured consistent safety standards across all locations, supported regulatory compliance and improved hazard control
Driving Safety Awareness
Aligned with our overarching OHSE Policy, we promote a safety-first culture through regular, year-round awareness campaigns. These comprehensive initiatives that we implemented during National Safety Week, Road Safety Week, Fire Safety Week, and World Environment Day. Beyond standard compliance, we hosted interactive engagement programmes, such as mural painting competitions on HSE topics, as well as practical drills, including ‘Walk with Fire Extinguishers’ and the ‘3 Men Hose Drill’.
SPARSH: Enabling Digitisation and Real-time Analytics
To embed data-driven decisionmaking across our operations, we accelerated the digitisation of our Health, Safety, and Environmental (HSE) management systems. Central to this transformation is our SPARSH platform, which equips Unit Heads with real-time analytics to prioritise critical tasks and execute immediate actions. Acting as a strategic force multiplier, these insights help leaders identify shop-floor improvements and resolve operational gaps seamlessly. This digital framework has unlocked significant time and cost savings, enabling us to maintain reporting accuracy while ensuring we rapidly adapt to international safety benchmarks.
Human Rights & Ethics
Our operations are firmly rooted in the ethical principles outlined in our Code of Conduct. This rigorous framework safeguards human rights and guarantees equitable treatment for every individual across our organisation. Beyond our internal workforce, we enforce these high standards throughout our supply chain. By actively working to eliminate discrimination, prevent harassment and eradicate all forms of exploitation, we cultivate a corporate culture defined by mutual trust, accountability and social responsibility.
