Employee Engagement Survey

CEB HR Employee Engagement
Bharat Heavy Electricals Limited

(May 2016)
CEB HR Employee Engagement Report
Agenda
1. Engagement Capital Overview and Transition from Old Model

2. Employee Engagement Executive Summary
3. Employee Engagement Deep-Dives
4. Survey Demographics
5. Appendix
CEB PREVIOUS EMPLOYEE ENGAGEMENT FRAMEWORK
CEBs previous employee engagement framework focused on present-day experiences; as
such, the model did not incorporate past experiences or future expectations of employees.
Two Commitment Types The Outputs of

Drivers of Engagement Engagement
(Present Day)
Rational Commitment Discretionary Effort

Career Pathing
The extent to which Employee willingness to go above
employees believe that Performance Management and beyond the call of duty, such
managers, teams, or as helping others with heavy
organizations have their self- workloads, volunteering for
interest in mind (financial, Manager additional duties, and looking for
developmental, or ways to perform the job more
professional). effectively.
Role Clarity
Work Environment
Emotional Commitment Intent to Stay
Networking
The extent to which Employee desire to stay with the
employees value, enjoy, and organization, based on whether
believe in their jobs, Rewards they intend to look for a new job
managers, teams, or within a year, whether they
organizations. Culture/Value frequently think of quitting, whether
they are actively looking for a job,
or have begun to take tangible
steps like placing phone calls or
sending out resumes.
2013 The Corporate Executive Board Company.

All Rights Reserved. 3
Engagement Capital Overview
A majority of employees
Static Measures Do Not Account for Organizational
experienced or anticipate Change
changes at their organization
in the next year, highlighting
Perceived Importance of Time Measures in Engagement Surveys Compared to Prevalence
the need for a dynamic
measurement of 6%
Future Expectations Percentage of Employees
engagement. Expecting a Significant
Change in the Next Year
Sixty percent of employees
anticipate organizational 43%
40%
change in the next year, which Future Expectations
No
affects expectations of the 60%
Yes
future.
n = 11,063.
Fifty-one percent of
employees experienced
organizational change in the 87%
Present Experiences
past year, which affects 28%
perceptions of past events. Present Experiences
However, 87% of HR
executives indicate that their Percentage of Employees
engagement measures Experiencing a Significant
effectively measure Change Over the Past Year
perceptions of present 29%
experiences only. Past Events 49%
No
7% 51%
Past Events Yes
Percentage of HR Executives Percentage of HR Executives n = 11,063.
Indicating Time Period as Indicating Time Period Their
Most Important Measure Survey Effectively Measures
n = 354.
Source: CEB HR Engagement Research Survey.
CEB HRs measure of CEB HRs Temporal Measurement of Engagement:

engagement evaluates
employees temporal Engagement Capital
commitment. 1
Sample Questions
Respondents provided
feedback regarding their
perceptions of employment PAST EVENTS PRESENT EXPERIENCES FUTURE EXPECTATIONS
events over the past two
years, their current attitudes
about day-to-day experiences,
and their expectations
regarding future experiences My organization has consistently I enjoy working on my day to day I am confident about the future
treated me well. tasks and assignments. performance of my organization.
at the organization.
I trust my organization. I look forward to going to work. I am confident I will have a
successful career at my
organization.
1 Please see the Appendix for a full list of questions.

CEB HRs New Model of Engagement

Engagement capital refers to the amount of commitment, discretionary effort, and intent to stay that employees exhibit given
the combination of their past events, present expectations, and expectations about the future. CEB HR has also identified the
best-in-class drivers of engagement which affect engagement capital and ultimately drive organizational performance.
Examples of
Engagement Capital Talent Outcomes Organizational
Engagement Drivers
Performance
Past Events
Manager Quality
Employees emotional and rational commitment
based on their perception of previous events with
their employer Discretionary Effort/
Culture/Values Performance
Revenue
Career/
Performance Present Experiences
Profit
Management Employees emotional and rational commitment Commitment
based on their perception of present experiences Customer
Satisfaction
Compensation &
Rewards
Intent to Stay/
Future Expectations Retention
Work Employees emotional and rational commitment
Environment based on their expectations of their future
employment experience
Employee Engagement Deep-Dives
Past Events and Future Expectations Account For Nearly One-Half of Employees
Discretionary Effort and Two-Thirds of Intent to Stay
Relative Importance of Past, Present, and Future Engagement in Explaining Variation in Discretionary Effort and Intent to Stay
Agenda

5. Appendix
Data Interpretation
Interpreting the Results

Scores: Throughout this presentation, scores are presented as percent favorable, neutral and unfavorable
based on the combination of responses across the 7-point scale.
Employees who responded positively answering strongly agree and

Percent Favorable 6 or 7
agree.
Employees who responded in the middle/neutral - answering somewhat
Percent Neutral 3, 4, or 5
agree, neither agree nor disagree, or somewhat disagree.
Employees who responded negatively answering strongly disagree
Percent Unfavorable 1 or 2
and disagree.
Categories: Categories are summations of individual question items grouped together by theme. Individual
items within a category can vary and sometimes one item in particular is pulling the category score up or
down. Results in this presentation can be viewed by category and individual item.
External Benchmarks: Benchmarks are based on all of the members that have launched this survey in the
past two years. Provided in this summary are comparisons to our Global benchmark which includes:
a. An overall average of all organizations across industry and geography
b. 400+ mid-sized organizations and over 400,000 individual participants
Confidentiality: CEB will not report results for any demographic group when less than 7 employees
responded to the survey with a given set of demographic characteristics.
Data Interpretation
Interpreting the Results (contd.)

Intent to Stay: Our intent to stay questions are reverse scaled. This means that the questions are worded in a
way that strongly disagree and disagree are the more favorable responses to this question. For example,
when reading the question I am actively looking for a job with another organization, the top two/favorable
responses mean that the participants are NOT actively looking for another job. Something to keep in mind is
that the green bars will always represent a favorable outcome for the organization. You will note that the
word [not] is included in the question item to make this clear.
Year over Year Scores: If you have participated in the CEB HR Employee Engagement Survey before, you will
have a Year over Year (YoY) trending page in your report. The YoY change is calculated using a percentage
change formula (current year score previous year score / previous year score). This provides you with an
understanding of the YoY change in reference to the original (previous year) value.
Executive Summary
Overview of Engagement Capital at Bharat Heavy Electricals Limited

Engagement Capital Score Employee Engagement Metrics
The Engagement Capital score is the average of the Engagement Capital The index metrics below allow you to identify areas of strength and areas
Past, Present, and Future questions. This metric is designed to give you for improvement across the entire organization. Percent Favorable in this
an overall score of the amount of commitment, discretionary effort, and report refers to the percentage of employees who scored primarily sixes or
intent to stay that employees exhibit. sevens, or strongly agree and agree.
Percent Favorable
Bharat Heavy
Overall Score Benchmark
Electricals Limited
Percent Favorable
Engagement Capital 67% (n=4,390) 60% (n=394,221)
Bharat Heavy Benchmark -
Engagement Metric Benchmark
Electricals Limited India
Top Engagement Gaps
Engagement Capital (Past) 70% (n=4,390) 62% (n=394,221) 72%(n=15,710)
The Top Engagement Gaps refer to your two lowest engagement scores in
Engagement Capital (Present) 70% (n=4,390) 66% (n=394,911) 76%(n=15,710)
reference to the benchmark.
Engagement Capital (Future) 61% (n=4,390) 52% (n=394,909) 62%(n=15,710)
Bharat Heavy Difference From
Engagement Metric Discretionary Effort 83% (n=4,390) 86% (n=392,145) 88%(n=15,710)
Electricals Limited Benchmark
Intent to Stay 74% (n=4,390) 67% (n=394,147) 63%(n=15,710)
Leadership 40% (n=4,390) -5%
Employee Commitment 65% (n=4,390) 56% (n=150,799) 60%(n=15,710)
Discretionary Effort 83% (n=4,390) -3%
Culture/Values 79% (n=4,390) 67% (n=122,402) 77%(n=15,710)
Work Environment 50% (n=4,390) 49% (n=202,449) 59%(n=15,710)
Top Engagement Strengths Manager 54% (n=4,390) 56% (n=194,890) 62%(n=15,710)
Career/Performance 58% (n=4,390) 58% (n=236,901) 62%(n=15,710)
The Top Engagement Strengths refer to your two highest engagement
scores in reference to the benchmark. Compensation & Rewards 47% (n=4,390) 41% (n=160,413) 45%(n=15,710)
Leadership 40% (n=4,390) 45% (n=118,452) 52%(n=15,710)
Bharat Heavy Difference From
Engagement Metric
Electricals Limited Benchmark
Culture/Values 79% (n=4,390) 11%
Engagement Capital (Future) 61% (n=4,390) 9%
Agenda

5. Appendix
Engagement Capital - Overall

The Engagement Capital metric is designed to provide you with a high level, quick view into your organizations overall levels of engagement. The subsequent questions will help
you determine what is driving the overall engagement score, be that positive or negative. Is it Manager Quality? Work Environment? Communications?
Frequency Distribution Average Count
8% 25% 67% 5.5 4,390

Bharat Heavy Electricals Top 2 score
Limited - 2016
6% 34% 60% Middle 3 score
Benchmark 5.4 394,221
0% 20% 40% 60% 80% 100% Bottom 2 score
Engagement Capital (Past)

The questions within this section are designed to help you understand how past events have affected employees discretionary effort and intent to stay.
7% 22% 70% 5.6 4,390

Limited - 2016
0% 20% 40% 60% 80% 100% Bottom 2 score
Additional Resources
Please find resources below to help you take action on this item.
Focus Group Implementation Guide:Use this template to organize and facilitate a focus group.
Conducting Employee Focus Groups: Conduct focus groups and analyze the results to determine the driving practices behind engagement scores.
Engagement Capital (Past) Deep-Dives

The questions within this section are designed to help you understand how past events have affected employees discretionary effort and intent to stay.
My organization has consistently treated me well.

Top 2 score
11% 27% 62% 5.3 4,390
Bharat Heavy Electricals Middle 3 score
Limited - 2016
5% 27% 68%
Benchmark Bottom 2 score
5.6 394,892
0% 20% 40% 60% 80% 100%
I trust my organization.
4% 17% 79% 5.9 4,390

Bharat Heavy Electricals
Limited - 2016
7% 37% 56%
0% 20% 40% 60% 80% 100%
Engagement Capital (Present)

The questions within this section are designed to help you understand how present experiences are affecting employees discretionary effort and intent to stay.
8% 23% 70% 5.6 4,390

Limited - 2016
0% 20% 40% 60% 80% 100% Bottom 2 score
Employee Communication Process Map: Help managers craft and deliver clear, focused, and directed messages to employees.
On-The-Job Learning: Encourage employees and managers to get the most from on-the-job learning.
Intranet Fast Pack: Create virtual peer-to-peer support platforms for your employees using technology.
Engagement Capital (Present) Deep-Dives

The questions within this section are designed to help you understand how present experiences are affecting employees discretionary effort and intent to stay.
I enjoy working on my day-to-day tasks and assignments.

Top 2 score
9% 26% 65% 5.4 4,390
Middle 3 score
Limited - 2016
3% 26% 71%
5.7 394,906
0% 20% 40% 60% 80% 100%
I look forward to going to work.
6% 19% 75% 5.7 4,390

Limited - 2016
5% 34% 61%
0% 20% 40% 60% 80% 100%
Engagement Capital (Future)

The questions within this section are designed to provide insight into how employees discretionary effort and intent to stay is affected by their expectations of what is to come
within the organization over the next two years.
9% 30% 61% 5.4 4,390

Limited - 2016
0% 20% 40% 60% 80% 100% Bottom 2 score
Career Planning Conversation Guide:Provide managers with a guide for a career planning conversation and help them articulate long-term vision.
Customizable Presentation on Firm Values and Mission: Communicate the organizational vision and connect employees to the future of the organization.
Checklist for Connecting Employees to the Organizations Vision:View this list of activities organizations can employ to connect new hires to the organization's
vision.
Engagement Capital (Future) Deep-Dives

The questions within this section are designed to provide insight into how employees discretionary effort and intent to stay is affected by their expectations of what is to come
within the organization over the next two years.
I am confident about the future performance of my organization.

Top 2 score
8% 29% 63% 5.5 4,390
Middle 3 score
Limited - 2016
8% 38% 54%
5.2 394,902
0% 20% 40% 60% 80% 100%
I am confident I will have a successful career at my organization.
9% 32% 59% 5.3 4,390

Limited - 2016
9% 41% 50%
0% 20% 40% 60% 80% 100%
Discretionary Effort
The questions within this section measure employees discretionary effort. Discretionary effort refers to employees willingness to go above and beyond the call of duty, such as
helping others with heavy workloads, volunteering for additional duties, and looking for ways to perform the job more effectively.
2% 15% 83% 6.1 4,390

Limited - 2016
0% 20% 40% 60% 80% 100% Bottom 2 score
Shell - "Root Causes" of Successes: Drive collaborative learning by helping peers be learning partners.
Success root cause analysis tool
Scottish Enterprise - Action Based Learning: Drive on-the-job learning among employees by helping them anticipate and reflect upon what they learn.
Connecting Employees to the Organization: Ensure that managers understand how to communicate the connection between employees' roles and
organizational strategy and success.
Discretionary Effort Deep-Dives

The questions within this section measure employees discretionary effort. Discretionary effort refers to employees willingness to go above and beyond the call of duty, such as
helping others with heavy workloads, volunteering for additional duties, and looking for ways to perform the job more effectively.
I frequently try to help others with heavy workloads.

Top 2 score
2% 25% 73% 5.8 4,390
Middle 3 score
Limited - 2016
1% 21% 77%
6.0 391,961
0% 20% 40% 60% 80% 100%
When needed, I am willing to put in the extra effort to get a job done.
1%6% 93% 6.4 4,390

Limited - 2016
0%
5% 95%
0% 20% 40% 60% 80% 100%
Intent to Stay
The questions within this section measure employees intent to stay. Intent to stay refers to employees desire to stay with the organization, based on whether they intend to look
for a new job within a year, whether they frequently think of quitting, whether they are actively looking for a job, or have begun to take tangible steps like placing phone calls or
sending out resumes. Responses for the Intent to Stay questions are reversed scored (7 transformed to 1, 6 to 2, etc.). As a result, the percentage of employees scoring favorably
equals the percentage of employees who intend to stay or have no intention of leaving the organization.
8% 18% 74% 5.7 4,390

Limited - 2016
0% 20% 40% 60% 80% 100% Bottom 2 score
Rockwell Automation's Risk-Based Retention Plans: Case study on evaluating flight risks.
EVP Competitive Differentiator Tool: Use this tool to assess your current EVP strengths and weaknesses compared to those of your top competitors for
talent, and determine which EVP attributes require additional investment
Intent to Stay Deep-Dives

The questions within this section measure employees intent to stay. Intent to stay refers to employees desire to stay with the organization, based on whether they intend to look
for a new job within a year, whether they frequently think of quitting, whether they are actively looking for a job, or have begun to take tangible steps like placing phone calls or
sending out resumes. Responses for the Intent to Stay questions are reversed scored (7 transformed to 1, 6 to 2, etc.). As a result, the percentage of employees scoring favorably
equals the percentage of employees who intend to stay or have no intention of leaving the organization.
I am actively looking for a job with another organization.

Top 2 score
9% 24% 67% 5.5 4,390
Limited - 2016
8% 29% 63%
5.4 394,334
0% 20% 40% 60% 80% 100%
I have recently made phone calls or sent out my resume in order to find a job with another organization.
7% 12% 81% 6.0 4,390

Limited - 2016
9% 20% 71%
0% 20% 40% 60% 80% 100%
Employee Commitment
The questions within this section measure the extent to which employees value, enjoy, and believe in their jobs, managers, teams, or organizations.
8% 27% 65% 5.5 4,390

Limited - 2016
0% 20% 40% 60% 80% 100% Bottom 2 score
Employee Retention Conversation Guide:Help managers identify what motivates their employees and effectively communicate the companys commitment
to retaining that employee.
Manager Training Resource Center: Improve managers ability to:
Engage and motivate employees Coach and deliver informal feedback
Provide performance reviews and formal feedback Communicate change and organizational goals
Employee Commitment Deep-Dives

The questions within this section measure the extent to which employees value, enjoy, and believe in their jobs, managers, teams, or organizations.
I would recommend this company as a great place to work.

Top 2 score
8% 27% 65% 5.5 4,390
Middle 3 score
Limited - 2016
7% 36% 56%
5.3 221,176
0% 20% 40% 60% 80% 100%
Culture/Values
The questions within this section measure employees perceptions of how well the organization has established corporate values and whether or not the organization lives up to
those values. If utilized effectively, values can have up to a 13% impact on engagement capital.
4% 17% 79% 5.9 4,390

Limited - 2016
0% 20% 40% 60% 80% 100% Bottom 2 score
Employee Driven Culture (Phillips Edison and Co.): Bottom-up approach to understand what employees consider special about the work environment and
use this feedback to formalize the firms culture.
Culture/Values Deep-Dives
The questions within this section measure employees perceptions of how well the organization has established corporate values and whether or not the organization lives up to
those values. If utilized effectively, values can have up to a 13% impact on engagement capital.
I believe in my organizations values.

Top 2 score
4% 17% 79% 5.9 4,390
Middle 3 score
Limited - 2016
4% 29% 67%
5.6 391,085
0% 20% 40% 60% 80% 100%
Work Environment
The questions within this section measure the impact work-life balance and innovation have on employees discretionary effort and intent to stay. An innovative organization and a
strong work-life balance can have a 10% impact on engagement capital.
17% 34% 50% 4.8 4,390

Limited - 2016
0% 20% 40% 60% 80% 100% Bottom 2 score
Creating a Compelling WorkLife Balance Proposition:Focus work-life benefits on what provides more perceived value to employees.
Employee Involvement Events (Waste Management, Inc.): Build strong employee relationships by distributing ownership among volunteers and unifying
them around small-scale goals that have a tangible impact on day-to-day performance.
One Thousand Ideas Portal (Millennium bcp):Create a portal that allows employees to propose, select, and implement ideas that drive organizational success.
Work Environment Deep-Dives

Employee feedback influences decisions at my organization.

Top 2 score
24% 41% 35% 4.3 4,390
Middle 3 score
Limited - 2016
16% 52% 32%
4.5 392,314
0% 20% 40% 60% 80% 100%
My organization encourages work-life balance.
20% 33% 47% 4.7 4,390

Limited - 2016
12% 41% 47%
0% 20% 40% 60% 80% 100%
Work Environment Deep-Dives (cont.)

The people I work with cooperate to get the job done.

Top 2 score
6% 27% 67% 5.5 4,390
Limited - 2016
4% 28% 69%
5.7 392,340
0% 20% 40% 60% 80% 100%
Manager
The questions within this section measure managers ability to enable commitment among direct reports to their job, their team, and the organization. Managers frequent
interactions with employees provide them with numerous opportunities to impact the engagement of their direct reports. Managers with strength across multiple attributes will
achieve great gains in employee commitment and, as a result, will see heightened performance and reduced attrition among their reports.
14% 32% 54% 5.0 4,390

Limited - 2016
0% 20% 40% 60% 80% 100% Bottom 2 score
Manager Training Resource Center: Improve managers ability to:

Engage and motivate employees
Provide performance reviews and formal feedback
Coach and deliver informal feedback
Communicate change and organizational goals
Manager Deep-Dives
My manager communicates well with me, giving me clear feedback on my work and performance.

Top 2 score
14% 29% 57% 5.1 4,390
Middle 3 score
Limited - 2016
11% 33% 57%
5.2 392,338
0% 20% 40% 60% 80% 100%
My manager helps me understand my responsibilities.
13% 29% 58% 5.1 4,390

Limited - 2016
8% 31% 61%
0% 20% 40% 60% 80% 100%
Manager Deep-Dives (cont.)

My manager helps me further develop my performance strengths.

Top 2 score
14% 35% 51% 4.9 4,390
Middle 3 score
Limited - 2016
11% 40% 50%
5.0 110,899
0% 20% 40% 60% 80% 100%
Manager Deep-Dives (cont.)

My manager enables me to get my work done by providing the right balance of direction, organization, and resources.

Top 2 score
14% 36% 50% 5.0 4,390
Middle 3 score
Limited - 2016
9% 36% 55%
5.2 145,495
0% 20% 40% 60% 80% 100%
Career/Performance
The questions within this section measure the impact career opportunities and performance expectations have on employees commitment, discretionary effort, and intent to stay.
Employees that have a clear understanding of how their roles align to organizational objectives put forth 33% more discretionary effort.
11% 31% 58% 5.2 4,390

Limited - 2016
0% 20% 40% 60% 80% 100% Bottom 2 score
Methanex's Crucible Role Implementation Strategy : Using dynamic criteria to surface the right high-risk development opportunities
The Talent Within: Improving Internal Mobility : How to gain insight into internal talent pools and reduce talent hoarding among managers.
Transparent Talent Planning Process (Corning) : Encourage open discussions between employees and managers for greater career path alignment
Career/Performance Deep-Dives
I have adequate resources to fulfill my responsibilities.

Top 2 score
13% 38% 50% 5.0 4,390
Middle 3 score
Limited - 2016
10% 37% 54%
5.1 392,316
0% 20% 40% 60% 80% 100%
My job makes good use of my skills and abilities.
15% 33% 52% 5.0 4,390

Limited - 2016
7% 31% 62%
0% 20% 40% 60% 80% 100%
Career/Performance Deep-Dives (cont.)

I understand career opportunities at my organization.

Top 2 score
10% 32% 59% 5.2 4,390
Middle 3 score
Limited - 2016
12% 41% 47%
4.9 392,342
0% 20% 40% 60% 80% 100%
Career/Performance Deep-Dives (cont.)

I understand the connection between my work and my organizations strategy.

Top 2 score
7% 23% 69% 5.5 4,390
Middle 3 score
Limited - 2016
4% 26% 70%
5.7 392,348
0% 20% 40% 60% 80% 100%
Compensation & Rewards

The questions within this section measure employees perception of pay fairness and recognition. Utilizing non-cash rewards and communicating the connection between pay and
employee performance can significantly increase employees discretionary effort.
17% 36% 47% 4.8 4,390

Limited - 2016
0% 20% 40% 60% 80% 100% Bottom 2 score
Talking About Pay : Managers can use the teachings in this guidebook to effectively manage and execute pay conversations with employees.
Recognizing Employee's Work : This guide helps you learn how to effectively recognize the contributions and successes of your direct reports and colleagues.
Compensation & Rewards Deep-Dives

The questions within this section measure employees perception of pay fairness and recognition. Utilizing non-cash rewards and communicating the connection between pay and
employee performance can significantly increase employees discretionary effort.
I am fairly compensated for my work.

Top 2 score
12% 29% 59% 5.2 4,390
Middle 3 score
Limited - 2016
14% 41% 45%
4.8 392,186
0% 20% 40% 60% 80% 100%
I am satisfied with how frequently my company recognizes employees' individual performance and work contributions.
22% 43% 35% 4.4 4,390

Limited - 2016
17% 46% 37%
0% 20% 40% 60% 80% 100%
Leadership
The questions within this section measure employees perception of the senior leaders within the organization. Employees try harder when they believe the senior executive team
is committed to them, demonstrated by openness to new ideas and prioritizing employee development.
20% 40% 40% 4.5 4,390

Limited - 2016
0% 20% 40% 60% 80% 100% Bottom 2 score
Continental Airlines Storytelling Approach:Enable senior leaders to connect with employees on an emotional level.
Tessco Business Insight Meetings: Involve middle managers and key direct reports in business strategy conversations to connect them to corporate goals.
Business Case for Creating Talent Champions:Obtain buy-in from the top leadership and business leaders for active involvement in talent management
activities.
Leadership Deep-Dives
Senior leadership clearly communicates the direction in which the company is moving.

Top 2 score
18% 37% 45% 4.7 4,390
Middle 3 score
Limited - 2016
11% 43% 47%
5.0 135,176
0% 20% 40% 60% 80% 100%
Leadership Deep-Dives (cont.)

I believe senior leaders at my organization act as effective role models to employees.

Top 2 score
23% 42% 35% 4.3 4,390
Middle 3 score
Limited - 2016
12% 44% 44%
4.8 114,726
0% 20% 40% 60% 80% 100%
Agenda

5. Appendix
Custom Demographics Custom Age
Bharat Heavy Electricals Bharat Heavy Electricals

Levels Levels
Limited Limited
Below 25 yrs 1% (n=51) (n=)
Between 25 30 yrs 29% (n=1,271) (n=)
Between 30 35 yrs 26% (n=1,120) (n=)
Between 35 40 yrs 10% (n=421) (n=)
Between 40 45 yrs 7% (n=289) (n=)
Between 45 50 yrs 6% (n=265) (n=)
Between 50 55 yrs 9% (n=386) (n=)
Above 55 yrs 13% (n=587) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
Average Score Custom Age
BHEL E1 E2 E3 E4 E5 E6 E6A E7 Electricals

Bharat Heavy
Levels
Categories (n=4390) (n=1040) (n=1586) (n=307) (n=241) (n=382) (n=280) (n=156) Limited(n=338)
Engagement Capital 5.52 5.15 5.34 5.64 5.81 6.01 6.08 5.87 (n=) 5.92
Engagement Capital (Past) 5.61 5.3 5.45 5.67 5.84 6.03 6.12 5.88 (n=) 5.93
Engagement Capital (Present) 5.57 5.14 5.38 5.69 5.9 6.09 6.17 6.02 (n=) 6.1
Engagement Capital (Future) 5.38 5.01 5.19 5.56 5.69 5.91 5.96 5.72 (n=) 5.73
Discretionary Effort 6.11 6.03 6.02 6.2 6.17 6.27 6.26 6.13 (n=) 6.28
Intent to Stay 5.72 5.37 5.5 5.74 5.87 6.21 6.23 6.29 (n=) 6.33
Employee Commitment 5.49 5.09 5.24 5.58 5.75 6.07 6.2 5.88 (n=) 6.09
Culture/Values 5.87 5.63 5.69 5.9 6.07 6.21 6.24 6.2 (n=) 6.27
Work Environment 4.83 4.51 4.56 4.9 5.12 5.33 5.39 5.35 (n=) 5.45
Manager 5.03 4.76 4.86 5.02 5.31 5.41 5.49 5.44 (n=) 5.43
Career/Performance 5.17 4.75 4.94 5.25 5.52 5.71 5.8 5.58
(n=) 5.82
Compensation & Rewards 4.76 4.37 4.5 4.73 5.06 5.32 5.43 5.28 5.44
(n=)
Leadership 4.53 4 4.21 4.49 5.05 5.18 5.35 5.29 5.33
(n=)
(n=)
(n=)
(n=)
(n=)
(n=)
(n=)
(n=)
Custom Demographics Custom BU

Levels Levels
Limited Limited
BHOPAL 12% (n=525) PIPING CENTRE 1% (n=61)
CENTRAL STAMPING UNIT 0% (n=15) PMG 1% (n=46)
CFFP HARDWAR 1% (n=33) PROJECT ENGG & SYSTEMS DIVISION 2% (n=72)
CORP.R&D 2% (n=91) PS-ER 6% (n=242)
CORPORATE OFFICE 3% (n=112) PS-HQ 0% (n=16)
EDN BANGALORE 5% (n=226) PS-MARKETING 1% (n=31)
ELECTRICAL MACHINES REPAIR PLANT 0% (n=13) PS-NR 4% (n=194)
EPD BANGALORE 1% (n=43) PS-PEM 3% (n=131)
HEEP HARDWAR 8% (n=372) PS-SR 5% (n=211)
HERP VARANASI 1% (n=26) PS-TS 1% (n=28)
HPEP HYDERABAD 11% (n=494) PS-WR 4% (n=176)
HPVP VISHAKHAPATNAM 2% (n=86) RANIPET 2% (n=109)
HRDI 0% (n=15) ROD 1% (n=64)
HTCIP JAGDISHPUR 1% (n=25) RUDRAPUR 1% (n=24)
INDUSTRY SECTOR 2% (n=66) SPARES & SERVICES BUSINESS GROUP 1% (n=36)
INTERNATIONAL OPERATIONS 1% (n=35) TBG 2% (n=83)
ISG BANGALORE 2% (n=94) TRICHY 11% (n=471)
IVP GOINDWAL 1% (n=26) (n=)
JHANSI 2% (n=87) (n=)
PPPU THIRUMAYAM 0% (n=11) (n=)
Average Score Cluster 1 (Manufacturing Units)

Bharat ELECTRIC
Heavy EDN CENTRAL AL EPD HPEP HPVP HTCIP IVP
HEEP CFFP HERP RUDRAPU
Electrica BHOPAL BANGALO STAMPING MACHINES BANGALO HYDERAB VISHAKHA JAGDISHP GOINDWA JHANSI RANIPET TRICHY
Categories HARDWAR HARDWAR VARANASI R
ls (n=525) RE UNIT REPAIR RE AD PATNAM UR L (n=87) (n=109) (n=471)
(n=372) (n=33) (n=26) (n=24)
Limited (n=226) (n=15) PLANT (n=43) (n=494) (n=86) (n=25) (n=26)
(n=4390) (n=13)
Engagement Bharat Heavy Electricals

Capital
5.52 5.68 5.53 5.69 5.22 5.85 5.96 6.04 5.5 5.71 5.84 Levels5.76 5.44 5.43 5.88 5.39 5.63
Limited
Engagement (n=)
Capital 5.61 5.76 5.65 5.82 5.37 6.02 5.92 6.19 5.65 5.87 5.8 5.82 5.73 5.52 5.99 5.48 5.7
(Past) (n=)
Engagement
Capital 5.57 5.71 5.54 5.74 5.57 5.79 6.04 5.99 5.42 5.8 5.95 5.66 5.38 5.41 5.91
(n=) 5.4 5.7
(Present) (n=)
Engagement
Capital 5.38 5.56 5.39 5.49 4.73 5.76 5.92 5.94 5.42 5.45 5.77 5.8 5.19 5.35 5.73 (n=) 5.29 5.48
(Future)
(n=)
Discretionary
6.11 6.17 6.09 6.13 6.1 6.21 6.15 6.27 6.27 6.12 6.11 5.86 5.88 6.16 6.16 (n=) 5.75 6.18
Effort
(n=)
Intent to Stay 5.72 5.89 5.92 6.08 4 5.88 6 6.52 6.04 5.9 6.13 5.76 5.15 4.94 6.08 5.42 6.11
(n=)
(n=)
Employee
5.49 5.76 5.58 5.61 4.53 6.06 6.08 6.3 5.96 5.54 5.93 5.84 5.46 5.48 5.94 (n=) 5.29 5.72
Commitment
(n=)
Culture/Valu
5.87 6.09 5.97 5.83 5.73 5.97 6.31 6.09 6 5.91 6.13 5.88 5.81 5.87 5.95 (n=) 5.79 5.9
es
Work
(n=)
4.83 5.03 5.01 5.09 4.2 5.27 5.51 5.37 4.92 5.12 5.47 5.49 4.79 5.05 5.08 4.53 5.03
Environment (n=)
Manager 5.03 5.19 5.09 5.19 4.37 5.34 5.12 5.36 4.94 5.22 5.17 5.68 4.59 5.2 5.3 (n=) 4.66 5.1
(n=)
Career/Perfor
5.17 5.29 5.18 5.33 4.7 5.24 5.35 5.56 4.99 5.36 5.59 5.58 4.96 5.24 5.52 (n=) 4.91 5.32
mance
(n=)
Compensatio
4.76 4.93 4.92 4.91 3.63 5.08 5.27 5.36 4.69 5.13 5.29 5.62 5.06 4.85 4.98 4.77 4.92
n & Rewards (n=)
Leadership 4.53 4.71 4.76 4.61 3.97 4.47 5 5.15 4.37 4.55 4.9 5.42 4.42 4.49 4.59 4.37 4.53
Average Score Cluster 2 (Power Sector Regions)
Bharat Heavy
PS-ER PS-NR PS-SR PS-WR
Categories Electricals Limited
(n=242) (n=194) (n=211) (n=176)
(n=4390)

Levels
Engagement Capital 5.52 5.26 4.98 5.13 4.96 Limited
(n=)
Engagement Capital
5.61 5.25 4.95 5.19 5
(n=)
(Past)
(n=)
(n=)
Engagement Capital
5.57 5.38 5.21 5.16 5.07
(Present) (n=)
(n=)
Engagement Capital
5.38 5.16 4.8 5.05 4.82 (n=)
(Future)
(n=)
Discretionary Effort 6.11 6.15 6 6 5.94 (n=)
(n=)
Intent to Stay 5.72 5.31 4.71 4.81 4.83
(n=)
(n=)
Employee Commitment 5.49 5.24 4.77 4.81 4.68
(n=)
Culture/Values 5.87 5.71 5.64 5.3 5.49
(n=)
(n=)
Work Environment 4.83 4.29 3.97 4.03 3.93
(n=)
Manager 5.03 4.88 4.68 4.81 4.38 (n=)
Career/Performance 5.17 4.99 4.78 4.76 4.6 (n=)
(n=)
Compensation &
Rewards
4.76 4.49 3.77 4.08 3.87 (n=)
Leadership 4.53 4.39 4.11 4.2 3.85
Average Score Cluster 3 (Other Units/Divisions)

Bharat INTERNAT PROJECT SPARES &
CORPORA ISG PPPU PS-
Heavy CORP. INDUSTRY IONAL PIPING ENGG & SERVICES
TE HRDI BANGALO THIRUMA PMG PS-HQ MARKETI PS-PEM PS-TS ROD TBG
Categories Electricals R&D SECTOR OPERATI CENTRE SYSTEMS BUSINESS
OFFICE (n=15) RE YAM (n=46) (n=16) NG (n=131) (n=28) (n=64) (n=83)
Limited (n=91) (n=66) ONS (n=61) DIVISION GROUP
(n=112) (n=94) (n=11) (n=31)
(n=4390) (n=35) (n=72) (n=36)
Engagement
Capital
5.52 5.52 5.53 4.58 5.41 5.45 5.7 4.67 5.68 5.58 5.75 4.9 5.9 5.29 Bharat
5.23 Heavy
6.03 Electricals
5.32 5.35
Levels
Limited
Engagement
Capital (Past)
5.61 5.53 5.77 4.63 5.52 5.67 5.73 4.91 5.63 5.7 5.77 5.09 5.89 5.33 5.37 (n=)
6.11 5.44 5.44
Engagement (n=)
Capital 5.57 5.63 5.37 4.57 5.42 5.4 5.78 4.73 5.73 5.68 5.81 5.06 5.87 5.43 5.25 5.91 5.24 5.28
(Present) (n=)
Engagement
Capital 5.38 5.41 5.45 4.53 5.29 5.29 5.6 4.36 5.69 5.37 5.66 4.53 5.94 5.1 5.05
(n=)
6.05 5.28 5.34
(Future) (n=)
Discretionary
Effort
6.11 6.04 6.09 5.73 6.08 6.09 6.16 5.68 6.19 5.95 6.11 6.19 6.29 6.09 6.11 (n=)
6.26 6.06 6.06
(n=)
Intent to Stay 5.72 5.95 5.84 4.93 6.07 6.13 5.54 5.5 5.8 5.89 6.15 5.72 6.06 5.95 5.75 5.79 5.86 5.46
(n=)
Employee
5.49 5.6 5.45 4.47 5.38 5.03 5.65 5.36 5.69 5.59 5.72 5.13 6 5.32 5.07
(n=)
6.05 5.28 5.33
Commitment
(n=)
Culture/Value
s
5.87 5.8 5.96 5.8 5.65 5.8 6.09 6 5.97 5.91 6.1 5.81 6.06 5.69 5.61 (n=)
6.27 5.67 5.87
Work
4.83 4.9 5.01 4.47 4.67 4.64 4.86 4.09 4.88 5.01 5.25 4.19 5.23 4.67 4.39 (n=)
5.46 4.69 4.37
Environment
Manager 5.03 4.88 4.94 4.17 4.66 4.93 5.27 4.8 5.18 5.43 5.48 4.95 5.59 4.51 4.92 (n=)
5.46 4.85 4.63
(n=)
Career/Perfor
mance
5.17 5.18 5.17 4.32 5.1 5.01 5.16 4.36 5.3 5.24 5.45 4.58 5.6 4.98 4.9 (n=)
5.66 4.82 4.8
(n=)
Compensatio
n & Rewards
4.76 4.8 4.81 4 4.63 4.51 4.92 4.23 4.7 4.83 5.15 4.34 5.29 4.44 4.86 (n=)
5.48 4.74 4.37
Leadership 4.53 4.52 4.67 3.8 4.14 3.97 4.64 4 4.11 5.02 4.67 3.97 5.56 4.39 4.93
(n=)
5.38 4.58 4.19
(n=)
(n=)
Custom Demographics Custom Grades

Levels Levels
Limited Limited
E1 24% (n=1,040) (n=)
E2 36% (n=1,586) (n=)
E3 7% (n=307) (n=)
E4 5% (n=241) (n=)
E5 9% (n=382) (n=)
E6 6% (n=280) (n=)
E6A 4% (n=156) (n=)
E7 8% (n=338) (n=)
E8 1% (n=58) (n=)
E9 0% (n=2) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
Average Score Custom Grade
BHEL E1 E2 E3 E4 E5 E6 E6A E7 E8 E9
Categories (n=4390) (n=1040) (n=1586) (n=307) (n=241) (n=382) (n=280) (n=156) (n=338) (n=58) (n=2)
Engagement Capital 5.52 5.15 5.34 5.64 5.81 6.01 6.08 5.87 5.92 6.3 n.a.
Engagement Capital (Past) 5.61 5.3 5.45 5.67 5.84 6.03 6.12 5.88 5.93 6.27 n.a.
Engagement Capital (Present) 5.57 5.14 5.38 5.69 5.9 6.09 6.17 6.02 6.1 6.41 n.a.
Engagement Capital (Future) 5.38 5.01 5.19 5.56 5.69 5.91 5.96 5.72 5.73 6.23 n.a.
Discretionary Effort 6.11 6.03 6.02 6.2 6.17 6.27 6.26 6.13 6.28 6.5 n.a.
Intent to Stay 5.72 5.37 5.5 5.74 5.87 6.21 6.23 6.29 6.33 6.43 n.a.
Employee Commitment 5.49 5.09 5.24 5.58 5.75 6.07 6.2 5.88 6.09 6.43 n.a.
Culture/Values 5.87 5.63 5.69 5.9 6.07 6.21 6.24 6.2 6.27 6.55 n.a.
Work Environment 4.83 4.51 4.56 4.9 5.12 5.33 5.39 5.35 5.45 5.69 n.a.
Manager 5.03 4.76 4.86 5.02 5.31 5.41 5.49 5.44 5.43 5.67 n.a.
Career/Performance 5.17 4.75 4.94 5.25 5.52 5.71 5.8 5.58 5.82 6.07 n.a.
Compensation & Rewards 4.76 4.37 4.5 4.73 5.06 5.32 5.43 5.28 5.44 5.68 n.a.
Leadership 4.53 4 4.21 4.49 5.05 5.18 5.35 5.29 5.33 6.03 n.a.
Custom Demographics Custom Job Function

Average Score Custom Job Function -1
HUMAN
RESOURC
ERECTIO E
COMMISI N/ HEALTH / MANAGE
ONING / ENGINEE CONSTRU FINANCE SAFETY / MENT INFORM
CENTRAL TECHNIC RING / CTION AND GENERAL ENVIRON /ADMINI ATION
DESPATC COMMER AL DESIGNI MANAGE ACCOUN MANAGE MENT STRATIO TECHNOL INTERNA LAW /
BHEL H CIAL SERVICES NG MENT TS MENT ENGG N OGY L AUDIT LEGAL
Categories (n=4390) (n=17) (n=244) (n=241) (n=779) (n=431) (n=213) (n=58) (n=42) (n=233) (n=94) (n=17) (n=6)
Engagement Capital 5.52 5.54 5.55 4.85 5.58 5.12 5.51 5.87 5.57 5.75 5.65 5.88 n.a.
Engagement Capital (Past) 5.61 5.68 5.64 4.84 5.66 5.11 5.65 5.91 5.64 5.85 5.74 6.06 n.a.
Engagement Capital (Present) 5.57 5.29 5.53 4.94 5.67 5.25 5.59 5.84 5.52 5.71 5.71 5.91 n.a.
Engagement Capital (Future) 5.38 5.65 5.49 4.78 5.41 4.99 5.3 5.87 5.55 5.67 5.48 5.68 n.a.
Discretionary Effort 6.11 6.15 6.18 6 6.07 6.02 6.13 6.26 6.2 6.25 6.22 6.03 n.a.
Intent to Stay 5.72 5.88 5.72 4.46 6.04 4.93 5.5 6.22 5.73 5.76 5.81 6.18 n.a.
Employee Commitment 5.49 5.59 5.55 4.6 5.56 4.87 5.44 5.71 5.83 5.77 5.6 6.12 n.a.
Culture/Values 5.87 6.18 5.92 5.33 5.87 5.57 5.83 6 6.21 6.1 5.99 6.24 n.a.
Work Environment 4.83 5.02 4.92 3.77 4.9 4.07 4.82 5.2 4.88 5.37 5.13 5.73 n.a.
Manager 5.03 4.63 5.06 4.36 5.05 4.78 5.09 5.06 5.21 5.17 5.23 5.84 n.a.
Career/Performance 5.17 5.03 5.21 4.63 5.22 4.78 5.05 5.31 5.25 5.47 5.25 5.84 n.a.
Compensation & Rewards 4.76 4.56 4.85 3.93 4.81 4.08 4.74 5.17 5.23 5.17 4.95 5.74 n.a.
Leadership 4.53 4.32 4.57 3.75 4.45 4.15 4.62 4.99 4.88 5.01 4.62 5.47 n.a.
Average Score Custom Job Function -2
PLANNIN PUBLICIT
G AND Y&
DEVELOP PUBLIC
MENT PRODUCT RELATIO QUALITY
MATERIA (INCL. PRODUCT IVITY & N (INCL. CONTROL RESEARC
MAINTEN LS CENTRAL ION / MANAGE PROJECT COMMU S / H AND SERVICE
ANCE MARKETI MANAGE PLANNIN MANUFA MENT MANAGE NICATIO ASSURAN DEVELOP AFTER VIGILANC
SERVICES NG MENT MEDICAL G & LRP) CTURING SERVICES MENT N) CE MENT SALES E
Categories (n=179) (n=136) (n=373) (n=46) (n=68) (n=525) (n=22) (n=150) (n=9) (n=316) (n=117) (n=59) (n=15)
Engagement Capital 5.61 5.59 5.62 5.69 5.49 5.67 5.45 5.57 6.44 5.64 5.6 5.33 5.66
Engagement Capital (Past) 5.71 5.74 5.74 5.58 5.77 5.78 5.32 5.72 6.5 5.72 5.68 5.55 5.57
Engagement Capital (Present) 5.64 5.54 5.6 5.97 5.42 5.75 5.61 5.56 6.67 5.72 5.62 5.22 5.87
Engagement Capital (Future) 5.48 5.48 5.5 5.52 5.27 5.47 5.43 5.41 6.17 5.46 5.49 5.21 5.53
Discretionary Effort 6.13 6.16 6.09 6.34 6.16 6.16 6.07 6.06 6.44 6.07 6.08 5.97 6.17
Intent to Stay 5.91 6.24 5.82 5.64 6.15 5.88 6.3 5.99 5.06 5.89 6 5.49 6.3
Employee Commitment 5.65 5.51 5.67 5.35 5.66 5.65 5.77 5.57 6.11 5.73 5.67 5.47 5.6
Culture/Values 6.06 5.9 5.95 5.89 5.93 5.95 5.68 5.89 6.33 5.97 5.79 5.88 6.07
Work Environment 5.06 4.93 4.99 5.12 4.87 5.08 4.88 4.77 5.56 5.01 4.95 4.41 5.29
Manager 4.98 4.96 5.22 5.34 5.32 5.17 4.8 5.1 5.31 5.1 4.99 4.81 6.05
Career/Performance 5.19 5.25 5.21 5.48 5.2 5.31 4.95 5.18 5.83 5.33 5.32 5.03 5.7
Compensation & Rewards 4.96 4.89 4.83 4.96 4.9 4.97 5.2 4.75 5.44 4.93 4.9 4.42 5.3
Leadership 4.53 4.64 4.61 4.87 4.49 4.6 4.91 4.64 5.44 4.74 4.64 4.4 5.3
Custom Demographics Custom Tenure

Levels Levels
Limited Limited
0 5 yrs 20% (n=879) (n=)
5 10 yrs 41% (n=1,817) (n=)
11 - 20 yrs 12% (n=536) (n=)
21 30 yrs 10% (n=426) (n=)
More than 30 yrs 17% (n=732) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
(n=) (n=)
Average Score Custom Tenure
More
11 - 20 21 30 than 30
BHEL 0 5 yrs 5 10 yrs yrs yrs yrs
Categories (n=4390) (n=879) (n=1817) (n=536) (n=426) (n=732)
Engagement Capital 5.52 5.06 5.32 5.75 6.03 6.1
Engagement Capital (Past) 5.61 5.2 5.44 5.78 6.07 6.1
Engagement Capital (Present) 5.57 5.05 5.37 5.78 6.09 6.26
Engagement Capital (Future) 5.38 4.94 5.16 5.68 5.92 5.93
Discretionary Effort 6.11 6 6.05 6.22 6.23 6.25
Intent to Stay 5.72 5.28 5.47 5.96 6.23 6.41
Employee Commitment 5.49 4.94 5.22 5.66 6.15 6.3
Culture/Values 5.87 5.58 5.69 6 6.3 6.3
Work Environment 4.83 4.49 4.5 4.98 5.46 5.57
Manager 5.03 4.71 4.83 5.12 5.5 5.59
Career/Performance 5.17 4.68 4.91 5.39 5.77 5.91
Compensation & Rewards 4.76 4.33 4.44 4.97 5.44 5.52
Leadership 4.53 3.96 4.15 4.76 5.4 5.46
Agenda

5. Appendix
Engagement Survey Questions

Engagement Capital (Past) Values/Culture
My organization has consistently treated me well.* I believe in my organizations values.*
I trust my organization.* My organizations values have been clearly communicated.
I understand my organizations corporate values.
Engagement Capital (Present) I believe my organization acts in accordance with our corporate values.
I enjoy working on my day-to-day tasks and assignments.* I believe my organization is committed to upholding our corporate
I look forward to going to work.* values.
My organization provides me with the opportunity to help shape and
Engagement Capital (Future) maintain our corporate values.
I am confident about the future performance of my organization.*
I am confident I will have a successful career at my organization.* Work Environment
Employee feedback influences decisions at my organization.*
Discretionary Effort My organization encourages work-life balance.*
I frequently try to help others with heavy workloads.* The people I work with cooperate to get the job done.*
When needed, I am willing to put in the extra effort to get a job I feel enabled to offer ideas to improve my organizations outcomes.
done.* My organization demonstrates openness to new ideas.
I feel that my organization allows me to balance my work and personal
Intent to Stay responsibilities.
I am actively looking for a job with another organization.* I have the freedom to make decisions on my own to get my job done.
I have recently made phone calls or sent out my resume in order My manager helps to ensure I have a balanced workload.
to find a job with another organization.*
Employee Commitment
I am proud to work for my organization.
I would recommend this company as a great place to work.
I am strongly committed to helping my organization achieve its
vision and goals. Note: Questions marked by * are part of the 22 Baseline Questions.
Engagement Survey Questions (cont.)

Manager Compensation & Rewards
My manager communicates well with me, giving me clear I am fairly compensated for my work.*
feedback on my work and performance.* I am satisfied with how frequently my company recognizes employees'
My manager helps me understand my responsibilities.* individual performance and work contributions.*
My manager helps me develop my network within the I understand the process by which my total pay (base + bonus) is
organization. determined.
My manager helps me further develop my performance strengths. My organization pays employees in line with their performance.
My manager enables me to get my work done by providing the I believe my current pay is comparable to what companies similar to
right balance of direction, organization, and resources. my organization pay.
My manager recognizes me for my contributions on the job. My organization effectively uses rewards other than remuneration to
My manager helps me understand how my work contributes to award employees efforts.
the organizations overall success. My organization recognizes high achieving employees.
Career/Performance Communication
I have adequate resources to fulfill my responsibilities.* Communication between departments at my organization is good.
My job makes good use of my skills and abilities. * Employees are encouraged to share their thoughts and views with
I understand career opportunities at my organization.* their managers and senior leadership at my organization.
I understand the connection between my work and my Senior leaders clearly communicate my organizations long term goals
organizations strategy.* and strategy.
I receive feedback from my team regarding my work and Communication between peers in my organization is excellent.
performance which helps me do my job better.
I feel that I have been provided with realistic and achievable
performance goals.
My organization encourages me to develop my skills.
I am able to perform my job well because of the training my
organization has provided me.
I understand how my performance is evaluated.
Engagement Survey Questions (cont.)

Leadership Safety Environment
I have confidence in the decisions made by the senior leadership I am satisfied with my physical working conditions.
at my organization. I have the training and knowledge I need to do my job safely.
Senior leadership clearly communicates the direction in which the Most employees in my area follow the companys safety rules.
company is moving. Employees are encouraged to offer ideas and suggestions on how
Senior leadership acts in accordance with the values of my to improve safety.
organization. My organization responds promptly to safety concerns raised by
I believe senior leaders at my organization act as effective role employees.
models to employees.
Customer Service
Benefits My company is committed to customer satisfaction.
I am satisfied with the benefits program offered by my I understand how I contribute to the satisfaction of our end
organization. customers.
I believe my benefits are comparable to benefits offered by I have the resources available to provide quality products and
companies similar to my organization. services.
My organization has effectively communicated all benefits options Customer feedback is used to improve our products and services.
available to me. I am proud of our company's reputation and the products and
services we provide to our customers.
AVERAGE SCORE ON A 7 POINT SCALE
BHEL Global PSSR

Benchmark
Engagement Capital 5.52 5.40 5.13
Engagement Capital (Past) 5.61 5.40 5.19
My organization has consistently treated me well. 5.30 5.60
I trust my organization. 5.90 5.30
Engagement Capital (Present) 5.57 5.60 5.16
I enjoy working on my day-to-day tasks and assignments. 5.40 5.70
I look forward to going to work. 5.70 5.40
Engagement Capital (Future) 5.38 5.20 5.05
I am confident about the future performance of my organization. 5.50 5.20
I am confident I will have a successful career at my organization. 5.30 5.10
Discretionary Effort 6.11 6.20 6.00
I frequently try to help others with heavy workloads. 5.80 6.00
When needed, I am willing to put in the extra effort to get a job done. 6.40 6.50
Intent to Stay 5.72 5.50 4.81
I am actively looking for a job with another organization. 5.50 5.40
I have recently made phone calls or sent out my resume in order to find a job 6.00 5.60
with another organization.
Employee Commitment 5.49 5.30 4.81
I would recommend this company as a great place to work. 5.49 5.30
AVERAGE SCORE ON A 7 POINT SCALE
BHEL Global PSSR
Benchmark
Values/Culture 5.87 5.6 5.3
I believe in my organizations values. 5.87 5.6
Work Environment 4.83 5 4.03
Employee feedback influences decisions at my organization. 4.3 4.5
My organization encourages work-life balance. 4.7 4.9
The people I work with cooperate to get the job done. 5.5 5.7
Manager 5.03 5.2 4.81
My manager communicates well with me, giving me clear feedback on my work and 5.1 5.2
performance.
My manager helps me understand my responsibilities. 5.1 5.4
My manager helps me further develop my performance strengths. 4.9 5
My manager enables me to get my work done by providing the right balance of direction, 5 5.2
organization, and resources.
Career/Performance 5.17 5.3 4.76
I have adequate resources to fulfill my responsibilities. 5 5.1
My job makes good use of my skills and abilities. 5 5.4
I understand career opportunities at my organization. 5.2 4.9
I understand the connection between my work and my organizations strategy. 5.5 5.7
Compensation & Rewards 4.76 4.6 4.08
I am fairly compensated for my work. 5.2 4.8
I am satisfied with how frequently my company recognizes employees' individual performance 4.4 4.5
and work contributions.
Leadership 4.53 4.9 4.2
Senior leadership clearly communicates the direction in which the company is moving. 4.7 5
I believe senior leaders at my organization act as effective role models to employees. 4.3 4.8
COMPARISON OF SCORES 2012 and 2016
Categories BHEL - 2011 BHEL-2016 PSSR 2011 PSSR 2016
Engagement Capital NA 5.52 NA 5.13
Engagement Capital (Past) NA 5.61 NA 5.19
Engagement Capital (Present) NA 5.57 NA 5.16
Engagement Capital (Future) NA 5.38 NA 5.05
Discretionary Effort 6.04 6.11 6.03 6
Intent to Stay 5.43 5.72 5.11 4.81
Employee Commitment 5.5 5.49 5.54 4.81
Culture/Values 5.02 5.87 5.26 5.3
Work Environment NA 4.83 NA 4.03
Manager 5.3 5.03 5.39 4.81
Career/Performance NA 5.17 NA 4.76
Compensation & Rewards NA 4.76 NA 4.08
Leadership 4.66 4.53 4.72 4.2

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CEB HR Employee Engagement

Bharat Heavy Electricals Limited

1. Engagement Capital Overview and Transition from Old Model

Two Commitment Types The Outputs of

Rational Commitment Discretionary Effort

2013 The Corporate Executive Board Company.

CEB HRs measure of CEB HRs Temporal Measurement of Engagement:

1 Please see the Appendix for a full list of questions.

CEB HRs New Model of Engagement

1. Engagement Capital Overview and Transition from Old Model

Interpreting the Results

Employees who responded positively answering strongly agree and

Interpreting the Results (contd.)

Overview of Engagement Capital at Bharat Heavy Electricals Limited

1. Engagement Capital Overview and Transition from Old Model

Engagement Capital - Overall

Frequency Distribution Average Count

8% 25% 67% 5.5 4,390

Engagement Capital (Past)

Frequency Distribution Average Count

7% 22% 70% 5.6 4,390

Engagement Capital (Past) Deep-Dives

My organization has consistently treated me well.

Frequency Distribution Average Count

Frequency Distribution Average Count

4% 17% 79% 5.9 4,390

Engagement Capital (Present)

Frequency Distribution Average Count

8% 23% 70% 5.6 4,390

Engagement Capital (Present) Deep-Dives

I enjoy working on my day-to-day tasks and assignments.

Frequency Distribution Average Count

I look forward to going to work.

Frequency Distribution Average Count

6% 19% 75% 5.7 4,390

Engagement Capital (Future)

Frequency Distribution Average Count

9% 30% 61% 5.4 4,390

Engagement Capital (Future) Deep-Dives

I am confident about the future performance of my organization.

Frequency Distribution Average Count

I am confident I will have a successful career at my organization.

Frequency Distribution Average Count

9% 32% 59% 5.3 4,390

Frequency Distribution Average Count

2% 15% 83% 6.1 4,390

Discretionary Effort Deep-Dives

I frequently try to help others with heavy workloads.

Frequency Distribution Average Count

Frequency Distribution Average Count

1%6% 93% 6.4 4,390

Frequency Distribution Average Count

8% 18% 74% 5.7 4,390

Intent to Stay Deep-Dives

I am actively looking for a job with another organization.

Frequency Distribution Average Count

Frequency Distribution Average Count

7% 12% 81% 6.0 4,390

Frequency Distribution Average Count