Daramic Battery Separator India Quality Engineer salaries in India

Likes

1.The company provides ample opportunities for professional growth and development, especially during early stages of employment (1st 2 or 3 years) 2. Colleagues across all levels and regional locations are friendly and approachable, fostering a positive work environment 3. Senior leadership team do not show any clout of their positions or qualifications and are very much approachable, in contrast to traditional hierarchical structures found in most Indian companies where top management work in silos and not accessible . No visible class difference between the SLT team and rest of the workforce in terms of treatment and common facilities

Dislikes

...cus on self promotion and make feel their presence to ensure career advancement. Many employees expressed there is an unhealthy emphasis on individual visibility , especially to make your presence felt among top leadership and ensure individual contributions are noticed by senior management, especially for those seeking career advancement by promotions/role change Unfair & biased promotion system : a) Promotions appears to be largely based on personal relationships with senior leadership and notice made by them rather than based on merit, individual contributions or commitment Compensation and rewards :- a) Disparity in rewards : - A significant gap exists between compensation and benefits between top level executives/HODs and the rest of the workforce, creating a sense of inequality. The company's compensation structure is highly skewed in favor of top - level executives, with substantial benefits like LTIP (Long term Incentive Plan) are reserved and exclusive privilege of the SLT/HODs. The majority of employees feel their hard work and dedication goes unnoticed and inadequately rewarded. Favorism and bias :-Management perceive a strong preference for Gujarat (Dahej) team over other locations, leading to feelings of discrimination and resentment among Baddi and Bangalore corporate teams. Baddi plant and teams (Himachal Pradesh) are felt often overlooked and undervalued due to this over inclination towards Dahej plant. Career and growth opportunities : - a) Limited growth opportunities for finance team . Employees, particularly in finance, feel stagnant in their roles with minimal chance for advancement. b) There is an undue emphasis on CA qualifications for higher-level finance roles. This creates a perception among non CA team members that they are undervalued, their contributions overlooked and their career growth is hindered The fear or jeopardizing one's career by challenging their bosses or by disagreeing to their superiors are prevalent. Overall morale : - These factors contribute low employee morale among finance team , characterized by feelings of frustration, disengagement and lack of loyalty towards the organisation and towards their managers In essence employees largely feels undervalued, overlooked and unfairly treated with limited opportunities for growth and advancement Decision making : There is an excessive reliance on global team, particularly US senior leadership team for decisions making. Indian leadership often prioritizes gaining visibility with global counterparts over addressing local issues. This has created a culture of fear and avoidance of conflict with any member of US global leadership team. Even Indian Director level employees are hesitant to challenge any decision taken by their US bosses and fear any escalations from US team, which may impact their career advancement and tarnish the global professional reputation. Any escalation from US or global team will be a nerve wracking experience by finance team Promotion is nearly impossible in finance team, even for a seasoned employee with 15 years of experience within the organization. Elevating to a 'global role' is considered the most rewarding career advancement and pinnacle of success one could be offered by management