Brainstorming sessions have helped us in many process innovations.
5 stations of Bajaj Energy are certified with ISO9001:2015, ISO 14001:2015 & OHSAS 18001:2017.
BEL has established, documented, implemented, maintained and continually improved the effectiveness of its QEHS System
BEL has determined external and internal issues that are relevant to its purpose and that affect its ability to achieve the intended outcomes of its QEHS system.
This is a cycle of continual improvement of processes at Divisional/Functional levels through deployment of integrated management policy and measurable objectives. BEL has identified various processes of IMS (Integrated Management System) with interaction and methods for controlling, measuring and analysing them for continual improvement, as detailed in IMSM as well as IMS procedures. Interactions are described through references to IMS procedures and process flow charts.
Our Learning and Development (L&D) programmes are being looked upon as a strategic driver of our organisational performance. As an organisation, BEL continuously transforms itself through employee learning. It is becoming a Learning Organisation and treating learning beyond a mere means to build organisational capabilities. It uses it as a powerful tool to engage and retain employees. Our employees too consider learning an important input for career growth and are demanding better personalisation, content and engaging learning experiences. Learning &development roles and responsibilities are evolving, demanding greater participation from various stakeholders— senior officials, managers, employees, leaders, learning partners, etc. This plays a vital role in employee development by aligning the learning goals with organisational strategy.
To realise the company’s QEHS objectives & targets, annual budget and objectives & Targets are formulated keeping in view the following considerations:
We believe in a structured approach for problem solving and process improvements. Tools like Six Sigma, Quality Circles & Kaizen are being used. Numerous projects are being taken under Six Sigma, Quality Circle & Kaizen. About 80 employees have participated in 25 Six Sigma projects and about 20 were awarded Green Belt certificates. At BEL, Quality Circle initiatives play a pivotal role in driving improvement and innovation among non-executives. It also encourages BEL and Business Associate employees’ engagement through identification of improvement/innovation projects impacting organisational performance. This initiative is very prevalent among the line staff, which enables a systematic approach towards problem solving and motivates them for participation at various National and International Quality Conventions.