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13) Case Study - Shree Cements

Shree Cement implemented innovative people-first initiatives combining traditional Indian management practices with a culture of employee happiness. A 2012 survey found high engagement but emerging dissatisfaction. As a result, 18 improvement projects were undertaken, though some recommendations could be positive or negative depending on the area. The company's growth created challenges in maintaining its culture and capabilities, which the people-first initiative aimed to address by transforming the culture while expanding geographically.

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Adarsh Unny
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142 views

13) Case Study - Shree Cements

Shree Cement implemented innovative people-first initiatives combining traditional Indian management practices with a culture of employee happiness. A 2012 survey found high engagement but emerging dissatisfaction. As a result, 18 improvement projects were undertaken, though some recommendations could be positive or negative depending on the area. The company's growth created challenges in maintaining its culture and capabilities, which the people-first initiative aimed to address by transforming the culture while expanding geographically.

Uploaded by

Adarsh Unny
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Case Study - Questions

Shree Cement
Unique company that combined
1) How to handle list of
recommendations given?
DATA
traditional Indian Management Consultant firm EY was hired to
2) Cementing the people first agenda?
Practices with innovative intiatives. conduct a Employee Perception
3) Top priority to improve performance Survey in 2012.
SCL - People First Policy, Shree management system that indicated
Pariwar and Shree Family Culture. lowest level of engagement 78.3% highly engaged, 15.4% fence
4) Or work on autonomy and working sitters and 6.3% were disengaged.
Changes since 1991 - Opportuniteis relations that had a direct impact on
and challenges for SCL. intrinsic motivation?
Met at Pushkar in 2012 and decided
5) Or compensation, career
2012- Great growth, top development ? to go ahead with 18 projects.
management keen to cement the
culture of employee happiness. 6) Or physical working conditions,
personnel, admin, hygiene?
New Sustainability Champion
7) How to schedule the above? nomination by World Economic Forum

Key
Players

Story Mahendra Singh - ED


Vikas Rai - Chief People and
2012 Survey - Welfare Officer
Top Management by informal means
Bangur Family - Promoters of
SCL based in Kolkata
High levels of engagement
BG Bangue - Chairman
Emerging dissatisfaction
HM Bangur - MD
Prashant Bangur - Director
18 improvement projects undertaken Arvind Khicha - Commercial Anonymous survey or not?
Vice President.
Realised some recommendations can Manmohan Rathi - Joint VP
be positive in certain areas but Yogesh Mehta - Assistant VP
negative in others. - Logistics.
1979 - Incorporated in 1979 History of SCL - Bold Recent Challenges
Decisions
High growth in Industry created
Plant to manufacture cement Petcoke replaces Coal - helped Shree opportunities for people who did not have
was installed in Beawar, RJ and cements with competitive advantage. aspirations met at SCL.
production started in 1985.

Organizational and people capabilities


2013- Top 5 cement
could not be readily acquired.
manufacturing groups in the Culture
country. Important issue as company was
expanding geographically.
Absence of blame game.
Largest Thermal/Waste No politics. People First Intiative to transform people
recovery plant excluding China Celebrating failure. oriented culture into more contempory
Narrow salary range. terms with E&Y.
Compensation and increment - normal
Triple Bottom Line approach distribution not followed. Engagement higher on challenge,
Averse to variable pay. company culture, company image and
Coined the slogan Willing Joint family ethos to be maintained yet purpose but low on perforamance
employees were reward with modest
People, Winning Organization. management system, compensation,
increments. personnel, admin, working conditions.
Explicit effort to take everyone along - so
Fundamental Driver - High level that team dynamics is not affected.
of self motivation when Support poor performers

stemmed from high levels of Growth Options


Salary based on seniority - downside was Points
to frustrate individual high performers.
happiness and meaningfulness. Even though it was cash rich it would do
Location - difficult to get labour.
greenfield projects and not m&a to avoid
People First philosphy from culture dilution.
Lived in the same complex.
service to manufacturing
industry. Foundation Day celebration - reinforce
sense of community.
Provide culture that tolerated CSR Intiatives.

and celebrated mistakes.

Behaved like owner not tenant.

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