HRInsight Weekly(8)- MP Saket Gokhale Calls for Investigation into EY Working Conditions After Employee’s Death

The IT employee union NITES has called for an independent investigation into the death of 26-year-old Anna Sebastian Perayil, a chartered accountant at Ernst & Young (EY) in Pune. Perayil’s death on July 20, just four months after starting her job, has ignited a debate on social media about toxic work cultures in corporate organizations. NITES has formally submitted letters to the Ministry of Labour and Employment and the Ministry of Home Affairs, urging a thorough investigation and accountability for those responsible.

Rajya Sabha MP Saket Gokhale has also taken up the issue, writing to the Labour Secretary of Maharashtra to demand an urgent investigation into EY’s working conditions. Gokhale highlighted the oppressive practices at accounting and consultancy firms, including overwork, humiliation, and underpayment. He emphasized that such practices are unacceptable and called for stricter enforcement of existing labor laws to protect employees.

The debate gained momentum after a letter from Perayil’s mother, Anita Augustine, went viral. In the letter, she blamed the workload, new environment, and long hours for her daughter’s tragic death. Harpreet Singh Saluja, president of NITES, criticized EY for not attending Perayil’s funeral and for their disregard for employee welfare, calling for measures to prevent such tragedies in the future.

In response, EY expressed condolences and stated that it is taking the family’s concerns seriously. The company emphasized its commitment to employee well-being and promised to continue improving workplace conditions for its 100,000 employees across EY member firms in India.

“No Work, No Pay: Samsung Warns Striking Workers in India”

No work, no pay, Samsung warns striking Indian workers as row escalates. Samsung Electronics has informed its striking workers at the Chennai home appliances factory that they will not receive wages and may face termination if they continue their protest, which began on September 9. The workers are demanding higher wages and union recognition at the plant, which contributes about a third of Samsung’s $12 billion annual revenue in India. Despite ongoing discussions, the company has labeled the strike as illegal and has sought legal action to limit protest activities.

The workers, earning an average of 25,000 rupees ($300) per month, are demanding a raise to 36,000 rupees ($430) over three years. Samsung has resisted recognizing any union backed by national labor groups like CITU, and negotiations with state officials have yet to resolve the dispute. Samsung’s HR team has warned that employees must return to work within four days or explain why they should not be dismissed.

BluSmart’s ‘Sakhi’ Initiative Empowers Women in Ride-Hailing

In an industry long dominated by men, BluSmart, an electric ride-hailing company, is driving transformative change with its ‘Sakhi’ initiative. This program empowers women as driver partners in the electric mobility space, addressing gender disparity and challenging societal norms that have traditionally excluded women from this sector. BluSmart identified a significant gender imbalance within its workforce of over 10,000 gig workers, where women drivers are rare due to safety concerns, societal perceptions, and household responsibilities. Kamaljeet Kaur, Chief People Officer at Gensol Group, emphasizes that the initiative aims to not only hire more women but also create green jobs and promote gender equity in the mobility sector.

Overcoming Recruitment Challenges for Women Drivers

Recruiting women drivers posed significant challenges for BluSmart, including societal stereotypes, family concerns, and a lack of driving skills among women. To tackle these issues, BluSmart adopted a multi-faceted strategy, partnering with organizations like the Paramseva Foundation to host job fairs in rural areas across Rajasthan, Uttar Pradesh, and Bihar. These fairs highlighted the success stories of current female drivers, demonstrating to women and their families that a career in ride-hailing is both viable and empowering. Local community leaders played a crucial role in shifting mindsets and challenging social norms, helping to pave the way for more women to join the mobility workforce

Qualcomm Plans to Lay Off 226 Employees Amid Market Challenges

Qualcomm is set to lay off 226 employees at its San Diego facilities starting November 12, affecting workers across 16 locations, including the headquarters. Despite a strong financial year in 2023, with $35.8 billion in revenue, the company is reducing its workforce due to market challenges and increased competition while diversifying into automotive and IoT technologies. This announcement follows a previous layoff of over 1,250 jobs in 2023.

Qualcomm spokesperson Kristin Stiles stated that the company is aligning its investments and resources to capitalize on diversification opportunities. The layoffs, reported by the San Diego Union-Tribune, will impact various specializations, including cybersecurity operations. CEO Cristiano Amon received $23.5 million in total executive compensation during the same period.

From a Moment to a Movement: How Fidelity’s ISL Club is Redefining Inclusion

By empowering employees to lead, Fidelity’s Indian Sign Language (ISL) Club is bridging communication gaps and building a more inclusive workplace. It all started with Lakshmi R R, Vice President of Human Resources at Fidelity Investments, who noticed a small group, including a colleague with hearing impairment, interacting minimally during lunch. Realizing that most employees didn’t know ISL, she envisioned a movement to teach ISL and foster deeper inclusion within the company.

Launched in October 2023 under Fidelity’s Enable Employee Resource Group (ERG), the ISL Club has grown from a modest start into a key driver of the company’s diversity and inclusion efforts. Initially, a small group of committed employees enrolled in a three-day ISL certification course. Despite concerns about balancing training with work, their enthusiasm laid the foundation for the club’s success. The club adopted a train-the-trainer model, where core team members pursued advanced ISL courses and began teaching their peers, expanding the club’s impact and instilling a sense of ownership among participants.

The ISL Club now hosts monthly meetings, attracting employees across departments and seniority levels. To accommodate different learning preferences, the club offers two-to-three-minute video lessons on basic ISL skills, shared on the company’s internal portal and displayed on FIT TV, Fidelity’s in-house digital network. These short lessons allow employees to learn at their own pace.

For those unable to attend live sessions, recordings are available via a shared platform, ensuring all employees have access to the learning materials. “Our approach recognizes that people learn at different speeds,” Lakshmi says. “We wanted to create a psychologically safe environment where employees could practice together and build their skills.”