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Corporate�SustainabilityReport�2015-16
th
12
Sustainability�Our�Cultural�
E H S
Registered�office:Bangur�Nagar,�Beawar-305�901,District-Ajmer,�Rajasthan.
Phone:� (+91)�1462-228101-06Fax:�� �(+91)�1462-228117/228119Toll�Free:��1800�180�6003/6004
Corporate�Office:21�Strand�Road,�Kolkata-700�001,�West�Bengal.
Phone:�(+91)�33-22309601-04Fax:�(+91)�33-22434226
The� story� of� Shree� Cement� Limited's� (SCL's)� growth� is� built�around�sustainable�development,�with�ancient�Indian�cultural�values�at�its�crux.�While�SCL�continues�to�shine�in�the�realms�of�market � presence, � energy� efficiency, � and� resource�conservation,�its�biggest�idiosyncrasy�lies�in�our�culture�‒�the�culture�which�emanates� from�the�morals�of�our� forefathers.�The� combined� heritage� prevalent� at� SCL� is� the� fabric� that�weaves�us�together�to�walk�on�the�path�of�“Shubh�Labh”�‒�an�age�old�principle�of�generating�profit�that� is� tempered�with�goodness,�a�value�creation�process�that�benefits�every�facet�of�the�community.
Our� culture� driven� values� motivate� us� to� protect� our�environment,�conserve�our�resources,�care�for�the�vulnerable,�
and�nurture�the�people�who�have�shown�faith�in�us.�The�central�objective�of�our�business�is�to�upgrade�the�standard�of�living�of�people.�We�strive�to�serve�the�society�which�our�customers�and�stakeholders� belong� to,� and� proactively� work� towards�addressing� their� requirements� and� concerns.� Our� customer�loyalty� has� led� us� to� acknowledge� the� intrinsic� value� of�continuous�excellence�in�the�products�which�we�manufacture,�giving�SCL�its�culture�of�sustainable�development�and�growth.
SCL� has� gained� prominence� in� the� global� cement� industry�through� conscious� choice,� robust� decision� making,� and�discipline� in� its�operations.� Sustainability� in�every�aspect�of�business�and�operations�defines�our�work�culture�and�is�the�ethos�that�is�echoed�in�every�product�and�process�of�SCL.
CONTENTS
Our�Business�ProfileManufacturing�Units
Awards�&�Recognitions
Targets�and�Performance
Sustainable�Corporate�Governance
Ethics�&�Integrity
OUR�PEOPLE�and�SOCIETY
Green�Supply�Chain�Management
The�SCL�Philosophy,�Vision�and�Guiding�Principles
Our�Values,�Our�Operating�Strengths 0304
09
1416
1718
2226
27
2930
3436
3738
43
5152
5863
6577
01
Reporting�as�per�GRI�G4�Guidelines,�“In-accordance”�-�Comprehensive�Options
MANAGEMENT�SAY
OUR�BUSINESS,�OUR�COMMITMENT
CULTURE�of�SUSTAINABLE�GOVERNANCEStakeholder�Engagement�&�Materiality�
Risk�Management
�STRENGTHENING�ECONOMIC�PERFORMANCE
Shaping�Employees�in�SCL�Culture
Safety�First�-�A�Proactive�Health�&�Safety�Culture
Engaging�with�Our�CommunitiesANNEXURES
GRI�G4�INDEX
IFC�Performance�Indicators�&�Monitoring
����������������WBCSD�Cement�Sustainability�InitiativeKPIs�for�Cement�Industry
Assurance�Statement
CSI�Charter
10
02
12
78
79
8393
94
Biodiversity�‒�Our�Natural�Heritage
Resource�Management�
Energy�and�Emissions
ENSHRINING�CULTURE-SAFEGUARDING�ENVIRONMENT
Compliance
Marketing�and�Product�Responsibility
Ethics�Focused�Economic�Performance
46
Water�Management 47
OUR�VISIONLead�in�creating�prosperity�and�happiness�for�all�stakeholders�through�innovation�and�sustainable�practices
As�an�organization,�we�spread�happiness�amongst�everyone�connected�with�our�ecosystem�and�create�wealth�for�investors,�employees,�business�associates�and�communities�where�we�operate�by�experimenting�and�implementing�new�ideas�for�improving�efficiencies�and�maximizing�the�ratio�of�output�product�to�input�resources.
l Enforce�good�corporate�governance�practices
l Encourage�integrity�of�conduct
l Ensure�clarity�and�unambiguity�in�
communication
l Remain�accountable�to�all�stakeholders
l Encourage�socially�responsible�behaviour
OUR�GUIDING�PRINCIPLES
THE�SCL�PHILOSOPHY
“Aah�No�Bhadra:�Kratavo�Yantu�Vishwatah”�-�Rigveda
“Let�noble�thoughts�come�to�us�from�all�over�the�World.”
At�SCL,�we�believe�in�imbibing�and�extending�these�noble�thoughts�across�all�our�functions.We�call�it�The�SCL�Philosophy,�which�makes�us�an�organization�that�is:•�Quality�and�Energy�Conscious•��Socially�Responsive•�Employee�and�Environment�Friendly•�Customer�Responsive•�Investor�Rewarding•�Sustainable�
OUR�VALUES,�OUR�OPERATING�STRENGTHS
Passion�forEfficiency
•���Ensuring�optimumoutcomes�in�everything
we�do�at�work•����Achieve�our�targetsconsistently�withminimal�costs Simplify
Extracting�theessence�and�keep
communication�simple
Dynamism•����Prioritizing�opportunitiesand�challenges�to�enableswift�decision�making•���Being�flexible�in�our
approach�tofind�effective�business
solutions
Care•�����Being�compassionate
towardsour�communities�and
environment•��Working�together�as�one
family,�connectpersonally�with
each�other•��Demonstratinghumane�touch�in
the�waywe�work
Creativity�andInnovation
•�����Experimenting�withnew�ideas�to�improve
continuously•���Striving�to�take�risk�for
adding�value�tothe�business
Trust�and�Support•����Believing�in�each�other
with�mutual�respect•����Promoting�honest�and�open
communication•���Building�an�environment
of�freedom�withresponsibility
02 03
MANAGEMENT�SAY
1Revealed in a report published by Carbon Disclosure project (CDP) in June 2016. SCL is in the top 3, Preceded only by Holcim Group, globally
I'm�delighted�that�SCL�has�indeed�traversed�the�journey�to�success�on�an�inclusive�growth�path.�I'm�inspired�by�the�fact�that�our�process�and�products�are�a�visible�testimony�to�our�efforts�towards�inclusive�growth.
People�and�planet�together�with�profit�has�been�the�enduring�principle�of�our�business�model.�Our�firmness�in�the�face�of�challenges�has�enriched�our�value�creation�proposition�ensuring�our�stakeholder�reap�multi�facet�returns.�Our�high�dividend�payouts,�with�market�capitalization�among�top�50,�reaffirms�the�consistent�returns�SCL�generates�for�its�stakeholders.
Our�financial�returns�are�strongly�coupled�with�social�returns.�SCL�has�taken�up�numerous�community�initiatives�in�the�catchment�areas�around�SCL's�plant�sites�such�as�Shree�Swachata�project,�Shree�Balika�Samridhi�Yojana,�Sustainable�farming�etc.�These�initiatives�are�aimed�to�work�together�to�bring�a�holistic�upliftment�in�the�living�standard�of�the�local�communities.�The�social�returns�are�as�much�as,�if�not�more,�a�part�of�our�bottom�line�as�the�financial�gain�of�our�business.
The�cement�industry�is�one�of�the�largest�growing�industry�in�manufacturing�sectors�globally.�In�spite�of�being�a�mature�market,�it�displays�a�high�growth�rate.�At�SCL,�we�believe,�
H.�M.�BangurManaging�Director
B.�G.�BangurChairman
Our�Culture�is�our�heritage,�our�pride�and�our�way�of�life.�Our�age-old�cultural�values�and�time�tested�traditions�have�always�inspired�the�mankind�for�an�eco-friendly�and�sustainable�lifestyle.�Climate�Change�is�one�of�the�greatest�challenges�that�the�world�is�facing�today�and�it�is�not�only�impacting�standard�of�life�across�the�vulnerable�sections�of�society,�but�also�has�the�potential�to�disrupt�our�future�generation's�prospects�for�a�better�tomorrow.��It�gives�me�great�pride�to�share�with�our�stakeholders�that�SCL�has�taken�a�strong�stance�in�combating�
ndClimate�Change�by�standing�2 �globally�among�cement�sector�peers,�in�reduction�of�CO2�emissions¹.�
We�believe�this�is�just�the�beginning.�Continual�perseverance�and�greater�commitment�is�required�to�tackle�Climate�Change�and�to�meet�India's�commitments�at�2015�Paris�Agreement.�SCL�will�continue�to�contribute�its�upmost�best�towards�the�country's�targets�and�goals.�
�The�present�report�is�built�around�the�SCL's�efforts�to�build�a�culture�of�sustainability�in�every�aspect�of�our�business.�We�have�showcased�our�efforts�towards�mitigation�of�adverse�impacts�of�Climate�Change,�so�that�our�shareholders�are�aware�of�the�progress�that�the�Company�has�achieved.�I'm�delighted�to�share�
that�this�year�SCL�has�been�awarded�5-Star�rating�in�Cement�Manufacturing�by�the�international�benchmarking�firm�Whitehopleman,�U.K.�SCL�has�bettered�its�own�consistent�record�of�4-Star�rating�of�15�years�and�is�the�first�cement�company�to�receive�a�5-Star�rating�in�the�18�years�history�of�Whitehopleman.�
Sustainability�reports�have�always�been�not�only�the�tool�to�showcase�SCL's�efforts�towards�sustainable�development�&�climate�change,�but�also�a�means�for�transparent�communication�to�all�of�our�stakeholders.�It's�encouraging�that�we�have�received�Best�Sustainability�Report�Award�by�World�CSR�Congress�in�2015-16.
thOn�this�note,�I�present�to�you��SCL's�12 �Sustainability�Report�showcasing�the�strides�SCL�has�made�to�build�a�successful�business�enterprise�on�a�low�carbon�trajectory�that�also�protects�the�world�we�inhabit.
expansion�is�necessary�but�should�be�built�on�a�foundation�of�process�innovation�and�inclusive�growth�to�create�sustained�success.�Accordingly,�this�year�we�have�started�pre-project�activities�for�integrated�plant�in�Karnataka�of�approximate�capacity�4.5�million�tons.�We�have�invested�in�grinding�units�in�3�states�-�Odisha,�West�Bengal�and�Jharkhand�with�aggregate�capacity�of�approximately�5�million�tons.�We�are�also�looking�to�expand�our�capacity�in�Rajasthan.�Our�vision�is�to�cater�to�the�demand�for�cement�through�a�sustainability�driven�process�that�works�on�low�carbon�trajectory.�
Our�outlook�has�always�been�and�will�always�be,�to�create�lasting�relationships�with�our�stakeholders�that�fosters�equitable�growth�and�expansion.
04 05
At�SCL,�every�initiative�comes�down�to�its�people.�The�drive�and�passion�of�our�people�ensures�our�success�and�continual�retention�of�our�market�share.�In�a�survey�conducted�by�an�external�consultant,�86%�of�the�SCL's�employees�displayed�high�engagement�levels�and�involvement�at�their�work.�SCL�ranked�among�the�20�best�employers�in�India�in�a�Survey�conducted�by�Business�Today�Magazine�and�Mercer�TNS.�We�want��to�continuously�attract�talent�and�being�an�employer�of�choice�in�the�cement�industry.�We�believe�the�first�step�in�this�direction�is�to�ensure�that�every�employee�returns�home�safely�at�the�end�of�a�good�day's�work.��Employee�health�and�safety�is�a�high�priority�for�the�management�and�board�of�SCL.�Employees�can�focus�on�their�work�knowing�that�they�are�in�a�safe�and�secure�work�environment.
Prashant�BangurJt.�Managing�Director
We�believe�perfection�is�the�enemy�of�betterment�except�when�it�comes�to�safety.�Perfection�is�all�we�seek.�We�want�perfection�if�it�means�zero�accidents�and�injuries.�We�believe�every�injury�is�preventable�and�avoidable�with�the�right�precaution�and�awareness.�
All�SCL�units�have�undergone�OHSAS�18001�certification�and�are�continuously�monitored�for�maintenance�of�the�highest�safety�standards.�We�were�the�first�cement�company�to�join�Cement�Sustainability�Initiative�of�World�Business�Council�for�Sustainable�Development.�This�year�we�joined�the�working�group�of�WBCSD-CSI�on�Health�and�Safety�which�summarizes�the�individual�member�action�in�the�Health�and�Safety�area.�Through�this�initiative�we�are�collaborating�with�our�peers�to�realize�the�vision�behind�“Aiming�for�zero”-�working�towards�zero�fatalities�and�injuries.
I'm�pleased�to�report�to�our�stakeholders�that�this�year�we�have�had�no�fatalities�among�our�employees�within�our�operations�and�credit�this�to�vigilance�and�dedication�of�our�workforce.��We�are�aware�that,�above�all�100%�participation�from�our�direct�and�indirect�workforce�will�be�the�single�critical�factor�that�will�set�us�apart�in�ensuring�a�safe�and�secure�environment.�So�it�is�heartening�to�see�the�enthusiasm�and�vigilance�our�employees�have�shown�on�the�Shree�Safety�Portal.�It�inspires�the�faith�that�the�safety�mantra�has�truly�permeated�to�the�fiber�of�the�organization�and�would�soon�create�a�workplace�that�knows�no�occupational�injuries�and�has�zero�fatalities.
The�Indian�Cement�Industry�is�the�second�largest�industry�in�the�world�after�China.�The�Indian�economy�relies�heavily�on�the�cement�industry�for�construction.�The�demand�for�cement�in�India�is�expected�to�increase�exponentially�by�550-600�Million�Tonnes�Per�Annum�(MTPA)�by�2025.�Therefore,�in�order�to�meet�higher�demands�cement�companies�are�expected�to�add�56�Million�Tonnes�(MT)�capacity�over�the�next�three�years.�Furthermore,�Indian�Cement�Industry�may�record�a�growthof�eight�percent�by�next�year�end�to�395�MT�from�the�currentlevel�of�366�MT.�It�may�further�escalate�to�421�MT�by�the�end
2of�2017 .
Escalation�of�demand�in�the�Indian�cement�industry�may�cause�more�energy�consumption�and�carbon�emission.�Therefore,SCL�persistently�opts�for�energy�efficient�models.�SCL�executes�its�operations�through�environment�friendly�equipment.�It�has�best-in-class�technologies�that�reduces�water�consumption,�improves�energy�efficiency�and�utilizes�waste�in�production�processes.�
SCL�is�cognizant�of�the�fact�that�our�profitability�should�not�come�at�the�price�of�our�natural�resources.�We�are�progressively�increasing�replacement�of�“clinker”�with�slag�and�fly�ash�to�reduce�pressure�on�natural�resources.�Furthermore,�our�Green�Power�Projects�helped�us�in�conserving�fuels�and�consequently,�in�attaining�CO �reduction.�We�have�also�reduced�the�specific�2
dust�emissions�from�our�process�by�improving�the�efficiency�of�ESP,�dust�collectors�and�installation�of�bag�houses.�
We�have�also�taken�steps�towards�water�conservation.�We�have�replaced�the�Conventional�Water�Cooling�System�with�Air�
P.�N.�ChhanganiPresident�(Works)
2http://www.ibef.org/industry/cement-india.aspx
06 07
Cooled�Condensing�System.�Moreover,�we�have�also�installed�Waste�Heat�Recovery�Boilers�(WHRB)�in�all�existing�clinkerisation�units�and�are�committed�to�install�the�WHRB�in�all�the�upcoming�units.�WHRBs�helped�us�in�considerable�water�and�fuel�saving.�We�are�also�promoting�rain�water�harvesting�and�roof�rain�water�harvesting�within�and�outside�our�operations.
We�are�and�will�always�strive�for�opting�those�operational�models�that�lead�towards�sustainable�development�and�safeguarding�environment.�
MANAGEMENT�SAY
SCL's�marketing�strategies�resonate�around�the�belief�that�every�customer�has�different�expectations�and�keeping�them�satisfied�is�paramount.�As�per�the�customer�satisfaction�survey�conducted�by�us�we�have�been�rated�4.14�on�a�Likert�scale�of�1-5�by�the�customers.�They�have�reported�that�they�are�satisfied�with�the�overall�quality,�services,�and�product�information�rendered�by�our�dealers.�
As�the�demand�for�cement�is�increasing,�SCL�has�increased�its�truck�fleet�as�well.�We�have�cautiously�maintained�the�coordination�amongst�the�supply�and�logistics�partners�to�ensure�timely�delivery�and�fulfill�unpredictable�demand.�Furthermore,�SCL�has�the�capacity�not�only�to�cater�to�a�small�consumer�demand�of�20�tons�but�also�to�a�large�consumer�demand�of�5,000�tons.
Higher�competition�has�never�stopped�us�from�constantly�stretching�ourselves�to�our�farthest�potential.��SCL's�marketing�teams�serve�customers�based�on�their�respective�needs�and�wants.�Our�marketing�teams�meticulously�take�decisions�pertaining�to�the�right�mix�of�channels�in�order�to�ensure�cost-effectiveness�and�successful�promotions�of�our�brands.�
Diwakar�PayalPresident�(Marketing)
Moreover,�we�also�relentlessly�work�to�build�strategies�that�could�help�us�in�optimizing�our�brand�reach�and�penetrate�markets�we�are�serving.�SCL's�marketing�teams�focus�continually�on�research�&�development�in�order�to�bridge�the�gap�and�cater�to�the�market�demand.�All�these�measures�not�only�help�us�in�retaining�customer�loyalty�in�present�competitive�markets�but�also�help�us�in�'on-time�delivery'�of�ever�changing�customer�demands.
Our�Bus nessiOur�Commitment��
08 09
MANAGEMENT�SAY
SCL�at�a�Glance
Shareholding�Profile
SCL�is�a�Public�Limited�Company�and�is�listed�on�the�Bombay�Stock�Exchange�and�National�Stock�Exchange.�For�detailed�shareholder�information,�please�refer�to�the�Annual�Report�on�the�website�www.shreecement.in.�
There�was�no�change�in�the�promoters'�shareholding�pattern�in�the�FY2015-2016.
Geographical�Presence
� State� Presence
� Rajasthan� Beawar,�Ras,�Khushkhera,�Suratgarh
� � and�Jobner�(Jaipur)�
� Uttarakhand�� Roorkee
� Bihar�� Aurangabad�
� Haryana�� Panipat
� Chhattisgarh� Baloda�Bazar�
� Uttar�Pradesh�� Bulandshahr
OUR�BUSINESS,�OUR�COMMITMENT
Promoters
FIIs�/�FPIs
NRIs�/�OCBs�/�Non-Domestic�Companies
Mutual�Funds
Indian�Public
Body�Corporate�and�NBFCs
Financial�Institutions,�Banks,�Insurance�Companies�etc
64.79�%
13.63�%
10.74�%
5.05�%3.24�%2.46�%0.09�%
We�are�currently�operating�in�the�above�mentioned�6�states�with�installed�cement�capacity�of�25.60�million�tons�as�on
st31 �March,�2016.�We�currently�have�the�highest�market�share�in�Rajasthan,�Delhi,�Haryana�and�Bihar�and�are�among�the�top�suppliers�in�Punjab,�West�Uttar�Pradesh�and�Uttarakhand.�
SCL�is�a�rapidly�growing�organization�with�its�core�business�in�cement�and�power.�We�commenced�operations�with�a�production�unit�of�0.6�million�tons�per�annum�in�1985�at�Bangur�Nagar,�Beawar,�Rajasthan.�Today�we�are�among�the�top�three�cement�groups�in�India�in�terms�of�production�with�installed�cement�capacity�of�25.6�million�tons�per�annum.�We�have�significant�footprint�across�the�Northern�and�Eastern�regions�of�
stIndia.�As�on�31 �March�2016,�our�business�operations�were�supported�by�5142�employees.�
In�the�cement�industry,�we�are�recognized�as�one�of�the�most�energy�and�resource�efficient�companies.�Our�corporate�governance�and�performance�in�the�social�and�financial�sector�is�lauded�and�appreciated�across�the�industry.�This�reinforces�our�culture�of�sustainable�development�and�inclusive�growth.
SCL�has�been�actively�reporting�to�Carbon�Disclosure�Project�(CDP),�London�since�last�5�years�and�scored�90�for�the�year�2014-15.�We�feel�pride�in�sharing�that�SCL�has�attracted�an�invitation�from�Dow�Jones�Sustainability�Index�(DJSI)�to�report�under�RobecoSAM�Corporate�Sustainability�Assessment�2016.
OUR�BUSINESS�PROFILE
IntegratedPlants
GrindingUnits
CementProductionCapacity�
3
725.6MTPA
SCL�believes�in�adopting�technologies�and�practices�which�are�environment�friendly�while�reducing�natural�resource�consumption.�We�strongly�believe�that�adopting�such�technologies�will�ultimately�improve�the�profitability.�At�SCL,�our�cultural�strata�build�lasting�relationships,�trust�and�happiness�that�bind�us�all�together�as�we�work�towards�inclusive�low�carbon�growth.
`LOW CARBON
Power�GenerationCapacity�including111MW�WHRP
612MW
ALTERNATE FUEL
10 11
Shareholding�Pattern
Manufacturing�Units Brands�and�ProductsIn�the�year�2015-16,�we�produced�13.5�million�tons�of�Cement�comprising�of�OPC,�PPC,�PSC�in�the�reporting�year�excluding�Bulandshahr�unit.
Our�product�portfolio�consists�of�three�brands�namely�Shree�Jungrodhak�Cement,�Bangur�Cement�and�Rockstrong�Cement.�
Power�GenerationWe�had�power�generation�capacity�of�612�MW�including�Waste�
st�Heat�Recovery�(WHR)�plants�of�111�MW�capacity�as�on�31March,�2016.�Our�WHR�capacity�is�the�largest�in�World�Cement�Industry�except�China.�
Credit�RatingsSCL�has�not�defaulted�in�any�payment�of�its�obligations�since�its�inception.�Company�has�retained�its�AAA�long-term�Credit�Rating�by�CARE.�The�Credit�Rating�of�short-term�debt�was�also�reaffirmed�at�PR�1+�(highest�rating)�from�CARE�enabling�us�to�mobilize�funds�at�optimum�costs.
Public�PolicySCL�is�a�representative�of�Indian�Cement�Industry�and�has�been�part�of�various�government�and�non-government�bodies�for�working�on�various�issues�involving�climate�change,�consumer�protection,�energy�efficiency,�etc.�SCL's�intention�is�to�understand�and�fulfill�the�customers'�and�sectorial�requirements.
SCL�is�a�member�of�:
� Cement�Manufacturers'�Association�(CMA)
� National�Council�for�Cement�and�Building�Materials� (NCCBM)
� Bureau�of�Energy�Efficiency�(BEE)�
� Confederation�of�Indian�Industry�(CII)�
� Federation�of�Indian�Chambers�of�Commerce�and�Industry�� (FICCI)
� The�Energy�and�Research�Institute�(TERI)
� Global�Reporting�Initiative(GRI)
� Cement�Sustainability�Initiative�(CSI)
We�subscribe�to�International�Standards�such�as�ISO�9001,�ISO�14001,�IS0�50001,�OHSAS�18001�and�SA�8000�which�are�part�of�our�management�systems.�Please�refer�to�table�in�Annexure�for�complete�status�of�implementation�of�ISO�Standards.�We�report�on�both�WBCSD-CSI�and�International�Finance�Corporation�(IFC)�Sustainability�Performance�Indicators.�We�voluntarily�subscribe�to�all�the�above�standards,�in�a�conscious�effort�to�go�beyond�compliance.
IntegratedCement�Plants�Beawar�Ras�Raipur
Mines�Sheopura,�Kesharpura�Shyamgarh�Nimbeti�Raipur
Grinding�Units�Khushkhera
�Suratgarh�Jobner
�Roorkee�Aurangabad�
�Panipat�
Power�Plants(including�WHRS)
�Beawar�Ras
�Raipur
Future�ProjectsIn�order�to�expand�capacity,�we�have�undertakenfollowing�projects:
� Expanding�the�cement�capacity�of�Bihar�Grinding�Unit��� from�2.0�MTPA�to�3.6�MTPA�
� Expanding�clinker�capacity�of�Raipur�unit�by�2.8�MTPA
� Started�work�on�setting�up�an�integrated�cement�plant� in�Karnataka�state�with�clinker�capacity�of�2.4�MTPA�and��� cement�grinding�capacity�upto�4.0�MTPA.
12 13
Reporting�ProfilethThis�is�SCL's�12 �annual�Corporate�Sustainability�and�
Responsibility�Report�which�showcases�its�relentless�efforts�towards�sustainable�development�and�willingness�to�transparently�disclose�performance�in�the�economic,�environmental�and�social�sector.�The�reporting�period�is�for�9�
st� stmonths�from�1 July�2015�to�31 �March�2016.�Our�previous�streport�was�prepared�for�the�time�period�from�1 �July�2014�to
th30 �June�2015.�
The�contents�of�report�are�as�per�the�'In-Accordance'�Comprehensive�Option,�adhering�to�the�Global�Reporting�Initiative�(GRI)�G4guidelines.�Additionally,�we�have�also�reported�on�internationally�accepted�methodologies�such�as�guidance�provided�by�the�International�Finance�Corporation�(IFC)�and�the�World�Business�Council�for�Sustainable�Development(WBCSD)�-�Cement�Sustainability�Initiative.�Various�national�and�local�rules,�regulations�and�guidelines�were�also�followed�in�calculating�the�environmental�and�safety�performance�indicators.
The�report�includes�the�sustainability�performance�of�two�cement�units�at�Beawar,�eight�cement�units�at�Ras,�one�unit�at�Raipur�(all�equipped�with�WHRS),�captive�thermal�power�plants�and�Shree�Mega�Power,�limestone�mines�at�Beawar,�Ras�and�Raipur�and�six�grinding�units�at�Khushkhera,�Suratgarh�and�Jobner�in�Rajasthan,�Roorkee�in�Uttrakhand,�Aurangabad�in�Bihar�and�Panipat�in�Haryana.�Besides�the�addition�of�grinding�unit�at�Panipat�in�the�reporting�boundary,�there�are�no�significant�changes�from�the�previous�reporting�periods�in�the�scope�and�aspect�boundaries�and�organization�structure�(G4-23).��We�have�recently�established�Bulandshahr�Grinding�Unit�and�will�be�included�in�the�scope�for�the�next�report�for�the�period�2016-17(G4-17).��
There�are�no�restatements�against�data�and/or�claims�shared�in�the�previous�reports�(G4-22).�This�report�is�assured�by�KPMG�India,�an�independent�third-party�consultant�who�reviewed�our�materiality,�sustainability�disclosures,�report�sections�and�methodology�of�data�collection�and�calculation.�Please�refer�to�the�assurance�statement�enclosed�within�for�the�complete�assurance�details.
We�look�forward�to�receiving�your�valuable�feedback�as�SCL�continues�to�move�ahead�in�its�journey�towards�sustainability�and�also�strives�towards�becoming�an�inspiration�to�the�society.��The�contact�point�for�any�clarifications�or�feedback�on�the�Report�at:�[email protected]
Corporate�Office21�Strand�Road,�Kolkata,�West�Bengal.
Registered�OfficeShree�Cement�Limited,�Bangur�Nagar,�Post�Box�No.�33,�Beawar�-�305�901,District�-�Ajmer,�Rajasthan
OUR�BUSINESS,�OUR�COMMITMENT
Awards�and�Recognitions
Global�Sustainability�Award�2015�(in�PlatinumCategory)�by�Energy�&�Environment�Foundation,�New�Delhi
Asia�Best�CSR�Practices�Award�2015�for�CarbonFootprint�Accounting�by�World�CSR�Congress
ABP�Global�CSR�Excellence�&�LeadershipAward�2016�(in�Best�EnvironmentFriendly�Project�Category)�
Green�World�AmbassadorAward�2016�by�The�GreenOrganization,�London
th4 �Rank�in�India�for�EmployeeHealth�&�Wellness�Ranking�2015by�Society�for�Human�ResourceManagement�(SHRM),Worldʼs�Largest�HR�Professional�Society
14 15
India�Sustainability�Leadership�Award�2015(in�Sustainable�Waste�&�Resource�Management
Category)�by�World�CSR�Congress
NCCBM�Award�for�Best�Improvement�inThermal�Energy�Performance�2013-14
NCCBM�Award�for�Best�Quality�Excellence�2013-14
FICCI�Corporate�SocialResponsibility�Award�2013-14
First�prize�in�Cement�Sector�for�EnergyConservation�by�Rajasthan�Renewable
Energy�Conservation�(RREC)
NCCBM�Award�for�Best�Improvement�in�ElectricalEnergy�Performance�2013-14
NCCBM�Award�for�Second�BestQuality�Excellence�2014-15
Global�Sustainability�Award�2015
OUR�BUSINESS,�OUR�COMMITMENT
Targets�and�Performance
Goals�2016-17
20�more�suppliers�would�be�covered�under�sustainability�appraisals�i.e.�16.89�%�of�total�critical�suppliers
100�%�of�all�contracts
To�reduce�dust�emissions�by�5�%
To�reduce�specific�GHG�emissions�by�2�%
To�reduce�specific�electrical�energy�intensity�by�0.5�%
To�reduce�specific�thermal�energy�intensity�by�0.2�%
1�%�of�total�fuel�to�be�consumed�for�clinker�production
To�further�reduce�to�1�%
100%�use�of�waste�water�generated�within�premises�
Increase�alternate�raw�material�usage�by�1�%�
To�achieve�17�man-hours�training�per�employee�
Increase�employee�retention�
Ensure�zero�fatality�across�all�units
Continue�to�further�develop�plantation�biodiversity�across�the�manufacturing�locations�by�planting�80,000�saplings
Material�Aspects
Supply�Chain
Energy�andclimate�change
Water
Resources
Employee�Training�and�Development�
Employee�Retention
Occupational�Health�and�Safety
Biodiversity
Focus�Areas
Vendor�Audit�and�Assessment�
Sustainability�Components�in�all�Contracts�
Emissions�
Specific�GHG�Emissions�for�per�ton�of�cement�
Specific�Energy�Consumptions
Alternate�Fuel�Usage
Specific�Water�Withdrawal
Water�Recycling�
Alternate�Raw�Material�Usage
Training�Man�hours
�
Retention�Rate�
Fatalities�
Plantations
Goals�2015-16�
20�more�suppliers�out�of�99�critical�suppliers�to�be�covered�in�sustainability�appraisals
100�%�of�all�contracts
To�achieve�further�emission�reductions
To�achieve�further�emission�reductions
To�Reduce�Specific�energy�consumption�by�0.5�%�as�compared�to�2014-15
2�%�of�total�fuel�consumed�will�come�from�alternate�fuels
Reduce�water�withdrawal�in�regions�of�operation
100�%�use�of�waste�water�generated�within�premises
Increase�alternate�raw�material�usage�by�3�%
To�achieve�17�man�hours�training�per�employee
Increase�employee�retention
Ensure�zero�fatality
Continue�to�increase�plantation�across�our�manufacturing�locations
Progress�2015�-16
Achieved�20�additional�suppliers�added�to�critical�list�of�suppliers�totalling�119�
Achieved
Dust�emissions�reduced�by�36.12�%
4.17�%�reduction�in�Specific�GHG
Achieved�a�reduction�of�2.23�%�in�Specific�Energy�consumption
2.1�%�is�achieved
7.7�%�reduction�in�specific�water�withdrawal
Achieved.�We�have�zero�discharge�of�waste�water
Increased�alternate�raw�material�usage�by�6�%
Average�training�hours�12.18�man�hours�per�employee�for�9�months(pro-rate�target�for�9�months�is�12.75�man�hours)
Employee�Retention�was�94.5�%�(target�is�not�met)
No�fatality�in�2015-16
Planted�49655�sapling�in�2015-16�as�compared�to�27000�in�2014-15�which�is�an�increase�of�83.9�%
Culture�of�SustainableG vernanceo
16 17
OUR�BUSINESS,�OUR�COMMITMENT
StakeholderGroups�
SCL�has�devised�several�avenues�to�interact�with�stakeholders�and�ensure�their�views�are�considered�in�determining�the�focus�of�the�Company.�Transparent�and�accurate�communication�with�our�stakeholders�is�critical�to�meeting�their�expectations.�We�carry�out�frequent�and�regular�interaction�with�stakeholders�to�ensure�and�capture�their�feedback�in�time�and�accurately.�
ESG�Committee,�a�Board�Sub-Committee�which�looks�into�the�genuine�concerns�of�the�stakeholders�related�to�environment�and�social�issues.
Stakeholder�MappingSCL�developed�a�stakeholder�map�to�determine�footprint�and�vulnerable�stakeholder�groups�to�cover�all�stakeholders�groups�that�are�critical�to�sustainable�development.�We�identified�our�stakeholders�considering�the�following�(G4-25):
l Stakeholder�groups�that�impacts�SCL's�business�and�operations
l Stakeholder�groups�that�have�invested�time�or�money�in�SCL�business�and�operations�
l Stakeholder�groups�towards�which�SCL�is�responsible
l Stakeholder�groups�that�influence�the�brand�value�of�SCL
Stakeholder�Consultation�Process�Our�engagement�process�is�aimed�towards�building�stronger�ties�with�our�internal�and�external�stakeholders.�We�believe�open�and�honest�communication�fosters�an�environment�conducive�for�sustained�growth�that�enriches�all�involved�and�accordingly�our�consultation�process�is�designed�around�our�stakeholders�(G4-26,�G4-27).�
15 Material�Aspects
STAKEHOLDER�ENGAGEMENTAND�MATERIALITY
CULTURE�OF�SUSTAINABLE�GOVERNANCE
The�Stakeholders'�faith�in�us�drives�us�to�achieve�greater�heights.�The�stakeholder�inputs�provide�SCL�with�an�objective�perspective�on�its�progress�and�targets.�Balancing�the�interests�of�our�varied�stakeholders�helps�us�in�determining�our�long-term�goals�and�targets.�Maintaining�the�strong�ties�with�our�stakeholders�is�a�culture�that�SCL�actively�encourages.�We�invest�our�effort�and�time�to�build�relationships�that�brings�value�to�the�stakeholder.
8SustainabilityReporting�Cycle
th12
Employees
RegulatoryAuthorities/Government
CustomersInvestors/
Share�holders/�Business�Partners
Vendors�&Suppliers Local
Community/�NGO
Media
Trade�Associations/Industry�bodies
Stakeholders
Customers
Suppliers�and�Vendors
Employees
Local�Communities/�NGOs
Government�and�Regulatory�Agencies
Business�Partners/�Investors/�Shareholders
Media
Trade�Associations/�Industry�Bodies
Engagement�Mode
Market�research
Personal�meetings/�Onlinecommunication
Customer�satisfaction�surveys�
Vendor�meets
Personal�meetings�and�visits
Sustainability�appraisals
Vendor�audits
Individual�performance�appraisals
Employee�satisfaction�survey
Employee�grievance�mechanism
Trainings�and�workshops�&�wellness�programmes
Need�based��interactions�with�NGOs/�Gram�Panchayats�/�Community�focus�groups
Periodic�project�review�meetings�with�NGOs�
Memorandum�of�Understanding:�Targets�and�communication
Need-based�meetings�on�Ministry�directives�and�policy�development
Annual�general�meetings
Reports�
Investor�meets
Press�releases
Press�releases�
Award�ceremonies
Articles/�Management�interviews
Industry�body�meetings
Conferences�organized
Voluntary�periodic�submission�of�performance�against�targets
Frequency
Continuous�
Annual
As�and�when�required
Annual
Need�basis
Annual
Annual
Continuous
Continuous
As�and�when�required
As�and�when�required
As�and�when�required
Annual
Periodic
Periodic
Periodic
As�and�when�required
As�and�when�required
Periodic
Periodic
Key�Concerns
Quality�and�quantity�of�the�product�
Service�provided�bydealers/distributors
Competitive�pricing�&�timely�delivery
Timely�redressal�of�customer�grievances
Raw�material�availability�&�quality
Training�and�capacity�building
Transparency�in�bidding�process
Compliance�with�terms�and�conditions�
Learning�and�development�
Employee�well-being
Occupational�health�and�safety
Non-discrimination�and�equality
Employment�of�the�locals
Inclusive�growthIncreased�long-term�CSR�engagements�with�NGOs
Performance�against�targets�set�in�the�annual��MoU�on�aspects�like�community�outreach,�HR,�environmental�performance
Compliances�and�clearances
Governance�&�ethical�operations
Performance�update�and�compliance
Business�performance
Compliance
Business�announcement
Award�announcement
Expansion�plans,�vision�of�the�company,�targets�and�performance
Future�trends�and�shaping�of�the�sector
Case�studies�and�policy�development�for�improvement�of�the�sector
Industry�best�practices
18 19
Our�Stakeholder�(G4-24)
Materiality�at�SCLSCL�culture�believes�in�a�holistic�approach�to�business�and�
ooperational�excellence.�In�order�to�ensure�a�360 �sustained�growth,�it�is�critical�that�the�company�identifies�the�aspects�that�have�optimum�positive�impact�towards�sustainable�growth�while�balancing�the�interests�of�stakeholders.
Identifying�material�aspects�will�enable�the�management�to�direct�its�key�resources,�time�and�effort�at�the�parameters�which�are�critical�to�the�long�term,�medium�term�and�short�term�
noit Imasi pn aa cg tr o�o� ue stht� edi
noitasinagro�eht�edis t u o� dn a� ni htiw� t cap
mI
Impact�within�the�organization
SREMOTSUC
COMMUNITY
TRADE�ASSOCIATIONS/
INDUSTRY�BODIESSUPPLIERS
GOVERNMENT
SREDL OHERAHS
AI DEM
SEEYOLPME
SupplyChain
RawMaterials
Training�&Development
OccupationalHealth�&�Safety
EmployeeRelations
Governance&�Ethics
BusinessPerformance
Regulatory�Compliance
Energy
Local�CommunityDevelopment
WasteManagement
CustomerSatisfaction
Biodiversity
AirEmissions
Water
Environment�Impact
Economic�Impact
Social�Impact
development�and�sustainability�of�the�organization.�Focusing�on�our�material�aspects�help�us�identify�bankable�opportunities�for�the�future�and�negate�potential�downside�risks.�
SCL�believes�in�thorough�filtration�of�material�aspects�so�that�interests�of�stakeholders�are�balanced�and�addressed�in�a�fruitful�fashion.�So�the�exercise�of�determination�of�material�aspects�was�started�from�a�comprehensive�universe�of�relevant�aspects�which�were�populated�through�peer�review,�desk�research�on�the�cement�sector,�future�vision�of�the�SCL�and�GRI�reporting�framework.
Material�aspect
Employee�Relations
Occupational�Health�&�Safety
Regulatory�Compliance
Air�Emissions
Supply�Chain
Governance�and�Ethics
Raw�Material�
Local�Community�Development
Energy
Water
Training�and�Development
Customer�Satisfaction
Business�Performance
Biodiversity
Waste�Management
Category
Social
Social
Economic�/�Environmental�/�Social
Environmental
Economic
Economic
Economic
Social
Environmental
Environmental
Economic
Economic
Economic
Environmental
Environmental
Stakeholders�impacted
Employees
Employees
Government
Community
Suppliers,�Trade�Associations�/�Industry�Bodies�
Shareholders�
Suppliers�
Community�
Government
Community
Employees�
Customers�
Shareholders�
Community�
Community
Approach�to�manage�in�Chapter/Section
Shaping�employee�in�SCL�Culture
Safety�first�-�A�proactive�Health�&�Safety�Culture
Compliance�
Energy�and�emission
Green�supply�chainmanagement�
Sustainable�corporate�governance�
Resource�management
Engaging�with�our�local�community
Energy�and�emission�
Water�management
Shaping�Employee�in�SCL�culture
Marketing�and�Product�Responsibility
Strengthening�economic�Performance
Biodiversity�-�Our�natural�heritage
Waste�management
Critical����������������������Highly�Important�����������������������Important
The�aspects�were�shortlisted�from�the�perspective�of�importance�to�company�operations�as�well�as�importance�to�stakeholders.�The�next�iteration�was�through�consultation�with�multiple�departments�within�SCL�where�material�aspects�were�selected�by�the�departments�considering�the�internal�and�external�stakeholder�views.�With�inputs�from�the�SCL�management,�the�aspects�were�prioritized�with�reference�to�their�economic,�environmental�and�social�impact�on�the�stakeholder�group.�
This�analysis�resulted�in�identification�and�ranking�of�fifteen�material�aspects�in�the�categories�of�critical,�highly�important,�and�important.�The�identified�material�issues�are�inclusive,�impactful�and�relevant�to�company's�long�term�vision�and�
future�growth.�This�year�material�aspect�of�waste�management�is�a�new�addition�to�the�materiality�matrix�for�FY�2015-16,�in�keeping�with�our�objective�of�less�is�more,�recycling�and�reuse�of�resources�has�been�taken�up�on�a�larger�scale�within�the�business�operations.�The�material�issues�have�been�categorized�separately�into�economic,�environment�and�social�sections�of�the�report�where�we�have�reported�on�the�management�approaches�as�well�as�initiatives�adopted�by�SCL�to�manage�these�aspects�and�address�the�related�stakeholder�concerns�(G4-18).
All�the�aspects�that�are�listed�in�this�section�are�material�to�the�organization�and�the�aspect�boundary�defined�for�this�report.
Stakeholder�Mapping�with�Material�Issues�(G4-18,�G4-20,�G4-21)
20 21
CULTURE�OF�SUSTAINABLE�GOVERNANCE
List�of�Material�Aspects�(G4-19)
At�SCL,�our�management�structure�is�built�towards�delivering�governance�that�creates�value�for�our�stakeholders.�The�Board�of�Directors�believes�in�uplifting�vulnerable�sections�and�balancing�the�interests�of�all�stakeholders.�
SCL's�governance�practices�have�a�simple�outlook�‒�be�transparent,�be�accountable�and�be�ethical�in�all�dealings�and�actions.�These�principles�are�the�cornerstone�of�our�governance�philosophy.
Effective�RiskManagement
Transparent�Accountable�and�Ethical
11�Board�Members
Governance�PhilosophyOur�governance�philosophy�imbibes�our�vision�and�is�built�on�the�foundation�of�our�guiding�principles.�We�are�connected�to�our�stakeholders�through�relationships�that�create�value�while�enshrining�the�highest�standards�of�integrity.�Our�governance�system�is�designed�for�ensuring�effective�value�creation�that�protects�the�happiness�of�our�stakeholders.�
As�a�part�of�our�drive�to�champion�sustainability�and�reduce�our�carbon�footprint,�we�have�aligned�ourselves�with�Government�of�India's�(GoI)�“Green�Initiative�for�Corporate�Governance”�which�includes�sending�communication�to�shareholders�through�electronic�communication�i.e.�e-mail.�In�order�to�ensure�that�our�valuable�stakeholders�do�not�miss�any�information,�the�concerned�information�is�made�available�through�additional�appropriate�means.
Board�CompositionThe�Companies�Act�2013�and�the�Listing�Regulations�stipulate�certain�requirements�for�the�composition�of�the�Board.�SCL�has�therefore�selected�an�optimum�mix�of�Executive,�Non-Executive�and�Independent�Directors�in�line�with�these�requirements.��This�composition�has�also�been�maintained�to�allow�for�the�Board�to�discharge�all�their�responsibilities�in�an�effective�and�efficient�manner.�At�the�end�of�financial�year�2016,�the�composition�of�the�Board�was�as�follows:
Director�Categories� Number�
Independent�Directors� 7
Non-�Independent�Directors(including�Chairman)� 2
Non-Independent�&�Executive(MD�&�CEO)� 2
Total�Strength� 11
In�order�to�simplify�and�establish�an�effective�governance�structure,�SCL�has�defined�the�roles�and�responsibilities�of�the�various�members�of�the�Board.�
Board�of�DirectorsSit�at�the�helm�of�the�SCL�governance�structure�and�acts�as�a�trustee�of�the�interests�of�all�stakeholders�of�
the�Company.�The�Board�has�formed�several�committees�to�enable�it�to�execute�some�of�its�
responsibilities.
Chairman�(Non�‒�Executive)�Preside�at�meetings�of�the�Board�and�of�the�
shareholders�of�the�Company�to�ensure�that�the�Board�provides�effective�governance�for�achieving�
the�Companyʼs�vision�and�long-term�goals
Managing�Directorand�Joint�Managing�Director
Provide�strategic�leadership�and�guidance�towards�the�overall�functioning�of�the�Company�to�ensure�
effective�implementation�of�strategies�by�the�executive�management.
Core�CommitteeComprising�of�senior�executives�of�Company�and�key�functional�heads,�Core�Committee�execute�the�day-
to-day�operational�matters�under�the�overall�guidance�of�the�Managing�Director�and�Joint�
Managing�Director.
The�Board�plays�a�critical�role�in�upholding�the�short-term�and�long-term�interests�of�the�stakeholder.�It�has�a��fiduciary�responsibilities�towards�SCL's�shareholders.�The�SCL�Board�strives�to�fulfill�this�responsibility�with�effectiveness�and�independence.�The�Board�takes�an�active�role�in�formulation�of�policies,�strategies�and�periodic�review�of�effectiveness�of�the�same.
All�the�Independent�Directors�are�provided�with�a�detailed�presentation�at�the�time�of�appointment�on�the�business�model,�operations,�markets�and�all�other�relevant�information�required�to�discharge�their�responsibilities�at�SCL.�Plant�visits�are�arranged�and�presentations�on�the�performance�of�the�sites�are�also�provided�to�the�directors�to�ensure�that�their�collective�knowledge�of�the�Company�and�the�cement�sector�in�the�context�of�prevalent�socio-economic�conditions�is�enhanced.�
The�Board�has�constituted�various�committees�consisting�of�stDirectors�to�assist�in�discharging�its�responsibilities.�As�on�31 �
March�2016�,�the�existing�committees�were
l Audit�and�Risk�Management�Committee��
l Nomination�cum�Remuneration�Committee
l Stakeholders'�Relationship�Committee
l Corporate�Social�and�Business�Responsibility�Committee
In�the�reporting�year,�the��concerns�addressed�and�resolved�of�our�stakeholders�were�mainly�related�to�investors�of�the�Company.��Please�refer�the�following�weblink�to�access�our�Annual�Report�2015-16�for�further�details:
http://shreecement.in/pdf/shree-cement-AR-15-16.pdf
22 23
Name� � Gender� Category
Mr.�B.G.�Bangur� Male� Chairman�(Non-Executive)
Mr.�H.M.�Bangur� Male� Managing�Director
Mr.�Prashant�Bangur� Male� Joint-�Managing�Director
Mr.�R.�L.�Gaggar� Male� Independent�Director
Dr.�Leena�Srivastava� Female� Independent�Director
Dr.�Y.K.�Alagh� Male� Independent�Director
Mr.�Nitin�Desai� Male� Independent�Director
Mr.�Shreekant�Somany� Male� Independent�Director
Mr.�O.P.�Setia� Male� Independent�Director
Mr.�Sanjiv�Krishnaji� Male� Independent�Director���������Shelgikar
Mr.�Ramakant�Sharma� Male� Non-Executive�Director�
Board�Members
Board�of�Directors
SUSTAINABLE�CORPORATE�GOVERNANCE�
CULTURE�OF�SUSTAINABLE�GOVERNANCE
Environmental,�Social�and�Governance�AspectsCorporate�Social�and�Business�Responsibility�Committee�(CSBR)�is�responsible�for�taking�decision�on�matters�related�to�social,�environmental�and�governance�and�impacts�in�addition�to�review�of�the�sustainability�performance�and�initiatives.
Composition�of�CSBR
Name�of�the�Member� Category
Mr.�O.�P.�Setia� Chairman�:�Independent� &�Non-Executive�Director
Mr.�Prashant�Bangur� Non-Independent� &�Joint-Managing�Director
Mr.�Nitin�Desai� Independent� &�Non-Executive�Director
Dr.�Leena�Srivastava� Independent� &�Non-Executive�Director
Mr.�Sanjiv�Krishnaji�Shelgikar� Independent� &�Non-Executive�Director
Mr.�Ramakant�Sharma� Non-Executive�Director
The�CSBR�Committee�is�empowered�to�discharge�the�following�responsibilities
Ÿ Formulate�and�recommend�to�the�board,�a�Corporate�Social�Responsibility�(CSR)�Policy
Ÿ Recommend�the�amount�of�expenditure�to�be�incurred�on�the�activities�in�line�with�objectives�given�in�CSR�policy
Ÿ Oversee�the�Company's�activities�and�contribution�with�regard�to�its�corporate�and�societal�obligations�and�its�reputation�as�a�responsible�corporate�citizen;
Ÿ Review�the�performance�of�the�Company�on�environment,�governance�and�sustainability�initiatives�and�matters
Ÿ Approve�the�policies�on�principles�as�required�by�Business�Responsibility�Reporting�requirements�and�changes/modifications�required�from�time�to�time�in�such�policies
Ÿ To�approve�Company's�report�on�Business�Responsibility�Reporting�requirements
The�Company�has�also�formed�an�Environment,�Social�and�Governance�(ESG)�Committee�consisting�of�senior�executives�to�review�the�performance�on�Environment,�Social�and�Governance�(ESG)�and�sustainability�related�initiatives.�The�CSBR�Committee�delegates�necessary�authority�to�the�ESG�sub-committee�to�ensure�on�ground�effectiveness�review�and�implementations�of�ESG�decisions.�The�senior�executives�report�directly�to�the�CSBR�Committee�and�to�Mr.�Prashant�Bangur,�Joint-Managing�Director�to�ensure�effectiveness�and�impact�of�the�policy�decisions�taken.�The�ESG�Committee�meets�regularly�
to�ensure�effective�implementation�of�the�following�responsibilities:�
l Implementation�of�environment-friendly�practices�and�processes�in�the�operations.
l Monitor�the�effectiveness�of�practices�in�the�area�of�corporate�governance�and�social�responsibility.
l Design�governance�practices�to�ensure�that�operations�are�in�compliance�with�relevant�policies,�procedures�and�legal�requirements�in�the�spheres�of�Environment,�Social�and�Governance.
SCL�has�also�constituted�a�Stakeholder�Relationship�Committee�which�looks�into�matters�of�any�shareholder�grievances.�
Nomination�and�Remuneration�of�BoardSCL�has�constituted�a�Nomination-cum-Remuneration�Committee�which�is�responsible�for�matters�related�to�nomination�and�remuneration�of�the�Board�of�Directors.
The�committee�composition�is�as�follows:
Name�of�the�Member� � Category
Mr.�R.�L.�Gaggar� Chairman�:�Independent� &�Non-Executive�Director
Mr.�O.�P.�Setia� Independent� &�Non-Executive�Director
Mr.��Shreekant�Somany� Independent� &�Non-Executive�Director
Dr.�Y.�K.�Alagh� Independent� &�Non-Executive�Director
The�committee�is�empowered�to�discharge�the�following�responsibilities:
l Identify�persons�who�are�qualified�to�become�directors�and�who�may�be�appointed�in�senior�management�in�accordance�with�the�criteria�laid�down,�recommend�to�the�Board�their�appointment�and�removal
l Carry�out�evaluation�of�every�director's�performance
l Formulate�the�criteria�for�determining�qualifications,�positive�attributes�and�independence�of�a�director�and�recommend��a�policy�to�the�Board,�relating�to�the�remuneration�for�the�directors,�key�managerial�personnel�and�other�employees
l Formulate�the�criteria�for�evaluation�of�Independent�Directors�of�the�Company
l Recommend/review�remuneration�of�the�Managing�Director�and�Jt.�Managing�Director�based�on�their�performance�and�defined�assessment�criteria
l Carry�out�any�other�function�as�is�mandated�by�the�Board�from�time�to�time�and/or�enforced�by�any�statutory�notification,�amendment�or�modification,�as�may�be�applicable
l Perform�such�other�functions�as�may�be�necessary�or�appropriate�for�the�performance�of�its�duties
SCL�believes�in�nourishing�a�work�environment�that�empowers�every�employee�of�SCL�to�achieve�high�and�sustainable�growth�in�line�with�the�vision�of�the�company.�The�Remuneration�Policy�is�directed�towards�enabling�the�top�management�to�attract�the�right�talent�and�retain�the�existing�talent�pool.�The�remuneration�of�the�Executive�Directors�comprises�of�salary,�contribution�to�provident�and�superannuation�funds,�commission,�perquisites�and�allowances�and�gratuity�in�accordance�with�the�Company's�rules.�The�Executive�Director's�remuneration�package�is�based�on�company�performance,�industry�trends,�job�content�and�remuneration�of�industry�peers.�
The�remuneration�of�directors�comprises�of�sitting�fee�and�commission.�Non-Executive�directors�were�paid�INR�50,000/-�as�sitting�fee�for�the�year�2015-16.��Sitting�fee�has�been�revised�to�
th75,000/-�effective�from�May�26 �2016�for�each�Board/Committee�meeting�attended.�The�commission�is�paid�based�on�their�contribution,�time�spent�on�operational�matters�and�other�responsibilities�assigned.�The�prescribed�remuneration�is�within�the�prescribed�limits�of�Companies�Act�2013.
i.� Ratio�of�annual�total�compensation�of�our�highest�paid�director�i.e.�Managing�Director�to�the�median�remuneration�of�employees�is�497.
ii.� The�percentage�increase�in�the�highest�paid�director�was�28.6%�while�there�was�a�decrease�of�0.7%�in�the�median�remuneration�of�employees
Conflict�ResolutionSCL�has�taken�all�measures�to�ensure�the�independence�of�its�Board�members.�SCL's�Code�of�Conduct�has�specific�clauses�in�it�addressing�the�issues�of�conflict�of�interest.�The�Board�members,�through�the�code�of�conduct,�have�explicit�instructions�forbidding�personal�gains�through�any�transaction�that�takes�place�through�the�business�operations�of�the�Company.
All�transactions�with�related�parties�are�ratified�by�the�Audit�committee�and�Board�of�Directors.�Please�refer�to�our�Annual�Report�for�a�detailed�disclosure�on�related�party�transactions.
24 25Beawar�Unit
CULTURE�OF�SUSTAINABLE�GOVERNANCE
RISK�MANAGEMENT
At�SCL,�we�truly�believe�that�the�potential�risks�we�face�can�be�converted�into�opportunities�by�leveraging�our�strengths.�Our�risk�management�framework�facilitates�appropriate�responses�to�the�identified�risks�and�potential�impacts�of�these�risks,�in�order�to�mitigate�adverse�impacts�and�maximize�positive�returns�for�our�stakeholders.
We�have�one�planet�and�we�should�preserve�it�for�our�future�generations.�We�believe�prevention�is�better�than�cure.�Hence,�SCL�follows�Precautionary�Principles�in�all�its�undertakings�and�processes�to�ensure�that�the�Eco-space�is�in�a�better�state�than�when�we�inherited�it.
Rapid�expansion�of�our�business�over�the�years�has�been�accompanied�by�increased�exposure�to�many�types�of�risks.�In�order�to�mitigate�and�capitalize�on�the�risks�identified,�SCL�has�implemented�a�Risk�and�Opportunity�Management�Framework�(ROMF).�The�objective�of�this�framework�is�to�facilitate�the�identification,�assessment�and�mitigation�of�operational�risks.�Further,�the�ROMF�framework�also�mandates�that�the�Board�of�Directors�shall�be�regularly�apprised�of�the�risk�inventory�and�their�mitigation�procedures.�In�order�to�review�the�effectiveness�of�these�procedures�the�Board�meets�on�annual�basis�reviewing�the�compliance�with�ROMF.
The�Audit�and�Risk�Management�Committee�reviews�the�risk�inventory�to�ensure�relevance�and�effectiveness�of�the�mitigation�actions.�In�order�to�make�certain�that�risk�management�activities�are�clearly�understood�and�executed,�the�management�has�defined�an�organizational�structure�for�risk�management�with�individual�roles�and�responsibilities.
The�sustainability�risks�identified�by�SCL�in�the�reporting�year�were�:
SCL�is�keen�to�address�these�risks�in�a�manner�so�as�to�convert�them�into�opportunity�areas�and�hence�has�taken�the�following�steps:
Our�Mitigation�Strategies:
l Excess�supply�vis-à-vis�demand
Fostering�a�multi-�brand�strategy�and�directing�influx�of�additional�capacity�in�markets�to�meet�favorable�demand.�We�are�also�ensuring�high�quality�product�and�on-time�delivery�to�retain�customer�loyalty�while�at�the�same�time�tapping�into�new�markets.
l Fuel�cost�volatility�
Reduce�dependence�on�fossil�fuels�through�the�following�strategies�
n Deployment�of�best-in-class�technologies�and�multi-fuel�strategy
n Saving�energy�in�the�processes�at�various�stages�of�production
n Implementation�of�waste�heat�recovery�systems�to�reduce�fuel�consumption
n Research�&�Development�for�utilization�of�alternative�fuels�and�raw�materials�
l Lack�of�long-term�power�sale�contracts
SCL�sells�its�surplus�power�on�short-term�basis�which�exposes�it�to�price�volatility.�We�are�making�efforts�to�enter�into�long�/�medium�term�sale�contracts.�This�is�not�yielding�results�yet�because�of�difficult�regulatory�requirements�and�adverse�market�conditions.�So�currently,�SCL�is�entering�into�advance�sale�contracts�for�part�of�the�capacity�and�keeping�the�balance�for�running�the�same�with�market�volatility.
l Climate�changendThe�Company�stood�2 �in�carbon�emission�reduction�globally�
among�cement�manufacturers�preceded�only�by�Holcim�group.�We�intend�to�build�on�this�foundation�and�escalate�our�efforts�in�mitigation�of�climate�change�impacts.
Economic�RiskExcess�supply�vis-a-vis�demand
Fuel�cost�volatility�Lack�of�long-term�power�sale�contracts
Environmental�RiskClimate�changeWater�scarcity
Raw�material�shortage
Social�RiskHealth�and�safety�in�logistics
Supply�chain�Availability�of�talent�pool
27
Code�of�ConductThe�Board�of�Directors�of�the�company�has�approved�a�Code�of�Conduct�which�is�applicable�to�all�SCL�employees�including�the�Directors.�Companyʼs�Code�of�Conduct�imbibes�policy�of�ethical�decision�making,�accountability�and�transparency.�The�Company�also�encourages�all�parties�associated�with�it�to�comply�with�the�stated�principles.�A�detailed�explanation�of�the�companyʼs�ethos�and�Code�of�Conduct�can�be�found�on�the�Companyʼs�official�website:�http://www.shreecement.in/pdf/ethics_policy.pdf
The�Environment�Social�&�Governance�(ESG)�committee�is�responsible�for�implementing�and�reviewing�the�Code�of�Conduct�(CoC)�and�reviewing�exceptions�to�the�Code�of�Conduct.�The�ESG�committee�has�also�appointed�a�designated�official�to�address�queries�regarding�the�applicability�and�implementation�of�CoC.�An�annual�declaration�is�taken�from�all�Board�members�and�senior�management�of�the�Company�to�ensure�with�the�compliance�with�the�Code�of�Conduct�of�the�Company.
In�order�to�encourage�individuals�to�safely�report�unlawful�behavior,�SCL�has�implemented�a�Whistleblower�Policy.�The�Company�Secretary�has�been�nominated�Compliance�Officer�to�ensure�that�the�implemented�mechanism�works�effectively�to�bring�genuine�concerns�of�unethical�behavior�to�light.�The�Audit�Committee�is�apprised�of�major�cases�received�under�the�said�framework�for�the�effective�implementation�of�Whistleblower�Policy.
Anti-Corruption�InitiativesSCL�firmly�believes�in�being�transparent�in�all�its�transactions�with�various�stakeholders.�Our�dealings�with�external�parties�are�
assessed�for�anti-corruption�risk.�The�secretarial�and�legal�risks�section�of�the�Risk�Governance�Manual�explicitly�states�the�identified�risks�and�also�mentions�how�the�reputation�of�SCL�could�greatly�be�hampered�by�the�negative�publicity�generated�due�to�corrupt�practices.
Employees�undergo�an�awareness�session�on�the�company's�anti-corruption�policies�during�their�induction.�Further,�in�order�to�make�sure�that�all�employees�understand�the�stern�ramifications�of�unethical�decisions,�employees�are�provided�with�anti-corruption�training.
The�Training�Need�Identification�Program�(TNI)�determines�which�employees�are�selected�for�anti-corruption�training.�Under�our�current�governance�and�regulatory�framework,�no�cases�of�corruption�or�bribery�were�observed�or�reported.
Particulars EmployeesBusinessPartners
GovernanceBody
Members
Number�ofpeople�receivinganti-corruptiontraining�bycategory
Total�man-hoursspent�onanti-corruptiontraining�bycategory
40
80
0
0
0
0
Ethical�decision�making�and�the�integrity�of�employees�is�fundamental�to�the�business�philosophy�of�SCL.�We�believe�that�in�order�to�earn�and�uphold�the�trust�of�all�our�stakeholders�we�need�to�ensure�that�all�our�internal�and�external�transactions�are�entirely�impartial�and�transparent.�Thus,�'Responsible�Freedom'�and�Integrity�of�Conduct'�are�not�mere�principles�but�rather�a�way�of�doing�business�at�SCL.
Transparent�
Accountable�
Screening�for�Anti-Corruptionin�Third�Party�Dealing
26
ETHICS�AND�INTEGRITY
CULTURE�OF�SUSTAINABLE�GOVERNANCE
29
Strengthening�Ec nomic�Performance�o
l Water�scarcity
SCL�has�installed�Air�Cooled�Condensers�in�all�its�power�plants�which�involved�substantial�capital�investment�and�also�reduced�the�water�consumption�significantly.�We�use�waste�heat�recovery�to�generate�power�at�cement�plants�thus�negating�need�of�water�for�cooling�the�hot�gases.�We�have�multiple�rain�water�harvesting�and�water�table�recharging�structures,�within�the�premises�and�in�the�catchment�areas,�to�improve�the�condition�of�the�water�table.�We�have�increased�water�conservation�awareness�among�all�our�employees�including�contractual�staff.
l Raw�material�shortage
Limestone,�a�key�ingredient�for�cement�manufacturing�is�in�short�supply�globally.�Though,�Company�has�ample�deposits�within�mines�and�is�mindful�to�conserve�and�optimize�the�use�of�this�natural�available�mineral.�We�are�also�conducting�exploratory�activities�at�our�existing�mines�to�discover�new�reserves.
l Health�and�safety�in�logistics/supply�chain
We�believe�road�accidents�and�mishaps�during�transit�of�cargo�can�be�prevented�through�awareness�building�and�vigilance.�
We�are�actively�involved�with�Indian�chapter�of�the�World�Business�Council�on�Sustainable�Development�-�Cement�Sector�Initiative's�(WBCSD-CSI)�program�on�Health�and�Safety,�to�increase�safety�of�truck�drivers�including�contractual�transporters.�Accordingly,�team�from�Logistics�and�Safety�departments�conduct�scheduled�training�and�awareness�programs�on�road�safety�for�the�truck�drivers�during�pit�stops.�We�also�conduct�periodic�medical�tests�and�frequent�breath�analysis�test�on�the�drivers�to�ensure�health�and�safety�of�the�drivers.�
l Availability�of�skilled�talent�pool
SCL's�growth�and�expansion�is�facilitated�by�a�talented�workforce�that�imbibes�the�SCL�culture�and�way�of�doing�business�in�their�activities.�With�new�plants�being�commissioned�in�Chhattisgarh�and�Karnataka�and�Grinding�units�in�Odisha,�West�Bengal�and�Bihar,�we�anticipate�a�shortage�of�skilled�workforce.�In�order�to�mitigate�this�risk,�we�are�providing�on-job�training�to�semi-skilled�and�unskilled�labour�by�pairing�them�with�skilled�employees.�This�tag-pair�system�enables�the�semi-skilled�/unskilled�workforce�to�pick�up�essential�skills�practically�and�move�up�in�skill�levels.�
Raipur�Unit28
CULTURE�OF�SUSTAINABLE�GOVERNANCE
STRENGTHENING�ECONOMIC�PERFORMANCE
ETHICS�FOCUSEDECONOMIC�PERFORMANCE
191.8�million�INREnvironmental�Expenditure
14952�million�INRPayment�to�Exchequer
67894�million�INRRevenue
3645�million�INREmployee�Wages�and�Benefits
148�million�INRCommunity�Investment
Our�financial�performance�stands�testament�to�our�sustainable�model�of�business�progress.�For�years�we�have�stood�firm�in�our�belief�of�protecting�our�climate�and�communities�on�the�path�of�economic�progress.
SCL�firmly�believes�that�in�times�of�macro-economic�slowdown�as�seen�in�FY2015-16�for�cement�sector,�it�is�paramount�that�for�profitability�we�don't�lose�sight�of�larger�sustainability�vision.�Our�every�penny�spent�is�in�the�direction�of�creating�value�for�our�stakeholders�that�is�holistic�in�nature.�SCL�stood�steadfast�in�ensuring�the�business�growth�is�on�low�carbon�trajectory�and�inclusive�in�nature�to�the�local�communities�and�environment.
Economic�PerformanceIn�FY�2015-16�(9�months),�our�total�adjusted�revenue�reached�67894�INR�million�compared�to�81714�INR��millions�in�FY2014-15�for�12�months.�This�indicated�an�annualized�growth�of�10.7%.�
We�strongly�believe�in�sharing�the�profits�of�the�business�with�our�shareholders,�whose�faith�has�propelled�us�to�reach�great�heights.�Accordingly,�our�dividend�payout�was�INR�24�per�share�for�9�months�year�of�2015-16�compared�to�INR�24�per�share�for�12�months�last�year.�This�marks�an�annualized�growth�of�33�percent.
Our�contribution�to�the�exchequer�accounts�was�INR��14952�million.�We�have�received�funding�of�INR��2672.3�million�fromthe�Government�in�the�reporting�period.
Our�economic�value�distributed�and�retained�for�the�last�few�years�is�as�below:
Earlier,�we�had�set�a�target�to�achieve�25�million�tons�cement�capacity�by�2015.�We�are�delighted�to�report�in�FY�2015-16,�our�cement�capacity�has�reached�25.6�million�tons.�Our�cement�production�for�9�months�is�13.5�million�tons�excluding�Bulandshahr,�our�new�grinding�unit.�Our�power�generation�was�2611�million�units�with�a�sale�of�1739�million�units.�We�are�progressively�looking�at�sustainable�ways�to�improve�our�performance.�We�are�publishing�our�sustainability�performance�on�public�platforms�such�as�Carbon�Disclosure�Project�(CDP)�to�improve�comparability�with�industry�leaders.�This�facilitates�us�in�identifying�industry�best�practices�while�it�enables�our�readers�to�benchmark�our�sustainability�performance.�
Employee�wageand�benefit
Payment�toprovider�of�funds
Payments�toGovernment
Communityinvestments
Operating�costs
Reinvested�to�maintainand�develop�operations
35631
3645
11945
148
14952
1573
Economic�Value�Distributed�(INR�million)
Operating�costs
Employee�wage�and�benefit
Payment�to�provider�of�funds
Payments�to�government�
Community�Investments
Total
Reinvested�to�maintain�and�develop�operations
35631
3645
1573
14952
148
55949
11945
43652
4550
1868
19466
185
69721
11993
39857
3953
1788
17522
116
63236
11984
Economic�Value�Reinvested�(INR�million)
2015-16�(9�months)�
2014-15(12�months)�
2013-14(12�months)
Contribution�to�DefinedBenefits�Schemes
Contrib
ution�in�IN
R�Million
00�
50�
100�
150
200�
250�
300
2015-16(�9�months�)�
7.9
33.4545.6
225.4
2014-15�
3.1
177.38
59.3
256.4
2013-14
224.5
196.61
60.1
3.7
Contribution�to�gratuity�fundContribution�to�superannuation�fundContribution�to�national�pension�schemeContribution�to�providend�fund
30 31
2013-14� 2014-15� 2015-16(9�months)
2378.1
203.2
2201.3
162.3
1942.9
164.6
Stores�and�Spares�Consumption
Expe
nditu
re�in
�INR�Million
2500
2000
1500
1000
500
0
Imported� Indigenous
Economic�Value�Distributed�(INR�million)
Particulars
Our�Employee�InvestmentSCL�believes�in�investing�in�its�employees�as�our�workforce�is�one�of�our�greatest�strength.�We�contribute�towards�Superannuation,�Provident�fund,�Gratuity�fund�and�National�Pension�Scheme�funds�for�permanent�staff.�Our�total�contribution�to�the�above�funds�for�9�months�has�been�312.37�million�INR�compared�to�last�year's�496.18�million�INR�for�12�months.�SCL�contributes�equal�share�to�Employee�Provident�Fund�i.e.12%.�SCL�adheres�to�the�Employees'�Provident�Fund�and�Miscellaneous�Act,�1952�to�fulfill�its�Provident�Fund�obligations.�And�does�not�maintain�separate�funds�to�meet�its�pension�obligations.
Our�staff�cost�for�the�FY�2015-16�has�decreased�due�to�increase�in�volume�of�production�indicating�optimized�use�of�the�human�capital�for�increased�efficiency.�We�have�invested�6.15�million�INR�on�external�training�programs�for�staff�in�addition�to�various�internal�training�program.�
SCL�works�with�local�suppliers�to�encourage�indigenous�sourcing.�We�look�at�import�substitution�wherever�possible�to�develop�indigenous�capability�as�well�as�increase�supply�security.�We�follow�similar�sourcing�practices�in�our�raw�material�procurement�as�well.
Research�and�Development(R&D)SCL�has�developed�strong�Research�and�Development�capability�at�Beawar�and�Ras.�These�R&D�centers�are�recognized�by�Department�of�Science�and�Industrial�Research�(DSIR),�Government�of�India.�SCL�R&D�Centers�have�expertise�in�multiple�aspects�of�cement�manufacturing�which�combines�chemistry,�geology,�environment,�mechanical,�instrumentation,�energy�management�and�building�material�mechanics.
The�research�is�focused�on�identifying�alternate�fuels,�utilizing�waste�material,�adopting�newer�technologies,�improving�product�quality�and�optimizing�available�resources.�Our�expenditure�on�R&D�for�the�reporting�year�is�164.2�million�INR�which�is�0.29%�of�our�net�turnover.�We�are�the�first�company�to�replace�natural�gypsum�with�synthetic�gypsum,�which�is�recognized�as�proven�Research�and�Development�by�Government�of�India.
32 33Waste�Heat�Recovery�Unit
Climate�Change�and�UsSCL�operates�with�the�principle�of�Clean�and�Green�is�profitable.�Hence,�we�invest�in�innovation�and�advance�technology�for�our�plants�and�manufacturing�units�to�optimize�the�process.�We�believe�this�is�the�best�way�to�combat�the�adverse�effects�of�Climate�Change.�SCL�is�an�integral�member�of�the�World�Business�Council�for�Sustainable�Development��(WBCSD)��Cement�Sustainability�Initiative.��
Realizing�the�value�of�environment�and�threat�that�Global�Warming�is�causing�to�it,�SCL�acts�on�differentiated�resource�management�of�7�R�principle.
1.�Reduce�consumption�of�resources
2.�Release�fewer�emissions
3.�Reuse�waste�materials
4.�Replace�conventional�fuels�and�raw�material
5.�Restore�to�nature�what�one�takes�from�it
6.�Raise�production
7.�Research�&�maintain�records
SCL�has�also�formulated�Carbon�Strategy�Report�with�the�help�of�third�party�to�stream�line�its�efforts�for�combating�climate�change.�Our�environmental�expenditure�for�the�9�months�of�the�reporting�year�is�191.8�million�INR�of�which�108.7�million�INR�is�towards�waste�disposal,�emission�treatment�and�remediation�while�83.32�million�INR�is�towards�prevention�and�environmental�management�costs�such�as�environmental�education�and�training,�installation�of�clean�technology,�horticulture,�certifications�of�management�systems�etc.�
SCL�works�towards�improving�its�value�proposition�year�on�year�to�sustain�a�strong�growth�and�sustainable�development.
STRENGTHENING�ECONOMIC�PERFORMANCE
6000
5000
4000
3000
2000
1000
0
Raw�Material�Consumption
4320.50
318.1
5246.10
549.2
4137.40
567.60
Expe
nditu
re�in
�INR�Million
2013-14� 2014-15� 2015-16(9�months)
Imported� Indigenous
MARKETING�ANDPRODUCT�RESPONSIBILITY
Our�marketing�philosophy�is�customer�centric.�We�develop�our�marketing�communication�to�give�a�fair�and�honest�picture�of�our�brands�and�products.�We�believe�in�delivering�products�to�our�consumers�in�environmentally�safe�and�sustainability�driven�process�so�that�they�can�take�pride�in�being�associated�with�SCL.��
Customer�Centricity�on�Responsible�SellingSCL's�quality�control�cell�works�towards�understanding�the�needs�of�the�customer,�proactively�seeking�feedback�and�taking�corrective�action.�We�deliver�quality�through�our�products,�striving�to�deliver�products�to�customers�on�the�right�time,�at�the�right�price�and�of�right�specifications.
In�order�to�determine�the�customer�sensitivity�towards�products,�SCL�conducts�annual�customer�feedback�surveys.�The�customer�feedback�is�used�to�evaluate�various�product�parameters�including�strength,�setting�time,�color�and�weight,�information�provided�on�the�label�and�packaging�and�service�provisioning�by�dealers.�
In�2015,�we�conducted�the�customer�feedback�survey�across�all�market�locations.�86%�of�sampled�customers�gave�us�a�rating�of�good�and�above�good.�Our�products�received�a�rating�of�4.24�on�overall�product�quality�and�on�proper�weight�of�bag�out�of�5.�Our�ratings�on�packaging�and�color�standing�at�3.88�and�3.9�respectively�(on�a�scale�of�5)�offer�scope�for�advancement.
All�of�SCL's�advertising�communications�including�promotions�and�sponsorship�are�in�line�with�the�International�Code�of�Advertising�Practice's�requirements.�SCL�complies�completely�with�the�code�by�conducting�a�compliance�review�every�quarter�for�all�external�product�advertisement�communications.�
We�have�been�building�awareness�about�our�product�usage�and�handling�so�that�our�customers�get�the�best�out�of�our�products.�One�such�initiatives�is�our�interaction�with�the�masons�and�individual�house�builders.�We�have�established�a�network�of�dedicated�sales�force�who�visit�the�construction�sites�and�make�the�masons�aware�about�the�benefits�of�our�products,�best�way�to�utilize�cement�and�give�inputs�for�the�construction.�Such�value-added�services�has�shifted�us�from�a�purely�product�proposition�to�product�plus�service�proposition.�This�awareness�building�has�enriched�our�value�proposition�creating�a�differentiation�of�our�product�among�the�masons�and�individual�house�builders.
We�enshrine�a�continual�improvement�approach�to�our�product�quality�systems�and�believe�in�enhancing�the�organizational�competence�based�on�a�fusion�of�individual's�“knowledge”�into�the�organizational�“value”�towards�manufacturing�products.�This�approach�has�accrued�numerous�interim�benefits�resulting�in�innovation�and�continuous�learning�which�resulted�in�saving�of�time�and�cost,�improving�efficiency�and�being�finally�delivered�to�improve�customer�relationships.�Our�products�and�services�are�not�banned�or�restricted�or�topics�of�any�negative�public�debate�for�use�in�any�market.�Zero�Cases�of
Non-Compliance
Adherence�to�InternationalCode�of�Advertising�(ICA)�Practice�in
Marketing�Communications
86%�of�Customers�RatedOur�Products�Good�&�above
34 35Ras�Units
STRENGTHENING�ECONOMIC�PERFORMANCE
ComplianceIn�the�reporting�period,�there�were�no�cases�of�non-compliance�with�regulation�in�the�fields�of�environmental�and�labor�laws,�marketing�communication,�or�with�respect�to�use�of�products�and�services,�health�and�safety,�impacts�of�products�and�services�during�their�life�cycle�and�product�and�service�information.�
SCL�has�ensured�implementation�of�ISO�9001,�ISO�14001,�OHSAS�18001,�SA�8000�and�ISO�50001�at�all�sites�and�is�compliant�with�these�standards�in�our�plants�and�grinding�units.�Please�refer�to�annexure�for�complete�implementation�details.��Data�security�and�online�personnel�privacy�is�protected�through�a�well�laid�down�information�technology�policy.�We�have�implemented�a�strong�IT�system�and�data�backup�infrastructure�to�ensure�data�protection�and�customer�information�privacy.�Our�IT�system�is�designed�to�implement�a�well-structured�data�system�that�is�secured�to�avert�loss�of�data.
36 37
Panipat�Grinding�Unit
SCL�works�closely�with�various�industry�bodies�and�associations�for�formulating�policies�and�advocating�changes�in�existing�policies.�However,�SCL�takes�an�apolitical�stand�and�does�not�engage�in�any�lobbying�efforts�other�than�being�a�member�of�such�associations.�SCL�does�not�support�any�political�party�or�candidate�for�political�office,�nor�does�SCL�offer�any�donations,�in�cash�or�any�manner�to�any�political�party,�candidate,�and�political�campaign.
Enshrining�CultureSafeguarding�Envir nmento
STRENGTHENING�ECONOMIC�PERFORMANCE
501�MW�Thermal�Powerwith�Air�Cooled�Condensers
CEMS�|�AAQMS
111�MW�Green�Power�throughWaste�Heat�Recovery
50.61�Gm/MT�cementSpecific�Dust�emission
in�Cement�plant�and�GUs�
Flue�Gas�De-Sulphurization
ENERGY�AND�EMISSIONS
As�cement�manufacturers�around�the�world�face�increasingly�competitive�business�conditions,�they�seek�opportunities�to�decrease�production�costs�without�hampering�product�yield�or�quality.�Increasing�energy�prices�have�driven�up�operating�costs�and�reduced�the�value�added�by�companies.�Successful�and�cost-effective�investment�towards�energy�efficiency�practices�serves�as�the�best�way�to�overcome�these�challenges.�By�incorporating�emission�reduction�techniques�and�energy�efficiency�strategies,�SCL�has�gained�substantial�prominence�in�the�area�of�energy�management.�In�doing�so,�we�have�also�inculcated�an�organization-wide�energy�saving�culture�among�different�facets�of�our�operations.
Energy�ManagementEnergy�management�may�broadly�be�said�to�have�two�aspects�‒�energy�conservation�and�energy�efficiency.�Energy�conservation�includes�behavioral�or�process�control�measures�which�avoid�wastage�of�resources,�while�offering�provisions�to�harness�or�reuse�waste�energy.�On�the�other�hand,�energy�efficiency�implies�obtaining�greater�production�output�using�the�same�energy�input�through�application�of�technology.�Both�measures�go�hand-in-hand�for�effective�execution�of�energy�management�targets.�SCL�has�implemented�numerous�process�control�measures�as�well�as�energy�efficient�technologies�which�ensure�proficient�management�of�its�energy�resources.�
The�organizational�culture�determines�how�people�think�and�behave�in�any�establishment,�which�is�why�we�have�fostered�an�energy�saving�culture�throughout�SCL.�Different�departments�and�their�employees�have�been�proactive�in�identifying�energy�saving�and�improvement�opportunities�in�our�production�facilities,�thereby�resulting�in�significant�lowering�of�our�energy�footprint.�We�have�constituted�a�Central�Energy�Cell�which�provides�the�roadmap�for�energy�management�at�SCL.�It�is�headed�by�the�Chief�Climate�&�Sustainability�Officer�of�SCL,�supported�by�a�team�of�dedicated�energy�managers�who�facilitate�its�everyday�functioning.�The�key�responsibilities�of�this�establishment�are�formulation�of�energy�management�
strategies�at�the�company�level,�conducting�regular�energy�audits,�supervision�of�energy�and�resource�usage�at�our�plants,�and�establishment�of�performance�baselines�and�benchmarks.
The�industrial�sector�is�one�of�the�major�energy�consumers�in�the�world.�A�large�percentage�of�the�energy�used�in�industries�is�dissipated�to�the�environment�in�the�form�of�waste�heat�due�to�thermodynamic�limitations.�In�order�to�harvest�this�waste�energy,�SCL�has�implemented�Waste�Heat�Recovery�systems�in�all�the�plants.�These�systems�have�a�total�installed�capacity�of�111�MW,�making�it�the�largest�WHR�setup�in�the�global�cement�industry�outside�China.�For�the�FY�2015-16,�36.1�%�of�the�power�delivered�to�our�plants�was�from�WHR�systems,�as�compared�to�36�%�in�2014-15.
For�the�FY�2015-16,�specific�thermal�energy�consumption�remained�719�Kcal/Kg�of�clinker�while�specific�electrical�energy�consumption�was�72.12�KWh/Tonne�of�cement,�including�Bulandshahr�grinding�unit.�Considering�the�reporting�boundaries�of�this�report,�specific�thermal�energy�consumption�remained�734.53�Kcal/Kg�of�clinker�while�specific�electrical�energy�consumption�was�71.97�KWh/Tonne�of�cement.�
SCL�has�always�been�proactive�towards�energy�conservation�and�has�led�the�alliance�towards�the�same�from�the�front�as�it�has�achieved�its�PAT�cycle-1�targets�successfully.�Swift�and�robust�decision�making�towards�energy�efficiency�has�enabled�us�to�post�fruitful�results.�Our�dedicated�and�professional�energy�management�cell�remains�the�strategic�focal�point�for�energy�conservation.�
The�highlights�of�our�performance�in�PAT�cycle-1�are�as�under:
2013-14�
2014-15�
2015-16(9�months)
Direct�Energy�Consumption
Million�GJ/year
2012-13 42.00
43.91
47.09
31.88
00� 05� 10� 15� 20� 25� 30� 35� 40� 45� 50
2013-14�
2014-15�
2015-16(9�months)
Direct�Energy�Intensity
GJ/MT�cement
2012-13 3.40
3.09
3.02
2.36
0.0� 0.5� 1.0� 1.5� 2.0� 2.5� 3.0� 3.5� 4.0
PAT�Cycle-1�Performance:Specific�Energy�Consumption
Specific�energy�consumption(Baseline)
Target�from�baseline
Achieved�specific�energy�consumption�with�normalization
Target�over�achieved�
Unit� Ras� Beawar
0.0903
0.0857
0.0724
15.52
0.0813
0.0776
0.0585
24.61
toe/tonof�product
toe/ton�of�product
toe/ton
%
Particulars
We�have�also�shown�compliance�towards�Renewable�Purchase�Obligation�(RPO)�wherever�applicable�as�we�purchased�18�solar�and�1432�non-solar�non-transferrable�Renewable�Energy�Certificates�(RECs)�in�the�reporting�period.�
SCL�has�always�advocated�conservation�of�energy�and�pioneering�of�initiatives�for�energy�efficiency.�It�was�the�first�Indian�cement�company�to�implement�ISO�50001�Energy�Management�System.�SCL�is�recognized�as�one�of�the�most�energy�efficient�cement�companies�in�the�world�as�it�has�one�of�the�lowest�specific�energy�consumption�in�the�industry.�Whitehopleman�(UK),�a�global�benchmarking�firm�associated�with�providing�ratings�for�cement�plants'�manufacturing�performance,�recently�awarded�a�“5-star”�ranking�to�our�cement�
ENSHRINING�CULTURE-�SAFEGUARDING�ENVIRONMENT
38 39
Shree�Mega�Power
plants�for�operational�excellence.�This�is�the�first�time�when�any�cement�plant�across�the�world�has�achieved�this�distinction�in�the�Whitehopleman�star�ranking�system�during�last�18�years.�SCL�is�an�active�member�of�the�Cement�Sustainability�Initiative�of�WBCSD�to�partner�in�developing�the�Low�Carbon�Technology�Partnerships�initiative�(LCTPi)�in�collaboration�with�other�member�companies.�SCL�is�also�associated�with�BEE,�NCCBM,�CMA,�CII,�FICCI,�and�other�industry�oriented�bodies,�for�policy�interventions�and�measures�to�chalk�out�strategies�for�the�cement�industry�and�its�peer�companies.
Some�of�our�key�energy�conservation�initiatives�undertaken�during�the�reporting�period�are�listed�in�the�table�below:
Energy�Conservation�Initiatives
Replaced�conventional�lights�with�LED�lights
Installation�of�delta-star�starter
Installation�of�VFDs�and�MVDs�for�various�applications
Replacement�of�motors�of�Bag�filter�fan�with�high�efficiency
Replacement�of�kiln�inlet�seal�from�old�conventional�pneumatic�seal�to�new�Iteca�graphite�block�type�seal
Replacement�of�kiln�tire�cooling�fan's�motor�with�high�efficiency�motor
Replacement�of�firing�blower�(Kiln�&�PC)�from�conventional�to�new�high�efficiency�PD�blower
Overhauling�of�compressors�to�improve�specific�energy�consumption
Replacement�of�Pump�impeller�for�energy�efficiency
Interconnection�of�ACC�for�auxiliary�power�saving
Boilers�false�air�ingress�reduction�for�power�saving
Energy�saved(kW)
28
12
300
6
2�Kcal/�Kg�clinker
3
16
35
65
19
40
Description
Emissions�to�AirEver�since�its�inception,�SCL�has�undertaken�proactive�measures�aimed�towards�reduction�of�emissions.�SCL�replaced�its�ESPs�to�Bag�house�to�further�curb�down�its�dust�emissions.�We�have�installed�Continuous�Emission�Monitoring�Systems�(CEMS)�at�all�our�cement�and�power�plant�stacks�for�measurement�and�monitoring�of�emissions�in�accordance�with�regulatory�Ambient�Air�Quality�Monitoring�Systems�(AAQMS)�have�also�been��
installed�in�the�plants�to�keep�a�watch�on�ambient�air�quality.�Further,�trace�emissions�like�(TOC)�Total�Organic�Carbon,�Dioxins�‒�Furans�and�heavy�metals�are�regularly�monitored�as�detailed�in�the�annexure.�We�have�also�setup�a�Flue�Gas�De-sulphurization�(FGD)�unit�at�Beawar�for�reduction�of�SO �2emissions.�We�have�been�conducting�voluntary�assessment�of�GHG�emissions�and�have�been�devising�strategies�to�reduce�the�same�since�1990.�We�have�been�disclosing�our�CO �emissions�in�2
accordance�with�the�WBCSD�Cement�Sustainability�Initiative�Cement�CO �and�Energy�Protocol,�as�well�as�reporting�the�2
carbon�emissions�and�company�strategy�in�CDP�since�2004-05�and�2011-12�respectively.�Our�specific�GHG�emissions�for�the�reporting�period�stood�at�552�Kg�of�CO �per�ton�of�cement�2
produced,�showing�a�41.65%�decrease�since�the�baseline�year�1990.�The�scope�1�emissions�have�slightly�increased�in�the�year�2015-16�is�due�to�the�inclusion�of�Raipur�Unit.
Specific�Air�Emissions�from�Cementand�Grinding�Units
Gram
s�of�e
miss
ion/
MT�ce
men
t�pro
duce
d
NOx SOx PM
2015-16�(9�months)2013-14� 2014-15�
933.20
884.95
675.20
30.46
25.89
22.24 96.74
79.23
50.61Total�GHG�Emissions
12
10
08
06
04
02
00
Million�to
nnes
�CO
�eq.
2
Scope�1 Scope�2 Scope�3
2015-16�(9�months)2013-14� 2014-15�
9.1
10.1
11.7
0.17
0.14
0.15 0.1
0.11 0.15
Emission�Statistics
Category
Scope�1�emissions�
Scope�2�emissions�
Scope�3�emissions�
Ozone�Depleting�Substances�(ODS)�
Description
Direct�emissions�within�company�premises�viz.�mining�operations,�raw�material�handling,�manufacturing�process,�captive�power�generation�and�packing.
Indirect�emissions�associated�with�companyʼs�operations�(purchased�electricity)
Other�indirect�emissions�associated�with�companyʼs�operations�viz.�upstream�&�downstream�transportations,�leased�assets�&�vehicles,�employee�commutation�&�other�associated�emissions.
Weight�of�gases�used�in�air�conditioning�(R-22�and�R-410)�classified�as�ODS
Quantity
11,651,464MT�CO e2
151,345MT�CO e2
149,535MT�CO e2
0.04746MTCFC-11�equivalent
Note:�The�Scope�1,�Scope�2,�Scope�3�emission�figures�are�reported�from�April�1,�2015�-�March�31,�2016�in�order�to�match�the�timeframe�of�our�CDP�disclosure.�
ODS�consumption(in�tonnes�of�CFC�-�11�Equivalent)
Qua
ntity
�in�Ton
nes
2015-16�(9�months)2014-15�
0.09
0.08
0.07
0.06
0.05
0.04
0.03
0.02
0.01
0.00
0.077
0.0475
CASE�STUDY
Replacement�of�Raw�Milland�Kiln�ESP�withPulse�Jet�Baghouse�Project�DescriptionPrior�to�this�upgrade,�the�ESP�which�had�been�functional�on�the�Raw�Mill�and�Kiln�stack�was�considered�to�be�old�and�lacking�required�stability,�despite�aiding�us�in�meeting�the�emission�norms.�For�more�consistent�performance�and�reliable�operation,�we�proposed�the�replacement�of�this�ESP�with�a�high�efficiency�Pulse�Jet�Baghouse.�These�high�efficiency�assemblies�offer�great�degree�of�adaptability�as�dry�collection�devices�for�removing�gases�and�heavy�metals,�thereby�facilitating�particulate�collection�with�great�efficiency.�The�capital�investment�incurred�per�project�was�approximate�INR�62.27�million.
Project�OutcomeIn�a�Pulse�Jet�Baghouse,�a�high�pressure�jet�of�air�is�used�to�remove�dust�from�bags�supported�by�rings�or�metal�cages.�This�dust�gets�collected�outside�the�bags.�The�major�advantage�of�upgrading�to�this�filter�is�that�bags�in�this�assembly�can�be�cleaned�online�without�disrupting�the�setup.�The�collection�efficiency�of�a�Pulse�Jet�Baghouse�is�about�99.99%.�Such�Baghouse�filters�have�also�been�installed�in�all�plants,�which�have�played�a�significant�role�in�reducing�our�emissions.
1000
900
800
700
600
500
400
300
200
100
0
ENSHRINING�CULTURE-�SAFEGUARDING�ENVIRONMENT
40 41
Pulse�JetBag-House
65�%�Synthetic�Gypsum�Usagein�Total�Gypsum�requirement
Waste�Management
Co-Processing
26.3�%�Use�of�AlternateRaw�Materials
RESOURCE�MANAGEMENT�
At�SCL,�we�believe�that�being�conscious�and�responsible�for�the�environmental�impacts�of�business�operations�is�the�prerogative�of�every�enterprise.�In�order�to�mitigate�and�reduce�the�very�same�impacts,�we�have�adopted�measures�to�conserve�resources�and�improve�resource�efficiency.�Through�optimization�of�our�consumption�and�production�patterns,�we�strive�to�increase�the�efficiency�of�our�operations�by�reducing�resource�use�and�avoiding�environmental�pollution�along�the�product�lifecycle,�while�delivering�the�best�quality�product�to�our�customers.
Raw�Material�UseLimestone�is�the�single�largest�raw�material�used�in�cement�manufacturing.�Additives�are�added�during�various�stages�of�manufacturing�process�to�get�desired�quality�of�clinker�and�finished�cement.�Besides�these�inputs,�a�large�quantum�of�energy�is�needed�to�transform�the�limestone�to�cementitious�material.
Specific�GHG�Emissions
1000
900
800
700
600
500
400
300
200
100
0
kg�CO
/MT�ce
men
t2
946
606
585
588
576
552
1990 2011-12 2012-13 2013-14 2014-15 2015-16
Emissions�from�300�MW�Power�Plant,Beawar
In�Ton
nes
NOx SOx PM
2015-16�(9�months)2013-14� 2014-15�
3000
2500
2000
1500
1000
500
00
383�
427�
391
2769
�22
88�
1074
81�
77�
69.5
Emissions�from�CPP�Beawar�and�Ras
Gram
s�of�e
miss
ion/
MT�ce
men
t�pro
duce
dNOx SOx PM
2015-16�(9�months)2013-14� 2014-15�
2500
2000
1500
1000
500
0
916.06
� 610.12
�54
2.70
2029
.12�
1008
.62�
893.90
77.23�
73.21�
65.60
We�are�one�of�the�largest�suppliers�of�loose�cement�to�infrastructure�projects.�This�is�a�sustainable�way�of�supplying�cement�as�there�is�no�packaging�material�involved.�Hence,�less�resources�are�used�as�well�as�reduction�in�waste�caused�due�to�disposal�of�packaging�material.
We�at�SCL,�are�committed�to�reduce�our�environmental�footprints�through�the�adoption�of�emerging�technologies�such�as�co-processing.�We�are�on�a�constant�quest�to�identify�avenues�for�process�enhancements�which�may�aid�us�in�optimizing�resource�consumption.�
Co-processing�in�the�cement�industry�helps�in�recovering�a�substantial�amount�of�energy�and�raw�materials�from�hazardous�&�non-hazardous�waste�of�other�industries.�It�presents�an�economical�and�environmentally�benign�solution�to�producers,�by�substituting�conventional�raw�materials�with�industrial�waste�under�strictly�controlled�conditions,�without�compromising�on�the�quality�of�the�output.�At�SCL,�we�have�identified�several�alternate�raw�materials�such�as�fly�ash,�bed�ash,�synthetic�gypsum�and�lead�zinc�slag,�among�others,�to�replace�conventional�raw�materials.�In�the�current�reporting�period,�our�efforts�resulted�in�replacement�of�26.32�%�of�conventional�materials�with�alternate�materials.�Usage�of�alternative�fuels�like�paint�sludge�and�other�industrial�wastes�also�increased�to�2.1�%�during�the�year.
ENSHRINING�CULTURE-�SAFEGUARDING�ENVIRONMENT
42 43
Captive�Thermal�Power�Plant�at�Beawar
100
80
60
40
20
0
80.7�
19.3
80.67�
19.33
79.97�
20.03
73.7�
26.3
Transition�to�Alternate�Raw�Materials
Percen
tage
s
Conventional�Raw�Material�������Alternate�Raw�Material
2012-13� 2013-14� 2014-15� 2015-16(9�months)
ENSHRINING�CULTURE-�SAFEGUARDING�ENVIRONMENT
MATERIAL UNIT 2015-16(9�months)
2014-15 2013-14 2012-13
Limestone
Gypsum
Red�Ochre
Laterite
Sulphuric�Acid
Grease
Lubrication�Oil
PP�Bags
Fly�Ash
Bed�Ash
Synthetic�Gypsum
Chemical�Gypsum
Lead�Zinc�Slag
GBFS�Slag
Sludge
Marble�Slurry
MT
MT
MT
MT
MT
MT
MT
MT
MT
MT
MT
MT
MT
MT
MT
Million�MT
14.75
0.28
0.14
0
0.09
0.0001
0.0004
0.018
2.96
0.13
0.52
0.02
0.04
0.31
0.01
0.002
17.09
0.90
0.29
0
0.16
0.00002
0.00007
0.021
3.54
0.155
0.60
0
0.154
0
0.19
0
15.03
0.41
0.28
0
0.13
0.00011
0.00042
0.020
3.29
0.01
0.46
0
0.02
0
0
0
13.06
0.4
0
0.15
0.07
0.0001
0.00038
0.017
3.03
0.12
0.25
0
0.18
0
0
0
Raw�Material�Consumption�(In�million)
Associated�Process�Materials�(In�million)
Packaging�Material�(In�million)
Alternate�Raw�Materials�(In�million)
CASE�STUDY
Substitution�of�NaturalGypsum�withSynthetic�GypsumProject�DescriptionCement�production�requires�the�addition�of�approximately�5�%�Gypsum�by�weight.�This�Gypsum�is�mixed�with�other�raw�materials�in�order�to�alter�the�setting�time�and�properties�of�cement�(when�mixed�with�water).�Because�of�short�supply�and�inferior�quality�of�natural�Gypsum,�we�decided�to�produce�it�synthetically�through�establishment�of�an�in-house�manufacturing�facility�at�Beawar�1350�TPD.�Synthetic�Gypsum�is�produced�when�powdered�Limestone�is�made�to�react�with�concentrated�sulphuric�acid�and�water�under�controlled�conditions.�The�Gypsum�formed�is�subjected�to�curing�in�order�to�optimize�its�physical�properties.�During�this�process�various�gases�are�released�which�are�filtered�through�a�state-of-the-art�scrubbing�system,�thereby�eliminating�any�concerns�for�pollution.�The�total�investment�for�setting�up�this�plant�was�INR�16.62�crores.�We�have�also�established�a�similar�plant�of�capacity�1560�TPD�at�Ras.
Project�OutcomeBesides�ensuring�a�high�purity�product,�the�synthetic�gypsum�plant�also�guarantees�timely�availability�of�this�essential�raw�material�for�our�cement�production�process.�We�have�reduced�sourcing�naturally�occurring�Gypsum�from�the�market�since�the�establishment�of�the�Synthetic�Gypsum�plant.�FGD�supplements�the�Synthetic�Gypsum�production�at�Beawar�Plant.
Waste�ManagementGlobal�economic�development�and�rapid�industrialization�have�increased�the�demand�for�resources,�and�have�led�to�increasing�levels�of�waste�worldwide.�At�SCL,�we�have�incorporated�the�best�waste�handling�and�utilization�practices,�and�align�our�activities�in�accordance�with�the�waste�management�legislations�in�the�Indian�context.�All�hazardous�waste�materials�generated�at�our�production�sites,�such�as�used�oil,�biomedical�waste,�e-waste,�and�batteries�waste,�are�handled�in�a�secure�manner�and�sold�off�to�authorized�recyclers�adhering�to�Central�Pollution�Control�Board�(CPCB)�gudilines.
The�following�table�shows�the�hazardous�waste�generated:
Used�oil�waste
Biomedical�waste
E-waste
Batteries�waste
54�KL
942�Kg
64�Kg
31.94�MT
No�incidents�of�spillage�of�oil,�fuels,�or�chemicals�were�observed�in�the�reporting�period.�None�of�the�waste�transported,�exported�or�treated�by�SCL�was�classified�as�hazardous�under�the�terms�of�Basel�Convention�at�any�of�our�units.�We�shall�continually�strive�to�build�upon�our�efforts�towards�improving�resource�efficiency,�hence�enhancing�our�fuel�and�resource�security.�Our�strong�environmental�performance�has�propelled�us�among�the�ranks�of�industry�leaders�in�the�Indian�cement�sector,�and�has�also�earned�us�global�recognition.�We�shall�always�continue�to�pioneer�intiatives�towards�sustainable�resource�management.�
44 45
Jaipur�Grinding�Unit
Waste� Quantity
Synthetic�Gypsum�Unit
466�Hectares�of�Land�Acquiredfor�Plantation�
2585.6�Hectares�Mining�Area
49,655�Saplings�Planted
88.8%�Improvementin�Sapling�Survival�Rate
BIODIVERSITY�-�OUR�NATURAL�HERITAGE
Biodiversity�is�the�life�support�system�of�our�planet�‒�we�depend�on�it,�directly�or�indirectly,�for�sustenance.�The�link�between�biodiversity�and�our�future�prosperity�is�closer�than�it�appears�to�be.�So�it�is�our�moral�responsibility�to�conserve�the�biodiversity�in�every�plausible�way.�In�line�with�this�belief,�SCL�has�implemented�various�initiatives�and�made�attempts�to�replenish�the�flora�and�fauna�specially�keeping�in�mind�the�sustainable�future�that�SCL�envisions.�
ENSHRINING�CULTURE-�SAFEGUARDING�ENVIRONMENT
SCL�has�total�mine�area�of�2585.6�hectares�across�Beawar�(Shyamgarh,�Sheopura�Kesharpura�mines),�Ras�(Nimbeti�mines)�and�Raipur.�Our�mining�projects�are�planned�so�as�to�meet�all�the�statuary�requirements�of�Mines�Act�1952�as�well�as�our�environmental�obligations.�We�believe�by�enhancing�the�biodiversity�within�and�around�our�plant�sites,�we�also�strengthen�our�ties�with�the�local�communities.
SCL�takes�due�consideration�of�the�impacts�in�its�mining�plan�and�directs�its�resources�to�ensure�sustainable�mining�in�all�its�mine�area.�All�of�our�mine�sites�have�biodiversity�management�and�quarry�restoration�plans�incorporated�in�the�mining�activities.
Our�primary�actions�for�biodiversity�enhancement�among�other�areas�are�focused�around�water�table�restoration�and�green�belt�development.�We�have�identified�these�areas�considering�the�local�environmental�and�climatic�conditions.�Accordingly,�the�summary�of�our�activities�in�the�FY�2015-16�are:��
A.� Green�Belt�Development
l �We�planted�49,655�saplings�in�FY�2015-16�compared�to�27000�saplings�in�FY�2014-15
l Our�sapling�survival�rate�has�also�improved�by�3.98%,88.8%�from�85.4%.�We�attribute�this�improvement�to�our�horticulture�department.�Diligent�monitoring�and�replenishment�of�natural�composition�of�soil,�through�organic�means,�wherever�required�was�the�key�to�this�improvement.
l Approximately�466�hectares�of�land�has�been�developed�for�plantation�in�and�around�the�mining�area�at�Ras.�We�will�be�able�to�see�visible�change�in�the�greenery�by�the�end�of�next�financial�year.
WATER�MANAGEMENT
Water�is�one�of�the�key�drivers�for�industrial�growth�and�is�vital�to�uphold�the�production�quantity,�product�quality,�and�all�essential�manufacturing�functions.�Water�is�a�crucial�element�in�SCL's�sustainable�development�drive.�In�the�quest�for�enhancing�our�operational�eco-efficiency,�we�have�implemented�numerous�measures�across�our�plants�to�facilitate�sustainable�water�use.�The�over-arching�water�policy�of�SCL�not�only�explicates�its�promise�towards�judicious�use�of�water�resources,�but�also�the�commitment�towards�conservation�and�enrichment�of�natural�water�sources�to�the�greatest�extent�possible.
At�SCL,�we�have�a�two�pronged�approach�for�water�management.�We�believe�conservation�of�water�is�only�possible�in�collaboration�with�all�the�stakeholders�involved.�Hence,�we�follow�the�following�structure�for�the�implementation�of�water�management�initiatives:
Watershed�Development
4.65�million�Kl�Rainwaterharvesting�Capacity
Responsible�Abstraction
199,159�KL�Water�Reused
Zero�Discharge
Augmentationof�Water�sources
Reduce,�Reuse&�Recycle�
Rechargingof�groundwater
Water�harvestingstructures�in�the�community
Partnerships�withNGOs�&�Govt.
Awarenessgenerationin�the�community
WaterManagementat�SCL
Withinthe�Fence
Beyondthe�Fence
46 47
PlantationLocation
Plant�areaMines�areaHarihar
Tonnes�of�Carbon�Sequestered
467.30214.96202.79
Tonnes�of�Carbon�Dioxide�Sequestered
1715.00788.89744.23
CO₂��Sequestration�by�Green�Belt
This�is�a�high�level�summary�of�site-wise�estimation�of�above�ground�biomass�for�standing�stock�for�the�plantations.�Next�financial�year,�we�intend�to�take�up�a�comprehensive,�in-depth�study�which�will�help�us�identify�our�carbon�sinking�capacity�in�quantitative�terms.
B.� Water�Restoration�Program
l �We�have�developed�a�pit�in�the�mines�for�Water�Harvesting.�Last�year�the�capacity�of�the�pit�was�0.65�million�KL.�This�year�we�have�further�deepened�the�pit�and�taken�up�the�excavation.�The�targeted�capacity�is�1�million�KL�which�will�be�achieved�by�next�financial�year.�
l �Apart�from�this,�we�have�implemented�many�initiatives�for�reduction�in�water�consumption�in�our�manufacturing�and�supporting�processes.�These�have�been�detailed�in�our�water�management�section.
None�of�the�IUCN�Red�Listed�species�are�affected�due�to�our�operations�as�no�such�species�are�found�in�the�locality�of�our�plants.
l A�trial�carbon�sequestration�study�of�the�Green�belt�showed�promising�Carbon�and�Carbon�dioxide�sequestration�levels�within�SCL�Raipur�premises,�as�mentioned�in�the�following�table:�
We�at�SCL,�keep�a�stern�check�on�our�water�withdrawal�patterns.�As�we�have�incorporated�dry�process�at�all�our�production�sites,�our�operations�do�not�account�for�extensive�water�consumption.�Groundwater�is�the�key�water�source�for�SCL�across�all�its�production�facilities.�We�have�incorporated�advanced�manufacturing�and�process�technologies�like�Waste�Heat�Recovery�(WHR)�based�power�plants,�Air�Cooled�Condensers�(ACC),�and�Sewage�Treatment�Plants�(STPs),�among�others�to�minimize�the�process�water�consumption�ultimately�leading�to�water�conservation.�We�have�dedicated�Water�Management�Cells�at�all�our�production�facilities�which�track�and�monitor�real-time�water�usage�at�all�respective�units�and�sections.�In�order�to�ensure�a�comprehensive�assessment�of�our�water�usage,�we�perform�trend�analysis�and�water�performance�review�every�month,�against�established�benchmarks.�These�practices�help�us�in�the�formulation�of�action�plans�and�setting�targets�for�future.�Our�water�withdrawal�for�the�reporting�period�
3stood�at�1.60�million�m .
SCL's�commitment�to�responsible�water�management�begins�right�from�its�sourcing.�We�do�not�withdraw�water�from�any�protected�water�bodies�or�Ramsar�listed�wetlands.�Our�consciousness�towards�environment�is�further�elucidated�by�the�organization-wide�policy�on�Zero�Water�Discharge.�All�manufacturing�facilities�have�shown�strict�adherence�to�this�policy�over�the�years,�and�continued�the�same�in�2015-16�as�no�discharge�of�waste�water�was�reported.�The�domestic�waste�water�generated�at�the�company�premises,�is�treated�at�STP,�which�is�then�used�for�the�development�of�green�belt�in�and�around�the�facilities.
The�total�installed�capacity�of�STP�across�our�production�sites�is�1160�KLD.�Total�quantity�of�water�reused�in�2015-16�was�199159�KL�accounting�for�12.4�%�of�SCL's�total�water�withdrawal.�These�measures�underscore�our�commitment�towards�responsible�water�use�throughout�our�operations.
We�use�advanced�technology�to�conserve�and�reduce�water�consumption�in�our�operations.l We�have�started�using�water�mist�dust�suppression�system�
instead�of�conventional�means�of�water�sprinkling�at�our�Beawar�&�Ras�locations.
l All�connecting�roads�&�truck�parking�areas�are�concreted.�Further,�we�use�road�compactors�in�mining�operations�to�reduce�fugitive�emissions.
l Installation�of�Air�Cooled�Condensers�(ACCs)�in-place�of�Water�Cooled�Condensers�(WCCs)�in�the�power�plants�has�resulted�in�90%�reduction�in�water�consumption�for�power�generation.
l WHR�based�power�plants�have�also�complemented�our�water�conservation�initiatives�by�saving�approximately�3120�KL�water�per�day�which�was�previously�required�in�Gas�Conditioning�Towers�(GCTS).
Rajasthan,�a�historically�water�scant�state,�has�had�a�long�tradition�of�water�conservation.�Creation�of�water�structures�(for�groundwater�recharge�and�facilitating�drinking�water)�such�as�talabs,�bandhis,�samands,�johads,�and�baoris�has�been�a�common�practice�for�centuries�in�this�region.�SCL�has�also�lived�up�to�this�tradition�by�investing�in�construction�of�rainwater�harvesting�structures�at�seven�of�its�production�sites,�with�capacity�totaling�4.65�million�KL.�We�have�shown�active�participation�in�the�Mukhyamantri�Jal�Swavalamban�Yojana�of�the�State�Government�under�which�we�constructed�watershed�structures�such�as�anicuts,�ponds,�and�check�dams.�These�have�not�only�aided�us�in�countering�the�threats�posed�by�water�shortage�in�our�regions�of�operation,�but�have�also�greatly�supported�the�local�communities�in�meeting�their�everyday�water�requirements�through�improved�access�to�water.�
We�are�increasing�our�focus�on�raising�awareness�regarding�responsible�use�of�water�as�believe�it�is�a�key�element�of�water�conservation.�Accordingly,�we�organize�Water�Conservation�Poster�Competition�in�collaboration�with�Big�92.7�FM�on�World�Environment�Day�in�2016.
SCL�has�always�been,�and�will�always�continue�to�make�strides�towards�bringing�positive�change�to�the�environment.
CASE�STUDY
Reuse�of�Cooling�Tower�Reject�Water�throughSide�Stream�Filter�at�RasProject�DescriptionThe�fans�of�our�ACC�installed�at�our�154�MW�capacity�Captive�Power�Plants�in�Ras�require�timely�cleaning�of�their�fins.�Earlier�we�had�been�using�fresh�water�for�this�purpose,�and�the�drained�water�was�being�discarded�through�use�in�dust�suppression�in�various�parts�of�the�plant.�This�waste�water�could�not�be�re-used�for�cleaning�of�fins�due�to�high�turbidity,�as�the�suspended�solids�would�get�deposited�on�the�fins.�Recently,�we�devised�a�methodology�to�collect�and�reuse�this�water�through�the�use�of�a�side�stream�filter.�This�Side�Stream�was�installed�in�the�Reverse�Osmosis�plant�at�our�power�plant.�The�total�cost�of�this�project�was�INR�55,000.
Project�OutcomeThe�Side�Stream�filter�is�a�multi-grade�filter�having�different�sized�pebbles,�silex,�and�fine�sand�as�filtration�media.�The�suspended�solids�are�trapped�among�the�media,�when�used�water�passes�through�the�filter.�As�a�result,�the�turbidity�of�the�used�water�is�highly�reduced,�making�the�treated�water�fit�for�cleaning�of�the�fins.�This�retrofitting�project�has�now�been�in�operation�for�over�a�year,�and�has�resulted�in�water�saving�of�approximately�12,000�KL�in�the�reporting�period�amounting�to�INR�1.28�Lakhs.
Total�Water�Withdrawal
In�m
illion�m
³
3
2.5
2
1.5
0.5
0
2.612.11
1.60
2.47
2012-13� 2013-14� 2014-15� 2015-16(9�months)
Specific�Water�Withdrawal
0.21
0.13 0.120.17
2012-13� 2013-14� 2014-15� 2015-16(9�months)
0.25
0.20
0.15
0.10
0.05
0.003m
/MT�ce
men
t�pro
duce
d
S.�No.
1
2
3
4
5
6
7
8
Locations
Beawar
Ras
Raipur
Panipat
Jaipur
Khushkhera
Suratgarh
Roorkee
Capacity�(KLD)
600
200
80
150
35
25
35
35
Site-Wise�STP�Installed�Capacity
48 49
ENSHRINING�CULTURE-�SAFEGUARDING�ENVIRONMENT
Side�StreamFilters
50 51
Our�Pe pleoand�Society
94.50�%Employee�Retention
Employee�satisfaction�Score�of82�in�“Great�place�to�Work”
825�TrainingProgrammes
All�Operations�CertifiedUnder�SA8000
Employee�relations�not�only�relates�to�managing�experiences�and�expectations�of�workforce�at�the�workplace,�but�also�an�effective�utilization�of�people.�As�organizations�in�the�contemporary�setup�try�to�develop�core�competencies�in�order�to�stand�out�from�the�rest,�nurturing�employee�relations�becomes�central�element�to�the�achievement�of�this�goal.�We�at�SCL,�have�continually�focussed�on�establishing�a�workplace�culture�that�maximizes�employee�happiness�and�satisfaction,�ultimately�resulting�in�optimal�performance.�
We�strive�to�create�and�uphold�a�family�culture�at�all�our�production�units�by�encouraging�inter-departmental�and�cross-functional�relationships.�We�ensure�inculcation�of�this�culture�among�employees�at�all�levels�of�service,�so�that�the�entire�workforce�forms�a�cohesive�SCL�Family.�The�strengthening�of�bonds�between�our�employees�has�been�an�important�factor�in�the�growth�and�development�of�SCL.
Instituting�Cohesive�Work�CultureSCL�has�developed�a�robust�organization�wide�strategy�for�human�resource�management�which�enables�our�executive�leadership�to�strike�the�right�balance�with�different�cadres�of�our�workforce.��This�strategy�is�centered�on�the�achievement�of�business�objectives�through�comprehensive�development�of�employees.�Workforce�management�is�developed�on�the�following�principles:
•� Creating�a�work�environment�that�motivates�employees�to�give�their�best
•� Building�a�strong�employer�brand�that�attracts�talent
•� Institutionalizing�a�strong�learning�culture�that�enables�development�and�provides�internal�growth�opportunities�
•� Ensuring�employee�happiness
Contributing�to�the�extent�of�specialization�involved�in�our�production�processes,�we�have�employed�people�with�diverse�
skillsets�and�backgrounds�from�the�domains�of�Engineering,�Science�&�Research�and�Management.�Because�of�our�wide-ranging�operations�and�rapid�scale�up,�it�becomes�imperative�for�us�to�ensure�talent�readiness�to�meet�technical�and�market�demands.�As�on�March�31st�2016,�our�workforce�comprised�of�5,142�employees,�including�218�wage-board�workers�including�5�employees�with�physical�disabilities.
Employee�Strength6000
5000
4000
3000
2000
1000
0
42004698 5139 5142
2012-13 2013-14 2014-15 2015-16(9�months)
Workforce�Breakup
Senior�Management
Middle�Management
Junior�Management
Workers�(Permanent)
Total
Workforce�Breakup�by�Age
<30�years
0
4
1431
0
1435
30-50�years
48
486
2415
150
3099
>50�years
62
136
342
68
608
Male
110
618
4167
218
5113
Workforce�Breakup�by�Gender
Female
0
8
21
0
29
Local�
37
244
2018
216
2515
Workforce�Breakup�by�Region
Non-�local
73
382
2170
2
2627
To�uphold�our�commitment�towards�socio-economic�development�of�the�communities�in�our�areas�of�operation,�about�49%�of�our�workforce�has�been�hired�from�local�regions.�33.6%�of�our�senior�management³�also�belongs�to�the�local�communities⁴.�Our�turnover�rate�at�the�end�of�the�reporting�period�was�5.50%,�with�maximum�turnover�observed�in�junior�management�cadre.�
New�Joinees160
140
120
100
80
60
40
20
00 2 2 0
142
130134
2 0 0 0
SeniorManagement
MiddleManagement
JuniorManagement
Workers(Permanent)
<30�years 30-50�years >50�years
Gender-Wise�Representation�of�Hiringand�Turnover�Statistics
Seniormanagement
Middlemanagement
Juniormanagement
Workers�(Permanent)
WorkforceTurnover
Male
20
38
216
3
Female
0
0
6
0
Male
4
16
265
0
New�Joiners
New�Joinees�Turnover�During�the�Reporting�Period
Out�of�the�13�male�new�joinees�from�the�junior�management�who�left�the�company�in�the�reporting�period,�7�employees�were�under�the�age�of�30�and�6�employees�were�between�30�and�50�years�of�age.�
OUR�PEOPLE�AND�SOCIETY
Employee�Category
³�General�Managers�and�above⁴�Communities�inherent�to�the�state�where�the�respective�unit�is�located
0 614
1
20 17
104
83
35
0 1 2
120
100
80
60
40
20
0Senior
ManagementMiddle
ManagementJunior
ManagementWorkers
(Permanent)
<30�years 30-50�years >50�years
Employee�Turnover
EmployeeCategory
Female
0
0
1
0
Seniormanagement
Middlemanagement
Juniormanagement
Workers�(Permanent)
Male
0
0
13
0
FemaleEmployeeCategory
0
0
0
0
52 53
SHAPING�EMPLOYEESIN�THE�SCL�CULTURE
human�rights�or�with�respect�to�labor�practices�were�filed�across�any�of�our�sites�by�our�employees�or�by�stakeholders.�No�incidents�of�violations�involving�human�rights�of�indigenous�people�were�recorded.
SCL�firmly�believes�in�gender�equality�and�aims�to�provide�a�safe�working�environment�for�all�employees,�especially�women.�SCL�does�not�tolerate�sexual�harassment�in�any�form,�and�has�adopted�the�Policy�of�Prohibition�of�Sexual�Harassment�to�affirm�the�same.�There�were�no�complaints�on�sexual�harassment�during�the�reporting�period.�
All�our�workmen�including�regular�contract�workmen�are�covered�under�collective�bargaining�agreements,�and�given�suitable�platforms�and�opportunities�to�engage�with�the�management�to�voice�their�concerns.�We�have�100%�coverage�of�permanent�workmen�and�regular�contract�workmen�(employed�as�per�Contract�Labour�Regulation�&�Abolition�Act,�1970)�with�three�registered�trade�unions�affiliated�with�their�country-wide�trade�unions�namely�Bharatiya�Shree�Cement�Karmachari�Sangh�(BMS),�Shree�Cement�Works�Union�(AITUC),�and�Rashtriya�Shree�Cement�Majdoor�Sangh�(INTUC).�During�the�reporting�period,�no�operations�were�identified�in�which�the�right�to�freedom�of�association�and�collective�bargaining�was�violated�or�at�risk.�We�had�no�strikes�and�lockouts�for�the�reporting�period�and�maintain�good�relationships�with�all�our�union�members.
In�order�to�maximize�employee�satisfaction�and�improve�productivity,�SCL�offers�benefits�to�all�employees,�including�contribution�to�Superannuation�Fund�and�Provident�Fund,�effective�from�an�employeeʼs�date�of�joining.�Some�of�the�other�benefits�offered�include�mediclaim�insurance,�group�personnel�accident�policy,�education�allowance�for�energy�managers,�retirement�provisions,�gratuity�as�per�rules�and�earned�leave�encashment,�medical�loan,�marriage�loan�etc.�
We�have�initiated�the�concept�of�a�“Benevolent�Fund”�at�our�units�where�all�staff�members�(except�Marketing)�contribute�INR�100�every�month�in�order�to�extend�monetary�support�to�the�family�of�deceased�employees�(in�case�of�natural�death).�The�nominee�of�the�deceased�receives�INR�15,000�per�month�for�the�next�5�years.
As�an�equal�opportunity�employer,�the�remuneration�ratio�of�women�to�men�at�SCL�ranges�from�0.88�to�1.34�across�different�employee�categories.�The�ratio�of�basic�salary�of�women�to�men�falls�in�the�range�0.84�to�1.26�in�different�management�grades�in�our�operations.�All�female�employees�at�SCL�are�also�entitled�to�maternity�leave�of�3�months�which�is�under�revision�in�view�of�the�recent�Amendment�to�the�Maternity�Benefits�Act�1961.�During�the�reporting�period,�2�female�employees�availed�the�maternity�leave,�and�both�returned�to�work�continuing�their�employment�for�the�rest�of�the�year.�We�currently�do�not�have�a�policy�for�paternity�leave.�
In�order�to�effectively�communicate�the�organizationʼs�anti-corruption�policies�and�procedures,�we�conducted�training�sessions�for�40�employees�totalling�to�80�man-hours.�As�per�the�norms�of�the�Industrial�Disputes�Act,�1947,�we�provide�a�minimum�notice�period�of�twenty�one�days�to�our�employees�before�effecting�any�significant�operational�changes,�which�may�have�a�bearing�upon�them,�however�the�same�is�not�documented�in�Collective�Bargaining�agreements.
We�were�ranked�among�the�Top�5�Employers�across�sectors�and�st1 �in�manufacturing�for�Employee�Health�and�Wellness�in�the�
country�by�the�Society�of�Human�Resource�Management�
(SHRM)�the�worldʼs�largest�not�for�profit�Human�Resources�Association.
Strategic�Talent�ManagementIn�order�to�compete�in�todayʼs�fast-paced�global�economy�and�capitalize�on�new�opportunities,�organizations�need�to�have�a�structured�approach�towards�management�and�utilization�of�talent.�SCLʼs�employees�work�towards�a�pre-defined�set�of�goals�in�line�with�our�over-arching�business�objectives.�We�have�also�devised�numerous�people�development�initiatives�which�facilitate�the�overall�learning�and�development�of�our�employees.�
To�facilitate�smooth�integration�of�new�joinees�into�our�work�climate,�we�have�initiated�the�“Mentor-Mentee”�program,�hence�creating�a�foundation�for�stronger�relationships�at�our�organization.�In�order�to�keep�the�overall�competencies�of�our�organization�high,�we�harness�the�best�talent�at�Indiaʼs�leading�universities�through�our�campus�recruitment�drives.�We�have�also�initiated�a�“Campus�to�Corporate�Program”�through�which�we�offer�internships�to�students�from�various�technical�and�management�institutes.
The�employee�retention�rates�at�SCL�over�the�last�4�reporting�periods�are�illustrated�in�the�graph�below:
OUR�PEOPLE�AND�SOCIETY
SCL�HR�Strategy
Continually�creating�benchmarks
l Institutionalizing�the�Performance�Management�System�(PMS)�based�on�a�robust�goal�setting�framework
l Gradually�progressing�towards�development�of�PMS�based�on�the�Balanced�Scorecard�Methodology
Continuously�creating�wealth�for�stakeholders
l Identifying�and�developing�high�potential�employees
l Institutionalizing�a�career�management�framework�for�facilitating�horizontal�and�vertical�movement�of�employees�across�SCL
Generate�feeling�of�satisfaction�and�joy
l Conducting�employee�engagement�activities�to�cater�social,�cognitive,�physical�and�spiritual�dimensions�of�wellness
l Engaging�a�renowned�consultant�for�an�employee�engagement�survey
l Extending�development�support�to�the�company�owned�school�to�provide�quality�education
Our�employees,�investors,�business�associates,�the�government�and�community�where�we�operate
l Continuously�upgrade/automate�HR�processes�to�efficiently�and�effectively�meet�business�objectives�e.g.�developing�an�in-house�recruitment�software
l Develop�and�align�HR�policies�to�meet�organizational�and�employee�needs
Generate,�experiment�and�implement�new�ideas�for�creating�value
l Institutionalize�idea�generation�process�by�deploying�a�robust�Reward�and�Recognition�framework�such�as�launching�the�“Employee�of�the�Month”�scheme
Follow�eco-friendly�practices�for�maximizing�the�ratio�of�output�product�to�input�resources
l Upgrade�people�capabilities�by�conducting�external�and�internal�trainings
l Institutionalize�a�leadership�pipeline�model�to�build�in-depth�leadership
l Deploy�a�competency�framework�across�SCL
HAPPINESS
PROSPERITY
LEAD STAKEHOLDERS
INNOVATION�
SUSTAINABLEEmployee�Retention�Trend�in�Percentage�(%)
96.095.595.094.594.093.593.0
94.07
95.5295.81
94.50
2012-13 2013-14 2014-15 2015-16(9�months)
Our�employees�associate�themselves�with�the�organization�through�social,�emotional,�and�psychological�bonds�strengthened�by�the�existence�of�a�strong�family�outlook.�Consequently,�it�becomes�vital�for�us�to�manage�their�performance,�demands,�expectations�and�the�overall�work�climate.�We�at�SCL�provide�adequate�infrastructure�and�facilities�to�all�employees�to�ensure�their�comprehensive�growth�and�development.�Dignity�of�labor�is�deep-rooted�in�the�value�system�of�our�Company.�We�act�ethically�and�ensure�transparency�and�equality�in�all�dealings�with�employees,�contractors,�and�the�society.�We�strictly�refrain�from�discrimination�or�harassment�of�our�employees�on�the�basis�of�caste,�creed,�color,�religion,�race,�or�gender.�SCLʼs�Human�Resource�policy�embeds�zero�tolerance�for�child�labor�and�forced/compulsory�labor�in�any�of�our�operations.�We�have�empowered�our�employees�to�report�any�instances�of�violation�
of�human�rights�or�workplace�discrimination.�Our�contractors�also�maintain�age�proof�to�ensure�no�underage�person�is�delegated�to�work�at�our�sites.�No�complaints�related�to�child/�forced/compulsory�labor�and�discriminatory�work�conditions�or�labor�practices�were�registered�in�the�reporting�period.
The�consideration�for�human�rights�has�been�strongly�integrated�in�our�corporate�strategy�formulation�and�decision�making.�All�our�operations�are�subjected�to�human�rights�reviews�and�impact�assessments,�and�are�certified�under�SA8000.�In�the�reporting�period,�SCL�provided�276.5�man-hours�of�training�to�169�employees�on�policies�and�procedures�related�to�human�rights�relevant�to�our�operations,�covering�3.29%�of�our�total�workforce.�45.7%�of�the�security�personnel�employed�by�us�were�trained�in�SCLʼs�human�rights�policies�(including�third�party�security�personnel).�No�grievances�for�violation�of�
Employee�EngagementAt�SCL,�employee�engagement�is�believed�to�be�a�mode�of�channelizing�two-way�commitment�and�communication�between�our�employees�and�us.�Employee�engagement�not�only�improves�individual�performance�and�well-being,�but�also�increases�the�likelihood�of�business�success�through�enhancement�in�productivity.�In�order�to�cultivate�a�collaborative�atmosphere�through�overall�development�of�our�workforce,�we�have�established�a�Goal�Setting�framework�for�our�employees.�This�system�enables�employees�to�align�their�personal�development�goals�with�the�business�goals�of�the�organization.�All�employees�at�our�organization�across�various�management�grades�received�regular�performance�and�career�development�reviews.�
In�order�to�strengthen�our�levels�of�engagement�with�our�workforce�and�tend�to�their�concerns�in�a�hands-on�manner,�we�have�initiated�the�“Voice�of�Field”�program.�This�initiative�provides�an�open�platform�to�company�employees�to�voice�their�concerns�and�grievances�to�the�management,�thereby�aiding�the�management�to�take�corrective�actions.�Voice�of�Field�is�held�on�a�monthly�basis�and�has�greatly�enhanced�mutual�understanding�between�SCL�and�its�employees.
54 55
OUR�PEOPLE�AND�SOCIETY
To�channelize�the�focus�and�efforts�of�our�employees,�we�believe�in�adequately�catering�to�their�physical,�social,�and�emotional�welfare.�We�organize�events�from�the�areas�of�sports,�arts,�and�culture,�and�encourage�all�employees�to�participate�actively.�We�celebrate�all�major�festivals�such�as�Holi,�Deepawali,�ʻEid,�Guru�Nanak�Jayanti,�Makar�Sankranti,�Janmashtmi�and�others�with�great�zeal�and�vigor,�enabling�interaction�of�SCL�employees�with�the�local�communities.�
We�organized�the�“Shree�Premier�League”,�a�cricket�tournament�contested�by�12�teams�headed�by�each�functional�head�at�Beawar.�This�event�was�held�at�the�Shree�Sports�Complex�and�witnessed�participation�of�about�250�employees�from�all�departments�and�was�a�big�hit�at�our�campus.��We�provide�facilities�such�as�fully�equipped�Gymnasium,�Arogyadhaam�Yoga�Center,�as�well�as�a�Shree�Sports�Complex�to�conduct�indoor�tournaments�for�other�sports�such�as�Badminton,�carom,�chess,�football,�and�many�more.�Employee�volunteering�activities�such�as�blood�donation�camps�and�cleanliness�drives�too�are�organized�on�a�periodic�basis.�We�conduct�annual�health�checkups�for�all�employees�and�provide�medical�treatments.
Every�year�we�conduct�an�Employee�Perception�Survey�in�conjunction�with�“Great�Place�to�Work”,�a�global�tool�extensively�used�by�companies�worldwide�for�assessment�of�management�practices�and�employee�satisfaction.�The�survey�saw�participation�from�99.63%�of�our�target�sample�of�541�(10%�of�Total�Employee�Strength).�We�received�a�score�of�82�out�of�100�which�is�at�par�with�Indiaʼs�Top�50,�9�points�higher�than�manufacturing�sector�and�3�points�higher�than�Companies�with�Employee�Strength�5001-10000.�The�survey�was�for�FY�15-16�and�we�were�placed�in�the�top�quartile�among�all�respondents.�
We�have�established�a�CBSE-affiliated�school�within�our�premises�at�Beawar�to�facilitate�access�to�education�for�children�and�have�set�up�clubs�such�as�Ladies�Club,�Childrenʼs�Club,�Saheli�Club�and�the�Staff�Club�at�our�plants.�
Hours�of�Training�for�Employeesby�Employee�Category
Average�TrainingMan-Hours�/�Employee
Senior�Management
Middle�Management
Junior�Management
Workers�(permanent)
2013-14
5.66
15.3
16.6
1.34
2014-15
11.54
19.25
17.08
0.93
2015-16(9�months)
11.92
14.05
12.45
1.90
Average�Training�Hours�Per�Employee
11.9214.12
12.45
1.900.00
9.1912.48
0.00
11.9214.05
12.45
1.90
Average�TrainingMan-Hours�perMale�Employee
Average�TrainingMan-Hours�per
Female�Employee
TrainingMan-Hours�per
Employee
Seniormanagement
Middlemanagement
Juniormanagement
Workers(permanent)
Hou
rs
Average�Training�Hours�Per�Employee
We�at�SCL�give�special�emphasis�to�nurturing�future�leaders�by�organizing�training�programs�aimed�towards�development�of�employeesʼ�foundation�skills,�business�decision�making,�technical�know-how,�and�personal�leadership.�To�meet�these�objectives,�we�organized�workshops�such�as�“Grooming�Young�Talent�for�Leadership�Roles”,�“Coaching�for�Personality�Development”�and�“Workshop�on�Individual�and�Organizational�Effectiveness�for�Frontline�Engineers”.�Other�key�training�programs�that�were�organized�by�SCL�during�the�reporting�period�were:
56
Employee�Training�&�DevelopmentTraining�and�development�is�an�indispensable�function�of�any�organization.�Trainings�allow�employees�to�acquire�new�skills,�hone�existing�ones,�enhance�productivity,�and�develop�leadership�traits.�We�at�SCL�have�adopted�a�hands-on�approach�to�employee�trainings.�We�encourage�employees�to�identify�and�communicate�to�us�their�individual�training�requirements,�for�a�more�personalized�and�effective�learning�experience.�In�the�reporting�period,�we�had�organized�825�internal�and�external�training�programs�across�all�our�units,�totaling�to�62,651.7�man-hours.�In�order�to�exhibit�strong�market�performance,�it�becomes�imperative�for�a�manufacturing�company�to�augment�technical�proficiency�with�expertise�in�sales.�Consequently,�we�organized�13�training�programs�focused�on�skill�development�for�the�employees�of�marketing�department.�These�programs�were�attended�by�141�employees�and�totaled�1,281.75�man-hours�(accounted�in�the�total�figures�mentioned�above).�An�amount�of�INR�61,�52,763�was�incurred�in�conducting�external�trainings�from�various�spheres.�We�have�used�an�innovative�approach�for�these�trainings�by�tailoring�them�according�to�the�needs�of�employees�and�have�also�focused�on�an�interactive�mode�of�instruction�which�includes�case�studies,�presentations,�and�role�plays,�among�others.�
57
•� Competency�based�interviewing�skill�program�for�interviewers
•� Development�of�market�intelligence�for�employees�of�the�Marketing�department
•� Marketing�effectiveness�by�Mr.�Harish�Chaudhary,�Indian�Institute�of�Technology�Delhi�for�employees�of�the�Marketing�department
•� ABBʼs�Unitrol�AVR�system�training�for�employees�from�Electrical�department
•� Site�service�support�for�skill�enhancement�by�FLS�for�technical�personnel
Employee�Training
SAFETY�FIRST�-�A�PROACTIVEHEALTH�&�SAFETY�CULTURE
Online�Safety�Portal
st1 �of�Every�Month�Celebratedas�Environment�&�Safety
Day�at�all�Locations
1542�Safety�Training�SessionsConducted�for�Contract�Workers
Prosperity�through�Healthand�Safety
Employees�are�the�biggest�assets�to�any�organization,�as�they�are�responsible�for�transformation�of�material�resources�primarily�into�quality�outputs,�and�finally�into�revenues.�Organizations�which�have�successfully�identified�the�impact�of�a�robust�health�and�safety�culture�on�their�operating�costs�and�efficiencies�have�been�able�to�establish�prominence�in�respective�markets,�and�move�ahead�of�competitors.�Right�from�its�inception,�SCL�has�paid�significant�regard�to�preserve�the�health�of�its�employees,�and�imbibing�a�safety�culture�in�their�values,�beliefs,�and�behavior.�Our�guiding�policy�on�health�and�safety�reflects�the�quest�for�achievement�of�“Prosperity�through�Health�and�Safety”.
Safety�Committeesat�all�Units
Health�and�Safety�of�employees�holds�paramount�significance�for�the�management�of�SCL.�Company�understands�safety�as�an�essential�factor�for�sustainable�development�and�growth.�The�responsibility�for�the�same�is�guided�by�our�commitment�to�ensure�zero�harm�to�the�people�at�work�and�to�society.�We�have�established�a�group-wide�safety-first�culture,�which�provides�the�context�for�bringing�together�different�team/verticals�in�pursuit�of�health�and�safety�goals.�All�our�manufacturing�units�are�certified�under�OHSAS�18001.�We�have�constituted�Safety�Committees�at�each�manufacturing�unit,�consisting�of�equal�management�as�well�as�non�‒�management�representation.�These�committees�are�responsible�for�implementation�of�health�and�safety�strategies�at�unit�level.�In�order�to�ensure�zero�fatalities�&�zero�accidents�across�all�units,�the�safety�committees�conduct�regular�meetings,�hold�awareness�and�wellness�
Safety�Monitoring�and�ReviewIn�order�to�avoid�hazards,�it�is�imperative�for�an�organization�to�have�clearly�defined�and�tangible�safety�objectives,�monitoring�procedures�and�feedback�mechanisms,�so�that�the�deviations�in�safety�performance�can�be�immediately�picked�up�and�dealt�with.�We�at�SCL�regularly�conduct�safety�audits�and�evaluate�our�compliances�against�the�legislative�requirements�of�the�Factories�Act,�1948.�Our�Safety�Committees,�in�conjunction�with�the�Operations�&�Maintenance�teams�across�all�units,�conduct�regular�inspection�of�our�plants.�The�findings�of�the�inspection,�and�deviations�against�the�compliances�are�conveyed�to�the�management�in�the�form�of�monthly�safety�reports,�for�further�strategic�review�and�decision�making.�In�November�2015,�expert�auditors�from�National�Safety�Council�were�invited�for�conducting�Safety�Audits�at�our�Beawar�and�Ras�sites�in�order�to�assess�our�present�level�of�prevention,�protection�and�emergency�preparedness,�and�to�find�a�way�forward�to�enhance�the�level�of�our�Safety�Management�System.�Some�of�the�aspects�covered�in�the�NSC�audit�included�review�of�SCLʼs�health�and�safety�policy,�functioning�of�plant�safety�committee,�internal�safety�inspections,�promotional�activities,�health�checkup�of�employees,�and�electrical�and�chemical�safety.�We�also�include�safety�clauses�in�all�our�formal�agreements�with�trade�unions.
programmes�&�organize�engagement�activities�for�employees,�workers,�contractors�and�truck�drivers�aimed�towards�imparting�knowledge�on�fundamentals�of�occupational�health�and�safety.�100%�of�our�total�workforce�is�represented�in�formal�joint�worker-management�safety�committees.�Each�safety�committee��is�further�broken�down�into�the�following�sub-committees:•� Safety�observation�&�audit�sub-committee•� Incident�investigation�sub-committee•� Rules�&�procedure�sub-committee•� Contractor�safety�management�sub-committee•� Training�&�capability�sub-committee•� Transport�sub-committee
Safety�Exhibition
58
OUR�PEOPLE�AND�SOCIETY
Safety�Training
59
Saety
OUR�PEOPLE�AND�SOCIETY
CASE�STUDY
Online�Safety�PortalProject�DescriptionWe�have�established�an�online�safety�portal,�dedicated�to�reporting�of�safety�hazards�and�incidents�by�our�employees.�This�facility�has�been�established�at�our�integrated�plants�in�Ras,�Beawar,�and�Raipur,�and�also�at�our�grinding�units�in�Khushkhera�and�Jaipur.�In�case�an�employee�finds�a�certain�section�of�the�plant�to�possess�a�risk�for�any�hazard,�he�may�log�a�complaint�on�the�portal�with�a�detailed�description�and�attach�images�of�the�area/section.�The�concerned�supervisor�is�immediately�notified�about�the�complaint,�and�is�required�to�rectify�the�situation�promptly.
Project�OutcomeThis�unique�project�helps�to�ensure�safe�operating�conditions.�We�also�conduct�voting�to�identify�the�best�observation�recorded�on�the�portal�based�on�the�nature�of�the�risk�associated�and�averted.�The�winning�observations�are�rewarded�on�Safety�Day.�
Safety�Performance�for�Indirect�Employees
DescriptionInjuriesInjury�Rate�(IR)Occupational�disease�casesOccupational�disease�Rate��(ODR)Lost�daysLost�day�rate�(LDR)AbsenteeismAbsentee�Rate�(AR)Man�Hours�workedFatalities
UnitNos.Per�million�man�hours�workedNos.Per�million�man�hours�workedDaysPer�million�man�hours�workedDays%HrNos.
Male10.08200285186.972850.018712194660.60
Female0000000054000
Safety�Performance�for�Direct�Employees
DescriptionInjuriesInjury�Rate�(IR)Occupational�disease�casesOccupational�disease�Rate��(ODR)
5Lost�daysLost�day�rate�(LDR)AbsenteeismAbsentee�Rate�(AR)Man�Hours�workedFatalities
UnitNos.Per�million�man�hours�workedNos.Per�million�man�hours�workedDaysPer�million�man�hours�workedDays%HrNos.
Male10.1372002830.7419813.52.1872863020
Female00000051.01.89216240
Total10.1368002830.6519864.50.2773079260
Total10.0819700285186.882850.018712200060.60
Composition�of�Safety�Committees
Location
Beawar
Ras
Raipur
Panipat
Jaipur
Khushkhera
Aurangabad
Roorkee
Suratgarh
Name�of�the�Committee
Cement�Plant�Safety�Committee
Shree�Power�Safety�Committee
Shree�Mega�Power�Safety�Committee
Ras�Safety�Committee
Central��Safety�Committee
Safety�Sub�Committee
PGU�Safety�Committee
JGU�Safety�Committee
KKGU�Safety�Committee
Bihar�Cement�Plant�Safety�Committee
Cement�Plant�Safety�Committee
Safety�Task�Force
Level�of�the�committee
Plant�Level�-�Chairman�Factory�Manager
Plant�Level�-�Chairman�AGM�(PP)
Plant�Level�-�Chairman�Sr.�GM�(PP)
Plant�Level
Plant�level
Department�Level
Plant�Level
Plant�Level
Plant�Level
Plant�Level
Plant�Level
Plant�Level
Non-management
13
6
9
6
12
0
6
8
6
7
13
7
Management
13
6
9
6
12
36
6
8
6
7
13
7
No.�of�members�during�2015-16�(9�Months)
Health�and�WellnessSCL�firmly�believes�that�caring�for�the�health�and�wellness�of�employees�should�be�the�prerogative�of�any�organization.�We�have�established�Wellness�Management�Centers�(WMCs)�at�all�our�units�with�qualified�doctors�and�proficient�staff,�and�equipped�with�all�modern�equipment�and�facilities.�All�staff�are�given�the�facility�of�undergoing�annual�health�checkup�organized�by�the�WMCs.�In�addition�to�mandatory�health�checkup,�we�also�extend�a�range�of�healthcare�services�to�all�workers.�Spirometry�tests�are�conducted�in�order�to�identify�any�pulmonary�risks�faced�by�workers.�Our�WMCs�are�equipped�with�facilities�for�X-ray�tests,�Audiometry�tests,�Electrocardiogram�tests,�Eye-care�facilities�as�well�as�basic�First�Aid.�In�order�to�keep�our�employees�informed�about�health�issues�and�diseases,�we�organize�exclusive�interactive�sessions�by�specialists�from�the�healthcare�sector.
Best�Practices�in�Occupational�Health�and�SafetySCL�is�the�first�Indian�and�the�third�Asian�cement�company�to�join�the�Cement�Sustainability�Initiative�(CSI)�of�the�World�Business�Council�for�Sustainable�Development.�Being�a�signatory�to�the�Company�Charter�of�Cement�Sustainability�Initiative�(CSI)�of�the�World�Business�Council�for�Sustainable�Development�(WBCSD)�there�is�a�higher�degree�of�responsibility�to�report�on�sustainable�performance.�SCL�actively�participates�in�the�CSI�Health�and�Safety�working�group�which�summarizes�the�individual�member�action�in�the�Health�and�Safety�area.�Under�the�Agenda�for�Action,�CSI�conducted�peer�group�safety�
site�visits�within�member�cement�companies.�These�visits�are�targeted�towards�sharing�of�best�practices�in�the�area�of�health�and�safety.�
Contractor�&�Driver�Safety�is�one�of�the�basic�working�areas�of�CSI�and�SCL�is�working�holistically�in�the�both�fields.
At�all�manufacturing�units�of�SCL,�the�first�day�of�every�month�is�observed�as�“Environment�&�Safety�Day”.�An�elaborate�programme�is�organized�by�the�Safety�Committee�of�every�unit,�where�Management�Representatives�and�Employee�Representatives�are�informed�on�safety,�learnings�from�incidents,�and�review�of�highlights�from�previous�monthʼs�safety�activities.�This�program�is�attended�by�the�entire�workforce,�including�union�representatives�and�contractual�workers.�All�participants�formally�pledge�their�commitment�towards�safety�on�this�day.�Workers�showcase�short�plays�and�cultural�performances�centered�on�plant�safety.�Workers�who�have�logged�safety�observations�on�the�Safety�Portal�are�given�
thmonetary�reward�on�this�day.�We�had�also�celebrated�the�45 �thNational�Safety�Day�on�4 �March,�2016�across�all�our�units.�
th thSafety�Week�was�organized�from�4 �to�11 �March�2016�at�all�our�units�in�order�to�spread�awareness�on�prevention�of�accidents�while�conforming�to�safety�protocols.�Several�cultural�performances�and�competitions�were�organized�for�employees,�workers,�and�school�children�to�illustrate�the�applicability�and�significance�of�safety�in�everyday�life.
5�Lost�days�represents�8�working�hours�lost60 61
OUR�PEOPLE�AND�SOCIETY
The�details�of�various�safety�programs�organized�in�the�reporting�period�are�as�under:
Safety�Programmes
Particulars�
22
500
163
2692
35
373
315
5970
53
3
47
Staff�Safety�Training
Contract�Workers�Safety�Training
Truck�Driver�Training
Tool�Box�Talks�by�Safety�Department
No.�of�Joint�Safety�Audits�Conducted
No.�of�Mock�Drill�Conducted
Safety�inspection�by�Safety�Department
a)�No.�of�Programs
b)�No.�of�Participants
a)�No.�of�Programs
b)�No.�of�Participants
a)�No.�of�Programs
b)�No.�of�Participants
a)�No.�of�Programs
b)�No.�of�Participants
22
425
983
11929
32
1178
5194
28874
52
3
128
13
139
139
5743
11
195
750
11792
15
2
81
58
957
257
5561
55
1280
1537
26127
91
19
300
115
2021
1542
25925
133
3026
7796
72763
211
27
556
Beawar Ras Raipur Grinding�Units Total
Site�engineers�have�been�delegated�the�responsibility�of�delivering�“Safety�Toolbox�Talks”�to�all�workers�and�technicians�involved,�prior�to�the�commencement�of�each�shift.�These�talks�allow�the�concerned�engineer�to�convey�safety�precautions�and�prerequisites�to�all�workmen,�thereby�ensuring�safe�work�environment.�These�talks�also�enable�workmen�to�interact�with�the�engineer�and�raise�their�concerns�on�associated�issues�pertaining�to�occupational�health�and�safety.�A�“Safety�Suggestion�Scheme”�has�also�been�introduced�at�SCL�for�encouraging�employees�to�propose�constructive�ideas�for�ensuring�work�place�safety.�We�offer�few�Token�Awards�and�Three�Best�Safety�Suggestions�Awards�every�month�to�all�employees/contract�workers�whose�suggestions�are�accepted�for�implementation.
thWe�observed�the�Road�Safety�Week�at�all�our�units�from�11 �to�th17 �January�2016,�with�a�fundamental�theme�of�“Road�Safety�‒�
Time�for�Action”.�Programs�based�on�road�safety�and�awareness�were�organized�at�our�plants�during�this�week.�We�have�setup�a�state-of-the-art�Safety�Gallery�at�our�Ras�unit�displaying�a�complete�array�of�Personal�Protective�Equipment�(PPEs)�used�in�everyday�plant�operations.�We�have�also�established�a�Safety�Museum�at�Ras,�which�contains�miniature�illustrative�models�of�cement�plants.�These�models�are�used�to�demonstrate�cement�production�process�to�new�joiners,�staff,�visitors,�contractors,�suppliers�and�workers.�The�Shree�Mega�Power�team�has�developed�a�Safety�Park�at�Beawar,�where�elaborate�posters�and�
illustrations�are�displayed�pertaining�to�safety�precautions�to�be�followed�in�the�power�plant.�We�have�also�setup�a�dedicated�Safety�Training�Center,�which�provides�vocational�training�on:
•� Incident�investigation
•� Contractor�safety
•� Lock�Out�Tag�Out�(LOTO)
•� Confined�space�entry
•� Crane�safety
•� Working�at�heights
•� Heavy�earth�moving�machinery
•� Audit�protocols
•� Responsible�driving
Through�our�innovative�initiatives�aimed�towards�ensuring�occupational�health�and�safety,�we�strive�to�induce�behavioral�change�among�our�employees�for�safer�work�practices.�A�healthy�and�secure�work�environment�goes�a�long�way�in�propelling�an�organization�among�the�ranks�of�the�industry�leaders.�We�hope�our�diverse�and�comprehensive�practices�towards�safety�will�set�example�for�other�players�from�various�industries�to�follow.
GREEN�SUPPLYCHAIN�MANAGEMENT
119�Critical�Suppliers
Vendor�Rating�System
Green�Procurement�Policy
Integrated�LogisticsManagement�System
Global�markets�have�expanded�their�boundaries,�and�have�redefined�the�way�demand�and�supplies�are�dealt�with.�Indian�companies�are�driven�by�markets�across�different�states,�countries�and�continents,�and�must�accordingly�structure�their�procurement�and�transportation�activities.�The�success�of�a�company�is�greatly�dependent�on�how�it�facilitates�the�development�of�its�suppliers�and�works�in�tandem�with�them�at�various�operational�levels.�SCLʼs�approach�towards�supply�chain�management�has�been�derived�from�its�corporate�strategy.�We�treat�our�suppliers�as�business�partners�and�strive�to�develop�symbiotic�associations�with�them�for�mutual�growth�and�development.
71%�Critical�Supplierscovered�under�SustainabilityAppraisals�since�2011-12
Suppliers�have�played�a�vital�role�in�the�development�of�our�company.�SCL�has�a�supplier�base�of�more�than�1988�domestic�as�well�as�17�international�suppliers.�Out�of�these,�689�of�our�domestic�suppliers�are�located�in�Rajasthan.�We�look�for�suppliers�who�offer�consistent,�and�high�quality�products�and�services�which�complement�and�augment�our�operations.�All�our�suppliers�are�equipped�with�the�essential�technical,�financial,�and�resource�capabilities�to�supply�goods�of�anticipated�quality�to�us�as�per�schedules.�The�table�below�shows�number�of�suppliers�and�corresponding�business�volumes.
Business�Volumes�of�Suppliers�by�Region
Region
Within�Rajasthan
Vendors�outside�Rajasthan
International�Vendors
Total
No.�of
Suppliers
689
1299
17
2005
Total�Business
Volume(in�Rs.��Millions)
291.45
389.20
90.89
771.54
We�have�identified�111�domestic�and�8�international�suppliers�to�be�critical�in�nature�(having�business�volume�of�INR�529.31�million�and�INR�96.4�millions�with�us�respectively).�In�order�to�
communicate�the�best�practices�in�sustainability�to�our�suppliers,�we�conduct�frequent�trainings,�capacity�building�sessions,�workshops,�and�audits�on�various�sustainability�aspects�such�as�anti-corruption,�ethics�and�anti-bribery,�and�labor�practices.�The�trainings�and�workshops�are�conducted�for�high/medium��risk�and�high�volume�suppliers�across�all�our�areas�of�operation.�In�the�reporting�period,�we�conducted�capacity�building�sessions�for�20�suppliers.�In�order�to�streamline�our�activities�with�our�suppliers,�we�have�adopted�different�forms�of�engagement�such�as�supplier�audits,�supplier�feedback�sessions,�and�business�review�meets.�Since�2011-12,�we�have�covered�85�out�of�119�critical�suppliers�under�sustainability�appraisals,�with�20�new�critical�suppliers�included�during�the�reporting�period.
In�order�to�keep�the�costs�in�line�and�establish�a�sustainable�purchase�structure,�we�have�established�a�Green�Procurement�Policy,�which�is�applicable�to�all�our�suppliers.�This�policy�covers�guidelines�for�sustainable�sourcing�while�keeping�in�mind�various�environmental,�social,�legal�and�economic�considerations.�The�Purchase�Department�is�responsible�to�aware�the�suppliers�with�the�terms�and�rationale�of�this�policy.�All�staff�in�procurement�dealing�with�suppliers�are�familiar�with�the�provisions�of�this�policy.�
62 63
OUR�PEOPLE�AND�SOCIETY
We�have�also�established�a�comprehensive�and�multi-facet�vendor�rating�system�to�ensure�compliance�to�sustainable�procurement�practices.�Vendors�are�evaluated�under�the�following�methodologies:
1.� Risk�Assessment�Rating:�Each�critical�supplier�is�evaluated�based�on�exposure�to�operational�risk,�transactional�risks,�statutory�compliances,�technological�improvements,�and�strategic�decisions�risks.�After�evaluation,�the�vendors�are�given�ratings�of�high,�medium,�and�low.
2.� Vendor�Assessment�Rating:�This�is�an�annual�evaluation�which�measures�the�performance�of�vendors�against�parameters�from�areas�of�delivery,�response,�price,�quality,�energy�efficiency,�environmental�compliances,�and�after�sales�service.�The�results�of�these�assessments�are�formally�communicated�to�the�vendors�at�the�end�of�the�year.�To�ensure�hands-on�engagement�with�our�vendors,�we�regularly�deliberate�on�gaps�in�their�operations,�and�encourage�them�to�incorporate�industry-best�practices.
3.� SA�8000�Evaluation:�We�conduct�physical�audits�at�our�vendorsʼ�facilities�to�ensure�considerations�of�the�aspects�of�occupational�health�and�safety,�labor�laws,�and�record�keeping�with�respect�to�accidents/health�and�safety.�The�findings�from�these�audits�are�conveyed�to�the�vendors,�and�areas�of�improvement�are�discussed�upon.�All�our�vendor�contracts�contain�clauses�for�adherence�to�the�SCL�sustainability�policy�and�compliance�with�SA�8000�along�with�brief�guidance�for�both.
4.� Vendor�Self�Declaration:�Every�vendor�engaging�or�to�be�engaged�in�business�with�SCL�is�mandated�to�submit�a�self-declaration�on�its�compliance�with�sustainability�practices.�In�addition�to�the�bid/proposal,�the�vendors�are�required�to�complete�the�Supplier�Sustainability�Questionnaire,�which�ensures�their�commitment�towards�sustainability�in�operations.
For�high�volume�orders�and�critical�merchandise,�we�subscribe�to�third-party�evaluation�of�the�merchandise�and�operating�standards,�to�ensure�quality�and�compliance�specified.
As�part�of�our�Human�Resource�policy,�child�labor�and�forced/�compulsory�labor�at�any�of�our�suppliersʼ�facilities�is�discouraged.�We�also�cover�all�new�suppliers�for�checks�on�environment,�labor,�and�human�rights�practices�through�Suppliers�Sustainability�Questionnaires,�contracts,�and�our�Green�Procurement�Policy.
SCL�has�adopted�a�four-pronged�approach�for�selection�and�assessment�of�suppliers:
1.� Supplier�Shortlisting
� a.� Shortlisting�key�suppliers�based�on�nature�of�business
� b.� Communication�of�requirements
� c.� Capacity�building�sessions�for�suppliers�to�understand� � key�requirements�of�SCL
2.� Supplier�Categorization
� a.� Identification�of�high,�medium,�low�risk�suppliers
� b.� Development�of�strategies�for�handling�each�category� � of�supplier
3.� Risk�Assessment
� a.� Regular�evaluation�of�suppliersʼ�risks�through� � assessments,�audits,�or�interactions
� b.� Development�of�contingency�measures
4.� Risk�Mitigation
� a.� Supplier�development�based�on�SCLʼs�sustainability� � pre-requisites
� b.� Replacement�of�non-performing�suppliers
In�a�globalized�business�environment�where�procurement�takes�place�from�across�the�globe,�the�task�of�managing�a�highly�dispersed�network�of�suppliers�becomes�quite�extensive.�As�the�benefits�of�collaborative�efforts�and�teamwork�in�the�area�of�procurement�are�increasing�and�are�being�appreciated,�our�relationship�with�suppliers�has�blossomed�into�partnership.�In�addition�to�engaging�individually�with�vendors,�SCL�also�conducts�an�annual�vendor�meet�giving�our�supply�chain�partners�a�forum�to�dialogue�with�us�directly.�The�last�annual�vendor�meet�was�held�in�March�2015�at�our�Bihar�Grinding�Unit.�This�meet�also�enables�the�vendors�to�voice�their�concerns�or�grievances�openly�in�a�receptive�setting.�We�make�it�our�foremost�priority�to�address�and�resolve�our�vendorsʼ�queries�and�issues�in�a�prompt�and�comprehensive�manner,�in�order�to�sustain�the�business�between�the�two�entities.
In�order�to�fulfill�our�commitments�to�our�customers�through�timely�and�reliable�delivery�of�our�products,�we�lay�equal�emphasis�on�the�aspects�of�logistics�and�transportation.�Logistics�Department�handles�the�flow�of�outbound�products.�
We�have�established�an�Integrated�Logistics�Management�System�for�ensuring�efficiency�in�the�control�of�logistics�and�transportation�operations.�For�any�delivery,�we�employ�absolutely�transparent�bidding�system�for�allocation�of�delivery�orders�to�transporters.�Area-wise�allocation�of�various�transport�destinations�is�done�centrally�from�Beawar.�The�transporter�with�the�lowest�bid�on�offer�is�handed�the�delivery�agreement.�Post�this�allocation,�we�conduct�a�formal�discussion�with�the�transporter�for�further�identification�of�aspects�such�as�goodwill�of�the�transporter,�fleet�size,�political�associations,�criminal�record,�as�well�as�past�record�of�service�with�us.�This�helps�us�ensure�prompt�service�and�avoid�any�inordinate�delays�in�service.�Once�a�transporter�is�assigned�to�a�delivery,�a�Dispatch�Instruction�number�(DI�number)�is�issued�to�the�transporter,�and�his�details�are�recorded�in�our�central�database.�Throughout�the�duration�of�the�delivery,�the�DI�number�is�physically�attached�on�the�body�of�the�vehicle�(an�RFID�chip�which�becomes�unusable�on�removing)�for�automated�scanning�at�various�checkpoints�during�loading�and�departure�from�our�facilities.�Through�incorporation�of�checkpoints�at�locations�such�as�entry,�weigh-bridge,�packing�plant,�and�exit�gate,�we�have�made�the�transportation�system�highly�accurate,�and�have�reduced�dependence�on�manpower�for�the�same.
The�Logistics�Department�in�collaboration�with�Safety�Department,�conducts�trainings�for�the�drivers�on�food�&�nutrition,�road�signs,�and�personal�hygiene,�in�accordance�with�CSI�Driver�Safety�Protocol.�We�have�also�issued�Personal�Protective�Equipment�to�the�drivers�which�include�jackets,�helmets,�and�shoes.�We�also�gather�feedback�from�drivers�through�a�“Yard�Survey”�to�help�them�report�their�grievances.�The�Logistics�department�ensures�timely�and�adequate�action�to�address�any�issues�brought�forward�by�the�drivers.
ENGAGING�WITHOUR�COMMUNITIES
Our�operations�are�in�rural��areas�of�India.�A�large�proportion�of�communities�inhabiting�in�these�areas�are�small-holder�farmers�and�daily�wage�laborers.�Our�interventions�are�designed�to�improve�the�social,�environmental�and�economic�outcomes�of�nearby�communities.�We�are�extremely�proud�of�the�changes�evidenced�due�to�our�interventions�to�combat�child�marriage�and�promotion�of�women�empowerment.
INR�148�Million�CSR�Spend
4601�Farmers�Assisted
21645�Students�Reached�Out
36�Aanganwadis�Adopted
16648�Patients�Served
312�Students�Computer�Literate
85�Mamta�Health�Camps�Organized
Alignment�with�CSR�Mandate�2013In�adherence�with�the�requirements�of�the�Companies�Act,�2013,�SCL�has�modified�its�existing�CSR�strategy�to�align�with�the�CSR�provisions�mandated�for�companies.�We�now�strive�to�align�all�CSR�outreach�efforts�with�the�CSR�rules.�In�the�current�reporting�period�we�have�spent�INR�148�million�on�our�CSR�activities�amounting�to�2.07%�of�average�net�profits�of�last�three�financial�years.�A�large�proportion�of�these�spends�were�made�in�the�areas�surrounding�our�operations�which�include�65�villages�being�covered�under�CSR.�
Assessing�Community�NeedsAll�our�operations�have�community�development�programs�as�a�part�of�their�project�planning�and�continual�operation�agenda.�SCL�ensures�that�local�community�plans�are�implemented�effectively��with�maximum�impact,�as�we�do�our�business�operations.�Through�our�long�standing�commitment�to�our�communities,�we�understand�that��they�require�quality�primary�and�secondary�education�followed�by�vocational�training�to�improve�their�socio-economic�status.�They�also�need�crucial�preventive�and�curative�health�infrastructure,�especially�for�maternal�and�child�related�health�issues.�
To�address�these�concerns,�our�Corporate�Social�Responsibility�officers��regularly�document�formal�and�informal�feedbacks�from�the�community�on�our�interventions�and�engage�with�the�community�to�assuage�their�needs.�The�formal�feedback�is�taken�through�well-structured�needs�assessments�surveys�which�is�then�used�to�develop�new�interventions.
64 65
OUR�PEOPLE�AND�SOCIETY
Inclusive�ImplementationOur�CSR�outreach�is�designed�on�community�specific�feedback�and�addresses��the�needs�of��local�communities.�We�believe�in�aligning�our�interventions�with�existing�government�efforts�as�we�collaborate�with��governmental�&�non-governmental�organizations�to�facilitate�interactions�with�communities.�We�respect�the�local�decentralized�governance�mechanisms�and�have�a�healthy�relationship�with�the�local�village�Panchayats.�In�the�past,�we�have�created�ʻVillage�Development�Committeesʼ�in�our�target�villages�for�CSR.�These�committees�comprise�of�local�villagers�and�are�tasked�with�the�formulation�of�village�specific�intervention�plans�and�regularly�monitoring�implementation�progress.
Beyond�the�MandateOur�CSR�interventions�are�designed�with�efficacy�in�mind.�To�this�effect,�we�hire�consultants�to�aid�us�in�undertaking�comprehensive�social�impact�assessments�of�our�programs��and�design�appropriate�programs�to�be�implemented.�Based�on�such��inputs�we�modify�our�outreach�to�make�it�more�targeted,�specific�and�relevant�to�the�needs�of�the�local�communities.
Promoting�Computer�LiteracyProject�Objective:�
l To�bridge�the�computer�literacy�gap�amongst�the�underprivileged�by�providing�basic�computer�knowledge.�
Project�Description:�
l Rapid�industrialization,�automation�and�computerization�will�result�in�huge�demand�for�IT�skilled�manpower.�Sensing�the�quantum�of�forthcoming�future,�SCL�has�been�running�Computer�Literacy�Centers�in�collaboration�with�Jan�Shikshan�Sansthan�Ajmer,�in�nearby�communities.�This�year,�one�more�such�center�has�been�established�in�Butiwas�village�near�Ras.
Key�Outcomes/Impacts:
l The�standard�of�computer�literacy�has�become�more�fruitful�and�sustainable.�
Beneficiaries:
l 312�Students�
66 67
Adopting�Government�SchoolsProject�Objective:
l Adoption�of�Government�Schools�under�Rajasthan�Governmentʼs�scheme�to�supplement�the�efforts�of�the�government�for�adequate�educational�infrastructure�and�facilities�in�the�schools.
Project�Description:
l Child�education�is�an�important�facet�for�development.�Suitable�school�environment�is�prime�contributor�for�quality�education�delivery.�To�uphold�the�same,�SCL�adopted�27�government�run�schools�and�provided�drinking�water�&�sanitary�facilities�for�girls�and�boys,�and�various�other�amenities�for�school�staff�and�students.
Key�Outcomes/Impacts:
l 27�schools�benefited�across�27�villages
Furniture�Distribution
Shree�Ki�PathshalaProject�Objective:
l To�provide�basic�education�facilities�for�adolescent�girls�who�have�dropped�out�school�and�to�facilitate�their�admission�to�mainstream�schools.
Project�Description:
l SCL�is�running�10�“Shree�ki�Pathshala”�centers�across�10�villages�where�201�children�receive�basic�primary�education.
l An�allied�program�called�“Umang”along�with�“Shree�Ki�Pathshala”,�is�also�run�by�SCL�to�develop�extra-curricular�skills�in�crafts,�design,�painting,�rangoli�etc.
Key�Outcomes/Impacts:
l 88�girl�students�from�Shree�Ki�Pathshala�mainstreamed�to�the�government�school�system�and�are�now�opting�for�higher�education.
School�Support�ProgramProject�Objective:
l Promotion�of�quality�education.
Project�Description:
l Distribution�of�study�material�&�stationary�to�children�in�government�run�schools.�
Key�Outcomes/Impacts:
l 12184�children�benefited�under�the�program�fromFY�2011-16.
Shree�Ki�Pathshala
EducationEducation�remains�an�important�sector�where�we�continue�to�focus�our�efforts.�We�intervene�through�promotion�of�primary�education,�improving�school�infrastructure,�encouraging�computer�literacy,�sponsoring�physical�&�sports�education�and��scholarship�assistance.�
We�understand�that�education�remains�the�key�to��enable�the�community�financially��and�is�a��prime��factor�for�an�improved�standard�of�living.�Our�interventions�are�focused�across�the�entire�spectrum�of�education,�right�from�primary�education�support�to�vocational�trainings�to�the�school�graduates.�In�the�reporting�period,�SCL�spent�approximately�INR�48.50�million�on�education�programs.
Computer�Literacy�Centre
OUR�PEOPLE�AND�SOCIETY
Promoting�Vocational�&�Technical�EducationProject�Objective:
l To�motivate�local�youth�towards�technical�education�for�self-reliance�at�Raipur.
Project�Description:�
l SCL�provided�monetary�support�for�ITI�students.
Beneficiaries:
l Students�at�local�ITI�center.
Promotion�of�Agricultural�Equipment�UsageProject�Objective:
l Promotion�of�modern�agricultural�equipment�to�minimize�physical�labour�inputs�and�improve�farm�productivity.
Project�Description:
l SCLʼs�field�surveys�indicated�that�most�farmers�in�the�area�are�financially�challenged�because�they�continue�to�use�primitive�agriculture�techniques.�SCL�thus�promoted�agricultural�techniques�like�use�of�appropriate�machinery/equipment�as�per�the�land�holding�size�and�crop�type.�SCL�provided�subsidies�in�various�agriculture�equipment�like�sprayer�machine,�sprinkler�Set,�HDPE�pipes�etc.
Key�Outcomes/Impacts:
95�Farmers�benefited�covering�an�area�of�2000�Acres.
Livestock�Fodder�Support�ProgramProject�Objective:
l Facilitating�green�fodder�generation.
Project�Description:
l There�is�limited�availability�of�green�fodder�for�livestock�in�many�villages.�To�address�the�issue�and�endorse�the�green�fodder�cultivation�among�the�farmers,�Rijka�seeds�(Lucerne)�were�provided�at�subsidized�rates.�
l Rijka�is�source�of�nutritious�and�palatable�green�fodder,�which�possesses�about�16-25%�crude�protein�and�20-30%�fibre�helps�to�enhance�the�milk�production.�
Key�Outcomes/Impacts:
l Over�190�farmers�benefited�through�the�program.
68 69
Promotion�of�Agriculture:�Our�surveys�indicate�that�many�farmers�in�our�areas�are�financially�challenged�as�they�have�limited�access�to�modern�agriculture�techniques.�Largely,�all�farmers�practice�rain-fed�agriculture�using�traditional�seeds�and�farm�based�fertilizers.�Our�agriculture�promotion�programs�are�aimed�towards�providing�trainings�on�modern�agricultural�techniques�&�methods,�modern�agricultural�equipment�and�high�yielding�variety�of�seeds.
Promoting�Agricultural�SustainabilityProject�Objective:�
l To�Promote�Modern�Sustainable�Farming�
Project�Description:
l Under�this�agriculture�support�program,�SCL�distributed�High�Yielding�variety�of�seeds�to�farmers�of�nearby�villages.
Key�Outcomes/Impacts:
l The�intervention�has�resulted�as�the�improved�productivity�of�farms�and�hence�increasing�the�income�of�local�farmers.
l SCL�conducted�a�detailed�analysis�of�benefits�accrued�to�farmers�and�concluded�that�on�an�average�each�farmer�was�able�to�generate�profits�of�Rs.�17,180.
Plumber�Training�ProgramProject�Objective:
l To�train�employable�plumbers�in�the�local�area.
Project�Description:�
l To�generate�livelihood�option�for�youths,�SCL�organized�an�intensive�45�days�Plumber�Training�Program�in�a�village�at�Ras�site.�Training�included�classroom�sessions�backed�by�hands-on�supervised�work�experience.�
l After�the�completion�of�the�program,�participants�were�provided�with�tool�kits�to�practice�their�newly�learned�trade.�
Key�Outcomes/Impacts:
l 19�persons�were�trained�in�the�program.
EmployabilitySCL�enshrines�the�concept�that�communities�have�to�be�empowered�to�achieve�true�development.�Towards�achieving�this�aim,�our�vocational�training�programs�are�targeted�to�make�local�youth�employable.�We�provide�skill�trainings�to�the�local�youth�so�that�they�can�become�self-reliant.�Along�with�the�programs�directed�towards�improving�agricultural�productivity�through�trainings�and�seminars,�our�interventions�also�promote�local�entrepreneurs.�Our�vocational�programs�are�implemented�with�three�main�objectives�i.e.�developing�technical�skills,�generating�self-employment�opportunities,�and�shortening�the�demand�supply�gap�of�skilled�manpower.�
In�2015-16,�SCL�spent�approximately�INR�4.2�million�on�its�employability�and�agricultural�livelihood�programs.
Plumber�Training
Sustainable�Farming
Farming�Techniques Fodder�Seed�Distribution
Exposure�Towards�Modern�Agricultural�TechniquesProject�Objective:
l To�generate�awareness�towards�governmental�agricultural�schemes�among�the�farmers
Project�Description:
l SCL�organizes�exposure�visits�for�farmers�to�the�local�Government�Agriculture�Centres.�These�are�aimed�towards�improving�knowledge�of�farmers�towards�horticultural�and�agricultural�techniques�like�the�state�governmentʼs�greenhouse�scheme�for�nursery�development,�fruit�plant�scheme,�farm�pond�scheme�to�develop�a�farm�pond�at�fields,�solar�energy�scheme�and�onion�storage�schemes.
l SCL�also�organized�training�programs�to�spread�awareness�among�farmers�on�natural�risks�like�natural�disasters/calamity,�insects,�pests�&�diseases,�and�adverse�weather�conditions�and�to�take�benefits�of�appropriate�crop�insurance�scheme�applicable�in�the�area.
Key�Outcomes/Impacts:
l 33�Farmers�from�three�villages�visited�Government�Agriculture�Centres�to�understand�the�requirements�of�various�schemes,�and�82�farmers�were�trained�on�the�various�risks�to�agriculture.
OUR�PEOPLE�AND�SOCIETY
Livestock�Rearing�for�Livelihood�ImprovementThe�crop�and�livestock�production�are�complimentary�to�each�other�in�minimizing�risks�and�enhancing�sustainability�in�the�region.�Majority�of�livestock�in�this�area�(goats,�sheep,�cows�&�buffaloes)�is�concentrated�in�the�localities�of�Ras,�Babra,�Butiwas,�Pratapgarh�Rabriyawas,�Karnos�etc.�and�is�the�major�source�of�livelihood�of�farmers.�However,�the�livestock�production�in�this�area�is�characterized�by�low�productivity�and�fertility,�along�with�a�shortage�of�feed�resources,�due�to�low�uptake�of�modern�technologies�by�livestock�rearers.�Livestock�rearing�is�an�integral�component�of�economic�and�social�fabric�of�the�rural�masses�in�Pali�district�of�Rajasthan�
“SHREE�SAMAJ�SEWA”�has�recognized�livestock�development�as�an�important�tool�for�economic�alleviation�in�the�region.�We�understand�that�livestock�plays�a�significant�role�in�contributing�to�the�overall�household�incomes,�providing�nutrient�rich�food�products,�dung�as�organic�manure,�generating�gainful�employment�particularly��among�landless�labourers�small�&�marginal�farmers�and�women.�Hence,�we�set�about�improving�the�livestock,�by�concentrating�on�improving�breed�of�the�livestock.
Our�intervention�was�multi-pronged�and�had�the�following�objectives�to�contribute�positive�changes�in�the�livestock�of�the�rural�people:
l To�improve�the�livestock�health.
l To�enhance�biomass�production�and�improvement�in�livestock�feeding.������
l To�introduce�dual�purpose�coarse�cereal�crops�for�higher�forage�production.
l To�encourage�green�fodder�cultivation�to�ensure�availability�of�year�round�and�increased�milk�productivity
l Enrichment�of�low�grade�roughage�and�introduction�of�complete�fodder�blocks�in�the�existing�feeding�system�of�cattle.
l Development�of�Gaushalas�(Cattle�sheds)�under�participatory�mode�of�management.
l Trainings�to�livestock�rearers�on�various�aspects�for�capacity�building�of�farmers�and�faster�diffusion�of�technologies.
We�organized�livestock�vaccination�camps�in�the�month�of�July�and�December�2015�in�the�nearby�villages.�The�company�in�collaboration�with�local�veterinary�hospital�at�Ras�has�vaccinated�about�9359�livestock.�We�plan�to�organize�such�health�care�drives�in�the�future�since�they�have�proved�to�be�essential�in�reducing�cattle�mortality�&�morbidity�rate�improving�productivity�for�the�rural�people.�Till�date�11574�animals�have�benefited�from�the�vaccination�drive.
Besides�the�breed�improvement�SCL�subsidized�the�construction�of�feed�mangers�for�47�livestock�owners�across�15�villages�to�aid�in�the�improvement�of�feeding�practices�leading�towards�enhanced�productivity�of�livestock.�
Health�CampsProject�Objective:
l To�improve�the�health�and�lifestyle�quality�of�women.
l To�provide�primary�health�care�services�in�villages�by�incorporating�disease�prevention,�health�promotion�and�health�education.
l To�treat�common�diseases�and�provision�of�essential�drugs�free�of�cost.
Project�Description:
l Mamta�Health�Camp
§ SCL�has�set�up�temporary�centers�in�eight�villages�bordering�Ras�facilities�to�improve�dietary�habits�among�pregnant�and�lactating�women.�Scheduled�visits�are�made�to�these�centers�by�trained�physicians.
l Mobile�Health�camp
§ Mobile�health�camp�is�an�initiative�to�provide�medical�help�for�minor�ailments�in�areas�located�far�from�hospitals.�
l Mega�Health�camp
l Pediatric�Camp�for�School�Children�at�Suratgarh
l Mega�Health�Camps�are�organized�at�frequent�intervals,comprising�of�various�specialists�like�Pediatrics,�Gynecologyand�General�Medicine.�
l In�the�reporting�period,�Mega�Health�Camps�were�organized�at�Ras,�Pratapgarh,�Babra�and�Butiwas�Panchayats.
Key�Outcomes/Impacts:
l Mamta�Health�Camp�-�In�the�reporting�period�doctors�made�260�visits�benefitting�7420�patients.��
l Mega�Health�camps�-�4�Camps�were�organized,�covering�30�villages�and�more�than�1535�beneficiaries.
70 71
Healthcare�ServicesAlmost�all�of�our�operations�are�located�in�rural�areas.�The�villages�in�these�rural�areas�often�have�limited�access�to�basic�health�care�facilities�and�the�population�has�limited�knowledge�on�preventive�healthcare�practices.�Therefore,�SCL�has�committed�itself�to�promote�programs�aimed�towards�preventive�health�care�and�hygiene,�strengthening�medical�infrastructure�and�providing�antenatal�care�to�expecting�mother,�to�improve�the�overall�health�conditions�of�the�local�communities.
In�2015-16,�SCL�spent�approximately�INR�11�million�on�healthcare�initiatives.�
Exposure�towards�Agricultural�Techniques
Health�Camp
Safe�Drinking�Water�for�Healthy�CommunityWater�scarcity�and�limited�access�to�safe�drinking�water�is�one�of�the�most�persistent�problems�in�rural�India.�Ensuring�access�to�safe�drinking�water�is�need�of�the�hour�to�achieve�Sustainable�Development�Goals�(SDGs).
In�view�of�the�same,�SCL�took�the�initiative�to�provide�safe�drinking�water�in�villages�Semradih,�Khapradih�&�Bharuwadih�situated�at�Balodabazar,�Raipur.�People�in�this�area�are�predominantly�dependent�on�groundwater�sources�like�hand-pumps�and�bore-wells.There�is�acute�shortage�of�drinking�water�during�summer�season�and�the�villagers�have�to�fetch�water�from�the�water�sources�which�are�at�distant�location�from�the�village.
After�discussion�with�village�community�&�their�representatives,�SCL�prepared�a�project�proposal�for�all�the�three�villages�to�address�the�drinking�water�availability.�Taking�a�lead,�a�well-planned�drinking�water�pipeline�system�has�been�developed�by�SCL�in�Bharuwadih,�Semradih�and�Khapradih�villages.�Participatory�planning�process�has�been�ensured�through�active�participation�of�both�local�communities,�PRI�members�and�SCL�technical�team.�The�project�was�completed�in�different�phases�as�follows:
l Bore-well�construction�&�Installation�of�submersible�pumps
l Installation�of�pipeline�2028�meter�long�underground�PVC�pipeline�has�been�installed�across�the�village
l Water�Supply�through�Water�outlets�46�common�wateroutlets�have�been�positioned�
l Installation�of�3000�KL�Water�Tanks�in�three�villages.�8�Water�Tanks�of�3000�KL�capacity�installed�in�three�villages
The�operation,�maintenance�&�timings�of�water�supply�is�fixed�with�mutual�consent�with�the�village�Panchayat�to�generate�the�sense�of�ownership.
Services�Provided�by�Wellness�Management�Centers�at�&�Around�Plant�Sites
S.�No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Particulars
Patients�Treated
Spriometery
Adudiometery
X-Ray
E.C.G.
Lab�Test�
Medical�Check-Up�
Medical�and�Child�Check-Up�Camp�
Eye�Camp
Mobile�Unit�
Mega�Camp
Blood�Donation�Camp
Health�Check-Up�of�Students�of�SurroundingVillagesʼ
Vaccination�Camps
Others�(�Homeopathy�Camps,�Kawar�Sewa�Camp,�Ramdeora�Camp,�Dev�Temple�Camp,�Mamta�Camp)
Beneficiary�details
Villagers
Staff�,Truck�Drivers�&�Transporters,�Contract�workers
Staff�/�Worker
Staff�/�Worker
Staff�/�Worker
Staff�/�Worker
Staff�/�Worker
Staff/�Worker/Contract�Labour
No.�of�Camps�
No.�of��Beneficiaries
No.�of�Camps�
No.�of��Beneficiaries
No.�of�Visits
No.�of�Beneficiaries
No.�of�Visits
No.�of�Beneficiaries
No.�of�Camp
No.�of�Donations
No.�of�Visits
No.�of�BeneficiariesNo.�of�Visits
No.�of�Beneficiaries
No.�of�Visits
No.�of�Beneficiaries
Consolidated�Figures
33806
45603
2044
942
796
378
3632
28287
45
2394
2
621
201
10080
4
1535
3
240
5
4767
38
36
176
OUR�PEOPLE�AND�SOCIETY
Business�Volumes�of�Suppliers�by�Region
S.No
1
2
3
4
5
6
Particular�/�data�for�the�year
Supplementary�nutrition�provided�(1050�Protein�powder)
Deliveries�in�the�year
Institutional�deliveries
Cases�in�which�ambulance�provided�for�delivery�
Mamta�Health�Camp�organized
Villages�covered
Nos.
363�women
258
226
30
85
28
Key�Outcomes/Impacts:Mamta�Project�-�Promoting�Maternal�and�Child�HealthProject�Objective:�
l To�reduce�Maternal�and�Infant�Mortality.
Project�Description:
l Appropriate�heath�care�facilities�are�vital�for�prenatal�&�post-natal�health�of�mothers�&�infants.
l In�addition�to�professional�attention,�it�is�important�that�life�saving�equipment�and�hygienic�conditions�must�be�maintained�to�reduce�the�complications�leading�to�death�or�illness�to�mother�and�child.
l For�promotion�of�Institutional�Delivery�system,�we�have�appointed�11�Sakhis�(Rural�Health�Volunteer)�at�Village�level.�Sakhis�act�as�health�educators�and�promoters�in�their�communities�by�providing�first�response�knowledge�to�the�local�women.
72 73
Mother-Child�Health�Program
Shree�Chetna�ProjectProject�Objective
l To�support�the�government�run�Integrated�Child�Development�Scheme�(ICDS)�by�adopting�various�(Aanganwadis)�for�overall�development�of�children�between�0-6�years�of�age.�
l To�develop�these�centers�as�“Model�Centers”�for�proper�psychological,�physical�and�social�development�of�children.��
l To�support�the�quality�education�by�providing�pre-school�educational�materials.
Project�Description
l SCL�adopted�34�Aanganwadi�Centers�under�the�ʻNand�Ghar�Yojanaʼ�of�Government�of�Rajasthan,�to�develop�these�Centers�as�models�Centers,�with�adequate�availability�of�services�for�proper�psychological,�physical�and�social�development�of�children.
l Support�for�quality�education�by�providing�pre-schooling�educational�materials�and�renovation�of�infrastructure,�and�other�essential�material�support.
Key�Outcomes/Impacts
l All�adopted�Aanganwadi�Centers�were�developed�as�“Model�Centers”�by�renovation�of�infrastructure,�white�washing,�providing�Pre-School�educational�materials,�playing�and�learning�materials,�utensils,�uniforms�and�sweaters�to�824�children�and�water�purifiers�to�36�Aanganwadi�Centers.
Shree�Swachhata�ProjectProject�Objective
l To�eradicate�open�defecation
§ Removal�of�manual�scavenging
§ To�make�people�aware�of�healthy�sanitation�practices�bycreating�behavioral�changes�
§ To�link�people�with�the�sanitation�scheme�of�Government.
Project�Description
l With�an�aim�of�making�community�Open�Defecation�Free�with�the�collective�support�of�Shree�Swachhata�Project�of�SCL&�Swachh�Bharat�Mission�of�GoI,�various�community�mobilization�initiatives�such�as�awareness�program,�village�level�rallies�/�campaigns,�I.E.C�materials�distribution,�mason�training�on�Low�Cost�Toilet�Model�etc.�have�been�organized�for�making�villages�“Open�Defecation�Free”.
Key�Outcomes/Impacts
l 2700�people�have�been�able�to�construct�toilets�this�year.
Women�EmpowermentSCL�believes�social�equality�for�women�is�the�governing�principle�for�a�developed�society.�Women�play�a�decisive�role�towards�the�same�cause.�An�educated�and�empowered�female�population�can�foray�a�sustainable�future�full�of�opportunities�and�added�benefits.�For�the�same�cause,�SCL�has�taken�initiatives�for�women�empowerment�in�its�operating�vicinities�at�all�locations.
Shree�Shakti�YojnaProject�Objective:
l To�train�and�empower�women�by�vocational�skills�
Project�Description:
l With�an�aim�of�making�women�self-employed�with�the�collective�support�of�Shree�Shakti�Yojna�of�SCL,�a�Sewing�Machine�training�center�has�been�established�in�Khushkhera.
Key�Outcomes/Impacts:
l Women�of�the�surrounding�communities�would�be�able�to�join�the�training�center�and�become�self-employed�after�subsequent�training�programmes.
OUR�PEOPLE�AND�SOCIETY
74 75
Infrastructure�DevelopmentThroughout�the�reporting�period�we�carried�out�infrastructure�construction�projects.�The�infrastructure�development�provides�long-term�and�wide�ranging�benefits�to�the�community.�We�constructed�roads,�provided�support�for�the�repair�of�village�community�structures�such�as�Panchayat�Bhawan,�temples,�and�schools.
To�support�the�Swachh�Bharat�Mission,�SCL�facilitated�the�construction�of�sustainable�individual�sanitation�structures�in�local�villages.
SCLʼs�interventions�for�the�upkeep�and�maintenance�of�school�structures�were�carried�out�in�collaboration�with�multiple�initiatives�directed�towards�improvement�in�educational�facilities.�We�envisage�that�the�sanitation�structures�created�with�our�help�would�provide�a�multiplier�effect�on�the�local�communities�by�reducing�the�prevalence�of�various�contagious�diseases�in�these�areas,�thus�decreasing�the�disease�load�of�the�entire�community.�Total�expenditure�on�Rural�Infrastructure�Development�Projects�in�2015-16�was�INR�47.36�million.
Pregnant�Women�Care
Women�Skill�Development
Infrastruture�Development
Infrastruture�Development
Cleanliness�Drive
OUR�PEOPLE�AND�SOCIETY
Future�PlansIn�line�with�the�Social�Improvement�objectives�laid�down�in�our�CSR�policy,�we�have�planned�to�consolidate�our�CSR�programs�to�primarily�cater�Education,�Health�and�Employability�initiatives�within�the�multiple�outreach�mandates�as�mentioned�in�the�Schedule�VII�of�the�Companies�Act�2013.�Our�belief�that�development�of�all�stakeholders�is�key�to�the�sustainable�development.�We�foresee�our�future�CSR�expenditure�to�reflect�this�ideology,�with�an�increase�in�social�infrastructure�spends�aimed�towards�creating�long-lasting�impacts�on�our�communities.
We�assume�that�with�climate�change,�the�incidence�of�extreme�weather�events�will�be�more�frequent.�Thus,�our�focus�will�be�towards�providing�safe�and�clean�drinking�water�to�our�communities,�and�creating�rain�water�harvesting�infrastructure�in�our�operational�regions�to�facilitate�capture�and�storage�of�water�for�meeting�community�needs.
ANNEXURES
76 77
Category� Unit� Value�/�Reference�to�Section
OCCUPATIONAL�HEALTH�AND�SAFETY�
Accident�Rate�-�Direct�Employee� LTI�per�million�hrs.� 0.14
Accident�Rate�-�Indirect�Employee� LTI�per�million�hrs.� 0.08
Fatality�Rate� �� 0
Occupational�Health�and�Safety�monitoring�Program� �� Health�and�Safety�Section�����
RESOURCE�USE�AND�WASTE
Hazardous�Waste�-�Liquid� Kl� 54
Hazardous�Waste�-�Solid� MT� 32.946
AIR�EMISSIONS�LEVELS�FOR�CEMENT�MANUFACTURING
Dust� ton/year� 684.0
NOx�-�for�Cement�Facilitates� ton/year� 9132.6
SOx�-�for�Cement�Facilities� ton/year� 300.8
CO2��-�From�Decarbonisation� tons�of�CO2� 6662992
CO2�-�From�Fuel� tons�of�CO2� 3600433
HCl� mg/Nm3� 5.52
Hydrogen�Fluoride� mg/Nm3� 0.45
Total�Organic�Carbon� mg/Nm3� 1.98
Dioxins�-Furans� mg�TEQ/Nm3� 0.01
Cadmium� mg/Nm3� 0.02
Thallium� mg/Nm3� 0.001
Mercury(Hg)� mg/Nm3� Not�Traceable�����
EFFLUENT�LEVEL�CEMENT�MANUFACTURING
pH� �� Not�Applicable�-�No�affluent
Total�Suspended�Solids�� � discharge�from�Factory
Temperature�Increase
RESOURCE�AND�ENERGY�CONSUMPTION
Materials-substitute�raw�materials�used�in�clinker�production� %� Resources�Management�
Substitute�raw�materials�in�cement�production� �� 26.32�%
Fuel�energy-cement� GJ/MT� Energy�and�Emission
Electric�energy-cement� GJ/MT� Energy�and�Emission
Electric�energy-clinker�grinding� GJ/MT� Energy�and�Emission
S.�No.� Description� Value�/�Section�Reference
0� Base�Data
�� Year�of�joining�CSI� 2002
1� Climate�Protection
1.1� Use�the�tools�set�out�in�the�CO �and�energy�protocol�to�define�and�make�public�our�baseline�emissions� Yes2
1.2� Which�protocol�are�you�using?�(Version�2,�2005�or�Version�3,�2011)� Version�3.1�
1.3� Develop�a�climate�change�mitigation�strategy,�publish�targets�and�progress� Yes
1.4� Report�annually�on�CO �emissions�in�line�with�the�protocol� Yes2
1.5� Participate�in�and�contribute�agreed�datasets�to�the�Getting�the�Numbers�Right�(GNR)�global�cement� database�system�of�CO �and�energy�information� Yes2
1.6� KPIs
1.6.1� Gross�Scope�1�CO �emissions�-�(million�tonnes)� 11.62
1.6.2� Net�CO �emissions�-�(million�tonnes)� 10.52
1.6.3� Scope�2�CO ��emissions�-�(million�tonnes)� 0.152
1.6.4� Scope�3�CO ��emissions�-�(million�tonnes)� 0.142
1.6.5� Specific�CO �emissions�-�gross�(kg�/�tonne�cement)� 5552
1.6.6� Specific�CO �emissions�-�net�(kg�/�tonne�cement)� 5522
1.6.7� Specific�heat�consumption�of�clinker�production�(MJ/tonne�clinker)� 3069
1.6.8� Alternative�fuel�rate�(%)� 2.1
1.6.9� Biomass�fuel�rate�(%)� 0.2
1.6.10� Alternative�raw�materials�rate�(%)� 26.32
1.6.11� Clinker�/�cementitious�material�ratio�(%)� 66.9
2� Employee�Health�and�Safety
2.1� Apply�the�safety�good�practice�guidelines�compiled�by�the�Health�and�Safety�Task�Force�(2008)� Yes
2.2� Report�to�CSI�annually�on�employee�safety�data�in�line�with�the�guidelines�developed�for� measuring�and�reporting� yes
2.3� Report�to�CSI�quarterly�fatality�data�from�year�one�of�joining� Yes
2.4� KPIs
2.4.1� Number�of�fatalities�(directly�employed)� 0
2.4.2� Fatality�Rate� 0
2.4.3� Number�of�fatalities�(indirectly�employed)� 0
2.4.4� Number�of�fatalities�(third�party)� 0
2.4.5� Fatality�rate� 0
2.4.6� Number�of�Fatalities,�Third�parties� 0
2.4.7� Number�of�lost�time�injuries�(directly�employed)� 0
2.4.8� Number�of�lost�time�injuries�(Indirectly�employed)� 3
2.4.9� Lost�time�injuries�per�1�million�manhours�(directly�employed)� 0
2.4.10� Lost�time�injuries�per�1�million�manhours�(indirectly�employed)� 0.21
2.4.11� Number�of�lost�days,�directly�employed� 0
2.4.12� Lost�days�severity�rate,�directly�employed�working�day�basis� 0
2.4.13� Number�of�lost�days,�indirectly�employed� 538
2.4.14� Lost�days�severity�rate,�indirectly�employed�working�day�basis� 0
2.4.15� Were�safety�results�verified�independently� Yes
IFC�Performance�Indicators�and�Monitoring WBCSD�-�Cement�Sector�Initiative�(CSI)�Key�PerformanceIndicators�for�Cement�Industry
ANNEXURES
78 79
S.�No.� Description� Value�/�Section�Reference
3� Emissions�Reduction
3.1� Make�emissions�data�publicly�available�and�accessible�to�stakeholders� Yes
3.2� Set�emissions�targets�for�main�pollutants�(NOx,�SOx,�dust)�and�report�publicly�on�progress� Yes
3.3� KPIs
3.3.1� %�of�clinker�produced�with��monitoring�of�major�emissions� 100%�Clinker�is�produced�w�� ith� � monitoring�of�major���emissions.�� � Minor���emissions�are�measured� � only�when�hazardous���wastes�are�� � used�as�fuel.
3.3.2� %�of�clinker�produced�with�continuous�monitoring�of�major�emissions� 100%
3.3.3� %�of�sites�with�quarry�rehabilitation�plans�in�place� 100%
3.3.4� %�of�sites�with�community�engagement�plans�in�place� 100%
3.3.5� Number�of�active�sites�where�biodiversity�issues�are�addressed� 100%,�All�of�our�sites�have� � biodiversity�conservation� � activities�implemented
3.3.6� Total�dust�emissions�(Tons/�Year)� 684
3.3.7� Specific�dust�emissions�(kilograms�/�tonne�cement)� 0.051
3.3.8� Total�NOx�emissions�(Tons/Year)� 9132.6
3.3.9� Specific�NOx�emissions�(kilograms�/�tonne�cement)� 0.68
3.3.10� Total�SOx�emissions�(Tons/Year)� 300.8
3.3.11� Specific�SOx�emissions�(kilograms�/�tonne�cement)� 0.022
WBCSD�-�Cement�Sector�Initiative�(CSI)�Key�PerformanceIndicators�for�Cement�Industry
Manufacturing�Units� ISO�9001� ISO�14001� OHSAS�18001� SA�8000� ISO�50001
Beawar�Unit�I� ü� ü� ü� ü� ü
Beawar�Unit�II� ü� ü� ü� ü� ü
Beawar�SPP� ü� ü� ü� ü� ü
Beawar�SMP� ü� ü� ü� ü� ü
Ras�Unit�III� ü� ü� ü� ü� ü
Ras�Unit�IV� ü� ü� ü� ü� ü
Ras�Unit�V� ü� ü� ü� ü� ü
Ras�Unit�VI� ü� ü� ü� ü� ü
Ras�Unit�VII� ü� ü� ü� ü� ü
Ras�Unit�VIII� ü� ü� ü� ü� ü
Ras�Unit�IX� ü� ü� ü� ü� ü
Ras�Unit�X� ü� ü� ü� ü� ü
Ras�SPP� ü� ü� ü� ü� ü
Khushkhera�(GU)� ü� ü� ü� ü� ü
Suratgarh�(GU)� ü� ü� ü� ü� ü
Roorkee�(GU)� ü� ü� ü� ü� ü
Jobner�(GU)� ü� ü� ü� ü� ü
Aurangabad�(GU)� ü� ü� ü� ü� ü
Marketing�Shree�Ultra� ü� NA� NA� NA� NA
Marketing�Bangur�Cement� ü� NA� NA� NA� NA
Marketing�Rockstrong�Cement� ü� NA� NA� NA� NA
ISO�Management�System�Implementation
ANNEXURES
80 81
GRI�CONTENT�INDEX
82 83
GRI�CONTENT�INDEX
GRI�CONTENT�INDEXDisclosure� Description� Report�Section�for� Ext.� Page�No.� � � Cross�Reference� Assurance�
G4-1� Provide�a�statement�from�the�most�senior�decision-maker� Management�Say� Yes� 04-08� of�the�organization�(such�as�CEO,�chair,�or�equivalent�senior� position)�about�the�relevance�of�sustainability�to�the� organization�and�the�organizationʼs�strategy�for� addressing�sustainability.
G4-2� Provide�a�description�of�key�impacts,�risks,�and�opportunities.� Risk�Management� Yes� 27� The�organization�should�provide�two�concise�narrative�sections� on�key�impacts,�risks,�and�opportunities.
G4-3� Report�the�name�of�the�organization.� Our�Business�Profile� Yes� 12
G4-4� Report�the�primary�brands,�products,�and�services.� Our�Business�Profile� Yes� 13
G4-5� Report�the�location�of�the�organizationʼs�headquarters.� Our�Business�Profile� Yes� 12
G4-6� Report�the�number�of�countries�where�the�organization�operates,� Our�Business�Profile� Yes� 11� and�names�of�countries�where�either�the�organization�has� significant�operations�or�that�are�specifically�relevant�to�the� sustainability�topics�covered�in�the�report.
G4-7� Report�the�nature�of�ownership�and�legal�form.� Our�Business�Profile� Yes��� 11
G4-8� Report�the�markets�served�(including�geographic�breakdown,� Our�Business�Profile� Yes� 11� sectors�served,�and�types�of�customers�and�beneficiaries).
G4-9� Report�the�scale�of�the�organization�� Our�Business�Profile�&� Yes� 10-11,�30� � � Ethics�Focused�� � � Economic�Performance
G4-10� Employees�� Shaping�Employees�in� Yes� 52� � � the�SCL�Culture
G4-11� Report�the�percentage�of�total�employees�covered�by�collective� Shaping�Employees�in� Yes� 55� bargaining�agreements� the�SCL�Culture
G4-12� Describe�the�organizationʼs�supply�chain.� Green�Supply� Yes� 63-63� � � Chain�Management
G4-13� Report�any�significant�changes�during�the�reporting�period� About�the�Report� Yes��� 13� regarding�the�organizationʼs�size,�structure,�ownership,�or� its�supply�chain�(see�comment)
G4-14� Report�whether�and�how�the�precautionary�approach�or� Risk�Management� Yes� 27� principle�is�addressed�by�the�organization.
G4-15� List�externally�developed�economic,�environmental�and� Our�Business�Profile� Yes��� 13� social�charters,�principles,�or�other�initiatives�to�which�the� organization�subscribes�or�which�it�endorses.
G4-16� List�memberships�of�associations�(such�as�industry�associations)� Our�Business�Profile,� Yes� 13� and�national�or�international�advocacy�organizations.� Assurance�Statement
G4-17� a.� List�all�entities�included�in�the�organizationʼs�consolidated� Our�Business�Profile,� Yes� 13� � financial�statements�or�equivalent�documents.� About�the�Report
� b.� Report�whether�any�entity�included�in�the�organizationʼs� � consolidated�financial�statements�or�equivalent�documents� � is�not�covered�by�the�report.
G4-18� a.� Explain�the�process�for�defining�the�report�content�and� Stakeholder�Engagement� Yes� 18,�20� � the�Aspect�Boundaries.� &�Materiality
� b.� Explain�how�the�organization�has�implemented�the�Reporting� � Principles�for�Defining�Report�Content.
G4-19� a.� List�all�the�material�Aspects�identified�in�the�process�for� Stakeholder�Engagement� Yes� 21� � defining�report�content.� �&�Materiality
G4-20� For�each�material�Aspect,�report�the�Aspect�Boundary�within�the� Stakeholder�Engagement�� Yes��� 20� organization�(see�comment)� &�Materiality
G4-21� For�each�material�Aspect,�report�the�Aspect�Boundary�outside� Stakeholder�Engagement� Yes� 20� the�organization�(see�comment)� &�Materiality
G4-22� Report�the�effect�of�any�restatements�of�information�provided� About�the�Report� Yes� 13� in�previous�reports,�and�the�reasons�for�such�restatements.
Disclosure� Description� Report�Section�for� Ext.� Page�No.� � � Cross�Reference� Assurance�
G4-23� Report�significant�changes�from�previous�reporting�periods�in� About�the�Report� Yes�� 13� the�Scope�and�Aspect�Boundaries.
G4-24� Provide�a�list�of�stakeholder�groups�engaged�by�the�organization.� Stakeholder�Engagement� Yes� 18� � � &�Materiality
G4-25� Report�the�basis�for�identification�and�selection�of�stakeholders� Stakeholder�Engagement� Yes� 18-19� with�whom�to�engage.� &�Materiality
G4-26� Report�the�organizationʼs�approach�to�stakeholder�engagement,� Stakeholder�Engagement�� Yes� 19� including�frequency�of�engagement�by�type�and�by�stakeholder� &�Materiality� group,�and�an�indication�of�whether�any�of�the�engagement�was� undertaken�specifically�as�part�of�the�report�preparation�process.
G4-27� Report�key�topics�and�concerns�that�have�been�raised�through� Stakeholder�Engagement� Yes� 19� stakeholder�engagement,�and�how�the�organization�has� &�Materiality� responded�to�those�key�topics�and�concerns,�including�through� its�reporting.�Report�the�stakeholder�groups�that�raised�each�of� the�key�topics�and�concerns.
Aspect�:�Report�Profile
G4-28� Reporting�period�(such�as�fiscal�or�calendar�year)�for� About�the�Report� Yes�� 13� information�provided.�
G4-29� Date�of�most�recent�previous�report�(if�any).� About�the�Report� Yes��� 13
G4-30� Reporting�cycle�(such�as�annual,�biannual).� About�the�Report� Yes��� 13
G4-31� Provide�the�contact�point�for�questions�regarding�the�report� About�the�Report� Yes� 13� or�its�contents.
G4-32� a.� Report�the�ʻin�accordanceʼ�option�the�organization�has�chosen.� About�the�Report,� Yes� 13
� b.� Report�the�GRI�Content�Index�for�the�chosen�option� Assurance�Statement
� c.� Report�the�reference�to�the�External�Assurance�Report,�if�the� � report�has�been�externally�assured.
G4-33� a.� Report�the�organizationʼs�policy�and�current�practice�with� About�the�Report� Yes� 13� � regard�to�seeking�external�assurance�for�the�report.
� b.� If�not�included�in�the�assurance�report�accompanying�the� � sustainability�report,�report�the�scope�and�basis�of�any� � external�assurance�provided.
� c.� Report�the�relationship�between�the�organization�and� � the�assurance�providers.
� d.� Report�whether�the�highest�governance�body�or�senior� � executives�are�involved�in�seeking�assurance�for�the� � organizationʼs�sustainability�report.
G4-34� Report�the�governance�structure�of�the�organization,�including� Sustainable�� Yes� 22-24� committees�of�the�highest�governance�body.� Corporate�Governance
� Identify�any�committees�responsible�for�decision-making�on� economic,�environmental�and�social�impacts.
G4-35� Report�the�process�for�delegating�authority�for�economic,� Sustainable�� No� 24� environmental�and�social�topics�from�the�highest�governance� Corporate�Governance� body�to�senior�executives�and�other�employees.
G4-36� Report�whether�the�organization�has�appointed�an� Sustainable�� Yes� 24� executive-level�position�or�positions�with�responsibility�for� Corporate�Governance� economic,�environmental�and�social�topics,�and�whether�post� holders�report�directly�to�the�highest�governance�body.
G4-37� Report�processes�for�consultation�between�stakeholders�and�the� Sustainable�� No� 24� highest�governance�body�on�economic,�environmental�and� Corporate�Governance� social�topics.�If�consultation�is�delegated,�describe�to�whom�and� any�feedback�processes�to�the�highest�governance�body.
G4-38� Report�the�composition�of�the�highest�governance�body� Sustainable� Yes� 22-24� and�its�committees.� Corporate�Governance
G4-39� Report�whether�the�Chair�of�the�highest�governance�body�is�also� Sustainable� Yes� 22� an�executive�officer�(and,�if�so,�his�or�her�function�within�the� Corporate�Governance� organizationʼs�management�&�the�reasons�for�this�arrangement).
84 85
GRI�CONTENT�INDEX
Disclosure� Description� Report�Section�for� Ext.� Page�No.� � � Cross�Reference� Assurance�
G4-40� Report�the�nomination�and�selection�processes�for�the�highest� Sustainable� Yes� 24� governance�body�and�its�committees,�and�the�criteria�used�for� Corporate�Governance� nominating�and�selecting�highest�governance�body�members.
G4-41� Report�processes�for�the�highest�governance�body�to�ensure� Sustainable� Yes�� 25� conflicts�of�interest�are�avoided�and�managed.�Report�whether� Corporate�Governance� conflicts�of�interest�are�disclosed�to�stakeholders.
G4-42� Report�the�highest�governance�bodyʼs�and�senior�executivesʼ� Sustainable� Yes� 23� roles�in�the�development,�approval,�and�updating�of�the� Corporate�Governance� organizationʼs�purpose,�value�or�mission�statements,�strategies,� policies,�and�goals�related�to�economic,�environmental�and� social�impacts.
G4-43� Report�the�measures�taken�to�develop�and�enhance�the�highest� Sustainable�� Yes� 23� governance�bodyʼs�collective�knowledge�of�economic,� Corporate�Governance� environmental�and�social�topics.
G4-44� a.� Report�the�processes�for�evaluation�of�the�highest�governance� SCL�appointed�external� No� --� � bodyʼs�performance�with�respect�to�governance�of�economic,� facilitator�for� � environmental�and�social�topics.�Report�whether�such� carrying�out�evaluation�of� � evaluation�is�independent�or�not,�and�its�frequency.�Report� the�board,�its�members� � whether�such�evaluation�is�a�self-assessment.� and�Committees.�Please�� � � refer�to�our� � � Annual�Report-Section�14� � � of�Directors�Report�for� � � more�details�(Pg�No�92)
� b.� Report�actions�taken�in�response�to�evaluation�of�the�highest� � governance�bodyʼs�performance�with�respect�to�governance� � of�economic,�environmental�and�social�topics,�including,�as�a� � minimum,�changes�in�membership�&�organizational�practice.
G4-45� a.� Report�the�highest�governance�bodyʼs�role�in�the� � identification�and�management�of�economic,�environmental� � and�social�impacts,�risks,�and�opportunities.�Include�the� � highest�governance�bodyʼs�role�in�the�implementation�of� Risk�Management,� Yes� 22-24� � due�diligence�processes.� Sustainable�Corporate
� b.� Report�whether�stakeholder�consultation�is�used�to�support� Governance�� � the�highest�governance�bodyʼs�identification�and�� � management�of�economic,�environmental�and�social�impacts,�� � risks,�and�opportunities.�
G4-46� Report�the�highest�governance�bodyʼs�role�in�reviewing�the� Risk�Management� Yes� 27� effectiveness�of�the�organizationʼs�risk�management�processes� for�economic,�environmental�and�social�topics.
G4-47� Report�the�frequency�of�the�highest�governance�bodyʼs�review� Risk�Management�� Yes� 27� of�economic,�environmental�and�social�impacts,�risks,� and�opportunities.
G4-48� Report�the�highest�committee�or�position�that�formally�reviews� Sustainable�Corporate� Yes� 24� and�approves�the�organizationʼs�sustainability�report�and� Governance� ensures�that�all�material�Aspects�are�covered.
G4-49� Report�the�process�for�communicating�critical�concerns�to� Sustainable�Corporate� Yes� 18� the�highest�governance�body.� Governance,�Stakeholder� � � Engagement�&�Materiality
G4-50� Report�the�nature�and�total�number�of�critical�concerns�that� Sustainable�Corporate�� No� 24� were�communicated�to�the�highest�governance�body�and�the� Governance,�For�details� mechanism(s)�used�to�address�and�resolve�them.� our�Annual�report� � � (Pg�No.138)
G4-51� Remuneration� Sustainable� No� 25� Corporate�Governance
G4-52� Report�the�process�for�determining�remuneration.�Report� Sustainable� No� 25� whether�remuneration�consultants�are�involved�in�determining� Corporate�Governance� remuneration�and�whether�they�are�independent�of� management.�Report�any�other�relationships�which�the� remuneration�consultants�have�with�the�organization.
Disclosure� Description� Report�Section�for� Ext.� Page�No.� � � Cross�Reference� Assurance�
G4-53� Report�how�stakeholdersʼ�views�are�sought�and�taken�into� Sustainable� No� 25� account�regarding�remuneration,�including�the�results�of�votes� Corporate�Governance� on�remuneration�policies�and�proposals,�if�applicable.
G4-54� Report�the�ratio�of�the�annual�total�compensation�for�the� Sustainable� No� 25� organizationʼs�highest-paid�individual�in�each�country�of� Corporate�Governance� significant�operations�to�the�median�annual�total�compensation� for�all�employees�(excluding�the�highest-paid�individual)� in�the�same�country.
G4-55� Report�the�ratio�of�percentage�increase�in�annual�total� Sustainable� No� 25� compensation�for�the�organizationʼs�highest-paid�individual� Corporate�Governance� in�each�country�of�significant�operations�to�the�median� percentage�increase�in�annual�total�compensation�for�all� employees�(excluding�the�highest-paid�individual)� in�the�same�country.
G4-56� Describe�the�organizationʼs�values,�principles,�standards�and� Ethics�and�Integrity,� Yes� 02-03,�26� norms�of�behavior�such�as�codes�of�conduct�and�codes�of�ethics.� Vision�&�Principles
G4-57� Report�the�internal�and�external�mechanisms�for�seeking�advice� Ethics�and�Integrity� Yes�� 26� on�ethical�and�lawful�behavior,�and�matters�related�to� organizational�integrity,�such�as�helplines�or�advice�lines.
G4-58� Report�the�internal�and�external�mechanisms�for�reporting� Ethics�and�Integrity� Yes� 26� concerns�about�unethical�or�unlawful�behavior,�and�matters� related�to�organizational�integrity,�such�as�escalation�through� line�management,�whistle�blowing�mechanisms�or�hotlines.
CATEGORY:�ECONOMIC�Aspect:�Economic�Performance
G4-DMA� Generic�Disclosures�on�Management�� Strengthening�� Yes� 30� � � Economic�Performance
G4-EC1� Direct�Economic�Value�generated�and�distributed� Strengthening�Economic� No� 31� � � Performance
G4-EC2� Financial�implications�and�other�risks�and�opportunities�for�the� Strengthening�Economic� Yes� 33� organizationʼs�activities�due�to�climate�change� Performance�&�Risk� � � Management�
G4-EC3� Coverage�of�the�organizationʼs�defined�benefit�plan�obligations�� Shaping�Employees�in� No� 31-32� � � the�SCL�Culture
G4-EC4� Financial�assistance�received�from�government� Strengthening�Economic� No� 31� � � Performance
G4-DMA� Generic�Disclosures�on�Management�� Shaping�Employees�in� No� 52,54� � � the�SCL�Culture
G4-EC5� Ratios�of�standard�entry�level�wage�by�gender�compared�to� Our�Standard�entry�level� Yes� local�minimum�wage�at�significant�locations�of�operation� wage�to�local�minimum� � � wage�per�day�is�1.063�for� � � both�the�genders.
G4-EC6� Proportion�of�senior�management�hired�from�the�local� Shaping�Employees�in� Yes� 53� community�at�significant�locations�of�operation� the�SCL�Culture
G4-DMA� Generic�Disclosures�on�Management�� Engaging�with�our� No� 65� � � communities
G4-EC7� Development�and�impact�of�infrastructure�investments� Engaging�with�our� Yes� 66-68,�75� and�services�supported� communities
G4-EC8� Significant�indirect�economic�impacts,�including�the� Engaging�with�our� Yes� 66-75� extent�of�impacts� communities
G4-DMA� Generic�Disclosures�on�Management�� Strengthening�Economic� No� 32� � � Performance
G4-EC9� Proportion�of�spending�on�local�suppliers�at�significant� Strengthening�Economic� No� 32� levels�of�operations� Performance
86 87
GRI�CONTENT�INDEX
Disclosure� Description� Report�Section�for� Ext.� Page�No.� � � Cross�Reference� Assurance�
Aspect:�Materials
G4-DMA� Generic�Disclosures�on�Management�Approach� Resource�Management� Yes�� 43
G4-EN1� Materials�used�by�weight�or�volume� Resource�Management� Yes�� 44
G4-EN2� Percentage�of�materials�used�that�are�recycled�input�materials�� Resource�Management� Yes�� 43
Aspect:�Energy
G4-DMA� Generic�Disclosures�on�Management�� Energy�and�Emissions� Yes�� 38-39
G4-EN3� Energy�consumption�within�the�organization�� Energy�and�Emissions� Yes�� 39
G4-EN5� Energy�intensity�� Energy�and�Emissions� Yes�� 39
G4-EN6� Reduction�of�energy�consumption�� Energy�and�Emissions� Yes�� 40
Aspect�:�Water
G4-DMA� Generic�Disclosures�on�Management�� Water�Management� Yes�� 47-48�
G4-EN8� Total�water�withdrawal�by�source� Water�Management� Yes�� 48
G4-EN9� Water�sources�significantly�affected�by�withdrawal�of�water� Water�Management� Yes�� 48
G4-EN10� Percentage�and�total�volume�of�water�recycled�and�reused�� Water�Management� Yes�� 48
Aspect�:�Biodiversity
G4-DMA� Generic�Disclosures�on�Management�� Biodiversity�-�Our�Natural� Yes� 46� � � Heritage
G4-EN11� Operational�sites�owned,�leased,�managed�in,�or�adjacent�to,� Biodiversity�-�Our�Natural� Yes� 46� protected�areas�and�areas�of�high�biodiversity�value�outside� Heritage� protected�areas
G4-EN12� Description�of�significant�impacts�of�activities,�products,�and� Biodiversity�-�Our�Natural� Yes� 46� services�on�biodiversity�in�protected�areas�and�areas�of�high� Heritage� biodiversity�value�outside�protected�areas
G4-EN13� Habitats�protected�or�restored�� Biodiversity�-�Our�Natural� Yes� 46� � � Heritage
G4-EN14� Total�number�of�IUCN�red�list�species�and�national�conservation� Biodiversity�-�Our�Natural� Yes� 46� list�species�with�habitats�in�areas�affected�by�operations,� Heritage� by�level�of�extinction�risk
Aspect�:�Emissions
G4-DMA� Generic�Disclosures�on�Management�� Energy�and�Emissions� Yes�� 38,�40
G4-EN15� Direct�greenhouse�gas�(GHG)�emissions�(Scope�1)� Energy�and�Emissions� Yes�� 40
G4-EN16� Energy�indirect�greenhouse�gas�(GHG)�emissions�(scope�2)� Energy�and�Emissions� Yes�� 40
G4-EN17� Other�indirect�greenhouse�gas�(GHG)�emissions�(scope�3)� Energy�and�Emissions� Yes�� 40
G4-EN18� Greenhouse�gas�(GHG)�emissions�intensity�� Energy�and�Emissions� Yes�� 42
G4-EN19� Reduction�of�greenhouse�gas�(GHG)�emissions�� Energy�and�Emissions� Yes�� 42
G4-EN20� Emissions�of�ozone-depleting�substances�(ODS)� Energy�and�Emissions� Yes�� 41
G4-EN21� NOx,�SOx,�and�other�significant�air�emissions�� Energy�and�Emissions� Yes�� 40
Aspect�:�Effluents�and�Waste
G4-DMA� Generic�Disclosures�on�Management� Waste�Management,� Yes� 45,�47� � � Water�management
G4-EN22� Total�water�discharge�by�quality�and�destination�� Water�Management� Yes�� 48
G4-EN23� Total�weight�of�waste�by�type�and�disposal�method�� Waste�Management�-� Yes� 45� � � Non-Hazardous� � � Waste�in�weight�has� � � not�been�reported�this� � � year�due�to�data�issues
G4-EN24� Total�number�and�volume�of�significant�spills�� Waste�Management� Yes�� 45
G4-EN25� Weight�of�transported,�imported,�exported,�or�treated�waste� Waste�Management� Yes�� 45� deemed�hazardous�under�the�terms�of�the�Basel�convention� annex�i,�ii,�iii,�and�viii,�and�percentage�of�transported�waste� shipped�internationally
Disclosure� Description� Report�Section�for� Ext.� Page�No.� � � Cross�Reference� Assurance�
G4-EN26� Identity,�size,�protected�status,�and�biodiversity�value�of�water� Water�Management� Yes� 48� bodies�and�related�habitats�significantly�affected�by�the� organizationʼs�discharges�of�water�and�runoff
Aspect�:�Compliance
G4-DMA� Generic�Disclosures�on�Management�� Compliance� Yes�� 36
G4-EN29� Monetary�value�of�significant�fines�and�total�number�of� non-monetary�sanctions�for�non-compliance�with� environmental�laws�and�regulations�� Compliance� Yes�� 36
Aspect�:�Overall
G4-DMA� Generic�Disclosures�on�Management�� Ethics�Focused�Economic� Yes� 33� � � Performance
G4-EN31� Total�environmental�protection�expenditures�and�investments� Ethics�Focused�Economic�� Yes� 33� by�type�� Performance
Aspect�:�Supplier�Environmental�Assessment
G4-DMA� Generic�Disclosures�on�Management�� Green�Supply�Chain� Yes� 63-64� � � Management
G4-EN32� Percentage�of�new�suppliers�that�were�screened�using� Green�Supply�Chain� Yes� 63� environmental�criteria�� Management
Aspect�:�Environment�Grievance�Mechanism
G4-DMA� Generic�Disclosures�on�Management�� � Yes�� -
G4-EN34� Number�of�grievances�about�environmental�impacts�filed,� There�were�no�significant�� Yes� -� addressed,�and�resolved�through�formal�grievance�mechanisms�� grievances�reported� � � regarding�environment�in� � � the�reporting�year
CATEGORY�:�SOCIAL�
LABOR�PRACTICES�AND�DECENT�WORK
Aspect�:�Employment
G4-DMA� Generic�Disclosures�on�Management�� Shaping�Employees�in� Yes� 52� � � the�SCL�Culture
G4-LA1� Total�number�and�rates�of�new�employee�hires�and�employee� Shaping�Employees�in� Yes� 53� turnover�by�age�group,�gender�and�region�� the�SCL�Culture
G4-LA2� Benefits�provided�to�full-time�employees�that�are�not�provided� Shaping�Employees�in�� Yes� 55� to�temporary�or�part-time�employees,�by�significant�locations� the�SCL�Culture� of�operation
G4-LA3� Return�to�work�and�retention�rates�after�parental�leave,�by�gender�� Shaping�Employees�in� Yes� 55� � � the�SCL�Culture
Aspect�:�Labor/Management�Relations
G4-DMA� Generic�Disclosures�on�Management�� Shaping�Employees�in� Yes� 55� � � the�SCL�Culture
G4-LA4� Minimum�notice�periods�regarding�operational�changes,� Shaping�Employees�in� Yes� 55� including�whether�these�are�specified�in�collective�agreements�� the�SCL�Culture
Aspect�:�Occupational�Health�and�Safety
G4-DMA� Generic�Disclosures�on�Management�� Safety�First�-�A�Proactive� Yes� 58� � � Health�&�Safety�Culture
G4-LA5� Percentage�of�total�workforce�represented�in�formal�joint� Safety�First�-�A�Proactive�� Yes� 61� management‒worker�health�and�safety�committees�that�help� Health�&�Safety�Culture� monitor�and�advice�on�occupational�health�and�safety�programs.�
G4-LA6� Type�of�injury�and�rates�of�injury,�occupational�diseases,� Safety�First�-�A�Proactive� Yes� 60� lost�days,�and�absenteeism,�and�total�number�of�work-related� Health�&�Safety�Culture� fatalities,�by�region�and�by�gender�
G4-LA7� Workers�with�high�incidence�or�high�risk�of�diseases�related� Safety�First�-�A�Proactive� Yes� 61� to�their�occupation�� Health�&�Safety�Culture
88 89
GRI�CONTENT�INDEX
Disclosure� Description� Report�Section�for� Ext.� Page�No.� � � Cross�Reference� Assurance�
G4-LA8� Health�and�safety�topics�covered�in�formal�agreements� Safety�First�-�A�Proactive� Yes� 59� with�trade�unions�� Health�&�Safety�Culture
Aspect�:�Training�and�Education
G4-DMA� Generic�Disclosures�on�Management�� Shaping�Employees�in� Yes� 56� � � the�SCL�Culture
G4-LA9� Average�hours�of�training�per�year�per�employee�by�gender,� Shaping�Employees�in� Yes� 56� and�by�employee�category�� the�SCL�Culture
G4-LA10� Programs�for�skills�management�and�lifelong�learning�that� Shaping�Employees�in� Yes� 56-57� support�the�continued�employability�of�employees�and�assist� the�SCL�Culture� them�in�managing�career�endings
G4-LA11� Percentage�of�employees�receiving�regular�performance�and� Shaping�Employees�in� Yes� 55� career�development�reviews,�by�gender�and�by�employee� the�SCL�Culture� category
G4-DMA� Generic�Disclosures�on�Management�� Sustainable�Corporate� Yes� 22� � � Governance
G4-LA12� Composition�of�governance�bodies�and�breakdown�of� Sustainable�Corporate� Yes� 22� employees�per�employee�category�according�to�gender,� Governance� age�group,�minority�group�membership,�and�other�indicators� of�diversity
Aspect�:�Equal�Remuneration�for�Women�and�Men
G4-DMA� Generic�Disclosures�on�Management�� Shaping�Employees�in� Yes� 55� � � the�SCL�Culture
G4-LA13� Ratio�of�basic�salary�and�remuneration�of�women�to�men�by� Shaping�Employees�in� Yes� 55� employee�category,�by�significant�locations�of�operation�� the�SCL�Culture
Aspect�:�Supplier�Assessment�for�Labor�Practices
G4-DMA� Generic�Disclosures�on�Management�� Green�Supply�Chain� Yes� 63� � � Management
G4-LA14� Percentage�of�new�suppliers�that�were�screened�using� Green�Supply�Chain� Yes� 63� labor�practices�criteria�� Management
Aspect�:�Labor�Practices�Grievance�Mechanisms
G4-DMA� Generic�Disclosures�on�Management�� Shaping�Employees�in� Yes� 54� � � the�SCL�Culture
G4-LA16� Number�of�grievances�about�labor�practices�filed,�addressed,� Shaping�Employees�in� Yes� 54� and�resolved�through�formal�grievance�mechanisms�� the�SCL�Culture
HUMAN�RIGHTSAspect�:�Investment
G4-DMA� Generic�Disclosures�on�Management�� Shaping�Employees�in� Yes� 54� � � the�SCL�Culture
G4-HR2� Total�hours�of�employee�training�on�human�rights�policies�or� Shaping�Employees�in� Yes� 54� procedures�concerning�aspects�of�human�rights�that�are� the�SCL�Culture� relevant�to�operations,�including�the�percentage�of� employees�trained
G4-DMA� Generic�Disclosures�on�Management�� Shaping�Employees�in� Yes� 54� � � the�SCL�Culture
G4-HR3� Total�number�of�incidents�of�discrimination�and�corrective� Shaping�Employees�in� Yes� 54� actions�taken�� the�SCL�Culture
Aspect�:�Freedom�of�Association�and�Collective�Bargaining
G4-DMA� Generic�Disclosures�on�Management�� Shaping�Employees�in� Yes� �54� � � the�SCL�Culture
G4-HR4� Operations�and�suppliers�identified�in�which�the�right�to� Shaping�Employees�in� Yes� �54� exercise�freedom�of�association�and�collective�bargaining�may� the�SCL�Culture� be�violated�or�at�significant�risk,�and�measures�taken�to� support�these�rights
Disclosure� Description� Report�Section�for� Ext.� Page�No.� � � Cross�Reference� Assurance�
G4-DMA� Generic�Disclosures�on�Management�� Shaping�Employees�in� Yes� �54� � � the�SCL�Culture
G4-HR5� Operations�and�suppliers�identified�as�having�significant�risk� Shaping�Employees�in� Yes� 54� for�incidents�of�child�labor,�and�measures�taken�to�contribute� the�SCL�Culture� to�the�effective�abolition�of�child�labor
G4-DMA� Generic�Disclosures�on�Management�� Shaping�Employees�in� Yes� 54� � � the�SCL�Culture
G4-HR6� Operations�and�suppliers�identified�as�having�significant�risk� Shaping�Employees�in� Yes� 54� for�incidents�of�forced�or�compulsory�labor,�and�measures�to� the�SCL�Culture� contribute�to�the�elimination�of�all�forms�of�forced�or� compulsory�labor
Aspect�:�Indigenous�Rights
G4-DMA� Generic�Disclosures�on�Management�� Shaping�Employees�in� Yes� 55� � � the�SCL�Culture
G4-HR8� Total�number�of�incidents�of�violations�involving�rights�of� Shaping�Employees�in� Yes�� 55� indigenous�peoples�and�actions�taken�� the�SCL�Culture
Aspect�:�Supplier�Human�Rights�Assessment
G4-DMA� Generic�Disclosures�on�Management�� Green�Supply�Chain� Yes� 63� � � Management
G4-HR10� Percentage�of�new�suppliers�that�were�screened�using� Green�Supply�Chain� Yes� 63� human�rights�criteria�� Management
Aspect�:�Human�Rights�Grievance�Mechanisms
G4-DMA� Generic�Disclosures�on�Management�� � �
G4-HR12� Number�of�grievances�about�human�rights�impacts�filed,� Shaping�Employees�in� Yes� 54-55� addressed,�and�resolved�through�formal�grievance�mechanisms�� the�SCL�Culture
SOCIETYAspect�:�Local�Communities
G4-DMA� Generic�Disclosures�on�Management�� Engaging�with�our� Yes� 65� � � communities
G4-SO1� Percentage�of�operations�with�implemented�local�community� Engaging�with�our� Yes� 65� engagement,�impact�assessments,�and�development�programs�� communities
Aspect�:�Anti�-�corruption
G4-DMA� Generic�Disclosures�on�Management�� Anti-corruption�initiatives� Yes�� 26
G4-SO3� Total�number�and�percentage�of�operations�assessed�for�risks� Anti-corruption�initiatives� Yes� 26� related�to�corruption�and�the�significant�risks�identified
G4-SO4� Communication�and�training�on�anti-corruption�policies� Anti-corruption�initiatives� Yes� 26� and�procedures
G4-SO5� Confirmed�incidents�of�corruption�and�actions�taken� Anti-corruption�initiatives� Yes� 26
Aspect�:�Public�Policy
G4-DMA� Generic�Disclosures�on�Management�� Compliance� Yes�� 36
G4-SO6� Total�value�of�political�contributions�by�country�and� Compliance� Yes� 36� recipient/beneficiary�
Aspect�:�Anti-competitive�Behaviour
G4-DMA� Generic�Disclosures�on�Management�� Compliance� Yes� 26
G4-SO7� Total�number�of�legal�actions�for�anti-competitive�behavior,� Compliance� Yes� 26� anti-trust,�and�monopoly�practices�and�their�outcomes
Aspect�:�Compliance
G4-DMA� Generic�Disclosures�on�Management�� Compliance� Yes�� 37
G4-SO8� Monetary�value�of�significant�fines�and�total�number�of� Compliance� Yes� 37� non-monetary�sanctions�for�non-compliance�with�laws�� and�regulations
90 91
GRI�CONTENT�INDEX
Disclosure� Description� Report�Section�for� Ext.� Page�No.� � � Cross�Reference� Assurance�
Aspect�:�Grievance�Mechanisms�for�Impacts�on�Society
G4-DMA� Generic�Disclosures�on�Management� Engaging�with�our� Yes� 65� � � communities
G4-SO11� Number�of�grievances�about�impacts�on�society�filed,� Engaging�with�our� Yes� 65� addressed,�and�resolved�through�formal�grievance�mechanisms�� communities
PRODUCT�RESPONSIBILITYAspect�:�Product�and�Service�Labelling
G4-DMA� Generic�Disclosures�on�Management�� Marketing�and�Product� Yes� 35� � � Responsibility
G4-PR3� Type�of�product�and�service�information�required�by�the� Marketing�and�Product� Yes� 35� organizationʼs�procedures�for�product�and�service�information� Responsibility� and�labeling,�and�percentage�of�significant�product�and� service�categories�subject�to�such�information�requirements
G4-PR4� Total�number�of�incidents�of�non-compliance�with�regulations� Compliance� Yes� 35,�37� and�voluntary�codes�concerning�product�and�service� information�and�labeling,�by�type�of�outcomes
G4-PR5� Results�of�surveys�measuring�customer�satisfaction�� Marketing�and�Product� Yes� 35� � � Responsibility
G4-DMA� Generic�Disclosures�on�Management�� Marketing�and�Product� Yes� 35� � � Responsibility
G4-PR6� Sale�of�banned�or�disputed�products�� Marketing�and�Product� Yes� 35� � � Responsibility
G4-PR7� Total�number�of�incidents�of�non-compliance�with�regulations� Compliance� Yes� 37�� and�voluntary�codes�concerning�marketing�communications,� including�advertising,�promotion,�and�sponsorship,� by�type�of�outcomes
Aspect�:�Compliance
G4-DMA� Generic�Disclosures�on�Management�� Compliance� Yes�� 37
G4-PR9� Monetary�value�of�significant�fines�for�non-compliance�with� laws�and�regulations�concerning�the�provision�and�use�of� products�and�services�� Compliance� Yes� 37
92 93
Independent�Limited�Assurance�Statement�to�Shree�Cement�Ltd�(SCL)To,The�ManagementShree�Cement�Limited,�Bangur�Nagar,�Post�Box�No.�33�Beawar�‒�305901,�District�Ajmer�Rajasthan,�India��
IntroductionShree�Cement�Limited(ʻThe�Companyʼ)�has�requested�KPMG�in�India�(ʻKPMGʼ)�to�provide�an�independent�assurance�on�its�Sustainability�Report�2015-16�(ʻthe�Reportʼ).�The�Companyʼs�management�is�responsible�for�identifying�its�material�issues,�engaging�with�its�stakeholders�and�developing�the�content�of�the�Report.�This�responsibility�includes�designing,�implementing�and�maintaining�internal�controls�relevant�to�the�preparation�of�the�Sustainability�Report�that�are�free�from�material�misstatement,�whether�due�to�fraud�or�error.KPMGʼs�responsibility�is�to�provide�limited�assurance�on�the�Report�content�as�described�in�the�scope�of�assurance.�Reporting�CriteriaSCLʼs�sustainability�performance�reporting�criteria�is�derived�from�the�Sustainability�Reporting�Guidelines�(G4)�of�GRI�and�internationally�accepted�methodologies�such�as�guidance�provided�by�the�International�Finance�Corporation�(IFC),�principles�of�UN�Global�Compact,�National�Voluntary�Guidelines�(NVG)�given�by�the�Ministry�of�Corporate�Affairs,�Government�of�India,�for�Social,�Environmental�and�Economic�responsibility�of�business��and�review�of�GHG�and�air�emissions,�specific�aspects�of�energy�use,�and�health�and�safety�performance�as�per�the�Cement�Sustainability�Initiative(CSI)�of�the�World�Business�Council�for�Sustainable�Development�(WBCSD).�Methodology�and�factors�used�for�calculation�of�some�of�the�environmental�and�safety�performance�indicators�are�based�on�national�and�local�rules,�regulations�and�guidelines.Assurance�Standards�usedWe�conducted�the�assurance�in�accordance�with�limited�assurance�requirements�of�International�Federation�of�Accountantsʼ�(IFAC)�International�Standard�on�Assurance�Engagement�(ISAE)�3000,�Assurance�Engagements�Other�than�Audits�or�Reviews�of�Historical�Financial�Information.Under�this�standard,�we�have�reviewed�the�disclosures�presented�in�the�Sustainability�Report�against�the�principles�of�relevance,�completeness,�reliability,�neutrality�and�understandability�as�per�the�scope�of�assurance.Scope,�Boundary�and�LimitationsThe�following�is�covered�under�the�scope�and�boundary�of�the�assurance�engagement:•� The�scope�of�assurance�covers�SCLʼs�sustainability�performance�disclosures�for�the�period�of1stJuly�2015�to�31st�March�2016,�as�per�the�
table�below.•� The�boundary�of�the�assurance�covers�sustainability�specific�data�and�information�from�the�Companyʼs�Cement�manufacturing�and�Power�
generation�operations�in�India�and�is�limited�to�the�operations�mentioned�in�the�scope�of�the�Sustainability�Report.The�General�and�Specific�Standard�Disclosures�subject�to�assurance�were�as�follows:General�Standard�Disclosures•� Strategy�and�Analysis-�G4-1,G4-2•� Organizational�Profile�‒�G4-3�to�G4-16•� Identified�Material�Aspects�and�Boundaries-�G4-17�to�G4-22•� Stakeholder�Engagement-�G4-24�to�G4-�27•� Report�Profile-�G4-28�to�G4-33•� Governance-�G4-34,�G4-36,�G4-38�to�G4�-49•� Ethics�and�Integrity-�G4-56�to�G4-58Specific�Standard�Disclosures•� Economic:�Economic�Performance�(G4-EC2),�Indirect�economic�impacts�(G4-DMA,�G4-EC7�-�G4-EC8)�Market�Presence�:G4-EC5,G4-EC6�•� Supply�Chain�(G4-DMA,�G4-LA14,�G4-HR10,G4-EN32)•� Environment:�Materials�(G4-DMA,�G4-EN1,G4-EN2),�Energy�(G4-DMA,�G4-EN3�,�G4-EN5,G4-EN6),�Water�(G4-DMA,�G4-EN8�to�G4-EN10),�
Biodiversity�(G4-DMA,�G4-EN11�to�G4-EN14),�Emissions�(G4-DMA,�G4-EN15�‒�G4-EN21),�Effluents�and�waste�(G4-DMA,�G4-EN22�‒�G4EN26)�Compliance�(G4-DMA,�G4-EN29),Grievance�Mechanism(G4-�EN34)Environmental�Expenditure�‒�En31
•� �Labour�Practices�and�Decent�Work:��Employment�(G4-DMA,�G4-LA1�to�G4LA3),�Labour�/�Management�Relations�(G4-DMA,�G4-LA4),�Occupational�Health�and�Safety�(G4-DMA,�G4-LA5�to�G4-LA8),�Training�and�Education�(G4-DMA,�G4-LA9�to�G4-LA11)Governance�Body(G4-LA12),�Diversity�(G4-LA13),Grievance�(G4-LA16)
•� Human�Rights:�(�G4-HR2,�G4-HR3�,G4-HR5�to�G4-HR8)�,�Grievance�Mechanism(�G4-HR12)•� Society:�(G4-DMA,�G4-SO1,�G4-SO3�to�G4-SO8),�Grievance�Mechanism�for�Impacts�on�Society�(G4�-�SO11)�•� Product�Responsibility�:�Marketing�Communication�(G4-DMA,�G4-PR3�to�G4-PR9)The�Assurance�Scope�Excludes:•� The�Companyʼs�disclosures�limited�to�financial�performance;•� The�Companyʼs�statements�that�describe�expression�of�opinion,�belief,�aspiration,�expectation,�aim�or�future�intentions�of�the�Company.
•� Aspects�of�the�report�other�than�those�mentioned�above;•� Data�and�information�outside�the�defined�reporting�period�and�boundaryAssurance�ProceduresOur�assurance�processes�involve�performing�procedures�to�obtain�evidence�about�the�reliability�of�specified�performance�information.�The�nature,�timing�and�extent�of�procedures�selected�depend�on�our�judgment,�including�the�assessment�of�the�risks�of�material�misstatement�of�the�performance�indicators�as�well�as�standard�disclosures,�whether�due�to�fraud�or�error.�In�making�those�risk�assessments,�we�have�considered�internal�controls�relevant�to�the�preparation�[and�presentation]�of�the�Report�in�order�to�design�assurance�procedures�that�are�appropriate�in�the�circumstances.Our�Assurance�Procedures�Also�Included:•� Assessment�of�SCLʼs�reporting�procedures�for�sustainability�reporting�regarding�their�consistency�with�the�application�of�GRI�G4�guidelines.•� Verification�of�systems�and�procedures�used�for�quantification,�collation,�and�analysis�of�sustainability�performance�indicators�included�in�
the�Report.•� Understanding�the�appropriateness�of�various�assumptions,�estimations�and�materiality�thresholds�used�by�SCLfor�data�analysis.•� Discussions�with�the�personnel�responsible�for�data�compilation.•� Discussion�on�sustainability�with�senior�executives�at�the�different�plant�locations�and�at�the�corporate�office�to�understand�the�risk�and�
opportunities�from�sustainability�context�and�the�strategy�SCL�is�implementing�to�manage�the�same.•� We�have�relied�on�the�data�and�information�related�to�the�Companyʼs�financial�performance,�sourced�from�its�audited�annual�report�for�the�
FY�2015-16�and�included�in�the�Sustainability�Report.•� Verification�of�key�performance�data�through�site�visits�to�operational�locations�Testing�reliability�and�accuracy�of�data�on�a�sample�basis�Assessing�of�the�stakeholder�engagement�process�through�interactions�with�relevant�internal�stakeholders�and�review�of�relevant�documentation�Reviewing�of�the�processes�deployed�for�collection,�compilation,�and�reporting�of�sustainability�performance�indicators�at�corporate�and�plant�level.Appropriate�documentary�evidence�was�obtained�to�support�our�conclusions�on�the�information�and�data�verified.�Where�such�documentary�evidence�could�not�be�collected�on�account�of�confidential�information�our�team�verified�the�same�at�SCLʼs�premises.ObservationsThe�following�is�an�excerpt�from�the�observations�and�opportunities�reported�to�the�management�of�SCL.�These�do�not,�however,�affect�our�conclusions�regarding�the�Report•� SCL�has�identified�a�list�of�aspects�that�are�material�within�and�outside�the�organization.�The�company�may�monitor�and�report�on�
indicators�relevant�to�the�identified�material�issues�outside�the�organization.•� SCL�has�established�and�maintained�internal�processes�to�ensure�comprehensiveness�capturing�of�performance�of�sustainability�indicators.•� Company�has�aligned�and�reported�its�data�as�per�CSI�KPIʼs�for�cement�activities.ConclusionsWe�have�reviewed�the�Sustainability�Report�of�SCL.�Based�on�our�review�and�procedures�performed�as�described�above,�nothing�has�come�to�our�attention�that�causes�us�not�to�believe�that:�•� The�Report�presents�disclosures�related�to�SCLʼs�sustainability�performance�covering�its�operations�as�mentioned�in�the�scope.•� Material�issues�that�have�an�impact�on�SCL�and�are�of�interest�to�its�stakeholders�have�been�highlighted�in�the�Report.IndependenceThe�assurance�was�conducted�by�a�multi�disciplinary�team�including�professionals�with�suitable�skills�and�experience�in�auditing�environmental,�social�and�economic�information�in�line�with�the�requirements�of�the�ISAE�3000�standard.�Our�work�was�performed�in�conformance�to�the�requirements�of�the�IFAC�Code�of�Ethics�for�Professional�Accountants,�which�requires,�among�other�requirements,�that�the�members�of�the�assurance�team�(practitioners)�as�well�as�the�assurance�firm�(assurance�provider)�be�independent�of�the�assurance�client,�in�relation�to�the�scope�of�this�assurance�engagement,�including�not�being�involved�in�writing�the�Report.�The�Code�also�includes�detailed�requirements�for�practitioners�regarding�integrity,�objectivity,�professional�competence�and�due�care,�confidentiality�and�professional�behavior.�KPMG�has�systems�and�processes�in�place�to�monitor�compliance�with�the�Code�and�to�prevent�conflicts�regarding�independence.�The�firm�applies�International�Standard�on�Quality�Control�(ISQC)�1�and�the�practitioner�complies�with�the�applicable�independence�and�other�ethical�requirements�of�the�International�Ethics�Standards�Board�for�Accountants(IESBA)�code.Responsibilities�SCL�is�responsible�for�developing�the�Report�contents.�SCLis�also�responsible�for�identification�of�material�sustainability�issues,�establishing�and�maintaining�appropriate�performance�management�and�internal�control�systems�and�derivation�of�performance�data�reported.��This�statement�is�made�solely�to�the�Management�of�SCL�in�accordance�with�the�terms�of�our�engagement�and�as�per�scope�of�assurance.�Our�work�has�been�undertaken�so�that�we�might�state�to�SCL�those�matters�for�which�we�have�been�engaged�to�state�in�this�statement�and�for�no�other�purpose.�To�the�fullest�extent�permitted�by�law,�we�do�not�accept�or�assume�responsibility�to�anyone�other�than�SCL�for�our�work,�for�this�Report,�or�for�the�conclusions�expressed�in�this�independent�assurance�statement.�The�assurance�engagement�is�based�on�the�assumption�that�the�data�and�information�provided�to�us�is�complete�and�true.�We�expressly�disclaim�any�liability�or�co-responsibility�for�any�decision�a�person�or�entity�would�make�based�on�this�assurance�statement.�By�reading�this�assurance�statement,�stakeholders�acknowledge�and�agree�to�the�limitations�and�disclaimers�mentioned�above.
Santhosh�JayaramPartner
KPMG�in�India30th�September�2016�
94 95
COMPANYʼS�PLANTS�&�MARKETING�OFFICES
Integrated�Cement�Plants�and�Power�Plants
Beawar:
Bangur�Nagar,�Beawar�-�305�901,
Distt.:�Ajmer,�Rajasthan�(India)
Phone:�+91-1462-228101-06
Fax:�+91-1462-228117�/�228119
Email:[email protected]
Ras:
Bangur�City,�Ras,�Tehsil:�Jaitaran�-�306�107
Distt.:�Pali,�Rajasthan�(India)
Phone:�+91-1462-228101-06
Fax:�+91-1462-228117�/�228119
Email:[email protected]
Raipur:
Village�Khapradih,�
Tehsil-�Simga,
Distt.:�Balodabazar,
Chhattisgarh�(India)
Phone:�+91-771-2430007�/�2430023
Split�Grinding�Units
Khushkhera:
Plot�No.�SP�3-II,�A-1,�RIICO�Industrial�Area,
Khushkhera�(Bhiwadi),�Distt.:�Alwar,�Rajasthan.
Jobner�(Jaipur):
Mahela-Jobner�Road,�Village:�Aslapur,
Distt.:�Jaipur,�Rajasthan.
Suratgarh:
Near�N.H.�15,Udaipur�Udasar,�Tehsil:�Suratgarh,
Distt.:�Sriganganagar,�Rajasthan.
Laksar�(Roorkee):
Akbarpur�-�Oud,�Distt.:�Haridwar,
Uttarakhand.
Panipat:
Village�‒�Khukhrarna,��P.O.�‒�AsanKalan,
Tehsil�‒�Madlouda,�Distt:�Panipat,�Haryana.
Aurangabad:
Industrial�Growth�Centre,�Biada,�Near�Jasoia�
More,�Post:�Mojurahi,�Distt.:�Aurangabad,�Bihar.
Bulandshahr:
12,�Sikandrabad�Industrial�Area,�Sikandrabad,�
Distt.:�Bulandshahr,�Uttar�Pradesh
Marketing�Offices
Shree�Ultra�Cement
Delhi:
122-123,�Hans�Bhawan
1�Bahadur�Shah�Zafar�Marg,
New�Delhi�-�110�002
Phone:�+91-11-23370828,�23379829
Fax:�+91-11-23370499
Bangur�Cement
Delhi:th6B,�6 �Floor,�Hansalaya�Building,
15,�Barakhamba�Road,
New�Delhi�-�110�001
Phone:�+91-11-23702794-95
Fax:�+91-11-23702796
Rockstrong�Cement
Delhi:
10-A,�DCM�Building,�16-Barakhamba�Road
Connaught�Place,
New�Delhi�-�110�001
Phone:�+91-11-23731084-85
Fax:�+91-11-23731084
Jaipur:ndSB-187,�2 �Floor,
Shree�Corporate�Tower
Opp.�Rajasthan�University,�JLN�Marg,
Jaipur�-�302�015
Phone:�+91-141-6611200
Fax:�+91-141-6611219
Jaipur:rdSB-187,�3 �Floor,
Shree�Corporate�Tower
Opp.�Rajasthan�University,�JLN�Marg,
Jaipur�-�302�015
Phone:�+91-141-6611000,�6611322
Fax:�+91-141-6611315
Jaipur:thSB-187,�4 �Floor,
Shree�Corporate�Tower
Opp.�Rajasthan�University,�JLN�Marg,
Jaipur�-�302�015
Phone:�+91-141-6611000
Fax:�+91-141-6611421
96
FEEDBACK�FORM
Your�feedback�is�valuable�to�us�and�will�help�us�to�improve�our�report
1.� Quality�of�the�content�covered�in�the�Report
� a)�High� b)�Medium� c)�Low
2.� Clarity��of�information�provided��in�the�Report
� a)�High� b)�Medium� c)�Low
3.� The�quality�of�design�and�layout�of�the�Report
� a)�Good� b)�Average� c)�Poor
4.� Suggest�what�other�issues�should�be�covered�in�the�report
5.� Suggest�the�areas,�if�any,�where�more�details�should�be�reported�
Name�:
Designation�:
Organization�:
Contact�Address�
E-mail�:
Please�mail�your�feedback�to�:Rakesh�BhargavaChief�Climate�and�Sustainability�OfficerShree�Cement�Limited,Bangur�Nagar,�Post�Box�No.�33,Beawar�‒�305�901,�Dist.�Ajmer,�Rajasthan,�IndiaEmail�:�[email protected]
97
NOTES
9998
NOTES
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