Key Performance Highlights

Commitment to Human Rights/Non Discrimination

Our Approach & Commitment

We believe that economic value cannot be sustained unless it is created on a foundation of ethics and responsibility. Creating a safe and empowered workplace with a culture that drives equal opportunity, non-discrimination, meritocracy and one in which employees feel ‘listened to’ are therefore our core priorities. We imbibe these principles in all our processes like hiring, compensation, access to training, promotions, etc. and do not engage in or support discrimination based on ethnicity, nationality, race, caste, religion, age, disability, gender and sexual or political orientation.

Our people practices are shaped by the Spirit of Wipro values, Code of Business Conduct (COBC), as well as principles of the U.N. Global Compact, U.N. Universal Declaration of Human Rights, OECD Guidelines for Multinational Enterprises and the International Labor Organization’s declaration on Fundamental Principles & Rights at Work (1998). While these provide the guidelines and direction for responsible business conduct at a global level, our policies are shaped and customized by local regulations and law of land. Our COBC imbibes our commitment for human rights and zero tolerance for discrimination at all stages of the employee lifecycle (Protect-Respect-Remedy of UN principles).

Policies & Principles:

The Wipro Human Rights policy is published in company website and is intended to express Wipro’s active commitment to do business with ethical values and embrace practices that supports environment, human rights, and labor laws globally.

Our commitment to uphold and promote human rights and interests of our global workforce is long-standing and integrated in our Code of Business Conduct & Ethics (COBC) available publicly on our company website. The COBC provides the ethical guidelines and expectations for conducting business on behalf of Wipro Ltd, its subsidiaries and group companies. It applies to all employees, members of the board of Directors as well as to contractors, sub-contractors, retainers or any other such basis. As suppliers serve as an extension of the Company, and their conduct and behavior while carrying on business for / behalf of Wipro can impact Wipro’s reputation, are expected to be in compliance with the COBC. All suppliers are also mandated to sign & confirm their acceptance to our Supplier Code of Conduct available publicly (SCOC)

Our values and code of conduct are socialized at multiple times in the employee life-cycle through touchpoints like induction and onboarding, classroom sessions, all hands meets, awareness mailers/posters and through our mandatory online COBC certification which all employees undertake every year. All employees are entrusted and empowered to highlight concerns and grievances via the Ombudsprocess and Prevention of Sexual Harassment Committee. The policy also assures all stakeholders that a concern raised in the spirit of the policy will not be under risk of retaliation/retribution, even if unsubstantiated upon investigation.

We respect the right of employees to free association without fear of reprisal, discrimination, intimidation or harassment. A small proportion of our employees (~2%) are represented through local employee representative groups, Works Councils and /or Trade Unions in Australia, Austria, Brazil, Czech Republic, Finland, France, Germany, Ireland, Italy, Netherlands, Poland, Romania and Sweden. In some of these countries, Collective Bargaining agreements are required by law. The HR function meets these groups periodically to inform and consult on any change that can impact work environment. We pro-actively engage with Works Councils and Unions when it comes to client employee transfers under the EU Directive of Transfer. of Undertaking and respective local legislation such as TUPE, Art. 613a German Civil Code, Art 338 Czech Labour Code etc. Engagement starts in early stage and provides first-hand information to client employee representatives on terms and conditions as well as collective employment matters.

Focus Areas- Human Rights Due Diligence, Assessment & Governance

We have established committees as described below which regularly does a due diligence to identify issues, formulate strategies & implement actions, track progress to address material issues pertaining to compliance/ violation of human rights. These team adopt a systematic approach to identify issues & vulnerable people, develop appropriate mitigation actions and a monitoring process. Besides these committee we have well established people processes and audits which helps us to identify potential human rights issues. Our progress on aspects of human rights is owned by the business and functional leadership team, and is under the review our Group Executive Council, Chief Sustainability Officer, the Audit Committee and the Board of Directors.

Ombudsprocess - We have a robust ombuds process which allows employee, contractors, vendors, to raise a grievance or complaint without any fear of reprisal. The team does a trend analysis basis the complaints received by them to identify the root causes and accordingly highlight the same to top management. Recommendations are also shared with Audit, Risk & Compliance Board which result in process improvements thereby building a stronger governance mechanism

Sexual Harassment - Our Prevention of Sexual Harassment (PSH) committee ensures that all grievances (globally) are resolved expeditiously and in an unbiased manner through defined procedures. The team also focuses on inducting and increasing the number of members of the PSHC team to ensure presence across all locations and Geos which in turn would lead to increasing number of education and awareness sessions regarding PSH among employees as well as faster resolution of cases highlighted. The team conducts proactive quarterly internal audits on closed cases that were reported and actions taken.

A deeper assessment of such PSHC cases has brought to the fore that more trainings on unconscious bias & workplace gender sensitivity & inclusion would need to be organized globally across locations.

Health & Safety: Safety committees are formed at major locations and consist of cross functional members from senior management, stakeholder, service providers and employees. These meet quarterly & participate in risk assessments, safety inspections, incident investigations and hygiene audits. Please find more details on this in the Employee Well Being and safety section.

Diversity & Inclusion: Based on a structured review process with D & I council- we continuously strengthen our D& I systems & processes. Our collaboration with research partners and industry platforms like Catalyst, CII, NASSCOM, Diversity and Equal Opportunity Centre (DEOC) bring to the fore focus areas for due diligence on D & I linked issues. For e.g in the gender diversity area, we have undertaken a project on Vital Signs which looks at the entire People Supply Chain through the lens of Gender, examining closely how we recruit, train, deploy and promote women. This data when tracked and published to business units and functions helps us uncover bottlenecks that may have crept into the system.

In 2016-17-Wipro has proactively conducted a Wipro Disability Inclusion Audit to align itself with the RPD Act -2016 passed by Indian Government. In collaboration with Diversity and Equal Opportunity Centre (DEOC), detailed due diligence process was conducted on all the existing processes and Systems As part of the same we have conducted audit on various functions like recruitment, procurement, Internal IT systems, Emergency Preparedness etc. Based on our audit findings, we have reviewed our operations/processes/ policies from an inclusion perspective.

Ratio of basic salary and remuneration of women to men: Our gender inclusion & diversity principles are embedded in our organizational culture & values, Code of Business Conduct (COBC). We imbibe these principles in all our policies and processes like hiring, compensation, access to training, promotions, etc. and do not engage in or support discrimination based on ethnicity, nationality, race, caste, religion, age, disability, gender and sexual or political orientation. Our philosophy focusses on hiring or deployment of talent based on experience/role and our commitment on rewarding meritocracy

Through internal audits and special projects such as the Vital Signs project, we regularly track and monitor key indicators impacting gender diversity representation /unconscious bias at all employee lifecycle stages. We track gender equity signs e.g like hiring, attrition, career levels, engagement level, project deployment time-frame, promotions, compensation/gender pay ratios .We see that for junior levels the gender pay ratio is close to 1 , for middle and senior levels pay gap is around 5-10 %.This reflects the trend of higher proportion of males from junior to senior levels. The differences in our assessment, is also reflective of a larger social trend of women leaving the workforce at different points of their career.

The pay ratios given above are for India based employees, representing 79% of total workforce.

Supply Chain Partner Engagement - Our focus on responsible people practices extends across our people value chain, and covers contract employees and retainers. Many of them are deployed at our client sites, and a customized Partner Employee Engagement team (PEET) in our Global Infrastructure Service is responsible for building an engaged and motivated contract employee workforce.

The PEET team consists of human resource professionals and undertake responsibilities like induction and orientation, performance management, engagement, retention, rewards and recognition, training and career development etc. for contract employees deployed on IT delivery projects. The PEET team drives various initiatives like client-site visits to meet contractor employees to understand needs and concerns, driving programs to build capacity, facilitating conversion of contract employees into retainers or full time employees etc. Quarterly / Half yearly / annual audits are conducted by PRO (Partner Relation Office) on the empanelled partner to ensure that they comply with the statutory and labour compliance. The PRO (Partner Relation Office) is responsible for vendor selection and management; it ensures compliance of partner agencies to legal and statutory employment norms. Reviews and statutory audit checks were conducted by PRO in 2016-17 to ensure continuity of the process and procedures that are laid down.

In FY 16-17, the PEET team led various initiatives like client-site visits to meet contractor employees to understand needs and concerns, initiated programs to build capability through training programs. Focused initiatives like Meet Matters are structured partner connect sessions at regional level which serve as a common forum for partner employees to have face to face meeting with their employer, discuss & resolve their issues/concerns. Through Meet Matters , we ensure that we protect our rights of our Partner employees through effective communication and Awareness. Audits are conducted by PRO (Partner Relation Office) to ensure that the statutory and labour/ human rights requirement are complied. This covers more than 50% of the total contracting workforce employed by the organization.

A further extended people supply chain, consists of temporary workers who are in soft service functions such as Housekeeping, Security etc. We protect the interest of such workers by ensuring that the contracting agency is in compliance with the Supplier code of conduct and there is no violation of Human Rights for e.g ensuring salaries of all workers are in compliance with relevant Minimum Wages legislations. We ensure that the temporary contract workers work under the similar working conditions as employees and employee benefits such as recreation and refreshments are also made available to them

EPS (Employee Perception Survey) – Employee perception survey is rolled out annually to capture employee feedback and satisfaction towards the organization and various policies and processes. The findings from the survey are analyzed and shared with each business unit and accordingly action plans are prepared to address and work upon the areas of improvement/if any. This proactive mechanism of due diligence helps capture not only the employee morale but also to ensure potential grievances may be addressed at an early stage.

EPS survey 2016 saw both an increase of participation and engagement from the previous biennial survey in 2015. Our employee engagement scores went up by 12.5 percentage points and employee participation scores went up by 3 percentage points. Our inhouse built EPS analytics tool provides analysis of the results at various levels e.g geography, business unit, gender, career levels, age, nationality, tenure and enables us to formulate action plans. Survey results and identified action areas are communicated throughout the organization through mailers and cascade sessions by business leaders and HR. Each business unit includes action plans specific to their units in addition to the organization-wise action plans.

EPS Pulse 2016 results have been studied - Action areas for the upcoming year have been finalized which includes key initiatives at an organization wide level around Manager Effectiveness, Careers & Capability, Diversity & Inclusion, Process Simplification

Feedback through other Engagement Platforms: Wipro holds employee feedback in very high regard and solicits this through formal surveys, informal forums like one to one meetings, All Hands Meetings, focus group discussions, roundtables and team meetings. We actively scan for any specific issues & risks relating to human rights and labour practices through the following engagement platforms

Our employee engagement programs are driven at multiple levels – organizational, unit/team and individual. Key organizational changes and announcements are cascaded through emails, online posts, posters, kiosks, on-floor sessions and through business and HR teams. The leadership team engages with employees throughout the year through online chat sessions, Leader blogs, organizational level ‘Wipro Meets’, business unit level ‘All Hands Meets’, round table discussions and functional review meets and offsites. Another important enablement to engagement is through business managers and HR teams who meet employees through one-to-one meetings & team discussions. Additionally, customized engagement frameworks are used by business units to address needs specific to employees in that unit or to that business/domain.

Our online enterprise-wide social platform- Yammer has allowed employees across the globe to network and collaborate, thus removing the physical boundaries of a geographically widespread workforce and increasing the feeling of connectedness in a global organization. It has also allowed employees to provide real-time feedback through online polls & directly connect with senior leaders or functional teams. Additionally, employees have been able to network, form special interest groups, seek role opportunities and work on collaborative projects without location or team constraints. Over 109,000+ Wiproite (As on close of FY 16-17) use this platform, with over 9400 public and private groups. The adoption of these forums by employees (as indicated by participation levels/usage) indicates how well ingrained they are into the organizational culture

Our operations in Geographies: Today we have 30,000+ employees overseas - hence our Enterprise Risk Management team continues to closely monitor any human rights impact issues in countries where we are growing. Whenever Wipro is venturing into new geographies, there is a detailed due diligence process that is carried out with respect to any human rights issues in that geography/check overall alignment with Wipro's values/processes. There is a security council which has to give the sign off after assessing the safety conditions of the country.