Brainstorming sessions have helped us in many process innovations.

1. Well defined approach for Quality, Environment, Health & Safety

five stations of Bajaj Energy are certified with ISO9001:2015, ISO 14001:2015 & OHSAS 18001:2017.

BEL has established, documented, implemented, maintains and continually improves 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.

2. BEL has adopted PDCA (Plan - Do - Check - Act)

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 ( Intergrated Management System )with interaction and methods for controlling, measuring and analysing them for continual improvement, as detailed in this IMSM as well as IMS procedures. Interactions are described through references to IMS procedures and process flow charts.

3. Training & Development :

Our Learning and Development (L&D) programs is being looked upon as a strategic driver of our organizational performance. BEL an organization continuously transforms itself through employee learning and becoming a Learning Organization and treating learning beyond a mere means to build organizational capabilities and using 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 personalization, content and engaging learning experiences. In accord, learning and development roles and responsibilities are evolving, demanding greater participation from various stakeholders—Senior officials, Managers, employees, leaders, learning partners, etc which plays a vital role in employee development by Aligning the learning goals with organizational strategy.

4. Objectives & Targets :-

To realise Company’s QEHS objectives & targets , annual budget and objectives & Targets are formulated keeping in view the following considerations:

• Strategy for realization of QEHS objectives and verification of achievement in this regard.
• Identification and provision of resources and skills needed to achieve required output.
• Acquisition and introduction of new technologies for product improvements
• Training needs of employees
• Preparation of a project specific plan for any improvements.
• Meeting customer needs
• Integrity of QEHS during any change.
• QEHS monitoring and environment protection.
• Service to community within resources.

5. Problem Solving & Process Improvements:-

We believe in 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 Nos of Six Sigma projects and about 20 employees were awarded Green belt certificates. At BEL Quality Circle initiative plays a pivotal role in driving improvement and innovation among the Non-Executives. It also encourages BEL and Business Associate employees’ engagement through identification of improvement/innovation projects impacting organizational performance. This initiative is very prevalent among the line staff which enables a systematic approach towards problem solving and also motivates them for participation at various National and International Quality Conventions .