It is a proactive approach to handle the lockdown through significant steps that made the impossible, possible. To ensure seamless communication regarding security measures, safety guidelines handbook on COVID-19 was circulated among all employees and third-party occupants. The Team also ensures that everyone is regularly updated on information with regards to changing guidelines.
Lockdown d i s rupted the routes for the transportation system; it was impossible to continue business without a safe and hygienic transport system. The team faced many challenges, such as route-wise pickup challenge, including the travel of employees from North Belgaum to South Belgaum. Owing to the transportation streamlining urgency, Mr. Basavraj Sugandhi aided in getting
Employee Transit
The outbreak of COVID-19 began in Wuhan, China, and it was by the end of the year 2019 that the deadly virus started infecting most of the world. Soon it was declared a pandemic by the World Health Organization, which led to stringent security measures being laid by Governments globally.
With no available cure or vaccine, countries worldwide took strong measures such as complete lockdown of social and economic activities except essential services, ban on public gatherings, and implementation of social distancing protocols to limit the disease's spread.
In India, with the total cases crossing the 2 million mark, this unprecedented situation has been highly challenging, further complicated by rapidly changing guidelines from the government.
New dining clusters for employees for lunch have been set up along with new protocols for inter-unit movement to monitor employee movement; this helps trace the potential victims if there is a COVID-19 case on the premises.
Employee Traceability
AEQUS ADMIN | UPDATE
04
O�ce Premises
AEQUS ADMIN | UPDATE
Precautionary and preventive campus guidelines set by Aequs
In these tough times, Aequs Admin
Team stepped up to ensure pre-
emptive and pro-active measures for
employee safety while ensuring
business continuity. The teamwork and determination to ensure safety,
health and continuity of business
deliverables are commendable.
I take a moment to thank our Senior Leadership Team for constant support and guidance to ensure everyone's safety. I appreciate the spirit of each team member and the teamwork displayed during such crucial times. The Admin Team is committed to continued diligence in this entire process.
Their commitment and dedication to the cause have been exemplary, and I appreciate the entire Team for their continued e�orts. Babasaheb Patil
Assistant General Manager, Admin
approvals from Govt. Authorities for company transport passes amidst the lockdown. This enabled the team to get the required vehicles arranged to pick up and drop our employees safely. It required constant engagement with City Police to check for road closures to design the routes, track each vehicle while in transit. Company transport is sanitized before pickup, and private, and goods vehicles are sanitized at the main gate before entry. To curb the spread of the virus, even business travel has been reduced to a minimum.
All facilities in the SEZ are fumigated and sanitized at regular intervals to maintain hygiene. It was challenging to find a professional fumigation service provider as the Belagavi maintenance team had no expertise in this field and had no equipment/tools to carry out the fumigation activities. After due diligence, we found a Hubli-based fumigation agency equipped with govt. approved sanitizers and disinfectants for the activity. Despite multiple challenges, this was resolved cost-e�ectively during the first week of lockdown. Later, we bought the requisite equipment and trained in-house team to carry out the sanitization and fumigation activities cost-e�ectively. These services are scheduled at regular intervals across SEZ entities.
We have constituted an emergency team to monitor strict adherence to the guidelines. OHC team is working relentlessly to ensure the health and safety of all individuals entering the SEZ. Our Team is well equipped to handle any contingency. Additionally, Aequs Senior Management is in constant touch with the State & District Administration and adapting to the changing scenario on a daily basis.
Our surveillance team ensures that social distancing and e�ective sanitization is maintained within the premises at locations, including shop floor, canteen, pantries, and o�ce areas. Additionally, every individual undergoes a thermal scan before entering the premises and at regular intervals while being on the premises. The same safety guidelines are also followed meticulously by the third-party occupants in the SEZ.
Emergency Health Services
Aequs Admin team ensures workplace safety
COVER STORY
A "Great Place to Work" is one that possesses a culture imbued with transparency and trust among employees as well as engagements across all levels, driving a common goal of continuously fostering of Positive People's Values beyond business.
The Great Place to Work Institute conducts annual surveys based on a Trust Index and a culture audit to rank companies in India based on employee experience, the credibility of management, respect for people, impartiality in the workplace, pride, and camaraderie of individuals. Additionally, it focuses on all 'people policies' governing the employee's life cycle from onboarding to the exit stage.
Securing 70% across the trust parameters, Aequs has been certified as a 'Great Place to Work' by the Institute in its 2020-21 listing.
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COVER STORY
06
Great Place to Work Certified APR 2020MAR 2021 INDIA
Concentrated focus on nurturing "niche skills"
Aequs' various niche learning and skill training interventions for its workforce aim to bridge the burgeoning skill gap in the Indian manufacturing industry. As one of the global leaders of precision engineering and manufacturing for the aerospace industry, Aequs introduced Industrial Knowledge Center (IKC) to provide a 30-month certification program to fresh engineering graduates and diploma holders. Aequs' in-house classroom and the on-the-job training center (IKC) caters to the workforce's varied and specialized needs.
The learning programs at Aequs are developed to address and overcome the existing and potential challenges that an employee may experience, ranging from managerial skills through the Young Leaders' Program, to more technical and niche skills. In line with Aequs' commitment to the people-centricity of its processes, our intranet portal also includes an onboarding program that aims to give the new hires an overarching perspective of the entire Aequs Group, helping them easily navigate the workplace as they start working.
The Great Place to Work recognition has been inspiring, signifying a level of trust and pride running through the organization and an exceptionally motivated and talented workforce striving for excellence.
Aequs' employee branding initiatives are the c o r n e r s t o n e o f i t s E m p l o y e e Va l u e Proposition (EVP).
We encourage and promote best practices to be adopted at Aequs across all our processes wherein employees are o�ered meaningful ass ignments across funct ions and are encouraged to ask questions, and their excellence and contributions are recognized through the Aequs Excellence Awards. Our performance and evaluation systems are objective and transparent, with an inbuilt feedback system to enable constructive and forward-looking conversations.
Cultivating a performance mindset
C-suite learning and development for growth
At Aequs, the leadership development initiatives are channeled through the Aequs Learning Academy and other partnerships to conceptualize, launch, and deliver leadership e�ectiveness workshops as well as nominate senior members of the organization to the management development program.
The culture of an
organization ows from the
CxO-level to the shop-oor.
Leader engagement with
employees helps ensure that
the organization is
transforming in an ever-
changing environment.
“
”
Aequs believes in equal
opportunity for all its
employees and will persevere
to create new opportunities for
its employees to learn, develop,
and hone their competencies,
thereby positively affecting
their career growth.
“
”
This endorses Aequs’
focus on employer-friendly
initiatives and skilling programs
offered to its employees. This
certication is a testimony to
our commitment to building a
culture of excellence across the
organization's levels while
creating a holistic growth
environment.
Aequs India: 'Great Place to Work' with a culture of excellence
IMPORTANCE OF MSMEs
07
The increasing importance of MSMEs in the Aerospace Sector
MSMEs provide opportunities to growing cities by bridging regional imbalances and promoting
equitable development in the country. Moreover, the size of the operations and a healthy balance between sustenance and profit-making goals enable them to be more agile and resilient, bolstering the economy. This sector has a share of about 30% share in the national GDP, 45% in
1domestic manufacturing and 40% in exports.
Micro, Small, and Medium Enterprises (MSMEs) can be growth engines for the country's manufacturing industry. It is essential to understand their role and significance to the Indian economy.
Introduction
MSME and aerospace growth2The commercial and defense aerospace manufacturing sector is a $500 billion industry.
08
India claims $10-$12 billion worth of production. The Indian government has set a target to become one of the top five global producers of aerospace and defense manufacturing by 2025, with an annual
itarget of $5 bn.
This has created a significant opportunity for MSMEs to contribute favorably to the Indian aerospace industry's growth. With an increased focus on robust manufacturing and technological capabilities and the upsurge in return migration, MSMEs can be further strengthened, and they have the potential to fill the gaps throughout the value chain. As they are predominantly located in Tier II/
Local production will enable higher self – reliance, more significant employment opportunities, and a more robust workforce, particularly in the present-day context where an overwhelming number of markets are looking inwards. This will also provide a massive boost for exports in every sector, especially the aerospace industry. Moreover, the government's move to allow the aerospace and defense manufacturing units to function during the lockdown period, rendering them essential services, a positive step towards ensuring growth and stability in the industry.
III cities or semi-rural areas, they have made a significant impact in creating infrastructure and employment in these regions. Moreover, as many are strategically located in Special Economic Zones, this brings an added ease of doing business.
Recently, considering the Covid-19 outbreak and the resultant economic impact, the government provided a significant economic stimulus package in support of MSMEs, giving them the much-needed edge to become globally competitive. This has also extensively promoted aerospace and defense sectors and encouraged investments in the industry to drive 'Make in India' and self-reliance. With the rejuvenated emphasis on public-private-partnerships, there is tremendous potential for this sector to grow.
Despite these incentives, there persist challenges that need to be overcome to catapult the Indian industry into global competitiveness. While they have short-term benefits, it is not sustainable in the long run. Amidst the several initiatives that the government has rolled out, there is a need for a unified policy for MSMEs, that will consolidate
everything together – incentives, credit, technology, trading, among others. There is tremendous potential for MSMEs in the Aerospace sector, and our dream is to transform Belgaum as an aerospace hub of India.
Ruchika RanaManager – Marketing & PR
IMPORTANCE OF MSMEs
The economic incentive package is given to the MSME sector under the revised definition of MSMEs, the threshold for micro-manufacturing and services units was increased to Rs 1 crore by investment and Rs 5 turnover. The limit for small manufacturing companies was raised to Rs 10 crore (investment) and Rs 50 crore (turnover) and for
medium manufacturing companies to Rs 20 crore (investment) and Rs 100 crore (turnover). While these are beneficial, they are short-term strategies to enable quick recovery from the pandemic's economic aftermath. This is a good first step in the right direction and requires a sustained focus towards enabling growth for medium-sized companies.
Acing performance by embedding the latest technology and tools to our processes
Year on year, AAM shared their needs and findings with the IS Team, and they made it happen. What started as the Quality Tracking System (QTS) turned into an ever-growing entity within AAM that provides tracking abilities, charts, graphs, reports, and much more information. This is a perfect example of being e�cient and capable of eliminating variations while continually improving the process. This is also a
In 2016, AAM started to plan for a database tool that would enable them to track information on parts as they run through the AAM processes. This turned out to be a huge project that started in collaboration with the Information Security Team in Aequs SEZ.
AAM | UPDATES
10
AAM | UPDATES
Is anything more exasperating than waiting for something that you know is lying somewhere in your system?
With critical and time-sensitive business decisions waiting for your one action, we find the value in data management and resource planning systems.
I appreciate all you do, and how you work so well with us and with Amit Melligeri on our behalf.
The team is very knowledgeable, imaginative, creative, and impressive!
IS Team - India,
I wanted to thank you for all you are doing to improve and add to our QTS here in Texas.
Your expert programming is allowing us to be more e�cient, get more information and track more things all the time.
Doc HolladayDirector of Quality
Another salient feature is that the system allows AAM's suppliers to log into their scorecard and take corrective actions assigned to them. The system is capable of sending 110 unique emails, depending on the situation. These include emails addressed to our task holders, suppliers, employees, and management. This kind of data management helps standardize the overall process and fills gaps, if any, through uniformity. At Aequs, we believe that data governance is not an optional part of the business but a necessary process to build a solid foundation that can withstand changing industry trends. The holistic benefits of a real-time, safe, and easily accessible database empowers us to get insights into the capacity as well as other production parameters that help to combat gaps, if any, with changing customer demands.
AAM takes this opportunity to show their gratitude and appreciation to the Information Security Team, including Amit Kanshide, Jotiba Patil, and Chetan Kesarkar for providing constant diligent support throughout. We take this moment to celebrate the collaborative and productive work culture at Aequs. As a testament to this, our auditor for the AS9100 audit in June-2020 was immensely impressed with the QTS's features
List of things that are currently being tracked in the QTS:
Ÿ Records of Supplier approvals, certifications, among others
Ÿ Sends auto-emails to Suppliers as a reminder to update information
Ÿ PO Tracker
Ÿ Contract Review
Ÿ Customer Escapes
Ÿ 8D’s
Ÿ Limited Life Items
Ÿ FIR’s
Ÿ Quality InspectionŸ Conducts anddocuments overallrisks the businessfaces to internal andexternal stakeholders
Ÿ Sends emails toindividuals when therisk is up for reviewand sends anotheremail to managementwhen the risk isclosed for review.
Ÿ Sends auto-emailreminders toindividuals
Ÿ All inspection toolsused at AAM areadded in thesystem to ensurethey are alwayscompliant andcalibrated
Ÿ Sends auto-emailsto individuals asreminders
Ÿ Tracking oftraining needs ofemployees
Approved Supplier List Training Others
Risk ManagementTool
CalibrationTracking
“
”
Performance,
integrity, diligence is part
of the work culture at
Aequs, and we are proud
of all such moments
when we witness it in
our delivery.
“
”
AAM has gone digital
with quality and project teams,
eliminating most paper-based
tracking to become more
compliant with our internal
procedures, saving the
environment, and exceeding the
expectation of AS9100
(Certication body) as well as
our customers.
measure of lowering defects while ultimately increasing the quality of service.
QTS empowered AAM to gain control of their data regardless of where it resides in the system. This process helps streamline business e�ciency while saving time
and providing accurate information. The e�ciencies created with QTS saves time, reduces errors, and facilitates informed decisions based on accurate data. Today, AAM's corporate o�ce can review real-time data anytime, from anywhere in the world, by just logging into the QTS.
Airbus Fuel Pipe Connectors (Gamma Fittings) Project is a case study of success exhibited by their API team through their collaboration with Magellan Aerospace team.
11
CASE STUDY CASE STUDY
12
Every successful project involves several hurdles that the team would have to circumvent. Gamma Fittings project was no different. Considering the complexity of the project, cross-team collaboration efforts helped in transferring knowledge. Brain-storming sessions and dicussions also helped identify the possible flaws in the processes.
Simultaneously, efforts were made to ensure that the highest-level quality was achieved.
Six Sigma tools were used to eliminate defects and automated painting technique was developed.
Review of ProjectAs a first step, the team did a thorough review of the project to understand the criticality of the component.
Ø
Defined Road MapOnce the work model and roadmap were defined, API calibrated a defect-free process following a Design of Experiments – A Six Sigma approach to access and evaluate the anodizing type and its method, touch time between anodizing and SFL application, curing temperature, and painting application technique.
Ø
Testing16 trials were conducted with rigorous testing such as dry adhesion testing, water immersion adhesion testing, scratch hardness testing, boiling water adhesion testing, and solvent immersion adhesion testing. Through these testing stages, it was found that the painting application on the SFL adhesion was the crucial to achieve stringent quality control requirements.
Ø
Automated SFL Application Process
As a next step, API a u t o m a t e d t h e S F L application process to eliminate the possible defects associated with m a nu a l i n te r ve nt i o n , t h e r e b y i m p r o v i n g productivity and quality.
Ø
API undertook the project to develop Airbus fuel p ipe connectors commonly known as Gamma Fittings.
Since Magellan Aerospace has over four decades of knowledge working with “Airbus”, API decided to synergize capabilities of both the teams for optimal productivity, efficiency and quality. The core team included members from both divisions. Besides new investments, this project also needed knowledge transfer from Magellan, UK and India’s team for process qualification.
The combined efficiencies and competencies of their JV with Magellan Aerospace was leveraged to provide a cost advantage to Airbus.
Summary:
Steps towards excellence1 Challenges and learning opportunities2
The successful industrialization of this project marked a significant milestone for API as it further strengthened its position in the special processing segment. API will use this extended ability to work with Airbus for upcoming projects.
To validate industrialization at a larger scale, API submitted the first batch of 500 Gamma Fittings for Swaging and Pressure testing to Magellan, UK. The results were in line with global standards. With this, API standardized its painting technique for the project.
Outcome3
Industrialization of Fuel Pipe Connectors (Gamma Fittings) for Airbus
13
OPERATIONAL EXCELLENCE
14
OPERATIONAL EXCELLENCE
Aequs Operational Excellence team follows a PQCDSM approach that focuses on an incessant improvement methodology to achieve long-term change and growth.Achieving Operational
Excellence Through "PQCDSM" ApproachOperational Excellence is fast becoming hygiene rather than an exceptional benchmark associated with any particular sector or industry. The pursuit of excellence requires a strong commitment and an ethos of innovation, that aims to optimize cost and e�ciency continually.
Over the years, the Aequs OpEx team has been working with Lean Manufacturing, Six Sigma, Kaizen, methodologies that spur improvement across operations, thus driving sustained growth positively impacting business results. OpEx team is well-equipped with digital tools, automated technology, including Flexible Manufacturing Systems that achieve agility and adaptability in the face of transforming market conditions and customer requirements. These methodologies drive tangible performance improvements percolating right down to the shop floor.
Safety
Protection from injury is a crucial part of the production process as a safe environment enhances workforce e�ciency. The OpEx team ensures the implementation of 5S, gemba walk, material handling, as well as a digital safety calendar for various tasks and projects.
Delivery
OpEx team corroborates a constant screening of material across all checkpoints. This ensures that the products being delivered are regularly accounted for.
Morale
OpEx team follows morale-boosting approaches for Shopfloor employees, including rewards and recognition programs for innovative thinking, improvement suggestions through Kaizen, and working on SQIP gates.
We are also leading the initiative -Material Scrap rate and Optimal Layout.
While we work on globally accepted cost reduction models, we also ensure competitive and sustainable sourcing of raw materials, optimal use of resources, amongst other similar parameters to deliver optimally and consistently.
Cost
Material Scrap rate
It is the percentage of discarded material that cannot be fixed or reworked and is, therefore, rejected. Through this process, we identify the areas where the prevailing scrap rate is high, and through material recovery, prevent material grades (Aluminum, Titanium, Inconel, among others) from being mixed up.
Optimal Layout
The team has successfully achieved an optimum arrangement of facilities that enables the seamless flow of materials from one facility to another with reduced material handling costs.
These approaches and digital operational competencies have proved to be more than helpful in formulating new business strategies and meeting changing customer requirements, especially amid the global pandemic - COVID-19.
How does"PQCDSM"
work for Aequs….?
OpEX team uses methodologies such as Six Sigma at each level of operation and has standardized processes that monitor "Good" and "NC" parts on a real-time basis using digital tools that have been deployed at ASM-2 while other units are currently in the process carrying out similar digital deployments.
Quality
OpEx team has deployed digital tools and software that help monitor overall daily production activities, including machine status, OEE, downtime analysis, and capacity utilization.
These initiatives aim at directly and positively impacting results while setting in place a culture of constant process review and innovation.
Productivity
Shirish GanamukhiHead, India Operations
MANUFACTURING EXCELLENCE
15
New milestone for Aequs: Qualified for installation of Cold Expanded Modular RetainersThe qualification audit for installation of cold expanded modular retainers took place at ASMIPL during the last week of Feb 2020, Aequs is now qualified for this assembly process, used on the Butt Strap components for Airbus.
Cold expansion is a unique method of installing an innovative and cost-effective rivetless nut plate. Unlike conventional riveted or swaged-in nut plates, this system radially expands a retainer into a hole. The retainer is designed to be permanent, and only the nut itself requires replacement. The key component of this technology is a nut holding element called a retainer. The retainer is installed into a single hole, eliminating the need for additional small rivet holes used for regular riveted nut plates.
The retainer is installed using a radial expansion process employing an oversized mandrel pull process. The residual radial expansion provides an interference fit for the retainer with the base structure enabling to withstand the forces that occur during fastening operations such as bolt
Panel mounting flange
Access panel
Nut element
Retainer
Screw
The sequence of assembly involves the following steps:
The following sketch shows the typical appearance of a modular retainer assembly in conjunction with a screw and regular nut element.
installation and removal.
Complete the retraction by pulling the mandrel back from the retainer/hole, through cold expansion. Further install the floating nut.
Step-04
Hold the nose-cap flush against the hydraulic puller unit
Step-03
Insert the Mandrel through the hole/retainer
Step-02
Insert the retainer into starting hole
Step-01
MANUFACTURING EXCELLENCE
16
The best installation depends on a variety of factors including installation access, material, and desired installation speed and modularity. A major OEM time study completed of retainer assembly showed that in the time it took to install 100 riveted nut plates, they could install 665 retainers with zero defective installations.
The retainer assembly system is widely used as an alternative to traditional riveted nut plates.
The assembly team at ASMIPL is trained and qualified for this process and the production of these parts has been started.
Simple retainer installation makes it a cost-effective option, significantly reducing labour and maintenance costs over the life of the aircraft. Retainer eliminates the need for satellite holes and rivets, which are required for most nut plate installations.
ADAPTING TO A NEW NORMAL
Out of nowhere, COVID-19 has emerged as the top agenda item for all of us. It has brought all kinds of changes in our personal and social lives. Further, it has challenged our mindset and belief system prevalent for decades. Today just focusing our minds on what is happening around has become extremely difficult. The novel coronavirus is unpredictable, and its effects are lethal. Even the mightiest countries struggle for recovery; economies are getting into recession of indefinite length and severity. It is an unprecedented behavioral change that has made people slow down and rethink many things they took for granted. “None of us can do individually all the things that we need. But by each of us doing a specialized job, we function beautifully,”- said Alan Fiske, a psychological anthropologist at UCLA. Because humans are so social, viruses — like the one that causes COVID-19 — love us. Viruses spread best through close personal contact, says Cole, another anthropologist. The question to ask is whether the social distancing is taking us too far from humanity. In all our attempts to make the virus lonely, somehow, it’s making us more isolated.
Thriving on Challenges during the deadly disruption
Adapting to a New Normal
17
Image concept by Rajeev Kaul, MD & CEO,
Aequs Aerospace
18
ADAPTING TO A NEW NORMAL
Covid-19 is primarily a health crisis, but one with a devastating and instant impact on many other things, especially our ecosystem. The health threats could fade away within a matter of months (fingers crossed), whereas the effects can last forever, or at least they could persist for years.
This is undoubtedly not the last of such pandemic’s; the next wave could be even more damaging. The way we deal with the crisis of today will design the roadmap for the future. We have the opportunity in hand today to build a more resilient future for everyone to stay alive and flourish. It is essential to internalize the lessons of the current episode, and to use the wisdom, tools, and technologies at hand, we can chart a new, more adaptive course and create a greater sense of purpose.
The process of Rethinking will give way to regenerate, i.e., “*build back better” (*an expression coined by UN Task Force). The most rational thing to do is to fix what has been lost. In our attempt to repair the damage, one tends to overlook the new and emerging opportunities. The deeper the hole, the more it takes to fill. For us, what “build back better” means is that companies need to redesign work, reorient priorities, and realign with the newer opportunities. A transparent decision making, and action plan based upon a real understanding of what is essential after Covid-19, is critical. Regenerating leads us to something more beautiful through a course correction and following a path less traveled.
The crisis has put forth an uncomfortable fact that many organizations are not ready for the new normal. This needs a fundamental overhaul of the organization rather than the repair process needs. Many took this one-time opportunity to reconfigure themselves to be more e�cient, e�ective, and able to cope with any future predicament. Re-wiring also means catching up on the trends that have suddenly cropped up as a response to this pandemic. Covid-19 extended a precious moment of pause to rethink and re-wire that previously seemed challenging to execute.
Rethinking starts with the practicalities. It will be challenging to handle such obstacles in a state of complacency. We need to evaluate how we respond to the pandemic with best practices that were adopted and be prepared for the next inevitable crisis (god forbid !). It is critical to rethink the future at both at a practical and conceptual level by bringing considerations about the future into the present.
Re-Think Re-Generate Re-WireAEQUS- “Re-Think”, “Re-Generate” and “Re-Wire” mantra
The size and scale of Covid-19 may seem overwhelming. But for sure, that cannot be an excuse for inaction. We need to be mindful of the choices we make today. “Rethink”, “Re-Generate” and “Re-Wire,” is the mantra that affects our ability to reach our goal. Devjeet Majumdar
Assistant Vice President, Marketing
Image concept by Rajeev Kaul, MD & CEO,
Aequs Aerospace
AEROSPACE | BUSINESS UPDATES
19
Aequs Aerospace: Resilience through di�cult timesThe world has been struggling to come to grips with the COVID-19 pandemic and its impact on the Aerospace industry.
At Aequs, we have collaborated, innovated processes, and worked against all the odds to stay focused on our commitments to our customers, without compromising on the safety and health of our teams. Our resilience and hard work have shown results.
Over the last quarter, Aequs Aerospace has been awarded new packages from global customers.
20
We have been actively participating in RFQs to expand and consolidate our business for the future.
• The heat treatment process is nowinternalized and will help us eradicate ourdependence on outsourcing this process.
• Honeywell has approved our HeatTreatment facility which gives us anadditional capability to process parts as perHoneywell specifications for smallaluminum parts
We were awarded our second package from Bombardier Montreal for their Business Jet program. This award is an extension of the earlier Phase 1 package of 100+ parts for the aircraft manufacturer.
We have also made strides in our readiness for the future, with customer approvals on our processes:
AEROSPACE | BUSINESS UPDATES
Fokker Long Bed additional parts
This project involves the development and manufacture of Next Generation parts for Defense programs. It is from the same family of long bed parts that we are already manufacturing for Fokker.
Bombardier Montreal
We are committed to helping the Aerospace industry recover from this tough phase. Our performance in this period is proof that our e�orts and initiatives are appreciated and are showing positive results.
IKC
With an evident gap between desired skills and demand in the manufacturing industry, it is expected
to broaden with time due to emerging modern technologies that are set to revolutionize the industry. Existing skill sets are becoming obsolete, and the workforce must embrace the digital transformation . Organizations need to respond to these challenges by upskilling and reskilling the existing workforce and fostering specific skill sets within fresh recruits to ensure they hit the ground running.
A young and ambitious workforce of 830 million allows India to become one of the world's rapidly growing manufacturing economies. This would require constant upskilling of the workforce to maintain India's global competitiveness.
Energizing Gen-Next with skills
Aequs has made learning and development a key priority. We continuously invest in the upskilling of our employees, in sync with changing business dynamics. This initiative will prepare the workforce to seamlessly absorb and become conversant with any new technology or process.
Aequs proprietary IKC provides a 30-month program for fresh engineering graduates and diploma holders.
Aequs has created a knowledge center that trains and hires fresh college graduates and equips them with the necessary skill sets required fo r a c a re e r i n a e ro s p a c e manufacturing, which is one of the world's most niche industries with a zero-error' policy. This industry demands highly specialized skills. Aerospace manufacturing comprises critical processes, such as forging, turning, milling, special processing, and quality inspection, all of which require high precision and great attention to detail. Additionally, the workforce is continuously upskilled in step with the latest industry and technology standards, enabling them to deliver high-quality parts that meet customer expectations.
Creating a Skill-Ecosystem
P Madan MohanVice President
IR, Admn, EHS & CSR
A New Dimension in Incubating and Nurturing Talent through skill development
21
IKC is in tune with these skilling requirements and imparts critical non-aerospace skills, including m o l d i n g , p a i n t i n g ,printing/packaging, to cater to the toy-plastic and electronic industry. IKC is a functional ski l l ing ecosystem that bridges the k n o w l e d g e g a p , e n s u r e ssustainable business growth and
continuity while striving to build a global workforce that can thrive in progressively competitive world.With the belief that Industry-academia collaborations can go a long way in addressing this issue by offering internships, Diploma programs, and academic consultations, Aequs continues to collaborate with the government institutions to provide curricula support, as well.
Additionally, OJT is also imparted for CNC Programming, CMM, and Chemical Treatment. Aequs
has diversified into various verticals, which require non-aerospace skilling as well.
While level 1 comprises basic training,
Level 1 the qualified candidates receive their advanced training in level 2
Level 2 Once they clear both levels, they reach level 3 which is function-based training.
Level 3
IKC is a functional skilling ecosystem that bridges
the knowledge gap, ensures sustainable business growth and
continuity while striving to build a global
workforce that can thrive in the progressively competitive world.
ASSEMBLIES | BUSINESS UPDATES
22
Meeting Client Expectations Amid A Crisis
AAI has progressively completed two more assemblies and is expecting to complete the work
ndpackage by end of 2 Quarter this FY.
Accompl ished First art ic le dispatch of Aerodynamic Stabilizer (AST) (7m structure-first medium to large structure vertically integrated by AAI) to Vikram Sarabhai Space Centre (VSSC).
Th is assembly i s the second package connected with PSLV (next to nose cone) which has been delivered directly to ISRO. Although the delivery of the first article has been impacted due to Covid-19,
FA delivery of Aerodynamic stabilizer (AST) assembly to ISRO.
AAIPL has comprehensively bagged the repeat order for PSLV panel subassemblies from HAL-ASD(Aerospace Division) after it was retendered amongst a group of competitive suppliers in the domain. AAIPL has successfully delivered its first set of orders for same assemblies in March earlier this year.
This repeat order not only impulses an aggressive bidding strategy on the part of AAIPL but through this, it also secures the supplies for next 12 PSLV launches for the given set of panel structures. Now, it is planned to commence these deliveries from August this year.
PSLV set of panel assemblies repeat order fillips AAIPL confidence
SEZ activity - Modestly paced amidst the reduced forecast
The Covid-19 has considerably impacted operations at SEZ with delivery plan dynamically plunging to around 40% of earlier quarterly forecast for D3P & OWED skeleton assemblies. In pursuit of door-plug & skeleton
Meanwhile, as an added certification on Airbus qualifications, Airbus has recently accorded approval to AAI on Aircraft Exterior paint application and rework. Additionally, AAIPL has proved its interchangeability (ICY) measurements capability, through approval of MSA 3.0(Gauge Repeatability & Reproducibility) exercise from Saab/Airbus earlier in June.
assembly deliveries to Saab, AAIPL has till date completed 150+ doors & 150+ skeletons respectively while continuing trust-building with the customer and enabling OTD with improved quality.
23
Agility and Adaptability: The New Way Forward
AAI believes that business survival is essential, as is the health, safety, and mental health of employees.
The dual-threat to lives and livelihood has shaken the world as each business acclimates to the Covid-19 crisis. Only the most agile and adaptable organizations will endure and sustain themselves through these uncertain times.
ASSEMBLIES | UPDATES
24
The domestic business unit adds a new forte to AAI's existing capability, which resumed its operations in May 2019 as a penetrating strategy for AAI in the Indian Space sector. Domestic b u s i n e s s b r i n g s n e w c h a l l e n ge s , s k i l l requirements, and a localized competition that is fought by many and at all levels. Based on the
Radhakrishna VHead of Assemblies
ASSEMBLIES | UPDATES
Internal solution for Production Data Capturing (towards Digitization):
AAI has already developed an internal application for capturing shop floor data to measure the e � c i e n c y a n d u t i l i z a t i o n o f resources. This helps collect on-time error-free data for further a n a l ys i s/ i m p rove m e nt s w i t h minimal manual updates, thereby reducing paper usage.
Automation:1. Towards improving e�ectiveness and as a
de-skilling initiative, AAI has started working towards automation projects (Low cost) in sealant and paint application.
2. Camera-based inspection techniques for visual inspection of products.
Multiskilling of Operators:O p e r a t o r s a r e t r a i n e d o n m u l t i p l e products to upl i f t the ski l l levels to improve overall utilization. This helps the business in the cross deployment of operators/ inspectors across product cells and units.
Competency enhancement programs for sta�:
Planned training for junior to middle-level sta� members on cross functions. This will enable work on Job rotation on a need basis.
Uplifting of domestic business:AAI has made remarkable progress in the last 6-9 months in executing the orders on hand, consistently improving the delivery, quality of products, and winning repeat orders/ new contracts.
We aim for the optimum utilization of our resources while staying focused on individual learning and development. The transformation is to deliver more value while culling wasteful activities.
expertise, specialized training modules/ techniques, and practices in the global commercial aerospace business, AAI is horizontally deploying the same in domestic business to add more value to Indian customers and provide an edge over competitors in delivering the first time right and on-time products and services. AAI has been on a continuous path to developing the localized supply chain in Belagavi for domestic business and has witnessed good results in its first-phase endeavor.
This will also aid in leveraging the capacity and capability of local industries and help them develop towards Aerospace/ Space programs.
Let us stand united and help one another in whatever way we can.
“”
The localized supply chain is expected
to bring in more signicant value to the company
through reduced lead times, transactions &
transportation.
“”
Let us take this is as an opportunity
to transform what we do while exhibiting the three
most essential qualities: Empathy, Determination,
and Endurance to navigate this crisis and
move the needle forward.
“”
These challenging
times demand new and radical
strategies focusing on
controllable elements because
too much is changing
too fast.
To stay long and strong in the new normal, AAI is working on its plan to optimize cost through following control measures.
FORGING | UPDATES
25
Coping and Delivering in a New Normal
Global air tra�c volumes have shrunk, with an unprecedented e�ect that has shaken the aerospace manufacturing businesses. The resultant influence has been a slowing down of the world's economic activity as more than 70 percent of the global aviation fleet stands grounded. This has led to a reduction in demand. New business models are needed if businesses are to stay relevant while sustaining profitability.
SQuAD has also been impacted as orders are d e fe r r e d i n t o t h e c o m i n g m o n t h s , a n d requirements have reduced significantly. Major OEMs, such as Boeing and Airbus, are struggling to forecast their production rate, as air transport has decreased substantially, and it will take this industry a few years to return to the pre-COVID situation.
The new wor ld i s learn ing to deal wi th uncertainty and seek new opportunities in a world exposed to COVID-19.
SQuAD is working to address the changes related to its business operations.
Additionally, new opportunities must be explored
A rebound to full recovery is unlikely to happen soon. It is, therefore, critical to adapt and deal with these unprecedented challenges.
Xavier PierronCEO, SQuAD
A revised work plan through an adaptive and transformational workforce is imperative for us. One that takes ownership while staying in consonance with the ever-changing milieu making use of integrated digital tools.
We must also ensure that we maintain the health of our most critical asset, our workforce, as we transition through this crisis.
as some consolidations and redistribution of supply chains are bound to happen. Securing new business from the current customers is another step towards coping with the crisis.
At SQuAD, we are actively adapting to our customers' changing demands. Given the rapidly changing circumstances, we are to seek potential pathways that will lead to momentous outcomes. The definite path will depend upon external factors, including OEMs support, policy interventions from the government, and economic conditions.
“ ”All coping to adapt,
looking for ways to thrive,
and resilience is the only
way forward.
“”
Business needs to recreate
a cost structure based on the current
market situation to maintain nancial
viability while retaining highly-trained
talent that can adapt quickly and keep with
market changes. Cost and inventory
control are critical, as is maintaining a high
level of customer service.
“”
How long it will take
to recover is uncertain, but the
world moves towards a "new normal
"; SQuAD builds agility while
revisiting the business operations
and is getting future-ready for a
world post the pandemic
FORGING | UPDATES
26
The first complete A320 MLG Inner wheel manufactured by SQuAD, is now ready to be shipped to Airbus. This milestone is a testimony of our team's combined effort.
The last quarter saw SQuAD Forging leap ahead on its confident path toward growth, having achieved a significant milestone.
We stand committed to delivering perfection to our customers every single time.
Our customer Safran Landing System was very appreciative of our achievement, but we believe that the best is yet to come.
Perseverance and resilience pays dividends
CONSUMER | BUSINESS UPDATES
28
Coping and Delivering in a New Normal
Even amidst such challenging times, A F C s t r e n g t h e n e d b u s i n e s s performance by registering organic business growth from its global customers in making SEZ, a safe, hygienic, and healthy workplace
T h e C ov i d -1 9 p a n d e m i c h a s i m p a c t e d o v e r a l l b u s i n e s s , consequently leading to a drastic reduction in the current fiscal year's overall budget. With a paradigm shift in the geopolitical scenario, some supply chain-related issues cropped up, but the concerned teams have helped AFC o v e r c o m e t h e s e h u r d l e s b yefficiently handling the issues.
At Aequs Consumer, we continue to build on customer delight through our offerings across the globe.
AEPPL is in its growth phase, and with a larger team on board, we look forward to exciting times, stepping up to challenges, and ensuring that all our team members are geared up to meet demand when it peaks.
AEPPL
AFC
We are also working on a new product portfolio; this will help us move from a uni-dimensional product company to a multi-product portfolio company.
As a result of AEPPL's perseverance and customer confidence built over previous years, single-source items are being allocated to us. Of the four new launch items planned this year, most of them will be from a single source.
Over the last quarter, we secured four new product launches, with a significant increase in the business volume for CY 2021.
Our yearly forecast has been revised by approximately 25%, and with the demand remaining steady for the coming period, we are doubling our capacities to achieve the targeted milestone for the next year.
were highly appreciated both by internal and external stakeholders.
SURFACE TREATMENT | UPDATES
27
Becoming Agile through Insightful Decision-Making
Business leaders worldwide are strategizing to overcome the Covid-19 crisis. This is not just a health pandemic but global episode with vast and sweeping economic repercussions. An analysis of the situation will help us make informed choices that drive sustenance and growth. API is adopting a dynamic course correction towards these objectives. Based on future scenarios; API will be subjected to continuous adjustments and change. The central aim is to overcome business impact owing to a drop in demand.
Here is a comprehensive view of the challenges, key areas that require attention, and a plan of action. This shall give an insight into the impact that has cascaded down to various sections and what everyone must prepare for.
The leadership is revisiting businesses across levels, reworking financials, and cash flow. The action plan is in line to prepare for the short, mid, and long-term disruption. Transformation is the next step to recover and thrive in the post-COVID-19 era.
API plans to liquidate available inventory on p r i o r i t y w h i l e c o n t r o l l i n g n e w p r o c u r e m e n t a n d s t o c k i n g . We a r e r e m a p p i n g t h e workforce and reducing e x p e n s e s o n n o n -essential items. Team API will continue to sustain a lean structure in a harmonious manner that continues to instill confidence within the workforce. There will be a re-scheduling of shifts based on the su�cient workload.
API has aligned its business with the monthly customer
Plan of Action
Shankaranarayanan NHead of Surface Treatments
forecast and is focused on sustaining customer satisfaction more than ever. Keeping in mind the health
and safety of its employees, all safety measures, including installing hands-free sanitizers,
mandatory usage of masks, and PPEs. have been deployed. API is ensuring strict
adherence to policies laid to mitigate risk and ensure business continuity.
Let us rise above the urgency and accept changes in our established routine and have a winning attitude in these critical times by developing skills to adapt to adverse situations.
Safety
Flexibility
Customer Centricity
WinningAttitude
Ø Manufacturing companies worldwide areexperiencing a disruption in production andreduced demand for the aerospace sectordue to a contraction in travel.
Ø Customers are opting for sourcing internally,thus adversely impacting the supply chain.
Ø Addit ional ly, d i�culty in procur ingingredients may arise; in some cases, it mayresult in shortages.
Ø There are monthly revis ions in thecustomers' forecasts, but customerscontinue to expect similar or better leadtimes, along with an increase in credit days.
INFORMATION TECHNOLOGY
Maintaining business continuity through secure platforms
INFORMATION TECHNOLOGY
30
Organizations are predicting and preparing for change on a massive scale as their operating models are revisited and altered. Strategies that are valid today will not suffice once the crisis is abated. Few things that were not a part of the previous system, such as Remote worker monitoring and support, will become vital for the business.
Change is the only constant, and just like everything else, COVID-19 will fade with time. However, the challenges it created will stay with us for a long time. Let's learn and support business cont inuity in the complex IT landscape, which the COVID crisis has created. New habits must persist in dealing with this new normal.
What will change after COVID-19?
To ensure a smooth transition from home to the office, cybersecurity professionals will have to implement a stringent security system and c o n t i n u o u s l y m o n i t o r a c c e s s b e f o r e connecting the systems back on the network. The Security systems require changes to diminish the outliers and check for any digital
Resetting to a New Normal
Basavant PatilAssistant Vice President - IT
System and data access rights granted during the pandemic w i l l r e q u i r er e v a l u a t i o n . I T
gaps in the fence and fix them.
systems will need to be analyzed for cracks, foul paths, or fraudulent identities. The reason is that cybercriminals may have found ways to enter otherwise secured platforms.
Let us take the learnings from every passing day and transform it into a more secure ecosystem. Cybersecurity and IT rights will continue to be meticulously examined as we step into a new normal.
Today we operate in a connected world and living with vulnerabilities we are unaware of. In the past few months, the world has become even more connected and prone to attacks, as workforces are remotely placed and isolated with
varying levels of protection as compared to if they were to operate out of a company premises with a definite level of security.
Information technology is the backbone of every business that is demanding their d a t a c e n t e r s , c l o u d s y s t e m s , departmental servers, and digital devices be now made available for remote employees. Ensuring employees ' connectivity with each other and the company's data is more vital than ever before. Overnight, the demands placed on the digital infrastructure increased exponentially.
The recent pandemic created an enormous challenge for businesses worldwide. The challenge is to continue operating despite massive shutdowns of offices and partial operations in manufacturing facilities.
Easily available technology platforms have given an
opportunity to cybercriminals for targeted attacks, while businesses continue their critical functions to keep up with the essential needs. Strengthening Cyber Security
has become the order of the day; the aim is to prevent an emerging crisis as networks and digital platforms become even more critical to the business to e s t a b l i s h s e a m l e s s " B u s i n e s s Continuity."
29
Explosion: An Eruption of Cyber Attacks
Organizations are required to extend their boundaries to individual homes, increasing their digital entry points, thereby increasing avenues of risks. Remote working capacity has been extended to employees as well as service partners, who never or rarely worked remotely in the past.
Ÿ Online business working on essential functions
You see an exponential increase in cyber-attacks due to:
Ÿ A surge in communication
Gearing up to the challengeMany IT departments are deploying new collaborative software to work in harmony with the existing systems. Many internal services and applications are business-critical and not designed for access over the Internet or virtual private networks (VPN). The security leaders are creating policies and procedures on information access, with stringent access mechanisms to avoid data theft or damage. The enterprise looks up to the security leaders to develop resilience to new and ever-evolving threats.
HUMAN RESOURCE
31
Strength in Stability: Managing Workplace Change during COVID-19
Since most of us were children, we have been made aware of the basic tactics of weathering the storm – whether it 's tucking our heads tightly between our knees or going to a windowless room in the lowest place in our home. Lately, we all have been pelted by a storm of pandemic proportions. Thankfully across all our geographical locations and functions, we have been on a constant quest to improve stability as well as maintain the stability and security of our infrastructure, technology, and business processes.
At the onset in early March 20, we formed a cross-functional crisis management task force covering employees across various functions. The members of the task force formed sub-groups and evaluated the risks associated with every aspect of operations. This includes multiple thermal screenings during shifts, usage of PPEs, staggered timings, and abiding by the social distancing protocols. Additionally, the entry and exit restrictions into the facilities are closely monitored and dealt with as per the guidelines set forth by the state and local authorities.
HUMAN RESOURCE
32
Abraham JosephVice President, Global People Function
“ Leading with awareness,
vulnerability, empathy, altruism,
benevolence, and compassion will help
organizations navigate the crisis and set
the stage for recovery.
”
The year 2020 is one of dichotomy and dualities – we have always been strong proponents of cross-functional teams collaboration and partnership. To de-risk our sta� and employees, we have laid out policies for teams to work virtually inter-department and across functions. We have moved away from in-person meetings and face-time; focusing on virtual meetings. The dichotomy has contributed majorly to certain adaptiveness and knack for dealing with uncertainties, unfazed by them.
Cash flows are the lifeline for any organization, and they become all the more critical in times like this. As an organization, we had to take unprecedented cost conservation measures to ensure smooth sailing through the crisis. At this juncture, our priority has always been to be empathetic and compassionate, especially with the execution of these decisions. Keeping the circumstances in mind, we conducted face to face meetings while interacting with the impacted employees as far as possible. The senior leadership team are accessible if an impacted colleague required additional questions to be answered. As an outplacement initiative, we have initiated discussions with our external sta�ng partners to assist the impacted employees in getting placed as per their skills and competencies. As a group initiative, we have also taken a step towards transferring employees from one business to another based on the business need aligned with the employees' skills and expertise. We are deeply committed to see all Aequals wade through this crisis and bring as many of them back to work when the situation improves.
Tough times do not last, but tough organizat ions do. The coronavirus pandemic has left us with unique and distinctive challenges.
“ We chose candour
over charisma and focused on
communicating absolute facts
without any sugar-coating while
demonstrating our business's
vulnerability. All our
communications have been
tailored towards providing a
clearer picture
to the employees on our current
standing as a business and as an
organization. ”
Against this frenzied backdrop, it would be an easy go for all of us to instinctively plunge into to maelstrom of soc ia l -media misinformation, impersonate what others are doing, pull one-o� heroic stunts.
“ For the senior leadership
at Aequs, "Authentic and
Transparent Communication" has
been the mantra of all times.”
We have encouraged teams to dovetail with the ongoing crisis while working towards achieving the overall organizational goals and serving our customers in new ways. In this environment of uncertainty, we encourage our leaders and managers to avoid shooting from the hip and taking a deep breath while acknowledging what is unique about this moment.
Going forward, we need to be prepared for all possible scenarios and equip ourselves in advance. Positive reinforcement is the key. As
a team, there is no force greater than our collective enthusiasm in these challenging times.
On April 5, 2020, our esteemed Prime Minister, Mr. Narendra Modi, requested all the citizens for a collective and symbolic gesture of lighting a billion lamps to dispel the darkness and rea�rm our faith that together we will overcome the crisis. Drawing parallels from this instance to the corporate world, the crisis calls for textbook leadership behaviour.
Lastly, I would also like to address the importance of inclusivity. All our teams and employees must be supported and heard. We expect all line managers to act as employee experience champions and foster an environment of trust, inclusion, and empathy in their teams.
33
Mai MelligeriChairperson, Aequs Foundation
We believe that all changes start with small, simple steps that eventually convert into big strides towards success of the community. With this in mind, we have introduced a multitude of programs to provide students with the tools needed to thrive and succeed.
Over the last few years, Aequs Foundation has been instrumental in driving grassroot changes in the attitude and thinking towards education, health and hygiene through interventions that focus on Science, Technology, Engineering and Math (STEM).
Aequs Foundation was founded in 2016 to positively impact communities in and around our manufacturing ecosystem.
We believe education is the key to success and every child has an equal right to education. In a rapidly transforming world, education will help children navigate the complex science and technology driven future.
Within a short span of four years, we have launched and are now running the Anasuya Melligeri Science and Technology Centre in Hubballi. In Belgaum, we work with 40 government schools around Aequs SEZ. Here, we have launched two Mobile Science Labs, provided Digital Learning Systems, established Computer Labs, conducted multiple Teacher’s Training initiatives and Science Fairs, Career Orientation Seminars, and several other
projects. Under Health and Hygiene Programs, we have constructed toilet blocks and handwash areas, provided Water Purifiers, initiated Health and Hygiene and menstrual hygiene education, among others. We have also provided general medical checkups and eye checkups for students. These initiatives have helped us positively impact the lives of more than 12,000 students with
more than 250,000 activity exposures.
Our results stand testimony to our impact on the community. However, we understand and believe that this is just the beginning. At Aequs Foundation, we are confident that our focused efforts will positively impact and empower young lives.
“Education is the keyto success and every child has an equal right to education.”
34
Children Outreach: Online Summer CampAequs Foundation, in collaboration with Agastya International Foundation, is running The Anasuya Melligeri Science and Technology Centre at Hubbali as well as two Mobile Science Labs in Belgaum. It was under these programs; an online summer camp was conducted from April-June 2020. The lockdown phase had been challenging for students, teachers, and parents as the learning environment was majorly disrupted in rural areas. Under these circumstances, the online summer camp acted as a breather and received an overwhelming response from the Government school students. More than 150 students from Belgaum, 200+ students from Hubbali, participated in the camp via the WhatsApp platform. The camp consisted of two sessions per day. An exclusive, EPL (Explore, Play, and Learn) program for students from classes 6-10 was also introduced to enhance their self-learning, promote inquisitiveness while encouraging scientific thinking.We aim to continuously scale up this initiative, reaching out to large no. of students and keeping them engaged with learning in the future.
35
EMPLOYEE AND HOME SAFETY GUIDELINE
Visits to the Market
• Always carry a sanitizer (containing 70% alcohol) and sanitize your hands if you have touched any common surfaces
• Don't touch anything unnecessarily outside your home
• If you visit any ATM, first sanitize the keyboard, and debit/ credit card after use, by sanitizer (containing 70% alcohol).
• Don't touch your face with your hand when you are outside your home.
• Try to keep material bought away from your body while carrying basket it to back home. It is better to have a while you are going to the market. Put the material in the basket and carry it back home
• Keep a minimum distance of 6 feet from any person or shopkeeper in the market.
• Always wear a triple layer /N95/Surgical nose mask or use face cover when you go out of your home.
• Wear dedicated plastic footwear while going to the market.
Payment While Shopping
• Wash your hands with soap and water after disinfecting the currency.
• As a safety measure, avoid cash transactions during current situation.
• Disinfect the currency coins with 70% alcohol based sanitizer or soap and water.
• If you are doing a cash transaction, then make a purchase with the whole amount to avoid currency exchange.
• In case, you have received cash (notes) from the market, then keep it in your hand until you reach home and disinfect it using cloth iron. The currency must be ironed on both sides. The person who visited the market must not touch the iron instead should put the currency note on the surface, and another family member must iron.
• It is advised to use digital payments using Google Pay/Paytm/BHlM/Bank Apps.
Your health and well-being are of the utmost importance to us. As the world around slowly returns to normalcy post the lockdown, we have put together safety precautions and guidelines to help protect you and your family members.
36
EMPLOYEE AND HOME SAFETY GUIDELINE
Use of Public Lift/Staircase
• It is better to use staircase instead of public lift in the current situation.
• Don't touch the staircase railing.
• Maintain a minimum of 6 feet distance from others in the lift. It is better to use it individually.
• If it is necessary to use the lift, then keep some paper pieces in your pocket and touch the push button with your finger covered with paper.
• Remove and throw the paper in the waste bin immediately when you come out of the lift without touching it from outside.
While Entering Home
• Wash your hands and face with soap for at least 20 seconds.
• Don't touch the door knob, call house members to open the door when you enter.
• Place the material in a dedicated place near the door like a table or a box
• Wash your footwear properly with detergent/Dettol solution.
• Put off your cloths and dip them in detergent/Dettol solution and bathe with soap (you can skip this step if you feel that you have not visited a crowded area).
37
EMPLOYEE AND HOME SAFETY GUIDELINE
Outsiders Visiting Home
• If anyone outsider like plumber/ electrician/ mechanic visits your home then make sure he doesn't have fever. You can check it with digital /infrared thermometer.
• Don't allow them to touch anything except work related equipment.
• Sanitize the place and equipment with disinfectant after completion of work.
• Request him/her to sanitize hands with sanitizer or soap and water before commencing work
Disinfection at Home
• Mop floor (twice daily) with 2% detergent solution or 0.2% Lizol solution or 3% Dettol/Savlon solution.
• Disinfect the main door knob and doorbell with 70% alcohol based sanitizer.
Disinfection of Kitchenware
• Kitchenware is generally cleaned by dish washing soap/ liquid and hence won't need disinfection separately
38
EMPLOYEE AND HOME SAFETY GUIDELINE
Disinfection of Clothes
• Wash your towel and daily use clothes frequently.
• Wash your clothes immediately with detergent and Dettol when you come from outside.
Disinfection of Vegetables and Fruits
• In current circumstances it is necessary to disinfect the vegetables and fruits before consumption.
• After the above step, clean the vegetables and fruits with tap water.
• Wash vegetables and fruits with lukewarm water by adding salt/baking powder or water with 2% soap/ detergent solution.
Disinfection of Other Items
• The non-food items must be stored/ quarantined at a dedicated place for at least 72 hours.
39
EMPLOYEE AND HOME SAFETY GUIDELINE
Boost your Immunity
• Practice Yogasana, Pranayam andMeditation for at least 30 minutes (Daily).
• These days it is required for everyone toimprove their immunity.
• Drink herbal tea (Kadha) made from Basil(Tulsi), Cinnamon (Dalchini), Black Pepper(Kalimirch), Dry Ginger (Shunth), Mullethiand Raisin (Munakka) once or twice a day.Add jaggery (Gur) and /or fresh lemonjuice to your taste, if needed.
Disinfection of Hands
• Wash your hands for at least 20 secondswith water and soap.
• Rub soap on palm, middle of the fingers,nails and wrist properly for 20 secondsand wash with water.
• Alternatively you can use sufficient quantity of the alcohol based (70%) hand sanitizer to disinfect the hands.
Note: Vou don't need to sanitize your hands frequently unless you go out of your home but sanitize your hand before eating anything.
KNOW YOUR ECOSPHERE
40
KNOW
Terms & Conditions:
Ÿ Select one option from the given multiple choices against each questionŸ Each employee can submit only one online entry
