Hybrid 2.

0
The next-gen work
model is here to stay
An e-commerce sector
perspective
People Advisory Services

June 2021
Hybrid 2.0
The next—gen work
model is here to stay
Organizations have successfully
adopted remote work models to
ensure business continuity in
unprecedented times.
However, as we strive towards a new
equilibrium, stabilizing after the
second wave of the pandemic, there
is an opportunity to fundamentally
reimagine our workforce and
workplace strategies.
Future focused e-commerce
organizations are taking a lead in
deliberately designing a sustainable
hybrid work model that will enable
them to optimize their service
delivery, expand customer reach and
overhaul their existing talent
landscape, in expected and
unexpected scenarios; thereby adding
to their competitive edge.

Market leaders will transform,

others will transition.

2 Hybrid 2.0 - The next—gen work model is here to stay

Contents 01 Context and introduction 5

02 About this study 7

03 Executive summary 9

An enduring shift towards

04 11
hybrid work models

Designing “fit—for—
05 purpose” hybrid work 13
models

06 Conclusion 21

07 About the team 23

3 Hybrid 2.0 - The next—gen work model is here to stay

Partner
quotes

Ankur Pahwa Neha Sharma

Partner & National Leader – Partner - People Advisory
Ecommerce & Consumer Services, EY
Internet, EY

“
The surging post-pandemic
digital economy has ignited a
battle for retaining and
recruiting employees and
companies will need to define
strategies to compete for top
talent and manage a hybrid
workforce, to build and sustain
high-growth companies.
“
There is no ‘one—size—fits—all
approach’ for bringing
employees back to work.
Companies are testing which
strategy fits best for their
business, culture, and long—
term success. There is
substantial value to be
unlocked via the right hybrid
workforce model.

4 Hybrid 2.0 - The next—gen work model is here to stay

Chapter 1

Context and
introduction
 The needs of people, employees and customers have been and continue to be dramatically
reshaped by the pandemic. The e-commerce industry is riding the wave of change,
transforming itself to retain competitiveness in the new world order.

E—commerce in India is a sunrise sector on a While most e—commerce organizations have

steep trajectory of growth. Expanding at a experimented with remote work models, as
CAGR of 27%, the industry is poised to reach the world strives towards a new equilibrium,
US$99 billion by 2024. India is expected to organizations have an option to revert to pre-
surpass the US to become the second—largest pandemic ways of working or choose to
e—commerce market in the world by 20341. consciously modify and adopt a hybrid
working model. There is no single “best fit”

27%
model that can be replicated by all
organizations, but a “fit for purpose” model
that needs to be evolved by every
CAGR will propel the organization basis its own unique DNA. The
e-commerce sector in India to dynamism in all our professional and personal
reach US$99 billion by 20241 lives, as forced by fresh waves of the
pandemic, makes hybrid work one of the most
While most other industries have weathered important business problems to be addressed.
severe business challenges over the last year,
the e—commerce sector in India has seen For true value of hybrid work models to be
increased innovation and rise of unlocked for all stakeholders involved (from
entrepreneurial ventures, heightened funding investors to leaders to employees), a strategic
activity, policy enablement and consequent lens is needed to assess the various decision
upswing in hiring. These positive traits help to parameters and design a hybrid 2.0 model
hold the sector in good stead while the nation which best fits the organization’s business
battles with a far more potent and widespread model and enables accelerated benefits.
second wave of the pandemic.

There has been a very resilient response from

the industry; specifically, sub—sectors like
health—tech, ed—tech, hyperlocal, fin—tech,
insurance—tech, gaming and social have seen
Organizations today
significant growth in business volumes and have a choice, an
enhanced market penetration.
opportunity, to
The last one and a half year has also reimagine the very
massively accelerated the growth of digital
businesses and the ecosystem of digital definition and contours
consumers. E—commerce frontrunners have
been able to capitalize on this opportunity.
of their workforce, the
work they do, and how
they work and
37% collaborate.
Consumers globally believe the
way they shop will change over
the long—term2

6 Hybrid 2.0 - The next—gen work model is here to stay

Chapter 2

About this
study
This study endeavors to uncover workforce The world of work has seen multiple resets in
trends in the e—commerce industry, mindset and approach towards remote work
encourage strategic thought and shape future models. In fact, it continues to evolve as the
discourse on key people priorities, enabling world in general and India in particular
organizations to consciously build the continues to battle the onslaught from newer
workplace of the future. waves of the pandemic. This study is focused
on understanding the evolution of remote
work and the emerging hybrid work models. It
Are you still working remotely, or elucidates the key trends; highlighting the
have you gone back to the office ? similarities and contrasting the distinctions in
adoption of these models across e—commerce
sub—sectors and participating organizations.
81% Working remotely
The insights in this study are derived from in—
depth interviews with Chief Executive Officers
8% Working in the office
(CEOs), Human Resources (HR) Heads / Chief
Human Resource Officers (CHROs) and Public
Relations (PR) Heads of participating
10% Combination remote in-office organizations and EY’s research and
knowledge base of industry trends and
practices. Participants in this study are fast—
Where do you feel more growing, impact—generating e—commerce
productive ? players across industry sub segments such as
EdTech, hyper local, insurance—tech, travel &
hospitality, eB2B, FinTech and eB2C.
50% At home
Through the comprehensive perspective on
30% The office workforce strategies and practices shared
through this study, we aim to further the
people agenda across the sector and fuel the
industry’s growth trajectory.
20% No difference

“
What are your thought on the real
estate footprint for your
organization ?
We want to create a
12% Remain the same as pre-COVID culture where people
embrace agility coupled
Invest in more with an extremely strong
6% regional/suburban hubs

Remain in city-center with less

41% space likely…
ownership mindset, which
helps us navigate an
unpredictable, ever—
“
changing external market.
Invest heavily in remote work
41% capabilities
— Naveenkumar Nerlaje, HR
Source: EY Work Reimagined Leaders Forum, 2021
Head, Licious

8 Hybrid 2.0 - The next—gen work model is here to stay

Chapter 3

Executive
summary
 Q2
A successful hybrid work model is the need of
the hour as employers and employees have
experienced and are experiencing never—
seen—before disruptions in the recent past
and the foreseeable future respectively. Most
organizations are experimenting with
initiatives and strategies to perfect this new
When people can work from
workforce model. However, in many cases
they are disjointed, point—in—time, everywhere, what type of culture do
reactionary efforts which may not lead to a we need?
holistic, proactive and forward—looking
solution. Creation of an enabling culture for Hybrid
2.0 is determined by the embodiment of
Implementation of a successful hybrid model shared purpose, establishment of clear
that yields desired returns for your business accountabilities, ensuring uniform levels of
requires careful deliberation on the following visibility and accessibility for all employees
key fronts: and maintaining emotional well—being.

Q1 Q3
When people can work from When people can work from
everywhere, what type of workplace everywhere, what type of people
do we need? practices do we need?

Design of a supportive workplace for Institutionalization of sustainable people

Hybrid 2.0 is impacted by the extent of practices for Hybrid 2.0 is driven by
remoteness of different roles, pace of enhancing employee productivity,
talent acceleration needed, degree of inculcating a sense of connect and
technology infusion present/planned and belongingness and providing equitable
the purpose to be served by a physical treatment to accommodate for diverse
office. workforce types and preferences.

10 Hybrid 2.0 - The next—gen work model is here to stay

 An enduring shift
Chapter 4

towards hybrid
work models
The pandemic forced all organizations to For employees who adopt this, it allows the
adopt a remote working model. As the second flexibility to continue working remotely,
wave in India continues to test business balancing their personal and professional
resilience, organizations are evaluating and responsibilities; while also having access to
reimagining what their model should look like, office premises for critical internal/ external
for today and for the future. The answer does meetings, team collaboration events, social
not lie at either extremes, but on a continuum mixers/ networking and more.
– a unique combination of in—office and
remote working determined basis the Organizations, through decreased in office
organization’s business model and talent occupancy rates, have an opportunity to
needs. realize substantial savings by optimizing their

“
real estate footprint.

As one of the fastest growing

74%
employers are planning
hyperlocal players in India, we moderate to extensive
were not only fully operational changes in real estate3
but also rapidly expanding our
fleet of frontline delivery
personnel to cater to emerging Organizations are also exploring previously
consumer needs during untapped talent pools and innovative
lockdown. We know and employment models to build their ability to
scale up or down rapidly in response to
acknowledge that our business
external changes.
model will not support fully-
remote working for a large While the benefits are straightforward,
section of our employees, successfully implementing a hybrid work
however we are ensuring that model is anything but simple. There is no
one—size—fits—all approach for bringing
we give them a highly safe work
environment. “
- Tanushree Ray, HR Head,
Shadowfax
employees (either a part of them permanently
or all of them periodically) back to work. And
it’s something many companies are realizing
as they attempt to adopt a successful hybrid—
work model.

Organizations today are in the process of

evaluating and defining the nature as well as
place of work for their workforce. The
business model of the organization is the
critical first input that shapes the
organization’s approach towards this decision.

Business models and nature of work

performed by large sections of their
workforce, force some organizations to adopt
a more conservative hybrid model, more tilted
towards in—office working. For others,
benefits of hybrid work are evident.
12 Hybrid 2.0 - The next—gen work model is here to stay
 Designing fit-for-
Chapter 5

purpose hybrid
work models
There are three critical decisions organizations need to deliberate upon before adopting a hybrid
work model. When people can work from everywhere:

What type of What type of What type of

1
1 workplace do we
need?
2
1 culture do we
need?
3
1 people practices
do we need?

Deliberation levers for hybrid 2.0 work models

Role Shared
remoteness purpose

1 Productivity

Talent
1 1
acceleration 2 2 Accountability
2
Technology 3 Connect and 3 Visibility and
4 4
infusion belongingness accessibility

3 Equitable
treatment

Purpose of Emotional
physical office wellbeing

Workplace Practices Culture

When people can work from everywhere, what type of workplace,

? people practices and culture do we need? ?

Framework for designing hybrid work model based on market insights and EY research

14 Hybrid 2.0 - The next—gen work model is here to stay

Workplace that will support 2. Talent acceleration:
Hybrid 2.0
Leading Insurance—tech firm

1. Role remoteness:
“We are considering expanding to
tier 2 cities by onboarding the
Each role in an organization, based on the capable, keen, trainable and
defined roles and responsibilities, interfaces/ relatively inexpensive talent from
interactions and nature of service delivery, smaller cities.”
has an inherent degree of “remote—ability” or
remote working propensity. Scientifically
determining this degree of role remoteness
across sections of the organization, is a key
input into designing the hybrid work model for Leading hyperlocal player
the organization.
“We are now open to exploring
options to hire for niche
Leading eB2B player
technology roles, which are in
perennial shortage here, from
“Many of our tech & engineering developed economies like Europe
roles are working completely & the US, which was unthinkable
remotely, with no adverse impact previously.”
on output.”

“
Leading eB2C player

“Our fulfilment centres were We are looking for ’personal

working just as normal, just with agility’ in the talent we hire. We
reduced capacity to ensure social
need people who can navigate
distancing.”
business uncertainties

In order to equip the steep growth journeys

many leading e—commerce players in India
are experiencing, there is significant focus on
Director, HR – ShopX
“
effectively and with ease.
- Devika Chauhan, Associate

talent acquisition, at speed and scale. In many

cases, companies are opting to tap previously
inaccessible (or assumed so) talent pools.
With the available proof of concept for remote
work, organizations are hiring virtual workers
in locations other than their base location,
based on cost and availability of skills. They
are also opening doors to different types of
workers and employment models like gig
workers and socially/ physically immobile
members of the workforce.

15 Hybrid 2.0 - The next—gen work model is here to stay

 3. Technology infusion: 4. Purpose for physical office:

Technology has and will continue to play a

central role in driving hybrid work. A majority Leading hyperlocal player
of e—commerce organizations have been built
on a foundation of sound technology “We are utilizing our office as a
infrastructure to support their customer hub to ensure assimilation,
journeys, most of them were able to quickly learning and collaboration, as it is
pivot to nearly seamless remote operations important to frequently bring
and in many cases, it led them to reimagine together (physically) our rapidly
the way a role contributes to the expanding employee base, so that
organization’s success. we don’t lose touch with our
culture and purpose as a

“
company.”

Great hybrid work models can segregate

Technology acceleration brought between the concept of work and office in
on by the pandemic led to a ensuring seamless delivery of product/
fundamental shift in the way we service offerings to its customers.
sell, necessitating a digital
The physical office (whether the corporate
set of our salesforce “
upgrade to the mindset and skill

- Preeti Kaul, People & Culture

office or branches, nodal centres and hubs)
plays a critical role in the organization’s
success. It is important for the leadership
team to identify the purpose of the physical
Head – Upgrad
office in enabling work and workforce,
depending on their unique business context
and challenges.

“
The office can assume a transactional role of
a place to get work done, or be repurposed to
act as a connector of diverse employee
segments and ideas, a center for
collaboration and complex problem solving,
Technology has helped us bridge an anchor in times of uncertainty and a
‘the location gap’ and enabled means to reinforce desired culture and ways
enhanced collaboration, as our of working.
teams continue to work in a
hybrid manner
- Akhil Sikri, Chief Technology
Officer & HR Head – Zolo Stays
“
16 Hybrid 2.0 - The next—gen work model is here to stay
Culture that will enable 2. Accountability:
Hybrid 2.0
In hybrid work, accountability of individual
1. Shared purpose: and team outcomes and transparency in
performance delivery, especially in areas of
shared responsibility is crucial to instil mutual
trust and maintain high performance.
Fast growing FinTech
company It is critical to continuously document and
update goals and progress and frequently
“We doubled our leadership team connect on challenges faced and way forward.
during the pandemic. Even though Agile performance philosophies like objectives
we had hired seasoned industry & key results (OKRs) have been increasingly
experts, we mapped buddies from adopted by e—commerce organizations to
within the leadership team, who bring in agility and continuous monitoring of
played a very active role in performance. It is a proven methodology to
cultural assimilation of new hires help drive purpose—led achievement of
over their first few months.” aspirational goals, greater collaboration,
enhanced transparency and sharp focus on
desired outcomes; while allowing firms the
agility not often offered by traditional goal—
Emerging hyperlocal setting mechanisms.
company

“We maintained negligible attrition

amongst our delivery staff, when
70%
of participating organizations
multiple industries were struggling have highlighted accountability
with labour migration issues during and performance outcomes as a
the lockdown owing to constant critical focus area4
reinforcement of our purpose, in
words and in action, which led to
continued morale and high
productivity.”
50%
of participating organizations
A shared purpose, that is clearly defined, have adopted agile
communicated and understood by all greatly performance management
enables the organization’s success, continued philosophies5
engagement with customers and ability to
attract and retain the best talent.

In hybrid working, reinforcement of shared

purpose needs focus, in absence of in—person
opportunities like frequent interactions with
leaders/ colleagues, posters/ visual
messaging on office premises, etc. A
workforce that is aligned to the purpose, is
truly invested in the company’s success and
willing to walk the extra mile.

17 Hybrid 2.0 - The next—gen work model is here to stay

 3. Visibility and accessibility
44% 38%
Millennials
and
Gen Z employees
Some leaders and employees may not be able
to adopt to hybrid ways of working as who took time off work due of
naturally as others, due to innate preferences. stress or anxiety said they
hadn’t disclosed the real reason
While most leaders adapt themselves due to
to their managers due to the
their role requirements; many team members stigma attached7

“
may struggle to get the required attention as
remote workers.
This was a risk highlighted by many
organizations. Certain employee segments
have retreated into a cocoon with extensive We have an abundance of
virtual working; which can be detrimental to bright, young talent. We
overall engagement and motivation levels,
provide ‘no—judgement
with a potential to lead to low productivity
and/ or attrition. sabbaticals’ to ensure their
continued learning and growth
in their chosen areas, or even
57% rejuvenation and recovery from
burnout.
of the world prefers
introversion, according to the - Jasneet Kaur, Chief Human
2019 Myers-briggs Type
Indicator (MBTI) global sample6

It is incumbent on the leadership team to

Resource Officer & Akanksha
Jain, Head of PR and
Communications – BharatPe
“
clearly establish team norms and ensure that
their time and attention is not
disproportionately directed towards well—
networked, extroverted and forthcoming
employees. They need to be able to create an Leading hyperlocal player
environment of trust, openness and connect
with every team member.
“Ensuring psychological safety
4. Emotional Wellbeing amongst teams is a key priority
area for us this year. Our team is
Emotional well—being is a critical part of an implementing a series of
individual’s overall health and attitude interventions to address it.”
towards life and work. It has rightfully gained
increased employer focus during the
pandemic due to growing issues of burnout, It is as essential to ensure emotional
stress and mental health concerns amongst wellbeing of employees as it is to provide
workers. them tools/ technology to work. It needs to
begin with leadership team members being
While most organizations and individuals been empathetic to employees’ needs (truly
impacted, to varying degrees, we still have a listening), providing forums to voice and
long distance to cover in enabling open and address challenges, reasonable allocation
honest conversations at the workplace around of workload, establishment of formal and
mental health and emotional well—being. informal support groups and avenues to
disconnect from work among others.
Conscious and unconscious biases towards
people suffering from mental health issues,
need to be addressed by organizations at a
18 Hybrid 2.0 - The next—gen work model is here to stay systemic level.
People practices that will Different aids/ support mechanisms have to
be put in place to enable high performance
sustain Hybrid 2.0 from different sets of employees. Leaders
could operate from different biases based on
their own work preferences/ arrangements.
1. Productivity:
While designing hybrid work models and team
norms, it is important to think of comparable
Maintaining and enhancing productivity from offerings to optimize outputs from both sets
both in—office and remote employees, of employees. Leaders need to start
especially when teams consist of a mix of both modelling these new norms and behaviours
types is a crucial part of unravelling the first, and let go of erstwhile way of working,
puzzle of sustained hybrid work models. for it to percolate to teams below.
Traditional outlook towards productivity may
no longer suffice.

49% 2. Connect and belongingness:

employers are looking to
change how they measure Connect and belongingness are powerful
productivity at work8 sentiments experienced internally and
demonstrated externally in tangible
behaviours, daily, by all employees. This
It is also important to note that not all
needs to be continuously reinforced in
employees are adequately equipped with
employees through cultural, procedural and
high—speed internet access, designated home
managerial interventions.
workspaces or distraction free environments.
A hybrid environment may also put employees
who chose to work remotely at a Many organizations have
started asking employees to
disadvantage, if there is a loss in context due
come to office two days in a
to “socially gathered information” or if week, to spend that time
employees “seen” in the office are perceived disproportionately in activities
to be more productive. such as team bonding

“
sessions, career conversations
with mentors and leadership
townhalls.

“
Performance was a key driver in
shaping our hybrid work model.
Agents who have lower
productivity have been asked to Hiring for culture and training
return to work and we are for skills is an important part of
already seeing improvement in our brand ethos. Referrals only
outcomes. Our high performing hiring has become a critical lever
agents have been given an
option to continue to work from
anywhere as an earned privilege.
“ in our organisation model. “
- Akriti Chopra, Head of People
Development – Zomato
- Sarbvir Singh, CEO –
Policybazaar

19 Hybrid 2.0 - The next—gen work model is here to stay

 “
Connectedness to the organization can create
an emotional bond, which makes the
employee believe in the organization’s
purpose and direction, understand and have
faith in the decisions taken by the leadership None of us were prepared for
(even the difficult ones), spearhead change the pandemic that struck us like
initiatives, contribute to his/her role
a tsunami. In the hybrid work
meaningfully and act as cultural
ambassadors, among others things. model we adopted, it was
important to ensure that we
change and adapt our approach
and policies as the situation
3. Equitable treatment:
unfolded, to ensure we maintain

Being treated with fairness and equality is key

to maintaining employee morale and
motivation on the job. Simply put, all
employee engagement and
productivity.
“
- Manjula Rao, Vice President
employees compare their inputs (time and and HR Head – FirstCry
effort) to the outcomes (monetary and non—
monetary) received from the job.

“
78%
employers are planning
moderate to extensive changes
to remote work strategies and Employee—friendly policies and
associated policy changes9 practices are deeply embedded
in our value proposition. As we
If there is misalignment felt by the employee
transitioned to new ways of
in the two aspects, either inherently at an
individual level or when compared with peers/ working, we reinforced this with
people manning similar roles, it can lead to several market—leading practices
discontentment and eventual disengagement. to enable and support our
This fairness and equality can span various employees in these
facets of the employee’s experience at work in
terms of employee policies and benefits,
career growth and learning opportunities,
pay, recognition and rewards, flexibility, well—
being and support/ enablement at work.
“
unprecedented times.
- Sumanta Dey, Senior
Director, Corporate Affairs -
Unacademy

The pandemic has unearthed the need to be

far more sensitive to personal responsibilities
of many employees (for example working
parents with young kids at home with day—
care centres and schools being closed and
employees with care—provider duties at
home). Meaningful employee experiences can
create a level playing field for all employee
segments and ensure that they are
sufficiently supported, treated equitably and
fairly and feel empowered to deliver to their
maximum potential.

20 Hybrid 2.0 - The next—gen work model is here to stay

Chapter 6

Conclusion
Adopting a hybrid workforce model is the natural choice going forward; however,
it is definitely not an easy transition to ensure seamless coexistence of different
types of employees. Organizations will need to go digital and transform for
growth on the new S curve. Future—focused planning must place humans at the
center, technology at speed and innovation at scale as the central values of
transformation. Companies already operating with these value drivers are
proving more resilient and will adapt even faster, in the new equilibrium and
beyond.

This creates a pivotal opportunity for leaders to reimagine the organizational

landscape, along the key levers of workplace, culture and people practices. While
the eventual design of each hybrid model will be different, based on the
business’s unique context, it is critical to fully understand, thoroughly deliberate
and carefully conceive each of the contributing factors that lead to a supportive
workplace, enabling culture and sustainable people practices.

The uncertain pace and inconsistent needs of the external and internal
environment demands direct action and close involvement of the top leadership
and subsequently, their next—in—lines. The leadership needs to listen (gather data
on workforce, business and environment), align (agree on the future blueprint)
and act (lead and measure enterprise—wide change). This exercise needs to be
carried out in iterative cycles to continuously sharpen their hybrid workforce
models, in order to ensure that it yields the desired results on business and
people related fronts.

5 Hybrid 2.0 - The next—gen work model is here to stay

Chapter 7

About the team

 People Advisory Services (PAS) E—commerce Advisory Overview
Overview

PAS is amongst the largest HR advisory The E—commerce Advisory focuses on

practices in India with a dedicated team driving growth, strategy formulation and
of 150+ experienced HR consultants. It strengthening the positioning of EY as a
specializes in advising clients on brand in the e—commerce and consumer
solutions across the HR value chain, internet sectors in India. The Advisory
such as Organization Design, helps to foster enhanced capability,
Performance, Rewards, Talent innovation and alliances within the
Acquisition, Learning & Development, sector and implements programs across
HR Systems & Processes, Mobility and transaction advisory, strategy,
HR Analytics. As one of the 5 EY global performance improvement and tax. It
Centres of Excellence, it brings in the also spearheads initiatives to develop
best of EY’s global network and and communicate market insights in the
expertise and frequently engages with form of thought leadership articles,
leading Indian and global players across point—of—view documents, external
multiple industries and diverse publications among others.
organizational sizes and stages of
maturity.
Contributing team

Ankur Pahwa Alpana Dutta Neha Sharma

Partner — Strategy and Partner – People Advisory Partner – People Advisory
Transactions, TCF—Transaction Services Services
Diligence alpana.priyabhashini@in.ey.com neha6.sharma@in.ey.com
ankur.pahwa@in.ey.com Alpana leads Culture & Leadership Neha leads people analytics as a
Ankur leads E—commerce and solution for EY at an EMEIA level solution area and focuses on E—
Consumer Internet as sectors for and focuses on TMT & GCCs as commerce as a sector for PAS
EY India nationally sectors for PAS India India

Nidhi Gupta Divya Chandrasekhar Rohit T Koshy

Director – People Advisory Senior Manager – People Associate Director – Markets &
Services Advisory Services Business Development

Raman R Saligram Neha Bharti Akanksha Singh

Associate Director – Markets & Assistant Director – Markets & Senior Consultant – People
Business Development Business Development Advisory Services

Akshey Bhanot
Consultant – People Advisory
Services

24 Hybrid 2.0 - The next—gen work model is here to stay

Bibliography Sources:

1: https://www.ibef.org/industry/ecommerce—
presentation

2: https://www.ey.com/en_gl/consumer—products—
retail/future—consumer—index—how—to—capture—the—
real—e—commerce—opportunity

3: Based on insights from the EY Physical Return to Work

Reimagined (PRWR) survey and JAM analysis (from an
interactive crowdsourcing event) using the MillionYou
platform in June and July 2020

4 & 5: EY Analysis based on conversations with

participating organizations

6: https://www.themyersbriggs.com/en—US/Connect—
with—us/Blog/2020/January/World—Introvert—Day—2020

7: https://hbr.org/2020/09/make—mental—health—your—
1—priority

8: Based on insights from the EY Physical Return to Work

Reimagined (PRWR) survey and JAM analysis (from an
interactive crowdsourcing event) using the MillionYou
platform in June and July 2020

9: Based on insights from the EY Physical Return to Work

Reimagined (PRWR) survey and JAM analysis (from an
interactive crowdsourcing event) using the MillionYou
platform in June and July 2020
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29 Senapati Bapat Marg
Chennai Dadar (W), Mumbai - 400 028
Tidel Park, 6th & 7th Floor Tel: + 91 22 6192 0000
A Block, No.4, Rajiv Gandhi Salai
Taramani, Chennai - 600 113 5th Floor, Block B-2
Tel: + 91 44 6654 8100 Nirlon Knowledge Park
Off. Western Express Highway
Delhi NCR Goregaon (E)
Golf View Corporate Tower B Mumbai - 400 063
Sector 42, Sector Road Tel: + 91 22 6192 0000
Gurugram - 122 002
Tel: + 91 124 443 4000 Pune
C-401, 4th floor
3rd & 6th Floor, Worldmark-1 Panchshil Tech Park, Yerwada
IGI Airport Hospitality District (Near Don Bosco School)
Aerocity, New Delhi - 110 037 Pune - 411 006
Tel: + 91 11 4731 8000 Tel: + 91 20 4912 6000

4th & 5th Floor, Plot No 2B

Tower 2, Sector 126
Gautam Budh Nagar, U.P.
Noida - 201 304
Tel: + 91 120 671 7000
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