2013-15 Specialty Chemicals Business Fluorochemicals …€¦ · 2013-15 Specialty Chemicals...
Transcript of 2013-15 Specialty Chemicals Business Fluorochemicals …€¦ · 2013-15 Specialty Chemicals...
sustainable technologiesresponsible solutions
GRI G3.1 ComplianceApplication Level A+
SUSTAINABILITY REPORT
Fluorochemicals Business Specialty Chemicals Business2013-15
“Sustainable Technologies, Responsible Solutions” is SRF Limited – Fluorochemicals Business’ (FCB) and Specialty Chemicals Business’ (SCB) fifth Sustainability Report for the period 1st April 2013 to 31st March 2015. Our communication on progress is based on the GRI G3.1 Sustainability Reporting Guidelines, and conforms to Application Level ‘A+’. This report is assured by KPMG, in accordance with the ISAE 3000.
The report boundary encompasses SRF FCB’s and SCB’s Corporate Office at Gurgaon and manufacturing unit at Jhiwana (commonly referred to as the Bhiwadi plant), Rajasthan. The company currently has operations only in India. Information on economic, environmental and social performance indicators as well as progress of goals is limited to the operations of our manufacturing unit at Bhiwadi. Our Dahej site has evolved from project stage to commercial production stage, and the operations are yet to stabilise. We intend to subsequently include Dahej site in the next reporting cycle.
All queries regarding the report may be directed to Himanshu Shukla (Associate Vice President – EHS) at [email protected].
Sustainability Report 2013-15
From the Managing Director ...4Our Sustainability Mantra ...5CEOs speak ...7Organisation Profile ...8Corporate Governance ...10Stakeholder Engagement ...13
Achievements, Goals and Targets ...44 Assurance ...46GRI Index ...48
16 EnvironmentEnergy and Climate Change
Air & GHG Emissions
Energy Efficiency
Use of Renewable Energy
Biodiversity and Resource Conservation
Responsible Resource Management
Materials
Waste Management
Water Consumption & Discharge
23 EngagementEmployee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
39 EnterpriseResponsible Product Development
Product Innovation and Safety
Branding
Responsible Resource Management
Total Quality Management System
Sustainable Economic Growth
Business Risk Management
Financial Performance and Growth
Environment Health and Safety
Regulatory Compliance
Fluorochemicals Business Specialty Chemicals Business
SRF FCB & SCB
4
Today, as we are transitioning to a stage of adapting to increasing climate change risks, we have strengthened our commitment towards development of green and sustainable products. This vision remains consistent throughout our existing and newly acquired business.
We recognise global challenges of food security, human health and climate change. Amidst these challenges, we have leveraged our expertise in the chemical industry by developing two separate business verticals – Specialty Chemicals and Fluorochemicals. Our Specialty Chemicals Business focuses on developing agro-chemical intermediates that enhance the productivity of land, reduce water consumption and reduce waste generation per unit of crop, and pharma intermediates that finds application in latest drug therapies for treating some untreated ailments. We have recently acquired Global DuPont Dymel’s HFC R134a Pharma business which enables us to gain an advantage in the industry, while catering to various sectors such as healthcare through development of products like Metered Dose Inhalers (MDI). Our Fluorochemicals Business develops products ranging from refrigerants to propellants and solvents with focus on product innovation.
At national level, we are well versed with targets set in India’s Intended Nationally Determined Contributions (INDC) on emission intensity reductions, national increase in non-fossil fuel energy capacity generation and increase in carbon sinks through additional tree and forest cover.
Our Group level business strategy enshrines our deep commitment to sustainability including emission reductions.
- Kartik Bharat RamDy. Managing Director,
SRF Limited
From the
Dy. Managing Director
Finding good balance means
finding a solution to
become future-ready.
Among our various sustainability measures succinctly presented in this report, disclosing our sustainability performance helps us in inspiring confidence among our investors. Sustainability performance evaluation helps towards environment friendly and socially responsible manufacturing operations.
Acknowledging our commitment towards sustainability, we have been recognised in the business community with prestigious awards such as the Award of Excellence from Bayer 2014: Global Sourcing – Growing Partnership and the Award of Excellence 2014-15 from Maruti Suzuki India Limited. Further, in recognition of our contribution in strengthening elementary education near our premises, we received Rajasthan State Bhamashah Award (2014 and 2015).
SRF has continuously delivered good financial performance and stakeholder wealth creation year upon year with focus on embedding the concept of sustainable growth in all our business decisions.
These accolades further strengthen our conviction to operate as a chemical company in harmonious co-existence with society. I would like to express my gratitude to all our stakeholders for their unflinching support in our value system and never ending zest towards constantly improving our practices in achieving a balanced triple bottom line.
Our commitment to developing chemicals more responsibly with sustainable co-benefits is clearly reflected in our current report.
Sustainability Report 2013-15
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The ‘Triple E’ Approach
The conventional path of considering the economic bottom-line in evaluating a company’s performance is no longer considered a balanced approach to growth. In addition to economic performance, it is essential to take into account the environmental and social performance of the organisation. In these times of increased accountability to a diverse range of stakeholders, adopting a ‘Triple E’ approach allows us to engage proactively in determining important issues and concerns that are relevant to Fluorochemicals and Specialty Chemicals Businesses.
Our Sustainability Mantra
Environmentngagement
nterprise
Environment- Air & GHG Emissions- Use of Renewable Energy- Energy Efficiency- Biodiversity & Resource Conservation- Waste Management- Waste Consumption & Discharge
Enterprise- Business Risk Management- Financial Performance & Growth- Branding
Engagement- Employment Engagement- Labour Conditions- Employee Development
- Materials- Product Innovation & Safety
- Community Engagement
- Occupational Health & Safety- Emergency Preparedness- Community Engagement
- Total Quality Management System- Ethics & Value- Regulatory Compliance
We operate under “Seven Strategic Pillars” which embody the Triple E approach to categorise our material issues within the broader context of Environment, Enterprise and Engagement. These material issues have been identified through extensive stakeholder consultations with suppliers, customers, industry forums, employees, public authorities, communities and regulators. The stakeholder consultation encouraged productive and proactive dialogue with both internal and external stakeholders. The outcome of the consultation was a prioritised list of materiality issues based on short and long term ambitions of the business.
Seven Strategic Pillars Environment Engagement Enterprise
Energy and Climate Change
Community Development
Responsible Resource Management
Sustainable Economic Growth
Employee Engagement and Development
Environment, Health and Safety
Responsible Product Development
SRF FCB & SCB
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This approach has enabled us to acquire an in-depth understanding of both internal and external material issues affecting our businesses, providing a robust platform from which we can,
• Prioritise issues
• Execute actions and,
• Achieve our goals
And in the process, actualise a business model that is sustainable, transparent and at the same time profitable.
Maximising Business Value through Reporting Reporting has always been an integral part of our business culture since 2006, providing a robust, transparent platform to communicate our sustainability measures and their impact on our diverse stakeholders.
Furthermore, reporting allows us to study and understand both external and internal business sustainability dimensions across reporting cycles. This enables us to better align our business objectives with the core principles of the Triple E approach.
Triple E Approach
Seven Strategic Pillars
Materiality
Transparency through reporting
Sustainable Business
Model
The following chart depicts how material issues of SRF FCB and SCB fall under the umbrella of Triple E approach:
Employee Development
Ethics & Values
Occupational Health & Safety
Emergency Preparedness
Product Innovation & Safety
Regulatory Compliance
TQM System
Business Risk Management
Financial Performance & Growth
Water Consumption and Discharge
Air & GHG Emissions
Energy Efficiency
Community Engagement
Use of Renewable Energy
Labour Conditions
Enterprise
Engagement
Environment
Waste Management
Materials
BrandingEmployee Engagement
Biodiversity and resource conservation
Importance to SRF FCB and SCBHigh Very High Extremely High
Impo
rtanc
e to
Sta
keho
lder
s
High
Very High
Extremely H
igh
Sustainability Report 2013-15
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Representing and leading SRF’s Specialty Chemicals Business that focuses on manufacturing agrochemical and pharmaceutical intermediaries, I have observed that the relevance of sustainability practices impacting our Enterprise, Environment and Engagement with stakeholders has grown over the years. Consequently, this report, which is fifth in series, presents our commitment to progressively improve our sustainable performance.
We have set goals and tracked performance in key environmental areas for many years. We are happy to report that our Bhiwadi plant has achieved water positive status since 2008-09. Additionally, Bhiwadi plant is free from Chlorine odor and has zero liquid discharge. We are constantly evolving business processes and systems to ensure that we further reduce our environmental impact.
The foundation of our systems also take care of the well-being of our employees. We are signatory to Responsible Care initiative, a global voluntary initiative for chemical industry, and are committed to continuously improving performance in Health, Safety and Environmental (HSE) aspects.
Extending to stakeholders beyond company sites, we actively engage with local communities through our programmes on Natural Resource Management, Education, Women Empowerment and Community Health. Our Women Empowerment project on creating Self Help Groups (SHGs) for women around Bhiwadi, is exemplary on adapting to the changing needs of our communities. As a result of our success, this intervention is now being up-scaled to 2000 SHG members in nearby areas. As a precursor to a sustainable livelihood, one of our other programme focuses on strengthening primary education for girls and marginalised section of the society. We believe that these interventions consequently create a paradigm shift in the perception of local communities not only towards our business but also lives.
In today’s environment, our stakeholders are constantly assessing our business capability to deliver results along with our future readiness to incorporate sustainability in all aspects of our operations. In this regard, we have been successful and believe that we will continue this journey through our motto of “Sustainable Technologies, Responsible Solutions”.
As torch bearer of Fluorochemicals Business which develops products ranging from refrigerants to propellants and solvents, I am aware that emerging regulations and rising societal expectations significantly impact our business decisions. This reinforces my belief in our motto of “Sustainable Technologies, Responsible Solutions”.
At SRF we consistently strive to improve our business operations. We were ISO 14064-1:2006 certified in 2009. We are proactively reducing our environmental footprint by adopting energy efficient practices in our business operations and are exploring renewable energy options like solar roof tops.
Even though India’s per capita carbon emissions are not significantly high, as a chemical business we are taking considerable steps to reduce GHG emissions. In the coming years, we endeavor to achieve close to zero emissions at our Bhiwadi plant. We are also transitioning from HCFC – an ozone depleting substance, to HFC – a Greenhouse Gas with low global warming potential (GWP). We will continue to develop new green technologies and products for the future.
What is equally important is that we have been able to sustain our strong commitment towards contribution to positive societal development, by collaborating with different stakeholders. At Bhiwadi, under our NRM intervention we have constructed earthen check dams, planted fruit and fodder trees in an effort to positively impact the lives of the local communities. Similarly, in our Project Shiksha programme we have established Kidsmart Centres and conducted school enrolment drives in collaboration with the local administration.
Furthermore, our CSR practices are evaluated by a third party which was practiced even before the legal mandate under Section 135 of the Companies Act, 2013. Alongside this, our key objective at SRF is to meet increasing expectations of our stakeholders with regards to our sustainability practices. We ensure that the priorities of our stakeholders is reflected in the core vision of the company.
As we progress into a new era, our business strategies truly incorporate sustainability practices in our business operations. This report is a reflection of our commitment to sustainable growth. In these pages, you will read about SRF’s commitment to become a more sustainable business, key achievements and challenges in 2013-15, progress toward our goals, and our outlook for the future.
Anurag Jain
President & CEO, Specialty Chemicals
Business (SCB)
Prashant Yadav
President & CEO, Fluorochemicals Business (FCB)
CEOs Speak
SRF FCB & SCB
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Businesses and Products
Organisation ProfileEstablished in 1970, SRF has grown to become a leading manufacturer of chemical-based industrial intermediates. With headquarters in Gurgaon, India, its business operations span across nine Indian and four overseas manufacturing plants. SRF exports to around 75 countries.
Our Recent Acquisition
SRF Ltd signed a binding agreement on 31st December, 2014 to purchase the global 134a regulated medical pharmaceutical propellant business from DuPont.
DuPont is a world leader in innovation and science, and will provide SRF with the technology and know-how for setting up its own ‘Current Good Manufacturing Practices’ (CGMP).
For SRF, this transaction provides immediate access to DuPont’s technology, brand and customers, thus enabling an instant entry into the pharmaceutical segment at a global level. Key highlights:
• SRF owns the Dymel® brand
• SRF receives the technology for setting up its own CGMP compliant manufacturing plant
• SRF becomes one of the world’s few suppliers of the pharma grade of HFC 134a
• This transaction will enable SRF with an instant entry into the pharmaceutical segment at a global level.
Technical Textiles
Business
Fluorochemicals Business
and Specialty
Chemicals Business
Engineering Plastics Business
Packaging Films Business
Sustainability Report 2013-15
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FluorochemicalsBusiness (FCB)
Specialty Chemicals
Business (SCB)
Engineering Plastics
BusinessTechnical Textiles
BusinessSRF Limited
Businesses and Products
Packaging Films
Business
KEY PRODUCTS• Polybutylene
Terephthalate (PBT)• Polyethylene
Terephthalate (PET)• Polycarbonates (PC)• Polymides (N6 & N66)
KEY PRODUCTS• Nylon Tire Cord Fabric• Belting Fabric• Coated Fabric• Laminated Fabric• Polyester tire cord Fabric• Industrial Yarns
KEY PRODUCTS• Metallised Films• Transparent Films• Speciality Films
KEY PRODUCTSKEY PRODUCTS
Fluorochemicals
HCFC 22
HFC 134a
R-410A
R-404A
R-407C
Methylene Chloride Chloroform
Anhydrous Hydrofluoric Acid
Refrigerants & Propellants
Chlorinated solvents Others
2,3,5,6 Tetrafluoro Benzyl Alcohol
Ethyl Difluoroacetate
Ethyl Trifluoroacetoacetate
Ethyl Trifluoroamino Crotonate
Ethyl Difluoro Acetoacetate
Pentafluorobenzoic acid Bromo Fluoro Benzene
Methyl Chlorodifluoro Acetate
Chloro Difluoro Acetic Anhydride
Specialty Chemicals
Agro Pharma Agro & Pharma
Trifluroacetic Acid
Ethyl Trifluoroacetate
Potassium Fluoride
Trifluoro Acetic Anhydride
SRF’s Fluorochemicals Business and Specialty Chemicals Business have manufacturing plants located at Jhiwana, Rajasthan and Dahej, Gujarat.
SRF FCB & SCB
10
Corporate GovernanceWe at SRF are committed to improved governance by strengthening our established, robust corporate governance framework. Our business practices have adopted a number of recommendations suggested by the Corporate Governance Voluntary Guidelines of 2009, issued by the IICA. Our governance framework ensures that there exists a clear distinction between the board’s supervisory role and the executive management of the company.
The audit committee is responsible for reviewing and approving the internal audit plan, financial reporting systems, whistle blower mechanism, ensuring compliance
with regulatory guidelines, undertaking discussions on quarterly, half-yearly and
annual financial results and engaging with statutory auditors. It currently consists of three independent, non-executive directors from the Board of Directors.
The function of the nomination and remuneration committee consists of many
key roles such as formulating criteria for assessing qualification of a director,
proposing policies on board diversity and undertaking performance evaluations
of directors. The committee is made up of three independent directors from the
Board of Directors.
The stakeholder relationship committee oversees the grievance related aspects
of all concerned stakeholders. The committee consists of three executive
directors and two non-executive directors. In the current reporting cycle, there weren’t any pending stakeholder
complaints with the Registrar and Share Transfer Agent.
The CSR committee functions in line with the requirements of Section 135 of the Companies Act, 2013 and under the
revised Clause 49 of the listing agreement. The committee consists of two non-
executive directors and one executive director.
There are several committees of the board that operate with an objective to minimise business risk by undertaking various risk assessments. The Board is responsible for the functioning of the Board of Committees, which include the following:
Board of Directors
Arun Bharat RamChairman
Vellayan SubbiahNon-Executive Director
Vinayak ChatterjeeNon-Executive Director
L LakshmanNon-Executive Director
Tejpreet S ChopraNon-Executive Director
Pramod BhasinNon-Executive Director
Ashish Bharat RamManaging Director
Kartik Bharat RamDeputy Managing
Director
Ravichandra KambhampatyDirector
(Safety & Environment)
Dr Meenakshi GopinathDirector (CSR)
The SRF board of directors constitutes five independent directors and five non-independent executive directors.
Sustainability Report 2013-15
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Code of ConductOur code of conduct lays down key principles and guidelines for directors, senior management and all other employees at SRF. These principles are adopted and followed by SRF and involve accurately maintaining the financial records, ensuring a workplace that is free from discrimination based on race, color, religion, age, gender, nationality, disability and veteran status. The code of conduct ensures a safe and healthy working environment across our businesses.
As part of the corporate governance structure, the remuneration of the executive and independent/non-executive directors is linked to their performance, which includes among others, an appraisal of the following parameters:
• Good corporate governance practices,
• Enhancement of brand equity,
• Undertaking new initiatives and innovation,
• Conducting themselves in compliance with the code of conduct and other policies such as the whistle-blower policy
Coverage areas of the Code of Conduct
Company’s assets and
services
Company invention/innovation
Company policies and
recordsInsider trading
Conduct with customers
and suppliers
Conflict of interest
Gifts and entertainment
Equal Employment Opportunity
Sexual Harassment
Risk ManagementFCB and SCB are predominantly governed by our risk management policy which clearly articulates our approach in managing risks across the organisation. The policy is applicable to all our business units with the objective of identifying emerging challenges that might affect the company’s operations and develop measures to mitigate these challenges.
The Board of Directors oversees FCB’s and SCB’s performance on economic, environmental and social aspects along with an assessment of associated risks such as strategic risks, operational risks, financial risks and information technology risks. We provide a brief description of these risks below:
• Strategic Risks: Strategic risks include risks arising out of competitive environment, changing customer needs and technological changes. Annual plans are made to discuss these risks and how to put their counter-measures in place.
Risk Management Structure
Business/Corporate Employees
Business Leadership Team
Corporate Leadership Team
Managing DIrector/CEO
Board of Directors
SRF FCB & SCB
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Risk Management Process
RiskIdentification
RiskAssessment
RiskPrioritisation
RiskTreatment
RiskMonitoring
• Operational Risks: Operational risks are managed through the Total Quality Management System, as it has well-defined roles and responsibilities in areas such as critical control points, budget allocation and monitoring and reviewing its operations.
• Financial Risks: Financial risks mainly include risks arising out of foreign currency exchange from exports, imports of our products and raw materials. In order to mitigate these risks, we follow a conservative foreign exchange risks management policy.
• Information Technology Risks: We have in place strong back-up systems at hardware and software levels such as the ERP for effective and efficient business operations.
The board at SRF has an open communication channel to readily engage with all stakeholders. The Board can communicate a number of issues including quarterly results of the company, information on recruitment, remuneration of senior officers and labor problems, amongst others. We continue to identify opportunities for our business through our strategic planning process:
Current Strategic Planning Process
Inputs Process Steps
• Aspiration 2020
• Current directions in progress (business)
• Ongoing initiatives
• MD + Board’s guidelines
• Business Space
• Vision 2016
• 3 year strategic plan & Roadmap
• Resource Planning
• Financials
• Investment Schedule
• Strategic Risk Mitigation Plan
Summary (PPT) + Plan document
1. External Environment Analysis
2. Market Analysis
3. Product Analysis
4. Competition Analysis
5. Product-Market Analysis
6. Capability Analysis
7. Identify Growth Opportunities
8. Evaluate Stategic Options
9. Formulate Business/Support Strategy
10. Decide Staging and ‘How-to’
Output
Note: Analysis phase and strategy evaluation phases are iterative
Sustainability Report 2013-15
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Stakeholder EngagementWe at SRF FCB & SCB recognise the potential of engaging with our stakeholders as it helps us in identifying their needs through various collaborative platforms. It is mutually beneficial for both – our business and our stakeholders – to understand and address each other’s expectations. The primary objective of engaging stakeholders is to identify all parties affected by our business operations, provide an appropriate platform to engage with our businesses and participate in the decision-making process.
1 Plan
2 Identify
3 Engage & Consult
4 Monitor and Report
• Identify and prioritise issues to be addressed that are most critical to our business.
• Establish the objectives and scope of the stakeholder engagement.
• Allocate time, resources and responsibility.
• Design engagement strategy.
• Design and develop means of engagement, for example surveys or questionnaires.
• Ensure effective and timely documentation of the consultation process.
• Assess learning points from the diverse range of views collected from stakeholders.
• Report back to stakeholders on commitments and performance (material issues identified during the consultation process).
• Ensure transparency in the stakeholder engagement.
• Conduct the stakeholder engagement.
• Share contextual information (applicable material issues) with stakeholders.
• Implement the engagement mechanism with stakeholders, such as interviews, focus groups, public meetings, stakeholder panels as our businesses see fit.
• Follow-up communication with stakeholders.
• Identify internal and external stakeholders relevant to FCB and SCB.
• Identify status quo of the stakeholders based on historic information.
Stakeholder Engagement
Process
SRF FCB & SCB
14
Summ
ary of
stak
ehold
er en
gage
ment
Key
Sta
keho
lder
Gro
upBa
sis
of Id
entifi
catio
n of
st
akeh
olde
rsEx
pect
atio
ns o
f Sta
keho
lder
sC
hann
els
of C
omm
unic
atio
nsK
ey T
opic
s an
d C
once
rns
disc
usse
d w
ith S
take
hold
ers
Shar
ehol
der,
Inve
stor
• Th
e ec
onom
ic va
lue
of F
CB a
nd
SCB
crea
tes
and
dist
ribut
es
wea
lth fo
r its
sha
reho
lder
s
• Ex
pect
atio
ns fr
om in
vest
or c
an
influ
ence
fina
ncial
stra
tegy
.
• Bu
sines
s gr
owth
and
sta
bility
.
• Be
tter q
uarte
rly re
ports
• Co
rpor
ate
Repu
tatio
n
• Tr
ansp
aren
cy in
cor
pora
te
gove
rnan
ce
• An
nual
and
Qua
rterly
Mee
tings
• SR
F w
ebsit
e: In
vest
or R
elatio
ns
• Bi
enni
al Su
stain
abilit
y Re
port
• Fi
nanc
ial P
erfo
rman
ce
• Bu
sines
s Ri
sk M
anag
emen
t
• En
try in
to n
ew m
arke
ts
• O
ptim
ising
ope
ratio
nal c
osts
• Co
rpor
ate
gove
rnan
ce a
nd
corru
ptio
n
• Et
hics
and
valu
e
• En
ergy
effic
iency
• Re
new
able
ener
gy
Cus
tom
er
• Cu
stom
ers
prim
arily
are
the
sour
ce o
f valu
e cr
eatio
n to
FCB
an
d SC
B
• Cu
stom
er s
atisf
actio
n is
esse
ntial
fo
r FCB
and
SCB
for t
heir
long
te
rm s
ucce
ss.
• Sa
fety
and
Reli
abilit
y of
Pro
duct
s
• Et
hica
l and
Fair
Mar
ketin
g
• Pr
ivacy
and
Pro
tect
ion
of
Cust
omer
s
• Cu
stom
er C
omm
unica
tion
(e.g
. Pr
oduc
t upd
ates
)
• An
nual
Cust
omer
Sat
isfac
tion
surv
ey
• Cu
stom
er In
vitat
ion
Prog
ram
me
(Flo
ron
Days
, One
to O
ne
Prog
ram
me)
• Fe
edba
ck d
urin
g m
anuf
actu
ring/
R&D
unit
site
visit.
• Cu
stom
er’s
sup
plier
reco
gnitio
n/aw
ards
pro
gram
mes
• Bi
enni
al Su
stain
abilit
y Re
port
• Pr
oduc
t inn
ovat
ion
and
life-c
ycle
effic
iency
• Se
rvice
qua
lity
• Re
solu
tion
of C
usto
mer
Co
mpl
aints
• Q
uality
and
Saf
ety
of P
rodu
cts
• Pr
icing
of P
rodu
cts
• Br
andi
ng
Supp
lier
• Su
pplie
rs a
re im
porta
nt
busin
ess
partn
ers
for e
nsur
ing
a su
stain
able
grow
th to
FCB
and
SC
B
• Fa
ir an
d ac
coun
tabl
e Tr
ansa
ctio
ns•
Supp
lier e
valu
atio
n
• Q
uarte
rly m
eetin
gs
• Si
te v
isit b
y su
pplie
r
• Si
te v
isit t
o su
pplie
r fac
ility
• Pr
icing
, qua
lity a
nd s
afet
y of
raw
m
ater
ials
• Iss
ues
relat
ed w
ith h
uman
righ
ts
• Lo
cal e
mpl
oym
ent
• M
ater
ials
Sustainability Report 2013-15
15
Key
Sta
keho
lder
Gro
upBa
sis
of Id
entifi
catio
n of
st
akeh
olde
rsEx
pect
atio
ns o
f Sta
keho
lder
sC
hann
els
of C
omm
unic
atio
nsK
ey T
opic
s an
d C
once
rns
disc
usse
d w
ith S
take
hold
ers
Empl
oyee
• Th
e ca
pabi
lities
and
well
bein
g of
our
em
ploy
ees
influ
ence
our
op
erat
iona
l per
form
ance
.
• Em
ploy
ees
leave
a s
igni
fican
t fo
otpr
int i
n th
e or
gani
zatio
nal
wor
k cu
lture
.
• Ca
reer
Dev
elopm
ent
• Pe
rform
ance
Fee
dbac
k
• Fa
ir ev
aluat
ion
and
com
pens
atio
n
• Re
gard
for H
uman
Rig
hts
polic
ies
• A
com
forta
ble
orga
nisa
tiona
l cu
lture
• Q
uarte
rly C
EO c
omm
unica
tions
m
eetin
gs.
• Da
ily T
IE G
roup
mee
ting.
• Co
mpl
aint a
nd S
ugge
stio
n Bo
x.
• G
rieva
nce
redr
essa
l mec
hani
sm.
• An
nual
Empl
oyee
feed
back
su
rvey
s
• An
nual
train
ing
need
s as
sess
men
t.
• Pe
ople
Redb
ook
syst
em
• Ca
reer
gro
wth
pro
spec
ts•
Lear
ning
and
dev
elopm
ent
prog
ram
mes
• Tr
ainin
gs•
Rew
ards
and
Rec
ogni
tion
• O
ccup
atio
nal H
ealth
and
Saf
ety
• W
ork
envir
onm
ent a
nd p
olici
es•
Grie
vanc
e re
dres
sal m
echa
nism
• Et
hics
and
tran
spar
ency
• TQ
M•
Emer
genc
y pr
epar
edne
ss•
Labo
ur c
ondi
tions
Loca
l Com
mun
ity
• St
rong
and
hea
lthy
relat
ions
hips
w
ith th
e lo
cal c
omm
unitie
s is
esse
ntial
in id
entif
ying
need
s fro
m F
CB a
nd S
CB
• A
good
env
ironm
enta
l and
soc
ial
perfo
rman
ce s
treng
then
s th
e re
latio
nshi
p w
ith e
mpl
oyee
s.
• M
inim
um e
nviro
nmen
tal im
pact
on
the
com
mun
ities.
• Re
crui
tmen
t of t
he p
eopl
e fro
m
the
com
mun
ity.
• Su
ppor
ting
the
loca
l eco
nom
y.
• Ne
eds
asse
ssm
ent s
tudi
es
• So
cial im
pact
ass
essm
ent
• Fo
rmal
publ
ic he
arin
gs.
• So
cial c
once
rns
in th
e re
gion
• M
inim
ising
neg
ative
en
viron
men
tal im
pact
• Lo
cal e
mpl
oym
ent
Regu
lato
ry A
utho
rity
• St
akeh
olde
rs h
ave
the
capa
bility
to
influ
ence
the
Regu
lator
y au
thor
ity w
ith re
gard
to
depl
oym
ent o
f new
legi
slatio
ns o
r up
datin
g ex
istin
g leg
islat
ions
.
• Co
mpl
iance
with
relev
ant
regu
latio
ns.
• Co
oper
atin
g w
ith n
atio
nal a
nd
regi
onal
polic
ies.
• An
nual
revie
w m
eetin
g of
st
atut
ory
clear
ance
s
• Pa
rticip
atio
n in
pub
lic a
dvoc
acy
prog
ram
mes
(CII,
FIC
CI)
• Re
gulat
ory
com
plian
ce•
Ope
ratio
nal e
fficien
cy•
Deve
lopm
ent o
f com
mun
ities
• M
anag
emen
t of e
nviro
nmen
tal
impa
ct.
• O
ccup
atio
nal H
ealth
and
Saf
ety
• Em
erge
ncy
Prep
ared
ness
•
Air a
nd G
HG e
miss
ions
• Bi
odive
rsity
and
reso
urce
co
nser
vatio
n•
Was
te m
anag
emen
t
16SRF FCB & SCB
6%
EnvironmentSRF-FCB and SCB’s unique position within the chemical industry as one of India’s largest manufacturers of refrigerants and specialty chemicals, requires not just effective and efficient management of energy but also GHG emissions, including ODS emissions.
We have already achieved zero water discharge status and continue to strive to achieve the same in our emissions profile.
The following sections provide a complete picture of our business operations’ environmental performance.
As a result of the continued decrease in the GHG emissions, we have seen a marked decrease in the specific GHG emisssions for both scope 1 and 2 emissions.
Apart from GHG emissions, we at SRF FCB and SCB are also constantly working at limiting other emissions such as emissions from ozone depletion substances (ODS) (R22 captive consumption) and suspended particulate matter (SPM).
2012-13 2013-14
2014-15
9678
7
1001
34
9431
7
2012-13 2013-14
2014-15
0.45
8
0.48
2
0.47
9
2012-13 2013-14
2014-15
3783
4782
4203
2012-13 2013-14
2014-15
0.01
8
0.02
3
0.02
1
Air and GHG Emissions In the process of striving to achieve zero emissions, SRF FCB and SCB have taken up stringent targets of reducing scope 1 GHG emissions by 6% and scope 2 emissions by 3%, year on year across our reporting cycle.
Direct emissions - Scope 1 (Tons of CO2 eq. per annum)
Specific GHG Direct emission - Scope 1 (tCO2 /MT of production)
Inirect emissions - Scope 2 (Tons of CO2 eq. per annum)
Specific GHG Indirect emission - Scope 2 (tCO2 /MT of production)
12%
EnvironmentEnergy and Climate
Change
Responsible Resource Management
Air & GHG Emissions
Materials
Energy Efficiency
Waste Management
Use of Renewable Energy
Waste Consumption &
Discharge
Biodiversity and Resource Conservation
Sustainability Report 2013-15
17
Environment
Energy and Climate Change
Air & GHG Emissions
Energy Efficiency
Use of Renewable Energy
Biodiversity and Resource Conservation
Responsible Resource Management
Materials
Waste Management
Water Consumption & Discharge
Energy Efficiency We have always believed that improving energy efficiency is an ideal way to reduce greenhouse gas emissions. We have continued to thrive for energy efficiency throughout our manufacturing processes in order to achieve environmental and economic benefits by emitting less and lowering our manufacturing cost.
Energy Management Systems
We recognise that energy efficiency would not only help the businesses save their monetary resources but also help in conserving natural resources and tackling climate change. The energy management system (EnMS) at our organisation has been used for various reasons such as:
• Developing energy usage policy
• Fixing targets and objectives
• Understanding complex data and make effective decisions about energy use
• Measuring results, and
• Continually improving energy management
Air emissions Unit 2013-14 2014-15
ODS Consumption (R 22) Tons of CFC-11 eq. 1.1 1.9
PM Emission MT 2.59 3.14
During 2014-15, the Bhiwadi plant got its ISO 50001 certification. Following targets were taken for energy conservation for FY 2014-15.
SRF Business Vertical
Energy Conservation/Savings (2014-15)
Target (INR Lakhs) Completed (INR Lakhs)
Under Progress (INR Lakhs)
FCB 110.2 68.3 41.9
SCB 31.0 20.6 10.4
Energy consumption is a key factor in the acceleration of climate change, as the burning of fossil fuels directly results in the generation of GHG emissions. As a result, SRF FCB & SCB have put in significant efforts to enhance the energy efficiency of their plants and sites. Our approach to minimise environmental impact is strongly driven by energy conservation activities. During the reporting period, we undertook numerous energy saving initiatives, a product of understanding our energy consumption patterns through regular monitoring.
18SRF FCB & SCB
Environment
Energy and Climate Change
Air & GHG Emissions
Energy Efficiency
Use of Renewable Energy
Biodiversity and Resource Conservation
Responsible Resource Management
Materials
Waste Management
Water Consumption & Discharge
2013
-14
2014
-15
Des
crip
tion
of e
nerg
y sa
ving
in
itiat
ive
Mon
th o
f In
corp
orat
ion
Elec
tric
ity s
aved
(K
WH
)M
onet
ary
Savi
ngs
(INR
)D
escr
iptio
n of
ene
rgy
savi
ng
initi
ativ
eM
onth
of
Inco
rpor
atio
nEl
ectr
icity
sav
ed
(KW
H)
Mon
etar
y Sa
ving
s (IN
R)
VFD
in A
TFD
in P
10 P
lant
May
7642
645
8556
VFD
in D
R - 1
062
May
4320
028
0800
VFD
in P
umps
-P21
70 &
P21
85
in P
2 Pl
ant
June
2514
015
0840
VFD
in P
-900
2B in
P9
Plan
tJu
ne12
7440
8283
60
VFD
in P
ump-
P219
2A &
B in
P2
Pla
ntJu
ne11
062
6637
2VF
D in
C20
3BJu
ly11
5200
7488
00
VFD
in F
illin
g St
atio
n Bl
ower
July
2074
112
4446
VFD
in A
ir Co
mpr
esso
r TAG
NO
-C7
530
in C
PPAu
gust
1162
6975
5749
VFD
in P
ump-
P313
2A &
B in
P3
Pla
ntSe
ptem
ber
2111
812
6708
VFD
in V
acuu
m P
ump
in P
10 P
lant
Augu
st90
600
5889
00
VFD
in M
SD P
ump
Oct
ober
1319
879
188
VFD
Inst
allat
ion
in P
5401
CSe
ptem
ber
2016
013
1040
CT P
ump
Repl
acem
ent i
n CP
PO
ctob
er38
3616
2493
000
Inst
allat
ion
of n
ew 1
1KW
pum
p to
run
in p
lace
of 1
8.5
KW p
ump
durin
g co
mpl
ete
shut
dow
nO
ctob
er27
000
1755
00
Stab
le ru
n of
R23
dist
illatio
n co
lum
n an
d po
wer
sav
ings
in th
e pl
ants
to th
e tu
ne o
f 10%
Oct
ober
1390
650
9039
225
VFD
in C
T Fa
n in
CPP
Nove
mbe
r45
699
2954
12
Repl
acem
ent o
f Con
vent
ion
light
ing
with
LE
D lig
htin
gTh
roug
hout
the
year
2445
515
8957
.5
VFD:
Var
iable
Freq
uenc
y Dr
ive |
P21
70: P
ump
2170
| C
203A
: Com
pres
sor 2
03 A
| D
R 10
61: D
rier 1
061
Sustainability Report 2013-15
19
Environment
Energy and Climate Change
Air & GHG Emissions
Energy Efficiency
Use of Renewable Energy
Biodiversity and Resource Conservation
Responsible Resource Management
Materials
Waste Management
Water Consumption & Discharge
2013-14 2014-15
5832
5126
Our energy conservation initiatives have resulted in a decrease in the cumulative amount of energy consumed from various sources:
We have continued to maintain our electricity sourcing portfolio with an inclusion of low-carbon and renewable energy sources. The energy usage for our manufacturing processes is largely dominated by the captive power plant as it uses different forms of fuels such as coal, high speed diesel, mustard husk and wood chips. We have observed a significant reduction in the usage of mustard husk as a result of periodic monitoring of fuel consumption.
Indirect Energy Consumption
Electricity Purchasd (MwH)
Direct Energy Consumption
Coal (MT) Mustard husk
(MT) Wood Chips (MT) LSHS (MT)
High Speed Diesel (KL)
6409
2
2238
4
1317
3108
.5
1345
6308
1
4226
981
1661
1194
2013-14
2014-15
Use of Renewable Energy The captive power plant in Bhiwadi consists of a biomass boiler, where mustard husk and wood chips are used as fuel to generate steam. The captive power plant in Bhiwadi has consistently undergone GHG Inventory exercise with key aspects such as setting inventory boundaries, quantifying GHGs and reporting GHGs.
Biodiversity and Resource ConservationThe ecosystem is a relevant aspect. We are dependent on nature and in turn, leave an impact on it through our operations. Loss of biodiversity has significant short and long-term impacts on the economic viability of the organisation.
We currently own 34 hectares of land, where we undertake manufacturing operations. More than a quarter of this land has been developed as green belt – a pollution mitigating technique. The Bhiwadi plant has no National Park, Biosphere Reserve, Wild Life Sanctuary or Migratory routes for birds that fall within 10 km radius of the study area.
Biodiversity Management Strategy
Our biodiversity management strategy is driven by a robust methodology, assessing impacts using tools such as geo-hydrological surveys, submission of Environmental Impact Assessment (EIA) reports and undertake public consultation to reduce the exposure of risk. Monitoring includes maintenance of six monthly compliance reports and timely audits by government agencies to ensure compliance. We have also undertaken other measures for effectively managing risks associated with natural resource management, afforestation and implemented an energy conservation programme. All these activities were carried out at the Bhiwadi site.
12%
20SRF FCB & SCB
Environment
Energy and Climate Change
Air & GHG Emissions
Energy Efficiency
Use of Renewable Energy
Biodiversity and Resource Conservation
Responsible Resource Management
Materials
Waste Management
Water Consumption & Discharge
Materials SRF FCB and SCB use a variety of materials throughout their manufacturing processes including fluorspar, chloroform, semi-manufactured goods and packaging materials, amongst others, which help us in consistently meeting the needs of our customers. We continue to strive for innovation and excellence by implementing the Best Available Technology (BAT) by identifying the needs of our operations and through investments in R&D. We hold ourselves accountable to our stakeholders and are committed to sustainable utilisation of natural resources.
We have been implementing and maintaining responsible use of materials to reduce our impact on the environment through intensified material efficiency as well as recycling and reuse of waste.
Waste Management The growing demand for our products and increasing customer base represents a challenge in the effective management of wastes. We recognise that the attributes of effective waste management i.e. recycle, recovery and reuse, can increase the profitability of a company in the long-run. However, it is also inevitable that natural resources that are used for manufacturing are sometimes returned to the environment as hazardous and non-hazardous wastes. Since waste generation cannot be fully avoided, we are committed to minimising it.
Common industrial wastes generated by organisations in the chemical sector are usually residues of raw materials, damaged products and hazardous wastes. We have been continuously adopting measures to reduce our waste footprint through waste reduction at source, reuse of materials and recycling.
Technological Interventions and Recycling
The Bhiwadi plant generates high acidic effluents which required counterbalancing using hydrated lime. The act of counterbalancing results in the generation of fluorspar, which is reused as raw material in our manufacturing processes. Furthermore, through increased reuse of materials, we have further reduced the probability of generating waste.
Raw Material UsedSpecific Consumption Monitoring
MethodBaseline Year 2013-14 2014-15
Chloroform to R 22 100w 99.7w 100.1wResource use efficiencies are monitored on daily basis using DCS data
Chlorine to CMS 100x 99.3x 102.3x
Methanol to CMS 100y 100.0y 98.5y
TCAC to P2 100z 99.8z 99.4z
Materials Consumed 2013-14 2014-15
Fluorspar (MT) 22463 18529
Liquid chlorine (MT) 41291 46322
Methanol (MT) 12903 13807
Sulphuric acid (MT) 26604 21913
Oleum (MT) 6494 5825
Packaging material (MT) 1055 903
Sustainability Report 2013-15
21
Environment
Energy and Climate Change
Air & GHG Emissions
Energy Efficiency
Use of Renewable Energy
Biodiversity and Resource Conservation
Responsible Resource Management
Materials
Waste Management
Water Consumption & Discharge
2013-14 2014-15
196
166
ETP Sludge (100% reused as raw material) (MT)
2013-14 2014-15
5.7
3.2
Spent Oil (MT)
Discarded Empty barrels (MT) E-waste (MT)
Biomedical Waste (kg/employee)
2.65 4.14
0.006
4.79
1
0.006
2013-14
2014-15
We have also worked to ensure that there have been no significant spills during manufacturing or transportation of our wastes, over the course of the current reporting period. Our performance on hazardous waste is shown below.
Our employees play a notable role in managing and minimising non-hazardous waste such as the food waste generated from canteens. Apart from this, the non-hazardous waste includes handling of scrap namely Aluminum, G.I., S.S. plastic, wooden, M.S., cable and HDPE scrap.
2013-14 2014-15
110.69
103.73
2013-14 2014-15
177 214
Fly Ash (kg per MT of production)Non-hazardous Waste (MT)
We have continued the practice of reusing our waste as raw material to improve the overall material efficiency and reduce the use of virgin raw materials through innovative measures. For example, we use hydrated lime to neutralise the generated acidic effluents (ETP sludge); the outcome of this process is the generation of Fluorspar which is directly used as raw material.
During 2013-14, we discarded 166 batteries and in 2014-15, the number was 53. These were sent to authorised dealers for proper disposal.
Our commitment towards waste management has led to a significant decrease in the generation of spent oil by more than 40% and used batteries by more than 70%.
22SRF FCB & SCB
Environment
Energy and Climate Change
Air & GHG Emissions
Energy Efficiency
Use of Renewable Energy
Biodiversity and Resource Conservation
Responsible Resource Management
Materials
Waste Management
Water Consumption & Discharge
Water Consumed v/s Water Replenished (MnM3)
Water Consumption and DischargeWe recognise that the amount and quality of water discharged from our operations can have environmental impacts. We are hence committed to improving the quality of discharged water as well as reducing the volumes of discharge. We also recycle and reuse the water used in our plants as part of our water conservation programme.
With many hazardous pollutants such as cadmium, lead and mercury contributing to its contamination, pollution in ground water is a recognised threat. In the chemical sector, waste water or high concentration of contaminants are generated from both, primary and secondary production processes. We have consistently made efforts to reduce our impact on the ground water table.
We have continued our efforts in monitoring the use of water and its impact on the ground water table. This is a critically relevant area for SRF FCB & SCB due to the nature of operations and location of the manufacturing plant. The objective of the Natural Resource Management Programme is to achieve higher ground water tables which would ensure a secure livelihood by facilitating farming and tree cultivation activities for the local communities. We have been constantly monitoring the ground water level and have observed that it has risen in the region where we have undertaken the initiative.
These initiatives have kept us water positive since 2008-09. The total water replenished is higher than our ground water withdrawal. During the reporting period we have observed that water consumed has decreased and water replenished has increased. There has been no significant effect on the water bodies or related habitat.
1.41 1.53
2.34
1.72
0.72 0.77 0.81 0.69
2011-12 2012-13 2013-14 2014-15
Water Replenished
Water Consumed
2013-14 2014-15
17995 17189
2013-14 2014-15
216
153
Waste Water Generated (MnM3) Waste Water Reused (KL)
Sustainability Report 2013-15
23
Percentage of employee turnover
11.17 11.00
12.71
8.82
2011-12 2012-13 2013-14 2014-15
EngagementSRF FCB and SCB have always believed in actively engaging with its stakeholders, be it investors, employees or local communities affected by its operations. The following section details our commitment to engage and work towards inclusive betterment of our society.
Employment EngagementThe internal workforce of SRF FCB & SCB plays a vital role in contributing to its success. Both management and non-management employees have been engaged in maximising productivity and ensuring job satisfaction by conducting employee engagement programmes. The following table captures our human resource profile.
2013-14 2014-15
Employees <30 yrs 30-50 yrs >50 yrs Total <30 yrs 30-50
yrs >50 yrs Total
Senior Management 0 11 5 16 0 11 4 15
Middle Management 1 16 6 23 0 14 7 21
Junior Management 17 47 7 71 19 50 8 77
Non-management workers
152 302 34 488 142 305 41 488
Contract Workforce - - - 300 - - - 292
Contractual Labor - - - 150 - - 170
New Joinees <30 yrs 30-50 yrs >50 yrs Total <30 yrs 30-50
yrs >50 yrs Total
Senior Management 0 0 3 3 0 1 0 1
Middle Management 0 1 0 1 0 2 0 2
Junior Management 6 2 0 8 0 2 6 2
Non-Management 55 19 0 74 31 17 0 48
EngagementEmployee Engagement
and Development
Environment Health and Safety
Community Development
Employment Engagement
Occupational Health and Safety
Community Engagement
Labour Conditions
Emergency Preparedness
Employee Development
Ethics and Value
24SRF FCB & SCB
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
2013 - 14
2014 - 15
3.13 2.87
Million man hours worked
We continuously strive to achieve gender representation in our business operations and in this regard have taken up an ambitious target of 5% female representation in our workforce. However, in view of the nature of our industry in India which is traditionally male oriented, we understand that achieving this target is going to be a challenge.
Labour ConditionsWhen it comes to providing a safe and productive environment, we have installed robust systems such as SA 8000 to monitor and ensure the wellbeing of our labour force. These aspects are both internally and externally relevant to our organisation in the following ways:
• Maintaining and communicating our policy for social accountability and labour conditions.
• Periodic review of these policies through the management review committee meetings.
• Implementing SA 8000 requirements at all levels of the organisation.
• Communicating performance against requirements, within the organisation
We have a robust system for processing grievances and needs of our employees who can use methods such as departmental meetings, emails or a complaint register to lodge a complaint or a need. Grievance/Need Redressal Mechanism starts with the initial stage of documenting the forms of interests by the employees and then classifying it into a complaint or a need for further action. If a complaint is identified as valid, it is then further processed for corrective and preventive action in order to arrive at a resolution. In order to address an employee need, it is understood by the management and if required, is then accordingly taken forward to the Head of HR, Head of Works or the CEO.
We at SRF FCB & SCB strive to create a healthy working environment for our employees to work without the fear of prejudice, intimidation, gender bias and sexual harassment. The sexual harassment policy is in line with the Prevention, Prohibition and Redressal Act 2013. All sexual harassment related complaints are directed towards our Internal Complaint Committee (ICC). The ICC consists of 4 members, where at least 50% are women. The ICC has received no sexual harassment complaints over the current reporting cycle.
Sustainability Report 2013-15
25
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
Procedure
Area of responsibility
Management Representative
Unit Head
Factory Manager HR Head
Health and Safety
Representative
Head Strategic Sourcing
Communication of Policy √ - - - - -
Management Review √ - - - - -
Allocating Roles to SA Representative
√ √ - - - -
Assigning Non-Management Representatives
√ - √ - - -
Planning and Implementation of the System
√ - - √ - -
Identification of Training Needs - - - √ √ -
Implementation of Internal Audit √ - - - - -
Evaluation and Selection of Suppliers
- - - - - √
Addressing Concerns and Taking Corrective Action
√ - - - - -
Communicating performance to external parties
√ - - - - -
Maintaining Documentation √ - - - - -
We engage in third party audits every year to keep a track of our performance against numerous human rights aspects such as:
• Child Labour
• Health and Safety
• Working Hours
• Wages and Benefits
• Humane Treatment
• Non-Discrimination
Biennially we provide training on these subjects to our plant technicians and junior engineers. In this reporting cycle we have conducted 1800 man hours of trainings. During the reporting period, 162 people were educated about Human Rights.
During this reporting cycle, we observed some marginal non-conformities with respect to SA8000, which are currently being addressed.
SA 8000 performance (No of Non-confirmities)
2
1
2
2013 2014 2015
26SRF FCB & SCB
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
Employee Benefits and Wellbeing
We provide multiple benefits to our employees as illustrated below:
• Housing Subsidy: The housing loan subsidy scheme aims to facilitate finance for building houses in and around Bhiwadi. This scheme is applicable for employees who have completed at least three years with the company and who want to purchase or construct a house within 15 kms radius from the Bhiwadi plant.
• Group Personal Accident Scheme: This scheme is applicable for all employees and compensates employees (officers and above) for unforeseen circumstances such as injury or absence from duty due to disability caused from an accident. We ensure adequate compensation with regard to the nature of the contingency. This even covers accidents that occur outside the jurisdiction of the plant boundaries. For example, in case of a death of the worker, 100% of the insured sum is paid to the nominee. In case of a disability, an employee can claim the cost of treatment if the victim could not work for a minimum for five days. HR Department plays a central role in this scheme as it undertakes many roles such as ensuring that the employee is insured from the date of joining and intimating the insurance provider within 24 hours of accident.
• Medi-claim Insurance Scheme: The function of the medical insurance scheme is to insure employees against hospitalisation expenses due to illness, injury or maternity. It covers a variety of costs such as room rentals in hospitals, nursing expenses, medical practitioner fee and cost of medicines.
• Grievance/Need Redressal Mechanism: We have a robust system for processing grievances and needs of our employees. Employee can use various methods such as departmental meetings, emails or a complaint register to lodge a complaint or a need. The process starts with the initial stage of documenting the forms of interests by the employees and then classifying it into a complaint or a need for further action. If a complaint is identified as valid, it is then further processed for corrective and preventive action in order to arrive at a resolution. In order to address a need of an employee, the need is understood by the management and if required, is then taken forward to the Head of HR, Head of Works or a CEO accordingly.
• Self-Education Policy: The self-education policy at SRF FCB and SCB aims to provide financial assistance to employees for pursuing higher education through various modes such as online courses, evening courses and part time courses. This excludes training programmes and seminars that we provide to our employees. This policy is eligible for all confirmed non-management employees at Fluorochemicals Business (FCB) and Specialty Chemicals Business (SCB), with at least two years of service with SRF FCB and SCB. Employees can opt for courses from recognised institutes approved by national accreditation organisations such as AICTE or UGC. Our employees are expected to deliver a return to the organisation after undergoing a course by improving their performance and contributing through their upgraded skills.
Stratification of complaints – April 2014 to March 2015
Sustainability Report 2013-15
27
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
Employee DevelopmentDuring the reporting cycle, our employee development activities were carried out as a regular practice helping us acquire insights into the dynamics of our workforce.
Skill Evaluation System
Our skill evaluation system enables us in evaluating and improving the skill level of our employees. The skill level measurement is based on 3 core parameters: Assignment (20% weightage); Observation on Job (40% weightage); Interview (40% weightage)
After undertaking the evaluation, the employee is then placed in one of the four quadrants as shown above. As a practice we annually evaluate all our employees on their skill sets over a range of technical parameters including:
Master
Skilled
Highly Skilled
Beginner
Skill Level Measurement
1. Job specific competencies
2. Skill specific competencies
3. Soft skill competencies
4. Environment, health and safety
5. Emergency response plan
The following figure presents the outcome of this evaluation exercise (for four employees):
• Policy against Sexual Harassment: We at SRF FCB and SCB strive to create a healthy working environment for our employees to work without the fear of prejudice, intimidation, gender bias and sexual harassment. The sexual harassment policy at SRF FCB and SCB is in line with the Prevention, Prohibition and Redressal Act 2013. All sexual harassment related complaints are directed towards SRF FCB and SCB’s Internal Complaint Committee (ICC). The ICC consists of 4 members, where at least 50% are women. The ICC has received no sexual harassment complaints over the current reporting cycle.
28SRF FCB & SCB
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
Skill evaluation is carried out on a half yearly basis for Junior Employees (JE) and Technicians, whereas for engineers it is done on a monthly basis. Our employees are regularly trained according to their skillsets and company requirement. The actual number of cumulative training hours has been consistently higher than the planned number of cumulative training hours during the reporting period.
Workforce Training and Performance Feedback
We have in place a development dialogue manual which assists us in recognising our employee’s contribution towards the goals of the organisation, as well as identifying the needs of an employee for their career growth. The development dialogue process helps us in meeting many objectives such as undertaking performance assessment of officers, providing performance expectations to employees, allocating tasks to officers to meet organisational objectives and providing feedback to officers.
Yearly Target Progress 2013-14 Progress 2014-15
Employee turnover (%) <10.00% 12.71% 8.82%
Unplanned absence(% of available man-hours of work)
<1.00% <1.00% <1.00%
Training manhours per employee per annum 20.00 22.78 16.98
Skill enhancement of junior management – transition from ‘beginner’ level to ‘skilled’ level (%)
10.00% 10.00% 10.00%
Employee satisfaction (%) 75.00% 68% NA*
Overall happy employee (%) 95% 96% NA*
Employee specific training schedules are also developed in order to enhance their potential and capabilities (as shown in the table below).
SegmentAwareness on human
rightsTechnical Training
Training on soft skills
Health and Safety Trainings
Grievance redressal
Special Policies Rewards
Sr. Management √ - √ √ √ - √
Mid & Jr. Management √ √ √ √ √ √ √
Scientists √ √ √ √ √ √ √
Field Staff √ √ - √ √ √ √
Workmen √ √ - √ √ √ √
Contract Labour √ - - √ √ - √
Workforce Units 2013-14 2014-15
Senior Management
Man hours
245 81
Middle Management 546 515
Junior Management 1885 2166
Non-Management workers 10947 7443
Total 13623 10205
* Survey conducted once every 2 years.
Sustainability Report 2013-15
29
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
Rewards and Recognition
We also have a robust reward and recognition mechanism to incentivise employee performance. This includes the following:
• Protsahan is our system to recognise and acknowledge employee contributions and good behavior. This award covers not only employees but also contractual workforce.
• Various competitions among employees are organised during safety and environment day celebrations.
• Employee recognition through various modes and means like letters of commendation, mementoes, publication in internal magazines and award of scholarships.
Ethics and ValueOur Code of Conduct provides a suitable direction to employees regarding ethical behaviour, transparency, accountability, anti-corruption, discrimination and anti-bribery. The broad aspects of ethics and values that are covered by our Code of Conduct include, among others,
• Relationships with fellow employees,
• Ethical usage of company’s resources,
• Usage of emails and internet,
• Maintaining relationship with business
associates and partners.
We remain committed to conduct our business with a set of values (RINEW) that guide our actions and behaviour:
• Respect for others• Integrity• Non-discrimination• Excellence• Well-being of others
Occupational Health and SafetyAs a major chemical player in India, we put emphasis on environmental health and safety. With growing industrial production leading to an increased number of workers at our plant, environmental, health and safety poses a high degree of risk due to the hazardous nature of our operations. Therefore, safety of our workers is a high priority area for us and we have taken a number of measures to ensure a safe working environemtn. We regularly conduct EHS trainings on various aspects including:
• Process safety management
• Transport safety
• Firefighting
• First aid
• Emergency response training
• Behavioural based safety, and
• Hazard Identification and Risk Assessment (HIRA)
SRF FCB and SCB also regularly formulate EHS committees for both management as well as non-management employees. The purpose of the EHS review committees is to ensure that the aims and objectives in the ‘Health and Safety Policy’ are met, and relevant matters concerning health, safety and environment are dealt with.
30SRF FCB & SCB
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
Name of the Committee
No of Committees Members Function Frequency of
Engagement
Apex EHS committee 1
• Members from senior management HODs/ Section in-charges
• The committee is headed by Head of Works
Advisory Body on EHS
Once in 6 months
Statutory EHS Committee 1
• Equal number of members from MS & NMS representing (Make product, maintenance plant & other services)
• Minimum 6 person each from MS & NMS cadre
• The committee is headed by Head of Works
Identification of due activities related to statutory matters and timely completion of those activities.
Once in 3 months
Area EHS Committees 6
• Members from MS & NMS representing (Production, maintenance, other services and NMS
• The committee is headed by respective Head of Departments
Identification of unsafe conditions for environment and health and advising corrective measures.
Once in 2 months
We endeavour to constantly provide a safer workplace by ensuring active participation of our employees in improving our EHS practices. The table presented below details the employee involvement.
EHS Committee members 2011-12 2012-13 2013-14 2014-15
Management 316 247 243 245
Non- Management 392 342 243 247
As a result of our rigorous operational health and safety mechanisms, we have been able to achieve 11.22 million accident free man-hours. We are happy to report that this is the highest ever in our 25 years history. Our next target is to achieve 15 million accident free man-hours.
11.22 million accident free man-hours –
The HIGHEST EVER in our 25 year history.
We continue to have no fatality including this reporting cycle.
Based on the philosophy of capturing issues at an early stage, we promoted and incentivised reporting of the near miss incidents in the last reporting cycle. As a result, we have improved the reporting of such incidents significantly.
Sustainability Report 2013-15
31
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
2013-14
2014-15
52 78
2013-14
2014-15
8.6 11.5
2013-14
2014-15
2.2 4.2
2013-14
2014-15
0
0.35
Near Miss Reporting (Numbers) Minor Injuries (Frequency Rate)
Reportable Injuries (Frequency Rate)First Aid Cases (Frequency Rate)
Programme Theme (EHS) Target Group Frequency
CoverageProgramme Man-hours
Refresher Training on EHS & Security systems
All plant JEs and Technicians Once in a year 3600
Process safety management and Behavior Based Safety (BBS)
All management staff Once in a year 800
Fire Fighting (Basic) Identified ERT & others Once in a year 500
Fire Fighting (ERT) ERT Members Once in two year 480
First Aid (ERT) ERT Members Once in two year 720
Emergency Response Training Identified ERT & others Once a year 360
Safe Chlorine handling Identified ERT & others Twice in a year 90
BBS Identified MS As per implementation plan 720
HIRA Identified JEs Once in two year 320
As part of our EHS framework, we provide multiple trainings to all our employees, in an effort to keep the workforce updated on our EHS best practices.
Target(2013-14)
Actual (2013-14)
Target(2014-15)
Actual (2014-15)
First aid injuries 26 27 24 33
Minor injuries 3 7 6 12
Reportable fatal injury 0 0 0 0
Reportable non-fatal injury 0 0 0 1
EHS training to employees (training manhours per employee)
10 10.54 12 12.48
EHS training to contract workers (training manhours per contract worker)
12 14.69 15 13.41
32SRF FCB & SCB
Emergency PreparednessWe continue to prioritise the safety of our workers and have robust systems which equip our workforce to combat any unforeseen circumstances. We have identified in totality 38 types of emergencies specific to our site. We provide emergency response trainings to our workforce as part of the EHS training framework. Being a Responsible Care company, we also adhere to the following:
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
Emergency
Preparedness under
Responsible Care
Guidelines
Facility tours for emergency responders
Assessment of potential risk
Communication to local crisis group
CoordinationSharing of information
Participation in the community emergency
response planning process
Training
Sharing experience
Emergency exercise
1. Assessment of potential risk: We ensure an ongoing assessment of potential risks to employees and local communities resulting from accidents or other emergencies.
2. Emergency Plan: We have adopted an emergency response plan which addresses, among other things, communications and the recovery needs of the community after an emergency.
3. Training: We continuously train employees who have response or communications responsibilities in the event of an emergency.
4. Emergency Exercises: We conduct emergency exercises once every quarter, to test operability of the written emergency response plan.
5. Communication to local crisis group: We ensure communication of relevant and useful emergency response planning information to the Local Emergency Planning Committee.
6. Facility Tours for Emergency Responders: We conduct facility tours for emergency responders to promote emergency preparedness and to provide current knowledge of facility operations.
7. Coordination: We coordinate the written facility emergency response plan with the comprehensive community emergency response plan and other facilities. If no plan exists, the facility should initiate community efforts to create a plan.
8. Participation in the community Emergency Response Planning Process: We develop and periodically test the comprehensive community emergency response plan developed by the Local Emergency Planning Committee.
9. Sharing Experience: We share information and experience related to emergency response planning, exercises, and the handling of incidents with other facilities in the community. Undulated Waste Land
Sustainability Report 2013-15
33
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
Community Engagement As a responsible business, SRF FCB and SCB are committed to making a positive contribution to the development of the local communities. Our initiatives are designed to support the social and economic development of the community through four key thematic areas:
• 18 new checkdams constructed• 493 Ha of wasteland levelled• 87250 fruit and fodder trees planted with
70-80% survival rate• Improved agricultural activities resulting in
increased crop yields by 150%• The amount spent in 2014-15 is INR 14.23
million and in 2013-14 in INR 15 million
• Running 12 IBM Kidsmart centres in government primary schools
• Increase in school enrolment rate by 25% compared to the previous year, especially the girl child
• Establishment of libraries at schools• 26 teachers provided teachers
training• School infrastructure development
activities• The amount spent in 2014-15 is INR
1.28 million and in 2013-14 is INR 1.07 million
Key thematic areas and initiatives
undertaken
Natural Resource
Management Project
Education (Project Shiksha)
Community Health
Women Empowerment
• 167 functional women Self-Help Groups covering over 2000 women members
• 84 girls successfully completed vocational training
• The amount spent in 2014-15 is INR 0.42 million and in 2013-14 is INR 0.28 million
• Refraction services for 323 people • 71 people successfully operated at AIIMS,
New Delhi for gratis cataract surgery and lens implantation
• Health camps for 5 government primary schools in collaboration with Maharaja Agrasen Hospital
• The amount spent in 2014-15 is 0.48 million and in 2013-14 is INR 0.45 million
The Natural Resource Management (NRM) Programme
The NRM programme focuses on developing sustainable livelihoods of the local community through better management of natural resources. The programme aims to enhance livelihood options for the rural poor by harnessing underutilised land and water resources. We continue to partner with NGOs, PRADAN and SST, to undertake the project implementation while SPACE is engaged for continuous impact assessment.
The programme is currently being implemented in 38 villages in Tijara Teshil of Alwar district of Rajasthan. We aim to reach 6,500 families and increase their annual income by INR 10,000 on a sustainable basis by 2015 (base year of 2005).
Undulated Waste Land Rainwater harvesting Wasteland to Farmland
34SRF FCB & SCB
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
Activity2013-14 2014-15
Expenditure Target Achievement Expenditure Target Achievement
Construction of Earthen check dams (Numbers)
INR 1,50,05,897
10 12
INR 1,42,38,603
10 6
Catchment Area Covered (Hectare)
500 594 500 385
Ground Water Recharged (MnM³)
1.5 2.34 1.5 1.72
Land Leveling (Hectare) 230 288 180 205
Plantation of fruit and fodder trees (No.)
45000 53300 43500 31920
Number of functional Self Help Groups (SHGs)
30 29 30 32
Families Impacted (direct/indirect)
800 810 630 477
Women Empowerment
We are continuously promoting social and economic empowerment of women, with special focus on marginalised communities. All the interventions involve the local community, right from initiation to ultimate ownership of the initiative.
As part of our endeavours in this area, we have promoted a block level SHG Federation with all women members with 32 new groups formulated over the current reporting period. The SHG Federation was also the recipient of a loan worth INR 21 lakhs, which was directed towards the development of various economic and entrepreneurial activities.
We also provide vocational training to women by assisting them in achieving their financial and economic independence. In this regard, stitching and tailoring workshops were organised, especially for the SC and meo-muslim community, with 84 girls successfully completing the training over the current reporting cycle.
Impact
• Approximately 10.93 million cubic meter of rainwater recharged into the ground. This has reversed the trend of ground water depletion and raised ground water level in the project villages, varying from 0.6 to 2.1 meters.
• So far, 1644 hectares (6576 bigha) of privately owned waste lands have been levelled, converted into farm land and put under agriculture use for the very first time.
• Promotion of improved agriculture practices on the reclaimed land along with training to farmers have resulted in 150% increase in crop yield and 300% increase in the family income.
• 167 women Self-help Groups (SHGs) have been promoted with over 2000 women members.
Sustainability Report 2013-15
35
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
The table below highlights the impact of the initiatives taken for promoting social and economic empowerment of the women in villages:
Particulars2013-14 2014-15
Expenditure Achievement Expenditure Achievement
Number of beneficiaries
INR 60,406
300 families
INR
124,560
500 families
Number of members in SHGs 341 374
Number of girls given vocational training 38 46
Project Shiksha: Strengthening Primary Education
SRF FCB and SCB have been providing numerous educational initiatives under its ‘Project Shiksha’ programme, which aims to strengthen primary school education with a focus on educating the girl child as well as marginalised sections of the society.
The programme has been instrumental in increasing the enrolment of students in local schools, promoting the importance and benefits of primary school education while ensuring a reduction of primary school drop-out rate from 53% in 2007 to 6% in 2015.
Key initiatives under Project Shiksha include:
• Remedial centers to support academically weaker students
• Pedagogy support and development of Teaching-Learning Materials (TLM)
• Training workshops for school teachers
• Improvement of school infrastructure
• Transportation support for girls
• Community awareness and mobilisation
SRF FCB and SCB’s contribution towards strengthening primary education in Alwar, Rajasthan, have been recognised by the Department of Education, Government of Rajasthan, who in 2014 felicitated us with the “Rajasthan State Bhamashah Award”.
Education Initiatives
IBM Kidsmart Centre
Education Initiatives
Teacher Training
Workshops
School Infrastructure Improvement
Student Enrolment
Drives
Awareness Programmes
SRF FCB and SCB received ‘Rajasthan State Bhamashah Award’ (2014) by the
Department of Education, Government of Rajasthan
36SRF FCB & SCB
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
Particulars2013-14 2014-15
Expenditure Achievement Expenditure Achievement
Enrolment drive in schools (number of students) INR 2,630 2516 INR 10,599 2368
IBM - SRF Kidsmart classes (number of teachers employed) INR 4,22,553 12 INR 5,90,273 12
Refresher training for SARD teachers at Bhiwadi (number of staff trained)
INR 13,175 10 INR 27,705 15
Strengthening of primary school education (number of facilitators)
INR 2,57,929 6 INR 1,88,547 4
Some of the important initiatives undertaken under Project Shiksha include:
• Running 12 IBM Kidsmart centres which provide computer aided quality education to the rural children
• Capacity building workshops for teachers on subject specific to thematic learning and computer aided learning.
• Improving school infrastructure including the setting up of computer centres, toilets, drinking water facilities, playgrounds and up-gradation of kitchen facilities for mid-day meals among others. These activities were carried out in conjunction with a financial contribution of INR 3,50,000 from the government.
• Student enrolment drives in collaboration with the Education Department increasing the rate of enrolment by up to 25% as compared to the previous year.
• Establishing libraries as well as conducting art and crafts workshops.
• Holding summer-camps to promote extra-curricular activities amongst school children.
• Community awareness activities strengthening School Management Committees (SMC) and sensitising villagers on the current state of affairs in the field of education, like disseminating information on the provisions of the Right to Education Act (RTE).
AfterBefore
Sustainability Report 2013-15
37
Engagement
Emploee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
Community Health Programme
Our community health interventions involve a participatory approach, aimed at bringing a positive behavioural change in the workforce and the neighbouring community. We have made this programme successful by increasing awareness and sensitising people about critical health issues. Under this programme we have focused on involving women and children and helping them adopt good sanitation and hygiene practices. These initiatives cover 20 villages around Bhiwadi facility.
Case Study: Construction of bathrooms and toilets for women
Community work on women health and hygiene usually centers on the construction of toilets. However, in our interactions with the community, we took heed of women who clearly expressed their need for combined units (bathroom and toilet) rather than just toilets because they had to bathe in the open during the day, with their clothes on which not only contributed to poor personal hygiene but also affected their dignity. Consequently, under the Village Development Programme (VDP) on village sanitation, SRF FCB and SCB’s Project Steering Committee decided to construct combined units.
These units were designed keeping in mind all basic amenities like availability of water, sewage disposal and cleanliness amongst others. In the pilot phase, 30 combined units were constructed for 2013-14. The household selection was based on criteria co-developed by us, women Self Help Groups (SHG) and federation members. In this phase, the total cost for constructing each combined unit was approximately INR 50,000/- which was on a 50% cost sharing basis between the project and the beneficiary family. However, this cost sharing model led to poor families opting out. Therefore, in the next phase where an additional 30 combined units were constructed (2014-15), SRF FCB and SCB redesigned these units to reduce the cost to INR 30,000/- without compromising on the quality. This reduction of price ensured that even the poorest, who had opted out in the previous phase, benefitted from this intervention.
As a result of its success, this intervention is now being up-scaled to 2000 SHG members. It has also been brought to the notice of Panchayats and District Collectors who have been educated in the need for combined units rather than toilets. Additionally, this programme also contributes to the accomplishment of the vision of a clean India, as laid down by the Indian Prime Minister’s Swachh Bharat Abhiyan.
Our health activities include:
• General health and Cataract Eradication programme
• School Health Camps
• Capacity building of Community Health Service Providers (ANM, ASHA & AW)
• Women health and hygiene programme
• Community sanitation & Hygiene
• Awareness & prevention of HIV/ AIDS
38SRF FCB & SCB
Engagement
Employee Engagement and Development
Employment Engagement
Labour Conditions
Employee Development
Ethics and Value
Environment Health and Safety
Occupational Health and Safety
Emergency Preparedness
Community Development
Community Engagement
Some of the highlights of this programme are mentioned in the table below:
Particulars Description2013-14 2014-15
Expenditure Achievement Expenditure Achievement
General health and cataract eradication programme (number of people)
Eyes camps were organised in collaboration with AIIMS, New Delhi
INR 1,38,971 350 INR 1,02,184 450
School health camps (number of children)
Special ENT camps are organised for the students of five government primary schools at Bhiwadi
INR 36,302 700 INR 1,55,99 582
Monthly meetings with adolescent girls on health issues
This includes monthly talks with support from ASHA and ANM
INR 4,670 12 INR 8,631 12
Capacity building of community health service providers (ANM, ASHA & AW) (number of workers)
We organised monthly capacity building workshops and health talks for the community health service providers in partnership with its NGO partner SARD and the Health Department of Government of Rajasthan
INR 6,450 18 INR 14,510 19
HIV / AIDS awareness (number of people)
HIV/AIDS awareness & prevention programmes were organized for employees, contract workers, truckers and neighboring communities. World Aids day was also observed
INR 43,237 2000 INR 43541 2000
Sustainability Report 2013-15
39
EnterpriseThe third and final aspect of our approach, Enterprise, allows SRF FCB and SCB to determine issues that directly impact the development and growth of their business operations. This section delineates various dimensions that SRF FCB and SCB consider to be an integral part their sustainable growth strategy.
Product Innovation and SafetyOur customers expect our products to function as per their intended purpose without posing any risks to the health and safety of its users. We consistently endeavour to ensure that our products perform well on health and safety aspects across all its life cycle. We strive towards more sustainable manufacturing processes and innovating environmental friendly products. In this journey, we have successfully modified our product portfolio considerably by – phasing out manufacturing of CFCs and halones, gradually reducing production of HCFC and introducing production of HFCs. Currently, we are transitioning from high Global Warming Potential (GWP) HFCs to low GWP HFCs.
As a safety conscious company we not only limit our safety standards to manufacturing processes but also include product handling and transportation. In one such initiative to prevent the exposure of potential safety risks, we have evaluated various options for floron cans. We only use floron cans that have a pressure relief device which ensures safe transportation and handling.
We have undertaken a range of activities with regard to the health and safety impacts of our products such as:
• Development of Product Concept
• Research and Development
• Certification
• Resource Planning
• Marketing and Promotion
• Distribution
• Use
We have adequate internal safety management systems and procedures, which have resulted in zero incidents of non-compliance on health and safety regulations and voluntary codes.
Our Quality Assurance system monitors all packaging related information and its compliance with relevant regulations. The outer packaging is designed to display the following information to the customer:
• Caution• First Aid• Instructions on Usage
We are also compliant with all relevant regulations with respect to the labelling of our products. There have been no incidents reported regarding the non-compliance of product labelling.
EnterpriseResponsible Product
Development
Responsible Resource Management
Sustainable Economic Growth
Environment Health and Safety
Product Innovation and
Safety
Total Quality Management
System
Business Risk Management
Regulatory Compliance
Financial Performance and
Growth
Branding
40SRF FCB & SCB
Enterprise
Responsible Product Development
Product Innovation and Safety
Branding
Responsible Resource Management
Total Quality Management System
Sustainable Economic Growth
Business Risk Management
Financial Performance and Growth
Environment Health and Safety
Regulatory Compliance
BrandingCustomer satisfaction is a critical factor for the long-term success of our organisation. Measuring customer satisfaction can provide valuable data to improve our products in multiple areas such as packaging, quality and availability, amongst others. We had undertaken a detailed customer satisfaction survey in 2013-14 with the objective of identifying areas of concerns, gauging customer perspective and understanding their preference levels.
Quality Product Range
Packaging Commercial Service SRF FCB and SCB
ImageCUSTOMER SATISFACTION SURVEY
The survey was aimed at Original Equipment Manufacturers (OEMs), distributors and other institutional buyers. All direct customers were selected for the survey.
Overall Scores in all Segments
Comparative Scores in DBR Segment
Comparative Scores in OEM Segment
4.40
3.42
3.98
3.53
3.89
4.11
4.37
4.02
3.95
1.88
3.8 4.
21
Quality Product Range Packaging Commercial Service SRF Image
2012-13
2013-14
4.47
3.04
3.94
3.37
3.81
4.1 4.
52
3.92
3.9
1.79
3.7 4.
12
Quality Product Range Packaging Commercial Service SRF Image
2012-13
2013-14
4.40
3.83
3.95
3.73
4.09
4.23
4.1 4.2
3.51
1.88
3.8
3.8
Quality Product Range Packaging Commercial Service SRF Image
2012-13
2013-14
Sustainability Report 2013-15
41
Enterprise
Responsible Product Development
Product Innovation and Safety
Branding
Responsible Resource Management
Total Quality Management System
Sustainable Economic Growth
Business Risk Management
Financial Performance and Growth
Environment Health and Safety
Regulatory Compliance
Total Quality Management SystemAs part of our Total Quality Management (TQM) System, we have developed the concept of Total Involvement of Employees (TIE) Groups. TIE groups are based on the idea that everyone’s participation is essential and no single individual can make a process change by themselves. The aim of TIE groups is to promote a culture of identifying and implementing ideas for improvement at the lowest level. A TIE group is a small team of cross functional individuals who endeavour to improve the efficiency of various systemic processes. Their efforts are audited every six months through both informed as well as surprise audits. The findings are communicated to workforce on the shop floor. Any method developed by a TIE group which contributes to the improvement of a process is considered to be a Kaizen case study which is then disseminated to other TIE groups for emulation.
We also train our employees for TQM, the following graph presents the cumulative number of training hours under TQM where the planned hours have exceeded the actual training hours.
TQM Training: Cumulative hours
11000 13000
15500 18000
15025
17791 20408
23540
2011-12 2012-13 2013-14 2014-15
Plan
Actual
Business Risk ManagementThe business risks are detailed in the Corporate Governance section of this report.
Financial Performance and GrowthSRF FCB & SCB have been operating for over 40 years and have created long-term value for their stakeholders. We have consistently moved to de-risk our business by expanding and diversifying our product base. Our recent acquisition of DuPont’s worldwide business of HFC 134a pharma grade gas has paved a path into the pharma sector. We have also filed more than 50 process patents over the current reporting cycle. This achievement can be attributed to our vision to continuously invest into technology research and development.
Economic Value Generation
As a responsible company, we comply with all relevant laws and regulations pertaining to the chemical sector. We have also adopted leading voluntary standards such as the GRI framework to showcase our commitment in improving our business operations. In 2014-15, our consolidated profit after tax (PAT) grew 86% thereby reassuring our trust in the caliber and commitment of our people.
42SRF FCB & SCB
Enterprise
Responsible Product Development
Product Innovation and Safety
Branding
Responsible Resource Management
Total Quality Management System
Sustainable Economic Growth
Business Risk Management
Financial Performance and Growth
Environment Health and Safety
Regulatory Compliance
5171
3642
.92
5635
3758
.4
Revenues Operating Cost
2013-14
2014-15
569.7
571.8
2013-14 2014-15
371
412
2013-14 2014-15
549.36
560.10
2013-14 2014-15
3356
3030
2346
2229
2013-14 2014-15
All suppliers
Local suppliers
Economic value generated and distributed (INR Mn)
Payments to Providers of Capital (INR Mn)
Employee Wages and Benefits (INR Mn)
Payment to Government (INR Mn)
Monetary Spend on Suppliers (INR Mn)
Environmental Expenditure
To achieve environmental sustainability, we have utilised substantial financial resources to implement and monitor various environmental interventions detailed in the previous sections. We have consistently tracked and analysed our environmental expenditure, maintaining a robust environmental management accounting system, ensuring that impacts of our interventions are definitively mapped.
We present below a snapshot of our expenditures towards environmental interventions:
As a major chemical business, we have considerable influence over the local economy through creation of local jobs and the subsequent payment of wages and taxes. We have been consistently supporting local businessmen by including them as part of our supply chain. As a part of this initiative, we have provided considerable financial support to our local suppliers for both ‘Operations’ and ‘Capex’ projects. Sourcing locally has enabled us in maintaining a positive relationship with the local communities.
Sustainability Report 2013-15
43
Enterprise
Responsible Product Development
Product Innovation and Safety
Branding
Responsible Resource Management
Total Quality Management System
Sustainable Economic Growth
Business Risk Management
Financial Performance and Growth
Environment Health and Safety
Regulatory Compliance
Regulatory Compliance For SRF FCB and SCB, regulatory compliance is not just a material issue but a necessity. Over the years our business operations have adhered to all requisite state, national and international norms and regulations. We have adequate systems and functions to ensure that we meet all the necessary compliances in areas such as safety, health, environment, appointment of a women director as part of the Companies Act, among others.
We use an in-house framework known as Control Self-Assessment (CSA) which continuously verifies compliance with laid policies and procedures. The CSA framework is facilitated through a tool that sends pre-emptive alerts to meet specific calendared regulatory deadlines in the company. We also have an established system of EHS & QA wherein we ensure that all packaging related information is compliant with all national and international regulations.
We continue to maintain stellar performance with regard to compliance of rules and regulations. This practice has ensured that we received zero notices from the Pollution Control Board (PCB) and no monetary fines from the Ministry of Environment, Forest and Climate Change (MoEFCC) or the Pollution Control Board.
2013-14 2014-15
Show cause notice received 0 0
Environmental fine 0 0
Environmental expenditure (INR lakhs) 76.4 77.1
SRF FCB & SCB
44
Achievements (2013-15)Energy and climate change
Reduction in absolute electricity consumption by 3%
Sustain in Scope 1 GHG emissions at 2012-13 level
Community development
Reach 6,500 families through NRM, increase their income by INR 10,000 annually by 2015
Plantation in 1,000 hectare land
Waste Land development - 500 hectare
Responsible resource management
Reduction in waste generation by 5%
Reduction in specific water consumption (m3/MT of product) by 1%
Sustainable economic growth
Commissioning and stabilisation of new HFC 134a plant
Commissioning and stabilisation of new HF plant
Goals & Targets (2015-17)Energy and climate change
Reduce absolute electricity consumption by 2%
Sustain in Scope 1 GHG emissions at 2013-15 level
Community development
Reach another 500 families through NRM, increase their income by INR 10,000 annually by 2017
Plantation of 50,000 (numbers)
Waste Land development - 500 hectare
Cover 3000 more children through Poject Shiksha
Responsible resource management
Sustain waste generation at 2013-15 level
Sustain specific water consumption (m3/MT of product) at 2013-15 level
Sustainable economic growth
Commission and stabilise HFC-32 plant
Employee development
Sustain employee turnover below 10%
Sustain employee unplanned absence below 1% of available man-hours of work
Provide 40 man hours of training per employee per year
Increase skill enhancement of junior management (skill index) by 10%
Sustain employee satisfaction levels at more than 75%
Health and safety
10% rolling target for first aid and minor injury reduction
Ensure zero reportable injuries
Provide 12 man-hours training per annum on EHS to each employee
Responsible product development
Development of 3 new products
Employee development
Sustain employee turnover below 10%
Sustain employee unplanned absence below 1% of available man-hours of work
Provide 24 man hours of training per employee per year
Increase skill enhancement of all employees (skill index) by 10%
Sustain employee satisfaction levels at more than 73%
Health and safety
10% rolling target for first aid and minor injury reduction
Ensure zero reportable injuries
Provide 14 man-hours training per annum on EHS to each employee
Responsible product development
Develop 2 new products
Sustainability Report 2013-15
45
GlossaryAIIMS – All India Institute of Medical Sciences
AM – Autonomous Maintenance
ANM – Auxiliary Nurse Midwife
Anganwadi – Government sponsored child care and mother care centre in India
ASHA – Accredited Social Health Activist (instituted by the government of India)
ASSOCHAM – Associated Chambers of Commerce and Industry of India
BLT – Business Leadership Team
BSC – British Safety Council
CHC – Community Health Care
CII – Confederation of Indian Industry
CMS – Chloromethanes
CPP – Captive Power Plant
DCS – Distributed Control Systems
DTQMP – Description of Total Quality Management Process
EAM – Enterprise Asset Management
EHS – Environment, Health and Safety
ERP – Enterprise Resource Planning
ESG – Environmental, Social and Governance
ETP – Effluent Treatment Plant
EWR – Engineering Work Request
FC – Fluorochemicals
FICCI – Federation of Indian Chambers of Commerce and Industry
FO – Furnace Oil
FMEA – Failure Mode and Effect Analysis
FTA – Fault Tree Analysis
GHG – Green House Gasses
GWP – Global Warming Potential
HF – Hydrofluoric Acid
HFC – Hydrofluorocarbon
HOG – Hot Oil Generation
HSD – High Speed Diesel
ICC – Indian Chemical Council
JUSE – Union of Japanese Scientists & Engineers
KPI – Key Performance Indicators
NRM – Natural Resource Management
OEM – Original Equipment Manufacturer
PDPC – Process Decision Programme Chart
PHC – Primary Health Care
PLC – Programmable Logic Circuit
PRADAN – Professional Assistance for Development Action (An NGO)
PSP – Problem Solving Process
QC – Quality Circle
REACH – Registration, Evaluation, Authorisation and Restriction of Chemicals
RSACS – Rajasthan State AIDS COntrol Society
RTE – Right to Education
SARD – Society for All Round Development (An NGO)
SC – Specialty Chemicals
TFE - Tetrafluoroethylene
TIE – Total Involvement of Employees
TQM – Total Quality Management
GRI Content IndexProfile Disclosure Disclosure Report Section Reported Fully/
Partially Page UNGC Reference Remarks
Strategy and Analysis
1.1 Statement from the most senior decision maker of the organization.
From the Managing Director & CEOs Speak Fully 4,7
1.2 Description of key impacts, risks, and opportunities. Our Sustainability Mantra Fully 5,6
Organisational Profile
2.1 Name of the organization. Organisation Profile Fully 8
Principles 1 - 10
2.2 Primary brands, products, and/or services. Organisation Profile Fully 9
2.3Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures.
Organisation Profile Fully 9
2.4 Location of organization’s headquarters. Organisation Profile Fully 8
2.5
Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.
Organisation Profile Fully 8
2.6 Nature of ownership and legal form. GRI Content Index FullySRF-FCB & SCB is a strategic business division of SRF Limited, a privately held company.
2.7"Markets served (including geographic breakdown, sectors served, and types of customers / beneficiaries).”
Organisation Profile Fully 8
SRF-FCB & SCB serves multiple markets which includes the following: Saudi Arabia; Turkey; UAE; USA; Vietnam; France; Belgium; Singapore; Germany; Qatar.
2.8 Scale of the reporting organization. Organisation Profile Fully 8
2.9 "Significant changes during the reporting period regarding size, structure, or ownership.” GRI Content Index Fully
There has been no significant change in the organisation over the current reporting period
2.10 Awards received in the reporting period. From the Managing Director Fully 4
Report Parameters
3.1 Reporting period (e.g., fiscal/calendar year) for information provided. Introduction Fully 2
Principles 1 - 10
3.2 Date of most recent previous report (if any). GRI Content Index FullyThe last sustainability report was published for the period 1 April 2011 to 31 March 2013
3.3 Reporting cycle (annual, biennial, etc.) Introduction Fully 2
3.4 Contact point for questions regarding the report or its contents. Introduction Fully 2
3.5 Process for defining report content. Our Sustainability Mantra Fully 5,6
3.6"Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers).”
Introduction Fully 2
3.7 “State any specific limitations on the scope or boundary of the report.” Introduction Fully 2
3.8
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and / or between organizations.
Introduction Fully 2
3.9
Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report.
GRI Content Index Fully
Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators are explained in the relevant sections of the report as applicable.
3.10
Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/ acquisitions, change of base years/periods, nature of business, measurement methods).
GRI Content Index FullyRe-statements made in the report have been incorporated at relevant sections as applicable
3.11Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.
GRI Content Index FullyThere has been no significant change over the current reporting period
Profile Disclosure Disclosure Report Section Reported Fully/
Partially Page UNGC Reference Remarks
3.12 Table identifying the location of the Standard Disclosures in the report. GRI Content Index Fully 48
Principles 1 - 10
3.13 Policy and current practice with regard to seeking external assurance for the report Introduction Fully 2
Governance, Commitments and Engagement
4.1
Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.
Corporate Governance Fully 10
Principles 1 - 10
4.2
Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization’s management and the reasons for this arrangement).
Corporate Governance Fully 10 The Chair of the Board of Directors is an Executive Officer
4.3
For organizations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members
Corporate Governance Fully 10
4.4Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.
Stakeholder Engagement Fully 14, 15
There is no formal system to provide recommendation/ guidance. However, there are certain critical issues where the Board of Directors can take a decision subject to approval by shareholders. Employees having any questions regarding application of Code of Conduct by fellow employees or organisations by discussion with superior/process owner, business HR head, Head of Works and CEO (in that order)
4.5
Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization’s performance (including social and environmental performance).
Corporate Governance Fully 11
Remuneration of Directors is governed by the Companies Act. Specific remuneration for Executive Directors is determined by the shareholders at the general meeting within the limits stipulated by the Companies Act
4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. Corporate Governance Fully 10
Details of all transactions with related parties is placed before the Board of Directors in the quarterly meeting
4.7
Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity.
Corporate Governance Fully 10
Board members at SRF-FCB & SCB are some of the most eminent persons in the chemicals industry. Apart from their qualifications, their selection is determined by mandated Clause 49 of the Listing Agreement.
4.8
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.
Corporate Governance Fully 11
4.9
"Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.”
Corporate Governance Fully 11, 12
4.10
Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance.
Corporate Governance Fully 11
4.11Explanation of whether and how the precautionary approach or principle is addressed by the organization.
Corporate Governance Fully 11
Our risk management procedures take care of essential risks to the business from various sustainability issues. The use of precautionary approach is implicit in our risk management procedures
4.12Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.
CEOs Speak Fully 7
4.13Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization
CEOs Speak Fully 7
4.14 List of stakeholder groups engaged by the organization. Stakeholder Engagement Fully 14, 15
4.15 Basis for identification and selection of stakeholders with whom to engage. Stakeholder Engagement Fully 13
Profile Disclosure Disclosure Report Section Reported Fully/
Partially Page UNGC Reference Remarks
4.16Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
Stakeholder Engagement Fully 13, 14, 15
Principles 1 - 10
4.17
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.
Stakeholder Engagement Fully 14, 15
Disclosures on Management Approach (DMA)
DMA EC Disclosure on Management Approach EC Our Sustainability Mantra Fully 5,6
DMA EN Disclosure on Management Approach EN Our Sustainability Mantra Fully 5,6
DMA LA Disclosure on Management Approach LA Our Sustainability Mantra Fully 5,6
DMA HR Disclosure on Management Approach HR Our Sustainability Mantra Fully 5,6
DMA SO Disclosure on Management Approach SO Our Sustainability Mantra Fully 5,6
DMA PR Disclosure on Management Approach PR Our Sustainability Mantra Fully 5,6
Performance Indicators
Economic
EC1
Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.
Financial Growth and Performance Fully 41, 42, 43
Principles 1, 4, 6 and 7
EC2Financial implications and other risks and opportunities for the organization’s activities due to climate change.
Financial Growth and Performance Partial 42, 43
The company identifies risks arising out of climate change, but these are currently not monetised.
EC3 Coverage of the organization’s defined benefit plan obligations.
Employee Benefits and Wellbeing Fully 26
The company provides for benefits to its employees in the form of following schemes: Superannuation fund, provident fund, Gratuity Fund, etc.
EC4 Significant financial assistance received from government. GRI Content Index Fully
The company has not received any significant financial assistance from the government during the reporting period
EC5Range of ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation.
GRI Content Index Fully
The salaries are provided in accordance with minimum requirements as set by the regulatory bodies.
EC6Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.
Financial Performance and Growth Fully 42
EC7Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation.
GRI Content Index Fully
Recruitment is based purely on merit. We prefer to hire from the local community, however we do not have a specific policy around it.
EC8
Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, inkind, or pro bono engagement.
Community Engagement Fully 33-38
EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts. Community Engagement Fully 33-38
Environment
EN1 Materials used by weight or volume. Materials Fully 20
Principles 7, 8 and 9
EN2 Percentage of materials used that are recycled input materials.
Technological Interventions and Recycling
Fully 20
EN3 Direct energy consumption by primary energy source.
Energy Management Systems Fully 19
EN4 Indirect energy consumption by primary source. Energy Management Systems Fully 19
EN5 Energy saved due to conservation and efficiency improvements.
Energy Management Systems Fully 18
EN6
Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives.
Energy Management Systems Fully 18
EN7 Initiatives to reduce indirect energy consumption and reductions achieved.
Energy Management Systems Fully 18
Profile Disclosure Disclosure Report Section Reported Fully/
Partially Page UNGC Reference Remarks
EN8 Total water withdrawal by source. Water Consumption and Discharge Fully 22
Principles 7, 8 and 9
EN9 Water sources significantly affected by withdrawal of water.
Water Consumption and Discharge Fully 22
EN10 Percentage and total volume of water recycled and reused.
Water Consumption and Discharge Fully 22
EN11Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.
Biodiversity and Resource Conservation Fully 19
EN12
Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.
Biodiversity and Resource Conservation Fully 19
EN13 Habitats protected or restored. Biodiversity and Resource Conservation Fully 19
EN14 Strategies, current actions, and future plans for managing impacts on biodiversity.
Biodiversity Management Strategy Fully 19
EN15Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk.
Biodiversity Management Strategy Fully 19
EN16 Total direct and indirect greenhouse gas emissions by weight. Air and GHG Emissions Fully 16
EN17 Other relevant indirect greenhouse gas emissions by weight. Air and GHG Emissions Fully 16
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved
Energy Management Systems Fully 18
EN19 Emissions of ozone-depleting substances by weight. Air and GHG Emissions Fully 17
EN20 NOx, SOx, and other significant air emissions by type and weight Air and GHG Emissions Fully 17
EN21 Total water discharge by quality and destination. Water Consumption and Discharge Fully 22
EN22 Total weight of waste by type and disposal method.
Technological Interventions and Recycling,Waste Management
Fully 20, 21
EN23 Total number and volume of significant spills Waste Management Fully 21
EN24
Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally.
GRI Content Index FullyNo waste was shipped internationally during the reporting cycle.
EN25
Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization’s discharges of water and runoff
Water Consumption and Discharge Fully 22
EN26Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation
Product Innovation and Safety Fully 39
EN27 Percentage of products sold and their packaging materials that are reclaimed by category GRI Content Index Fully
Our Products require minimal packaging that does not have significant impact on the environment.
EN28Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with environmental laws and regulations
Environmental Expenditure Fully 43
EN29
Significant environmental impacts of transporting products and other goods and materials used for the organization’s operations, and transporting members of the workforce.
GRI Content Index FullySRF-FCB & SCB's vehicle of fleet has not changed from the last reporting cycle.
EN30 Total environmental protection expenditures and investments by type.
Environmental Expenditure Fully 43
Social: Labor Practices and Decent Work
LA1 Total workforce by employment type, employment contract, and region, broken down by gender. Employee Engagement Fully 23, 24
Principles 1, 2, 3, 4, 5
and 6
LA2Total number and rate of new employee hires and employee turnover by age group, gender, and region.
Employee Engagement Fully 23
LA3Benefits provided to full-time employees that are not provided to temporary or parttime employees, by significant locations of operation
Employee Benefits and Wellbeing Fully 26, 27
Profile Disclosure Disclosure Report Section Reported Fully/
Partially Page UNGC Reference Remarks
LA4 Percentage of employees covered by collective bargaining agreements. GRI Content Index Fully
Principles 1, 2, 3, 4, 5
and 6
The Company does not have any trade unions. However, the Company does not restrict freedom of association, and disputes are resolved through the “Works Committee” as per the provisions of The Industrial Dispute Act, 1947
LA5Minimum notice period(s) regarding operational changes, including whether it is specified in collective agreements.
GRI Content Index Fully
The Company follows the provisions of The Industrial Dispute Act, 1947 and provides 21 days of notice regarding operational changes. In the reporting period, there were no operational changes
LA6
Percentage of total workforce represented in formal joint management–worker health and safety committees that help monitor and advise on occupational health and safety programs
Occupational Health and Safety Fully 30
LA7Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender.
Occupational Health and Safety Fully 31
LA8
Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.
Community Health Programme Fully 38
LA9 Health and safety topics covered in formal agreements with trade unions. GRI Content Index Fully
There are no existing trade unions. Therefore, health and safety are pre-conditioned in employment contracts.
LA10 Average hours of training per year per employee by gender, and by employee category.
Workforce Training and Performance Feedback Fully 28
LA11
Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.
Employee Development Fully 27, 28
LA12Percentage of employees receiving regular performance and career development reviews, by gender.
Workforce Training and Performance Feedback Fully 28
LA13
Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity.
Corporate Governance, Employee Engagement Fully 10, 23
LA14Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation
GRI Content Index Fully
As a policy, the ratio of basic salary and remuneration of women to men is 1:1 for each employment category.
LA15 Return to work and retention rates after parental leave, by gender. GRI Content Index Fully A 100% for the current reporting
cycle
Social: Human Rights
HR1Percentage and total number of significant investment agreements and contracts that include clauses incorporating human rights concerns, or that have undergone human rights screening.
Labour Conditions Fully 24, 25
Principles 1, 2, 3, 4, 5
and 6
HR2Percentage of significant suppliers, contractors, and other business partners that have undergone human rights screening, and actions taken.
Labour Conditions Fully 24, 25
HR3Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.
Workforce Training and Performance Feedback Fully 28
HR4 Total number of incidents of discrimination and corrective actions taken. GRI Content Index Fully
There are no incidents of discrimination during the reporting period.
HR5
Operations and significant suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and actions taken to support these rights
GRI Content Index Fully 24,25
HR6Operations and significant suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute to the effective abolition of child labor.
GRI Content Index Fully
Our management systems established in line with SA 8000 enable us to screen our contracts on various human rights aspects – child and forced labor, freedom of association, discrimination, disciplinary practices, working hours and remunerations
Profile Disclosure Disclosure Report Section Reported Fully/
Partially Page UNGC Reference Remarks
HR7
Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor
GRI Content Index Fully
Principles 1, 2, 3, 4, 5
and 6
Elimination measures are implemented as per the provisions of SA 8000.
HR8Percentage of security personnel trained in the organization’s policies or procedures concerning aspects of human rights that are relevant to operations.
Workforce Training and Performance Feedback Fully 28
HR9 Total number of incidents of violations involving rights of indigenous people and actions taken. Labour Conditions Fully 25
HR10Percentage and total number of operations that have been subject to human rights reviews and/or impact assessments
Labour Conditions Fully 25
HR11Number of grievances related to human rights filed, addressed and resolved through formal grievance mechanisms
Labour Conditions Fully 25
Society
SO1Percentage of operations with implemented local community engagement, impact assessments, and development programs.
Community Engagement Fully 33-38
Principle 10
SO2 Percentage and total number of business units analyzed for risks related to corruption GRI Content Index Fully
Currently, our risk management procedures do not cover corruption related risks across our business functions. We are planning to include these risk areas in our robust risk management framework in the future.
SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures GRI Content Index Fully
Currently, SRF- FCB & SCB does not conduct dedicated employee trainings on the company's anti-corruption policies and procedures. However, these topics are covered under code of conduct and SA 8000:2008 standard trainings.
SO4 Actions taken in response to incidents of corruption. GRI Content Index Fully
In the reporting period, there were no incidents of corruption that were reported. The company has robust policies to address such incidents.
SO5 Public policy positions and participation in public policy development and lobbying. GRI Content Index Fully
The company participates in public policy advocacy through memberships at industry associations, including FICCI, CII and ASSOCHAM. Additionally, key employees hold responsible positions in the special committees of these associations.
SO6Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country
GRI Content Index FullySRF has not contributed towards any political parties, politicians, and related institutions in India.
SO7Total number of legal actions for anticompetitive behavior, anti-trust, and monopoly practices and their outcomes.
GRI Content Index Fully There was no case of legal action in the reporting period.
SO8Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with laws and regulations.
GRI Content Index FullyNo instance of non-compliance has been reported during the reporting period.
SO9 Operations with significant potential or actual negative impacts on local communities Community Engagement Fully 33-38
SO10Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities.
Community Engagement Fully 33-38
Product Responsibility
PR1
Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.
Product Innovation and Safety Fully 39
Principles 1 and 8
PR2
Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes
Product Innovation and Safety Fully 39
Profile Disclosures
Disclosures on Management Approach
Performance Indicators & Sector Supplement Performance Indicators
Stan
dard
Disc
losu
res
Repo
rt As
sure
d by K
PMG,
Indi
a
Same as requirement for Level B
Management Approach Disclosures for each Indicator Category
Repo
rt Ex
tern
ally
Assu
red
Report on all criteria listed for Level C plus:1.23.9, 3.134.5 - 4.13, 4.16 - 4.17
Management Approach Disclosures for each Indicator Category
Report fully on a minimum of any 20 Performance Indicators, at least one from each of: economic, environment, human rights, labor, society, product responsibility.***
Respond on each core and Sector Supplement* indicator with due regard to the materiality Principle by either: a) reporting on the indicator or b) explaining the reason for its omission.
Repo
rt Ex
tern
ally
Assu
red
outp
utou
tput
outp
ut
Report on1.12.1 - 2.103.1 - 3.8, 3.10 - 3.124.1 - 4.4, 4.14 - 4.15
Not Required
Report fully on a minimum of any 10 Performance Indicators, including at least one from each of: social, economic, and environment.**
* Sector supplement in final version** Performance indicators may be selected from any finalized Sector Supplement, but 7 of 10 must be from the original GRI Guidelines*** Performance indicators may be selected from any finalized Sector Supplement, but 14 of 20 must be from the original GRI Guidelines
Report Application Level C C+ B B+ A A+✔
Profile Disclosure Disclosure Report Section Reported Fully/
Partially Page UNGC Reference Remarks
PR3
Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements
Product Innovation and Safety Fully 39
Principles 1 and 8
PR4
Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes
Product Innovation and Safety Fully 39
PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. Branding Fully 40
PR6
Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship.
Hasn’t been disclosed anywhere and there is no remark regarding the same in the previous report.
PR7
Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes.
GRI Content Index Fully
There are no incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including adverstising, promotion, and sponsorship by type of outcomes
PR8Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data.
GRI Content Index Fully
During the reporting period, no substantiated complaints regarding breaches of customer privacy and losses of customer data
PR9
Monetary value of significant fines for noncompliance with laws and regulations concerning the provision and use of products and services
GRI Content Index Fully
There are no incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including adverstising, promotion, and sponsorship by type of outcomes
sustainable technologiesresponsible solutions
SRF LimitedBlock-C, Sector 45Gurgaon 122003Haryana, IndiaTel: (+91-124) 435 4400Fax: (+91-124) 435 4500E-mail: [email protected]: www.srf.com
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