At Marico, the term “employee” is rarely used. Instead, staff are referred to as members. This shift in language reflects a deeper commitment to a culture where individuals are treated as partners in the business.
For a world-class organization, the move from “working for a company” to “owning the outcome” defines long-term success. By analyzing how Marico strengthens employee ownership, we see a clear roadmap for building high-performance teams.
Empowering Through Autonomy
Marico’s Talent Value Proposition (TVP) is built on three pillars: Go Beyond, Grow Beyond, and Be the Impact. This framework encourages members to look past their immediate job descriptions.
Several important factors influence accountability:
- Self-Triggered Reviews: Members can initiate their own performance check-ins. They don’t have to wait for a supervisor to start the conversation.
- Management by Results: The focus remains on outcomes rather than rigid processes. This gives members the freedom to decide how they reach their goals.
- Decision-Making Power: Members are encouraged to take risks. This “Owner’s Mindset” reduces the fear of failure and boosts innovation.
Building a Financial Stake
True ownership is more than just a feeling; it involves a tangible stake in the company’s future. Marico ensures this through strategic wealth-sharing:
- Broad-Based ESOPs: The company regularly grants equity shares to a wide range of eligible members, not just top executives.
- Long-Term Alignment: Stock options ensure that the individual’s financial growth is tied directly to the company’s success.
- Transparency: Financial performance and corporate goals are shared openly across the organization.
Listening to Enhance the Member Experience
You cannot have accountability without trust. Marico maintains this trust by constantly measuring the experience of its people.
- Real-Time Feedback: Marico uses workplace surveys and digital assistants to capture the organization’s mood in real time.
- Inclusion Index: The company tracks a dedicated Inclusion Index, which currently stands at 82.
- Active Listening: Leadership uses this data to remove bottlenecks that prevent members from taking full ownership of their work.
Leadership in Workplaces: The Young Board
Marico believes that Leadership in workplaces should not be restricted by tenure. One of their most effective practices is the “Young Board” initiative.
- Next-Gen Disruptors: Younger members from various functions work on critical business problems.
- Direct Exposure: These members interact with senior leadership, giving them a voice in high-level strategy.
- Employer Branding: This practice attracts top-tier talent who want to make an impact early in their careers.
Professional Standards and Growth
The success of these internal strategies is reflected in external certification and industry recognition. Marico’s focus on long-term value creation has made it a model for HR excellence.
By prioritizing trust and providing the tools for individual accountability, Marico has moved beyond the standard employer-employee contract. They have built a partnership that drives both business results and personal fulfillment.
Disclaimer: This article is for informational purposes only. While efforts are made to ensure accuracy, readers should verify information and seek professional advice as needed.
