DEPARTMENT OF MANAGEMENT STUDIES

Project title:

Optimizing D&I Practices in Automotive Industry: A

Blueprint for Hyundai Motor India (HMIL)

ANJHANA.D

71762252008

Under the guidance of

Dr. J. Deepa Assistant Professor

 CHAPTER 1

INTRODUCTION

1.1 INDUSTRY PROFILE

The Indian Automobile Industry: A Revving Engine of Progress

The Indian automobile industry is a complex and fascinating machine, intricately woven
into the fabric of the nation's economic and social development. It's not just about the Hyundais
and Maruti Suzukis cruising down Indian roads; it's a vast network of manufacturers, designers,
salespeople, and service providers who keep millions of vehicles – from two-wheelers zipping
through bustling streets to massive trucks hauling essential goods – humming along. This
industry's impact extends far beyond India's borders, influencing global trends in technology and
shaping the way societies function.

Fueled by Growth:

The Indian auto industry thrives on the country's dynamic economic landscape. Rising
disposable incomes, rapid urbanization, and a growing middle class with a taste for mobility
have all fueled a surge in demand for vehicles. This has led to fierce competition, with domestic
giants like Tata Motors and Mahindra & Mahindra locking horns with established foreign players
like Toyota and Honda. This competitive spirit pushes the industry to constantly innovate,
offering consumers a wider range of choices and improved features.

A Legacy of Innovation:

The roots of the global auto industry run deep, reaching back to the late 19th century with
visionary pioneers like Karl Benz and Henry Ford. Ford's revolutionary assembly line technique
in the early 20th century democratized car ownership, making these once-luxurious machines
accessible to the masses. Since then, the industry has witnessed a constant evolution, with
advancements in engineering materials and design leading to safer, more efficient, and
technologically sophisticated vehicles.
 Shifting Gears: The Tech Revolution:

The 21st century has seen the Indian auto industry embrace a technological revolution.
Environmental concerns and advancements in battery technology have propelled electric vehicles
(EVs) to the forefront. These cleaner alternatives are not just a fad, but a potential game-changer
in the fight against climate change. Additionally, the integration of artificial intelligence (AI) and
sensors paves the way for autonomous vehicles, promising a future where transportation is not
just efficient, but also remarkably safe.

Connectivity and the Rise of Mobility:

The way we interact with vehicles is undergoing a dramatic shift. Shared mobility
services like Uber and Ola have redefined urban transportation, offering on-demand access to
cars and scooters. This trend, coupled with the rise of the Internet of Things (IoT), has led to the
emergence of connected car technology. Imagine receiving real-time traffic updates or remotely
diagnosing car problems from your smartphone – that's the power of connectivity in the
automotive world.

The Road Ahead: Embracing the Future:

The future of the Indian auto industry is brimming with possibilities. Electric and
autonomous vehicles are expected to dominate the market, driven by government regulations
promoting clean energy and a growing environmental consciousness. We might even see a shift
towards subscription-based car ownership models and the rise of mobility-as-a-service (MaaS)
platforms, making transportation more accessible and flexible. Collaboration between traditional
automakers, tech giants, and innovative startups will be crucial in navigating this exciting future.

Challenges and Opportunities:

The road ahead for the Indian auto industry isn't without its bumps. Regulatory hurdles,
inadequate infrastructure, and fluctuating market dynamics pose challenges that need to be
addressed. However, amidst these challenges lie exciting opportunities. The government's push
for electric mobility, with initiatives like the FAME scheme, has the potential to not only reduce
dependence on fossil fuels but also position India as a leader in the global EV market.
Additionally, the emergence of homegrown startups focused on sustainable transportation
solutions underscores India's commitment to building a future-oriented auto ecosystem.
 Steering Towards Sustainability:

Sustainability is no longer a buzzword; it's the driving force behind the future of the
Indian auto industry. Initiatives like the Faster Adoption and Manufacturing of Electric Vehicles
(FAME) scheme incentivize the production and adoption of EVs, thereby reducing carbon
emissions and promoting cleaner transportation alternatives. Additionally, efforts are underway
to improve fuel efficiency in traditional vehicles, minimize waste generated during
manufacturing, and enhance recycling practices throughout the vehicle lifecycle. These
sustainability initiatives are essential for ensuring the long-term viability of the Indian auto
industry.

Conclusion:

The Indian automobile industry is a powerful engine propelling the nation's economic
growth. It's a hotbed of innovation, a source of employment for millions, and a vital part of the
social fabric. As the industry navigates the challenges and opportunities of a rapidly evolving
landscape, its commitment to technological advancements and sustainable practices will be
critical in shaping a brighter future, not just for India, but for the global automotive landscape as
a whole.

1.2 COMPANY PROFILE

Hyundai Motor India Limited (HMIL) is India’s largest automobile exporter and
second largest car manufacturer set up shop in Sriperambudur in 1996 and from then on it’s
been a journey filled with brilliance and innovation. Today, Hyundai Motor India is
recognized as a company that constantly challenges and redefines boundaries to produce the
most modern premium products for its customers. Hyundai Motor India is Hyundai Motor
Company’s first successful integrated overseas manufacturing plant. Hyundai Motor India
holds the distinction of having commenced operations in a mere 17 months from ground
breaking.

Hyundai’s Indian factories are comprehensive production facilities that can

independently handle functions ranging from R&D to testing, manufacturing, and sales of
products adapted to local needs. A second factory was built in 2007, raising the annual
capacity to 600,000 units. India is the production base for the exclusive overseas small-sized
models EON, i10, and the i20 targeting the European market, which are exported to 120
countries around the world. Through a variety of programs aimed at raising Hyundai’s
presence in India such as sponsoring the International Cricket Council (ICC) World Cup and
strict adherence to the policy of localization, the factories in India achieved a remarkable
feat of producing 641,281 vehicles and selling 638,775 in 2012.

Hyundai Motor India Limited laid its foundation stone in 1996 and mass production
in Plant 1 started in 1998. In 2007, Plant 2 began its mass production. The total area of two
plants is 21,48,760m2 (535 Acres) of which Plant 1 occupies 1,78,512m2 and Plant 2
occupies 1,91,735m2. The total investment made is USD 2 Billion for the manufacturing
plants and USD 750 million for vendor plants. HMIL produces 6,40,000 cars annually and
works three shifts daily with a total manpower of over 8500 excluding contract labor Plant 1
produces 3,10,000 cars and Plant 2 produces 3,30,000 cars.

To support its growth and expansion plans HMIL currently has 346 dealers and
around 800 service points across India. In its commitment to providing customers with
cutting-edge global technology, HMIL set up a modern multi-million dollar R&D facility in
Hyderabad. The R&D center endeavors to be a center of excellence in automobile
engineering.

Achievements and Awards :

INDIAN CAR OF THE YEAR

2008 Hyundai i10

2014 Grand i10

2015 Elite i20

2016 Creta

2018 Verna

2020 Venue

2021 Hyundai all new i20

2024 Exter
 WORLD CAR OF THE YEAR

2022 Hyundai IONIC 5

2023 Hyundai IONIC 6

GREEN CAR AWARD

2023 Hyundai IONIC 5

Table 1.1: Achievements and Awards

● JD POWER APPEAL Award 2016 demonstrating the excellence of made-in-India

products as per Global Standards for Grand i10, Elite i20, and Creta.
● JD POWER INDIAN CUSTOMER SATISFACTION and 2017 for Ranking No.1in
after sales & customer satisfaction.

Philosophy

1. Management Philosophy

Realize the dream of mankind by creating a new future

through ingenious thinking and continuously challenging new
front liners. Realization of Possibilities Unlimited Sense of
Responsibility Respect for Mankind

2. Core Values

The 5 core values we have defined as part of our new corporate philosophy are tenets
that have existed in us throughout our history and are principles that all employees promise
to further foster in our organization.
 We promote a customer-driven corporate culture by providing the best quality and
impeccable service with all values centered on our customers.

3. Vision
PROGRESS OF HUMANITY

Statement
Hyundai's global vision, "Progress for Humanity," envisions advanced, intuitive, and
hyper-connected automobiles that enrich lives. Our customer-centric approach has solidified
our position among Smart Indians. As we evolve, we're committed to social responsibility
and innovation, creating connected experiences and clean energy solutions. Embracing
emotional intelligence and intuitive connectivity, we aim to connect everyone with "Quality
Time”. Our brand's emotional approach, guided by "Humane," differentiates us, fostering
strong customer relationships. Our relentless pursuit of innovation extends to robotics,
demonstrated by our merger with Boston Dynamics. This leap aligns with our overarching
goal of progress and enriching lives.
The vision for tomorrow enabled by our new digital-ready, convenience-driven approaches
to pre-sales, deliveries, and services is defined by customer-centered experiences and
transformed product expectations

4. Brand Slogan

Lifetime Partner in Automobile and Beyond

Everyone looks at the world today, At Hyundai, we look beyond with experiences
that take us forward Innovations that are intuitive Technology that empowers humanity
Some said electric is the future We said why stop there Everyone looks at the world today
But at Hyundai, we look beyond for the progress of humanity.
Affiliates

Automobile

Parts

Steel

Construction

Logistics

Rolling

Stock/
Heavy
Industry

Finance/
Service
 IT / Software

Table 1.2: Affiliated Company

1.3.1 R&D Center

Hyundai Motor India Engineering (HMIE) is a fully owned subsidiary of Hyundai Motor
Company, South Korea, which has set up the R&D Centre in Hyderabad. HMIE is a center with
one of the most advanced research and development facilities which focuses on state-of-the-art
product and design engineering and rigorous quality enhancement. The new R&D Centre at
Hyderabad in India is Hyundai Motor Company’s fourth overseas R&D center.

Set up with an investment of Rs. 184 crores, the new 200,000 square-foot facility R&D
Centre, is aimed at further accelerating local content development and enabling Hyundai to
respond even more quickly to changing customer needs across the world. The R&D Centre will
further facilitate the development of India as Hyundai’s global hub for the manufacturing and
engineering of small cars. The new R&D Centre in Hyderabad will support all back-end
operations computer-aided engineering (CAE), and computer aided design (CAD) and help the
R&D work taking place across Hyundai’s car line-up.

The R&D Centre will help in developing vehicles which includes their styling, design
engineering, and vehicle test & evaluation. The R&D Centre will play a pivotal role for cars
manufactured in India to satisfy the specific needs of the Indian customers. Hyundai Motor
Company’s other overseas R&D centres are located in the United States, Germany, Japan &
Korea.
 1.3.2 Innovations in new era of choices
Hyundai: Beyond Cars
Future Mobility: Imagine a world with flying taxis (Urban Air Mobility) that drop you
off at hubs where self-driving cars (Purpose Built Vehicles) take you the rest of the way. Hyundai
is developing this connected future to free up your time.
Metaverse Step into Hyundai's virtual showroom and experience their latest cars as
avatars!
Going Beyond Electric: Hyundai's IONIQ 5 takes electric further with V2L technology
that lets you power your devices on the go, from your phone to a fridge!
Smart and Safe: Level 2 ADAS with Hyundai Smart Sense keeps you safe and reduces
stress on the road.
Connected Convenience: Bluelink keeps you connected with loved ones through your
car with features like remote access and navigation updates.
Hyundai is moving beyond just building cars to offering a complete mobility experience that is
innovative and keeps your needs in mind.

1.3.3 Sustainability holds the key to future.

Hyundai is shifting gears, transforming from a car manufacturer into a champion of
sustainable mobility. Their vision, "Progress for Humanity," reflects their commitment to
developing solutions that benefit both people and the environment. They're leading the electric
vehicle charge in India with popular models like the Kona Electric and IONIQ 5 SUVs, boasting
impressive range and eco-friendly materials. Their dedication to a greener future is further
emphasized by their plans to expand their BEV offerings to 6 vehicles in the Indian market by
2028. Additionally, they're not stopping at just electrification. Hyundai is a pioneer in exploring
hydrogen energy, a clean-burning fuel source with immense potential for sustainable
transportation. This focus on alternative fuel sources aligns with their "Hyundai hydrogen
vision" for a healthier planet. Technology also plays a key role in Hyundai's vision. Their
Bluelink system keeps drivers connected with features like navigation and remote access, while
advanced driver-assistance systems (ADAS) like Hyundai SmartSense enhance safety and reduce
stress behind the wheel. In essence, Hyundai is moving beyond just building cars. They're
building a future of sustainable mobility that prioritizes clean energy, cutting-edge technology,
and a connected driving experience, solidifying their position as a leader in the ever-evolving
automotive industry.
 1.3.4 Management performance
The most meaningful result is the satisfaction, emotion, and trust experiencedby
the customers Offering ‘modern premium’ to customers by strengthening the sales
network.

Hyundai Motor Company strives to strengthen its global sales network in addition to
producing region-specific models. To expand the sales of premium luxury cars such as
Centennial (Equus) and Genesis, Hyundai has opened showroom spaces in key commercial
cities, including New York, London, Beijing, and Moscow.

Also, since 2009, Hyundai has been remodeling dealer showrooms worldwide based
on the new company design standard and has implemented several education programs such
as the Total Dealer Education Program. To enhance customer experiences at every contact
point, Hyundai will continue the process of opening up more direct retail shops and
upgrading existing dealerships.

1.3.5 CSR

Hyundai Corporate Social Responsibility

Hyundai recognizes the growing importance of corporate social responsibility (CSR) and
actively contributes to a variety of Sustainable Development Goals (SDGs). Their focus areas
include tackling poverty, hunger, and malnutrition, while also advocating for education,
healthcare, and vocational training, particularly for vulnerable groups. Gender equality,
environmental sustainability, and cultural preservation are also high on their agenda. They even
contribute to research, technology, and medicine, along with supporting veterans and responding
to emergencies. This holistic approach reflects their deep commitment to social progress and
equitable advancement for all. Hyundai's CSR philosophy, "Moving the World Together,"
emphasizes collaboration with society to achieve positive change. Their initiatives encompass
economic responsibility through job creation and investment, social responsibility through
community programs and education, and environmental responsibility through sustainable
practices. By taking a comprehensive approach to CSR, Hyundai strives to be a responsible
corporate citizen and contribute to a brighter future.
 Table 1.3: Social Responsibilities

1.3.6 Plant Layout

Hyundai has laid out its production facilities in the most efficient manner. The
purpose of the layout and its working has been studied and many reasonable factors have
been understood.Hyundai Motor India produces nine car models in its two plants.

Figure 1.1: Plant Layout

 The image shows the section of plant 1. The body moves from body shop to paint
shop then to assembly line. Meanwhile the engine and transmission is brought from their
Engine & transmission shop to the assembly line. There the assembling is done in a
sequential process. Similarly the plant 2 also has sequenced layout so as to reduce the
movement of men and material within the plant area.

The PDI department is where the finished cars are inspected for defects then the
quality checked cars are moved to the yard then transported through back gate. The
warehouse shown in the image is where the components from vendors are received and then
move to the respective shops in the required sequence.

The whole process is well planned and sequenced such that it provides a successful
functioning of the factory.

Block Diagram 1.1: Sequence process of Layout

The above image shows the process behind the layout. Each shop has its own lines in
which the sequenced process is carried out. Sequencing is done on the basis both
engineering possibilities and cost and time efficient basis. The arrangement of processes
done in various shops is shown in the coming pages of report.
 1.3 BACKGROUND OF THE STUDY

The Indian automotive industry, poised for significant growth, faces a crucial challenge in
attracting and retaining a diverse workforce. This is particularly pertinent in today's globalized
and talent-driven economy, where diversity and inclusion (D&I) are increasingly recognized as
key drivers of innovation, creativity, and overall organizational success. This project, titled
"Optimizing Diversity and Inclusion at Hyundai Motors India: A Blueprint for HMIL," aims to
address this critical gap by exploring the current state of D&I at Hyundai Motors India (HMI)
and proposing data-driven strategies for improvement

DIVERSITY

Diversity in the workplace extends far beyond simply having a mix of demographics. It's
about cultivating a workforce that mirrors the richness of society itself. This means appreciating
and capitalizing on the unique strengths each individual brings to the table, recognizing the value
that stems from a multitude of backgrounds and experiences. Imagine a work environment where
race and ethnicity are not hurdles, but assets that offer a global perspective and an understanding
of diverse customer needs. Gender equality empowers both men and women to reach their full
potential, fostering a collaborative and innovative culture that transcends traditional gender roles.
Sexual orientation is celebrated, creating a safe space for everyone to be themselves and
contribute their unique talents without fear of discrimination. Age becomes an advantage, with
the wisdom and experience of senior employees complementing the fresh ideas and perspectives
of younger generations. This extends to valuing neurodiversity, recognizing that different
cognitive styles can lead to creative problem-solving and groundbreaking approaches. Even
socioeconomic background and educational pedigree become less relevant, ensuring a level
playing field where talent and hard work are the true measures of success, with opportunities for
continuous learning available to everyone. By cultivating a truly diverse workforce, companies
tap into a vast reservoir of talent, experiences, and ideas. This diversity is the fuel that ignites
innovation, propels creativity, and ultimately drives organizational success.

INCLUSION:

Inclusion is the key that unlocks the true power of diversity. It's about creating an
environment where everyone feels valued and respected for their unique contributions, not
despite them. Psychological safety is paramount, allowing individuals to take risks, voice their
opinions, and share ideas freely without fear of judgment or repercussions. This fosters open
communication and collaboration, where diverse perspectives can truly come together. When
equal opportunities are provided for advancement and growth, regardless of background, a sense
of belonging flourishes. This fuels a culture of collaboration, where diverse teams can truly
thrive. Imagine a team where everyone feels safe to contribute their unique skills and
experiences. This collision of perspectives sparks creative problem-solving and leads to the
development of groundbreaking solutions that may not have been possible with a homogenous
team. Inclusion is the engine that transforms a diverse workforce into a powerhouse of
innovation and success.

WHY D&I?

Fostering Diversity and Inclusion (D&I) within a company unlocks a multitude of

benefits that drive success. A diverse workforce, where a wider range of thoughts and
perspectives are represented, fuels enhanced innovation. This leads to a broader range of ideas
and creative approaches to challenges, ultimately resulting in groundbreaking solutions.
Improved decision-making is another key benefit. By considering diverse viewpoints,
companies avoid blind spots and make well-rounded decisions that cater to a wider range of
customers in a global market. D&I also strengthens a company's talent pool. A strong D&I
strategy attracts top talent from a broader pool of qualified individuals and fosters a sense of
belonging, leading to higher employee retention rates. Furthermore, companies committed to
D&I are seen as progressive and responsible, enhancing their brand reputation and attracting
both talent and customers who value inclusivity. Finally, D&I leads to improved employee
engagement. When employees feel valued and respected for their unique contributions, they are
naturally more engaged and productive, contributing to a more positive and dynamic work
environment. In essence, D&I is not just the right thing to do, it's a smart business strategy that
fuels innovation, strengthens decision-making, attracts and retains top talent, enhances brand
reputation, and ultimately drives overall organizational success.

This research endeavors to achieve its goals through a multi-pronged approach. Firstly,
we will conduct a comprehensive analysis of existing data at HMI. This will involve examining
workforce demographics, recruitment and retention data, and employee engagement surveys. By
meticulously combing through this data, we aim to identify areas where HMI's D&I efforts need
improvement. This could encompass underrepresentation of specific demographic groups in
leadership positions, high turnover rates among diverse employees, or low engagement scores
from specific groups.

Secondly, we will benchmark HMI's current D&I strategy against leading companies
globally. This will involve researching and analyzing successful D&I practices employed by
companies within the Indian automotive industry and beyond. By understanding how these
companies are attracting diverse talent, fostering an inclusive culture, and measuring the impact
of their D&I initiatives, we can glean valuable insights and best practices that can be adapted and
implemented at HMI.

Finally, based on the findings from data analysis and benchmarking, we will develop
data-driven recommendations to optimize HMI's D&I strategy. These recommendations will be
specific, actionable, and grounded in evidence, ensuring their effectiveness in addressing the
identified gaps. Potential areas for recommendations might include targeted recruitment
strategies, unconscious bias training and awareness programs, or the implementation of
data-driven performance metrics to track progress and measure the impact of D&I initiatives.

Through this comprehensive approach, this research project aims to contribute

significantly to fostering a more diverse and inclusive workplace environment at Hyundai
Motors India. By leveraging the power of data and benchmarking successful practices, we
believe this project can pave the way for a more innovative, creative, and ultimately, a more
successful Hyundai Motors India.

1.4 PROBLEM STATEMENT

The Indian automotive industry is in a state of flux, driven by globalization and the need
for technological advancements and sustainable practices. However, a key hurdle remains in
unlocking its full potential: optimizing Diversity and Inclusion (D&I) strategies. While leading
car manufacturers in India have implemented D&I programs, a lack of transparency hinders their
effectiveness.

This manifests in several ways: firstly, it's difficult to assess the true impact of these
programs on attracting, retaining, and empowering a diverse workforce. Secondly, there's
uncertainty about whether stated D&I goals align with the actual experiences of employees,
potentially creating a gap between policy and practice. Finally, the inability to identify and
implement best practices across the industry hinders progress towards creating a truly inclusive
work environment. Addressing these challenges is critical for fostering a diverse and inclusive
workforce, a key driver of innovation and success.

This project aims to bridge this gap by analyzing current D&I practices and identifying
data-driven recommendations to optimize Hyundai Motor India's (HMIL) D&I strategy,
ultimately propelling the company towards a more innovative and successful future.

1.5 RESEARCH OBJECTIVE

● To Analyze D&I Practices in the Indian Automotive Industry

● Identify Gaps Between D&I Policies and Employee Experiences

● To Leverage Industry Insights for HMIL's D&I Strategy

1.6 RESEARCH SCOPE

The Indian automotive industry is undergoing a significant transformation, driven by

globalization and the increasing importance of technological advancements and sustainability.
However, to thrive in this competitive landscape, fostering a diverse and inclusive (D&I)
workforce is crucial.

This study focuses on the current state of D&I within leading Automobile Manufacturers
in India, with a specific emphasis on strategies for optimizing D&I programs. While
globalization presents opportunities, it also brings challenges in managing a workforce with
diverse cultural backgrounds and experiences. Effectively attracting, retaining, and empowering
a diverse talent pool requires a strategic approach.

This project aims to address this critical need by exploring successful D&I practices
employed by leading car manufacturers globally. By understanding how these companies are
managing workforce diversity, we can identify best practices that can be adapted and
implemented within the Indian context. The ultimate goal is to create a more inclusive work
environment at Hyundai Motor India (HMIL), ultimately enhancing innovation, creativity, and
overall organizational success.
1.7 SIGNIFICANCE OF THE STUDY

The Indian automotive industry stands at a crossroads. Globalization, technological

advancements, and the growing demand for sustainability are reshaping the landscape. To thrive
in this competitive environment, fostering a diverse and inclusive (D&I) workforce is no longer a
nicety – it's a necessity. This study on optimizing D&I strategies at Hyundai Motor India (HMIL)
holds significant value for several reasons:

● A diverse workforce brings a wider range of perspectives and experiences to the table.
This fosters a culture of innovation and creativity, leading to groundbreaking solutions
and a competitive edge in the market.

● By considering diverse viewpoints, companies can avoid blind spots and make
well-rounded decisions that cater to a broader range of customers in a globalized market.

● A strong D&I strategy attracts top talent from a wider pool and fosters a sense of
belonging, leading to higher employee retention rates. This reduces recruitment and
training costs, contributing to the company's bottom line.

● Companies committed to D&I are seen as progressive and responsible, attracting both
talent and customers who value inclusivity. This positive brand image can lead to
increased sales and market share.

● When employees feel valued and respected for their unique contributions, they are
naturally more engaged and productive. This translates to a more dynamic and positive
work environment, boosting overall company performance.

This study has broader implications for the Indian automotive industry as a whole. By
analyzing successful D&I practices and proposing data-driven recommendations for HMIL, this
project can serve as a roadmap for other car manufacturers. By fostering inclusive work
environments across the industry, the Indian automotive sector can unlock its full potential for
innovation, success, and global leadership.

In essence, optimizing D&I strategies isn't just about doing the right thing; it's a smart
business strategy that drives innovation, strengthens decision-making, attracts and retains top
talent, enhances brand reputation, and ultimately propels the Indian automotive industry towards
a brighter future.
1.8 IMPORTANT TERMINOLOGY

Sno. Term Definition

1 Diversity The practice or quality of including or involving

people from a range of different social and ethnic
backgrounds and of different genders, sexual
orientations

2 Demographic Diversity Factors like age, gender, race/ethnicity, sexual

orientation, disability status, veteran status, etc

3 Non-Demographic Diversity Educational background, work experience,

socioeconomic background, personality traits, and
cognitive styles.

4 Inclusion The act of including someone or something as part of a

group, list, etc., or a person or thing that is included

5 Psychological Safety Feeling comfortable taking risks, voicing opinions, and

sharing ideas without fear of judgment or
repercussions.

6 Sense of Belonging The degree to which employees feel valued, respected,

and integrated into the workplace culture.

7 Diversity & Inclusion Understanding one another by surpassing simple

tolerance to ensure people truly value their differences.
This allows us both to embrace and also to celebrate
the rich dimensions of diversity contained within each
individual and place positive value on diversity in the
community and in the workforce

8 Employee Perceptions and These will be captured through a survey instrument

Experiences and include Satisfaction with D&I initiatives,
Perceived effectiveness of D&I programs, Experiences
of inclusion and belonging, Exposure to unconscious
bias, Opportunities for professional development

9 Globalization The increasing interconnectedness between countries

through trade, investment, and cultural exchange.
10 Socioeconomic Background A person's or family's social position or status based on
factors like income, education, and occupation

11 Cognitive Styles The way individuals process information and solve

problems (e.g., visual learners, analytical thinkers).

12 Workforce Demographics The measurable characteristics of a workforce

population (e.g., age distribution, gender breakdown).

13 Turnover Rates The rate at which employees leave a company and are
replaced.

14 Benchmarking Comparing HMIL's D&I practices with leading car

manufacturers to identify best practices that can be
adapted.

15 Data-Driven Using data analysis from surveys, industry reports, and

Recommendations best practices to suggest evidence-based solutions for
improvement.

16 Gap Analysis Identifying discrepancies between HMIL's current

D&I initiatives and industry best practices, along with
the root causes of these gaps.

17 Sustainability Practices that meet the needs of the present without

compromising the ability of future generations to meet
their own needs (e.g., electric vehicles).

18 Urban Air Mobility (UAM) A transportation system using electric or

hybrid-powered flying vehicles for short-distance
passenger or cargo transportation within urban areas.

19 Purpose Built Vehicles Self-driving vehicles designed for specific purposes,

like passenger transport or package delivery.

20 Vehicle-to-Load(V2L) Allows electric vehicles to power external devices

technology using their batteries.
21 Advanced Driver-Assistance A variety of electronic technologies designed to
Systems (ADAS) improve vehicle safety and driver assistance (e.g., lane
departure warning, automatic emergency braking)
 CHAPTER 2

LITERATURE REVIEW

A literature review is an account of what has been published on a topic by accredited

scholars and researchers. Usually it is a part of the introduction to an essay, research report, or
thesis. It is not just a descriptive list of the material available, or a set of summaries. Arlene Fink
(2009): Conducting Research Literature Reviews” defined that “the process of reading,
analyzing, evaluating, and summarizing scholarly materials about a specific topic”. The results
of a literature review may be compiled in a report or they may serve as part of a research article,
thesis, or grant proposal.

The literature on Optimizing D&I practice in the Automobile industry contains two main
bodies of work. One area focuses on the development of conceptual frameworks for
understanding diversity, Inclusion, opportunities and challenges, its impact on organisational
behaviour and performance (Jackson, Joshi, & Eisenhardt, 2003; Webber & Donahue, 2001). The
other area focuses on workforce diversity management strategies and organisation overall
effectiveness (Mor-Barak, 2005).

Keywords: Workforce diversity, challenges and opportunities of diversity, strategies for

managing diversity, diversity management and its impacts on organisation effectiveness.

The literatures of experts relating to these topics have been reviewed and discussed
below:

2.1 DIVERSITY

● Mahmud, M. S., et al(2020), Evaluating Effect of Workforce Diversity on

Employee’s Innovativeness: This study result indicates that successfully managing
diversity produces tremendous benefits for the company. Furthermore, employees can
share expertise and new ideas through effective communication; for this reason,
diversity management is critical.

● Itam, U., et al.(2019) Diversity and Inclusion Management: A Focus on Employee

Engagement. In Gender and Diversity: This study tells about how Companies
recognize the value of diversity and inclusion at their workplaces, and Upgrades
 Commitment scores ensure growth at the individual, community, and organizational
levels. Excellent outcomes

● Cletus, H. E., et al. (2018) Prospects and challenges of workplace diversity in

modern day organizations: A critical review : This paper outlines the key issues
affecting workplace diversity in today's organizations all over the world. The paper
examines the various diversity benefits and challenges. The results found that
diversity in the workplace enhances the overall performance of employees.

● Sundari,R.(2018) WORKPLACE DIVERSITY AND ITS IMPACT ON

PERFORMANCE OF EMPLOYEES: In this paper, the analysis was done to know
the impact of workforce diversity and its impact on employee performance and the
author concluded that workforce diversity fosters creativity and enthusiasm in the
workplace which overall enables the performance of the employees working in the
organization.

● Kundu, S. C,.(2017) Workforce diversity and organizational performance: a study

of IT industry in India: This paper indicates Employee's perceptions of diversity and
their effect on perceived organizational performance. Participating in diversity activities
with male workers will help them understand the many challenges faced by female
employees and ethnic groups, as well as help them advance their careers in the corporate
world.

● Daria Prause, et al., (2015) Conflict management practices for diverse workplaces:
In this paper, the author concludes that conflict is a multilevel and dynamic phenomenon
that, most of the time, cannot be solved with a single approach, but rather involves a
complex collection of acts and components. This paper also challenges managers to find
a better approach to employee and organizational conflict by incorporating all available
methods and techniques.

● Eshegbe, J and Dastane, O, (2015) Diversity Elements in the Workplace: A Study

on Diversity Factors at Workplace in Hotels at Klang Valley Malaysia: The study
was done in the Descriptive, Quantitative research Approach and the research Strategy is
done through a survey. Gender and ethnicity have a substantial effect on employee
satisfaction, while age and education have no positive impact on employee satisfaction in
the hotel industry, according to the results.
 ● Saxena, A. (2014) Workforce diversity: A key to improve productivity: This paper
identifies the impact of employee diversity on an organization's productivity is examined
in this paper. Diversity in the workplace is a strength for any organization, but stereotypes
about race, religion and other factors persist, making diversity a challenge. Diversity, on
the other hand, will increase performance if treated correctly.

● Choi and Rainey (2014) Organizational Fairness and Diversity Management in

Public Organizations: Does Fairness Matter in Managing Diversity?: The findings of
this study highlights that higher perceptions about organizational fairness and diversity
management resulted in higher job satisfaction. However, racial minorities reported a
lower positive impact than whites in the organization.

● Harold Andrew Patrick,.et al.(2012) Managing workplace diversity: Issues and

challenges: The paper concluded by stating that diverse workforces are critical because
they better represent a wide range of external customers by recognizing the demands of
the political, economic, social, legal, and cultural environments. Effective diversity
management will result in higher-performance.

2.2 INCLUSION

● Brimhall et al. (2017) Increasing workplace inclusion: The promise of

leader-member exchange. Human Service Organizations: In this paper, the author
studied the relationship between change in leader member exchange and workplace
inclusion for which they collected data every six months from a public child welfare
organization to find that better leadership interaction led to increased inclusion.

● Mor Barak et al. (2016) The Promise of Diversity Management for Climate of
Inclusion: A State-of-the-Art Review and Meta-Analysis. Human Service
Organizations: This research develops a model where diversity characteristics were
classified into the surface and deep-level diversity and their linkage with the climate of
inclusion and resultantly, according to the findings, human service organizations should
focus on building policies and practices that foster an environment of inclusion rather
than only increasing diverse representation

● Hwang and Hopkins (2015) A structural equation model of the effects of diversity
characteristics and inclusion on organizational outcomes in the child welfare
 workforce: This paper has been studied through its three sub-dimensions, namely,
influence in decision making, access to communication and resources, and workgroup
involvement. The findings of the study provide practical implications for enhancing
diversity management and organizational commitment, including instituting more
participative decision-making structures and processes and creating more accessible
organizational information networks

● Downey et al. (2015) The role of diversity practices and inclusion in promoting trust
and employee engagement: This research aims into the link between diversity practices
and one of the most essential aspects of workplace well-being: engagement. According to
the findings, diversity practices are linked to a trusting climate, which is favorably related
to employee engagement.

● Derven (2014) Best practices from six global companies. Industrial and Commercial
Training: The purpose of this paper is to share best practices for diversity and inclusion
from six global companies and to make the business case for its importance. Key findings
related to the importance of tailoring global diversity and inclusion strategies and
programs to local needs; embedding practices throughout the organization; multiplying
impact through external partnerships and leveraging this as a source of innovation.

● April et al. (2012) Diversity management in South Africa: Inclusion, identity,

intention, power and expectations: This research addresses how Employees make
themselves feel included so that they can assimilate into their workgroup, according to
the authors, which is a vital feature of personal diversity management. However, this may
harm employees who are discriminated against, necessitating the need for firms to
implement diversity management in such a way that it results in an inclusive workplace.

● Shore et al. (2011) Inclusion and Diversity in Work Groups: A Review and Model
for Future Research: This paper Defines inclusion and develops a framework based on
Optimal Distinctiveness Theory which was considered as its theoretical foundation.
Belongingness and Uniqueness were proposed as two concepts that can lead to a feeling
of inclusion. The framework had high and low uniqueness on one axis while high and
low belongingness on the other leading to four dimensions namely, exclusion,
assimilation, differentiation, and inclusion with inclusion forming a high belongingness
and high uniqueness cell.
 CHAPTER 3

RESEARCH METHODOLOGY

3.1 RELEVANT FRAMEWORKS//MODELS/CONCEPTS:

This study leverages two key theoretical frameworks to analyze Diversity and Inclusion
(D&I) practices within the Indian automotive industry. It utilizes a D&I framework. This
framework isn't a singular concept, but rather a comprehensive structure that outlines various
aspects of diversity. It typically includes demographic dimensions like race, gender, and age,
alongside non-demographic aspects like personality traits, work styles, and cognitive
abilities. Importantly, the framework also connects these diverse characteristics to inclusion
practices. These practices foster a work environment where everyone feels valued, respected,
and has the opportunity to contribute and succeed. The D&I framework will guide the
questionnaire design by ensuring questions capture perceptions of both diversity within the
workforce and the company's efforts to create an inclusive environment (e.g., psychological
safety, equal opportunity, sense of belonging).

The study employs a benchmarking model. This model compares HMIL's D&I practices
with those of leading car manufacturers in India. Benchmarking allows researchers to identify
industry best practices – the most effective approaches used by top performers. By comparing
HMIL's strategies to these benchmarks, the study can pinpoint areas where HMIL excels and
areas where they might improve. This comparative analysis provides valuable insights that can
be used to formulate specific recommendations for strengthening HMIL's D&I strategy and
bringing it closer to industry best practices. In essence, the D&I framework provides a
foundation for understanding diversity and inclusion, while the benchmarking model allows
researchers to compare HMIL's performance against industry leaders, ultimately leading to
actionable recommendations for improvement.

3.2 RESEARCH DESIGN:

This research employs a mixed-methods approach, strategically combining quantitative

and qualitative data collection methods to gain a more comprehensive understanding of D&I
practices in the Indian automotive industry.
 The quantitative aspect utilizes a survey with Likert scales. Likert scales present
participants with statements and a range of response options, typically indicating levels of
agreement or disagreement (e.g., strongly disagree, disagree, neutral, agree, strongly agree). This
structured format allows researchers to collect quantifiable data on employee perceptions related
to D&I within their companies. By analyzing the distribution of responses across the scale
options, researchers can gauge the overall sentiment and identify areas where employees feel the
company excels in creating an inclusive environment, or conversely, areas where improvements
might be needed.

The study then complements this quantitative data with a qualitative approach. The
survey incorporates open-ended questions that allow participants to elaborate on their
experiences and perceptions. Thematic analysis of these responses provides deeper qualitative
insights into employee perspectives on D&I within their specific companies, potentially
revealing nuances not captured by the Likert scale options.

By combining these quantitative and qualitative data collection methods, the research
aims to paint a richer and more complete picture of D&I practices in the Indian automotive
industry, capturing both the broader trends across the industry and the specific employee
experiences within different companies.

3.3 SAMPLING TECHNIQUE:

Convenience Sampling: The study utilizes a convenience sample by targeting executives

currently working in the Indian automotive industry. This might not be fully representative of the
entire industry workforce.

3.4 CHOICE OF INSTRUMENT:

Questionnaire: A scaling questionnaire with Likert scales effectively measures

employee perceptions and experiences related to D&I initiatives in the Indian automotive
industry.

3.5 DATA COLLECTION PROCEDURE:

Online Survey: Distributing the questionnaire electronically via Google Forms facilitates
data collection with minimal cost and allows for easier data analysis.
3.6 STATISTICAL TOOLS USED:

The analysis of this questionnaire will involve a two-pronged approach: descriptive statistics and
inferential statistics, with some additional tools for data wrangling.
Chi-Square Test of Independence: The Chi-Square Test of Independence is employed
to determine if there exists a significant association between two categorical variables. In the
context of the research objective focused on analyzing D&I practices in the Indian automotive
industry, this statistical tool is utilized to investigate potential relationships between demographic
factors (such as gender or age) and various aspects of D&I experiences, challenges, or
perceptions reported by respondents. By conducting this test, It is easy to assess whether certain
demographic groups are more likely to report specific challenges, experiences, or perceptions,
thereby providing insights into potential disparities or areas for improvement in D&I efforts.
T-tests:T-tests of Variance is a statistical method used to compare means between two or
more groups. This test is utilized to assess differences in perceptions, ratings, or experiences
across different demographic groups (such as age or gender). For example, the t-tests is used to
determine if there are significant variations in the importance attributed to D&I initiatives or the
effectiveness of catering to employees with disabilities among different age groups or genders.
By conducting this test,we can identify demographic disparities and tailor D&I strategies to
address specific needs or concerns of different groups.
Factor Analysis: Factor Analysis is a statistical technique used to identify underlying
dimensions or factors within a set of observed variables. factor analysis is employed to uncover
common challenges faced by companies or successful D&I initiatives in the Indian automotive
sector. By examining patterns of responses across multiple questionnaire items, researchers can
identify latent constructs or themes that represent distinct aspects of D&I practices. Factor
analysis enables us to simplify complex data sets, identify key areas of focus, and develop
targeted interventions to improve D&I outcomes within organizations.
Cluster Analysis: Cluster Analysis is a statistical method used to segment respondents or
observations into distinct groups based on similarities in their responses or characteristics. The
cluster analysis is applied to identify homogeneous subgroups of respondents with similar
attitudes, perceptions, or experiences regarding D&I practices in the Indian automotive sector.
By grouping respondents into clusters, researchers can gain insights into the diversity of opinions
and perspectives within the sample population. This enables organizations to tailor D&I
strategies to specific audience segments and address the unique needs and preferences of
different groups effectively.
 These statistical tools provide a comprehensive framework for analyzing the data
collected through the questionnaire and generating actionable insights to inform D&I strategies
in the Indian automotive industry.

CHAPTER 4

DATA ANALYSIS & INTERPRETATION

Chi-Square Analysis for Company and challenges faced by diverse employees

Factor Chi-Square Degree of Pearson Significant/ Not

Value Freedom P-Value Significant

Challenges in recruitment 63.778 9 0.000 Significant

Challenges in promotion 116.456 9 0.000 Significant

 Difficulty feeling a sense 85.022 9 0.000 Significant
of belonging

Lack of mentorship or 52.119 9 0.000 Significant

support for diverse
employees

Source: Primary Data

(P-value < 0.05: Significant), (P-value > 0.05: Not Significant)
The Chi-Square tests conducted to assess the association between company name and
various challenges faced by diverse employees have yielded statistically significant results, as
evidenced by the p-values of 0.000 for each test. This indicates that there is a significant
association between company name and the challenges observed within the workplace.
Specifically, the Chi-Square value for challenges in recruitment (63.778), challenges in
promotion (116.456), difficulty feeling a sense of belonging (85.022), and lack of mentorship or
support for diverse employees (52.119) are all relatively large, further supporting the significance
of the associations.
These findings suggest that the challenges faced by diverse employees, such as
recruitment difficulties, promotional barriers, feelings of exclusion, and lack of mentorship or
support, vary significantly across different companies within the automotive industry.
Therefore, it is imperative for organizations to recognize and address these variations,
tailoring their diversity and inclusion strategies to meet the specific needs and challenges faced
by their employees.

Chi-Square Analysis for Gender and challenges faced by diverse employees

Factor Chi-Square Degree of Pearson Significant/ Not

Value Freedom P-Value Significant

Challenges in recruitment 3.409 3 0.333 Not Significant

Challenges in promotion 3.267 3 0.352 Not Significant

 Difficulty feeling a sense 6.502 3 0.090 Not Significant
of belonging

Lack of mentorship or 5.160 3 0.160 Not Significant

support for diverse
employees

Source: Primary Data

(P-value < 0.05: Significant), (P-value > 0.05: Not Significant)
The Chi-Square tests conducted to examine the association between gender and various
challenges faced by diverse employees have resulted in non-significant findings, as indicated by
the p-values exceeding 0.05 for each test. Specifically, the Chi-Square values for challenges in
recruitment (3.409), challenges in promotion (3.267), difficulty feeling a sense of belonging
(6.502), and lack of mentorship or support for diverse employees (5.160) are all relatively small.
These results suggest that there is no significant association between gender and the
observed challenges within the workplace, including recruitment difficulties, promotional
barriers, feelings of exclusion, and lack of mentorship or support.
While it's essential to acknowledge the absence of statistically significant associations,
it's also crucial to interpret these findings with caution. Despite not reaching statistical
significance, it's still possible that gender disparities exist in the experiences of diverse
employees within the automotive industry, but they may not have been captured by the variables
examined in this analysis.

Chi-Square Analysis for Age and challenges faced by diverse employees

Factor Chi-Square Degree of Pearson Significant/ Not

Value Freedom P-Value Significant

Challenges in recruitment 84.032 9 0.000 Significant

Challenges in promotion 30.594 9 0.000 Significant

 Difficulty feeling a sense 52.039 9 0.000 Significant
of belonging

Lack of mentorship or 89.961 9 0.000 Significant

support for diverse
employees

Source: Primary Data

(P-value < 0.05: Significant), (P-value > 0.05: Not Significant)
The Chi-Square tests conducted to explore the association between age and various
challenges faced by diverse employees have yielded statistically significant results, with p-values
of 0.000 for each test. These findings indicate a significant association between age and the
challenges observed within the workplace, including challenges in recruitment, challenges in
promotion, difficulty feeling a sense of belonging, and lack of mentorship or support for diverse
employees.
The relatively large Chi-Square values for challenges in recruitment (84.032), challenges
in promotion (30.594), difficulty feeling a sense of belonging (52.039), and lack of mentorship or
support (89.961) further support the significance of these associations. These results suggest that
the experiences of diverse employees, particularly in terms of recruitment, promotion, sense of
belonging, and mentorship or support, vary significantly across different age groups within the
automotive industry.

Chi-Square Analysis for Designation and challenges faced by diverse employees

Factor Chi-Square Degree of Pearson Significant/ Not

Value Freedom P-Value Significant

Challenges in recruitment 59.008 15 0.000 Significant

Challenges in promotion 84.821 15 0.000 Significant

Difficulty feeling a sense 69.564 15 0.000 Significant

of belonging
 Lack of mentorship or 47.910 15 0.000 Significant
support for diverse
employees

Source: Primary Data

(P-value < 0.05: Significant), (P-value > 0.05: Not Significant)
The Chi-Square tests conducted to investigate the association between designation and
various challenges faced by diverse employees have yielded statistically significant results, with
p-values of 0.000 for each test. These findings indicate a significant association between
designation and the challenges observed within the workplace, including challenges in
recruitment, challenges in promotion, difficulty feeling a sense of belonging, and lack of
mentorship or support for diverse employees.
The Chi-Square values for challenges in recruitment (59.008), challenges in promotion
(84.821), difficulty feeling a sense of belonging (69.564), and lack of mentorship or support
(47.910) are all relatively large, further supporting the significance of these associations. These
results suggest that the experiences of diverse employees, particularly in terms of recruitment,
promotion, sense of belonging, and mentorship or support, vary significantly across different
designations within the automotive industry.

Chi-Square Analysis for Company and positive experiences for diverse employees

Factor Chi-Square Degree of Pearson Significant/ Not

Value Freedom P-Value Significant

Opportunities for 69.502 9 0.000 Significant

advancement

Supportive work 58.959 9 0.000 Significant

environment

Feeling valued and 44.769 9 0.000 Significant

respected

Source: Primary Data

 (P-value < 0.05: Significant), (P-value > 0.05: Not Significant)
The Chi-Square tests conducted to examine the association between company name and
various positive experiences for diverse employees have yielded statistically significant results,
with p-values of 0.000 for each test. These findings indicate a significant association between
company name and the positive experiences observed within the workplace, including
opportunities for advancement, a supportive work environment, and feeling valued and
respected.
The relatively large Chi-Square values for opportunities for advancement (69.502),
supportive work environment (58.959), and feeling valued and respected (44.769) further support
the significance of these associations. These results suggest that the positive experiences of
diverse employees, particularly in terms of opportunities for advancement, supportiveness of the
work environment, and feeling valued and respected, vary significantly across different
companies within the automotive industry.

Chi-Square Analysis for Gender and positive experiences for diverse employees

Factor Chi-Square Degree of Pearson Significant/ Not

Value Freedom P-Value Significant

Opportunities for 22.934 3 0.000 Significant

advancement

Supportive work 15.584 3 0.001 Significant

environment

Feeling valued and 10.897 3 0.012 Not Significant

respected

Source: Primary Data

(P-value < 0.05: Significant), (P-value > 0.05: Not Significant)
The Chi-Square tests conducted to explore the association between gender and various
positive experiences for diverse employees have produced statistically significant results. The
p-values obtained for each test are 0.000 for opportunities for advancement, 0.001 for a
supportive work environment, and 0.012 for feeling valued and respected.
 These findings indicate a significant association between gender and the positive
experiences observed within the workplace, including opportunities for advancement, the
supportiveness of the work environment, and feeling valued and respected. While the Chi-Square
values for opportunities for advancement (22.934), a supportive work environment (15.584), and
feeling valued and respected (10.897) are of varying magnitudes, all three tests indicate a strong
statistical significance.
These results suggest that the positive experiences of diverse employees, particularly
concerning opportunities for advancement, the supportiveness of the work environment, and
feeling valued and respected, differ significantly based on gender within the automotive industry.

Chi-Square Analysis for Age and positive experiences for diverse employees

Factor Chi-Square Degree of Pearson Significant/ Not

Value Freedom P-Value Significant

Opportunities for 52.069 9 0.000 Significant

advancement

Supportive work 55.432 9 0.000 Significant

environment

Feeling valued and 35.488 9 0.000 Significant

respected

Source: Primary Data

(P-value < 0.05: Significant), (P-value > 0.05: Not Significant)
The Chi-Square tests conducted to explore the association between age and various
positive experiences for diverse employees have yielded statistically significant results. The
p-values obtained for each test are 0.000 for opportunities for advancement, a supportive work
environment, and feeling valued and respected.
These findings indicate a significant association between age and the positive experiences
observed within the workplace, including opportunities for advancement, the supportiveness of
the work environment, and feeling valued and respected. The Chi-Square values for
opportunities for advancement (52.069), a supportive work environment (55.432), and feeling
valued and respected (35.488) further reinforce the significance of these associations.
 These results suggest that the positive experiences of diverse employees, particularly
regarding opportunities for advancement, the supportiveness of the work environment, and
feeling valued and respected, vary significantly across different age groups within the automotive
industry.

Chi-Square Analysis for Designation and positive experiences for diverse employees

Factor Chi-Square Degree of Pearson Significant/ Not

Value Freedom P-Value Significant

Opportunities for 76.082 15 0.000 Significant

advancement

Supportive work 109.962 15 0.000 Significant

environment

Feeling valued and 66.194 15 0.000 Significant

respected

Source: Primary Data

(P-value < 0.05: Significant), (P-value > 0.05: Not Significant)
The Chi-Square tests conducted to investigate the association between designation and
various positive experiences for diverse employees have yielded statistically significant results,
with p-values of 0.000 for each test. These findings indicate a significant association between
designation and the positive experiences observed within the workplace, including opportunities
for advancement, a supportive work environment, and feeling valued and respected.
The Chi-Square values for opportunities for advancement (76.082), a supportive work
environment (109.962), and feeling valued and respected (66.194) are all notably large, further
reinforcing the significance of these associations. These results suggest that the positive
experiences of diverse employees, particularly concerning opportunities for advancement, the
supportiveness of the work environment, and feeling valued and respected, vary significantly
across different designations within the automotive industry.
QUESTIONNAIRE

1. Company Name:
i. Mando Automotive India Pvt. Ltd.
ii. Motherson Automotive Technologies And Engineering
iii. Yamaha Motor India Group
iv. Hyundai Motors India Limited
2. Gender:
i. Male
ii. Female
3. Age:
i. 18-24
ii. 25-34
iii. 35-44
iv. 45-54
v. Above 55
4. Designation :
i. Associate
ii. Team Member
iii. Team Lead
iv. Domain Head
v. Domain Head and above
Section 1: Public Perception on D&I Practices

1. To what extent have you witnessed or experienced any of the following challenges faced
by diverse employees at your company?
● Challenges in recruitment
● Challenges in promotion
● Difficulty feeling a sense of belonging
● Lack of mentorship or support for diverse employees
a. Always
b. often
c. Sometimes
d. Rarely
2. To what extent have you witnessed or experienced any of the following positive
experiences for diverse employees at your company?
● Opportunities for advancement
● Supportive work environment
● Feeling valued and respected
a. Always
b. often
c. Sometimes
d. Rarely
e. Never
3. how would you describe the work culture at your company in terms of diversity and
inclusion?
a. Very Inclusive
b. Inclusive
c. Neutral
d. Exclusive
e. not Exclusive
f. Never
4. How would you rate your company’s efforts in the following statements:
● Multi-generational work culture & training
● Building India's most inclusive automobile workforce
a. Outstanding
b. Excellent
c. Good
d. Bad
e. Poor
5. How would you rate your company’s Positive Experiences for Diverse Employees
a. Opportunities for advancement
b. Supportive work environment
c. Feeling valued and respected
d. Transparency in promotion processes
i. Always
ii. often
iii. Sometimes
 iv. Rarely
v. Never
Section 2: Industry Trends and Best Practices (Focus: Indian Automotive D&I)
1. Indicate the level of importance of the following statements in Indian automotive sector
● Age-inclusive workplace
● To prioritize D&I initiatives
i. Essential
ii. Important
iii. Neutral
iv. Not Important
v. Don't Know
2. How effectively do companies in the Indian automotive sector cater to the needs of
employees with disabilities?
a. Very Effective
b. Effective
c. Neutral
d. Ineffective
e. Don’t Know
3. To what extent have you witnessed or been aware of concerns raised about pay equity or
equal compensation for diverse employees in the Indian automotive sector?
a. Very Frequently
b. Frequently
c. Occasionally
d. Rarely
e. Never
4. What are some of the most common challenges faced by companies in the Indian
automotive sector regarding D&I initiatives? (Select all that apply)
i. Attracting diverse talent
ii. Unconscious bias in recruitment or promotion processes
iii. Lack of mentorship or support for diverse employees
iv. Limited understanding of the needs of a diverse workforce
v. Resistance to change from senior management
vi. Other (Please Specify): _________
5. How can automotive companies in India effectively measure the impact of their D&I
initiatives? (Select all that apply)
i. Employee satisfaction surveys
ii. Tracking diversity metrics (workforce demographics)
iii. Focus group discussions with diverse employees
iv. Analyzing turnover rates by department
v. Other (Please Specify): _________
6. How important is it for companies in the Indian automotive sector to prioritize D&I
initiatives?
i. Essential
ii. Important
iii. Neutral
iv. Not Important
v. Don’t Know
7. In your experience, which of the following are some successful Diversity and Inclusion
(D&I) initiatives implemented by leading companies in the Indian automotive sector?
(Select all that apply)
i. Unconscious bias training programs for all employees
ii. Mentorship programs specifically designed for diverse employees
iii. Regularly collecting and analyzing diversity data to track progress
iv. Implementing clear guidelines and accountability measures for D&I
initiatives
v. Providing flexible work arrangements to support work-life balance for all
employees
vi. Transparency in promotion processes, including clear criteria and
feedback mechanisms
vii. Employee Resource Groups (ERGs) for diverse employee communities
viii. Other (Please Specify): _________

Section 3: Expert Insights on D&I in the Indian Automotive Sector

1. Focus on Challenges:
● In the Indian automotive industry, unconscious bias is a major barrier to creating
an inclusive work environment
 ● Lack of awareness about D&I best practices is a significant challenge for
companies in the Indian automotive sector
● The current performance management systems in the Indian automotive sector
often overlook the contributions of diverse employees
i. Strongly Agree
ii. Agree
iii. Neutral
iv. Disagree
v. Strongly Disagree
2. Focus on Strategies
● Implementing clear guidelines and accountability measures for D&I initiatives is
crucial for their success in the Indian automotive sector.
● Encouraging mentorship programs specifically designed for diverse employees is
an effective strategy for promoting career advancement in the Indian automotive
sector.
● Regularly collecting and analyzing diversity data is essential for companies to
track progress and identify areas for improvement in their D&I efforts.
i. Strongly Agree
ii. Agree
iii. Neutral
iv. Disagree
v. Strongly Disagree

Section 4: Hypothetical Scenarios (if data scarcity is significant)

1. Scenario 1: A female engineer experiences persistent microaggressions from a senior
male colleague on her team. She feels uncomfortable reporting the behavior due to a
perceived lack of support for women in leadership roles at her company.
Please rate the likelihood of the following outcomes
● This scenario would negatively impact the employee's sense of belonging
● This scenario would decrease the employee's overall job satisfaction.
● This scenario could lead to decreased productivity for the employee and her team.
1. Strongly Agree
2. Agree
3. Neutral
 4. Disagree
5. Strongly Disagree
2. Scenario 2: A highly qualified candidate from a minority background applies for a
position at HMI. However, during the interview process, they feel the questions don't
adequately assess their skills and experience relevant to the role.
Please rate the likelihood of the following outcomes
● This experience would discourage the candidate from pursuing other
opportunities
● This experience could dissuade other diverse candidates from applying to the
company
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
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U77LU8nNdSc8YEwKTQ8&redir_esc=y#v=onepage&q&f=false
8. https://journals.sagepub.com/doi/full/10.1177/0256090915601515