Top 10 HR Best Practices

1. HR PRACTICES As countries all over the world struggle to come out of the recession, the focus of attention has more than ever before shifted to the HR. The stress is not just to come out of the recession safely but to continue to excel in the fields of sales, customer service and technological innovation. The companies now have to retain talent and have to train, educate and mentor them to provide that extra punch in the days to come. In this scenario, how do some companies come on top of the “Best places to work for” list? Why do employees stick around in one company while in another, there is a high rate of attrition. The answers lie, as always, in the people and policies of the organization. Here is what 20 years of experience of „Great Place to Work‟ say: High levels of trust between employees and managers are a common feature of all companies which feature high in their list consistently. They have thus come upon a “definition” of a great place to work: a place where people "trust the people they work for, have pride in what they do, and enjoy the people they work with". The worth of happiness in a company depends on three kinds of relationship as the company found out- between employees and management, between employees and their company or job, and interpersonal relationship in employees. The first step towards a great HR policy is to create a recruitment and selection process in tandem with company policies and culture. The best companies in the world like Google, Microsoft, Infosys, lays a lot of stress on strict entry tests, to take the best talent available. Best Employers like Titan Industries, Bharti and HDFC usually go for the top performers in business schools, or in the industry and then groom them to be top performers and give them an environment to take the company to the next level. GE has a separate program to identify top performers across universities, companies worldwide, and their own workforce, and then train them centrally to take on global issues. To create good relationship between employees and management a workplace needs to have an open management system with open flow of information where knowledge is shared across the hierarchy. Google Inc. has been consistently rated the best company to work for by their employers not only at their headquarters in California, but also here in India. The company owes its success to high level of trust among its employees, low politics and its culture of sharing resources, knowledge and wealth. The work environment in Google is not 1

that of an office but of “dream-houses for these geeks to retire to when they want to create something innovative and state of the art.” Technology thrives on commitment, and Google recognizes commitment, by creating the environment where people can be creative, independent and totally “geeky”! In fact, the best companies all share the open secrets of creating happy employees. The basis is to build a culture of trust and commitment, as Make My Trip, another success story, believes in. Not only do they align their HR policy to the overall business strategy of the company, they also increase employee commitment and capability by their performance management, potential assessment, competency enhancement, programmes as well as career planning. Building trust is very important, therefore there is complete transparency and fairness in rewards, promotions and hiring. Their performance incentives are part of Best HR practices across industries. Employees get ESOPs and can calculate their own bonuses, which are linked to performance. They also believe in creating a “family atmosphere” in the workplace to create friendly sociable workers. Offsite are common, birthdays and festivals are celebrated in-house. There is a feedback mechanism for all HR practices and communication is encouraged. Infosys Technologies has been voted best employer for many a year in HR surveys. Though it is one of the biggest employers in India, the company retains its small-company feel and culture. Their selection process is bias free and tough equally for everyone. All employees go through regular training and chosen ones take on higher responsibility. The company was one of the first to offer ESOPs and they have performance linked compensation and reward structures, based on individual, team and company. They also make the workplace safe, by providing health facilities, play facilities, crèche services and on call doctors. Workplace safety and hygiene are the first step to building a happy workplace. Wipro too has laid great stress on this factor. Their Performance management, which includes evaluations and feedback are regular. Many organizations lay a lot of stress on fair performance management systems with 360 degree appraisals and feedback mechanisms. This gives way to training programs to build competencies and also to highlighting best performers and good reward and recognition facilities. Adi Godrej, chairman of the Rs 7500 crore Godrej group leads the company in stating that employees are his company‟s greatest asset, and not brands. He states that his employees have strong performance linked bonus system and are provided stock options at all levels of management.

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LG believes in sharing wealth not just within the company but also without, through their CSR activities. To ensure a “culture fit” employees take psychometric tests, and eligible employees are then groomed and trained to not just attain productivity but also encourage innovative problem solving. They have “Pizza Meetings” where communication is encouraged in departments. HR is very active and regularly meet up with employees, and there are help desks to address professional issues. LG also has an internal Energy, Environment, Safety and Health Department, yoga, games and singing clubs, and regular training programmes like the “Joyful Working” program to alleviate stress and reduce stagnation. This has ensured LG to be one of the highest recruiters as well as high productivity in the last years. In fact open house discussions and feedback sessions are a part of many top organizations. Hospitality and retail are two of the primary industries which need very high customeremployee interaction and the success of companies depend highly on customer satisfaction. In this setting, employee satisfaction is paramount. Marriott makes managers responsible for the satisfaction of subordinates. In training sessions the mentor is called a “buddy”, a precursor of friendly work environment in the organization. “Work- Life Balance” is stressed and there is an employee grievance redressal system in place. The results are all there to see. In 2003 90% of employees surveyed, expressed “great pride” in working for the hotel chain. Taj Group of hotels includes all employees, including contingency workers in their programs. Year 2008-2009 was celebrated as the “Year of the Associate” to engage employees and create a workforce with pride in their employer, enhance morale and take bonding with organization to an all-time high. “Happy Families are all alike, unhappy families are unhappy in their own way” begins Leo Tolstoy in Anna Karenina. Companies are much the same. The benchmarks are simple and are for all to use. A combination of these few HR best practices can make any organization a “happy” place to work for and create productive, committed and loyal employees. Whilst arguments for best fit advocate a close fit between competitive strategies and HRM, those in favor of best practice approaches to HRM suggest that there is a universal „one best way‟ to manage people. By adopting a best practice approach it is argued that organizations will see enhanced commitment from employees leading to improved organizational performance, higher levels of service quality and ultimately increases in productivity and profitability, Usually couched in terms of „bundles‟, the HRM practices that are offered in 3

support of a high commitment and performance model are generally fairly consistent. For example, Redman and Matthews (1998) outline a range of HR practices which are suggested as being important to organizational strategies aimed at securing high-quality service: 

Recruitment and selection: Recruiting and selecting staff with the correct attitudinal and behavioral characteristics. A range of assessments in the selection process should be utilized to evaluate the work values, personality, interpersonal skills and problemsolving abilities of potential employees to assess their „service orientation‟.

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Retention: The need to avoid the development of a „turnover culture‟, which may of course, be particularly prevalent in tourism and hospitality. For example, the use of „retention bonuses‟ to influence employees to stay.

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Teamwork: The use of semi-autonomous, cross-process and multi-functional teams.

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Training and development: The need to equip operative level staff with team working and interpersonal skills to develop their „service orientation‟ and managers with a new leadership style which encourages a move to a more facilitative and coaching style of managing.

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Appraisal: Moving away from traditional top down approaches to appraisal and supporting things such as customer evaluation, peer review, team-based performance and the appraisal of managers by subordinates. Generally, all of these performance appraisal systems should focus on the quality goals of the organization and the behaviors of employees needed to sustain these.

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Rewarding quality: A need for a much more creative system of rewards and in particular the need to payment systems that reward employees for attaining quality goals.

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Job security: Promises of job security are seen as an essential component of any overall quality approach.

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Employee involvement and employee relations: By seeking greater involvement from employees the emphasis is on offering autonomy, creativity, co-operation and 4

self-control in work processes. The use of educative and participative mechanisms, such as team briefings and quality circles are allied to changes in the organization of work which support an „empowered‟ environment. In simple terms best practice is likely to entail attempts to enhance the skills base of employees through HR activities such as selective staffing, comprehensive training and broad developmental efforts like job rotation. Additionally, it also encourages empowerment, participative problem-solving, teamwork as well as performance-based incentives.

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2. Top 10 HR Best Practices 1. Safe, Healthy and Happy Workplace Creating a safe, healthy and happy workplace will ensure that your employees feel homely and stay with your organization for a very long time. Capture their pulse through employee surveys. 2. Open Book Management Style Sharing information about contracts, sales, new clients, management objectives, company policies, employee personal data etc. ensures that the employees are as enthusiastic about the business as the management. Through this open book process you can gradually create a culture of participative management and ignite the creative endeavor of your work force.. It involves making people an interested party to your strategic decisions, thus aligning them to your business objectives. Be as open as you can. It helps in building trust & motivates employees. Employee self-service portal, Manager on-line etc. are the tools available today to the management to practice this style. 3. Performance linked Bonuses Paying out bonuses or having any kind of variable compensation plan can be both an incentive and disillusionment, based on how it is administered and communicated. Bonus must be designed in such a way that people understand that there is no payout unless the company hits a certain level of profitability. Additional criteria could be the team's success and the individual's performance. Never pay out bonus without measuring performance, unless it is a statutory obligation. 4. 360 Degree Performance Management Feedback System This system, which solicits feedback from seniors (including the boss), peers and subordinates, has been increasingly embraced as the best of all available methods for collecting performance feedback. Gone are the days of working hard to impress only one person, now the opinions of all matter, especially if you are in a leadership role (at any level). Every person in the team is responsible for giving relevant, positive and constructive feedback. Such systems also help in identifying leaders for higher level positions in the organization. Senior managers could use this feedback for self-development. 6

5. Fair Evaluation System for Employees Develop an evaluation system that clearly links individual performance to corporate business goals and priorities. Each employee should have well defined reporting relationships. Selfrating as a part of evaluation process empowers employees. Evaluation becomes fairer if it is based on the records of periodic counseling & achievements of the employee, tracked over the year. For higher objectivity, besides the immediate boss, each employee should be screened by the next higher level (often called a Reviewer). Cross - functional feedback, if obtained by the immediate boss from another manager (for whom this employee's work is also important), will add to the fairness of the system. Relative ratings of all subordinates reporting to the same manager are another tool for fairness of evaluation. Normalization of evaluation is yet another dimension of improving fairness. 6. Knowledge Sharing Adopt a systematic approach to ensure that knowledge management supports strategy. Store knowledge in databases to provide greater access to information posted either by the company or the employees on the knowledge portals of the company. When an employee returns after attending any competencies or skills development program, sharing essential knowledge with others could be made mandatory. Innovative ideas (implemented at the work place) are good to be posted on these knowledge sharing platforms. However, what to store & how to maintain a Knowledge base requires deep thinking to avoid clutter. 7. Highlight performers Create profiles of top performers and make these visible though company intranet, display boards etc. It will encourage others to put in their best, thereby creating a competitive environment within the company. If a systems approach is followed to shortlist high performers, you can surely avoid disgruntlements. 8. Open house discussions and feedback mechanism Ideas rule the world. Great organizations recognize, nurture and execute great ideas. Employees are the biggest source of ideas. The only thing that can stop great ideas flooding your organization is the lack of an appropriate mechanism to capture ideas. Open house discussions, employee-management meets, suggestion boxes and ideas capture tools such as

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Critical Incidents diaries are the building blocks that can help the Managers to identify & develop talent. 9. Reward Ceremonies Merely recognizing talent does not work, you need to couple it with ceremonies where recognition is broadcast. Looking at the Dollar Check is often less significant than listening to the thunderous applause by colleagues in a public forum. 10. Delight Employees with the Unexpected The last but not least way is to occasionally delight your employees with unexpected things that may come in the form of a reward, a gift or a well-done certificate. Reward not only the top performers but also a few others who are in need of motivation to exhibit their potential.

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3. HR PRACTICES AT MAKE MY TRIP MakeMyTrip has successfully listed on the NASDAQ after being 10 years in the Online Business Space. Here is a peek into its Business Model and an Analysis on the same. The company is encashing on consumers conducting travel searches is the second-most popular Internet activity in India (84% of online users search for travel products), after e-mail MakeMyTrip is the largest online travel portal in India based on gross bookings (US$466m in FY10). Online air ticket bookings for domestic, outbound, and inbound segments: 77% of revenues. Hotel bookings and packaged tours: 20% of revenues. Rail and car bookings: 3% of revenues. Highest gross bookings among online travel operators. Averages ~1.7m visitors/month. Has a dominant market share of 48% of online travel bookings through OTAs in India. Large network of ~4,000 hotels and ~2,000 travel agents in 250 cities across India. Reported revenues of US$40.3m and net profit of US$1.5m in FY10 (excluding employee stock options charge of US$6.8m). Their well-designed homepage helps them cross-sell and build brands for travel and related services. MakeMyTrip Branding – has launched innovations, such as weekend breaks and packaged trips, to help convert users to book travel online. It has positioned itself as not just a travel portal but a complete end-to-end holiday / travel consultant. It is the First online travel agency brand to be selected as a „Super brand‟ in India for 2009-10. Online Travel Market Share in India: 

MakeMyTrip – 48%

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Yatra – 24%

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Clear trip – 18%

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Others – 10%

Key Points in the Business Model: 

On Air Bookings the company gets 3% commission on gross fare net of PSF with Rs 50 to Rs 100 as service fee from the customer

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MMYT generates the majority of hotel and package revenue through its call centers and travel stores. Although only around 5% of transactions are executed through call 9

centers and travel stores, revenues from these transactions account for around 20% of the total. 

Direct link between hotels‟ central reservation systems and MMYT‟s booking system

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Revenues from other businesses include fees from travel insurance companies, advertising revenues, and new service offerings.

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MMYT‟s focus is to expand its high-margin hotel business, especially high-value international travel packages.

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Launched Websites for UAE and Canada

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The company is looking for selective merger and acquisition opportunities to boost presence in its targeted overseas market.

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Acquired ticketvala.com to move into bus seat bookings.

HR at Make My Trip has constantly worked towards aligning with business and work in partnership. The business here relies a lot on HR for a lot of decisions which itself speaks of the kind of respect and trust in the company‟s people practices. The structure of the HR unit has evolved with the company‟s growth. In the beginning, HR was a centralized team. Thereafter, when branches were opened across India, HR SPOC model is used across offices. Even in Gurgaon, the HR SPOC model is followed where HR members sit on different floors and are responsible for employee engagement for their respective floors. From a technology point of view, HR has evolved, given the in-house technology team they had access to and the technology support in HR operation, recruitment, engagement, performance management, etc. and these have been instrumental in ensuring an effective talent pool to drive business. Being recognized as a great place to work for is an acknowledgement of the organization‟s contribution to its HR practices and ensuring that it creates a place where people have fun while working and contributing. Always striving to benchmark itself as being a company with the best HR practices with happy and engaged employees, This acclaim rightly reflects Make My Trip being recognized as „The Best Companies in Employee Involvement and collaboration‟ and „The Best Companies in Celebrating and Creating Fun at Work‟. Together, its culture and approach towards its human capital has 10

resulted in enhancing productivity and efficiency, which is well presented in the company being ranked number one in the „Professional Service category. There is a clear belief that the company can do better in everything they do. Keeping this philosophy in mind from an aspiration point of view, they strive to be featured in one of Asia‟s best employers. This constant effort to improved and do better is looked at as journey at Make My Trip. Their focus has undergone

a change having initiated their global

operations, and as a company they have become more agile to aligning themselves to the changing needs of the company, as they grow further. In the new game, talent management is one area which was earlier done very mechanically, while today talent management is a focal area and there is emphasis on talent development and building global systems, which are the action points in the coming one year. The fundamental change that has happened over a period of time and hitch is only going to get accentuated is that all smart organization have realized that people are their main asset. Along with continuous growth, keeping the culture alive is a daily exercise, which guides every decision and action taken in the company. The DNA at Make My Trip will continue its focus on people in the years to come, even to the point of mollycoddling and pampering some of its top resources. Another trend, going forward, would be to show differential treatment to performers and non-performers. This would be essential to evolve a culture of high performance, keeping in mind the high expected growth that the company plans to achieve as it continues on its high-paced expansion plan. Their unique practice is the reason why Make My Trip has been ranked in the top three positions in the last two years, which is commendable. Further, the 2011 ranking also recognized Make My Trip as the number one company in the Professional Services category, as well as, the Best Company for „Employee Involvement and Collaboration‟ and for „Celebrating and Creating Fun at Work‟.

3.1. HR practices in make my Trip are as followed:

1. RECRUITMENT PROCESS: Recruitment refers to the process of screening, and selecting qualified people for a job at an organization or firm, or for a vacancy in a volunteer-based organization or community group. While generalist managers or administrators can undertake some components ofthe recruitment process, mid- and large-size organizations and companies often retain 11

professional recruiters or outsource some of the process to recruitment agencies. External recruitment is the process of attracting and selecting employees from outside the organization.

A. Internal Sources:- Promotions and Transfer - Job postings - Employee Referrals

B. External Sources:- Advertisement - Employment Agencies - On campus Recruitment - Employment exchanges - Education and training institute

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The recruitment process followed by MakeMyTrip is very selective and intricate as it‟s a niche sector. The applicants have to qualify a very highly set bar of requirements. The company looks out for smart people in selected college campuses and also from high performers in travel sector. In fact over 25% of their intake is from various campuses. 2. TRAINING PROCESS: The term training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. The training procedure for the new recruits is very detailed and intense and it extends over a period of 2 months. The quality of the employees at the company is basically maintained due to the high standards and targets set by them right in the recruitment process. Process Training Large enterprises keep updating their processes to improve the efficacies of their systems. Business process training is typically a part of any organization‟s overall change management plan. They provide Process Training in several fields including HR, Quality, Operation, Payroll, Recruitment, and more. For a meaningful transition of the process, quality training is extremely critical. Understanding the complexities involved in rolling out these process trainings, we bring you quick solutions that help deliver effective training for your organization. The components of process training are: a. Analyze b. Inform c. Involve d. Support

3. PERFORMANCE APPRAISAL: Performance appraisal is a method by which the job performance of an employee is evaluated in terms of quality, quantity, cost and time. Performance appraisals are regular reviews of employee performance within organizations. 13

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Aims of a performance appraisal:-

o Give feedback on performance to employees. o

Identify employee training needs.

o

Document criteria used to allocate organizational rewards.

o

Form a basis for personnel decisions: salary increases, promotions,

o Disciplinary actions, etc. o

Provide the opportunity for organizational diagnosis and development.

o Facilitate communication between employee and administrator. o Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements. o MMT‟s solution aims at strategic value delivery in the least possible time incorporating rich functional features, aided by smooth workflow, notification, authorization, etc. o Align employee objectives to the business goals. Enable strategic Performance Management through Management by Objectives (MBO)

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o Measure and Assess employee performance periodically and provide feedback and support to achieve quantitative, qualitative and process targets o Evaluate and track Hi-Performance and achievers based on Competency driven practices. o Enable online Reward and Recognition. Performance Appraisal. o They use keen eye of observation for Performance Appraisal in organization. Their entire focus is not only on the performance of the employee but greatly on his potential and inherent talent. They believes in the learning ability of their employees. Performance is a great function of circumstances and situations. But the ability for learning can be exhibited anywhere and that is the right judge of the person‟s potential and performance capabilities

4. PROMOTION A promotion is the advancement of an employee's rank or position in an organizational hierarchy system. Promotion may be an employee's reward for good performance i.e. positive appraisal. Before a company promotes an employee to a particular position it ensures that the person is able to handle the added responsibilities by screening the employee with interviews and tests and giving them training or on-the-job experience. As per Guidelines for supervisory employees‟ promotion/up gradation, applicable to the present year, Manager (HR) prepares the list of eligible employees. Simultaneously, V P (HR) also asks for recommendations from HODs. A comprehensive list is then prepared by Manager (HR) and submitted to the EPPP which is announced by the Site President, for Executive and Manager Family, and by the Group President (MSD), for Leader Family.  Bases Of Promotion 

Seniority:

Seniority simply depends upon how long the employees is doing job with the company. The length of service and talent are both interrelated with each other. It is based on the tradition of respect for older people. It creates a sense of security among employees and avoids conflict arising from promotion decision.

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Merit:

Merit implies the knowledge, skill and performance records of an employee. It helps to motivate competent employee to work hard and acquire new skills. It helps to attract and retain young and promising employees in the organization. On the above basis, promotion of employees is done in Make My Trip. They also prompt employee by conducting different case studies on different aspects of Information Technology. Working at Make My Trip is very comparative & to get promotion required smart work and projection. 5. TALENT MANAGEMENT Make My Trip typically offers flexible Employee Performance Management (EPM) solutions delivered in either a Business Process Outsourcing (BPO) model that makes assessment and development easy, more accurate and economical for our client‟s HR function. The EPM process includes goal management, performance appraisals, multi-rater/360 feedback, workforce & succession planning, development planning and training, etc. Talent Management service spectrum covers the following aspects: Learning Technology Solutions 

Technology Consulting

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Product Implementation and Development

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Architecture

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Integration, Maintenance and Production support services

Content Development 

Performance Consulting

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Learning Interventions

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Training Needs Analysis

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Training Strategy Definition

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Curriculum Design

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Change Management

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Documentation Services 

Technical Writing

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Technical Editing

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Production

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Publishing

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End user documentation

6. Whistle Blower Policy The following procedures have been adopted by the Audit Committee of the Board of Directors (the “Audit Committee”) of MakeMyTrip Limited (the “Company”) to govern the receipt, retention and treatment of complaints regarding Improper Practices or Accounting Misconduct (both terms as defined below) with respect to the Company and its subsidiaries (collectively, the “Group”) and to protect the confidential and anonymous reporting of employee concerns regarding such practices. References herein to “employee” shall mean any employee of any entity in the Group.  Purpose The Company believes in the conduct of its business affairs in a fair and transparent manner by adopting the highest standards of professionalism, honesty, integrity, ethical behavior and prudent commercial practices. The Company is committed to full and accurate financial disclosure and to maintaining the Group‟s books and records in compliance with all applicable laws, rules and regulations. The Company has created the Whistle Blower Policy (the “Policy”) to govern all employees in helping the Group achieve the following objectives: • To provide employees with an avenue to raise concerns, in line with the commitment of the Group‟s philosophy of following the highest possible standards of ethical, moral and legal business conduct. • To open a communication and alarm process to address issues regarding the Group‟s business integrity.

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• To provide necessary safeguards for the protection of employees from retaliation for whistle blowing in good faith. • To detect, correct and prevent “Improper Practices,” such term being defined as actions (actual or suspected) that: (i) are not in line with applicable Group policy and philosophy; (ii) are unlawful; (iii) amount to serious improper or unethical conduct; (iv) constitute breaches of social and professional etiquette or constitute morally offensive behavior or (v) may constitute violations of law. • To detect, correct and prevent “Accounting Misconduct,” such term being defined as actions (actual or suspected) that constitute: (i) securities fraud, mail or wire fraud, bank fraud or fraudulent statements to the U.S. Securities and Exchange Commission (the “SEC”) or the investing public; (ii) violations of SEC rules and regulations or any other laws applicable to the Group‟s financial accounting, maintenance of financial books and records, internal accounting controls and financial statement reviews or audits; (iii) intentional error or fraud in the preparation, evaluation, review or audit of any financial statement of the Group; (iv) significant deficiencies in or intentional noncompliance with the Group‟s internal accounting controls; (v) misrepresentations or false statements regarding a matter contained in the financial records, financial reports or audit reports of the Group or (v) deviation from the full and fair reporting of the Group‟s financial condition.  Overview Employees will be given the opportunity to submit for review by the Company confidential and anonymous complaints regarding any Improper Practices or Accounting Misconduct or any other matters (“Complaints”). It is the policy of the Company to treat Complaints seriously and expeditiously. Complaints will be reviewed under Audit Committee direction, with oversight by the heads of the Human Resources, Internal Audit and Legal departments and such other persons as the Audit Committee determines to be appropriate (collectively, “Company Counsel”). The Company will abide by all laws that prohibit retaliation or any adverse personnel action against employees who lawfully submit Complaints under the Policy.

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In the event that the Company contracts with a third party to handle Complaints or any part of the Complaint process, the third party will comply with the Policy.  Procedures Any employee who wishes to file a Complaint is encouraged to do so within 60 calendar days from the date of the alleged offense. This time limit has been established to set a reasonable parameter for investigating and resolving Complaints (including but not limited to ensuring the availability of witnesses, the accurate recollection of events and timely remedial action). Complaints filed after 60 calendars day period shall be investigated at the discretion of Company Counsel and the Audit Committee. Complaints shall be submitted via a Web form available on the Enterprise Risk Management (ERM) site on the MakeMyTrip (MMT) Intranet. The Complainant may choose to remain anonymous in which case his/her Internet Protocol (IP) address shall not be tracked or reported. The Web form shall automatically be routed to Company Counsel via the group email ID [email protected]. Alternatively, employees may submit Complaints by dropping a note anonymously (at their election) using the “HR Suggestion Boxes” available at all the Company‟s premises. These Complaints will be forwarded confidentially to Company Counsel by the respective Human Resources representative immediately upon receipt. Company Counsel shall screen all Complaints received by either means and perform a preliminary inquiry within 72 hours of receipt to determine whether the Complaint is justified or frivolous. Frivolous Complaints shall be closed by Company Counsel, and valid Complaints shall be reported immediately to the Audit Committee via the e-mail ID [email protected]. Complainants need not provide their name or other personal information. Reasonable efforts will be used to conduct the investigation that follows from an employee Complaint in a manner that protects the confidentiality and anonymity of the employee submitting that Complaint. The Company will protect the confidentiality and anonymity of that employee to the fullest extent possible, consistent with the need to conduct an adequate review. Vendors, customers, business partners and other parties external to the Group will also be given

the

opportunity

to

submit

Complaints

by

e-mailing

[email protected]; however, the Company is not obligated to keep

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Complaints from non-employees confidential or to maintain the anonymity of nonemployees. Employees should, to the extent possible, use the Open Door Policy as defined below before resorting to the whistle blowing procedures. 7. Open Door Policy The Company‟s open door policy (“Open Door Policy”) recommends that employees first discuss any issues or concerns with their supervisor, the next level of supervision or the local human resources representative. The purpose of the Open Door Policy is to encourage open communication, feedback and discussion about any matter of importance to an employee, allowing communication to take place from the bottom levels of Group to its top. Employees should „blow the whistle‟ only if they have used the open door method and are dissatisfied with the outcome OR if they have a fear of retaliation for reporting misconduct through the open door procedures. Treatment of Complaints 1. Company Counsel shall review the Complaint and may investigate it themselves or may assign another employee, outside counsel, advisor, expert or third-party service provider to investigate or assist in investigating the Complaint. Company Counsel may direct that any individual assigned to investigate a Complaint work at the direction of or in conjunction with Company Counsel or any other attorney in the course of the investigation. 2. Unless otherwise directed by Company Counsel, the person assigned to investigate will conduct an investigation of the Complaint and report his or her findings or recommendations to Company Counsel. If the investigator is in a position to recommend appropriate disciplinary or corrective action, the investigator may also recommend such action. 3. Company Counsel (or the individual assigned by them) shall conclude their investigation promptly (but in any event within 180 days of receiving any Complaint), unless an extension of time is granted by the Audit Committee at its discretion. If any disciplinary, corrective or other action is required based on the findings and

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conclusion of Company Counsel (or the individual assigned by them), they shall promptly report such action to the Chairman of the Audit Committee. Notice to the Complainant of such action shall be at the discretion of Company Counsel or the Audit Committee. 4. If determined to be necessary by Company Counsel or the Audit Committee, the Company shall provide for appropriate funding, as determined by Company Counsel or the Audit Committee, to obtain and pay for additional resources that may be necessary to conduct the investigation, including without limitation, retaining outside counsel and/or expert witnesses; provided that funding in excess of $20,000 with respect to the investigation of any individual Complaint must be approved by the Audit Committee. 5. At least once per each calendar quarter and whenever else as deemed necessary, Company Counsel shall submit a report to the Audit Committee, and any other member of Company management that the Audit Committee directs to receive such report, that summarizes each Complaint made within the last 12 months and shows specifically: (i) the complainant (unless anonymous, in which case the report will so indicate); (ii) a description of the substance of the Complaint; (iii) the status of the investigation; (iv) any conclusions reached by the investigator; and (v) findings and recommendations. 6. At any time with regard to any Complaint, Company Counsel may specify a different procedure for investigating and treating such a Complaint, such as when the Complaint concerns pending litigation.

 Recourse In exceptional cases where the employee bringing the Complaint is not satisfied with the outcome of the investigation and the decision, he or she may make a direct appeal to the Chair of the Audit Committee by emailing [email protected].

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 Misuse of Policy An employee who knowingly makes a false Complaint shall be subject to disciplinary action, up to and including termination of employment, in accordance with Company rules, policies and procedures. Access to Reports and Records and Disclosure of Investigation Results All reports and records associated with Complaints are considered confidential information, and access will be restricted to Company Counsel, members of the Audit Committee, the Legal Department or outside counsel involved in investigating a Complaint, as contemplated by these procedures. Access to reports and records may be granted to other parties at the discretion of the Audit Committee. Complaints and any resulting investigations, reports or resulting actions will generally not be disclosed to the public except as required by any legal requirements or regulations or by any corporate policy in place at the time.  Retention of Records All Complaints and documents relating to such Complaints made through the procedures outlined above shall be retained for at least five years from the date of the Complaint, after which the information may be destroyed unless the information may be relevant to any pending or potential litigation, inquiry or investigation, in which case the information may not be destroyed and must be retained for the duration of that litigation, inquiry or investigation and thereafter as necessary.  Notification The Company has notified employees about the existence and contents of the Policy through an online training program available at the Intranet site of the Company (“Online Training Program”). Online Training Program is mandatory for all employees. Upon its completion, all employees must electronically sign that they understand and shall abide by the Policy. All newly hired employees shall be notified of the Policy and the mandatory Online Training Program by the Personnel Department. Upon completion of the Online Training Program, such employees shall submit an electronic signature attesting to their understanding of and 22

compliance with the Policy. Each calendar quarter, the head of the Personnel Department shall submit a certificate duly signed by him/her to Company Counsel stating to the effect that all newly hired employees have been apprised of the Policy, and that such employees have successfully completed the Online Training Program. The Policy, as amended from time to time, shall be made available on the Company website.

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4. CONCLUSION Make My Trip Founded in the year 2000, India's No.1 Online Travel Company has not only won the trust of a million satisfied customers, but also the respect and acclaim of the entire industry and business world. This has been possible because of the passion and talent of a diverse pool of employees across departments and specializations who have worked as 'one' and brought them where they are. It is because of their visionary leadership and employees that they never stop dreaming and never stop winning. Their internal stakeholders - their employees, are an integral and indispensable part of who they are and what the brand MakeMyTrip signifies. Their success is a testimony to their core people values. MakeMyTrip is the place to be. Here, your pay hike is decided not just on the basis of target achievements but also on how aligned one is with their Organizational Values. At MakeMyTrip, they believe in investing in one‟s career, as they realize it is this intrinsic motivation that drives good performance for their talent. A very socially responsible organization, MakeMyTrip strictly subscribes to "Fun @ Work" as a value. It is a place where employees come to work hard, have fun, create history - but two out of three is not an option! Life at MakeMyTrip Not only do they make the best trips for the rest of the world but also promise the trip of a lifetime to their employees at MakeMyTrip. Every day is a new trip for them, and that is precisely why we call them "Trippers"!

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