BETTER EVERYDAY
BETTER EVERYDAY
We deeply value the dedication and unwavering efforts of our employees who have been instrumental in driving our growth. We foster a culture of excellence and actively invest in nurturing the skills and capabilities of our workforce, enabling their personal and professional growth. Our commitment to providing a supportive work environment, combined with the implementation of industry-leading practices, positions us as an employer of choice.
Highlights
We embrace diversity and inclusivity in our workforce, fostering equal opportunities for all, regardless of gender, age, ethnicity, religion, or background. Our recruitment policy champions a rich tapestry of talent, uniting individuals from diverse areas of expertise, cultures, and age groups. Through our comprehensive strategy, we forge an inclusive workforce, empowering women and minority groups to actively contribute and thrive. We have conducted several immersion workshops for our leaders and beyond bias programmes for our employees. We have also established a robust Policy on Equality Diversity and Inclusivity.
At JSW, we have been deeply aware of our identity, our purpose, and our approach to work. As we continue to expand, we recognise the significance of fostering a strong organisational culture through shared values with the widespread adoption of JSW Values and Behaviours.
We aim to make JSW Values the bedrock of our culture. Given the JSW Group's current growth trajectory and the external business landscape, we felt it was essential to reassess our existing framework to ensure its relevance to our purpose. To inculcate this sense of culture, or what we call our ‘personality’, we formally established and launched our values that provide a moral compass to the organisation and its people to take the right path towards continuous improvement and be #BetterEveryday.
To build trust, these values, their definition and associated expected behaviour are co-created internally by the JSW Leadership Team. It is then cascaded to all employees through the Values Conversation Workshop, where we bring alive the values through employee workplace experiences, situations, challenges and examples.
Commitment
Courage
Agility
Collaboration
Compassion
Unconscious Bias workshops
We facilitate Unconscious Bias workshops tailored for leaders, managers, hiring managers, and recruiters. These workshops delve into the profound understanding of implicit bias and its influence on our decision-making processes. Recognising the importance of cultivating inclusive and intercultural workplaces, practices, and leadership, these sessions complement our comprehensive training programmes on inclusive leadership and intercultural skills.
The workshop illuminates the ways in which implicit attitudes and stereotypes manifest as subtle forms of prejudice, hindering managers' effectiveness in promoting inclusion and fostering diverse recruitment. By proactively addressing these biases, we strive to cultivate a listening organisation at JSW that values and respects diverse perspectives.
Springboard-Making a difference: Celebrating women’s success
This platform serves as a testament to the impactful contributions made by the women in our organisation. Through captivating stories, we shine a spotlight on the journeys of dynamic women, showcasing their unwavering dedication, outstanding performance, and the challenges they have overcome. These compelling narratives not only inspire and empower other women to forge their own path to success but also serve as a catalyst for peer-to-peer learning. By sharing valuable insights and tips for breaking through the glass ceiling, we foster an environment where women can reach their full potential and pave the way for a brighter future together. Conducted in association with the Indian Institute of Management, Bengaluru, this year we identified 23 high-potential women leaders who will be a part of the programme where the focus will be on their careers.
Women’s Network Forum (WNF)
The Women’s Network Forum (WNF) is a unique network of cross-location leaders whose goal is the advancement of gender balance and equality, by influencing business leaders, inspiring the generations to come while sharing best practices. Our vision is to achieve gender balance and equality across all locations of business operations.
WNF serves as a vibrant community of professionals who are deeply passionate about sharing ideas, exchanging best practices, and inspiring one another. Through our collective efforts, we aim to create an environment where women can thrive, excel, and break barriers.
24*7 POSH helpline
We provide 24*7 Confidential POSH helpline managed by a third-party vendor to report any act of sexual harassment. Each year, we conduct multiple POSH workshops to ensure employees are aware of what is considered sexual harassment at the workplace and that they feel physically and psychologically safe at all our premises. Our POSH committee is gender agnostic and covers complaints from male employees.
We have always been dedicated to optimising our operations and reducing costs. In pursuit of this vision, we recently undertook a project to enhance the LD gas flow and improve the flame length of our HSM-2 reheating furnace, which relies on LD gas as its fuel source.
Previously, we observed a decrease in flame length in the HSM-2 furnace, raising concerns about the efficiency of the reheating process. Despite high consumption, the LD gas did not meet the furnace's requirements, resulting in inefficiencies and increased costs.
To address this challenge, our team conducted a comprehensive analysis of the chemical composition of the generated gas and examined the mixing of LD gas with COG gas. After careful consideration, we devised a solution: injecting COG into LD gas to augment the methane and hydrogen components of the coke oven gas. This, in turn, improved the flame length and heating value of the LD gas.
The implementation of the COG injection solution yielded remarkable results. The increased gas volume had the potential to generate an additional 17 MWh of power, translating to an annual cost savings of ₹87 crore. Furthermore, the findings indicated that the laminar flame speed was enhanced through increased levels of H2 and CO, while concentrations of CH4, CO2, and N2 had a dampening effect.
The COG injection solution not only resolved the issues with the reheating furnace but also improved its overall efficiency and increased the power potential. This project serves as a testament to our unwavering commitment to sustainability, operational excellence, and cost optimisation at JSW.
Dumper Operator
Our employees get several benefits to ensure a better work-life balance, including a voluntary pension programme.
JSW takes immense pride in prioritising the well-being of our employees, and our comprehensive programme, JSW We Care, stands as a testament to this commitment. Designed to provide holistic support, our initiative offers access to confidential counselling sessions through a dedicated hotline that operates 24x7. We consistently communicate the availability of these services to all our employees, and encourage them to make use of this invaluable resource at no cost.
The success of JSW We Care is evident, with a remarkable 5,396 total registrations at the programme's site. On average, we facilitate 30 counselling sessions every month, serving as a vital source of assistance for our employees. Recognising the importance of family well-being, we extend the benefits of JSW We Care to three dependent family members of every employee. As a result, we are proud to have nearly 150 employee families enrolled for our service.
JSW We Care embodies our unwavering commitment to creating a supportive and nurturing environment for our employees. By providing accessible and confidential counselling services, we empower individuals to prioritise their mental and emotional health.
e female dumper operators at the mines. These operators underwent rigorous training, starting with a three-day simulator training conducted by L&T at Durgapur, followed by a vocational trade-based training programme at our GVT Centre spanning 65 days. These operators have been actively engaged in A and B shifts, contributing to the smooth operation of the mines for the past three to four months. Their exceptional performance has been commendable, and the nation as a whole.
Upholding our commitment to employee well-being
We place paramount importance on non-discrimination and have taken significant strides in recent years to ensure its steadfast implementation. We believe in fostering a safe and ethical environment for all, and, to that end, we have implemented a range of crucial measures:
Establishment of the Ethics Helpline: To provide an avenue for reporting any wrongdoings, we have established the Ethics Helpline. This confidential, third-party service, operated by KPMG, is accessible in multiple languages including English, Hindi, Tamil, Telugu, Marathi, Kannada, and Bengali.
Grievance redressal: Our digital HR support helpdesk serves as a real-time platform for employees to have their queries promptly addressed. Whether related to compensation, benefits, payroll, transfers, bank accounts, reimbursements, or performance management, our dedicated GBS (Shared Services Centre) manages this helpdesk. Furthermore, we have digital helpdesks across all locations, managed by the Administration department, to assist employees with ticket bookings, township amenities, and other administrative requests.
Transport and canteen committees: To ensure the quality of food and services, we have set up employee-managed transport and canteen committees. These committees play a vital role in assessing and upholding the standards of our transportation and canteen facilities.
JSW Steel's journey towards digitalisation has revolutionised its HR processes, leading to remarkable improvements in performance and efficiency. By embracing a cloud-based SaaS HR platform, our Company has successfully achieved a systematic transformation of the HR operations, resulting in the streamlining of services, eradication of redundancies, and simplification of time-consuming approval procedures.
Key elements of JSW Steel's digitalised HR organisation include:
Implementation of mobile-optimised applications, enabling employees to access HR services conveniently and effortlessly on their mobile devices. This mobile-first approach has empowered employees with anytime, anywhere access, enhancing their overall experience.
We have prioritised the creation of a seamless and integrated user interface, fostering collaboration between various departments such as Human Resources, Global Business Solutions (GBS), IT, and Finance. This collaborative environment ensures that employees receive a consistent and efficient experience in their interactions with HR.
myJSW is a comprehensive tool that provides managers with instant access to essential information via their hand-held devices. This streamlined access optimises time and effort, enabling them to make informed decisions promptly.
Centralising all employee data on myJSW ensures data accuracy, standardisation, and facilitates reliable reporting and analytics. With accurate and reliable data readily available, we can make informed strategic decisions, leading to improved HR practices and outcomes. myJSW has also simplified HR processes by eliminating redundant and duplicative procedures and replacing outdated paper-based documentation. The digitisation of these processes has significantly accelerated their execution, reducing administrative burdens and enabling HR professionals to focus on strategic initiatives that drive organisational success.
Our employees are encouraged to engage in numerous improvement initiatives, innovation ideas and cross-functional projects. We have many reward and recognition forums to stimulate people and keep them innovative at work, while ensuring participation of all levels in innovations that drive our Company’s growth.
Cross-functional teams have direct access to the top management and are empowered to take decisions across M&A, Post-Acquisition Integration, Solar Projects, Innovation and digital transformation among others.
Employee Suggestion Scheme or 'Mera Sujhav', as it is popularly known across our Company, invites all the employees, including associate employees, to participate in the scheme and encourage out-of-the-box thinking.
Idea Premier League
To foster a culture of innovation and collaboration, we introduced the Idea Premier League,
an initiative aimed at harnessing the collective creativity of our employees. This digital
platform provides an avenue for employees to submit their ideas, which are then reviewed
by an AI-powered system based on predefined criteria. Ideas that meet the initial criteria are
shortlisted and shared with a cross-functional committee at both the plant and corporate
levels. The committee assesses the ideas based on various factors, including cost,
operational efficiency, quality, and more.
Quality Control Circles (QCCs)
Employees from L03 to L06 grades and highly skilled contract employees are trained in seven QC tools and QC story. Quality Circles are formed, and the employees attempt to solve the problems at shop floor as a team and come up with solutions. Annual QC conventions are conducted in January every year.
Engagement Initiatives with office and plant employees
Town-halls are an open-house platform where employees can discuss their issues and concerns with the Management team.
Coffee with HR and new joinee feedback
During regular intervention, the HR team seeks feedback from new joinees in order to capture their expressions on on-boarding and induction. This feedback is collated to improve the design and delivery of induction.
Mentor and buddy feedback
A mentor and buddy are assigned to every new joinee for 3-6 month duration to help them settle down in the organisation.
Intranet communication
JSW intranet is a very engaging tool as it keeps all employees abreast with the happening across all JSW Groups. It also provides employees’ personal information like payslips, investment, leaves status at a click of a button. All HR policies, Code of Conduct, learning programmes are also available on this portal. The app can be downloaded on one's phone to ensure easier and on-the-go access.
Transparent and inclusive physical environment
We follow an open-door policy where any employee can approach the senior management team without any hesitance.
Rewards and recognition
#JSWStars
Our brand promise 'Better Every Day' initiated JSWStars, a showcase of the stories of our employees, our initiatives and our actions that embody this vision and spirit. That is the reason we have chosen to take on the theme of 'JSW Stars'. It underlines the fact that bringing positive transformation is all about making that small difference every day and through every action of ours.
#Making a Difference
JSW Spotlight is a thoughtfully crafted Recognition Programme that is anchored in organisation need that emerged in the Great Place to Work survey and feedback from JSW Leaders, managers and employees. Launched in February 2020, this platform is available on desktop and mobile devices.
Thank-A-thon Drive
JSW launched Thank-A-thon to recognise those who rose to the challenge and demonstrated Courage (JSW Value) during the pandemic.
LAMHE: Long-service award
Employees who have complete a service period of 10 years or more are rewarded for their contribution and commitment to our Company. A ceremony is organised at all locations every year to felicitate the recipients.
Sustainability Linked Remuneration
At JSW Steel, ESG (Environment, Social and Governance) is a mandatory Key Result Area (KRA) in the performance assessment process for the top leadership team, including executive directors. The achievement of ESG targets directly impacts their overall performance rating and subsequently influences their annual Variable Pay/ Performance Bonus, and salary increases. These targets cover areas such as safety, environment, community well-being, product stewardship and good governance. These parameters account for approximately 15-20% of the variable compensation.
For the Executive Directors, the FY 2023-24 KRAs revolve around advancing the ESG agenda. These include the formulation of long-term climate action plan towards achieving decarbonisation. Additionally, specific goals involve reducing water consumption, attaining no net-loss status for biodiversity, launching green steel certification program, enhancing community outreach, and promoting good governance through collaborative initiatives and engagements with various stakeholders.
As a testament to our unwavering commitment to Safety, it is important to highlight that Safety continues to be one of our top most priority within JSW Steel. To emphasise it’s significance, a mandatory weightage of 15% has been allocated to KRA related to Safety in the Variable Pay plan under the business performance factor for all employees, including Executive Directors.
In line with our dedication to maintaining a safe working environment, it is crucial to acknowledge that any fatality within the company has a direct impact on the Performance Bonus/Variable Pay of employees associated with the respective plant or site. This impact is implemented as a negative multiplier. Conversely, as a means of positive reinforcement, a positive multiplier is incorporated to reward the collective efforts aimed at ensuring zero fatalities.
Furthermore, it is essential to note that Executive Directors, senior leadership teams and employees in enabling functions based at the Head Office also face a negative impact on their variable pay in the event of any fatality occurring across the company. This underscores the shared responsibility we have as an organisation to prioritise Safety at all levels.
These measures demonstrate our unwavering commitment to fostering a strong safety culture and prioritising employee wellbeing. Our collective goal is to achieve Zero harm as we continue to focus on sustainable practices, responsible business operations, and making a positive impact on the environment, society, and corporate governance.
Our pursuit of growth, efficiency, and excellence hinges on the passion and capabilities of our workforce. Talent management stands as a critical pillar of our business planning, and plays an integral role in our organisational success. We are dedicated to providing a conducive environment that motivates our employees to deliver their best.
To achieve this, we have implemented employee-friendly policies, ensuring a harmonious workplace where trust and respect thrive. Our compensation packages are meticulously benchmarked against industry standards, ensuring equitable rewards for our employees' contributions. Moreover, we place great emphasis on learning and development, offering abundant opportunities for career growth and empowering our workforce with the latest technologies and industry-relevant skills. We have adopted a comprehensive approach to talent management, encompassing the development of leaders and equipping our workforce with the tools they need to stay abreast of cutting-edge technologies and industry trends.
Future Fit Leaders–High-potential development journey
Our flagship talent development programme, Future Fit Leaders (FFL), was launched virtually on a cloud-based platform in FY 2021-22 due to the pandemic. To further refine the talent pool, we have created segments like High-performers, Second-level talent, and FFL. In collaboration with esteemed institutes such as Cornell University for international engagements and prestigious domestic institutions like the Indian School of Business, Indian Institutes of Management, and XLRI, we chart comprehensive development journeys. Presently, we are proud to have a robust talent pipeline consisting 168 FFLs and 259 Talent Pool Leaders who are ready to assume higher roles and more responsibilities.
This programme is centred around career enhancement, providing avenues for growth and progression. Remarkably, 75% of our FFLs have been promoted through this process, with 72% experiencing a role change. It is an ongoing initiative, with each year marking the inception of a new batch. Currently, we are running the seventh batch, a testament to our commitment to continuous talent development.
JSW Senior Leadership Development Programme (SLDP)
Our Senior Leadership Development Programmes are specifically designed for C-suite leaders, aiming to cultivate a holistic understanding of the business landscape. These programmes delve into the essential themes of as corporate parent strategy, business unit-level KPIs, finance, global and local economic factors, industry forces, legislative impacts, and competitive environments. We conduct leadership development exercises in collaboration with Brown University, that assess leaders' capabilities across crucial areas: Setting Strategy, Executing for Results, Leading Teams, and Relationship & Influence.
Till date, we have successfully assessed and developed 50 senior leaders through this process, positioning them to effectively manage critical roles within the organisation. Currently in its third batch, the programme had a session scheduled at Brown University in April 2023.
JSW Cadre Building
Inducting talented young people is one of our core priorities and we do so by recruiting from the best college campuses in the country.
TalenTech
JSW Group’s flagship centralised Graduate Engineer Campus Programme was introduced with an objective of attracting talent from 300 engineering Institutes across the country and on-board future leaders for businesses. The primary focus was to consolidate efforts to create a sustainable framework/structure to objectively assess, select and develop the on-board young leaders. It is also aimed at providing an equal opportunity to students across engineering institutes to participate and contribute to the process.
The entire programme was run on a Digital AI-powered Campus Connect Platform ensuring an end-to-end streamlined and automated process. The complete engagement cycle with the students and coordination in campuses was digital and system driven.
With the objective of always keeping the doors of learning open and building future talent internally, the students (now JSW Employees) were on-boarded via an engaging and learning-filled, three-day virtual orientation session that they joined from across locations. They were welcomed by JSW Leaders who spoke on the growth trajectory and the vision of the organisation, while fellow engineers took the new hires through the Group's overview. The new joinees will go through a structured induction programme for a duration of up to 100 days at their respective locations.
JSW Young Leaders Programme
In FY 2022-23, we launched the JSW Young Leaders Programme, a transformative initiative designed to empower Graduate Engineers with over three years of experience in the organisation. It gives them a unique opportunity to embark on a Mini-MBA journey to enhance their leadership and managerial capabilities.
Of the pool of 280 eligible candidates who underwent comprehensive cognitive and personality assessments, a select group of 25 exceptional individuals have been shortlisted to participate in the Mini MBA programme. In collaboration with IIM Lucknow, one of India's premier B-Schools, this immersive 24-day journey spans across 12 months.
Our goal is to provide these young leaders with the tools and insights they need to develop exceptional business leadership capabilities, propelling their careers to new heights. Through this, we aim to nurture their potential, and foster a new generation of dynamic and visionary leaders within JSW Steel.
JSW Learning Academy
The JSW Learning Academy provides a digital platform for a wide variety of learning and knowledge building activities. An immersive online learning experience platform is also available with 700 different learning paths offered. We also launched a number of additional online learning initiatives during the year, of which the most notable are the Harvard Business Review (HBR) updates and the HBR Big Idea series. Young Leaders Management Series and #SHE Leads, a learning and upskilling programme specially designed for women.
Currently, all our employees have access to the JSW Learning Academy, with around 2,300 curated courses on Leadership, Management, Personal Excellence and Functional Excellence and Steel Technical courses. Moreover, we have also partnered with content providers such as HMM, Persipio and Steel University.
This platform gives every JSW employee an opportunity to anywhere and anytime learning that is aligned to their personal developmental goals.
JSW Technical Leaders Programme
Building a strong pool of technical leaders is critical for JSW Steel’s ambitious growth plans, as technological changes are becoming more frequent in the steelmaking domain. Currently, we have 176 Technical Leaders across various levels who are going through a development intervention through institutes such as Carnegie Mellon, IIT Kanpur and BITs Pilani on Industry 4.0, Smart Manufacturing, Design Thinking, IoT, Platform management and Analytics among others. Each participant is part of group projects wherein we are measuring financial and productivity impact, to build the efficacy and efficiency of the programme.
We lay a lot of emphasis on our employees’ career development by providing them with opportunities to learn and grow. During the pandemic, we hosted various programmes on the JSW Virtual Academy. In FY 2021-22, we re-started classroom sessions on topics such as Situational Leadership, Developing Coaching, Acumen and Skills, and Team Building and Collaboration, among others. Our programmes are specially curated for professionals who are navigating the dynamic external environment.
Employee learning hours
(Classroom and e-learning)
Each employee at JSW goes through the anti-corruption training; every employee undertakes an annual affirmation of the Code of Conduct and discipline, conflict of interest, POSH and Whistleblower Policy.
Individual development plans: We provide our employees with an effective development journey with leading global universities to enhance their skill sets and capacity building through customised and best-in-class curriculum. Our objective is to create measurable career development outcomes. These initiatives are supported by the internal stakeholders and/or the line manager and assisted by an external coach. The key elements of the Individual Development Plan (IDP) are to be aligned with career goals and organisational objectives. There are frequent checkings that are enabled in the IDP journey to ensure enough traction and progression towards career goals.
We support higher education programmes, which include full-time courses, certifications and training programmes such as;
Full-time courses
Training programmes
The respective manufacturing locations take care of job-specific development training programmes and provide access to various virtual learning platforms available.
The JSW Learning and Development team is dedicated to developing new learning solutions to suit the complex learning and performance requirements of our employees. JSW's innovation and competitive advantage depend more than ever on developing and growing our workforce. As a result, we place a high focus on capability development. We encourage all employees to take charge of their own learning by self-nominated learning projects, based on their individual requirements and objectives. Self-directed learning helps to ease the load of duplicate learning programmes by placing the power in the hands of our employees, allowing them to pick the learning programmes that are most interesting and important to them.
Driven by the philosophy that every life is important, we believe everyone should be given equal opportunities to thrive. Through intention and focused efforts, we work with JSW Foundation to relentlessly support communities driving meaningful change towards a promising future for all.
CSR Vision
Empower communities with sustainable livelihoods
Mission
Propel citizens to better health, education and employment opportunities, and encourage sustainable development in key areas
Approach
Achieve better outcomes in local communities through a SAMMS (Strategic, Aligned, Multistakeholders, Measurable, Sustainable) approach
We are devoted to translating our intentions into action and have made important contributions across a wide range of sectors by creating an enabling environment and adopting an inter-sectoral approach. We believe in building linkages, collaborating extensively, and investing in all our programmes with a high-impact focus to ensure these institutions are community-led and owned.
Health & Nutrition
Education
Water, Environment & Sanitation
Waste Management
Skills & Livelihoods
Agriculture & Allied Livelihoods
Art, Culture & Heritage
Sports Promotion
Lives touched
HEALTH &
NUTRITION
We are committed to enhance India’s health and nutrition status with improved health services and facilities. Given the limited access to healthcare services among rural areas, it is imperative for us to ensure that our communities are protected and receive the care they need to lead healthy, dignified lives. JSW Foundation continues with its efforts to improve health and nutrition levels in the community through its services in healthcare. They are increasing awareness on health and nutrition, contributing to infrastructure development, and encouraging community engagement to support the government’s efforts in healthcare. Together, our focus is on:
Building institutions of care
The Foundation operates three specialised institutions that provide quality medical education, affordable and highly specialised healthcare services through:
Working across the health outreach continuum, the Foundation actively reaches out to provide communities with access to quality healthcare.
New interventions
Establishing a 400-bed maternal and child healthcare wing at VIMS Ballari: To improve the Maternal and Child Health (MCH) infrastructure, we are supporting the development of a 400-bedded MCH wing at VIMS, Ballari in Karnataka. The facility will ensure safe maternity and child survival, improving the healthcare resources available to mothers and children in the area.
Total beneficiaries
WATER, ENVIRONMENT & SANITATION
Moving towards water security
A holistic approach to water management entails looking at water as a shared natural resource. Thus, we work on both the demand side and supply side to ensure water availability. In order to increase the availability of drinking water for the community, we build and repair open borewells, install roof rainwater harvesting structures and erect Ground and Elevated Storage Reservoirs. We have partnered with gram panchayats to lay pipelines in areas where water sources are available. These initiatives complement the Jal Jeevan Mission of Government of India.
Water recharged
Additional water storage created
Increasing green cover
We make strides to enrich India’s green cover through nature-based solutions. As part of its efforts to increase green cover in the area, the JSW Foundation has been actively organising tree plantation drives in partnership with the government and local authorities. The main objective is to plant indigenous and local tree species that are suited to the local climate and soil conditions.
The JSW Foundation has also been able to empower and support local women Self-Help Groups (SHGs) by imparting training and facilitation on tree plantation. The SHGs have been able to establish nurseries that not only contribute to the increase of green cover but also serve as a source of livelihood for the women involved.
Saplings planted
Developing Miyawaki forests
JSW Miyawaki Forest and Biodiversity Park in Tarapur, Maharashtra is a dense cover of native trees developed using the Miyawaki method. The park is spread over a two-acre plot, which was transformed from a dump yard in collaboration with Tarapur MIDC. This green lung was inaugurated on May 28, 2022. The project took two years to complete, and now positively impacts the water table. The park hosts over 8,000 trees that attract butterflies, birds, and other animal species, with a survival rate of 99%. Over 1 lakh visitors have visited the park till date.
Taking inspiration from the success of the interventions in Tarapur, the Foundation initiated a Miyawaki Forest in Salem, Tamil Nadu. This dense forest has been developed in 26,000 sq. ft. with 10,000 saplings native to Salem.
Sanitation for a better tomorrow
The Foundation’s focus is on raising sanitation awareness, integrating Water, Sanitation and Hygiene (WaSH) and nudging behavioural change. The programme undertakes consistent community-wide awareness campaigns, ongoing informational education communication to empower people to promote cleanliness and enable better health. We strive to introduce decentralised waste management solutions and safe water supply facilities in the areas. Our efforts have helped create livelihoods in recycling, improved community engagement in waste management and generated awareness.
Total beneficiaries
WASTE
MANAGEMENT
The Foundation strives to improve existing waste management systems and generate awareness to move towards a circular economy. Villages often lack proper waste collection or disposal mechanisms as it is difficult for local community set-ups to manage complex categories of waste, including e-waste and hazardous waste. To improve waste management in communities, we undertake a multi-pronged approach.
The standardised approach features door-to-door collection drives, community mobilisation and awareness, enabling the infrastructure required for hazard-free segregation of waste, composting of wet waste, and further co-processing. We intend to derive high value from waste by encouraging alternate livelihoods and waste upcycling to enable livelihoods for community members.
Households involved
People benefitted through livelihood generated
CO2e emissions Mitigated
Multi-layered packages collected
Wet waste collected
Students reached
EDUCATION
Access to quality education is a key imperative for children to realise their dreams and build a better future for themselves, their communities and the nation. Through our initiatives, we aim to improve the quality of education and help children develop a lifelong love for learning. We collaborate with educational institutes across levels (from Anganwadi to Graduation) to make quality education accessible to children.
Jindal Vidya Mandirs
People benefitted through livelihood generated
Anganwadis developed
Schools supported
Students benefitted from
JSW Udaan
JSW ASPIRE
JSW Roof to Dream
JSW Smartshala
Key Interventions
JSW Foundation creates a conducive educational environment by undertaking holistic infrastructure development by refurbishing dilapidated schools, build new ones with facilities such as science labs, digital classrooms and make provisions for fundamental needs like WaSH facilities.
The Foundation works closely with parents and community members, engaging in early prevention and action on health and nutrition during early childhood years of students. It also builds capacities of Anganwadi workers and track important progress indicators that impact a child’s growth.
For Primary and Secondary Education, JSW Foundation has two programmes, among others: JSW ASPIRE, an Adolescent School Programme to Inspire, Relate and Enrich; and JSW Smartshala which seeks to enhance the learning outcomes of students on literacy, numeracy and life skill indicators to enable them in growing into resilient and confident individuals.
Through JSW Udaan, a merit-cum-need based scholarship, the Foundation enables and empowers students to pursue higher education and attain their aspirations.
Roof to Dream
JSW Foundation is mitigating the challenge of leaky and dilapidated roofs that discourage children from attending classes with its Roof to Dream initiative. Through this project, the Foundation aims to provide unhindered education by strengthening run-down schools’ infrastructure with steelcoated roofs. The project ensures that every young mind can dream and continue on the journey of realising them.
Jindal Education Trust
The Jindal Education Trust (JET) encompasses providing support to numerous educational institutions with its flagship schools, Jindal Vidya Mandir. These schools are providing education to students annually with the most modern curriculum, supported by excellent infrastructure facilities. The students in these schools are being readied for the future with a vision of “Every Day, Every Child, A Leader”.
The Jindal Vidya Mandirs have been awarded the ISO 9001:2000 certification, a key milestone in achieving its vision of providing quality education for leaders of the 21st century.
Individuals reached till date
SKILLS &
LIVELIHOODS
Our approach to 'Empowering communities with sustainable livelihoods' involves bridging the gap between the aspirations of the community and the demands of the market. To achieve this, JSW Foundation is providing vocational skills training to youth and women in our communities. Our innovative models of skill development include the Recruit-Train-Deploy model, Micro-Entrepreneurship Development, and Institutionalising Women Self-Help Groups. We have established our own institutions such as the JSW Skills School and JSW Textile Centre to provide training.
Our skills portfolio focuses on training, certifying, and placing individuals to ensure they are job-ready and resilient in the workplace. In our livelihoods portfolio, we emphasise innovation and diversification, while contextualising the unique needs and aspirations of individuals. We also prioritise market linkages and convergence to create sustainable opportunities for our communities.
Key Interventions
Sharing the vision of an ‘Employment-ready’ young India, the National Skill Development Corporation (NSDC), in collaboration with a coalition comprising HRH Prince Charles’s British Asian Trust, the Michael & Susan Dell Foundation, The Children’s Investment Fund Foundation, HSBC India, JSW Foundation and Dubai Cares, with FCDO (UK Government) & USAID as technical partners, has launched the first-of-its-kind and the largest Impact Bond for skilling.
Skill India Impact Bond, a US$14.4 million fund, aims to support 50,000 young people in India over four years, of which 60% will be women and girls, and equip them with the necessary skills.
Sectors: F&B, Retail, IT/ITES, Apparel, Construction
Trainees enrolled in Cohort 1 and 6,530 trainees enrolled in Cohort 2 from across 16 Indian states
Trainees certified – Cohort 1
Trainees placed – Cohort 1
Women
Farmers benefitted across locations
Incremental income generated for farmers
AGRI-
LIVELIHOODS
JSW Foundation is committed to providing comprehensive support to farming communities by equipping them with skills in both farm and allied activities, while ensuring environmental sustainability. With an inclusive agri-livelihood model, the Foundation emphasises strengthening the entire value chain, from production to marketing, to promote sustainable income for farmers. Through its programmes, JSW Foundation is working to reduce input costs, enhance crop productivity, and improve market linkages with the aim to enhance the quality of life for 1,00,000 farmers in different regions of India.
ART, CULTURE &
HERITAGE
Conserving and restoring the Mughal Gardens of Kashmir
The government of Jammu & Kashmir and JSW Foundation joined hands for the conservation, restoration and maintenance of the Mughal Gardens of Kashmir, namely the Shalimar Bagh and Nishat Bagh, in an integrated and multidisciplinary approach. The initiative is being hailed as a new beginning in the conservation of Jammu & Kashmir’s rich cultural legacy. The project's next phase of work includes plans to offer thoughtful design solutions for visitor infrastructure.
Restoring the iconic David Sassoon Library
The David Sassoon Library and Reading Room has signed a Memorandum of Understanding (MoU) with JSW Foundation, to restore and conserve the iconic David Sassoon Library at Kala Ghoda in Mumbai. The Foundation is providing technical and financial assistance for the iconic library’s conservation and restoration and has joined hands with Hermes, the Kala Ghoda Association, the Consulate General of Israel in Mumbai, and others, to raise additional funds for this restoration project. The project has reached completion, resulting in the reinstatement of the David Sassoon Library as a hub of knowledge and creativity in the vibrant city of Mumbai.
Scholarship for Arts
Sangita Jindal Scholarship for Performing Arts
The Drama School, Mumbai has established the Sangita Jindal Scholarship for students seeking to enrol in its one-year programme for Acting and Theatre Making. This scholarship enables five selected students to pursue their dreams of a career in performing arts. The Sangita Jindal Scholarship ensures that quality and equitable training is available for talented students regardless of their financial circumstances.
During the year, five students successfully secured the Sangita Jindal Scholarship.
Sangita Jindal Scholarship Scheme for Sculptors
Scheme for Metal Sculptor is a Foundation intervention in partnership with The Bombay Art Society for the next five years to support young sculptors working in metal medium for visual arts and further art education. The awardees will receive their scholarship amount at the inauguration of The Bombay Art Society’s upcoming annual show, where they will be invited to exhibit one work each, in the invitee category.
Scholarship for Arts
The National Centre for Performing Arts (NCPA), Mumbai, is India’s premier cultural institution. Inaugurated in 1969, it was the first multi-venue, multi-genre cultural centre in South Asia. The NCPA is committed to preserving and promoting India’s rich and vibrant artistic heritage in the fields of music, dance, theatre, film, literature and photography, as well as presenting new and innovative work by Indian and international artists from across genres including drama, contemporary dance, orchestral concerts, opera, jazz and chamber music.
Given JSW Foundation’s strong commitment to art, culture and heritage, support was extended to NCPA, as long-term patrons of the centre. This support signals the Foundation’s long-term commitment and future interactions with the foremost pioneering cultural institution of Mumbai.
SPORTS
PROMOTION
In our communities, JSW Foundation is paving the way for the development of sports by focusing on offering comprehensive and integrated solutions. The Foundation offers everything from infrastructure support, ensuring adequate nutrition, training to coaches, to partnering with government bodies and other organisations for growth. Together, we provide a strong support system for our country’s athletes to accomplish our vision of transforming India’s sports trajectory in sports such as mallakhamb, football, hockey, badminton and more.
SPECIAL
PROJECTS
JSW School of Public Policy at IIM Ahmedabad
The JSW School of Public Policy (JSW-SPP) at the Indian Institute of Management Ahmedabad (IIMA) is a Centre of Excellence in the making. Established by the JSW Group, it seeks to make a distinctive contribution to the field of public policy by engaging in leading-edge research and training the next generation of policy practitioners.
IIMA has an enviable legacy of making exceptional contributions to India's policy making space that have actively shaped the policy-scape of the country. Inaugurated on February 24, 2023, JSW-SPP now seeks to build on this legacy by becoming an influential, research-oriented think tank and policy training institute in the region.
JSW Foundation Fellowship
The JSW Foundation Fellowship is a transformative, two-year youth leadership programme for the most promising young people of the country. It aims to empower them with deep insights of social development and nurtures a commitment to social change.
Through a personalised leadership journey, Fellows are equipped to formulate their own understanding of rural and social development, support community and youth development, and affect change at the grassroots level.
Sectors: Education, Women Empowerment, Health & Hygiene, Water & Sanitation, Sustainable Livelihoods, Community Development
Project Sakhi: Rehabilitating vulnerable women
The Foundation has launched a multi-pronged intervention in Karnataka to rehabilitate women from vulnerable communities. It has engaged 350+ women through a community-based organisation. In addition to receiving health counselling, the women participate in health-awareness seminars and camps, parental counselling, sessions focused on need for their children’s education, availing benefits of government schemes, and training in alternative vocations.
In collaboration with Ecokaari, the Foundation has set up a plastic offsetting and livelihoods generation programme in Vijayanagar, Karnataka. Together, we are upcycling more than 4,000 kg of multi-layer plastic per month into hand-crafted products.
In addition to catering to these women, the Foundation is also undertaking vocational training for their girl children to ensure meaningful engagement and ensure inter-generational impact.
We are deeply committed to enhancing the well-being of the communities in which we operate. We hold a steadfast dedication to respecting, safeguarding, and upholding the human rights of all stakeholders across our value chain. To fulfil this commitment, we have embraced a fresh and inclusive approach that goes beyond traditional audit and compliance methods. Instead, we focus on managing and mitigating human rights risks through the following strategies:
Through these proactive measures, we strive to create an environment where human rights are upheld, respected, and protected at every stage of our value chain. We are committed to continually improving our practices and making a meaningful impact on the lives of all rightsholders across our value chain.
Human rights due diligence
A comprehensive Human Rights Impact Assessment (HRIA) study was undertaken in the reporting year at one of our Integrated Steel Plants, and a Human Rights Due Diligence (HRDD) process has been developed which is being horizontally deployed across our operations.
This initiative ensures that a comprehensive understanding of human rights impacts and risks is integrated throughout our organisation. By implementing HRIA and HRDD, we aim to proactively identify, address, and mitigate any potential human rights issues, thereby promoting a culture of respect and responsibility within our operations.
While undertaking the HRDD, a stakeholder map was created and the rights holders were identified, following which the actual and potential human rights risks were identified. Once the human rights risks were identified, they were prioritised based on the UNGP standards, enabling us to focus and create action oriented, efficient, and streamlined plans to prevent and mitigate the risks.
Key rights-holders:
Identified potential and actual human rights risks
Our approach to human rights management
While we have consistently strived to eradicate discrimination and adhere to relevant regulatory frameworks concerning human rights, we acknowledge the necessity for greater action. In line with our commitment to safeguard and advance human rights, we have a comprehensive Policy on Protecting Human Rights.
To reinforce this commitment, we have established an exhaustive Technical Standard for Human Rights Management. This standard outlines the effective methods for managing human rights and aligning with the objectives outlined in our Policy on Protecting Human Rights. The Technical Standard is concerned with identifying salient Human Rights issues for the organisation; allocating responsibility; and establishing systems, procedures and mechanisms to manage those issues.
We also continue to be fully committed to our statutory and voluntary obligations relating to the protection of human rights, including:
Additionally, one of the core principles of our Policy on Labour Practices and Employment Rights is to continue to protect employment rights and further develop and enhance the labour practices within our organisation by continuing to uphold human rights aligned with national and international regulations; respecting the social, economic, cultural, and human rights of stakeholders; and working with the government and other regulatory agencies to develop a common understanding and agreement to protect human rights.
In addition to our strong commitment to the protection of the human rights of individuals within our business and to the elimination of all forms of discrimination (as outlined in our Policy on Protecting Human Rights), we are equally committed to the promotion and enhancement of equality, diversity and inclusivity. In furtherance of this commitment, the Board of Directors has adopted the Policy on Enhancing Equality, Diversity and Inclusivity, and the Board Diversity Policy .
Moreover, our Policy on Business Conduct acts as a compass for both the organisation and its employees. This policy explicitly emphasises our commitment to promoting sustainability, fair competition, and respect for human rights through our policy influence and advocacy positions. By adhering to this policy, we strive to align our actions and positions with these fundamental principles, fostering a culture of ethical and responsible business practices.
(All the aforementioned policies can be found here.)
We recognise that the success of our business relies on the integral role played by our suppliers and business partners. As one of our core stakeholders, they ensure the seamless operation of our business and contribute to our achievements. We firmly believe in establishing mutually beneficial relationships by selecting partners who align with our values, business ethics, and commitment to sustainable practices.
Creating win-win partnerships
Before forming any partnership, we thoroughly assess our suppliers' compliance with legal, behavioural, health and safety, and other essential norms. Our robust SCoC serves as a guiding framework for our suppliers, ensuring their adherence to our standards at all times. By prioritising compliance management, environmental protection, human rights, labour rights, and business ethics, we strive to create a harmonious and beneficial collaboration.
The following key principles outlined in our Supplier Code of Conduct (SCoC), emphasise our dedication to responsible engagement:
Compliance management
We emphasise the importance of statutory compliance, providing clear guidelines on issues such as notices, tax evasion, quality assurance, and end-user information. Through stringent compliance measures, we guarantee transparency and maintain the integrity of our operations.
Environmental responsibility
Preserving natural capital and minimising our ecological footprint is a key principle within our SCoC. We place great emphasis on the management of hazardous materials, waste, and effluents, as well as optimising energy and water usage, and resource efficiency. Responsible production and consumption, mindful air emissions, and the preservation of ecosystems are integral components of our commitment to environmental sustainability.
Championing human rights
Protecting and promoting human rights is non-negotiable. Our SCoC includes provisions that ensure the protection of human rights, humane treatment, preservation of indigenous culture, and support for local communities. By upholding these principles, we contribute to a fair and just society.
Labour rights
Respecting labour rights is a fundamental aspect of our business philosophy. We strongly support freedom of association and collective bargaining, oppose forced and compulsory labour, and condemn child labour in all its forms. Our commitment extends to eliminating discrimination, ensuring occupational health and safety, providing fair wages, and safeguarding vulnerable groups.
Upholding business ethics
Ethics are at the core of our operations. Our SCoC prohibits corrupt practices, conflicts of interest, and unethical conduct. We emphasise information security and foster ethical competition, creating an environment of trust and integrity.
By meticulously selecting partners who align with our values and ethical standards, we forge strong relationships built on trust, sustainability, and shared success. Our commitment to responsible engagement with our suppliers and business partners, sets the foundation for a resilient and responsible supply chain, contributing to a better future for all stakeholders involved.
Empowering responsible supply chains through comprehensive assessments
We have taken proactive steps towards ensuring a sustainable and responsible supply chain through the initiation of a supply chain assessment programme for critical suppliers. Implemented in phases, this program aims to thoroughly evaluate and enhance the sustainability practices of our suppliers and business partners. By conducting systematic assessments, we can identify areas of improvement, promote transparency, and drive positive change within our supply chain. Through this ongoing programme, we are committed to fostering a resilient and socially conscious supply chain that aligns with our values and contributes to a more sustainable future.
Suppliers being assessed on
sustainability parameters. This includes
raw material suppliers and Tier-1 suppliers
Indian Railways currently faces a significant challenge in transporting flat products safely and efficiently. Existing wagons, which primarily fall under the general-purpose category, require costly measures for cargo securement, leading to increased costs, reduced efficiency, higher damage rates, and lower capacity. To address this pressing issue, a specialised wagon design was urgently needed that aligned with international standards
Although European markets already had suitable wagons, direct adoption was not feasible due to factors like different track gauges and carrying capacities. Consequently, a completely new wagon design was developed from scratch, undergoing extensive tests and simulations to ensure its suitability for the Indian context and maximise payload capacity.
Despite initial obstacles, the project succeeded in creating the BFNV wagon. This innovative wagon introduced five key design innovations, including handling the highest capacity axle load compatible with Dedicated Freight Corridors, accommodating diverse coil sizes with a wider saddle width, a simpler and stronger locking mechanism, minimising tare weight, and implementing full-face resilient pad liners.
The introduction of these innovative wagons not only improved efficiency and safety but also contributed to our emission reductions. With approximately 43% higher rake payload capacity compared to conventional rakes, fewer rakes were required for transporting the same volume of goods, reducing emissions from rail and road transportation.
The development and deployment of the BFNV wagons marked a significant milestone in enhancing the Indian Railways' capabilities, facilitating the safe and efficient transport of flat products while contributing to environmental sustainability.
Potential reduction in CO2 emissions
We embarked on a transformative path by introducing electric buses across our operations, which was driven by our desire to create a greener future. Electric buses offer numerous advantages over their diesel counterparts. One of the significant benefits lies in their lower maintenance costs. Moreover, these buses boast of exceptional energy efficiency, surpassing traditional diesel buses by a wide margin.
Diesel buses release approximately 0.76 kg of CO2 per kilometre travelled. The deployment of electric buses has the potential to result in annualised reduction of ~4,000 MTCO2 emissions. With this bold move towards electric mobility, we aim to demonstrate our unwavering dedication to driving innovation, embracing green technology, and creating a cleaner future for all.
