EMBEDDING

HARMONIOUS
GROWTH
Balancing economic development with sustainability

14th CORPORATE
SUSTAINABILITY
REPORT 2017-18

We perceive sustainability and growth as symphonic
musical sounds which should always be in harmony with
each other for the benefit of present as well as future
generations. Thus, striking a balance between unbounded
economic growth and sustainability requires a new
mindset. At Shree Cement Ltd., we are progressively
committed in embedding a sustainable approach leading
to harmonious growth in all our end-to-end activities
and operations. Ever since our inception, we have been
constantly striving in the arena of sustainability, and proved
to be a pace-setter with broad strategic planning. One of
the reasons of our excellent performance is indeed due
to the incorporation of ingenious sustainable thinking and
attitude in all our operations. This report highlights our
efforts towards ‘Embedding Harmonious Growth’ across
our spread and is in alignment with the GRI Standards
released on 19th October 2016.
Reporting as per GRI Standards: Comprehensive Option
Contents
Management Say 4
About the Report 12
The Shree Philosophy 14
Organizational Profile 16
Our Journey So Far 20
Shree Cement in Numbers 22
Awards and Accolades 24
Our Strategic Approach to Climate Change and Sustainability 26
Responsible Governance 31
Governance Structure 33
Sustainability Governance 37
Risk Management 39
Board Management 43
Strengthening Stakeholder Network 46
What Matters to SCL 50
Economic Performance 55
Building A Stronger Business 56
Environmental Stewardship 61
Minimizing Our Climate and Environmental Impact 62
Sustainable Consumption and Optimization of Resources 63
Managing Energy Consumption 66
Conserving our Water Resources 75
In Harmony with Ecology 79
Minimizing Our Emissions 82
Sustainable Management of Hazardous Waste 87
Environmental and Social Compliance 89
Our Responsibility Towards Society 95
Empowering a Vibrant Workforce 96
Creating A Safe Workplace 104
Fostering Sustainable Suppliers 114
Strengthening Communities 118
Annexures 141
GRI Content Index 142
UNGC Principles 152
NVG Principles 152
IFC Performance Indicators 153
CSI Performance Indicators 154
Assurance Statement 156
Company’s Plants and Marketing Offices 160
Feedback 161
MANAGEMENT SAY EMBEDDING HARMONIOUS GROWTH

102-14

TRANSLATING
CREATIVE ENERGY EXPANDING
TO UNLEASH OUR
SOLUTIONS GLOBAL
REACH
B.G. Bangur H.M. Bangur
Chairman Managing Director

I am delighted to present you with our
14th consecutive Sustainability Report
for FY 2017-18. Being at the forefront of
sustainability has always been an intrinsic
habit of our business value. We were the
first Indian cement company to publish
a Sustainability Report in 2004 and to
join Cement Sustainability Initiative (CSI).
Since then, we have incorporated a
multi-dimensional approach to achieve a
harmonious and responsible business growth.
At Shree, our vision is to be the leading
cement company in India, creating value
& delivering best in class return for all
stakeholders through sustainable, consistent
and responsible practices. To achieve this
vision, we have defined a sound business
model supported by a sustainability
framework that underpins our commitment
to ensure equitable economic, environmental
and social development through strong
governance.
Throughout our journey, we strive to
channelize every idea in a way that unleashes
innovative and sustainable solutions,
enabling us to achieve unthinkable feats.
There is regular flow of energy, ideas and
action. Shree Cement is a firm believer of
the global Sustainable Development Goals
(SDGs) and completely support them by
aligning our business strategies with the
significance of SDGs.
As we continue to grow and mature, we
stay attached to our core values and vision
and remain committed to our efforts to be a
productive yet responsible industry leader. I
hope to continue working with our internal
and external stakeholders and would like to
thank them for their consistent engagement
and commitment towards sustainable
development.
Shree Cement’s continued progress is
underlined by strict adherence to environment
preservation, social upliftment and financial
prudence. The foundation of our business
model is built on responsible management
and is supported by sustainable business
practices. It is this exemplary approach that
has allowed us to innovate and expand
capacity over 19-fold, from 1.8 million tons
in 2000 to 34.9 million tons (as on 31st March
2018). We are currently on track to reach our
target of increasing the production capacity to
50 million tons by 2020.
Considering the challenging times in the
Indian cement industry over the past few
years, we have performed admirably well. We
have established 2 Cement Grinding Units in
Suratgarh and Aurangabad, and are now set
to expand our footprint outside India through
the acquisition of major equity stake in Union
Cement Company, UAE. As we expand, we
ensure that we adopt an inclusive growth to
create sustained success. This commitment on
all fronts enables us to continuously enhance
our performance and make a meaningful
impact on people and the planet.
I would like to take this opportunity to thank
everyone at SCL for their contributions in
FY 2017-18. We look forward to progress
further and integrate SCL culture in the new
companies that we acquire from 2018 and
beyond.

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14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 5
MANAGEMENT SAY
SOCIETY IS A KEY TO
OUR SUCCESS
Being one of the leaders in the
Indian cement industry, SCL has
always had an unwavering focus on
sustainability. We have endorsed
the United Nations SDGs which are
a guiding force for the industries
globally and aligned our targets to
their objectives through business
engagement and value creation.
As a sustainable organisation, we
recognize the importance of social
and economic development of
the communities we operate in
and acknowledge the fact that the
happiness inside the plant is directly
Prashant Bangur
proportionate to the happiness
of our surroundings. As a result
of which, for the FY 2017-18, we
Joint Managing Director have contributed INR 278.1 million
towards CSR activities.
We actively support local
communities through financial
and non-financial aid and
support. Our employees are also
encouraged to avidly support the
communities through volunteering.
SCL endorses human and labour
rights practices and supports the
6 | 14 CORPORATE SUSTAINABILITY REPORT 2017-18
th
universal declaration of Human
Rights and the International Labour
Organization’s (ILO) core labour
principles.
Our initiatives for the betterment
of the society has led to women
empowerment, improved
livelihoods, provided quality
education, easy access to health
and has generated significant
intangible value. However, we feel
that there is still a long way to go.
For the coming years, we plan
to focus more on areas such as
education and water which have
been some of the longstanding
issues in the regions where we
operate.
As SCL looks ahead, we are
beginning to approach CSR with
a well-structured business plan
backed up by impact studies. We
feel optimistic and geared up to
meet our targets and drive business
growth in a responsible manner.
ACHIEVING
MANUFACTURING
EXCELLENCE
As we continuously embark on a
progressive journey of increasing
our production capacities to
become one of the leading cement
manufactures, we envisage that
growth goes hand-in-hand with
sustainable development. Having
established ourselves in a resource-
intensive industry, we personify
operational excellence as a driver
for our growth.
At SCL, we approach manufacturing
excellence by setting targets and
goals which in the long-run enable
us to set industry benchmarks. As
we stay committed to sustainability
and community development,
we received the 5-star rating for
the second year in a row, for the
‘Sustainable Mining Operations’ at
Ras and Beawar. A key driver for
achieving the level of excellence
is the alignment of our team of
well-trained employees with our
vision. This has led to the many
innovative ideas originating from
EMBEDDING HARMONIOUS GROWTH
grassroots level transforming into
actionable projects which has led to
operational improvements across all
our plants.
It is embedded in SCL’s value
chain to continuously pursue
sustainable development, optimal
resource utilization and carbon
footprint reductions. Some of the
actions in these areas include in-
house utilization of waste, reuse
of waste from other industries
and energy efficiency measures
across processes. Such measures
have resulted in SCL winning
awards including the prestigious
‘Sustainability Performance Award’
P.N. Chhangani
from the Indian Chamber of Whole Time Director
Commerce.
With our leaders eyeing expansion
across India as well as globally, we
foresee to continue this exemplary
performance and always stay
committed to meet our internal and
external stakeholder expectations.
14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 7
MANAGEMENT SAY
CREATING A
SUSTAINABLE PRODUCT
Driven by the vision to create
wealth and happiness for all our
stakeholders, we envision a future
where all our products we bring to
the market is sustainable for our
customers. SCL being one of the
top cement producers in India, we
have a product basket with different
brands, each competing with one
another. Our products are tailored
to meet the requirements of
diversified customer segments.
Our approach to reap success from
all our locations is through our
unique ‘Hub and Spoke’ model
Diwakar Payal
in the cement industry. All our
grinding units have been set up
President (Marketing) near the key cement consuming
markets with an aim to serve the
customers better and faster. This
has resulted in a win-win situation
for both the customers as well as
SCL. The customers benefitted
through faster turn-around time,
minimal inventory and smaller
order size. We benefitted by faster
acceptance of its products and
8 | 14 CORPORATE SUSTAINABILITY REPORT 2017-18
th
ability to tap larger market share.
Having established our footprint
across the Northern and Eastern
parts of India, we are now
expanding our base in Southern
India through the Kodla project.
The key to our success in newer
markets is by building distribution
networks and winning customer
trust. Through our innovative
‘Movable Dedicated Silos’ for
cement storage, SCL has earned
the confidence of Engineering,
Procurement and Construction
(EPC) contractors.
As we are traversing towards
a growth and sustainable
development agenda, we foresee
ourselves to give importance to the
pulse of the market. It is therefore
quintessential for us to constantly
revise our strategies and customize
the product portfolio in order to
create a lasting impact on our
customers’ mind.
EXTENDING OUR
RESPONSIBILITY ACROSS
THE VALUE CHAIN
In today’s globalized economy,
an organization’s responsibility
is not restricted to within its
boundary. As a front runner in the
cement industry, we understand
that SCL has a critical role to
play throughout the lifecycle of
our products. Managing supply
chain sustainability holds key to
maintaining the integrity of the
brand, ensuring business continuity
and managing operational costs. It
is also one of the important aspects
which aligns our philosophy with
the UN Global Compact Principles.
At SCL, we ensure to create, protect
and grow long-term environmental,
social, and economic value for
all stakeholders involved in our
value chain. Over the years, we
have established a robust vendor
and audit assessment protocol to
identify and assess critical suppliers.
The process has helped us identify
around 123 critical suppliers, who
were assessed and given insights
on improving their sustainability
performance.
EMBEDDING HARMONIOUS GROWTH
This agenda has enabled SCL
protect itself from potential
interruptions or delays associated
with human rights, labour,
environmental and social
regulations by ensuring suppliers
have effective compliance
programmes and systems. We are
proud to state that for another
year running, we have faced no
cases of human rights and labour
management violations.
As we are expanding across India
as well as outside the country, we
envisage that collaboration with
suppliers on sustainability issues
can foster product innovation in the
Sanjay Mehta
near future. Such innovations which President (Commercial)
have lesser negative environmental
impact can also be a differentiating
factor which can eventually lead to
increased sales for SCL.
14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 9
 EMBEDDING HARMONIOUS GROWTH

Ras Units

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14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 11
ABOUT THE REPORT
102-45 102-48 102-49 102-50
102-52 102-53 102-54 102-56
ABOUT THE
REPORT
Sustainability disclosure has been
an integral part of SCL’s ideology.
We were the first organization
among the cement companies
in India to publish sustainability
report in 2004. The journey to
demonstrate our performance
to our stakeholders through the
sustainability report began in
2004 and has continued since
then on an annual basis. This
report has been prepared in
accordance with the GRI Standards:
Comprehensive Option. The report
conforms to the GRI principles
of materiality, stakeholder
inclusiveness, sustainability
12 | 14 CORPORATE SUSTAINABILITY REPORT 2017-18
th
102-51
context, completeness, balance,
comparability, accuracy, timeliness,
clarity, and reliability.
This year’s sustainability report
(for the reporting period: 1st April
2017 to 31st March 2018) is the
14th report and discloses Shree
Cement Limited’s (SCL) impact
and vulnerability posed to the
environment and its stakeholders
from a value chain perspective
(cradle-to-grave) as well the
mitigation actions undertaken to
achieve harmonious growth. SCL is
progressively advancing its stand
on climate change disclosures in
REPORTING BOUNDARY AND
CHANGES
For FY 2017-18, there has been no
significant changes to the reporting
boundary from the previous
year. The scope of the reporting
boundary includes three cement
plants, mines, captive power plants
and thermal power plant at Ras,
Beawar in Rajasthan and Raipur in
Chattisgarh.
It also includes seven grinding units
at Panipat in Haryana, Suratgarh,
01
International
Finance
Corporation (IFC)
Performance
Indicators and
Monitoring
order to reap the opportunities
and increase its resilience from the
transitional and physical climate
risks posed on its value chain.
Over and above the sustainability
report, SCL additionally discloses its DATA MANAGEMENT APPROACH
energy and emissions performance We adopt effective internal
to various globally recognised mechanisms for collecting,
external organizations including managing and analyzing data for
CDP, World Business Council for preparation of sustainability reports
Sustainable Development’s (WBCSD) and constantly strive to devise
- Cement Sustainability Initiative mechanisms to strengthen and
(CSI), and Dow Jones Sustainability improve the scope and quality of
Index (DJSI) by RobecoSAM. data.
EMBEDDING HARMONIOUS GROWTH
Jobner, Khushkhera in Rajasthan, reporting period in the scope,
Kodla in Karnataka, Roorkee in aspect boundaries and organization
Uttarakhand, Bulandshahr in Uttar structure.
Pradesh, Aurangabad in Bihar and
Kodla in Karnataka (expansion plan). ALIGNMENT WITH OTHER
SUSTAINABILITY REPORTING
Going forward, for the FY 2018-19, PRINCIPLES
the reporting boundary will SCL also aligns its sustainability
additionally include new units performance with other
at Raipur (Clinkerisation Unit II), internationally accepted
Suratgarh (Grinding unit) and methodologies and guidelines as
Aurangabad (Grinding Unit). follows:
Besides these units, there are no
significant changes from previous
02 03 04
World Business
Council for
United Nations
Global Compact
National Voluntary
Guidelines
Sustainable (UNGC) Principles (NVG) on Social,
Development on Environment, Environmental
(WBCSD) – Cement Human Rights, and Economic
Sustainability Labor Practices and responsibilities of
Initiative (CSI) Anti-Corruption business released
Key Performance by the Ministry of
Indicators Corporate Affairs,
Government of
India
EXTERNAL ASSURANCE
This sustainability report 2017-
18, has been externally assured
by Thinkthrough Consulting
Pvt. Ltd. (TTC); the assurance
is in accordance with ‘Type 2
Moderate’ assurance as per the
AccountAbility’s AA1000AS (2008)
Standard.
14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 13
THE SHREE PHILOSOPHY EMBEDDING HARMONIOUS GROWTH

102-16

Passion for Efficiency

• Ensuring optimum outcome in
everything we do at work
• Achieve our targets consistently with
minimal costs

Care
• Being
compassionate
Trust & towards our

THE SHREE
Support communities and
• Believing in each our environment
other with mutual • Working together
respect as one family
• Promoting • Connect personally

PHILOSOPHY honest and open with each other

communication • Demonstrating
Our Values, humane touch in
• Building an
environment of Our the way we work
freedom with Operating
responsibility Strengths

Aah No Bhadra: Kratavo Yantu Vishwatah

Let noble thoughts come to us from all over the world Creativity & Innovation Dynamism
• Experimenting with • Prioritizing
– Rigveda – new ideas to improve opportunities
continuously and challenges
• Striving to take risk for to enable swift
adding value to the decision making
business • Being flexible
We call it The Shree in our approach
Philosophy, which makes us Simplify
to find effective
business solutions
an organization that is • Extracting the essence and
keeping communication
simple

• Quality • Socially • Enployee and

and Energy Responsive Environment Friendly
Conscious • Investor • Sustainable
• Customer Rewarding Organization
Responsive

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14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 15
ORGANIZATIONAL PROFILE
102-1 102-2 102-3 102-5
ORGANIZATIONAL
PROFILE
Established about four decades
ago, SCL has emerged as one
of the top cement producers
and counts amongst the most
responsible corporates in the
country. The products are
designed to not only meet the
growing infrastructure needs
but also resonate with the
consumer needs.
Headquartered in Kolkata, SCL is
one of the top 3 cement producers
(with cement capacity of 34.9
MTPA) in India, with its operations
spreading across six Indian states.
The company also produces power
and has grown to become one of
the top 100 companies in India as
per market capitalization.
The cement industry of India
accounts for over 7% of the global
production and plays a critical
role to the country’s infrastructure
modernization and development
initiatives. To align ourselves to the
Government’s vision of building
16 | 14 CORPORATE SUSTAINABILITY REPORT 2017-18
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102-9 102-10 102-12
a new resilient India, we adopt
collective thinking: a bottom-up
approach to problem solving which
has led to unlocking innovative
opportunities and outcomes. SCL’s
products- Shree Jung Rodhak
Cement, Rockstrong Cement and
Bangur Cement are epitomes of the
strategic plans implemented over
the years.
Given the rising demand for
cement, industry’s production
levels are expected to surge along
with emissions associated with the
production process. To counter
this issue, SCL established its
first Captive Power Plant (CPP) at
Beawar in 2003. We have since
significantly increased our power
generation capacity which now
stands at 639.7 MW (as on 31st
March 2018), thereby contributing
to the energy efficiency needs
of the sector. While efficiency
measures elicit short-term financial
gains, in the long-term it helps SCL
pursue sustainable growth and
EMBEDDING HARMONIOUS GROWTH
risk management plan identifies operations, we continue to strength of 5,837 and educating
sustainability and business risks influence our supply chain partners our people on sustainability aspects
together to develop an action plan to embed sustainable practices plays a vital role in incorporating
for identified issues throughout the in their operations. We assessed sustainability into the company’s
business. 18 new suppliers for whom we DNA.
have a vendor code of conduct in
With a spirit of creating a positive place and ensure compliance with
impact across all facets of our SA8000. We have an employee
Among The Highest 5 - Star 5 Star Rating for Among The Top 100
Top 3 Cement Rating - First Time to Beawar and Ras Listed Companies in
Groups in India (In Any Cement Company Limestone Mines for India in Terms of Market
create benchmarks for the cement terms of installed in The World by Sustainable Development Capitalization
sector. production capacity ) Whitehopleman, Uk Formulated by Indian
Bureau of Mines, Ministry
As the company continues to of Mines, Govt.
expand its footprint with its new
operations in Raipur, Chhattisgarh,
and Kodla (Karnataka) we pledge to
do so in a sustainable manner. SCL
is one of the biggest corporates in
the country with net worth of INR
88,968 million (as on 31st March
2018). It it is our responsibility to
create a positive impact for the
benefit of many including our
people, communities, governments,
our shareholders, joint venture
First Company in Commissioned First Indian Cement Among Top 100 Best
partners, customers and suppliers
India to Utilize 100% Unit VIII Kiln at Ras in a Company to Issue Places to Work and Top
etc.
Petcoke in All Its World Record Corporate Sustainability 5 in the Manufacturing
Operations - Cement Time of 330 days Report Following and Production Sector
Responsible production and
and Power the Highest Level by ‘Great Place to
operations being integral part
“A+” For Reporting Work Institute’ for the
of the Company’s philosophy,
Triple Bottom Line year 2017
each of our decision is guided
Performance
by an extensive and robust risk
management framework monitored
by the Board of Directors. We
do not look at sustainability and
business risks differently; our
14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 17
ORGANIZATIONAL PROFILE EMBEDDING HARMONIOUS GROWTH

102-4 102-6 102-13

GEOGRAPHICAL REACH AND BUSINESS MEMBERSHIP OF ASSOCIATIONS

As the Indian business landscape for us to keep pace with the initiatives and collaborates
is continuously evolving, exposing global development in the with industry associations for
us to face with new risks and sector. Recognizing this need, propagating sustainability within the
Panipat
challenges every day, it has now SCL enthusiastically participates sector.
become even more important in various external sustainability
Suratgarh
Roorkee
SCL’s role
Jobner
Ras Bulandshahr SCL is Chairman of the Environment committee and plays an
Cement Manufacturer’s
important role in policy interventions related to environment
Association (CMA)
Beawar and energy efficiency

National Council for

SCL is an active member of the NCCBM Research Advisory
Cement and Building
Aurangabad Committee and imparts research activities for green products
Material (NCCBM)
Raipur
Confederation of SCL participates in discussions around green product
Nimbeti Indian Industry (CII) development, emission reductions and energy efficiency
Sheopura-
Kesharpura, Grinding Units World business Active member of WBSCD’s Cement Sustainability Initiative
Semaradih-
Shyamgarh council for sustainable (CSI), where we participate and express opinions on
Bharuwadih
Integrated Cement Plant / development (WBCSD) formulation of carbon emission reduction guidelines
Khuhshkhera Thermal Power Plant
SCL is a voluntary reporter with the GRI and discloses the
Mining Sites Global Reporting
company’s sustainability performance annually as per the GRI
Initiative (GRI)
reporting framework

The Energy and SCL supports TERI by sharing sustainability leading practices
Resources Institute on specific areas including emissions reduction and energy
(TERI) efficiency

SCL is a part of the Technical Expert Committee for cement

Bureau of Energy
OUR EXPANSION WITHIN INDIA OUR EXPANSION OUTSIDE INDIA sector developing roadmaps for improving energy efficiency
Efficiency (BEE)
through the PAT scheme
We completed the following projects during the SCL has recently acquired a major stake in ‘Union
reporting year Cement Company (UCC)’, a UAE based company. Rajasthan State As a member of RSPCB’s Environment Excellence Committee,
• Clinkerisation Unit (Kiln-2) with a capacity of 2.60
Pollution Control our agenda revolves around imparting environment skills to the
MTPA in December, 2017 at Raipur in Chhattisgarh Established in 1972, UCC is one of the leading Board (RSPCB) environment professionals
• Cement Grinding Unit with a capacity of 3.60 cement manufacturers in the UAE. It has its
MTPA in February 2018, at Suratgarh in Rajasthan operations in the Emirate of Ras Al Khaimah with a SCL engages with BIS to ensure consistent product quality and
• Cement Grinding Unit with a capacity of 2.0 MTPA clinker capacity of 3.30 MTPA and cement capacity Bureau of Indian
provides suggestions for developing appropriate standards for
in February, 2018 near Aurangabad in Bihar of 4.0 MTPA producing three varieties of cement- Standards (BIS)
blended cement
Ordinary Portland Cement, Sulphate Resisting
In addition, work on the Integrated Cement Plant of Cement and Oil-Well Cement.
3.0 MTPA at Kodla in Karnataka is in progress and set Federation of Indian SCL is member of the Climate Change Committee for
for completion by next year. Chambers of Commerce cement sector developing roadmaps and supporting in policy
& Industry (FICCI) interventions

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OUR JOURNEY SO FAR EMBEDDING HARMONIOUS GROWTH

OUR JOURNEY
SO FAR
1979 1985 2003 2006 2008
Incorporation First integrated First Captive First Integrated First Waste Heat
of company cement plant of 0.6 Power Plant Cement Plant at Recovery Power
MTPA capacity at in Beawar Ras, Rajasthan Plant at Beawar
Beawar, Rajasthan

1984 1997 2005 2007 2009

Initial Public Offer & Second integrated Published its first First Grinding Unit First Indian
Listing on Bombay unit of 1.24 MTPA consolidated (GU) at Khushkhera, Cement Company
Stock Exchange capacity Cement sustainability report Rajasthan to produce
Plant at Beawar Synthetic Gypsum
2011 2010
2013 First sustainability Grinding
2015 2014 Clinker Unit report assured as Unit set up 2010
Cement Capacity Clinker Unit (U-X) 2.0 (U-IX) of 2.0 MTPA per AA1000AS at Suratgarh, Cement Capacity
reaches 20 MTPA MTPA capacity at Ras capacity at Ras assurance standard Rajasthan reaches 10 MTPA

First Integrated First Grinding Unit 2012 Recognised as ‘New Grinding Unit set World record of
Unit in East India at in East India at 300 MW Power up at Roorkee, commissioning Kiln in
Sustainability Champion’ by
Raipur, Chhattisgarh Aurangabad, Bihar Plant started at Uttarakhand 330 days (Unit VIII Kiln)
World Economic Forum
First Beawar at Ras, Rajasthan
Acquisition Grinding Unit set up at
(Panipat Highest 5 Jobner, Rajasthan
GU from JP Star Rating by
2016 2016-17 2018
Associates) ‘Whitehopleman’ Cement Capacity reaches 34.9 MTPA
Entrepreneur of the Year Total
(First time to any Award by Ernst Young India Revenue 2017 Commissioning of GU at Sri
Cement Company to Shri H.M. Bangur, MD of Crosses INR Cement Capacity Ganganagar, Rajasthan & second
in the world) the Company 10,000 Crore reaches 30 MTPA GU in Bihar

Market Capitalisation Grinding Unit Set up at Entrepreneur of the Year Award Commissioning Wind Power Generation
touches USD 10 Bulandshahr, U.P by Forbes India to Shri H. M. of Clinker Unit at started in Karnataka
Billion Dollar Bangur, MD of the Company Raipur, Chhattisgarh

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SHREE CEMENT IN NUMBERS EMBEDDING HARMONIOUS GROWTH

Specific Emission Rainwater CSR budget

electrical energy reductions collection spent on rural
consumption from efficiency potential development
improvements
68.67 8.6
kWh/ton of
cement
6,297 million m3 48%
tons of CO2

Expenditure on Reductions in Reductions in Internal training

specific GHG

SHREE CEMENT
horticulture NOX emissions programs
emissions

INR 22.5% 1,033

46.84 41.5% compared to programs
reductions

IN NUMBERS million last year provided

compared to
1990 base year

Cement Revenue from Economic Contribution Funding OHSAS Safety audits Safety
production gross sales value to benefit for external certification trainings
capacity reinvested schemes training
INR 100% >1,000 2,614
34.9 INR INR INR
117,920 of sites have Safety audits
586.3
trainings
20,995 1.41
million tons per conducted
systems in offered for
annum million
million compliance contract
million million workmen
with OHSAS

Procurement Business volume Alternate raw Energy CSR investment Supplier

budget spent spent on local material produced from environmental
renewable
INR
on indigenous suppliers utilization and social
materials sources assessments
INR 23.61% 278.1 18
39%
92% 7,146 of the total from waste heat million
number of
suppliers
million materials used recovery systems
assessed

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AWARDS AND ACCOLADES
AWARDS AND
ACCOLADES
Sustainability Performance Award by Indian Chamber of Commerce
First prize in Cement Sector in “Rajasthan Energy NCCBM Award for Best improvement in thermal energy
Conservation Award 2017” instituted by Rajasthan performance (Ras, Rajasthan) for the year 2015-16
Renewable Energy Corporation Limited
24 | 14 CORPORATE SUSTAINABILITY REPORT 2017-18
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Best Performer in terms of energy saving under Perform,
Achieve and Trade Scheme by Bureau of Energy Efficiency
for Beawar and Ras units
EMBEDDING HARMONIOUS GROWTH
NCCBM Award for Best Quality Excellence for the year 2016-17
NCCBM Award for Best Quality Excellence for the year 2015-16
Best Employer 2016 Award by the
Employers Association of Rajasthan
Forbes India Magazine Entrepreneur of the year award to Mr. H.M. Bangur, MD
Global Sustainability Awards in Platinum
Category by Energy & Environment
Foundation, New Delhi
State Level Bhamashaha Samman for
Corporate Social Responsibility 2017 by
India’s top 5 companies to work for Government of Rajasthan
in the Manufacturing and Production
sector and ranked 65th among India’s
top 100 companies to work for by
Great Place to Work
National award for Cost Management 2016 by
Institute of Cost Accountants of India
14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 25
OUR STRATEGIC APPROACH TO CLIMATE CHANGE
AND SUSTAINABILITY
102-15
OUR STRATEGIC
APPROACH
TO CLIMATE CHANGE
AND SUSTAINABILITY
As an energy and environmentally
conscious organization, SCL has
been a front runner in adopting
sustainability into the company’s
core agenda. A reflection of the
fact is that SCL pursues a holistic
agenda towards sustainable
development with emphasis on
the triple bottom line of corporate
performance- economic, social
and environment. Our operational
strategy is built on a long
commitment to experiment and
implement new ideas for improving
26 | 14 CORPORATE SUSTAINABILITY REPORT 2017-18
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efficiencies and minimizing the use
of input resources. As a signatory
to the Cement Sustainability
Initiative (CSI), SCL is committed
to reducing its energy footprint,
by implementing leading practices
in the industry as well as through
knowledge transfer. Our strategic
approach to climate change
and sustainability is guided by
our sustainability policy (refer
to Environmental and Social
Compliance)
EMBEDDING HARMONIOUS GROWTH
OUR COMMITMENT TO SUSTAINABLE DEVELOPMENT GOALS (SDGS)
With the ratification of the SDGs in 2015, SCL foresees the way we do business has the potential to
fundamentally shift. A rising demand for assessment and accountability is driving real change across the
business network, including the cement sector, with a reality check against the value created for society.
At SCL, we have understood the interlinkage of SDGs with our sustainability goals and targets. We have
aligned each of our goals and targets with the corresponding SDGs, thereby giving more resilience to our
business strategy.
Distribution of ‘High yielding variety’,
‘Hybrid’ seeds and training of villagers
and SHGs on new agriculture and
horticulture techniques are few
initiatives by SCL which helps farmers
increase productivity.
SCL provides access to healthy
SUPPORTING nutrition, education and basic services
THE UN SDGS through initiatives such as ‘Support for
Through our products and Below Poverty Line (BPL) families and
responsible operations we women’ and ‘Mamta Project (Maternal
contribute to maximise & Child Health Care)’ to improve
our socio-economic nutrition of pregnant women.
contribution and towards
the achievement of
the SDGs
Driven by the underlying principles
of the triple bottom line approach,
SCL conducts periodical assessment
of the most material topics affecting
the company. The key sustainability
topics identified were supply chain, SCL’s ‘health and safety management
energy and climate change, water, system’ reduces the risk of exposure
resources, employee training and of employees and communities to
development, occupational health illnesses from hazardous substances,
Our initiatives such as ‘Shree Ki Pathshala’,
and safety, and biodiversity. As air and water pollution as well as from other work-
‘Computer Literacy Centre’ are aimed at providing
a reflection of our commitment, place hazards. Our ‘mobile health camps’ and ‘Mamta
necessary infrastructure (toilets, drinking water), basic
SCL has identified focus areas and Project (Maternal & Child Health Care)’ provide
education for girls and school dropouts as well as
targets for each of these aspects in primary healthcare support to prevent disease, reduce
to increase the standard of computer education by
order to address them responsibly. infant and maternal mortality rates in villages and
collaborating with institutions like NIIT Foundation.
providing quality health facilities at door step.
14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 27
OUR STRATEGIC APPROACH TO CLIMATE CHANGE
AND SUSTAINABILITY
SCL provides women with access to employment opportunities through the
‘Shree Shakti Yojna’ initiative by training them on tailoring and allied services,
thereby helping them to earn monthly revenue. SCL has also established
internal policies which provide equal opportunities and reduces their
vulnerability to workplace related incidents.
SCL has established interventions
to improve ‘water-use efficiency’
across all operating sites as well
as to rejuvenate groundwater
level through rainwater collection
systems.
For the community, SCL is
involved in the infrastructure
development of rainwater
systems through the
‘Mukhyamantri Jal Swavlamban
Abhiyan’ scheme, construction of
toilets through ‘Shree Swachhata’
project and provision of water
storage tanks for access to safe
drinking water.
To keep pace with global
development, SCL avidly
collaborates with industry
associations for building
inclusive and sustainable
industrialization of the cement
sector. We also undertake
infrastructure activities such as
construction of roads around
the communities to improve the
socio-economic activity around
the sites where we operate.
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SUPPORTING
THE UN SDGS
Through our products and
responsible operations,
we contribute to maximise
our socio-economic
contribution and towards
the achievement of
the SDGs
SCL promotes the use of
‘energy efficiency’ solutions
and ‘renewable energy’ in our
own operations. Our flagship
‘Waste Heat Recovery’ projects
are entailed to reduce energy
consumption and has projected
SCL as one of the lowest energy
consuming companies in the
sector.
EMBEDDING
SUPPORTING
THE UN SDGS
Through our products and
responsible operations,
we contribute to maximise
our socio-economic
contribution and towards
the achievement of
the SDGs
As our product is
transported across
India through wide
range of transport
networks, we ensure
safe transportation
of our goods by
providing training
to our truck drivers
through the
‘Defensive Driving
Program’.
SCL is committed to providing a work
environment engulfed with ‘Creativity
& Innovation’ thereby providing
employees the opportunity to up-
skill and develop an entrepreneurial
mindset. We are committed to helping
young people build digital skills
through ‘Computer Literacy Centre’
thereby increasing their access to
employment opportunities. We drive optimal
resource utilization
in our operations
and manage our
waste responsibly.
We are comitted
to increase the
utilisation of alternate
raw materials for
our production
processes to reduce
the consumption of
We progressively work towards virgin limestone and
increasing sustained economic growth gypsum.
for all our employees through ‘equal
remuneration’ practice irrespective
of age, sex, disability, race, ethnicity,
religion or other status.
14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 29
HARMONIOUS GROWTH
We actively participate in helping address
global policy issues on climate change
and energy efficiency and instigate the
responsible business operations through
ethics and integrity. We provide insights
and understanding of how we do business
through our transparent and accountable
policies.
As a leading advocate
of sustainable
development, SCL
uses their footprint
to influence their
partners to adopt
responsible practices.
We participate in various
external sustainability
initiatives (CSI, BEE etc)
to drive sustainability
improvements within the
sector. We also engage
with our stakeholders
and work in partnership
with them to achieve all
our targets.
We give extreme
importance to
biodiversity management
due to our extensive
mining and quarrying
activities. All our mining
sites are rehabilitated and
reclaimed through green
cover and rainwater
collection systems.
SCL is committed to reduce the amount of
greenhouse gas (GHG) emissions associated
with our operations and gradually devise a
low-carbon strategy to shift to a less carbon-
intensive operation.
OUR STRATEGIC APPROACH TO CLIMATE CHANGE
AND SUSTAINABILITY
TARGETS FOR 2018-19
Material topic SDG linkage Main actions
Supply Chain Undertake supplier audits to ensure
compliance with SCL’s vendor code
of conduct and sustainability criteria
Energy Undertake periodical audits and
implement energy efficiency
measures
Climate Change Implement a low-carbon strategy
and implement operational
improvement measures
Water Continue minimal water
consumption for processes and
increase the recharging potential at
water stress locations
Materials and Utilize co-processing of waste to
Resources minimize consumption of virgin
materials
Employee Training and Increase coverage of training to all
Development employees
Employee Retention Build a strong relationship with
employees through various
motivational activities
Occupational Health Collaborate with employees and
and Safety contractors to minimize hazards and
risks
Biodiversity Extend the present in-situ
conservation practices by plantation
of native species
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EMBEDDING HARMONIOUS GROWTH
102-16 102-17 102-33 102-34
Goals 2018-19
To cover 20% of critical
suppliers under sustainability
appraisals
Include sustainability
components in all contracts
(100%)
To reduce specific electrical
energy by 2% from FY 2017-18
To reduce specific thermal
energy by 2% from FY 2017-18
Consume 5% of alternate fuel
usage for clinker production
Reduce specific GHG
emissions by 45% from base
year 1990
Reduce dust emissions by 2%
from last year
Reduce water withdrawal by
0.5% from last year
Use 100% waste water
generated within premises
Increase usage of alternate
fuels by 1%
RESPONSIBLE
Achieve 16 man hours training
per employee
Maintain employee retention
rate greater than 95%
GOVERNANCE
Ensure zero fatality across all
units
VISION
Plant 1,10,000 saplings across Lead in creating prosperity and happiness for all stakeholders through innovation and
all plant locations sustainable practices.
As an organisation, we spread happiness amongst everyone connected with our
ecosystem and create wealth for investors, employees, business associates and
communities where we operate by experimenting and implementing new ideas for
improving efficiencies and maximising the ratio of output product to input resources.
14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 31
RESPONSIBLE GOVERNANCE EMBEDDING HARMONIOUS GROWTH

GUIDING PRINCIPLES 102-18 102-22 102-23 102-24

102-25 102-26 102-27 102-28

01 03 05
102-32

Enforce good Ensure clarity and Encourage

corporate unambiguity of socially
governance communication responsible
practices behavior

02
Encourage integrity
04Remain
of conduct accountable to
all stakeholders

Effective governance supports
our vision, commitments, defines
expectations and responsibilities,
and ensures that progress continues
toward our goals. By acting with
the highest ethical standards and
integrity, SCL expects the Board
of Directors, senior management,
employees and its business partners
to act responsibly. SCL’s code of
conduct outlines issues such as
human rights, equal opportunity,
corruption, fair competition thereby
enabling itself to act on ethical
grounds. This also facilitates SCL
conduct its day-to-day business
operations and be accountable
to both internal and external
stakeholders.

ETHICS, TRANSPARENCY AND ACCOUNTABILITY

Key coverage areas
GOVERNANCE
Accuracy of records
and disclosures 10 01
Stakeholder
engagement
STRUCTURE
Human Compliance
rights 09 02 SCL’s governance structure objectives is streamlined through principles by providing the
ETHICS, formalizes the decision-making the board committees and senior necessary leadership and guidance
TRANSPARENCY Contractual process and ensures accountability management. to the management. SCL is
Equal
opportunities 08 AND 03 obligations for all its activities. Through governed by a Board of 10 directors
ACCOUNTABILITY a strong internal governance The governance structure and a Chairman. The Board of SCL
structure coupled with a culture of delineates the roles and has been established in line with
“We conduct in all our Public policy accountability, SCL has integrated responsibilities for every Board the business requirements and
sphere of activities Fair competition 07 04 advocacy and sustainability considerations into member who work with a purpose compliance requirements of the
and while dealing
and anti- protection of our
corruption the decision-making process. The to ensure that SCL fulfills its Companies Act, 2013 and Securities
with both internal and
interests
overall responsibility of guiding commitments to all stakeholders. and Exchanges Board of India (SEBI)
external stakeholders, Business 06 05 Maintaining and steering SCL through the The Board of Directors (“the listing regulations.
in lieu with the areas
integrity values vision and principles lies with the Board”) is accountable for
outlined”
Board, whereas the execution of the reinforcing the vision and guiding

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GOVERNANCE STRUCTURE EMBEDDING HARMONIOUS GROWTH

Committees of the Board

Members of the Board

Mr. B.G. Bangur

Chairman
(Non-Executive)
Audit and Risk Nomination cum Stakeholder’s Corporate Social
Management Remuneration Relationship and Business
Committee Committee Committee Responsibility
Committee

Mr. H.M. Bangur Mr. Prashant Mr. R.L. Gaggar Dr. Leena
Managing Bangur Independent Srivastava
Director Joint MD Director Independent Director

• 6 independent • 4 independent • 3 independent • 4 independent

& Non- & Non- & Non- & Non-Executive
Dr. Y.K. Alagh Mr. Nitin Desai Mr. Shreekant Mr. O.P. Setia Directors
Executive Executive Executive
Independent Independent Somany Independent • 1 Non-
Director Directors Directors Directors
Director Director Independent Independent
Director • 1 Non-
Independent & Executive
Director Director

Mr. Sanjiv Krishanji Mr. P.N. Chhangani

Shelgikar
Independent
Director
In order to the carry forward
SCL’s growth agenda, the Board
comprises of appropriate mix of
Executive, Non-Executive and
Independent Directors as required
under the Companies Act, 2013
and Listing Regulations to maintain
the independence of the Board and
also to maintain an optimal mix of
professionalism, knowledge and
experience to enable it to discharge
its responsibilities. The members
of the Board are from diverse
background having expertise in the
fields of law, banking, economics,
sustainability, energy conservation,
finance & taxation, etc.
As an effective governance practice,
the selection of the Board Members
are made on the recommendation
of Nomination-cum-Remuneration
Committee (NRC) of the Board as
per the requirements of Companies
Whole Time
Director
The Board delivers its duties the Board to deliver its functions strategy of SCL. Alongside this,
with the assistance of the efficiently and amicably. Key SCL has constituted Committees
various sub-committees, which responsibility of the Managing of Directors, who are entitled
are headed by independent Director, along with the Joint with monitoring issues which fall
Act, 2013 and Listing Regulations. directors. The Chairman leads Managing Director is to oversee within their purview. The roles and
All the members of the NRC the top management by the management of Company responsibilities of SCL’s committees
Committee are Independent translating awareness to the senior and more importantly devise and are summarized below:
Directors, who identify persons who management, thereby enabling strengthen the long term business
are qualified to become Directors
and who may be appointed
Name of the In-Compliance Functions of the Committee Committee Category
in Senior Management and
Committee with Members
recommends to the Board their
appointment and removal. Audit and Risk Section 177 of 
Review of annual and Mr. O. P. Setia Independent & Non-
Management the Companies quarterly financial – Chairman of Executive Director
All the Directors of the Company Committee Act, 2013 statements Committee
are required to disclose their 
Review of inter-corporate Mr. R.L Gaggar Independent & Non-
interests in other entities to the loans and investments Executive Director
Board on annual basis as require 
Evaluation of internal Dr. Y.K Alagh Independent & Non-
under the Companies Act, 2013. financial controls Executive Director
If any director is interested in 
Review functioning of
any contract/arrangement being Mr. Nitin Desai Independent & Non-
whistle blower mechanism Executive Director
discussed by the Board, he/

Approval of related party Mr. Shreekant Independent & Non-
she does not participate in the
transactions Somany Executive Director
proceedings of the meeting.

Other functions as per
Mr. Sanjiv Krishnaji Independent & Non-
terms of reference
Shelgikar Executive Director
Mr. Prashant Non-Independent Director
Bangur

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GOVERNANCE STRUCTURE EMBEDDING HARMONIOUS GROWTH

Name of the In-Compliance Functions of the Committee Committee Category 102-19 102-20 102-21 102-31
Committee with Members
Nomination Section 178 of 
Evaluation of every Mr. R. L. Gaggar Independent & Non-
cum the Companies director’s performance – Chairman of the Executive Director
Remuneration Act, 2013 
Formulate the criteria for Committee
Committee evaluation of Independent Mr. O. P. Setia Independent & Non-
Directors of company Executive Director

Review remuneration of Mr. Shreekant Independent & Non-
Managing Director and Somany Executive Director
Whole Time Director based Dr. Y. K. Alagh Independent & Non-
At Shree Cement, sustainability governance is at the
on their performance Executive Director top priority and we have developed a sound structure
Stakeholder Section 178 of 
Review, on a periodic basis, Mr. R.L Gaggar – Independent & Non- for effectively managing sustainability & climate
Relationships’ the Companies status of cases relating to Chairman of the Executive Director
Committee Act, 2013 transfer, transmission of Committee
change risks and opportunities.
shares, issue of duplicate Dr. Y.K Alagh Independent & Non- R. Bhargava
shares, etc., Executive Director Chief Climate and Sustainability Officer,

Monitor expeditious Shree Cement Limited
redressal of investors' Mr. Nitin Desai Independent & Non-

SUSTAINABILITY
grievances; Executive Director

Review instances of non-
receipt of Annual Report
and declared dividend

GOVERNANCE

Consider all other matters
related to all security
holders of Company
Corporate Section 135 of 
Formulating of Corporate Mr. O.P Setia - Independent & Non-
Social and the Companies Social Responsibility (CSR) Chairman of the Executive Director
Business Act, 2013 Policy to the Board. Committee At SCL, the Environmental, Social and Governance (ESG)
Responsibility 
Recommend CSR Mr. Prashant Non-Independent &
Committee expenditure Bangur Executive Director Committee appointed by the Board administer the

Review company
performance on
Mr. Nitin Desai Independent & Non-
Executive Director
performance of the company’s ESG and climate change related
environment, social and
governance aspects
Dr. Leena Srivastav Independent & Non- activities. The committee functions under the guidance and
Executive Director

Oversee reporting Mr. Sanjiv Krishnaji Independent & Executive supervision of the Corporate Social and Business Responsibility
responsibility of business
performance
Shelgikar Director
Committee, which also includes the board who oversees the
activities undertaken the company.
On an annual basis, the Board’s of the Individual Directors. For more
performance is evaluated in efficacy, SCL appoints an External
accordance with the statutory Facilitator for carrying out the ESG Committee reports to the CSBR
guidelines of the Companies performance evaluation process in a committee and the board
Act, 2013 and SEBI listing fair and transparent manner.
regulations. The Board evaluates its
performance as well as that of the
Committees of the Board and that CSBR Committee ESG Committee

To help meet SCL’s goals, the friendly interventions across SCL’s governance mechanisms to
primary responsibility of the operations, undertake activities conform compliance to applicable
ESG committee translates to to ensure commitment to the ESG regulations.
implementing environmental society and formulation of effective

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SUSTAINABILITY GOVERNANCE EMBEDDING HARMONIOUS GROWTH

CLIMATE CHANGE
GOVERNANCE
SCL’s Board has the overall
responsibility of guiding and
steering the climate change vision
and principle in conduct and
operation of the company and to
ensure their adherence effectively.
To accomplish this purpose, various
committees have been constituted
by the Board which plays a vital
role in executing the vision of
the board. In addition, our Risk
and Opportunity Management
Framework (ROMF) also mandates
the Board of Directors to be
appraised of the risk inventory and
the mitigation procedures.
Together with the Core Committee,
SCL’s Corporate Social and
Business Responsibility (CSBR)
committee oversee the monitoring
102-11 102-29 102-30
and reviewing of compliance
requirements specified under the
Company’s Act 2013, Business
Responsibility Reporting (BRR)
guidelines and Ministry of
Environment, Forests & Climate
Change (MoEF&CC) regulations.
To combat the climate change risks, Shree Cement
has developed a holistic plan for managing and
mitigating risks, thereby generating opportunities
by systematically applying the Enterprise Risk
Management strategy across our operations.
Shyam Sunder Khandelwal
Company Secretary and
Chief Risk and Compliance Officer,
Shree Cement Limited

RISK
MANAGEMENT
At SCL, risk management is
considered as a strategic activity and
our ability to manage risks generates
opportunities as well. With the
necessary endorsement from the top
management and other executives,
company-level identification and
management of risk is systematically
achieved using an Enterprise Risk
Management (ERM) strategy. The
Board of Directors are responsible
for overseeing the overall risk
management framework of SCL.
The Audit and Risk Management
Committee of Board, oversees
execution and efficiency of the risk
management plan of the company,
and strengthen mitigating measures.
The ERM function of SCL plays
a critical role in monitoring and
managing risks and opportunities
that arise out of internal and external
forces such as:

Shree Raipur Cement Plant

Social Environmental Legal Political Technological Economic

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RISK MANAGEMENT EMBEDDING HARMONIOUS GROWTH

We have established a Risk appropriate mitigation measures. importance of updating the

Evaluation and Management
framework which is an ongoing
process within the organization.
Through this enterprise framework,
it is possible for timely identification
and assessment of risks as well
as timely implementation of
The framework also allows regular
review of the identified risks and
their mitigation measures so as to
ensure their relevance.
The company also takes into the
consideration the quintessential
201-2
stakeholders on the significant risks
and opportunities as well as the THE FOLLOWING ARE THE MOST SIGNIFICANT SUSTAINABILITY RISKS WHICH HAVE BEEN
approach taken by SCL to mitigate CONSIDERED DURING THE REPORTING YEAR:
them. The company has established
a Risk Framework, which directly
assists in mitigating the operational
risks of SCL.

Demand slowdown Availability of Availability of Fuel cost Power prices

and supply water and other limestone
Objectives that are set by departments overhang in the resources
are aligned with the corporate industry
objectives of SCL Description

The weak demand The continuous rise Limestone is the Sourcing fuel As the company
and excessive supply in the demand of primary input for from open market sells its surplus
due to continued water and depletion cement production exposes to the risk power after captive
production of traditional of fluctuating market consumption,
Identifying emerging create a risk of resources of water prices the lack of long
risks and opportunities under-utilization term power sale
as well as to maintain an of production arrangements
Setting Objectives understanding of existing capacities and fall creates a risk of
Disclosing the risks in prices to non- price volatility
company strategy compensatory levels.
ion

to mitigate risks to
investors
cat

Ide

Mitigation strategy
uni

ntifi
mm

• Adoption • Installation of • Company • Deployment • Increasing

Enterprise
cat

of measures Air Cooled has adequate of multi-fuel its captive

Co

Risk- Management such as multi- Condensers reserves in usage strategy consumption

ion

brand strategy, (ACC) in all deposits to meet as well as best • Ensuring

Process expanding power plants its demand. technology advance sale
market base, which has Additionally, which allows it contracts for
faster delivery reduced water it undertakes to use different part of the
to consumers consumption exploratory fuels and use the capacity
Co n t and consistent significantly activities at most economic • Keeping balance
un sme quality to • Installation of existing deposits fuel between the
te
r s es contain this risk Waste Heat to find more • Investment in market volatility
As • Identifying new Recovery reserves. Waste Heat and running of
markets where Systems in • Mixing of high Recovery plants
demand-supply cement plants grade limestone Systems,
conditions are which uses with low grade which have
considered to waste hot limestone reduced the fuel
be relatively gases as their requirement
Determining and Evaluating, quantifying and favourable input. This • Participated
implementing an prioritizing enterprise risks subsequently in e-auction of
appropriate response eliminates the coal linkage and
to identified risks need of cooling secured linkages
for such gases of 0.21 MTPA for
which results in plant at Raipur,
saving of water Chhattisgarh

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RISK MANAGEMENT EMBEDDING HARMONIOUS GROWTH

CLIMATE CHANGE RISK
Efforts to address climate
change by reducing emissions of
greenhouse gases (GHG) through
national, state and regional
laws and regulations, as well as
international agreements creates
uncertainties for our business.
This is because the cement
manufacturing process requires the
combustion of large amounts of fuel
and creates carbon dioxide (CO2)
as a byproduct of the calcination
process. Such risks could include
costs to purchase allowances or
credits to meet GHG emission
caps, costs required to procure
advanced equipment to reduce
emissions to comply with GHG
limits or required technological
standards, or decreasing profit or
loss arising from reduced demand
for goods, or higher production
costs resulting directly, or indirectly
from the imposition of legislative, or
regulatory controls.
In addition to the aforesaid risks
arising from actual or potential
statutory and regulatory controls,
extreme weather, high temperatures
102-35 102-36
and other effects that may be
attributed to climate change may 102-37 102-38
impact any manufacturing sector
in terms of direct costs (e.g.,
property damage and disruption
to operations) and indirect costs
(e.g., disruption to customers
and suppliers, higher insurance
premiums). We are truly aware
of the fact that such impacts on
our operations would not differ
significantly from those arising
to other sectors and public at
large.

MANAGING CLIMATE RISKS AND procedures. A specific Board to leverage the benefits from the
OPPORTUNITIES level “Audit & Risk Management risks, prioritization is undertaken
SCL considers that every climate Committee” which was constituted based on impact assessments, and

change risk brings hidden
opportunities which can be
unmasked with appropriate
attention. As part of the ROMF, the
Board members are apprised of
the risk assessment and mitigation
in 2015-16 deals with the timely
identification and mitigation of the
transitional and physical climate
change risks that are presently
affecting or which may affect the
Company in the near future. Further
BOARD
their probabilities of occurrences
are “processed” to derive a most-
to-least-critical rank-order of
identified risks.

MANAGEMENT
The objectives of SCL’s remuneration
program are to align executives’
compensation with our strategic
objectives and operational
performance. SCL’s remuneration
policy is framed to provide fair
compensation to attract, retain and
motivate the Directors, Executives,
Senior Management and other
employees who play a critical
role in achieving SCL’s vision and
strategy. The primary objectives
of SCL’s remuneration policy,
structure of remuneration and ratio
of remuneration for the Board are
outlined below:

To enable the Nomination cum Remuneration Committee to attract highly qualified

executives to join Board of Directors and top management

To enable top management to attract, recruit and retain people at senior level
positions in the organization

To enable the top management working along with senior personnel and Human
Resource group of the organization to attract, recruit, motivate and retain the best
talent available to join its teams

Remuneration To create value for all stakeholders in an efficient and responsible manner
Policy
To ensure that the Directors, Executives and prescribed officers are remunerated fairly
and responsibly with the long term interest of the Company in mind
Beawar Units

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BOARD MANAGEMENT EMBEDDING HARMONIOUS GROWTH

102-39 Sl. Particulars of Remuneration H. M. Bangur Prashant Bangur Total

No. (Managing (Jt. Managing
CATEGORY REMUNERATION CRITERIA REMUNERATION STRUCTURE Director) Director)

Executive Director • Industry Trend • Salary 1 Gross salary (` Lac)      

• Remuneration Package in peer • Contribution to Provident and   (a) Salary as per provisions contained in section 1,993.80 942.06 2,935.86
group Superannuation Fund 17(1) of the Income-tax Act, 1961
• Job roles and responsibilities • Perquisites and Allowances as per
• Company Performance company’s policy (b) Value of perquisites u/s 17(2) Income-tax Act, 14.71 3.97 18.68
• Retirement benefits as per 1961
company’s policy
(c) Profit in lieu of salary under section 17(3) - -  
Non-Executive Director • Contribution at the Board • Sitting Fees Income-tax Act, 1961
• Time spent on operational matters
2 Stock Option - -  
3 Sweat Equity - -  
4 Commission      
KEY MANAGERIAL PERSONNEL - as % of profit - -  
Sl. Name of Director / KMP and Designation Ratio of remuneration % increase in - Others, please specify 2,100.00 900.00 3,000.00
No. of each Director to remuneration for the
median remuneration of FY 2017-18 5 Others, please specify      
employees Retiral Benefits (Contribution to PF and 147.10 104.75 251.85
1 Mr. B. G. Bangur - Chairman (Non-Executive) 6.2 9.1 Superannuation Fund) & Others
Total 4,255.61 1,950.78 6,206.39
2 Mr. H. M. Bangur - Managing Director / KMP 728.0 11.3
Ceiling of remuneration payment as per the Companies Act, 21,871.50
3 Mr. Prashant Bangur - Joint Managing Director 333.7 27.3 2013
/ KMP

4 Mr. Ramakant Sharma - Non-Executive 6.3 8.9

Director*

5 Mr. R. L. Gaggar - Independent & Non- 6.4 -3.8

Executive

6 Mr. Shreekant Somany - Independent & Non- 6.7 6.1

Executive

7 Mr. O. P. Setia - Independent & Non-Executive 6.8 1.9

8 Dr. Y. K. Alagh - Independent & Non-Executive 7.1 5.8

9 Mr. Nitin Desai - Independent & Non-Executive 7.1 7.8

10 Dr. Leena Srivastava - Independent & Non- 6.4 8.7

Executive

11 Mr. Sanjiv Krishnaji Shelgikar - Independent & 6.9 12.5

Non-Executive
*Cease to be Non-Executive Director w.e.f. 4th August 2018

Annual General Meeting

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14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 45
STRENGTHENING STAKEHOLDER NETWORK
OUR APPROACH FOR
102-40 102-42 102-43 102-44
STAKEHOLDER MANAGEMENT
Consistent dialogue with
stakeholders is a rudimentary
step for our business success. It
helps us to effectively recognize
opportunities and mitigate
future risks such as financial
loss, operational in-efficiency,
perturbations in supply chain
and non-compliance. In 2018, we
engaged with our stakeholders
including customers, media, etc.,
to analyze their feedback on SCL’s
impact on external environment.
• Establishing the scope
and objectives of
engagement
• Allocation of time and
resources
• Setting up the means of
engagement workshop
and questionnaires
• Ensuring documentation
STRENGTHENING
of the process
• Exercising transparency in
collation of responses
• Assessing learning
STAKEHOLDER
points collected from
stakeholders
• Reporting back to
stakeholders
NETWORK
We regularly bring together and engage with our diverse DEPARTMENTS REPRESENTATION FOR STAKEHOLDER
IDENTIFICATION
group of stakeholders to understand their views on the Environment Safety, Security & Fire
issues and matters that are important for them. It not only Human resources Corporate social responsibility
Logistics
gives us a fresh perspective on these issues but also helps Quality control
Mechanical Electrical
us to manage our stakeholders’ expectations. Purchase Instrumentation
Mines Secretarial
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EMBEDDING
PROCESS OF ENGAGEMENT
SCL employs a comprehensive
stakeholder engagement
process by utilizing formal and
informal platforms such as
periodic meetings, web-based
communication modes, customer
and employee feedback surveys,
customer grievance mechanisms,
audits, training programs,
workshops and engaging through
CSR activities with the local
community and others.
Planning Identification
Review and Engagement
Improve
14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 47
HARMONIOUS GROWTH
For identifying our key stakeholders
for this year, we conducted
workshops and discussions at
our integrated cement plants
and grinding units. Our internal
stakeholders such as departmental
heads, unit heads and various
other staff from cross functional
departments participated in
the workshop to identify the
stakeholders, mode of engagement,
frequency of engagement and
issues to be discussed during the
engagement.
• Identification of
internal and external
stakeholders
• Inviting key functional
heads of the
organization.
• Capacity building of
internal stakeholders on
stakeholder engagement
process and materiality
• Ensuring the stakeholder
engagement
process is material
to environmental,
economic and social
issues
STRENGTHENING STAKEHOLDER NETWORK
KEY STAKEHOLDERS IDENTIFIED
EMPLOYEES
Engagement Objective
Employees are one of
the most important
stakeholders for us as their
well-being and higher
productivity can have
a sound impact on our
business performance
Key Concerns
• Career development
paths
• Learning and
development
programs
• Performance feedback
• Fair compensation
• Effective grievance
redressal mechanisms
Mode of Engagement and Frequency
Safety and Environment
meetings (Monthly),
Employee feedback
surveys (Annual),
Employee grievance
mechanism (Continuous),
Training and workshops
(Continuous)
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CUSTOMERS
Customer loyalty, retention
and their satisfaction is
important for expansion
of business and long term
success
• Quality of product and
services
• Pricing of product and
services
• Resolution of customer
complaints
• Brain storming on
product development
Customer satisfaction survey Meetings with media
(Annual),
Meetings with customer
representatives (Continuous),
Online communication
(Continuous)
EMBEDDING HARMONIOUS GROWTH
MEDIA GOVERNMENT SHAREHOLDERS LOCAL COMMUNITIES SUPPLIER TRADE
ASSOCIATIONS
Engagement Objective
Addressing concerns of Periodic engagement
our media stakeholders with Government bodies Our shareholders are Strengthening relationships Engaging with Trade unions are vital
is important for brand and regulatory authorities important stakeholders with the local communities suppliers builds long stakeholders to set strong
reputation, visibility helps us to meet to attain enhanced helps us to derive out term association, and policies and practices for
and venturing into regulatory compliance and financial growth, business intangible benefits and brings in collaboration remuneration health, and
unexplored markets adhere to new regulations performance, strategy, fosters a sustainable opportunities, build an overall employee
governance and CSR environment knowledge and friendly environment
practices infrastructure support
Key Concerns
• Corporate • Compliance with
announcements relevant regulations • Financial performance • Minimum environmental • Fair and • Organizing industry
• Disclosing business • Management of • Increasing market impact on the accountable events
strategies environmental impact share communities business.
• Strengthening • Hiring of workers from • Issues related to
revenue streams the nearby communities human rights
• Effective corporate • Supporting the local
governance economy
Mode of Engagement and Frequency
Meetings (Annual) Meetings with the Supplier inspection Meetings with
Corporate website community representatives audits (Periodic) trade association
Regulatory filings (as and (Continuous), (Periodic) representatives (as and
representatives (as and when required), Facility Investor relations Executing CSR when required)
when required) inspections (as and when (Continuous) interventions in
required) collaboration with NGOs
(Continuous)
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WHAT MATTERS TO SHREE CEMENT EMBEDDING HARMONIOUS GROWTH

For the current reporting period,
102-46 102-47
we re-assessed the material
topics in consultation with internal
stakeholders such as department
there is a scope for changes in the internal stakeholders to take
relevance of each material topics their views on previously identified
for us. We feel that it is important material topics and to identify new
to review material topics initiatives topics, if any. Based on the feedback

WHAT MATTERS
heads from Beawar, Ras, Raipur and
grinding units in Panipat, Roorkee,
Bulandshahr, Suratgarh, Jaipur,
Aurangabad and Khushkhera. With
taken by the company regularly. of the stakeholders, material topics
Hence, to revisit the material topics, were prioritized and defined.
a detailed questionnaire including
the material topics in line with the

TO SHREE CEMENT
the changing socio-economic and GRI Standards was developed. The
regulatory landscape, we feel that questionnaire was circulated among

We review the sustainability topics that are most important for Media
Shareholders
our business and stakeholders. This helps us to identify issues
Government Trade
that require our attention. The progress on each of these is Association
disclosed in our sustainability report that aligns with Global
Reporting Initiative’s (GRI) Sustainability Reporting Standards
Business Supplier
Employees Performance

At SCL, we have developed an also includes the boundary of on GRI-defined sustainability Energy
internal scoring scheme based on influence for each of the topics dimensions of economic, social Governance Supply
which we have identified material identified. and environmental impacts that & Ethics Chain
topics. Material topics are plotted are important for us and our Regulatory
against two dimensions “importance SCL frequently conducts materiality stakeholders. Compliance Raw
Customers Training & Material
to Company” and “importance to assessment and applies the principle Development Local
our stakeholders”. Our assessment of materiality to define and report Communities
Occupational
Customer Health & Safety Emissions Biodiversity
Satisfaction
Employee Material Topics Waste
Relations Community
Prioritize With Stakeholder Development
Prioritize the topics Mapping Water
Identify
important for our business
Identify the scope,
and our key stakeholders,
boundary of material
along with their economic, Legend
topics and the relevant
environmental and social
stakeholders
impacts Economic impact Environmental impact Social impact

Impact within the Impact within and Impact outside the

organization outside the organization organization

Integrate Validate
Integrate the findings Validate the material topics
and outcomes into our with current sustainability
future business strategy efforts and gaps

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WHAT MATTERS TO SHREE CEMENT EMBEDDING HARMONIOUS GROWTH

We ensure taking measured actions towards issues important for our stakeholders

CUSTOMER TRAINING AND OCCUPATIONAL RAW MATERIAL EMISSIONS WASTE

SATISFACTION
Our customers are our
ambassadors and our business
performance largely depends
on the satisfaction levels of
our customers. Therefore, we
ensure timely, responsibly and
reliable supply of products to
our customers
IMPACT Economic; outside the
BOUNDARY organization
DEVELOPMENT
We continuously invest in our
employees through imparting
them with updated skills and
knowledge that enhances their
work and also has an impact on
their confidence levels
Economic; within and outside
the organization
HEALTH AND SAFETY PROCUREMENT
Safety is our number one With the growing
priority and a core value. environmental risks and
Its importance is changing resource scenarios,
fundamental and non- we are prepared for
negotiable to us, and a vital challenges that we will face
aspect in our partner-to- in future. Therefore, at each
operate. Stakeholders are sphere of our operations we
increasingly interested in pledge to consume less of
our performance virgin material and replace it
with renewable/ alternate raw
Social; within the materials
organization
IMPACT Economic; within and
BOUNDARY outside the organization
MANAGEMENT
We have set targets to reduce
our emissions considerably
through reduction of specific
GHG emissions, specific energy
consumption and increasing the
use of alternate fuels
Environmental; within and
outside the organization
MANAGEMENT
We constantly endeavour
to reduce our consumption
through efficient and ever
evolving processes and
recycle our waste from
other processes. We have
increased the proportion of
alternate materials in our
raw material consumption
Environmental; within and
outside the organization

EMPLOYEE ENERGY REGULATORY

RELATION
People are our top priority.
Maintaining an engaged,
diverse and inclusive
workforce is essential to
maximize the value of our
contributions to stakeholders.
It is important that we retain
the best talent for deriving
maximum business value
IMPACT Economic & social; within
BOUNDARY the organization
BUSINESS
PERFORMANCE
As natural resources form a
significant source of value for
our business. It is important
that the direct and indirect
economic value generated
and distributed from our
activities brings opportunity
and stability, and supports
our partnerships with all our
stakeholders
IMPACT Economic; within and outside
BOUNDARY the organization
The way we manage our energy
use and the impacts of climate
change, and the disclosure of
our response are important as
we move towards a low-carbon
future. We aim to manufacture
products that provide a solution
for increasing menace
Environmental; within and
outside the organization
GOVERNANCE
AND RISK
Adhering to the highest level
of honesty, integrity and
transparency in communicating
our processes and performance
is vital in maintaining the trust
and confidence of stakeholders
Economic; within and outside
the organization
COMPLIANCE
WATER BIODIVERSITY COMMUNITY
It is important for us to DEVELOPMENT
keep in compliance with
regulatory mandates in Water is a valuable global We believe that improved We strive to be a leader in
all our operations as this resource and is crucial to our aesthetics through green cover responsible business and
reflects on our commitment operations. In recognition of boosts the productivity of our thereby harmoniously work
towards responsible this, we have taken various business and enhances the with our stakeholders to
performance and also initiatives to conserve this micro-climatic conditions around strengthen the communities
develops faith of the resource. We successfully our plants. Hence, we constantly where we operate. We aim
communities in us manage to treat and reuse endeavor to create carbon sinks to create mutual benefits
100% of our waste water each and green spaces by planting by augmenting our efforts
Environmental, economic
year various saplings on rural development,
and social; within the
education, healthcare,
organization
women empowerment and
environmental protection
IMPACT Environmental; within and Environmental, within and Social, outside the
BOUNDARY outside the organization outside the organization organization
SUPPLY CHAIN
Our business performance
is dependent upon our
supply chain management.
We endeavor to make
use of available resources
in a responsible and
innovative ways with
our prime focus on
responsible consumption
and exceptional supplier
experience
Economic, environmental
and social; within and
outside the organization

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 EMBEDDING HARMONIOUS GROWTH

ECONOMIC
PERFORMANCE

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BUILDING A STRONGER BUSINESS EMBEDDING HARMONIOUS GROWTH

102-7 201-1

With India being the second largest

producer of cement globally, the
cement production capacity of
the country stood at around 455
million tonnes, as on 31st March
20181.The housing and real estate
sector accounted for almost 65%
of the total consumption within
India. The demand conditions
during the first half of FY 2017-18
remained slow owing to reasons
such as sand shortage, Goods
KEY DRIVERS FOR BUSINESS DEMAND
• Rising demand from the housing sector (primarily affordable
housing and rural housing)
• Government spending on infrastructure
• Implementation of projects under Pradhan Mantri Awas Yojna
(PMAY)
• Higher budget allocation on infrastructure development

BUILDING A and Services Tax (GST) roll-out,

implementation of Real Estate
Revenue (INR Million)

STRONGER BUSINESS
Regulatory Authority (RERA) Act.
However, the second half witnessed 2015-16 2015-16
(9
(9 months) 6,727 (9
(9 months) 69,666
sharp recovery supported by
months) months)
improved sand availability, overall
pick-up in economic activities and
government projects. 2016-17 2016-17 109,424
3,618
Economic performance is crucial for the long-term sustenance
During the reporting year, the
of SCL. The structural reforms (Goods and Services Tax) gross sales of the company was
undertaken by the Government has projected the GDP growth INR 1,17,920 million as compared
to INR 1,09,424 million reported
2017-18 3,891 2017-18 117,920

to be around 6.6%. We attribute sustainable economic growth in FY 2016-17. On an annualized

Financial instruments and
basis, this shows a growth of 7.8%.
to increasing wealth, income, standard of living and improved In addition, our cement and clinker other sources
Gross sales

healthcare facilities. sales was up by 9.46% rising to 22.5

million tons as compared to 20.5
million tons reported in FY 2016-17. Economic value distributed and retained (INR Million)

Although growth is paramount, we foresee that this state of In terms of the economic value
achievement comes at a price of social and environmental distributed, the operating costs
increased by 18% against the
62,280

degradation. Our triple bottom line approach provides a previous year due to the significant 52,263

increases in price of coal and ban

strategic comprehensive approach to address these issues, on pet coke. On the other hand, 35,218

while at the same time foster sustainable development. the contribution towards employee 30,213 29,560

wages and benefits increased 19,329

20,995
by 9.4% during the report year. 17,482 17,777
From an investor perspective, we 5,372
5,312

34.9 Million provided our shareholders with

a dividend of INR 50 per share
3,699 5,881
2,070
2,857
148 193
278

Tons per annum

cement production capacity INR 88,968.3 Million against the INR 40 per share
provided during the reporting year
Operating cost Employee
wages and
Payments to
providers of
Community
investments
Investments
Payments to
Government
Reinvested to
maintain and
(as on 31st March 2018) Net worth as on 31 March 2018
st
benefits capital develop
FY 2016-17.
2015-16 (9 months) 2016-17 2017-18

INR 13,841.8 Million INR 28,618.3 Million 1

India Brand Equity Foundation, Cement Industry Outlook 2018, https://www.ibef.org/industry/cement-india.aspx
Net profit for FY 2017-18 Operating profit for FY 2017-18

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 Raw material consumption (INR Million)
BUILDING A STRONGER BUSINESS EMBEDDING HARMONIOUS GROWTH

201-3 Contribution to Defined Benefits Schemes (INR Million) Stores and spares consumption (INR Million)
7043.90
Our confidence in achieving the 356.9
growth agenda, comes from 318.1 2756 2756
6077.90 2690.9
2690.9
the energy and passion of our
employees. Their creativity and 225.4 1942.9 1942.9
drive for innovation will help us 197.8 4137.40
183.6
adapt quickly to the changing
situations and maintain our
leadership position within the 86.7 72.3 72.1
industry. As a measure to retain 45.6
7.9 12.3 14.9 567.60 728.70 646.70
employees, SCL provides wide 164.664.6 98.4 98.4 117.5 17.5
range of benefits to all full-time
employees. During the reporting 2015-16 (9 months) 2016-17 2017-18 Raw material consumption (INR Million)
2015-16 (9 months) 2016-17
2016-17 2017-18
2017-18
year, our contribution towards the
various schemes such as gratuity Contribution to Providend Fund Contribution to Superannuation Fund
Contribution to National Pension Scheme Contribution to Gratuity Fund
Within India
Outside India Outside India
Within India
fund, national pension scheme,
superannuation fund and provident
fund remained the same. Supplier profile by numbers Raw material consumption (INR Million)
7043.90
204-1 2,095 2,091
1,988 6077.90
Our contribution towards building
a local supplier base
With our footprint expanding across 4137.40
India, generating economic value
for local shareholders is key to
achieving growth as well as retaining
the license to operate across all
the regions. At SCL, we are equally 567.60 728.70 646.70
17 30 21
focused on the broader indirect
economic benefits we can create for
the societies we are part of. 2015-16 (9 months) 2016-17 2017-18 2015-16 (9 months) 2016-17 2017-18

Within India Outside India Within India Outside India

As of FY 2017-18, we have a portfolio
of 2,091 suppliers who are based out
of India and 21 suppliers who are R&D EXPENDITURE mechanical, energy management

92%
based globally. Our spending on the Percentage of procurement budget spent on R&D has continued to remain a etc. The primary focus of the R&D
local suppliers have also increased purchase of indigenous raw materials, spares core part of SCL’s capability when it centres is to identify alternate fuels,
significantly over the years, with and stores materials comes to developing quality product utilizing waste materials, adopting
around 92% of our procurement with minimal resource consumption. new technologies, improving
budget spent of purchase of The R&D centres of SCL housed at product quality and resource
indigenous raw materials, spares Beawar and Ras possess expertise optimization. For the reporting year,
and stores materials. SCL’s overall 2,095 2,091 in cement manufacturing and the total R&D expenditure stood at
1,988
business volume spent on local Business volume spent on local suppliers (INR Million) includes experts from different fields INR 435.3 million which is 0.44% of
suppliers within India is INR 7,147 including chemistry, environment, the net turnover.
7,146.77
million during FY 2017-18, which
has increased by 34% as compared 5,255.10 PARTICULARS TOTAL (INR MILLION)
with the previous reporting year. Our
business volume spent on suppliers Capital Expenditure 271.1
outside India has decreased Recurring Expenditure 164.2
significantly.
680.65 17 30 21 Total Expenditure 435.3
90.89 54.63 2.07
In the context of the economic value Total R&D Expenditure as a % of the
generated for suppliers, we classify 2015-16
2015-16(9(9months) 2016-17 2017-18 0.44
months) 2016-17 2017-18 turnover (net of GST/Excise duty)
them as local since our operations
are based out of India. Within India
Within India
Outside India
Outside India

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 EMBEDDING HARMONIOUS GROWTH

ENVIRONMENTAL
STEWARDSHIP

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MINIMIZING OUR CLIMATE AND
ENVIRONMENTAL IMPACT
MINIMIZING
OUR
CLIMATE AND
ENVIRONMENTAL
IMPACT
A healthy environment is essential
for success, yet human activity
and its impact on the environment
is threatening the planet’s long-
term ability to sustain the growing
population. Depletion of natural
resources and the effects of climate
change are presenting ominous
environmental challenges to our
country as well as the cement
sector.
SCL is committed to delivering
industry leading environmental
performance, as demonstrated
by a long-standing commitment
to CSI, and a strong commitment
to achieve the company’s
Sustainability Goals for 2018
that define the standard for
sustainability in the cement industry.
We set tangible reduction targets
year-on-year for the most material
impacts- emissions, energy, water
and waste. Our goals and targets
are focused on improvement in
SCL’s corporate leadership and
product stewardship, by actively
pursuing methods to reduce our
environmental impact.
62 | 14 CORPORATE SUSTAINABILITY REPORT 2017-18
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To meet our public commitments on
climate change and sustainability,
as well as to comply with the laws
and regulations pertaining to
environmental protection which our
operations are subjected to, SCL
has established robust management
systems and well-defined policies.
Our environmental and energy
management systems, which are
based on ISO 14001 and ISO 50001
standards guides our operations
to adopt improvement initiatives
across all our units.
As we depend on non-renewable
resources for our products and
operations, SCL’s policy helps us
adhere to efficient use of natural
resources and energy that minimizes
the impact of waste and emissions
on the environment. We work to
eliminate or minimize generation of
waste and emissions at the source
through process design, energy
efficiency improvements and usage
of recycled materials. We are also
concerned about the effects of
our quarrying activities, wherein
we have implemented biodiversity
solutions to reduce our impact.
EMBEDDING HARMONIOUS GROWTH
SUSTAINABLE
CONSUMPTION AND
OPTIMIZATION OF
RESOURCES
SCL acknowledges and validates the linkage of sustainable
consumption and production patterns with increase in business
SCL also believes that third party
verification and public reporting value. It is therefore imperative for us to use resources
are enablers for improving
environmental performance and efficiently and sustainably while achieving economic growth.
building stakeholder trust. All
our manufacturing and grinding
At SCL, we employ several process optimization measures to
units have received third-party
verification of our compliance with
recycle our waste and constantly strive to encourage use of
ISO standards. We are continuing alternate raw materials in our total raw material footprint. We
our efforts to widen our impacts by
engaging with our suppliers and also have a dedicated team in place to work on increasing the
partners.
utilization of alternate fuels and raw materials.
As SCL is moving towards
increasing the product capacity to
50 million tons per annum by 2020,
we also ascertain the necessity
22%
for efficient resource use as a top
priority for the entire company. We
increase in the production of synthetic
will continue our efforts to further
improve performance 23.5% gypsum from captive sources from
Use of alternative raw material previous year
GOALS 2017-18 PERFORMANCE
• Increase usage of alternate raw • Increase in the usage of raw
materials by 1% materials from 23.3% to 23.5% from
FY 2016-17
14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 63
SUSTAINABLE CONSUMPTION AND OPTIMIZATION EMBEDDING HARMONIOUS GROWTH
OF RESOURCES

301-1 301-2 301-3 Material Consumption (Million Ton)

As we operate in an integrated Distribution of Conventional Raw Materials RAW MATERIAL 2017-18 2016-17 2015-16
manufacturing environment, our 1.38%
1.07% Conventional Raw Materials
basic raw materials are processed Limestone
through many stages before Limestone 22.29 20.8 14.75
Gypsum
producing the final product. For Gypsum 0.32 0.37 0.28
Red ochre
our products, limestone is the
Red Ochre 0.24 0.22 0.14
primary raw material required for
production of cement and accounts Associated Process Materials
for approximately 97.55% of the
Sulphuric Acid 0.18 0.15 0.09
total conventional raw materials. We
have captive limestone mining leases Grease 0.0002 0.0003 0.0001
to extract long-lasting reserves of Lubrication 0.0007 0.0006 0.0004
limestone deposits in three locations 97.55%
–Nimbeti and Sheopura-Kesharpura Packaging Materials
in Rajasthan and Semaradih and PP Bags* 0.028 0.026 0.08
Alternate Raw Materials Usage
Bharuwadih in Chattisgarh. Apart
from limestone, other conventional Alternate Raw Materials
Conventional Raw
raw materials that make up part of 23.61%
Material Fly Ash 5.15 4.82 2.96
our cement products are gypsum, Alternative Raw
murrum, slag and red ochre. Materials
Bed Ash 0.45 0.32 0.13
Synthetic Gypsum 0.88 0.72 0.52
In line with our goal to increase
usage of alternative raw materials, Chemical Gypsum 0.11 0.05 0.02
we have devised cost effective Lead Zinc Slag 0.004 0.057 0.04
techniques to reuse low grade
GBFS Slag 0.45 0.59 0.31
limestone and quarry rejects. We
also consciously undertake ‘co- 76.09% Sludge 0.011 0.009 0.01
processing’ so as to ‘close the
Spent sulphuric acid 0.03 0 -
loop’ by reusing waste of other Distribution of Alternate Raw Materials
*At present we do not reclaim our cement and packaging material
industries as raw materials for our
cement production. This technique 6.342% 0.154%
significantly reduces environmental 0.054% 0.418%
impacts and economic costs without 1.556% Fly ash
compromising on our product’s Bed ash
12.523%
quality and output. Synthetic gypsum
Chemical Gypsum
Alternate raw material use 6.393% Lead Zinc Slag
As part of this process, we are
GBFS Slag
significantly increasing the usage of
fly ash which is the most important Sludge
alternative raw material in our Spent Sulfuric Acid
production value chain. Presently,
73% of the total alternative material
used is constituted by fly ash,
whereas another 13% is constituted BENEFITS OF THE ALTERNATE RAW MATERIALS
by synthetic gypsum which is
produced from synthetic gypsum Fly ash • Enhance workability
plants. Some of the other materials
used include bed ash and Granulated
Synthetic Gypsum • Reduces pressure on
Blast Furnace Slag (GBFS). The natural resources
strategic use of these products is due Bed ash, GBFS • Lowers energy
to the fact that they give consistent
consumption
performance to our final product
• Improves durability
without compromising the quality.

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MANAGING ENERGY CONSUMPTION EMBEDDING HARMONIOUS GROWTH

302-1 302-2 302-3 302-5

At SCL, we are committed to a comprehensive energy policy

conserve energy and drive energy which addresses different aspects
optimization at every level of of energy embedding the theme of
operations to reduce cost. We have sustainability.

MANAGING ENERGY “ENERGY SAVING: A PROFITABLE WAY TO REDUCE GLOBAL WARMING

AND TO REMAIN SUSTAINABLE”

CONSUMPTION
Continual reduction
of specific energy
consumption

Energy optimization is a prime concern for SCL. With the cement

industry being an energy intensive one, we believe that there is 01
an urgent need to optimize our energy consumption and reduce Compliance of all Utilization of alternate and
renewable energy sources to
applicable legal and
the load on central electricity systems. Therefore, we have other requirements 06 02 produce green power and
conserve conventional
undertaken several energy efficiency initiatives which have saved resources
7,680 MWh of energy savings and 6,297 tons of CO2 for the Energy Policy
reporting year. Our strategic approach to optimisation of cost
through energy efficiency makes us one of the lowest energy Data collection,
analysis, monitoring Adoption of eco-friendly
05 03
consuming companies in the Indian cement sector. and supporting and more energy efficient
system for continual technology
bench marking and
improvement 04

Low carbon economy through regular

39% 7,680MWh 126 MW energy audit and implementation of
corrective actions
Energy produced from Energy saved from
renewable sources innovation and optimization Waste Heat Recovery System (WHRS)
(WHRS), largest installed capacity in India
For the current reporting year, our
and second largest after China globally Total Energy Consumption within the organisation (Million GJ)
direct energy consumption has
increased by 16.79% from last year
and equals 50.2 million GJ for FY 50.09 51.10
GOALS 2017-18 PERFORMANCE 2017-18. This is mainly attributed to
the increase in our production from 35.26
• To reduce specific electrical energy • Achieved reductions in specific last year. Similarly, the total energy
intensity by 0.5% electrical energy intensity by 1.89% as consumption within the organization
• To reduce specific electric thermal compared to previous year has also increased by 2% from the
energy intensity by 0.5% • Specific thermal energy intensity preceding year and stands at 51.10
• Consume 1% of alternate fuel for increased by 1.37% as compared to Million GJ. Our energy consumption
clinker production previous year outside the organization equals
• Utilised 3% of alternal fuels for clinker 3.1 million GJ and is almost 6% of 2015-16 (9 months) 2016-17 2017-18
production as a percentage of the total our energy consumption within the
fuel used organisation.

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MANAGING ENERGY CONSUMPTION EMBEDDING HARMONIOUS GROWTH

Our on-site power generation Total Energy Production from Renewable and Non-renewable 302-4
has also increased by 5.6% from Energy Sources
last year and we are consistently Perform, Achieve and Trade (PAT) in PAT scheme and has proudly For the reporting year, we have
increasing the share of renewable PAT scheme is an effective market achieved its targets set by the taken several measures to reduce
energy sources to the total energy based mechanism introduced by Ministry in the first cycle FY 2012-15. our energy consumption and
produced. Consequently,39% the 39% 39% 39% the Ministry of Power which aims to We were also awarded the ‘Best increase optimization and efficiency
total electricity consumption has 39% incentivize industries to implement Performer’ award for energy savings at our integrated cement plant
witnessed an increasing trend in the energy efficiency measures and under PAT Cycle I by Bureau of and grinding units. Together these
last three years. For the reporting provide a trading platform for Energy Efficiency (BEE) for the measures have saved us 7,680 MWh
year FY 2017-18, 39% of the total 61% 61% 61% 61%
trading energy efficiency certificates Beawar and Ras units. of energy and 6,298 tons of CO2.
energy produced was derived from 61%
(ESCerts). SCL actively participates
renewable energy sources including
waste heat recovery system and
solar power. As of FY 2017-18, SCL
has the highest installed capacity of
Renewable
WHRS in the Indian Cementenergy sources Renewable
Industry Renewable
energy
Non-renewable sources
energy
energy sources
Non-renewable
sources Renewable
Non-renewable
energy
energy
sources
energy
sources
sources
Non-renewable energy sources
equivalent to 126 MW. This accounts Renewable energy sources Non-renewable energy sources PAT Cycle II (2016-19)
for 32.4% of the total installed
PAT Cycle II included our 300 MW
capacity amongst the Indian cement Scope 2 Electricity (Million GJ) Shree Mega Power Plant (SMP)
industry.
Target:
The energy intensity ratio for the • To reduce energy
reporting year stood at 2.30 GJ/MT 5.77
6.20 PAT Cycle I (2012-15) consumption by 3.74% from PAT Cycle III (2017-20)
5.75 baseline for Beawar and
cement produced which includes 5.45
Target: 4.18% from baseline for Ras Raipur Cement plant has also been
fuel and electricity consumption • To reduce energy included in PAT Cycle III
3.98 4.05 • Maintain same heat rate for
as numerator. The specific thermal consumption by 4.56% from the 300 MW captive power
energy consumption for FY 2017- baseline for Beawar and plant at Beawar Target:
18 is 728 kcal/kg clinker which is an 5.1% from baseline for Ras • An energy saving target
increase of 1.39% from the previous 0.94 0.65 Results: of 4.55% with respect to
year’s specific thermal energy 0.67 0.87 0.60 Results: • Assessment year FY 2018- baseline year FY 2015-16
0.45
consumption, is mainly because of • Target overachieved by 19 is ongoing and results has been given
the installation of the second unit in attaining 15.52% and are yet to be finalised
Raipur. Electricity Electricity Electricity Sold Electricity 24.46% reduction for Results:
Purchased Generated Consumed Beawar and Ras respectively • The assessment year for the
• Received 86,117 and third cycle is FY 2019-20
2015-16 (9 months) 2016-17 2017-18 72,140 ESCerts for Beawar after which the results will
and Ras respectively be disclosed

PARTICULARS 2015-16
(9 Months)
2016-17 2017-18
2
Specific Electrical Energy Consumption 72.13 69.99 68.67
(kWh/ Ton of cement)

Specific Thermal Energy Consumption 719 718 728

(kWh/Ton of cement)
3
1 Our Performance
in the PAT Scheme

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MANAGING ENERGY CONSUMPTION EMBEDDING HARMONIOUS GROWTH

S.No. Description Energy Savings CO2 Savings S.No. Description Energy Savings CO2 Savings
(kWh) (Tons of CO2) (kWh) (Tons of CO2)

Beawar 23 Installed LED lights in plant premises 110,880 90.92

1 Removed raw mill fan Slip Power Recovery System (SPRS) and 1,188,000 974.16 24 Power savings by Installation of Delta Star Starter at roller press 70,488 57.80
installed SG fan motor in Unit 1 Kiln area

2 Installed 2 energy efficient pumps of 18 kW forcolony and mines 312,840 256.53 25 Power savings by motor size reduction at clinker section from 18,058 14.81
in place of 4 motors of 22 kW, 55 kW, 37.5 kW and 11.5 kW. 11 kW to 7.5 kW

3 Installed P-20 power saver lighting circuits in packing plant 51,480 42.21 26 Modification in Raw Material transport unloader circuit to avoid 95,040 77.93
material spillages
4 Installation of Variable Frequency Drive (VFD) in P&V blower 19,800 16.24
27 Installation of Capacitor Bank in packing plant 253,440 207.82
5 Replaced conventional lights with LED lights in plant area 10 0.01
28 LT motor connection converted from delta to star at raw 182,160 149.37
Ras material and packing plant area
6 Installation of SPRS in coal mill fan motor Unit-3, Unit-5, Unit- 8 712,800 584.50 29 Packer 1-4 & Packer 2-3 Interconnectivity 144,960 118.87
7 Installation of MVD in coal mill fan motor unit-4 and Unit 6 475,200 389.66 30 High Mast Tower 16 Nos (2X400W ) MH lights replaced by LED 282,009 231.25
lights 8 Nos (240 W)
8 Installation of energy savers in cement mill & packing plant 58,370 47.86
Total 7,680,273 6,297.82
9 Installation of LED lights 227,858 186.84

10 Replacement of HPSV light with LED lights at Unit -9, Unit 10 693,079 568.32 Over and above this, as part of the solar non-transferrable Renewable
and RNCU compliance towards Renewable Energy Certificates (RECs) for
Purchase Obligations (RPO) we have Bulandshahr unit and 153 non-solar
11 Installation of Solar Lights 4,752 3.90
purchased 121 non-solar and 50 and 77 solar RECs for Roorkee unit.
Raipur

12 Optimisation of Silo Cone Venting fans at Fly Ash Silo, Cement 158,638 130.08
Silos & Raw Meal Silo

13 Use of LED Lights in place of Conventional HPSV lights in Unit-II 1,425,600 1168.99

Grinding Units

14 Replacement of CFL light with LED lights in plant area 205,920 168.85

15 Gypsum crusher feeder modification from Direct On Line to 15,840 12.99

star/delta starter according to loading

16 Single switch arrangement done at flyash silo and cement silo 1,320 1.08

17 Optimization of bore well pump operation 12,210 10.01

18 Installed VFD in 1Bag Filter Fan 37 kW in clinker unloading 154,123 126.38

circuit

19 Replaced 52 250W HPMV HMT Lights with 100 LED Flood 82,500 67.65
Lights In plant area

20 Replaced 75 CFL lamps with 18 LED lamps in CCR office 26,730 21.92

21 Process fan Inlet damper from circuit 220,968 181.19

Energy Saver Slip Power Recovery
22 SPRS installation in process fan 475,200 389.66

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MANAGING ENERGY CONSUMPTION EMBEDDING HARMONIOUS GROWTH

INSTALLATION OF 62 W SOLAR PLANT EARLY COMMISSIONING OF UNIT-1 BOILERS IN GREEN POWER PLANT

To save cost by avoiding running of kiln-1 for commissioning activity and

Objective To provide a source of clean energy generation and foster clean energy transition Objective conserve energy

How the solution was Economic/Environmental Benefit How the solution was Economic/Environmental Benefit
implemented? implemented?
• We were incurring high costs from • For boiler commissioning activities like
Tangible benefits Tangible benefits
generating power by conventional Refractory Dry-Out (RDO) in AQC-1
power sources like coal based plants Energy generated for boiler and Alkali Boil-Out (ABO) in Power gain due to
124,992 13 Lacs units
• It was decided that a best and feasible the basic needs of the AQC-1 and PH-1 boilers, kiln-1 light-up early commissioning
source of clean energy source should kWh cement plant was required
be installed at our cement plant to • Flue gas temperature variation was
INR 46 Lacs Monetary savings
accommodate for basic needs INR 4.37 Annual gain @INR 3.5/kWh also noticed within kiln operation which
INR 3.5/kWh
• A 62 kW solar plant with 3 types of Lacs is not desirable for RDO and ABO
tracking system has been installed, process
i.e. Seasonal axis (20 kW), Single axis • Hence, it was decided that external
INR 32 Lacs Net Savings

tracker (22 kW) and Dual Axis tracker burners with oil as fuel for Refractory
(20 kW ). Intangible benefits Dry-Out and Alkali Boil-Out be used Intangible benefits
• Energy conservation to maintain the desired temperature • Energy conservation
Total • Minimum maintenance cost of plant profile for effective functioning of RDO • Hot stack flue gases emission was avoided
investment for INR 42 Lacs • Pollution free energy generation and ABO • Knowledge enhancement and capacity
construction with payback of 8.84 years
building of employees

Solar Plant at Beawar

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MANAGING ENERGY CONSUMPTION EMBEDDING HARMONIOUS GROWTH

INSTALLATION OF WASTE HEAT RECOVERY SYSTEM IN KILN-I, BEAWAR

Objective To provide a source of clean energy generation and foster clean energy transition

How the solution was

implemented?
• Due to increase in clinker production
and development of new 6 Stage
Preheater-1 installation, the flow and
other such parameters of gas coming
from PH and cooler were revised
• Hence, to utilize waste heat to full
extent, a new efficient WHR (PH &
AQC) boilers were installed which are
designed to generate better quality
steam and thus increase the power
generation
Total project Approx. INR
investment
3,500 Lacs
Challenges faced
CONSERVING OUR
WATER RESOURCES
• Space: Space constraint was a major
challenge for design as well as for
erection of boiler
• Time: The new boiler had to be
constructed in minimum time with
minimum modifications in civil structure As SCL’s plants are located in some of the most water stressed
Benefits attained
regions in India, we are taking conscious efforts to harvest water
Heat recovery from waste gases gets
through recharging techniques rather than relying on ground
converted into high steam generation at water. We also reuse 100% of the waste water we generate and
high temperature. This reduces O&M cost have recycled 12.31% of the total water withdrawn in the reporting
and pressure drop across Boiler & duct.
year. We follow a two pronged approach for water management
i.e. by undertaking initiatives not only in our plant boundaries but
INR 1,100 Total savings also in our nearby communities and villages by constructing water
achieved annually
Lacs harvesting structures and organising various awareness generation
camps on water conservation

8.6 Million 1,360 KLD 12.31%

m3
Capacity of rainwater
collection created
STP installed capacity at
all operating locations
Water recycled of total
water withdrawal

GOALS 2017-18 PERFORMANCE

• Reduce water withdrawal further by • Increase in water withdrawal by

0.5% 1.32%
• Use 100% waste water generated • 100% waste water was utilised
Waste Heat Recovery System within premises within premises

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CONSERVING OUR WATER RESOURCES EMBEDDING HARMONIOUS GROWTH

303-1 303-2 303-3 Particulars Units 2015-16 2016-17 2017-18

(9 months)
At SCL, we have maintained a zero Total Water Withdrawal by Source (m3)
Total water withdrawal million m3 1.6 2.26 2.29
liquid discharge facility at all our
plants and have no water sources 781,215 Total water consumption – Cement million m3 1.09 1.72 1.60
that are significantly affected by
679,293
our withdrawal of water. Also, Total water consumption – Power million m3 0.50 0.68 0.60
none of our water sources lie in the 579,718
554,214 Total water recycled million m3 0.2 0.25 0.28
protected areas or areas of high
biodiversity value and thus does not 468,184 468,184
Water recycled as a percentage of total % 12.42 11.17 12.31
adversely affect the environment.
361,004 361,004 water withdrawal
We have adopted a simple yet
efficient approach to collect data
on water withdrawal. Our dedicated 201,497
Water Management Cell tracks and 125,079
monitors real time data on water
withdrawal, generated continuously 0 0 To provide sufficient and safe water to people & plant as well as to conserve waater
by installed meters on the inlets
Beawar Ras Raipur Grinding Units
of water distribution networks. For
the reporting year, our total water Treatment of waste Educate people for
Groundwater Rainwater Total discharge water for reuse effective utilisation &
withdrawal equals 2.29 million m3
and our water consumption equals conservation of water
2.20 million m3.
Total Water Consumption (m3)
At SCL, we have employed various
technological interventions to
minimize our water consumption
770,959 Develop means
such as Waste Heat Recovery Water audit & regular
System, Air Cooled Condensers 665,283
& methods for monitoring of water
(ACC) and Sewage Treatment Plants water harvesting consumption
(STP) which are some of the pioneer
513,071
technologies spearheaded by us in 394,747
the sector. Our total STP capacity 407,737
361,004
for the reporting year is 1,360 KLD 361,004
338,551
and have recycled and reused
270,536 257,888
12.31% (0.28 million m3) of our total
water withdrawal. Our specific water Our Water
consumption for cement production Policy
stands at 0.072 m3/metric ton of 69,186
cement produced. 0

Beawar Ras Raipur Grinding Units

Cement Power Total

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CONSERVING OUR WATER RESOURCES EMBEDDING HARMONIOUS GROWTH

01 Installed drip irrigation

system IN HARMONY
WITH ECOLOGY
Protecting and maintaining a healthy biodiversity such as
02 Arrested fresh water leakages
points at the locations green cover, diversity of flora and fauna and natural resources
is an integral part of SCL. Considering the extensive limestone
mining and quarrying activities that are involved in our
operations, we give extreme importance to biodiversity
management and make sure that the impacts of our activities
on the ecology is mitigated. For this we constantly endeavour
Water STP treated domestic effluent
to increase green cover around our sites and enhance natural
conservation
initiatives 03 being used in plantation &
gardening at all the sites
carbon sinks. Also, we strive to conduct regular biodiversity
impact assessments and profiling for any new projects. All
of our sites have received environmental clearances and are
operating in full harmony with nature.

Depth of water pit in mines has

04 been increased, thus increasing
the water collection capacity

90,543 90.4% INR 46.84 Million

Saplings Planted Sapling survival rate expenditure on horticulture

Installation of WHRS to avoid

05
GOALS 2017-18 PERFORMANCE
water usage for cooling down
of hot gases • Continue to further plantation • Planted 90,543 saplings
biodiversity across the
manufacturing locations by planting
1,00,000 saplings

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IN HARMONY WITH ECOLOGY EMBEDDING HARMONIOUS GROWTH

304-1 304-2 304-3 304-4 CO2 Sequestration by Enhancing Green Cover - Raipur

As a responsible company, we take Saplings Plantation Objective

pride in mentioning that none of
our operations have any significant • To increase green cover and enhance natural carbon sinks for a healthy environment around
200 188 90 90
impacts on biodiversity as our plants the plant
180 167
are not located in any protected
area of high biodiversity value. Also,
160 89 89 89 Total Carbon Sequestered in Raipur Plant
140 Key Species Planted
no species which are endangered
120 88 Mines Area
or listed in International Union for
Conservation of Nature (IUCN) Red 100 90
List are affected by our operations. 80
81
87 190.7 Tonnes of Carbon
Sequestered
Nevertheless, we ensure that 55 Neem
60 44 8 1 Tecoma Tonnes of CO2
our mining sites are adequately
rehabilitated and reclaimed after
40 86 699.87 Sequestered
20 Kassod
decommissioning, by increasing 7 2 Shisham
green cover and recharging water 0 85 Plant Area
table through rain water harvesting. 2015-16 (9 months) 2016-17 2017-18
Each year we enthusiastically No. of saplings planted No. of saplings survived 97.04 Tonnes of Carbon
Sequestered
increase our nearby green cover Cassia 6 3
to reduce dust pollution and Survival rate (%) Arjun Tonnes of CO2
to improve the microclimatic
semiya
356.12 Sequestered
conditions in our area. Copper 5 4
cement plants and grinding units has increased over the last three pod Sisam
We have spent nearly INR 46.84 have planted around 90,543 years as our monitoring systems Harihar C.G. Plantation
million for all horticulture related saplings for the reporting year and have strengthened and concern for
expenses such as plantation and achieved 90.4% of survival rate biodiversity has expanded. 31.38 Tonnes of Carbon
Sequestered
gardening. Together, our integrated for the saplings. The survival rate
Tonnes of CO2
115.16 Sequestered
CO2 Sequestration by Enhancing Green Cover - Ras

Objective
1,171.15
Tonnes of Total CO2
• To increase green cover and enhance natural carbon sinks for a healthy environment around Sequestered
the plant

Key Species Planted Total Carbon Sequestered in Ras Plant

Neem Mines Area

8 1 Kaniar

Kassod
143.50 Tonnes of Carbon
Sequestered
7 2 Shisham
Tonnes of CO2
526.65 Sequestered

6 Plant Area
Maulsari 3 Karanj
672.75 Tonnes of Carbon
Sequestered
5 4
Tonnes of CO2
Peepal Silk Tree 2,468.99 Sequestered

2,995.65 Tonnes of Total CO2

Sequestered
Nursery

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MINIMIZING OUR EMISSIONS EMBEDDING HARMONIOUS GROWTH

305-1 305-2 305-3 305-4 305-5

We understand that due to the Specific Net CO2 Emissions (kgCO2/year)

nature of our business, extensive
consumption of natural resources 825 844 828
such as limestone and generation
of emission up to acceptable
limits is inevitable. However, being
552 549 547 562 555 553
a responsible and sustainable
organization, SCL takes all
necessary steps to monitor direct
and indirect emissions efficiently.
We ensure that minimum emissions
are released outside our plant
boundary so as not to affect the

MINIMIZING OUR
microclimatic conditions and the
health of the nearby communities.
Thus, we maintain transparency by per tonne of clinker per tonne of cement per tonne of cementious

EMISSIONS
regularly disclosing our atmospheric material
and GHG emissions performance
2015-16 (9 months) 2016-17 2017-18
in accordance with the Cement
Sustainability Initiative (CSI), CO2
and Energy Protocol.

SCL believes that climate change is a serious threat to business OUR CARBON FOOTPRINT
Scope 3 emissions
At SCL, we also believe that
and should be internalized using various technological industries play a key role in climate 227,548 tCO2
change mitigation and therefore 03
interventions. Being one of the first cement companies to join we recognize our responsibility to
reduce GHG emissions and adopt a
CSI, we strive to minimize carbon and atmospheric emissions low carbon growth. This is evident
by optimizing our processes through green technology. By from our specific CO2 emissions
performance for FY 2017-18 which Scope 2 emissions 02
doing this we not only reduce our own emissions but also has decreased overall from last
year. Also, we have achieved 41.5%
192,108 tCO2

contribute towards the global SDGs which we firmly believe in. reduction in specific GHG emissions
from base year 1990.

SCOPE 1 EMISSIONS: Our scope 01 Scope 1 emissions

41.5%
reduction in specific GHG
emissions from year 1990 level of
946 kg of CO2/MT cement
GOALS 2017-18
• Reduce specific GHG emissions (per
ton of cement) by 2% from base
year 1990
• Reduce dust emissions by 5%
2 units
Net reduction in specific CO2
emissions from last year
PERFORMANCE
• Achieve 41.5% reduction in specific
GHG emissions from base year 1990
• Achieved 23.82% reductions in dust
emission as compared to FY 2016-17
1 emissions include chemical
reactions involved in the production
cement and clinker as carbonates
are decomposed into oxides and
CO2 by addition of heat. Scope 1
emissions also include emissions
from combustion of fuels to
generate energy for the cement
making process. Our absolute
direct emissions are 140,09,272
tCO2 which has increased by 8.9%
from the previous year. This is
attributed to increase in our cement
production which escalated by 9.4%
from FY 2016-17.
14,009,272 tCO2
SCOPE 2 EMISSIONS: Scope 2
emissions are indirect emissions
released from external power
generation or purchased electricity.
Our scope 2 emissions for FY 2017-
18 stands at 192,108 tCO2 which
is 5.8% more than the previous
year. This change is largely due to
increase purchase of electricity at
our Raipur unit.
SCOPE 3 EMISSIONS: Our scope 3
emissions consist of emissions from
transportation of raw materials,
cement and clinker by rail and road,
employee commutation, air travel
and leased assets. The total scope
3 emissions for FY 2017-18 were
227,548 tCO2.

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MINIMIZING OUR EMISSIONS EMBEDDING HARMONIOUS GROWTH

305-6 305-7 Upgrading of Cooler ESP Transformer & Control Panel in First Field
ODS Consumption (MT of CFC-11 equivalent)
OUR ATMOSPHERIC EMISSIONS Objective
Apart from minimizing our GHG
emissions, we have installed and 0.05 • To reduce the ESP emission levels through
upgraded emission control devices upgradation of ESP control panel
such as electrostatic precipitators
(ESPs), bag houses and various dust 0.106 • We replaced the conventional power supply
suppressions systems to control system with a high frequency switch mode
stack emissions. We take every step
power supply (SMPS) that converts 50/60 Hz
to ensure that no fugitive pollutants
power to low ripple DC with output waveform
disrupt the health of our employees,
ripple below 3%
communities and environment. For
• The reduced ripple in the output voltage
this we have taken several measures
across all our plants such as 0.09 allows the SMPS to produce a higher average
plantation, water sprinkler systems, output voltage (Eo), which in turn produces
paving and constructing concrete higher collection efficiency
roads etc. 2015-16 2016-17 2017-18 • The control which contains 2 HV transformers
(9 months) works simultaneously, however in case of a
Concentrations of stack pollutants failure of one, the other will work efficiently
such as PM, SO2 and NOx are • Overall this reduces stack emission levels as
monitored through Continuous well as losses in the conventional transformer
SO2 (gm/ton of clinker) NOx (gm/ton of clinker)
Emission Monitoring System
(CEMS) installed at all our plants
for real time data. Stack emissions 4.3
382.6
and ambient air quality data is
also uploaded on the websites Challenges faced
of the Central Pollution Control 908.5
10.4
Board (CPCB) and State Pollution • Physical condition of ESP fields were inadequate
Control Boards to comply with the and had to be improved
regulatory norms. • Readings of emission levels had to be taken
26.9 while ensuring other parameters were uniform
Our R-22 gas consumption, which 1,042.7 during the implementation
is the main Ozone Depleting
Substance (ODS) used as refrigerant
for the year FY 2017-18 is 0.106 Beawar Ras Beawar
PM (gm/ton of clinker)
Raipur Ras Raipur
metric ton of CFC-11 equivalent. Benefits attained
14.2 • Average kV value
AIR EMISSIONS 14.2
• Energy efficiency
For the reporting year, the total • Life of ESP fan, cooler fan and ducts
Particulate Matter emissions has 34.5
reduced by almost 50% from our 34.5
Integrated Cement Plants (Beawar, • Stack emissions
Ras, and Raipur). In addition, we • Drop in kV
have also achieved a 75% and
22.5% reduction in SO2 and NOx 35.5
emissions respectively. The dust 35.5
emissions from the grinding units
stood at 8.32 gm/ ton of cement.
Beawar
Beawar Ras
Ras Raipur
Raipur

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MINIMIZING OUR EMISSIONS EMBEDDING HARMONIOUS GROWTH

Location Emissions Reduction Initiatives

Beawar • Installation of Deep Pan Conveyor for clinker transportation at Unit-I

• Installation of Hydraulic Truck Unloader at Wagon Trippler Hopper for coal unloading
• Concreted flooring at gypsum yard for minimization of dust due to vehicular movement
• Roads along Clinker Yard and Wagon Tippler have been constructed
• Installation of high efficiency ESP control panel for Cooler ESP and Cement Mill ESP to
reduce dust emissions

Ras • Concreted roads at stacker & reclaimer area

• New Bag Filters installed at various applications
• Coal Mill Bag House modifications at Unit 3 to Unit 8 for further reduction of particulate
matter emissions
• DBC Bag Filter modification at Unit 3 to Unit 8 for further reduction of particulate matter
emissions

Raipur • Installed Pipe Conveyor & Closed Conveyor System in Crusher I & Crusher -2 respectively, to
transfer raw material from mines to plant and reduction of fugitive emissions
• Constructed concreted road from Mines Work-shop to Crusher- 1 for controlling fugitive

SUSTAINABLE
emissions
• Water Spray arrangement nearby Bulk Receiving Unit in plant premises to reduce fugitive
emission from raw-materials

Grinding
Units
•
•
Installed Sprinkler System at ramp of raw material area
Concrete roads have been constructed
MANAGEMENT OF
HAZARDOUS WASTE
• Installed De-dusting System at cement bulker loading
• Installation of curtains at raw material unloading stations/bays
• Plantation has been done along the road side in plant premises
• Replacement of bags filters from time to time
• Modification of Cement Mill Feeding Belt Conveyor and installed new screw conveyor below
Roller Press Discharge Belt Conveyor Vent Bag Filter at Roorkee Grinding Unit
• Venting line and venting hoods modified wherever required
• Mill inlet chute modified to control frequent dust
One of the most critical issues plaguing the world is the
management of waste. From time immemorial, garbage or
solid waste have always been an issue and has led to severe
health effects. At SCL, we recognize the importance of waste
management and persevere to manage waste in a sustainable
manner. That is why we have maintained a zero liquid
discharge facility and have faced no incidents of significant
spills in our plant boundary during the reporting year. We firmly
believe in the concept of circular economy and thus sell our
waste to CPCB authorized vendors to be recycled or reused by
other industries.

Shree Mega Power Plant, Beawar

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SUSTAINABLE MANAGEMENT OF HAZARDOUS WASTE EMBEDDING HARMONIOUS GROWTH

306-1 306-2 306-3 306-4 306-5

OUR APPROACH TO WASTE comprise of used oil, biomedical

MANAGEMENT waste, E-waste and battery
SCL follows a comprehensive waste which are then sold to the
approach to waste management. registered CPCB/SPCB recyclers
Our conventional sources of waste and vendors.

STORE RECYCLE
Waste is stored at adequate The stored waste is then
storage facilities storage sold to CPCB authorized and
yards as per the CPCB registered vendors
guidelines

ENVIRONMENTAL
DISPOSE TRANSPORT
AND SOCIAL
COMPLIANCE
Waste is disposed through • Waste is transported from
either incineration or landfill plant boundary to the
burial depending on the vendor
type of waste • Transportation of the waste
is the sole responsibility of
the vendor

At SCL, we adhere to all the statutory regulations and voluntary

Hazardous Waste Generation
At SCL, we have not transported
any waste across our plants
codes associated with all our products and their life cycle.
and locations reported but
have however sold our waste
The company maintains 100% compliance and ensures that
to outsourced vendors who are
94 96 all processes are in place in accordance to the necessary
responsible for the complete 88
transportation of handling the management systems. All of our cement plants, power plants
material. For the reporting year, we
have significantly lowered down and grinding units fully adhere to ISO 9001, ISO 14001,
our wastes such as used oil and 54
e-waste which is evident from the
49
42
OHSAS 18001, SA 8000 and ISO 50001. It is our belief that
graph and have witnessed a slight
increase in biomedical and batteries
32 32 the strength of an organization’s compliance record, reflects
waste generation. Hence, each year
we are striving to reduce our waste
12 14
18
its ability to expand and perform well in the market. As we are
3
generation and thus are constantly also constantly expanding and acquiring new units, we make
optimizing our processes,
conduct awareness programs and
Used Oil (kl)
(kL) Biomedical
Bioedical Waste (10s
of kg)
E-waste (MT) Batteries Waste (MT)
sure that we receive all clearances for economic, environmental
campaigns on sustainable waste
management. 2015-16 (9 months) 2016-17 2017-18
and social aspects of our operations.

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ENVIRONMENTAL AND SOCIAL COMPLIANCE EMBEDDING HARMONIOUS GROWTH

307-1 419-1

SCL has adopted comprehensive ethical conduct and all forms of national dispute mechanisms, ENVIRONMENT POLICY
policies and codes governing social norms. We are proud to national or state regulations,
various aspects of our business disclose that for the reporting year environmental aspects, or fair
To ensure, clean, green and healthy environment through
such as life cycle of our products we maintained 100% compliance conduct.
• Efficient use of natural resources, energy, plant and equipment
and services, labor laws, marketing, in relation to international treaties/
• Reduction in emissions, noise, waste and green-house gases
health and safety at workplace, conventions, international or
• Promotion to reuse and recycle wastes
• Continual improvement in environment management with proper systems to prevent, mitigate and
control environmental impacts due to operations across the value chain and in local community
SUSTAINABILITY POLICY • Building awareness amongst all stakeholders including employees, customers, vendors etc. on
environmental issues
To produce quality cement in an eco-friendly, healthy & safe working environment in a socially responsible • Green belt development for local biodiversity management and conservation in coalition with local
manner with continual improvement in performance and profitability to the satisfaction of all stakeholder communities, authorities and other stakeholders
by ensuring: • Compliance of relevant environmental legislations
• Customer satisfaction
• Use less, produce more
• Clean and green environment
• Sound health and safe working practices
• Compliance to the applicable laws and respecting the international instruments HEALTH & SAFETY POLICY
• Implementation of the systems and continually improving their effectiveness
• Safety of company assets through proper system of checks, audits and inspection To ensure Good Health and Safe Environment for all concerned by
• Adoption of cost effective technologies and practices for improved productivity and profitability • Promoting awareness on sound health and safe working practices
• Encourage adoption of low carbon economy for reducing carbon footprints and addressing global • Continually improving health & safety performance by regularly setting and reviewing objectives &
warming and climate change targets
• Mutually beneficial stakeholders relationship and equitable sharing of benefits • Identifying and minimizing injury and health hazards by effective risk control measures
• Human resource satisfaction and succession planning mechanism for sustainability • Complying with all applicable legislations and regulations
• Promotion of innovations and research and development continual improvement in quality,
profitability and productivity
• Promotion free competition and freedom of choice to consumers “Prosperity through Health & Safety”
• Encourage recognition and respect for rights of owners of intellectual property including traditional
knowledge
• Transparent communication to relevant stakeholders on impact of policies, products and operations
• Implementation of suitable grievance handling mechanism, whenever required
SOCIAL ACCOUNTABILITY POLICY
Identify stakeholders to understand their concerns and engage with them in just, fair and equitable
manner with special attention to inclusive growth. To operate in a socially responsible manner and focus on continual improvement of workplace
conditions by
Promote sustainable consumption of resources over the lifecycle of the products and ensure everyone
• Conforming to all the requirements of SA 8000 standard specially related to child and forced labor,
involved in the value chain is aware of his responsibility.
freedom to collective bargaining, health & safety non-discrimination to ensure happiness of all
Respect and promote human rights of all stakeholders including vulnerable and marginalized sections as stakeholders
specified in the constitution of India and other laws across our business value chain and avoid complicity • Respecting the international instruments for social accountability and complying with all applicable
with human right abuse by third party. laws
• Making efforts to complement and support development priorities at local and national levels
• Making efforts to assure appropriate resettlement & rehabilitation of communities displaced owing to
company’s business operations

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ENVIRONMENTAL AND SOCIAL COMPLIANCE EMBEDDING HARMONIOUS GROWTH

415-1

PRODUCT QUALITY AND CUSTOMER SATISFACTION POLICY

MANUFACTURING UNITS ISO 9001 ISO 14001 OHSAS 18001 SA 8000 ISO 50001
To provide products conforming to national standards and meeting customers’ requirements to their Beawar Unit I √ √ √ √ √
total satisfaction for overall wellbeing of the society
Beawar Unit II √ √ √ √ √
To continually improve performance and effectiveness of quality management system by setting and
reviewing quality objectives for Beawar SPP √ √ √ √ √
• Customer satisfaction
• Cost effectiveness Beawar SMP √ √ √ IS 18001(√) -- √

Disclose all information truthfully and fact fully including risk to people and planet from use of products Ras Unit III √ √ √ √ √

Educate customers towards their rights as well as safe and responsible usage of product Ras Unit IV √ √ √ √ √

Ras Unit V √ √ √ √ √

Ras Unit VI √ √ √ √ √

ENERGY POLICY Ras Unit VII √ √ √ √ √

Ras Unit VIII √ √ √ √ √

To ensure energy sustainability, we are committed to
• Continual reduction of specific energy consumption Ras Unit-IX √ √ √ √ √
• Utilization of alternate and renewable energy sources especially to produce green power
• Adoption of eco-friendly and more energy efficient technology Ras Unit-X √ √ √ √ √
• Low carbon economy through regular energy audit and implementation of corrective actions
• Data collection, analysis, monitoring and supporting system for continual bench marking and Ras SPP √ √ √ √ √
improvement
• Compliance of all applicable legal and other requirements Khushkhera (GU) √ √ √ √ √

Suratgarh (GU) √ √ √ √ √

Roorkee (GU) √ √ √ √ √
In addition, there were no donations, campaigns or by applied in all our units and strictly Jobner (GU) √ √ √ √ √
incidences of significant monetary marketing our brand or assets. Our adhered to. For the reporting year
fines or non-monetary sanctions products or conduct does not fall we have complied with ISO 9001, Bihar (GU) √ √ √ √ √
reporting during FY 2017-18. under scrutiny of any regulatory ISO 14001, OHSAS 18001, SA 8000
Although we work with several body and have not received and ISO 50001. Going forward Shree Raipur Cement Plant √ √ √ √ √
industry associations, think tanks negative review from public. SCL will be migrating to newer
Raipur SPP √ √ √ √ √
and policy advocacy organisations, standards including ISO 45001 in
SCL remains a politically neutral SCL safeguards that any updates place of OHSAS 18001. Marketing Shree Ultra √ - - - -
organization and does not support on laws, regulations or codes that
any political organizations via are relevant to our operations are Marketing Bangur Cement √ - - - -

Marketing Rockstrong √ - - - -

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 EMBEDDING HARMONIOUS GROWTH

OUR
RESPONSIBILITY
TOWARDS
SOCIETY

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EMPOWERING A VIBRANT WORKFORCE EMBEDDING HARMONIOUS GROWTH

102-8

SCL’s success as a business is driven
by our ability to attract, engage,
and retain the most talented and
highest-performing employees.
We align our talent management
strategy, recruiting approach, and
also drive a performance culture Total Workforce
through feedback and measure 5,837
our employee engagement on
an annual basis, and take action
on corporate priority areas for 5,411
improvement. 5,142

EMPOWERING A
employee development process
and programs with our core SCL’s effort and commitment to
philosophy ‘Care for People’. building a workplace that supports

VIBRANT WORKFORCE
APPROACH TOWARDS
MANAGING TALENT
Our Human Resource function has
always been a business enabler
Efficiency, creativity and innovation are the values that for pushing SCL’s performance,
right from the creation of the vision
make up the cornerstone of SCL’s culture and guide our and mission statement as well as
creativity, innovation, team-work
and safety is reflected through 2015-16 2016-17 As on 31st
2017-18
the awards received in FY 2017- (9 months) March 2018
18. SCL was among India’s Top
5 Companies to work for in the
Manufacturing & Production
Sector and among India’s 100 Best
Companies to Work for across all

engagement with both internal and external stakeholders.

ensuring the availability of right
talent for reaching the desired
sectors. Both these awards were
given by Great Place To Work,
59%
Local
goal. While the talent acquisition India.
workforce
Sustainability is at the forefront of all our practices, from processes works toward getting
people who are culture fit and
internal work methods, to how we engage with our are aligned to the values of the
organisation, talent management
employees and to the products we create. SCL’s employee activities such as candidate Total Workforce
engagement program inspires our people to deliver business selection, performance appraisals,
employee development and
growth, progress our sustainability agenda and thereby training works towards building
these values. As of 31st March 2018,
sustain themselves for long-term relationship with us. our workforce comprised of 5,837
employees, including 5,630 staff
2,288

and 207 permanent workers.

With the world transforming at

a pace never seen before, we
3,342
are building a strong culture of
continuous improvement and
learning. Throughout an employee’s
Great place to work in
1,033 75,113
career, SCL supports the people
India and India’s top 5 in their personal development
Internal training Training hours provided companies to work for through a mix of diversified Local Non-local
programs across for all employees in the Manufacturing & trainings as well as through
technical, behavioral and Production Sector sessions by the leadership. We
cross-functional themes

GOALS 2017-18 PERFORMANCE

• Achieve 16 man-hours training per
employee
• Increase employee retention
Shree has provided world class facilities for housing, medical and
• Achieved 13.88 average hours of recreation. Our unique Shree family culture binds together people
training per employee
who have come from different places.
• Reduction in employee retention by
0.42% as compared to last year

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EMPOWERING A VIBRANT WORKFORCE EMBEDDING HARMONIOUS GROWTH

401-1 STRATEGIC INITIATIVES FOR EMPLOYEE ENGAGEMENT

Workforce Turnover by Gender Workforce Turnover by Age Leadership development process Firming the bond between employee
121 121 Taking a step towards building future leaders for the organisation, and SCL
we hired an external partner to identify the competencies that The employee engagement practices
drive the success of SCL focus on total employee happiness
246
and not just engagement. All our
78 78 The competencies were then used to assess the current middle engagement practices and all facilities
management, identify strengths and gaps and devise an action that are built for employees such as
plan for bridging the gaps gym, sports facilities, library, recreation
47 47 room etc., are extended to families
too. Families are a part of festivals
23 23 being organised or significant days
3816 16
such as Environment Day, Health Day,
04 0 0 4 0 1 0 0 51 04 0 0 4 0 0 1 4 Heart Day etc.
Analytical thinking Cost Outcome
Senior
Senior Middle
Middle Junior
Junior Workers
Workers Senior Middle Junior Workers and decision making consciousness orientation
The company also conducts special
management management
management management management
management (Permanent)
(Permanent) management management management (Permanent)
initiatives such as Talent Show,
8
Summer Camp, Hobby classes for
<30 years Male
30 - 50 Female
years > 50 years <30 years 30 - 50 years > 50 years Differentiating
families. The highlight is ‘Kutumb
Competencies
Innovative Productivity Utsav’, an initiative that is unique to
New Joinee by Gender New Joinee by Age thinking SCL in which families are invited to
the workplace of the employee and
665
they spend one entire day with the
370 employee in the plant. They get to
interact with the HR team, the senior
285 Collaborative Impact and People leadership and take a tour of the plant
working influence development and the office.

45 41 401-2 401-3
8 0 0 2 0 3 5 0 4 12
EMPLOYEE BENEFITS SCHEME
Senior Middle Junior Senior Middle Junior Investing in our employees extends
management management management management management management to providing appropriate benefits
and incentives to reward and
Male Female < 30 years 30 - 50 years >50 years incentivize top performance. Given
the nature of our work, we comply
with the statutory laws of the
country when it comes to providing
minimum wages to ensure decent
living for our employees. We
maintain insurance policies at
group level to cover all permanent
staff (senior management, middle
management, junior management
and workers). In addition, all
female staff of SCL are entitled to a
maternity leave of 6 months under
the Maternity Benefits Act, 1961.
During the reporting year FY 2017-
18, 6 staff availed the maternity
leave benefits, of which 3 staff have
returned back to work. Yoga Day

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EMPOWERING A VIBRANT WORKFORCE EMBEDDING HARMONIOUS GROWTH

404-1 404-2
SCL maintains SCL EMPLOYEE BENEFITS
comprehensive CROSS-FUNCTIONAL TRAININGS
life insurance, INSURANCE RETIREMENT PROVISIONS PARENTAL LEAVE SCL provided
personal • Mining basics • Project management
accident
insurance and
• Health insurance
• Personal accident
• Employee’s Pension
Scheme (EPS)
• Maternity leave for all
female staff 253 skill •
•
CSR and sustainability
Cement logistics and supply
• Power generation and
distribution
insurance (Group) • Employees’ Provident upgradation trainings which
contributes were a mix of technical, chain management • Contract management and
• Life insurance Fund Scheme (EPFS)
significantly behavioral and cross- • Finance balance scorecards
• Employees State • Employees’ Deposit
towards the functional programs • Cement manufacturing process
Insurance (ESI)* Linked Insurance
pension • Labour laws
Scheme (EDLIS)
benefits of the
employees with FUNDS SPECIAL ALLOWANCE OTHER Average training hours by gender Average training hoursby employee category
an aggregate • Gratuity • Transport allowance • Car lease 16.2
spending of INR • Bonus as per PF Act** • Uniform allowance • Benevolent Fund 19.9 15.3 15.7
586.3 million (Employee Contribution
16.1 14.1 14.2
11.9 11.7 12.5
Scheme) 14.2
11.7
*Applicable as per ESI act at covered units 8.4 6.6
**Applicable to all whose basic is less than or equal to INR 21,000/-
1.9
0.9 0.0 0.9
0.0
0.0
102-41 402-1 Senior Middle Junior Workers Senior Middle Junior Workers
management management management (Permanent) management management management (Permanent)
LABOUR RELATIONS associations across the country. As an extension to providing rights
Male Female 2015-2016
2015-16 (9(9months)
months) 2016-2017
2016-17 2017-2018
2017-18
The social dimension of The specific language and scope exercise freedom of association
sustainability concerns SCL’s of the labour agreements vary from and collective bargaining, we also
impacts on the social systems facility to facility. The agreements endeavor to be a responsible SUMMARY OF THE TRAININGS IMPARTED FOR EMPLOYEES
within which we operate. Collective are structured to recognize the company respecting the rights of
bargaining plays an important importance placed on health our employees. SCL has a variety Training hours (Male) Number of trainings (Male)
role in our consultative processes and safety as well as the core of methods to ensure that workers 1,403
1402.75 104
313
190
with the employees and their philosophies of both SCL and are kept informed of operational
11,293
11292.916 3,256
3256
representative. All employees our employees. In all the facilities changes and we provide a minimum
of SCL are covered by collective within our perimeter, employees are notice period of 2 weeks to ensure
bargaining agreements. This trained to understand, assess and a smooth implementation of these
includes relationships with unions, mitigate health and safety risks. changes.
work councils, and employee

61880.0…
6,1880
402-1 15867
15,867
BUILDING OUR EMPLOYEES’ process facilitates the alignment and Personal Excellence by
COMPETENCIES of their areas of interest with their internationally acclaimed speakers Training hours (Female) Senior management Middle
Number of training management
(Female) Funding for external training or
Senior management Middle management
SCL being a dynamic organisation, core responsibilities and required as well as by SCL’s senior leadership Junior management Workers (permanent) education (INR Million)
we understand that providing functional skills. team. Junior management 0 Workers (permanent)
5,837
learning that is simple, continuous
and value-added is essential A diverse portfolio of training On an average, there were 13.88 35
for long-term sustenance of the needs emerged including technical, hours2 of training per employee in 35 5,411
168
168.25
employee. At the beginning of cross-functional, compliance and FY 2017-18. Senior management 179
178.75
5,142
every fiscal year, we conduct a behavioural trainings. Furthermore, completed 313 training sessions 51
‘Training Needs Identification to inspire our people and push their which has increased by a significant 51
(TNI)’ to enable employees identify competencies to a higher level, we margin of 35% since FY 2016-17.
their specific training needs. This organized sessions on Leadership
2015-16 2016-17 2017-18
2
The average training hours value is calculated by dividing the total training hours with the total employee count. SCL conducts a ‘Training
Senior management
Senior management SeniorMiddle Middle management (9 months)
management
management
Needs Assessment’ at the beginning of every year to understand the training needs for all the employees. Hence, we have used the employee
count as of 31st March 2017 (i.e. 5,411) as the denominator to arrive at the average training hours value of 13.88. JuniorWorkers
Junior management
Middle management management Workers (permanent)
(permanent)

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EMPOWERING A VIBRANT WORKFORCE EMBEDDING HARMONIOUS GROWTH

Although SCL does not provide an
internal web-based internal training
portal for employees, employees were
provided with access to numerous onsite
and offsite skill upgradation training
programs. In addition, employees were
also provided funding to undertake
external trainings offered by academic
institutes and industry bodies. The
funding provided in FY 2017-18 saw a
48% rise as compared to the funds which
were made available in FY 2016-17.
404-3
PERFORMANCE MANAGEMENT
EMPLOYEE CATEGORY
Performance review strives to maximize
the interconnection between employee Senior Management
development and SCL’s performance.
We ensure the process is effective by Middle Management
establishing SMART goals followed by
406-1 407-1 408-1 409-1
1,033
INR 14.15 Onsite training
programs
SAFEGUARDING HUMAN RIGHTS
At SCL, we ascertain that
million
safeguarding human rights is an
Funding provided for
important aspect which aligns with
external training and
our guiding principle, ‘Encourage
education programs in
2017-18 97 socially responsible behaviour’. To
ensure the belief translates into
Offsite training
action, we are working towards
programs
strengthening and expanding
our policies on human rights and
prohibition of sexual harassment
both within SCL and with our
suppliers. During the reporting
year, 436 employees were trained
MALE FEMALE
on human rights policies and
100% 100% procedures.
100% 100% SCL’s policy aims to protect the
rights of the people where we
404-1 410-1 411-1 412-1 412-2
Our policy is guided by the UN
Global Compact’s 10 principles,
UN Guiding Principles and the
International Labour Organisation’s
(ILO) Declaration of Fundamental
Principles and Rights at Work, and
Sexual Harassment of Women at
Workplace Act, 2013. Alongside
implementation of the policy, we
have ensured that all our plants
as well those belonging to our
suppliers comply with SA 8000
standards.
Furthermore, being a progressive
company, SCL also upholds the
rights of workers. We have not
faced any violation of workers’
rights to freedom of association
412-3
Our Human Rights
Policy ensures to
fulfil the following:
• No deployment of child
•
labour or forced labour
Providing of a congenial but
challenging work place which
attracts best talent
• Makes no discrimination in
recruitment and training of
employees
701 Total
man-hours of
training imparted on
human rights aspects to
employees

0
a regular feedback and review process Junior Management 100% 100% operate and ensure that they are from any of our operations. Cases of child, forced or
throughout the year. Through this process, treated with dignity and respect. compulsory labour
we provide employees with opportunities Workers (Permanent) 100% 100%
to improve their performance and
0
effectiveness, and to also align their Cases of non-discrimination
behaviour with SCL’s corporate philosophy. and sexual harassment
During the reporting year, 100% of
employees were eligible to receive an PREVENTION OF SEXUAL HARASSMENT
annual performance review.
SCL has adopted a Policy on Prevention, Prohibition and
Redressal of Sexual Harassment at the Workplace, in line Workers’ rights
405-1 405-2 GENDER AND AGE COMPOSITION OF THE BOARD with the provisions of the “Sexual Harassment of Women at 100% coverage
Workplace (Prevention, Prohibition and Redressal) Act, 2013” of our workmen
DIVERSITY AND INCLUSIVENESS Female 9% and the Rules there under. and regular contract
The SCL board comprises of 11 workmen employed as per
individuals (1 Chairman and 10 Male 91% Contract Labor Regulation and
Directors) with diverse experience and Internal Complaints Committee Abolition Act 1970 with the 3
credentials. They have been selected Under 30 years 0% registered trade unions
for their astute business acumen, and
their ability to challenge and add value 30 – 50 years 0%
to SCL management. The Board of Mrs. Preeti James
Directors bring a collective experience >50 years 100% Chairperson
from a wide variety of industries. Having Doctor in Shree Medical Service
held significant leadership positions,
they are providing SCL with valuable REMUNERATION
insights and perspectives for harnessing EMPLOYEE CATEGORY RATIO (WOMEN TO MEN)
sustainable growth.
Mrs. Deepika Jain Shri. Bhawani Singh Mrs. Rashmi
BASIC CTC
Member Member Sharma
As a progressive company, SCL also
Junior Management 1.34 1.41 Outside member
promotes diversity among the staff by
Sr. Manager, Asst. Vice President,
eliminating gender bias and provides
Middle Management 0.97 0.98 Commercial Estate Management Professor and
equal opportunity for all. We have
member of NGO
identified that equal remuneration is a
crucial factor in retaining qualified and Senior Management 0.00 0.00
competent employees.

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CREATING A SAFE WORKPLACE
403-1 403-4
OCCUPATIONAL HEALTH AND
SAFETY MANAGEMENT SYSTEM
Health and safety is at the top of
SCL’s priority areas and we hereby
work together with our employees
on identifying hazards and reducing
the risk of injury by eliminating or
amicably controlling the hazards.
WE COMPLY WITH ALL REGULATIONS
In line with the directions issued
by the Supreme Court of India,
CREATING A SAFE
all Coal Fired Thermal Power
Plants (CFTPPs) are required to
have occupational health & safety
WORKPLACE
management system in place, which
are annually auditable by third party
403-2
SCL considers health and safety performance as a critical aspect
HAZARD IDENTIFICATION AND
of our ability to progress forward as a responsible company. We RISK ASSESSMENT
As part of the system, we have
therefore take a strategic and meticulous approach to managing established a structured hazard
safety risks and impacts across our operations. While we engage identification and risk assessment
process based on the globally
with our employees to promote a healthy and safe work culture, practiced ‘Plan, Do, Check and
Act’ cycle. The process has helped
we are also committed to eliminating all injuries for both our us to identify potential risks which
could have resulted in production
employees as well as our suppliers. disruptions, litigation and liabilities.
We have also established an internal
hazard and incident reporting
system as per the ‘Factories Act’.
During FY 2017-18 ‘Safety
100% More than 1,000 inspections Inspections’ were conducted at all
Locations certified as per conducted by the safety locations to assess the potential
OHSAS 18001 standard department risks posed for the employees
and the contractors. Based on the
severity of the risk, appropriate
action plans were implemented
to minimise future recurrences
of the risk. In order to apply a
GOALS 2017-18 PERFORMANCE
level of rigidity to the process, we
have started conducting ‘inter-
• Ensure zero fatalities across all units • 2 fatalities recorded in FY 2017-18
department’ and ‘inter-plant’ safety
inspections.
104 | 14 CORPORATE SUSTAINABILITY REPORT 2017-18
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EMBEDDING HARMONIOUS GROWTH
Over the years, SCL has built a
robust safety management system
based on the globally recognised
and practiced OHSAS 18001
standard. All our permanent and
contract employees are covered All locations certified as
through this system. per OHSAS 18001 standard
approved by Ministry of Power, & Ras Power Plants. A team of
Government of India. auditors from National Safety
Council, Mumbai conducted the
Based on above guidelines we safety audit of Beawar Power Plants
organized an external audit of on 31st May & 1st June, 2017 and
the occupational health & safety Ras Power Plants on 2nd & 3rd June,
management system of our Beawar 2017.
Potential
Vendor
risks Code
identified
of Conduct
and assessed
The risks presented below are an indication of those which can affect
the day-to-day operation of SCL. Through proper investigations, we
have implemented action plans for all the risks. As of March 31st, 2018,
the status of all risks stands completed.
Hazard Risks identified Risk
category severity
Machine Absence of safety guard in the belt
safety
Guarding on shaft and coupling of motor
Lack of covering of the rotating part of
blower
Electrical Open electrical box bound with wire
ELCB circuit found in open condition
Fall Damaged grating
hazards
Damaged step of staircase
Absence of mid-rail
Severity
level
High Moderate Low
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CREATING A SAFE WORKPLACE EMBEDDING HARMONIOUS GROWTH

403-3 403-1

WELLNESS MANAGEMENT
In order to provide our employees
with access to quality and
essential healthcare services, we
have established ‘The Wellness
Management Centers (WMC)’ at
all the locations. The WMCs are
equipped with qualified doctors
and modern facilities. Employee
health checkups are conducted
annually with various health care
services provided to the employees
and their families. All contract
workmen are also covered under
Health tests at
WMC services and provide health
WMCs
care services customized to their
• Spirometry tests
nature of work.
to identify and
minimize the respiratory risks
We also organized blood donation
faced by workmen
camps across our locations. Health
• X-ray tests
talks and lectures by experts and
• Audiometry tests
specialist were also organized to
• Eye care
propagate awareness on chronic
• Road accident care
and lifestyle diseases for the benefit
of employees and their families.
As an extension of WMC program
objective, we also organise
health check - up programs in
collaboration with transporters
and fleet owners, at their
premises.
SAFETY COMMITTEES AT SCL
We have created safety committees
at all manufacturing units which
also includes equal representation
from both management and non-
management categories.
The safety committees plays
a pivotal role in achieving the
objective of ‘Cultural Change’
by undertaking assessments and
implementing initiatives and
programs. Since most of the
workers deployed are from the
communities around the factory,
it was quintessential for the
committee to devise an approach
which could transform the way
workers looked at safety.
The committee periodically
organized trainings, mentoring
and coaching with the help of local
supervisors who brought about a
positive change to the workers’
safety performance. Through such
interactions, it became easier for
the committee to identify hazards
and minimize the recurrence of the
same.
Safety and
Environment Day
• Across all
sites, the first
day of each month is
celebrated as ‘Safety and
Environment Day’. All SCL
staff, contract labours,
union representatives and
contractors are invited to
be a part of this day. During
this day, discussions around
the previous month safety
activities, safety awareness,
environmental and safety
risks and incidents are shared
and analysed.

Spirometry Test Blood Donation

Integrated
87,550 Cement Plants 347 Khush- Auranga- Buland-
Beawar Ras Raipur Suratgarh Jaipur Roorkee Panipat
khera bad shahr
1,913 Grinding 221
units
Audiometry Vaccination Integrated Plants Grinding Units
9,767 58

112 Services 75 Name of the Committees

provided
Regular Check-Up and no. of Ramdeora
beneficiaries Cement Ras Apex KKGU Safety JGU Cement Cement PGU UPGU
34,776 2200
Plant Safety Safety Safety Task Safety Plant Plant Safety Safety
Safety Commi Commi- Commi- Force Commi- Safety Safety Commi- Commi-
3,895 500 Commi- -ttee ttee ttee ttee Commi- Commi- ttee ttee
ttee ttee ttee
Pulse Polio Mobile Unit
573 4309
Shree Key
2,774 1485 Power
Safety Levels of Safety Committee
Commi-
ttee
403-4 Plant Level Plant Level Plant Level Plant Level Unit Level
Chairman Chairman Chairman
CREATING A BRIDGE FOR a pivotal role in coordinating the Shree Factory AGM (PP) Sr. GM (PP)
MANAGEMENT AND STAFF TO safety inspections at all plants. Mega Manager
DISCUSS SAFETY Moreover, all contract workmen Power
As part of the system, we have who are covered under collective Safety
established ‘Safety Committees’ bargaining agreements are Commi-
at all our units to ensure equal encouraged to raise their concerns ttee
representation from both related through the safety
management and non-management committee at all times.
staff. The safety committees play

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CREATING A SAFE WORKPLACE EMBEDDING HARMONIOUS GROWTH

SAFETY INITIATIVES

National Safety Day

From March 4th to March 10th, 2018, all
units of SCL observed the good practice
of ‘Safety Week’ to safeguard and get
assertive around prevention of industrial
accidents. The following initiatives were
undertaken
• Safety competitions (slogan & poster
design, quiz)
• Inter-plant safety street play
competition
• Departmental presentations on safety
initiatives
National Safety Day
Safe Erection of Scaffolding
An external two days safety training
program on ‘Safe Erection of Scaffolding’
was delivered by external experts on 18th
& 19th April, 2017 at Ras plant. The session
was conducted with the aim to inculcate
basic concept and new techniques in
the field of safe erection of scaffolding.
The session was very interactive and 30
participants have benefitted from this
training program.
Scaffolding
Fire Fighting Training for Rescue Members Your Safety Secure Your Family
National Fire Service Day “Your safety secures your family- Be cautious on
Based on the theme ‘Firemen – Your Partner for roads”
Saving Life and Property’, we organized awareness All units of SCL observed the ‘Road Safety Week’
programs for employees and associated around fire from January 11th to January 18th 2018 based on
safety. The following initiatives were undertaken the aforesaid theme. Awareness campaigns were
• Knowledge sharing sessions on ‘Fire Prevention & conducted within the plants as well as the community
Fire Fighting’ to propagate the agenda of achieving ‘Zero Road
• Display of banners & posters on fire safety at Accidents’.
strategic locations at all plants
• Delivery of messages on fire safety by Senior Road safety awareness rally, educational banners,
Executives safety posters, safety films and leaflets related to the
• Training program on ‘Fire Prevention & Fire road safety were distributed to employees, contract
Fighting’ through demonstrations on fighting and workers, truck drivers and school children.
rescue
Home Safety and Road Defensive Driving Program
Safety SCL plant safety and logistics
Around 800 school children team conducted a defensive
from various Government driving training program for
schools were provided around 300 truck drivers.
awareness on the importance
of road safety.
Road Safety Defensive Driving Programme

Disaster Management Plan for Schools

By collaborating with the Education
Department of Rajasthan, a 2-day seminar
on ‘Disaster Management Plan’ was
organised for Headmasters of all schools
from Jaitaran Tehsil at Upper Primary
School, Ganeshpura. In addition, a
90-minute presentation was rendered by
the ‘Safety Team’ from the Ras plant on
the topic of ‘Disaster Management Plan
and Role of Teachers in Schools’.
Disaster Management Plan

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CREATING A SAFE WORKPLACE EMBEDDING HARMONIOUS GROWTH

BEHAVIORAL TRAININGS OF THE OPERATORS OF THE MINING DEPARTMENT

ELIMINATING INJURIES a Safety Culture across the communicated to the Board on Objective
THROUGH TRAINING organization. During the reporting a quarterly basis. We use our
The ‘Safety Department’ manned year, 158 staff trainings and 2,614 internal portal ‘Shree Manthan’ for Reduce severity of incidents due to behavioral aspects
by people experienced in safety contractor safety trainings were inculcating the training programs
practices, is focused on building offered and the progress was for our employees. How the solution was implemented? Value created for the
To break the myth surrounding the correlation of incidents with community
unavoidable human behavioural aspects, we implemented a pilot
Number of Programs Number of Participants training program ‘Embracing Safety culture in Mines’ By developing a robust
safety culture, we are
Staff safety training Staff safety training able to continue our
3750 3,431 Methodology used Training sessions with the help of Power
100 record of being ‘Zero
81 Point Presentation & Safety Videos
3000 Accident Mine’
80
60 2250 How the training Classroom based trainings
The successful
32 was conducted
40 1500 1,043 completion of the pilot
16 15 447 training programme
20 750 372 No. of participants 280
has resulted in the
0 0 extension of the training
Participating Mines department
No. of joint safety audits conducted No. of joint safety audits conducted
Department(s) program to HEMM
Beawar Ras Raipur Grinding units maintenance section
Contract workers safety training Contract workers safety training
2000 Beawar Ras Raipur Grinding units 75000 63,378
1,469
1500
50000
1000

329 25000 16,202

500 13256 OUR SAFETY PERFORMANCE Observations and recommendations
122 33 1,591 With the goal to ensure zero were implemented by concerned Audit protocol
0 0 fatality across all units, all our departments within commensurate During the reporting
No. of joint safety audits conducted No. of joint safety audits conducted year FY 2017-18,
safety initiatives and employee time. As part of the process,
engagement programs have monthly safety performance of internal audits were
Truck driver training Beawar Truck
Ras driver trainingGrinding units
Raipur
1750 been designed to reach this goal. all grinding units were reviewed conducted by the safety
200 Beawar Ras Raipur Grinding units
165
1,397 Through a regular internal audit and discussed with all safety departments at all units.
1400 protocol, we assess the overall professionals for implementation
160
1050 safety performance and examine of common safety system and
120 the existing procedures, systems practices.
700 593
80 493 and control measures for fire &
48
33 273 safety hazards.
40 17 350
0 0
No. of joint safety audits conducted No. of joint safety audits conducted
Beawar Ras Raipur Grinding units
Beawar RasTool box talks Grinding units
Raipur
12500
Tool box talks
12500 10,508 16000
10,508
10000 13,324
10000
12000
7500 9,149
7500 7,806
5000 8000
5000
2500 1,124
4000 1,591
2,451
2500 1,124 1,591
823
823
0
0 0
No. of joint safety audits conducted
No. of joint safety audits conducted No. of joint safety audits conducted

Beawar Ras Raipur Beawar Ras

Grinding units Raipur Grinding units
Beawar Ras Raipur Grinding units

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CREATING A SAFE WORKPLACE EMBEDDING HARMONIOUS GROWTH

Joint safety audits conducted Mock drills conducted Safety data for direct employees (FY 2017-18)

200 Description Unit Male Female Total

40
160 33 Injuries Numbers 2 0 2
160
30 Injury Rate (IR) Per million man hours worked 0.20 0 0.20
120
91 Occupational disease cases Numbers 0 0 0
70 20
80
Occupational disease Rate Per million man hours worked 0 0 0
31 10 6 (ODR)
40 4 3
Lost days Numbers 232 0 232
0 0
No. of joint safety audits conducted No. of joint safety audits conducted Lost days rate (LDR) Per million man hours worked 23.04 0 23.04
Beawar Ras Raipur Grinding units Beawar Ras Raipur Grinding units Absenteeism Days 19,398.5 71 19,469.5
Man Hours worked Hours 10,067,788 25,296 10,093,084
Safety inspections by safety department
Fatalities Numbers 1* 0 1*
500 458
Fatality rate Per million man hours worked 0.099 0 0.099
380
400
500 458 *During the reporting period, 1 fatality of a direct employee occurred at Ras
315
380
300
400
315 Safety data for indirect employees (FY 2017-18)
200
300 Description Unit Male Female Total
105
100
200 Injuries Numbers 26 0 26
105
0
100 Injury Rate (IR) Per million man hours worked 1.69 0 1.69
No. of joint safety audits conducted Occupational disease cases Numbers 0 0 0
0
BeawarNo. of
Rasjoint safety
Raipuraudits
Grinding units
conducted Occupational disease Rate Per million man hours worked 0 0 0
Beawar Ras Raipur Grinding units (ODR)
Lost days Numbers 2,010 0 2,010
Lost day rate (LDR) Per million man hours worked 130.73 0 130.73
Absenteeism Days 127,537 0 127,537
Man Hours worked Hours 15,374,851 0 15,374,851
Fatalities Nos 1* 0 1*
Fatality rate Per million man hours worked 0.065 0 0.065
*During the reporting period, 1 fatality of a direct employee occurred at Ras

OUR ACTION PLAN FOR REDUCING FUTURE MISHAPS

The fatality had occurred due to
exposure of the worker to extreme
temperature while working on an
elevated platform. The worker
succumbed to injuries due to hot
material which gushed out of the
door which was opened by workers
Fire Fighting Training for Rescue Members who were working on a higher level.
As soon as the incident occurred,
SCL conducted a thorough incident
investigation as per the statutory
protocols to identify the reason
behind the mishap.
Measures implemented
• Established a protocol
to prevent workers from
surrounding/below elevated
platforms to vacate the space
• Implemented visual display aids
on all doors
• Marked safety instructions near
the incident place

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FOSTERING SUSTAINABLE SUPPLIERS EMBEDDING HARMONIOUS GROWTH

308-1 308-2 414-1

Our sustainability direction extends
to the supply chain. We work to
ensure that our suppliers also
follow practices in line with our
sustainability policies. In order to
achieve the desired outcome, we
have integrated the policies in all
our supplier agreements.
level. The policies outline the
principle of ethical and business
practices to be adopted by the
suppliers in order to sustain long-
term collaboration with SCL.
Coverage of the policies extends to
100% of our suppliers who are also
appraised on the same.
criteria in evaluating product and
service options, but also to support
suppliers in their sustainable
development.
Supporting local suppliers also
makes a valuable contribution to
the regional and national economy,

FOSTERING
Through the ‘Green Procurement
Policy’ and ‘Vendor Code of
Conduct’, SCL strives to nurture the
as well as creates a level of supply
Our determination is to apply the security for SCL. During the year
policies to all of our purchases, FY 2017-18, we added 959 new
and require procurement staff not suppliers to our value chain of

SUSTAINABLE
suppliers to the desired expected only to incorporate sustainable which, around 99% are from India.

SUPPLIERS Vendor Code of Conduct

Defines minimum standards of ethical and responsible behaviour on following aspects of sustainability and
social accountability

Inequality affects many areas in which we operate. As such, Human rights Forced labour Child labour Compliance with laws
we recognize the responsibility to generate economic
Corporate social
value for local stakeholders as well as improve their Maintaining value
and integrity
Safe and hygienic
work conditions
Fair competition and
anti-corruption responsibility
competitiveness. With supply chain becoming complex day
by day, it has become imperative for us to establish internal GREEN PROCUREMENT POLICY
values, strategies and code of conduct with suppliers to Provides a guidance and NEW 954 Within India
framework for evaluating and SUPPLIERS
ensure responsibility. screening of the products to ENGAGED
ensure that they have minimal
impact on the environment
5 Out of India

All contracts include 18 Suppliers were assessed

clauses on environment
and social aspects
GOALS 2017-18
• 20 more suppliers would be
covered under sustainability
appraisals i.e.
16.2% of total critical suppliers
• Include sustainability components in
all contracts (100%)
on social and environmental
criteria
PERFORMANCE
• 18 suppliers were assessed based
on social and environmental criteria
• All contracts and request-for-
proposals included a terms of
reference on sustainability aspects
to be covered by the firm
IMPROVING PERFORMANCE with and suppliers who are in the
THROUGH SUPPLIER process of entering an agreement
ASSESSMENTS with SCL. The procedure supports
SCL has a systematic approach SCL in assessment of the business
for supplier screenings called as partner’s performance across
‘Supplier Categorization Procedure’ economic, environmental and
and applies to all suppliers who social parameters as well as helps
SCL have an established agreement in understand the potential risks
No supplier was identified as having significant negative
environmental and social impact
facing our supply side operations.
During the reporting year FY 2017-
18, we screened and assessed 18
suppliers based on our social and
environmental assessment criteria
including SA 8000.

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FOSTERING SUSTAINABLE SUPPLIERS EMBEDDING HARMONIOUS GROWTH

308-1 308-2 414-1 BUILDING A SUSTAINABLE GROWTH AGENDA

SUPPLIER ASSESSMENT PROCESS URMIL TECHNOFAB, AJMER

As the proprietor of the company, Pankaj’s Urmil Tehnofab also grew

Vendor confirmation Mr. Pankaj Singhal started his giving him more opportunity to work
career journey with leading cement with SCL.
• Finalize vendor and Establish contact
issue contract companies and later on decided
• Mapping of potential
to venture out his own company. With SCL being a responsible firm
6 vendors
Prior to setting up his unit at the which influences suppliers to also
1 • Meeting potential vendors at
trade events
RIICO Industrial area of Ajmer, he adopt sustainability, Urmil eventually
gained experience on fabrication by began implementing sustainability
working with Standard Alloy. Started measures across its units. Over
in 2000, Pankaj began visiting SCL the years, Urmil has implemented
unit on a day-to-day basis and significant measures including a
Supplier profiling started developing conveyor belt ‘Waste Heat Recovery System’ which
• Assess the technical components, air nozzle, rotary provides savings of around INR 12
Trial agreement
capabilities of the airlock, pin gate, curtain chain lakhs/annum.
• Enter into a
contractual 5 Supplier
assessment 2
vendor
• Assess requirement
and other products. As SCL grew,
agreement on a
process of the products
trial basis
• Assess the vendor
performance
VALUE CREATED
• Incremental growth of business from INR 5 Lakhs to INR 105 Lakhs as
Assessed by SCL
of FY 2017-18
technical team
• Expansion of business with all cement plants across Rajasthan
• Accreditation from the European Union’s Foundation for MSME
4 Assessed by SCL Clusters for implementing ‘Occupational Health & Safety Measures’
Physical assessment 3 procurement team
• Conduct site audit of the
potential vendors Initial vendor assessment
• Conduct third-party audit • Assess the economic
for critical components performance of the vendors
by reviewing the annual
reports

ENVIRONMENTAL CRITERIA’S ASSESSED SOCIAL CRITERIA’S ASSESSED

• Monitoring and management of • Child labour

environmental issues • Forced labour
• Sustainable packaging and shipping • Health & Safety
materials • Freedom of association and
• Environmental policy statement collective bargaining
• Resource efficiency (energy • Discrimination
conservation, water conservation, fuel • Working hours
savings) • Remuneration

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STRENGTHENING COMMUNITIES EMBEDDING HARMONIOUS GROWTH

Governed and guided by the CSBR committee, SCL’s ‘Samaj Seva’ programme operates in line with the statutory
requirements as mandated by the Government of India.

Snapshots of the ‘Samaj Seva’ CSR programme

SCL considers community development as an

integral part of its wider sustainability agenda
thereby bring about a change to the lives of the
community associated with the company

STRENGTHENING Vision
Scope

COMMUNITIES
SCL adheres to the statutory mandate of
section 135 of the Companies Act and is
committed to spending 2% of its average
Samaj Seva net profit of last three years towards ‘Samaj
Programme Seva’ initiatives

Corporate Social Responsibility (CSR) drives SCL

and we unceasingly strive to look for opportunities Compliance The CSR policy shall cover all CSR projects/
programmes as per Schedule VII of the Act and
shall be applicable to three integrated plants-
beyond profitability. By integrating the needs of the Beawar, Ras and Raipur and seven Grinding
communities into our day-to-day operations, we aim Units – Khushkhera, Suratgarh, Jaipur, Roorkee,
Aurangabad, Panipat and Bulandshahr
to create positive value in the society. In line with the
regulatory requirements and our guiding principles
we support the upliftment of the local communities
through education, women empowerment, rural CSBR Committee

development, environmental protection and other

initiatives.
Mr. O.P. Setia (Chairman) Dr. Leena Srivastava
Independent & Non-Executive Director Independent & Non-Executive Director

Mr. Prashant Bangur Mr. Sanjiv Krishnaji Shelgikar

Non Independent & Executive Director Independent & Non-Executive Director

48% 25% 44%

CSR budget spent on
Rural Development
thematic area
CSR budget spent on Increase in the
Education thematic investments on CSR
area initiatives as compared Mr. Nitin Desai Mr. Ramakant Sharma
to FY 2016-17
Independent & Non-Executive Director Non-Executive Director

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STRENGTHENING COMMUNITIES EMBEDDING HARMONIOUS GROWTH

413-1 413-2
For every organisation, the new
realm of investment is to be socially
responsible thereby gaining
confidence of the stakeholders as
well as secure direct financial gains
from the benefits of well-managed
community investments. At SCL,
we use the ‘Participatory Rural
Appraisal (PRA)’ process to identify
and implement the initiatives based
on the needs of the community.
During the process, we also ensure
that our initiatives are bespoke to
avoid any negative impacts. Where
residual impacts emerge, SCL has
a structured grievance redressal
mechanism to resolve issues with
commensurate speed.
OUR BESPOKE THEMATIC AREAS
OF INVOLVEMENT
SCL’s CSR activities have been
underpinned by a robust process
Grievance Women
of identifying focus areas which Redressal Process empowerment
include education, healthcare, • Grievances are
rural development and women shared during
empowerment amongst others. meetings and interactions Infrastructure
These areas also underpin our with the local villagers Education
development
commitment and progress • Villagers submit a written
towards the national sustainable complaint to the SCL’s CSR
development agenda of ‘Collective Wing
Effort, Inclusive Growth’. Reflecting • CSR Wing ensures the
the national commitments, complaints are addressed
our focus is also increasingly with commensurate speed
focused towards elimination of Environment Sustainable
poverty, gender equality and rural protection livelihood
development.
During the reporting year FY 2017-
Focus
18, the CSR expenditure stood areas
at INR 278.1 million against the
average net profit of INR 13,780.3 Promotion
million reported over the last three
of art and Healthcare
years.
culture

CSR thematic area Value spent (INR million)

Healthcare (sanitation, drinking water) 27.5
Education 70.9
Gender equality, women empowerment and initiatives around reducing 13.3
inequalities
Environment protection 9.7
Art & Culture 11.2
Rural sports 3.2
Rural development 133.3
CSR overheads 9
Total CSR expenditure 278.1

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STRENGTHENING COMMUNITIES EMBEDDING HARMONIOUS GROWTH

BUILDING SKILLFUL AND TALENTED FUTURE GENERATIONS WOMEN EMPOWERMENT AS A TOOL TO IMPROVE STANDARD OF LIVING

Ras Beawar

With the Government realizing the practical knowledge dissemination, Shree Stree Shakti Yojna
necessity to impart Information computer based education Driven by the evolving agenda of SCL ventured to meet the Village Once the results started to emerge,
Technology (IT) based education to programme was implemented improving the standard of living Sarpanch and family members to requests came in for enrolling
bridge the gap between theory and around the peripheral areas of SCL. of women around Beawar, SCL appraise them about the objective more women into the training
identified the remote and backward of this programme. programme.
Developing community through ‘Computer Literacy Centre (CLC)’ village of Junjhara Ka Badia from
Lulwa Panchayat. Around 20 women within the age The success of this initiative were
Objective group of 18-20 years identified. also acknowledged by various
Prior to the commencement Despite communication in local media houses which garnered
• Increase awareness of youth/villagers towards IT based education of the programme, SCL had to language being detrimental to the publications about SCL’s program in
• Increasing the technical competencies of youth on IT tackle the hurdle of bringing in success of the project, SCL was able various news articles.
reclusive women to participate in to implement the programme with
How the solution was implemented? Value created for the community the program. As the efforts were the support of the local villagers.
• Established well-equipped computer centres with all not yielding positive outcomes,
amenities and qualified trainers to impart training
• Provided customized content book for the trainees to help 2 Training women on tailoring and allied services
them build their nuances of computer basics and internet Total no. of additional
usage computer centres replicated Objective
and established based on
Forward looking sustainable model • Create employment opportunities for women
the same model
• Partnered with NIIT Foundation, Delhi to provide
Project implementation Value created for the community
structured (training and assessments) certified training for
the students 1,238 The core focus of the project was to train women on
Tangible benefits
• Imparted ‘Rajasthan State Certificate Course in Information Total no. of beneficiaries ‘Sewing, stitching, cutting, designing and bag making’
who have received computer thereby making them to become self-reliant. • Generating monthly earnings of INR
Technology (RSCIT)’ for individuals applying for Govt. jobs
education across all 3 centres 4,000-6,000 from women opened
• Organised summer coaching camps for villagers on Phase 1 Training on ‘Hand Operated Sewing
(Ras, Babra, Butiwas) commercial ventures
computer basics (4 months) Machines’ • Replication of the programme in two
Phase 2 Training on ‘Peddle Operated more villages- Andheri Deori and
(3 months) Sewing Machines’ Neemgarh to train around 160 women
Phase 3 Training on ‘Electric Operated
(1 month) Designer Sewing Machines’ Intangible benefits
• Increasing the resilience of women
All capital expenditure related to buying the tailoring from backward communities
machines and other expenses was invested upfront by • Increased competencies on tailoring
SCL. and designing

RSCIT Batch Computer Literacy Centre

Sewing Centre Shree Stree Shakti Yojna

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STRENGTHENING COMMUNITIES EMBEDDING HARMONIOUS GROWTH

DRINKING WATER IS ESSENTIAL FOR A HEALTHY LIFESTYLE

Owing to the spread of diarrhoea in the villages of Akbarpur and Tehsil Laksar, SCL decided
Ras
to provide access to healthcare services

With 163 million inhabitants in
India living without access to safe
drinking water, fortifying the needs
of the marginalized section of
the community is a corner stone
for securing the social license to
operate. At SCL, we identified that
the communities where we operate
have access to contaminated water
and thereby implemented solutions
to improve their quality of life.
SCL’s CSR team along with a team of doctors and nurses visited the villages and started
conducting medical camps to stop the spread of disease. This unanticipated program has
Quality
Healthcare, built a strong and harmonious relationship between SCL and the village community
Roorkee

Providing drinking water facility in villages & schools

Objective Due to Fluoride contamination in water sources in Aurangabad district, the local community
placed a formal request to SCL for setting up a ‘Fluoride Treatment Plant’
Provide access to safe drinking water in the villages
Safe SCL installed a ‘Fluoride Treatment Plant’ and thereby created a safe water source for the
How the solution was implemented? Value created for the community Provision of local community
• Identified the problem of fluoride contamination as Water, Bihar
the main source of acute water shortage Tangible benefits
• Mapped the drinking water need of the villages
• Constructed ‘36 water tanks’ in the government 6,000
schools and nearby villages Total no. of beneficiaries who have SCL identified that there was a need for government schools to be equipped with ICT labs
• Constructed ‘27 Khelis’ (water storage structure) to access to safe drinking water to increase the interest level of students. An activity was started to promote E-education in
meet the drinking water requirement of the cattle government schools by developing an ICT lab and science lab. Many of the senior students
• Provided water supply through water tankers in Intangible benefits benefitted from this program as they were able to acquire knowledge which was only
Promoting
villages and schools • Easy access to safe drinking water possible through the usage of computer.
Education,
• Reducing the time taken by women Khushkhera
to draw water during summer seasons
INR 33,75,000 Total investment for
construction • Increasing cattle life span

As an effort to keep the community healthy, SCL organised various medical camps
Promoting sports for nurturing rural talent throughout the year to promote the agenda of good health and hygiene. Around 1,400
villagers were given free advise and medicines for ailments observed.
Quality
Healthcare,
Panipat

Raipur
Shree Gramin Khel Mahotsav As part of our education promotion, we identified that there was a necessity to increase
awareness about education and vocation skills. To increase the turnout in schools, SCL
Objective decided to provide basic infrastructure for the students and teachers along with the
necessity accessories such as clothes and stationary items. Within a span of 7 years, from
Nurture local sports talent Increasing 2011 to 2018, the students strength has increased from 150 to 450 in the government
literacy rate, school of Udaipur, Udasar.
How the solution was implemented? Benefits realised Surathgarh
The core focus of the project was to establish a platform
for rural youth to display their talent/skill related to sports.
SCL also ensured participation of women in the sports
events. Some of the key events organised includes: 590 Total no. of participants
To promote gender equality and for empowering women, SCL decided to cater the needs
• Volleyball of around 800 unemployed women around the nearby villages. We established ‘Sewing
• Kabbadi
• Athletics
16 Total no. of gram panchayats
from where women
Learning and Training Centre’ where the women were trained and garnered to establish
Generating their own career path.
• Cricket participated in various events
livelihood,
• Kho-Kho Bulandshahr

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STRENGTHENING COMMUNITIES EMBEDDING HARMONIOUS GROWTH

SCL’S CSR INITIATIVES WERE ALSO BENEFICIARY’S SAY

RECOGNISED BY THE NATIONAL MEDIA

Shree Cement Samaj Seva Vibhag Khushkera is running

‘Silai’ centre for the last two years in our village. Around 36
women have been trained to do our own tailoring work and
I am presently earning Rs. 2,000/month through this camp. I,
along with my village women are extremely thankful to Shree
Cement Limited.

Smt. Meena
Karoli Village, Khushkhera

The vocational training received from Shree Cement Ltd, Ras

helped me to stand on my own feet. I would like to continue
tailoring even after my marriage. I feel empowered after
completing the entire course of tailoring. The best day of my
life was the day when I earned my first income of Rs.2000 and
presented to my family.

Smt. Mumtaz
Kolpura Village, Ras

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STRENGTHENING COMMUNITIES
EMBEDDING HARMONIOUS GROWTH EMBEDDING HARMONIOUS GROWTH

403-1

Overall scope and classification of CSR initiatives undertaken by

SCL during FY 2017-18
BEAWAR
Shree Cement has undertaken several CSR activities in
CSR Initiatives No. of Beneficiaries
various domains which has made a great impact in the lives
Education
of the people of our village. Initiatives such as providing
Computer Literacy Center 118
stationaries, books, uniforms for promoting education,
constructing water harvesting structures and water pipelines School Support Programme 8,068

for water management and empowering women through Shree Ki Patshala 101
teaching sewing and Papad making are some of the many Infrastructure support Entire Village
examples of SCL’s CSR activities. Health
RO drinking water in government schools & villages 118
Sarpanch- Gram Panchayat
Women Empowerment
Shyamgarh, Beawar
Income generation programme (Sewing, Mehandi, Craft, Rangoli and etc.) 208
Save the Girl Child Campaign by providing a fixed deposit 1
Support to BPL families for marriage programme 53
Women’s Day celebration 27
Sustainable Livelihood
Promotion of HYV (High Yielding Variety) seeds 2,723
Training of farmers 50
Financial assistance in terms of subsidized agriculture equipment 55
Under the Swaccha Bharat Mission, Shree Cement built toilets
in several houses in the ward and are actively promoting Distribution of uniforms to Anganwadi Students 319

the “Open Defecation Free” Campaign. Several behaviour Developed two Anganwadi Center as model center 22

change campaigns such as Swacchta Rallies and Nukkad Developed RWH structures under the Mukhya Mantri Jal Swavlamban Abhiyan Entire Village
(MJSA)
Nataks have been organised to create awareness on good
Rural Sports
sanitation practices.
Provision for providing sports kit for cricket, football, volley ball, carrom etc. 2,039

Sarpanch- Gram Panchayat Environment Protection

Andheri Devi, Beawar Provision for solar torches 370
Provision for providing tree guard and saplings Entire Village
Infrastructure Development
Construction of cement concrete road in various villages Entire Village
Facility for community i.e. drainage work, renovation for health centre Entire Village
Drinking water tank and borewell Entire Village

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CSR Initiatives No. of Beneficiaries

Infrastructure Development
Construction of village roads, CC roads and block roads 1,000
RAS Construction Rapat/Culvert Entire Community
Construction of Kheli/Water tank 1,081
CSR Initiatives No. of Beneficiaries
Construction of shade, repairing and renovation of classroom 400
Education
Construction of class rooms and other physical support in government schools 400
Computer Literacy Center 256
Repairing and renovation of other government establishment 900
School Support Programme 5,200
Support of cement bags & material for religious places 2,500
Shree Ki Patshala 207
Contribution for religious Festivals, Melas, social Groups and Samitis 5,500
Quality Education Programme 355
Deepening of RWH / pond structures Entire Village
Health
Mamta Project (maternal & child health care) 1,418
Mamta /Mega Health Camp/ Mobile Health Camps 10,214
Shree Chetna Project 990 RAIPUR
Shree Swachhata Project 1,000
Provision of drinking water facilities 6,070 CSR Initiatives No. of Beneficiaries
Education
Women Empowerment
Income generation programme (Sewing, Mehandi, Craft, Rangoli and etc.) 208 Celebration of National and International days viz. Independence Day, Republic 500
Day, Environment Day etc. in schools
Save the Girl Child Campaign by providing a fixed deposit 1
Monetary support to Viklang Sangh Entire Community
Support to BPL families for marriage programme 53
Monetary support to ITI students under scholarship for nearby villages. 13
Women’s Day celebration 27
Health
Sustainable Livelihood
Arranging health camps and provision of medicines and other facilities including 814
Promotion of agricultural equipment 89 financial assistance for arranging health camps
Promotion of HYV (High Yielding Variety) seed distribution 150 Providing safe drinking water through digging of bore-wells, installation of 6,000
Training and exposure of villagers and SHG members 133 submersible pumps and installation of hand pumps

Livestock management 314 Organising first-aid training at school & village level 500

Developed two Anganwadi Center as model center 22 Women Empowerment

Developed RWH structures under the Mukhya Mantri Jal Swavlamban Abhiyan Entire Village Income generation programme (Sewing, Mehandi, Craft, Rangoli and etc.) 208
(MJSA) Save the Girl Child Campaign by providing a fixed deposit 1
Environment Protection Support to BPL families for marriage programme 53
Sapling and fruit bearing plant distribution for villagers 2,507 Women’s Day celebration 27
Orchard development & fencing work Entire Community Environment Protection
Distribution of hybrid vegetable, fodder and other crop seeds 978 Plantation under Hariyar Chhattisgarh Scheme 5 Villages

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CSR Initiatives No. of Beneficiaries CSR Initiatives No. of Beneficiaries

Sustainable Livelihood Women Empowerment
Monetary support to various cultural functions related to art & heritage at village 5 Villages Silai Center at Dhera Village 90
level
Beauty parlor center at Asalpur Village 25
Monetary Support in socio-religious and other functions in nearby villages 5 Villages
Environment Protection
Infrastructure development work including construction of Vrudhashram, Mangal 11 Villages
Bhawan, Community Centre, Drains, Pachri & pond beautification Installation of tree guards Entire Community

Monetary Support to district CSR Cell for bio-toilets, upgradation of bus stand, skill 11 Villages Infrastructure Development
development & supply of sport kits in schools Construction of wall of cremation center at Asalpur Village Entire Community
CSR programme coordination expenses including expenses on brochures, painting, 11 Villages Dismantling and reconstruction of Thakur Maharaj Mandir at Dhera Village Entire Community
leaflets, CSR documentary film, display boards inauguration function etc.
Cement bags donation Entire Community
CSR programme coordination expenses including expenses on brochures, painting, 11 Villages
leaflets, CSR documentary film, display boards inauguration function etc. Financial support in Ramleela / Mahashivratri Entire Community

Promotion of Rural Sports Support of furniture in library at Asalpur Village Entire Community

Expenses on Shree Khel Mahotsav 2017 & other district level tournaments 590 Players

AURANGABAD

JAIPUR CSR Initiatives No. of Beneficiaries

Education
CSR Initiatives No. of Beneficiaries
Distribution 1400 school bags among government school students in Aurangabad, 1,400
Education Bihar

Distribution of furniture in schools 300 Contribution of 100 bags of cement for school construction

Distribution of school bags & stationary in government schools 350 Health

Distribution of school dresses & sweaters in government schools 200 Installation of 3 fluoride treatment plant in peripheral villages i.e Jasioya, Majurahi 150
and Bela
Distribution of fans, hygiene kits and sweets on 15th Aug and 26th Jan 1200
Organised health check-up camps in two villages 400
Sponsorship of trophies for meritorious students of Jobner 150
Blood Donation Camp 65
Health Installation of 5 hand-pumps in peripheral villages Entire Village
General medicine camps 1000 Women Empowerment
Mamta Project for pregnant women and school children 200 Provision of 20 Sewing Machines and 10 workstations for SP, office Aurangabad 30
Installation of water tanks Entire Community Environment Protection
Distribution of dustbins under Swaccha Bharat Abhiyan Entire Community Plantation of 15,000 plants in peripheral villages of plant Entire Community
Installation of water cooler and RO in school 550
Provision of fans for Jobner PHC Entire Community

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CSR Initiatives No. of Beneficiaries CSR Initiatives No. of Beneficiaries

Promotion of Rural Sports Promotion of arts and culture
Financial assiatance given to SITYOG Sports club for basketball & cricket Entire Community Protection of national heritage, art and culture including restoration of buildings Entire Community
tournament and: sites of historical importance and works of art; setting up public libraries;
promotion and development of traditional arts and handicrafts
Reinovation of Indoor Stadium,Aurangabad,bihar Entire Community
Promotion of Rural Sports
Promotion of Rural Sports
Training to promote rural sports, nationally recognized sports, Paralympics sports Entire Community
Camp organized at Surya Dev temple, Aurangabad 5,000 and Olympic sports
Camp Organized at Surya Dev temple, Aurangabad 7,000 Sustinable Livelihood
Provided 400 bags of cement for construction of temple at Rawal Bigha, Mahadev Entire Community Contribution to the Prime Minister's National Relief Fund or any other fund set up Entire Community
Sewa Samiti, Maa Devi Bhandar and Mahauth in Aurangabad by the Central Government for socio-economic development and relief and welfare
Financial contribution provided on occasion of Ram Navmi Entire Community of the scheduled castes, the scheduled tribes, other backward classes, minorities
and women
Provided financial support for organizing folk musical night at Aurangabad 2,000
Rural development projects Entire Community
Financial assistance provided for organizing camp at Deoghar, Aurangabad 5,000
Sustainable Livelihood
Financial assistance given to flood affected family of Bihar through CM Relief Fund 5,000
KHUSHKHERA

CSR Initiatives No. of Beneficiaries

BULANDSHAHR Education

Distribution of school uniform in government schools in Maheshra, Khushkhera, 1,200

CSR Initiatives No. of Beneficiaries Rabrka and Salarpur,
Education IT support to government schools for computer labs and science labs 1,600
Promoting education, including special education and employment enhancing 750 Distribution of sweaters to village students in rural areas in government schools 1,200
vocation skills especially among children, women, elderly, and differently abled and
livelihood enhancement projects Motivational activities 1,400
Contributions or funds provided to technology incubators located within academic Entire Community Infrastructure development in schools 1,200
institutions which are approved by the Central Government
Health
Health
Preventive health check-up programs 1,600
Eradicating hunger, poverty and malnutrition, promoting preventive health care 100
and sanitation and making available safe drinking water Making available safe drinking water 1,800

Women Empowerment Women Empowerment

Promoting gender equality, empowering women, setting up homes and hostels for 800 Promoting gender equality and empowering women 200
women and orphans; setting up old age homes, day care centers and such other
facilities for senior citizens and measures for reducing inequalities faced by socially and
economically backward communities
Environment Protection
Ensuring environmental sustainability, ecological balance, protection of flora Entire Community
and fauna, animal welfare, agro forestry, conservation of natural resources and
maintaining quality of soil, air and water

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CSR Initiatives No. of Beneficiaries CSR Initiatives No. of Beneficiaries

Sustainable Livelihood Health
Promotion of agricultural equipment 89 Medical camps Entire Community
Promotion of HYV (High Yielding Variety) seed distribution 150 Blood Donation camps 86
Training and exposure of villagers and SHG members 133 Women Empowerment
Livestock management 314 Financial assistance provided to BPL families for solemnizing the marriage of their 7 Families
daughters
Developed two Aganwadi Center as model center 22
Environment Protection
Developed RWH structures under the Mukhya Mantri Jal Swavlamban Abhiyan Entire Village
(MJSA) Provided submersible pumps for clean drinking water in schools 300
Environment Protection Promotion of Rural Sports
Green Belt development 3,000 Promote sports & games among children of Haryana State Rural Games Entire Community
Association
Infrastructure Development
Provided uniforms for children participating in Khel Mahotsav Entire School
Infrastructure development in nearby villages 2,800
Organised a Kabaddi Tournament in Khukhrana Village Entire Community
IT support to village panchayat 3,000
Organised Kabaddi Tournament in Khukhrana Village Entire Community
Nyay Apke Dwar 900
Infrastructure Development
Water pots for animals and birds in summer season 400
Donated 100 bags of cement for construction of Devi Mandir n Khu-khran village Entire Village
Blanket distribution to poor people 600
Donated 100 bags of cement for renovation of Shiv Mandir in Sutana village Entire Village
Construction of Shiv Temple 1,700
Distribution of 3000 Booklets on road safety among school children and truck Entire Village
Micro projects for youth and women 1,400
drivers
Water cooler in public places 2200
Deepening of RWH / Pond Structures Entire Village
Promotion of Traditional Art and Culture
SURATGARH
Promotion of local art and culture through local melas, festivals and functions 3,200
Promotion of Rural Sports CSR Initiatives No. of Beneficiaries

Promoting rural sports and activities Entire Community Education

Promoted education, including special education and employment enhancing 1,150

vocation skills to children, women and elderly people
Provided funds to technology incubators located within academic institutions Entire Community
PANIPAT approved by the Central Government.
Health
CSR Initiatives No. of Beneficiaries
Promoted preventive health care, good sanitation practices and safe drinking 973
Education water
Sweaters and winter wear was distributed to government schools in Khukhrana Entire Village Women Empowerment

Awareness programme organized at Khukhrana Village on Anaemia for women and Entire Village Promoted gender equality, women empowerment by setting up homes and hostels for 100
children women and orphans. Also, set up old age homes, day-care centres and other facilities
for senior citizens

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CSR Initiatives No. of Beneficiaries CSR Initiatives No. of Beneficiaries

Sustainable Livelihood Promotion of Traditional Art and Culture
Contribution to the Prime Minister's National Relief Fund for socio-economic Entire Community One Day Medical / Food camp organised under Kawad Shivir 5,000
development of the scheduled castes, scheduled tribes, other backward classes
Bhandara at Bherubaba Temple on occasion of Ram Navmi 400
Rural development projects Entire Community
Donation to Ramleela Committee, Laksar to organize the Ramleela at Laksar 500
Environment Protection
Ensuring environmental sustainability, ecological balance, protec-tion of flora Entire Community
and fauna, animal welfare, agro forestry, conservation of natural resources and
maintaining quality of soil, air and water
Promotion of Traditional Art and Culture
Protection of national heritage, art and culture through setting up of public libraries Entire Community
and promotion of traditional arts and handicrafts.

ROORKEE

CSR Initiatives No. of Beneficiaries

Education Shree Ki Paathshala Education Programme Shree Agriculture Promotion

Distribution of One computer with printer and 256

One Steel Almirah 50

Distribution of Utensils in Govt Schools 180

Repair of Boundary wall at Kasturba Gandhi Girls Hostel, Akbarpur Oud – to 50

provide the security to Girls
Shree Medical Camp Shree Social Services Shree Ki Paathshala – Book Distribution
Distribution of Note Book, Stationaries School Bag in Govt Schools for more than 1,000
1000 students
Distribution of Sweater during the winter season 300

Health
Blood Donation Camp 105
Pulse Polio Camp 10,000
Electrol Powder & minerla water to help Diarrhoea Affcted villagers at Akbarpur 150
Oud
Women Empowerment
Kanya Dan- Provision of financial aid for girl marriage of BPL families 5
Environment Protection
Toilet Construction - 6 nos. in Govt Schools 600

Shree Gramin Khel Mahotsav

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 EMBEDDING HARMONIOUS GROWTH

ANNEXURES

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102-55 GRI Standard Disclosure Page No.(s) Omissions

102-22: Composition of the highest governance body and 33 -
GRI CONTENT INDEX its committees
102-23: Chair of the highest governance body 33 -
GRI Standard Disclosure Page No.(s) Omissions
102-24: Nominating and selecting the highest governance 33 -
GRI 101: Foundation body
2016
102-25: Conflicts of interest 33 -
General Disclosures
102-26: Role of highest governance body in setting 33 -
GRI 102: General Organization Profile purpose, values, and strategy
Disclosures 2016
102-27: Collective knowledge of highest governance body 33 -
102-1: Name of the organization 16 -
102-28: Evaluating the highest governance body’s 33 -
102-2: Activities, brands, products, and services 16 - performance
102-3: Location of headquarters 16 - 102-29: Identifying and managing economic, 39 -
102-4: Location of operations 18 - environmental, and social impacts

102-5: Ownership and legal form 16 - 102-30: Effectiveness of risk management processes 39 -

102-6: Markets served 18 - 102-31: Review of economic, environmental, and social 37 -

topics
102-7: Scale of the organization 56 -
102-32: Highest governance body’s role in sustainability 33 -
102-8: Information on employees and other workers 97 - reporting
102-9: Supply chain 16 - 102-33: Communicating critical concerns 31 -
102-10: Significant changes to the organization and its 16 - 102-34: Nature and total number of critical concerns 31 -
supply chain
102-35: Remuneration policies 43 -
102-11: Precautionary Principle or approach 39 -
102-36: Process for determining remuneration 43 -
102-12: External initiatives 16 -
102-37: Stakeholders’ involvement in remuneration 43 -
102-13: Membership of associations 19 -
102-38: Annual total compensation ratio 43 -
Strategy
102-39: Percentage increase in annual total compensation 44 -
102-14: Statement from senior decision-maker 4 - ratio
102-15: Key impacts, risks, and opportunities 26 - 102-40: List of stakeholder groups 46 -
Ethics and Integrity 102-41: Collective bargaining agreements 100 -
102-16: Values, principles, standards, and norms of 31 - 102-42: Identifying and selecting stakeholders 46 -
behaviour
102-43: Approach to stakeholder engagement 46 -
102-17: Mechanisms for advice and concerns about ethics 31 -
102-44: Key topics and concerns raised 46 -
102-18: Governance structure 33 -
102-45: Entities included in the consolidated financial 12 -
102-19: Delegating authority 37 - statements
102-20: Executive-level responsibility for economic, 37 - 102-46: Defining report content and topic Boundaries 50 -
environmental, and social topics
102-47: List of material topics 50 -
102-21: Consulting stakeholders on economic, 37 -
environmental, and social topics 102-48: Restatements of information 12 -
102-49: Changes in reporting 12 -

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GRI Standard Disclosure Page No.(s) Omissions GRI Standard Disclosure Page No.(s) Omissions
102-50: Reporting period 12 - Energy
102-51: Date of most recent report 12 - GRI 103: 103-1: Explanation of the material topic and its 52 -
Management boundary
102-52: Reporting cycle 12 - Approach 2016
102-53: Contact point for questions regarding the report 12 - 103-2: The management approach and its components 52 -
102-54: Claims of reporting in accordance with the GRI 12 - 103-3: Evaluation of the management approach 52 -
Standards
GRI 302: Energy 302-1: Energy consumption within the organization 67 -
102-55: GRI content index 142 - 2016
102-56: External assurance 12 - 302-2: Energy consumption outside of the organization 67 -
Topic Specific 302-3: Energy intensity 67 -
Standards
302-4: Reduction of energy consumption 69 -
GRI 200 Economic
Standard Series 302-5: Reductions in energy requirements of products and 67 -
services
Economic
Performance Water
GRI 103: 103-1:Explanation of the material topic and its 52 - GRI 103: 103-1: Explanation of the material topic and its 53 -
Management boundary Management boundary
Approach 2016 Approach 2016
103-2: The management approach and its components 52 - 103-2: The management approach and its components 53 -
103-3: Evaluation of the management approach 52 - 103-3: Evaluation of the management approach 53 -
GRI 201: Economic 201-1: Direct economic value generated and distributed 57 - GRI 303: Water 2016 303-1: Water withdrawal by source 76 -
Performance 2016
303-2: Water sources significantly affected by withdrawal of 76 -
201-2: Financial implications and other risks and 41 - water
opportunities due to climate change
303-3: Water recycled and reused 76 -
201-3: Defined benefit plan obligations and other 58 -
retirement plans Biodiversity

201-4: Financial assistance received from government 129 - GRI 103: 103-1: Explanation of the material topic and its 53 -
Management boundary
GRI 300 Approach 2016
Environmental
Standard Series 103-2: The management approach and its components 53 -

GRI 103: 103-1: Explanation of the material topic and its 53 - 103-3: Evaluation of the management approach 53 -
Management boundary GRI 304: Biodiversity 304-1: Operational sites owned, leased, managed in, or 80 -
Approach 2016 2016 adjacent to, protected areas and areas of high biodiversity
103-2: The management approach and its components 53 - value outside protected areas

103-3: Evaluation of the management approach 53 - 304-2: Significant impacts of activities, products, and 80 -
services on biodiversity
GRI 301: Materials 301-1: Materials used by weight or volume 64 -
2016 304-3: Habitats protected or restored 80 -

301-2: Recycled input materials used 64 - 304-4:IUCN Red List species and national conservation list 80 -
species with habitats in areas affected by operations
301-3: Reclaimed products and their packaging materials 64 -

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GRI Standard Disclosure Page No.(s) Omissions GRI Standard Disclosure Page No.(s) Omissions
Emissions Supplier
Environmental
GRI 103: 103-1: Explanation of the material topic and its 53 - Assessment
Management boundary
Approach 2016 GRI 103: 103-1: Explanation of the material topic and its 52 -
Management boundary
103-2: The management approach and its components 53 - Approach 2016
103-3: Evaluation of the management approach 53 - 103-2: The management approach and its components 52 -
GRI 305: Emissions 305-1: Direct (Scope 1) GHG emissions 83 - 103-3: Evaluation of the management approach 52 -
2016
GRI 308: Supplier 308-1: New suppliers that were screened using 115 -
305-2: Energy indirect (Scope 2) GHG emissions 83 - Environmental environmental criteria 116
305-3: Other indirect (Scope 3) GHG emissions 83 - Assessment 2016

305-4: GHG emissions intensity 83 - 308-2: Negative environmental impacts in the supply chain 115 -
and actions taken 116
305-5: Reduction of GHG emissions 83 -
GRI 400 Social
305-6: Emissions of ozone-depleting substances (ODS) 84 - Standard Series
305-7: Nitrogen oxides (NOX), sulfur oxides (SOX), and 84 - GRI 103: 103-1: Explanation of the material topic and its 52 -
other significant air emissions Management boundary
Effluents & Waste Approach 2016

GRI 103: 103-1: Explanation of the material topic and its 53 - 103-2: The management approach and its components 52 -
Management boundary 103-3: Evaluation of the management approach 52 -
Approach 2016
GRI 401: 401-1: New employee hires and employee turnover 98 -
103-2: The management approach and its components 53 - Employment 2016
103-3: Evaluation of the management approach 53 - 401-2: Benefits provided to full-time employees that are 99 -
GRI 306: Effluents & 306-1: Water discharge by quality and destination 88 - not provided to temporary or part-time employees
Waste 2016 401-3: Parental leave 99 -
306-2: Waste by type and disposal method 88 - Labour Management
306-3: Significant spills 88 - Relations

306-4: Transport of hazardous waste 88 - GRI 103: 103-1: Explanation of the material topic and its 52 -
Management boundary
306-5: Water bodies affected by water discharges and/or 88 - Approach 2016
runoff
103-2: The management approach and its components 52 -
Environmental
Compliance 103-3: Evaluation of the management approach 52 -

GRI 103: 103-1: Explanation of the material topic and its 52 - GRI 402: Labour 402-1: Minimum notice periods regarding operational 100 -
Management boundary Management changes
Approach 2016 Relations 2016

103-2: The management approach and its components 52 - Occupational Health

& Safety
103-3: Evaluation of the management approach 52 -
GRI 103: 103-1: Explanation of the material topic and its 52 -
GRI 307: 307-1: Non-compliance with environmental laws and 90 - Management boundary
Environmental regulations Approach 2016
Compliance 2016

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GRI Standard Disclosure Page No.(s) Omissions GRI Standard Disclosure Page No.(s) Omissions
103-2: The management approach and its components 52 - 103-2: The management approach and its components 52 -
103-3: Evaluation of the management approach 52 - 103-3: Evaluation of the management approach 52 -
GRI 403: 403-1: Workers representation in formal joint 105 - GRI 406: Non- 406-1: Incidents of discrimination and corrective actions 103 -
Occupational Health management–worker health and safety committees 107 Discrimination 2016 taken
& Safety 2016
Freedom of
403-2: Types of injury and rates of injury, occupational 105 - Association
diseases, lost days, and absenteeism, and number of work- and Collective
related fatalities Bargaining
403-3: Workers with high incidence or high risk of diseases 106 - GRI 103: 103-1: Explanation of the material topic and its 52 -
related to their occupation Management boundary
Approach 2016
403-4: Health and safety topics covered in formal 105 -
agreements with trade unions 106 103-2: The management approach and its components 52 -
Training & Education 103-3: Evaluation of the management approach 52 -
GRI 103: 103-1: Explanation of the material topic and its 52 - GRI 407: Freedom 407-1: Operations and suppliers in which the right to 103 -
Management boundary of Association freedom of association and collective bargaining may be at
Approach 2016 and Collective risk
Bargaining 2016
103-2: The management approach and its components 52 -
Child Labour
103-3: Evaluation of the management approach 52 -
GRI 103: 103-1: Explanation of the material topic and its 52 -
GRI 404: Training & 404-1: Average hours of training per year per employee 101 -
Management boundary
Education 2016
Approach 2016
404-2: Programs for upgrading employee skills and 101 -
103-2: The management approach and its components 52 -
transition assistance programs
103-3: Evaluation of the management approach 52 -
404-3: Percentage of employees receiving regular 102 -
performance and career development reviews GRI 408: Child 408-1: Operations and suppliers at significant risk for 103 -
Labour 2016 incidents of child labour
Diversity and Equal
Opportunity Forced or
Compulsory Labour
GRI 103: 103-1: Explanation of the material topic and its 52 -
Management boundary GRI 103: 103-1: Explanation of the material topic and its 52 -
Approach 2016 Management boundary
Approach 2016
103-2: The management approach and its components 52 -
103-2: The management approach and its components 52 -
103-3: Evaluation of the management approach 52 -
103-3: Evaluation of the management approach 52 -
GRI 405: Diversity & 405-1: Diversity of governance bodies and employees 102 -
Equal Opportunity GRI 409: Forced or 409-1: Operations and suppliers at significant risk for 103 -
2016 Compulsory Labour incidents of forced or compulsory labour
2016
405-2: Ratio of basic salary and remuneration of women to 102 -
men Security Practices
Non-Discrimination GRI 103: 103-1: Explanation of the material topic and its 52 -
Management boundary
GRI 103: 103-1: Explanation of the material topic and its 52 -
Approach 2016
Management boundary
Approach 2016 103-2: The management approach and its components 52 -

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GRI Standard Disclosure Page No.(s) Omissions GRI Standard Disclosure Page No.(s) Omissions
103-3: Evaluation of the management approach 52 - GRI 103: 103-1: Explanation of the material topic and its 52 -
Management boundary
GRI 410: Security 410-1: Security personnel trained in human rights policies 103 - Approach 2016
Practices 2016 or procedures
103-2: The management approach and its components 52 -
Rights of Indigenous
People 103-3: Evaluation of the management approach 52 -
GRI 103: 103-1: Explanation of the material topic and its 53 - GRI 414: Supplier 414-1: New suppliers that were screened using social 115 -
Management boundary Social Assessment criteria 116
Approach 2016 2016
103-2: The management approach and its components 53 - Public Policy
103-3: Evaluation of the management approach 53 - GRI 103: 103-1: Explanation of the material topic and its 52 -
Management boundary
GRI 411: Rights of 411-1: Incidents of violations involving rights of indigenous 103 - Approach 2016
Indigenous People peoples
2016 103-2: The management approach and its components 52 -
Human Rights 103-3: Evaluation of the management approach 52 -
Assessment
GRI 415: Public 415-1: Political contributions 92 -
GRI 103: 103-1: Explanation of the material topic and its 53 - Policy 2016
Management boundary
Socioeconomic
Approach 2016
Compliance
103-2: The management approach and its components 53 -
GRI 103: 103-1: Explanation of the material topic and its 52 -
103-3: Evaluation of the management approach 53 - Management boundary
Approach 2016
GRI 412: Human 412-1: Operations that have been subject to human rights 103 -
Rights Assessment reviews or impact assessments 103-2: The management approach and its components 52 -
2016
103-3: Evaluation of the management approach 52 -
412-2: Employee training on human rights policies or 103 -
GRI 419: Socio 419-1: Non-compliance with laws and regulations in the 90 -
procedures
Economic social and economic area
412-3: Significant investment agreements and contracts 103 - Compliance 2016
that include human rights clauses or than underwent
human rights screening
Local Communities
GRI 103: 103-1: Explanation of the material topic and its 53 -
Management boundary
Approach 2016
103-2: The management approach and its components 53 -
103-3: Evaluation of the management approach 53 -
GRI 413: Local 413-1: Operations with local community engagement, 120 -
Communities 2016 impact assessments, and development programs
413-2: Operations with significant actual and potential 120 -
negative impacts on local communities
Supplier Social
Assessment

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ANNEXURES EMBEDDING HARMONIOUS GROWTH

UNGC PRINCIPLES IFC PERFORMANCE INDICATORS

UNGC Principle Category Description Page No. Category Unit Value / Reference
to Section
Principle 1 Human Rights Businesses should support and respect the protection 32,90,103,115
of internationally proclaimed human rights Occupational Health & Safety
Principle 2 Human Rights Businesses should make sure that they are not complicit 32,90,103,115 Accident Rate – Direct Employee LTI per million hrs. 0.20
in human rights abuses
Accident Rate – Indirect Employee LTI per million hrs. 1.69
Principle 3 Labour Businesses should uphold the freedom of association 100,103
Fatality Rate Per million man hours worked 0.099
and the effective recognition of the right to collective
bargaining Fatality Rate (Indirect) Per million man hours worked 0.065
Principle 4 Labour Business should uphold the elimination of all forms of 100,103 Occupational Health & Safety 0
forced and compulsory labour Monitoring Program
Principle 5 Labour Business should uphold the effective abolition of child 100,103 Resource Use and Waste
labour Hazardous Waste – Liquid kl 42
Principle 6 Labour Business should uphold the elimination of discrimination 100,103 Hazardous Waste – Solid Metric tons 21.96
in respect of employment and occupation
Air Emissions Levels for Cement Manufacturing
Principle 7 Environment Businesses should support a precautionary approach to 39
environmental challenges Dust Ton/year 572.34
Principle 8 Environment Business should undertake initiatives to promote 87,95 NOx – for cement facilities Ton/year 13572.40
greater environmental responsibility
SO2 for cement facilities Ton/year 165.70
Principle 9 Environment Businesses should encourage the development and 41,67,82,92
CO2 – From Decarbonisation Tons of CO2 7,945,197
diffusion of environmentally friendly technologies
CO2 – From Fuel Tons of CO2 4,484,845
Principle 10 Anti-Corruption Businesses should work against corruption in all its 115
forms, including extortion and bribery HCl mg/Nm3 7.76
Hydrogen Fluoride mg/Nm 3
0.73

NVG PRINCIPLES Total Organic Carbon mg/Nm3 3.70

Dioxins – Furans ng/ Nm , TEQ corrected to 10% O2 Concentration
3
0.03445
UNGC Principle Description Page No. Cadmium mg/Nm3 0.016
Principle 1 Ethics, Transparency and Accountability 31,32 Thallium mg/Nm 3
<0.0001

Principle 2 Maximising the sustainability of goods and services throughout their 90 Mercury (Hg) mg/Nm3 <0.0001
lifecycle Effluent Level Cement Manufacturing
Principle 3 Enriching the quality of life of employees and maximising their potential 48,96-103 pH Not Applicable – No effluent discharge from Factory
Principle 4 Inclusive growth through stakeholder engagement 46,100 Total Suspended Solids Not Applicable – No effluent discharge from Factory

Principle 5 Businesses should respect and promote human rights 103,115 Temperature Increase Not Applicable – No effluent discharge from Factory
Resource and Energy Consumption
Principle 6 Protecting the Environment 39
Materials-substitute raw materials % 23.61
Principle 7 Policy advocacy 32,92 used in clinker production

Principle 8 Inclusive growth and equitable development 90,120 Substitute raw materials in cement Metric tons 7,062,434
production
Principle 9 Value to customers 47,48,52,92
Fuel-energy cement GJ/ton of clinker 3.35
Principle 10 Businesses should work against corruption in all its forms, including 115 Electrical energy-cement GJ/ton of cement 0.18
extortion and bribery

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ANNEXURES EMBEDDING HARMONIOUS GROWTH

CSI KEY PERFORMANCE INDICATORS Issue Key Performance Indicator (KPI) Unit Data Coverage
(% of clinker
production)
Issue Key Performance Indicator (KPI) Unit Data Coverage
(% of clinker Specific NOx emissions g/ton clinker 923.04
production)
Total SO2 emissions Tons/year 165.70 100
Climate Total CO2 emissions - gross Million Tons 14 100
Specific SO2 emissions g/ton clinker 11.27
Protection
Total CO2 emissions - net Million Tons 12.50 100 Total dust emissions Tons/year 470.20
Specific CO2 emissions - gross kg/ton 558 Specific dust emissions g/ton clinker 31.98
cementitious
material Clinker produced with monitoring of major % 100
and minor emissions
Specific CO2 emissions - net kg/ton 553
cementitious Clinker produced with continuous monitoring % 100
material of major emissions

Independent third party assurance of CO2 Annual 100 Independent third party assurance of Annual 100
data (Frequency) emissions data (Frequency from 2011)

Fuels and Raw Specific heat consumption of clinker MJ/ ton 3,191 Local Impacts Sites with quarry rehabilitation plans in place % 100
Materials production clinker
Sites with community engagement plans in % 100
Alternative Fuel Rate % 2.90 place

Biomass fuel rate % 0 Biodiversity Number of quarries within, containing, or Number 0%

KPI no.1 adjacent to areas designated for their high
Alternative Raw Materials Rate % 23.61 biodiversity value, as defined by GRI 304:
Biodiversity 2016
Clinker/Cement Ratio % 66
Biodiversity Quarries with high biodiversity value where % NA
Employee No. of fatalities (directly employed) Number 1 KPI no.2 biodiversity management plans are actively
Health & implemented
Safety No. of fatalities per 10,000 directly employed 2
Water Total water withdrawal by source Million m3 2.29
No. of fatalities (indirectly employed) Number 0
Source: Ground water Million m3 1.96
No. of fatalities (3rd party) Number -
Source: Withdrawal from surface water Million m3 NA
No. of Lost time injuries (directly employed) Number 2
Source: withdrawal from municipal water Million m3 NA
Lost time injuries per 1m manhours (directly 0.20 supplies or other water utilities
employed)
Source: Rainwater harvested Million m3 0.32
No. of lost time injuries (indirectly employed - Number 14
contractors and sub-contractors) Source: withdrawal from other sources Million m3 NA

Lost time injuries per 1m manhours (indirectly 0.62 Total water discharge by quality and Million m3 NA
employed) destination

Total no. of lost time injuries Number 16 Destination: surface water Million m3 NA

Independent third party assurance of safety Annual 100 Destination: Water discharge for offsite Million m3 NA
data (Frequency) treatment

Emission Total NOx emissions Tons/year 13572.40 100 Destination: Water discharge to others Million m3 NA
Reduction
Total water consumption (for cement) Million m3 1.6
Percentage of sites with a water recycling Million m3 100
system

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ASSURANCE STATEMENT EMBEDDING HARMONIOUS GROWTH

ASSURANCE
STATEMENT
The scope of our assurance was limited to assurance for the sustainability performance data and information as
per GRI disclosures mentioned below, which were included in the Report:

General Standard Disclosures:

• Organization profile: GRI 102-1 to 102-13
• Strategy: GRI 102-14, 102-15
• Ethics and integrity: GRI 102-16, 102-17
• Governance: GRI 102-18 to 102-33
• Stakeholder engagement: GRI 102-40 to 102-44
• Reporting practice: GRI 102-45 to 102-56

Specific Standard Disclosures:

Economic
• Economic performance: GRI 201-2
• Market presence: GRI 202-1, GRI 202-2
• Indirect economic impacts: GRI 203-1, GRI 203-2
The Board of Directors and Management
Shree Cement Limited Environment
Beawar, District Ajmer • Materials: GRI 301-1 to 301-3
Rajasthan 305901, India • Energy: GRI 302-1 to 302-4
• Water: GRI 303-1 to 303-3
Introduction and objective of engagement • Biodiversity: GRI 304-1 to 304-4
Thinkthrough Consulting Pvt. Ltd. (TTC) was engaged by Shree Cement Limited (‘SCL’ or ‘Company’) to provide • Emissions: GRI 305-1 to 305-7
independent assurance to its Sustainability Report (‘Report’) for the financial year 2017-18. The Report has been • Effluents and Waste: GRI 306-1 to 306-5
developed by SCL based on Global Reporting Initiative (GRI) Standards (2016) and has been self-declared to • Environmental Compliance: GRI 307-1
comply with the ‘in accordance - comprehensive’ requirements of the GRI Standards. The Report has also been • Supplier environmental assessment: GRI 308-1, 308-2
aligned with International Finance Corporation (IFC) performance standards, principles of UN Global Compact,
National Voluntary Guidelines (NVG) for Social, Environmental and Economic Responsibility of Business published Social
by the Ministry of Corporate Affairs, Government of India, and specific aspects of energy use, GHG emissions, • Employment: GRI 401-1 to 401-3
air emissions and health and safety performance as per the Cement Sustainability Initiative (CSI) of the World • Labour/Management relations: GRI 402-1
Business Council for Sustainable Development (WBCSD). • Occupational health and safety: GRI 403-1 to 403-10
• Training and education: GRI 404-1 to 404-3
Respective responsibilities • Diversity and equal opportunity: GRI 405-1, 405-2
The Report content and its presentation are the sole responsibility of the management of SCL. The Company • Non-discrimination: GRI 406-1
management is also responsible for the design, implementation and maintenance of internal controls relevant to • Freedom of association and collective bargaining: GRI 407-1
the preparation of the Report, so that it is free from material misstatement, whether due to fraud or error. • Child labour: GRI 408-1
• Forced or compulsory labor: GRI 409-1
TTC’s responsibility, as agreed with the management of SCL, is to provide assurance on the Report content as • Human rights assessment: GRI 412-1, 412-2
described in the ‘Assurance Scope’ below. We do not accept or assume any responsibility for any other purpose
or to any other person or organisation. Any reliance a third party may place on the Report is entirely at its own Assurance criteria
risk. The assurance process was conducted in line with the requirements of the AA1000 Assurance Standard (2008)
Type 2 assurance1. We applied a moderate2 level of assurance.
Assurance scope
The Report of SCL covers sustainability performance data as per the GRI Standards for their plant facilities listed Limitations and exclusions
below, for the period 1st April 2017 to 31st March 2018: We conducted our review to express a moderate assurance conclusion. A moderate level assurance engagement
• Integrated Cement Plants at Beawar, Ras and Raipur, thermal and captive power plants, solar plant and mines relies on a risk based chosen sample of the selected information and the associated limitations that this entails.
at respective locations; Our work was limited to four sample sites visited by us as stated in ‘Summary of key assurance procedures’. This
• Grinding Units at Jobner, Suratgarh, Khushkhera, Aurangabad, Panipat, Bulandshahr and Roorkee. assurance statement should not be relied upon to detect all errors, omissions or misstatements that may exist.

1
Type 2 Assurance: an engagement in which the assurance provider gives findings and conclusions on the principles of Inclusivity, Materiality
and Responsiveness, and verifies the reliability of specified sustainability performance information AA1000AS (2008) Standard.
2
A moderate level of assurance as per AA1000 (2008) Standard is commensurate with “limited” assurance as defined in the International
Standard on Assurance Engagements 3000 (Revised) – Effective for assurance engagement dated on or after December 15, 2015.

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ASSURANCE STATEMENT EMBEDDING HARMONIOUS GROWTH

Following are specifically excluded from our assurance scope: Our observations
• SCL’s disclosures for financial performance; Without qualifying our Conclusions above, we draw attention to the points stated below:
• Aspects of the Report other than those mentioned in assurance scope; • It is noteworthy that SCL has aligned and reported its data as per the GRI Standards and CSI KPI’s for cement
• The Company’s statements that describe expression of opinion, belief, aspiration, expectation, aim or future activities;
intention provided by the Company; • In view of the nature of its business, SCL has identified list of topics which are material within and outside the
• Operations of the Company and aspects of data/information other than those mentioned in Scope of boundary. The company may monitor and report on disclosures relevant to the material topics outside the
Assurance; boundary in greater detail.
• Data and information outside the defined reporting period, i.e., 1st April 2017 to 31st March 2018.
Our assurance and independence
Summary of our key assurance procedures TTC is a professional services firm that specialises in accountability on sustainability issues. The assurance was
Our assurance processes involved performing procedures to obtain evidence about the reliability of specified performed by our multi-disciplinary competent team of experts in AA1000 Assurance Standard, who has extensive
performance information. The nature, timing and extent of procedures selected were based on our professional experience in conducting independent assurance of environmental, GHG, health, safety, social, economic and
judgement, including the assessment of the risks of material misstatement of the performance indicators; the ethical data, systems and processes. We have implemented measures to ensure that we follow the applicable
steps are outlined below: independence procedures.
• Assessment of SCL’s reporting procedures for sustainability reporting regarding their consistency with the
reporting criteria;
• Verification of systems and procedures used for quantification, collation, and analysis of sustainability
performance data that are included in the Report; For Thinkthrough Consulting Pvt. Ltd.
• Understanding the appropriateness of various assumptions, estimations and thresholds used by SCL for data
analysis;
• Discussions with the key personnel responsible for data compilation;
• Verification of sustainability performance data, on sample basis, through site visits undertaken at 4 plant
facilities (out of 10 covered in the Report), namely: (i) Integrated Cement Plant, Beawar (Rajasthan); (ii) Dipankar Ghosh, Partner
Integrated Cement Plant, Ras (Rajasthan); (iii) Grinding Unit, Jobner (Rajasthan) and Grinding Unit, Khushkhera New Delhi, India
(Rajasthan). The review of information and data for other locations was done during visit to Beawar. The sites 17th September 2018
visited represented more than 50% of the total GHG emissions covered in scope of the Report.

Appropriate documentary evidence was obtained to support our conclusions on the information and data verified.
Where such documentary evidence could not be collected on account of confidentiality of information, our team
verified the same at SCL’s plant facilities.

Our conclusions
Based on the scope of our review, our conclusions are outlined below:
• Inclusiveness:
We are not aware of any matter that would lead us to conclude that the Company has not applied the
principle of inclusivity in engaging with key stakeholder groups. The company transparently disclosed its
stakeholder engagement approach and activities in the Sustainability Report. The Company’s engagement
with some key stakeholder groups, such as local communities, suppliers, etc., and efforts to address their
concerns were evidenced during the assurance process.
• Materiality:
Nothing has come to our attention that causes us to believe that any material issue has been excluded from
Sustainability Report of the Company. The Company has mapped its material topics as a materiality matrix,
which is disclosed in the Sustainability Report.
• Responsiveness:
We are not aware of any matter that would lead us to believe that the Company has not applied the
responsiveness principle for dealing with stakeholders (such as customers, suppliers, and local communities)
on material topics covering its sustainability performance.
• Reliability of sustainability performance information:
We reviewed the accuracy and completeness of sustainability information in the Report. Nothing has come
to our attention that causes us not to believe that the data has been presented fairly, in material respects, in
keeping with the GRI Standards and the Company’s reporting principles and criteria.

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COMPANY’S PLANTS & MARKETING OFFICES
COMPANY’S
PLANTS & MARKETING
OFFICES
INTEGRATED CEMENT PLANTS AND POWER PLANTS
Beawar:
Bangur Nagar, Beawar – 305901
Distt: Ajmer, Rajasthan (India)
Phone: +91-1462-228101-06
Fax:+91-1462-228117/228119
Email: shreebwr@shreecement.com
Khushkhera:
Plot No. SP 3-II, A-1, RIICO
Industrial Area, Khushkera
(Bhiwadi), Distt: Alwar, Rajasthan
Laksar (Roorkee):
Akbarpur-Oud, Distt.:Haridwar,
Uttarkhand
Bulandshahr:
12, Sikandrabad Industrial Area,
Sikandrabad, Distt.: Bulandshahr,
Uttar Pradesh
Shree Ultra Cement
Delhi:
122-123, Hans Bhawan
1 Bahadur Shah Zafar Marg,
New Delhi – 110002
Phone: +91-11-23370828,
23379829
Fax: +91-1123370499
Jaipur:
SB-187, 2nd Floor,
Shree Corporate Tower
Opp. Rajasthan University, JLN
Marg, Jaipur – 302015
Phone: +91-141-6611200
Fax: +91-141-6611219
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Ras:
Bangur City, Ras, Tehsil: Jaitaran –
306 107
Distt: Pali, Rajasthan (India)
Phone: +91-1462-228101-06
Fax: +91-1461-2281117/228119
Email:shreebwr@shreecement.com
SPLIT GRINDING UNITS
Jobner (Jaipur):
Mahela-Jobner Road, Village:
Aslapur,
Distt.:Jaipur, Rajasthan
Panipat:
Village – Khukhrarna, P.O. – Asan
Kalan, Tehsil – Madlouda, Distt.:
Panipat, Haryana
MARKETING OFFICES
Bangur Cement
Delhi:
6B, 6th Floor, Hansalaya Building,
15, Barakhamba Road,
New Delhi – 110001
Phone: +91-11-23702794-95
Jaipur:
SB-187, 3rd Floor,
Shree Corporate Tower
Opp. Rajasthan University, JLN
Marg, Jaipur – 302 015
Phone: +91-141-6611000, 6611322
Fax: +91-141-6611315
Raipur:
Village Khapradih,
Tehsil-Simga,
Distt: Balodabazar,
Chhattisgarh (India)
Phone: +91-771-2430007/2430023
Suratgarh:
Near N.H. 15,Udaipur Udasar,
Tehsil: Suratgarh, Distt.:
Sriganganagar, Rajasthan
Aurangabad:
Industrial Growth Centre, Biada,
Near Jasoia More, Post: Mojurahi,
Distt.: Aurangabad, Bihar
Rockstrong Cement
Delhi:
10-A, DCM Building,
16-Barakhamba Road Connaught
Place, New Delhi – 110001
Phone: +91-11-23731084-85
Fax:+91-11-23731084
Jaipur:
SB-187, 4th Floor,
Shree Corporate Tower
Opp.Rajasthan University, JLN
Marg, Jaipur – 302 015
Phone: +91-141-6611000
Fax: +91-141-6611421
EMBEDDING HARMONIOUS GROWTH
FEEDBACK
Your feedback is important for continuously improving our
sustainability performance reporting. A few valuable comments
could help us align our next year’s report with your expectations
1. Quality of content covered in the report
A. Excellent
B. Good
C. Low
D. Poor
2. Clarity of information presented in the report
A. Excellent
B. Good
C. Low
D. Poor
3. Quality of design of the report
A. Excellent
B. Good
C. Low
D. Poor
4. What additional information would you like to see in our future reports?
5. Any other suggestions or areas of improvements?
Kindly provide your contact information for further correspondence:
Name :
Designation :
Organization :
Contact Address :
PLEASE EMAIL YOUR FEEDBACK TO:
Rakesh Bhargava
Chief Climate and Sustainability Officer
Shree Cement Limited
Bangur Nagar, Post Box No. 33,
Beawar – 305 901, Dist. Ajmer, Rajasthan, India
Email: bhargavar@shreecement.com
14th CORPORATE SUSTAINABILITY REPORT 2017-18 | 161
 NOTES

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Registered Office:
Bangur Nagar, Beawar – 305 901,
District-Ajmer, Rajasthan.
Phone: (+91) 1462-228101-06
Fax: (+91) 1462-228117/228119
Toll Free: 1800 180 6003/6004

Corporate Office:
21 Strand Road, Kolkata – 700001, West Bengal.
Phone: (+91) 33-223-0601-04
Fax: (+91) 33-22434226