2013-15 specialty chemicals business fluorochemicals business · 2016-01-27 · our specialty...

sustainable technologiesresponsible solutions

GRI G3.1 ComplianceApplication Level A+

SUSTAINABILITY REPORT

Fluorochemicals Business Specialty Chemicals Business2013-15

“Sustainable Technologies, Responsible Solutions” is SRF Limited – Fluorochemicals Business’ (FCB) and Specialty Chemicals Business’ (SCB) fifth Sustainability Report for the period 1st April 2013 to 31st March 2015. Our communication on progress is based on the GRI G3.1 Sustainability Reporting Guidelines, and conforms to Application Level ‘A+’. This report is assured by KPMG, in accordance with the ISAE 3000.

The report boundary encompasses SRF FCB’s and SCB’s Corporate Office at Gurgaon and manufacturing unit at Jhiwana (commonly referred to as the Bhiwadi plant), Rajasthan. The company currently has operations only in India. Information on economic, environmental and social performance indicators as well as progress of goals is limited to the operations of our manufacturing unit at Bhiwadi. Our Dahej site has evolved from project stage to commercial production stage, and the operations are yet to stabilise. We intend to subsequently include Dahej site in the next reporting cycle.

All queries regarding the report may be directed to Himanshu Shukla (Associate Vice President – EHS) at [email protected].

Sustainability Report 2013-15

From the Managing Director ...4Our Sustainability Mantra ...5CEOs speak ...7Organisation Profile ...8Corporate Governance ...10Stakeholder Engagement ...13

Achievements, Goals and Targets ...44 Assurance ...46GRI Index ...48

16 EnvironmentEnergy and Climate Change

Air & GHG Emissions

Energy Efficiency

Use of Renewable Energy

Biodiversity and Resource Conservation

Responsible Resource Management

Materials

Waste Management

Water Consumption & Discharge

23 EngagementEmployee Engagement and Development

Employment Engagement

Labour Conditions

Employee Development

Ethics and Value

Environment Health and Safety

Occupational Health and Safety

Emergency Preparedness

Community Development

Community Engagement

39 EnterpriseResponsible Product Development

Product Innovation and Safety

Branding


Total Quality Management System

Sustainable Economic Growth

Business Risk Management

Financial Performance and Growth


Regulatory Compliance

Fluorochemicals Business Specialty Chemicals Business

SRF FCB & SCB

4

Today, as we are transitioning to a stage of adapting to increasing climate change risks, we have strengthened our commitment towards development of green and sustainable products. This vision remains consistent throughout our existing and newly acquired business.

We recognise global challenges of food security, human health and climate change. Amidst these challenges, we have leveraged our expertise in the chemical industry by developing two separate business verticals – Specialty Chemicals and Fluorochemicals. Our Specialty Chemicals Business focuses on developing agro-chemical intermediates that enhance the productivity of land, reduce water consumption and reduce waste generation per unit of crop, and pharma intermediates that finds application in latest drug therapies for treating some untreated ailments. We have recently acquired Global DuPont Dymel’s HFC R134a Pharma business which enables us to gain an advantage in the industry, while catering to various sectors such as healthcare through development of products like Metered Dose Inhalers (MDI). Our Fluorochemicals Business develops products ranging from refrigerants to propellants and solvents with focus on product innovation.

At national level, we are well versed with targets set in India’s Intended Nationally Determined Contributions (INDC) on emission intensity reductions, national increase in non-fossil fuel energy capacity generation and increase in carbon sinks through additional tree and forest cover.

Our Group level business strategy enshrines our deep commitment to sustainability including emission reductions.

- Kartik Bharat RamDy. Managing Director,

SRF Limited

From the

Dy. Managing Director

Finding good balance means

finding a solution to

become future-ready.

Among our various sustainability measures succinctly presented in this report, disclosing our sustainability performance helps us in inspiring confidence among our investors. Sustainability performance evaluation helps towards environment friendly and socially responsible manufacturing operations.

Acknowledging our commitment towards sustainability, we have been recognised in the business community with prestigious awards such as the Award of Excellence from Bayer 2014: Global Sourcing – Growing Partnership and the Award of Excellence 2014-15 from Maruti Suzuki India Limited. Further, in recognition of our contribution in strengthening elementary education near our premises, we received Rajasthan State Bhamashah Award (2014 and 2015).

SRF has continuously delivered good financial performance and stakeholder wealth creation year upon year with focus on embedding the concept of sustainable growth in all our business decisions.

These accolades further strengthen our conviction to operate as a chemical company in harmonious co-existence with society. I would like to express my gratitude to all our stakeholders for their unflinching support in our value system and never ending zest towards constantly improving our practices in achieving a balanced triple bottom line.

Our commitment to developing chemicals more responsibly with sustainable co-benefits is clearly reflected in our current report.


5

The ‘Triple E’ Approach

The conventional path of considering the economic bottom-line in evaluating a company’s performance is no longer considered a balanced approach to growth. In addition to economic performance, it is essential to take into account the environmental and social performance of the organisation. In these times of increased accountability to a diverse range of stakeholders, adopting a ‘Triple E’ approach allows us to engage proactively in determining important issues and concerns that are relevant to Fluorochemicals and Specialty Chemicals Businesses.

Our Sustainability Mantra

Environmentngagement

nterprise

Environment- Air & GHG Emissions- Use of Renewable Energy- Energy Efficiency- Biodiversity & Resource Conservation- Waste Management- Waste Consumption & Discharge

Enterprise- Business Risk Management- Financial Performance & Growth- Branding

Engagement- Employment Engagement- Labour Conditions- Employee Development

- Materials- Product Innovation & Safety

- Community Engagement

- Occupational Health & Safety- Emergency Preparedness- Community Engagement

- Total Quality Management System- Ethics & Value- Regulatory Compliance

We operate under “Seven Strategic Pillars” which embody the Triple E approach to categorise our material issues within the broader context of Environment, Enterprise and Engagement. These material issues have been identified through extensive stakeholder consultations with suppliers, customers, industry forums, employees, public authorities, communities and regulators. The stakeholder consultation encouraged productive and proactive dialogue with both internal and external stakeholders. The outcome of the consultation was a prioritised list of materiality issues based on short and long term ambitions of the business.

Seven Strategic Pillars Environment Engagement Enterprise

Energy and Climate Change




Employee Engagement and Development

Environment, Health and Safety

Responsible Product Development

SRF FCB & SCB

6

This approach has enabled us to acquire an in-depth understanding of both internal and external material issues affecting our businesses, providing a robust platform from which we can,

• Prioritise issues

• Execute actions and,

• Achieve our goals

And in the process, actualise a business model that is sustainable, transparent and at the same time profitable.

Maximising Business Value through Reporting Reporting has always been an integral part of our business culture since 2006, providing a robust, transparent platform to communicate our sustainability measures and their impact on our diverse stakeholders.

Furthermore, reporting allows us to study and understand both external and internal business sustainability dimensions across reporting cycles. This enables us to better align our business objectives with the core principles of the Triple E approach.

Triple E Approach

Seven Strategic Pillars

Materiality

Transparency through reporting

Sustainable Business

Model

The following chart depicts how material issues of SRF FCB and SCB fall under the umbrella of Triple E approach:


Ethics & Values

Occupational Health & Safety


Product Innovation & Safety


TQM System


Financial Performance & Growth

Water Consumption and Discharge

Air & GHG Emissions

Energy Efficiency



Labour Conditions

Enterprise

Engagement

Environment

Waste Management

Materials

BrandingEmployee Engagement

Biodiversity and resource conservation

Importance to SRF FCB and SCBHigh Very High Extremely High

Impo

rtanc

e to

Sta

keho

lder

s

High

Very High

Extremely H

igh


7

Representing and leading SRF’s Specialty Chemicals Business that focuses on manufacturing agrochemical and pharmaceutical intermediaries, I have observed that the relevance of sustainability practices impacting our Enterprise, Environment and Engagement with stakeholders has grown over the years. Consequently, this report, which is fifth in series, presents our commitment to progressively improve our sustainable performance.

We have set goals and tracked performance in key environmental areas for many years. We are happy to report that our Bhiwadi plant has achieved water positive status since 2008-09. Additionally, Bhiwadi plant is free from Chlorine odor and has zero liquid discharge. We are constantly evolving business processes and systems to ensure that we further reduce our environmental impact.

The foundation of our systems also take care of the well-being of our employees. We are signatory to Responsible Care initiative, a global voluntary initiative for chemical industry, and are committed to continuously improving performance in Health, Safety and Environmental (HSE) aspects.

Extending to stakeholders beyond company sites, we actively engage with local communities through our programmes on Natural Resource Management, Education, Women Empowerment and Community Health. Our Women Empowerment project on creating Self Help Groups (SHGs) for women around Bhiwadi, is exemplary on adapting to the changing needs of our communities. As a result of our success, this intervention is now being up-scaled to 2000 SHG members in nearby areas. As a precursor to a sustainable livelihood, one of our other programme focuses on strengthening primary education for girls and marginalised section of the society. We believe that these interventions consequently create a paradigm shift in the perception of local communities not only towards our business but also lives.

In today’s environment, our stakeholders are constantly assessing our business capability to deliver results along with our future readiness to incorporate sustainability in all aspects of our operations. In this regard, we have been successful and believe that we will continue this journey through our motto of “Sustainable Technologies, Responsible Solutions”.

As torch bearer of Fluorochemicals Business which develops products ranging from refrigerants to propellants and solvents, I am aware that emerging regulations and rising societal expectations significantly impact our business decisions. This reinforces my belief in our motto of “Sustainable Technologies, Responsible Solutions”.

At SRF we consistently strive to improve our business operations. We were ISO 14064-1:2006 certified in 2009. We are proactively reducing our environmental footprint by adopting energy efficient practices in our business operations and are exploring renewable energy options like solar roof tops.

Even though India’s per capita carbon emissions are not significantly high, as a chemical business we are taking considerable steps to reduce GHG emissions. In the coming years, we endeavor to achieve close to zero emissions at our Bhiwadi plant. We are also transitioning from HCFC – an ozone depleting substance, to HFC – a Greenhouse Gas with low global warming potential (GWP). We will continue to develop new green technologies and products for the future.

What is equally important is that we have been able to sustain our strong commitment towards contribution to positive societal development, by collaborating with different stakeholders. At Bhiwadi, under our NRM intervention we have constructed earthen check dams, planted fruit and fodder trees in an effort to positively impact the lives of the local communities. Similarly, in our Project Shiksha programme we have established Kidsmart Centres and conducted school enrolment drives in collaboration with the local administration.

Furthermore, our CSR practices are evaluated by a third party which was practiced even before the legal mandate under Section 135 of the Companies Act, 2013. Alongside this, our key objective at SRF is to meet increasing expectations of our stakeholders with regards to our sustainability practices. We ensure that the priorities of our stakeholders is reflected in the core vision of the company.

As we progress into a new era, our business strategies truly incorporate sustainability practices in our business operations. This report is a reflection of our commitment to sustainable growth. In these pages, you will read about SRF’s commitment to become a more sustainable business, key achievements and challenges in 2013-15, progress toward our goals, and our outlook for the future.

Anurag Jain

President & CEO, Specialty Chemicals

Business (SCB)

Prashant Yadav

President & CEO, Fluorochemicals Business (FCB)

CEOs Speak

SRF FCB & SCB

8

Businesses and Products

Organisation ProfileEstablished in 1970, SRF has grown to become a leading manufacturer of chemical-based industrial intermediates. With headquarters in Gurgaon, India, its business operations span across nine Indian and four overseas manufacturing plants. SRF exports to around 75 countries.

Our Recent Acquisition

SRF Ltd signed a binding agreement on 31st December, 2014 to purchase the global 134a regulated medical pharmaceutical propellant business from DuPont.

DuPont is a world leader in innovation and science, and will provide SRF with the technology and know-how for setting up its own ‘Current Good Manufacturing Practices’ (CGMP).

For SRF, this transaction provides immediate access to DuPont’s technology, brand and customers, thus enabling an instant entry into the pharmaceutical segment at a global level. Key highlights:

• SRF owns the Dymel® brand

• SRF receives the technology for setting up its own CGMP compliant manufacturing plant

• SRF becomes one of the world’s few suppliers of the pharma grade of HFC 134a

• This transaction will enable SRF with an instant entry into the pharmaceutical segment at a global level.

Technical Textiles

Business

Fluorochemicals Business

and Specialty

Chemicals Business

Engineering Plastics Business

Packaging Films Business


9

FluorochemicalsBusiness (FCB)

Specialty Chemicals

Business (SCB)

Engineering Plastics

BusinessTechnical Textiles

BusinessSRF Limited

Businesses and Products

Packaging Films

Business

KEY PRODUCTS• Polybutylene

Terephthalate (PBT)• Polyethylene

Terephthalate (PET)• Polycarbonates (PC)• Polymides (N6 & N66)

KEY PRODUCTS• Nylon Tire Cord Fabric• Belting Fabric• Coated Fabric• Laminated Fabric• Polyester tire cord Fabric• Industrial Yarns

KEY PRODUCTS• Metallised Films• Transparent Films• Speciality Films

KEY PRODUCTSKEY PRODUCTS

Fluorochemicals

HCFC 22

HFC 134a

R-410A

R-404A

R-407C

Methylene Chloride Chloroform

Anhydrous Hydrofluoric Acid

Refrigerants & Propellants

Chlorinated solvents Others

2,3,5,6 Tetrafluoro Benzyl Alcohol

Ethyl Difluoroacetate

Ethyl Trifluoroacetoacetate

Ethyl Trifluoroamino Crotonate

Ethyl Difluoro Acetoacetate

Pentafluorobenzoic acid Bromo Fluoro Benzene

Methyl Chlorodifluoro Acetate

Chloro Difluoro Acetic Anhydride

Specialty Chemicals

Agro Pharma Agro & Pharma

Trifluroacetic Acid

Ethyl Trifluoroacetate

Potassium Fluoride

Trifluoro Acetic Anhydride

SRF’s Fluorochemicals Business and Specialty Chemicals Business have manufacturing plants located at Jhiwana, Rajasthan and Dahej, Gujarat.

SRF FCB & SCB

10

Corporate GovernanceWe at SRF are committed to improved governance by strengthening our established, robust corporate governance framework. Our business practices have adopted a number of recommendations suggested by the Corporate Governance Voluntary Guidelines of 2009, issued by the IICA. Our governance framework ensures that there exists a clear distinction between the board’s supervisory role and the executive management of the company.

The audit committee is responsible for reviewing and approving the internal audit plan, financial reporting systems, whistle blower mechanism, ensuring compliance

with regulatory guidelines, undertaking discussions on quarterly, half-yearly and

annual financial results and engaging with statutory auditors. It currently consists of three independent, non-executive directors from the Board of Directors.

The function of the nomination and remuneration committee consists of many

key roles such as formulating criteria for assessing qualification of a director,

proposing policies on board diversity and undertaking performance evaluations

of directors. The committee is made up of three independent directors from the

Board of Directors.

The stakeholder relationship committee oversees the grievance related aspects

of all concerned stakeholders. The committee consists of three executive

directors and two non-executive directors. In the current reporting cycle, there weren’t any pending stakeholder

complaints with the Registrar and Share Transfer Agent.

The CSR committee functions in line with the requirements of Section 135 of the Companies Act, 2013 and under the

revised Clause 49 of the listing agreement. The committee consists of two non-

executive directors and one executive director.

There are several committees of the board that operate with an objective to minimise business risk by undertaking various risk assessments. The Board is responsible for the functioning of the Board of Committees, which include the following:

Board of Directors

Arun Bharat RamChairman

Vellayan SubbiahNon-Executive Director

Vinayak ChatterjeeNon-Executive Director

L LakshmanNon-Executive Director

Tejpreet S ChopraNon-Executive Director

Pramod BhasinNon-Executive Director

Ashish Bharat RamManaging Director

Kartik Bharat RamDeputy Managing

Director

Ravichandra KambhampatyDirector

(Safety & Environment)

Dr Meenakshi GopinathDirector (CSR)

The SRF board of directors constitutes five independent directors and five non-independent executive directors.


11

Code of ConductOur code of conduct lays down key principles and guidelines for directors, senior management and all other employees at SRF. These principles are adopted and followed by SRF and involve accurately maintaining the financial records, ensuring a workplace that is free from discrimination based on race, color, religion, age, gender, nationality, disability and veteran status. The code of conduct ensures a safe and healthy working environment across our businesses.

As part of the corporate governance structure, the remuneration of the executive and independent/non-executive directors is linked to their performance, which includes among others, an appraisal of the following parameters:

• Good corporate governance practices,

• Enhancement of brand equity,

• Undertaking new initiatives and innovation,

• Conducting themselves in compliance with the code of conduct and other policies such as the whistle-blower policy

Coverage areas of the Code of Conduct

Company’s assets and

services

Company invention/innovation

Company policies and

recordsInsider trading

Conduct with customers

and suppliers

Conflict of interest

Gifts and entertainment

Equal Employment Opportunity

Sexual Harassment

Risk ManagementFCB and SCB are predominantly governed by our risk management policy which clearly articulates our approach in managing risks across the organisation. The policy is applicable to all our business units with the objective of identifying emerging challenges that might affect the company’s operations and develop measures to mitigate these challenges.

The Board of Directors oversees FCB’s and SCB’s performance on economic, environmental and social aspects along with an assessment of associated risks such as strategic risks, operational risks, financial risks and information technology risks. We provide a brief description of these risks below:

• Strategic Risks: Strategic risks include risks arising out of competitive environment, changing customer needs and technological changes. Annual plans are made to discuss these risks and how to put their counter-measures in place.

Risk Management Structure

Business/Corporate Employees

Business Leadership Team

Corporate Leadership Team

Managing DIrector/CEO

Board of Directors

SRF FCB & SCB

12

Risk Management Process

RiskIdentification

RiskAssessment

RiskPrioritisation

RiskTreatment

RiskMonitoring

• Operational Risks: Operational risks are managed through the Total Quality Management System, as it has well-defined roles and responsibilities in areas such as critical control points, budget allocation and monitoring and reviewing its operations.

• Financial Risks: Financial risks mainly include risks arising out of foreign currency exchange from exports, imports of our products and raw materials. In order to mitigate these risks, we follow a conservative foreign exchange risks management policy.

• Information Technology Risks: We have in place strong back-up systems at hardware and software levels such as the ERP for effective and efficient business operations.

The board at SRF has an open communication channel to readily engage with all stakeholders. The Board can communicate a number of issues including quarterly results of the company, information on recruitment, remuneration of senior officers and labor problems, amongst others. We continue to identify opportunities for our business through our strategic planning process:

Current Strategic Planning Process

Inputs Process Steps

• Aspiration 2020

• Current directions in progress (business)

• Ongoing initiatives

• MD + Board’s guidelines

• Business Space

• Vision 2016

• 3 year strategic plan & Roadmap

• Resource Planning

• Financials

• Investment Schedule

• Strategic Risk Mitigation Plan

Summary (PPT) + Plan document

1. External Environment Analysis

2. Market Analysis

3. Product Analysis

4. Competition Analysis

5. Product-Market Analysis

6. Capability Analysis

7. Identify Growth Opportunities

8. Evaluate Stategic Options

9. Formulate Business/Support Strategy

10. Decide Staging and ‘How-to’

Output

Note: Analysis phase and strategy evaluation phases are iterative


13

Stakeholder EngagementWe at SRF FCB & SCB recognise the potential of engaging with our stakeholders as it helps us in identifying their needs through various collaborative platforms. It is mutually beneficial for both – our business and our stakeholders – to understand and address each other’s expectations. The primary objective of engaging stakeholders is to identify all parties affected by our business operations, provide an appropriate platform to engage with our businesses and participate in the decision-making process.

1 Plan

2 Identify

3 Engage & Consult

4 Monitor and Report

• Identify and prioritise issues to be addressed that are most critical to our business.

• Establish the objectives and scope of the stakeholder engagement.

• Allocate time, resources and responsibility.

• Design engagement strategy.

• Design and develop means of engagement, for example surveys or questionnaires.

• Ensure effective and timely documentation of the consultation process.

• Assess learning points from the diverse range of views collected from stakeholders.

• Report back to stakeholders on commitments and performance (material issues identified during the consultation process).

• Ensure transparency in the stakeholder engagement.

• Conduct the stakeholder engagement.

• Share contextual information (applicable material issues) with stakeholders.

• Implement the engagement mechanism with stakeholders, such as interviews, focus groups, public meetings, stakeholder panels as our businesses see fit.

• Follow-up communication with stakeholders.

• Identify internal and external stakeholders relevant to FCB and SCB.

• Identify status quo of the stakeholders based on historic information.

Stakeholder Engagement

Process

SRF FCB & SCB

14

Summ

ary of

stak

ehold

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ment

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F w

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anag

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• En

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and

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tom

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B

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atisf

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r FCB

and

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for t

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• Sa

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and

Reli

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Pro

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s

• Et

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Fair

Mar

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• Pr

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and

Pro

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(e.g

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Sat

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• Bi

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• Pr

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• Se

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qua

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• Re

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Co

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• Q

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and

Saf

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of P

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• Pr

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15

Key

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• Em

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dev

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mes

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Rew

ards

and

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• O

ccup

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nal H

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and

Saf

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• W

ork

envir

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nd p

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Grie

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• Et

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tran

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• TQ

M•

Emer

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Labo

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rong

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inim

um e

nviro

nmen

tal im

pact

on

the

com

mun

ities.

• Re

crui

tmen

t of t

he p

eopl

e fro

m

the

com

mun

ity.

• Su

ppor

ting

the

loca

l eco

nom

y.

• Ne

eds

asse

ssm

ent s

tudi

es

• So

cial im

pact

ass

essm

ent

• Fo

rmal

publ

ic he

arin

gs.

• So

cial c

once

rns

in th

e re

gion

• M

inim

ising

neg

ative

en

viron

men

tal im

pact

• Lo

cal e

mpl

oym

ent

Regu

lato

ry A

utho

rity

• St

akeh

olde

rs h

ave

the

capa

bility

to

influ

ence

the

Regu

lator

y au

thor

ity w

ith re

gard

to

depl

oym

ent o

f new

legi

slatio

ns o

r up

datin

g ex

istin

g leg

islat

ions

.

• Co

mpl

iance

with

relev

ant

regu

latio

ns.

• Co

oper

atin

g w

ith n

atio

nal a

nd

regi

onal

polic

ies.

• An

nual

revie

w m

eetin

g of

st

atut

ory

clear

ance

s

• Pa

rticip

atio

n in

pub

lic a

dvoc

acy

prog

ram

mes

(CII,

FIC

CI)

• Re

gulat

ory

com

plian

ce•

Ope

ratio

nal e

fficien

cy•

Deve

lopm

ent o

f com

mun

ities

• M

anag

emen

t of e

nviro

nmen

tal

impa

ct.

• O

ccup

atio

nal H

ealth

and

Saf

ety

• Em

erge

ncy

Prep

ared

ness

•

Air a

nd G

HG e

miss

ions

• Bi

odive

rsity

and

reso

urce

co

nser

vatio

n•

Was

te m

anag

emen

t

16SRF FCB & SCB

6%

EnvironmentSRF-FCB and SCB’s unique position within the chemical industry as one of India’s largest manufacturers of refrigerants and specialty chemicals, requires not just effective and efficient management of energy but also GHG emissions, including ODS emissions.

We have already achieved zero water discharge status and continue to strive to achieve the same in our emissions profile.

The following sections provide a complete picture of our business operations’ environmental performance.

As a result of the continued decrease in the GHG emissions, we have seen a marked decrease in the specific GHG emisssions for both scope 1 and 2 emissions.

Apart from GHG emissions, we at SRF FCB and SCB are also constantly working at limiting other emissions such as emissions from ozone depletion substances (ODS) (R22 captive consumption) and suspended particulate matter (SPM).

2012-13 2013-14

2014-15

9678

7

1001

34

9431

7

2012-13 2013-14

2014-15

0.45

8

0.48

2

0.47

9

2012-13 2013-14

2014-15

3783

4782

4203

2012-13 2013-14

2014-15

0.01

8

0.02

3

0.02

1

Air and GHG Emissions In the process of striving to achieve zero emissions, SRF FCB and SCB have taken up stringent targets of reducing scope 1 GHG emissions by 6% and scope 2 emissions by 3%, year on year across our reporting cycle.

Direct emissions - Scope 1 (Tons of CO2 eq. per annum)

Specific GHG Direct emission - Scope 1 (tCO2 /MT of production)

Inirect emissions - Scope 2 (Tons of CO2 eq. per annum)

Specific GHG Indirect emission - Scope 2 (tCO2 /MT of production)

12%

EnvironmentEnergy and Climate

Change


Air & GHG Emissions

Materials

Energy Efficiency

Waste Management


Waste Consumption &

Discharge



17

Environment


Air & GHG Emissions

Energy Efficiency




Materials

Waste Management


Energy Efficiency We have always believed that improving energy efficiency is an ideal way to reduce greenhouse gas emissions. We have continued to thrive for energy efficiency throughout our manufacturing processes in order to achieve environmental and economic benefits by emitting less and lowering our manufacturing cost.

Energy Management Systems

We recognise that energy efficiency would not only help the businesses save their monetary resources but also help in conserving natural resources and tackling climate change. The energy management system (EnMS) at our organisation has been used for various reasons such as:

• Developing energy usage policy

• Fixing targets and objectives

• Understanding complex data and make effective decisions about energy use

• Measuring results, and

• Continually improving energy management

Air emissions Unit 2013-14 2014-15

ODS Consumption (R 22) Tons of CFC-11 eq. 1.1 1.9

PM Emission MT 2.59 3.14

During 2014-15, the Bhiwadi plant got its ISO 50001 certification. Following targets were taken for energy conservation for FY 2014-15.

SRF Business Vertical

Energy Conservation/Savings (2014-15)

Target (INR Lakhs) Completed (INR Lakhs)

Under Progress (INR Lakhs)

FCB 110.2 68.3 41.9

SCB 31.0 20.6 10.4

Energy consumption is a key factor in the acceleration of climate change, as the burning of fossil fuels directly results in the generation of GHG emissions. As a result, SRF FCB & SCB have put in significant efforts to enhance the energy efficiency of their plants and sites. Our approach to minimise environmental impact is strongly driven by energy conservation activities. During the reporting period, we undertook numerous energy saving initiatives, a product of understanding our energy consumption patterns through regular monitoring.

18SRF FCB & SCB

Environment


Air & GHG Emissions

Energy Efficiency




Materials

Waste Management


2013

-14

2014

-15

Des

crip

tion

of e

nerg

y sa

ving

in

itiat

ive

Mon

th o

f In

corp

orat

ion

Elec

tric

ity s

aved

(K

WH

)M

onet

ary

Savi

ngs

(INR

)D

escr

iptio

n of

ene

rgy

savi

ng

initi

ativ

eM

onth

of

Inco

rpor

atio

nEl

ectr

icity

sav

ed

(KW

H)

Mon

etar

y Sa

ving

s (IN

R)

VFD

in A

TFD

in P

10 P

lant

May

7642

645

8556

VFD

in D

R - 1

062

May

4320

028

0800

VFD

in P

umps

-P21

70 &

P21

85

in P

2 Pl

ant

June

2514

015

0840

VFD

in P

-900

2B in

P9

Plan

tJu

ne12

7440

8283

60

VFD

in P

ump-

P219

2A &

B in

P2

Pla

ntJu

ne11

062

6637

2VF

D in

C20

3BJu

ly11

5200

7488

00

VFD

in F

illin

g St

atio

n Bl

ower

July

2074

112

4446

VFD

in A

ir Co

mpr

esso

r TAG

NO

-C7

530

in C

PPAu

gust

1162

6975

5749

VFD

in P

ump-

P313

2A &

B in

P3

Pla

ntSe

ptem

ber

2111

812

6708

VFD

in V

acuu

m P

ump

in P

10 P

lant

Augu

st90

600

5889

00

VFD

in M

SD P

ump

Oct

ober

1319

879

188

VFD

Inst

allat

ion

in P

5401

CSe

ptem

ber

2016

013

1040

CT P

ump

Repl

acem

ent i

n CP

PO

ctob

er38

3616

2493

000

Inst

allat

ion

of n

ew 1

1KW

pum

p to

run

in p

lace

of 1

8.5

KW p

ump

durin

g co

mpl

ete

shut

dow

nO

ctob

er27

000

1755

00

Stab

le ru

n of

R23

dist

illatio

n co

lum

n an

d po

wer

sav

ings

in th

e pl

ants

to th

e tu

ne o

f 10%

Oct

ober

1390

650

9039

225

VFD

in C

T Fa

n in

CPP

Nove

mbe

r45

699

2954

12

Repl

acem

ent o

f Con

vent

ion

light

ing

with

LE

D lig

htin

gTh

roug

hout

the

year

2445

515

8957

.5

VFD:

Var

iable

Freq

uenc

y Dr

ive |

P21

70: P

ump

2170

| C

203A

: Com

pres

sor 2

03 A

| D

R 10

61: D

rier 1

061


19

Environment


Air & GHG Emissions

Energy Efficiency




Materials

Waste Management


2013-14 2014-15

5832

5126

Our energy conservation initiatives have resulted in a decrease in the cumulative amount of energy consumed from various sources:

We have continued to maintain our electricity sourcing portfolio with an inclusion of low-carbon and renewable energy sources. The energy usage for our manufacturing processes is largely dominated by the captive power plant as it uses different forms of fuels such as coal, high speed diesel, mustard husk and wood chips. We have observed a significant reduction in the usage of mustard husk as a result of periodic monitoring of fuel consumption.

Indirect Energy Consumption

Electricity Purchasd (MwH)

Direct Energy Consumption

Coal (MT) Mustard husk

(MT) Wood Chips (MT) LSHS (MT)

High Speed Diesel (KL)

6409

2

2238

4

1317

3108

.5

1345

6308

1

4226

981

1661

1194

2013-14

2014-15

Use of Renewable Energy The captive power plant in Bhiwadi consists of a biomass boiler, where mustard husk and wood chips are used as fuel to generate steam. The captive power plant in Bhiwadi has consistently undergone GHG Inventory exercise with key aspects such as setting inventory boundaries, quantifying GHGs and reporting GHGs.

Biodiversity and Resource ConservationThe ecosystem is a relevant aspect. We are dependent on nature and in turn, leave an impact on it through our operations. Loss of biodiversity has significant short and long-term impacts on the economic viability of the organisation.

We currently own 34 hectares of land, where we undertake manufacturing operations. More than a quarter of this land has been developed as green belt – a pollution mitigating technique. The Bhiwadi plant has no National Park, Biosphere Reserve, Wild Life Sanctuary or Migratory routes for birds that fall within 10 km radius of the study area.

Biodiversity Management Strategy

Our biodiversity management strategy is driven by a robust methodology, assessing impacts using tools such as geo-hydrological surveys, submission of Environmental Impact Assessment (EIA) reports and undertake public consultation to reduce the exposure of risk. Monitoring includes maintenance of six monthly compliance reports and timely audits by government agencies to ensure compliance. We have also undertaken other measures for effectively managing risks associated with natural resource management, afforestation and implemented an energy conservation programme. All these activities were carried out at the Bhiwadi site.

12%

20SRF FCB & SCB

Environment


Air & GHG Emissions

Energy Efficiency




Materials

Waste Management


Materials SRF FCB and SCB use a variety of materials throughout their manufacturing processes including fluorspar, chloroform, semi-manufactured goods and packaging materials, amongst others, which help us in consistently meeting the needs of our customers. We continue to strive for innovation and excellence by implementing the Best Available Technology (BAT) by identifying the needs of our operations and through investments in R&D. We hold ourselves accountable to our stakeholders and are committed to sustainable utilisation of natural resources.

We have been implementing and maintaining responsible use of materials to reduce our impact on the environment through intensified material efficiency as well as recycling and reuse of waste.

Waste Management The growing demand for our products and increasing customer base represents a challenge in the effective management of wastes. We recognise that the attributes of effective waste management i.e. recycle, recovery and reuse, can increase the profitability of a company in the long-run. However, it is also inevitable that natural resources that are used for manufacturing are sometimes returned to the environment as hazardous and non-hazardous wastes. Since waste generation cannot be fully avoided, we are committed to minimising it.

Common industrial wastes generated by organisations in the chemical sector are usually residues of raw materials, damaged products and hazardous wastes. We have been continuously adopting measures to reduce our waste footprint through waste reduction at source, reuse of materials and recycling.

Technological Interventions and Recycling

The Bhiwadi plant generates high acidic effluents which required counterbalancing using hydrated lime. The act of counterbalancing results in the generation of fluorspar, which is reused as raw material in our manufacturing processes. Furthermore, through increased reuse of materials, we have further reduced the probability of generating waste.

Raw Material UsedSpecific Consumption Monitoring

MethodBaseline Year 2013-14 2014-15

Chloroform to R 22 100w 99.7w 100.1wResource use efficiencies are monitored on daily basis using DCS data

Chlorine to CMS 100x 99.3x 102.3x

Methanol to CMS 100y 100.0y 98.5y

TCAC to P2 100z 99.8z 99.4z

Materials Consumed 2013-14 2014-15

Fluorspar (MT) 22463 18529

Liquid chlorine (MT) 41291 46322

Methanol (MT) 12903 13807

Sulphuric acid (MT) 26604 21913

Oleum (MT) 6494 5825

Packaging material (MT) 1055 903


21

Environment


Air & GHG Emissions

Energy Efficiency




Materials

Waste Management


2013-14 2014-15

196

166

ETP Sludge (100% reused as raw material) (MT)

2013-14 2014-15

5.7

3.2

Spent Oil (MT)

Discarded Empty barrels (MT) E-waste (MT)

Biomedical Waste (kg/employee)

2.65 4.14

0.006

4.79

1

0.006

2013-14

2014-15

We have also worked to ensure that there have been no significant spills during manufacturing or transportation of our wastes, over the course of the current reporting period. Our performance on hazardous waste is shown below.

Our employees play a notable role in managing and minimising non-hazardous waste such as the food waste generated from canteens. Apart from this, the non-hazardous waste includes handling of scrap namely Aluminum, G.I., S.S. plastic, wooden, M.S., cable and HDPE scrap.

2013-14 2014-15

110.69

103.73

2013-14 2014-15

177 214

Fly Ash (kg per MT of production)Non-hazardous Waste (MT)

We have continued the practice of reusing our waste as raw material to improve the overall material efficiency and reduce the use of virgin raw materials through innovative measures. For example, we use hydrated lime to neutralise the generated acidic effluents (ETP sludge); the outcome of this process is the generation of Fluorspar which is directly used as raw material.

During 2013-14, we discarded 166 batteries and in 2014-15, the number was 53. These were sent to authorised dealers for proper disposal.

Our commitment towards waste management has led to a significant decrease in the generation of spent oil by more than 40% and used batteries by more than 70%.

22SRF FCB & SCB

Environment


Air & GHG Emissions

Energy Efficiency




Materials

Waste Management


Water Consumed v/s Water Replenished (MnM3)

Water Consumption and DischargeWe recognise that the amount and quality of water discharged from our operations can have environmental impacts. We are hence committed to improving the quality of discharged water as well as reducing the volumes of discharge. We also recycle and reuse the water used in our plants as part of our water conservation programme.

With many hazardous pollutants such as cadmium, lead and mercury contributing to its contamination, pollution in ground water is a recognised threat. In the chemical sector, waste water or high concentration of contaminants are generated from both, primary and secondary production processes. We have consistently made efforts to reduce our impact on the ground water table.

We have continued our efforts in monitoring the use of water and its impact on the ground water table. This is a critically relevant area for SRF FCB & SCB due to the nature of operations and location of the manufacturing plant. The objective of the Natural Resource Management Programme is to achieve higher ground water tables which would ensure a secure livelihood by facilitating farming and tree cultivation activities for the local communities. We have been constantly monitoring the ground water level and have observed that it has risen in the region where we have undertaken the initiative.

These initiatives have kept us water positive since 2008-09. The total water replenished is higher than our ground water withdrawal. During the reporting period we have observed that water consumed has decreased and water replenished has increased. There has been no significant effect on the water bodies or related habitat.

1.41 1.53

2.34

1.72

0.72 0.77 0.81 0.69

2011-12 2012-13 2013-14 2014-15

Water Replenished

Water Consumed

2013-14 2014-15

17995 17189

2013-14 2014-15

216

153

Waste Water Generated (MnM3) Waste Water Reused (KL)


23

Percentage of employee turnover

11.17 11.00

12.71

8.82

2011-12 2012-13 2013-14 2014-15

EngagementSRF FCB and SCB have always believed in actively engaging with its stakeholders, be it investors, employees or local communities affected by its operations. The following section details our commitment to engage and work towards inclusive betterment of our society.

Employment EngagementThe internal workforce of SRF FCB & SCB plays a vital role in contributing to its success. Both management and non-management employees have been engaged in maximising productivity and ensuring job satisfaction by conducting employee engagement programmes. The following table captures our human resource profile.

2013-14 2014-15

Employees <30 yrs 30-50 yrs >50 yrs Total <30 yrs 30-50

yrs >50 yrs Total

Senior Management 0 11 5 16 0 11 4 15

Middle Management 1 16 6 23 0 14 7 21

Junior Management 17 47 7 71 19 50 8 77

Non-management workers

152 302 34 488 142 305 41 488

Contract Workforce - - - 300 - - - 292

Contractual Labor - - - 150 - - 170

New Joinees <30 yrs 30-50 yrs >50 yrs Total <30 yrs 30-50

yrs >50 yrs Total

Senior Management 0 0 3 3 0 1 0 1

Middle Management 0 1 0 1 0 2 0 2

Junior Management 6 2 0 8 0 2 6 2

Non-Management 55 19 0 74 31 17 0 48

EngagementEmployee Engagement

and Development






Labour Conditions



Ethics and Value

24SRF FCB & SCB

Engagement



Labour Conditions


Ethics and Value






2013 - 14

2014 - 15

3.13 2.87

Million man hours worked

We continuously strive to achieve gender representation in our business operations and in this regard have taken up an ambitious target of 5% female representation in our workforce. However, in view of the nature of our industry in India which is traditionally male oriented, we understand that achieving this target is going to be a challenge.

Labour ConditionsWhen it comes to providing a safe and productive environment, we have installed robust systems such as SA 8000 to monitor and ensure the wellbeing of our labour force. These aspects are both internally and externally relevant to our organisation in the following ways:

• Maintaining and communicating our policy for social accountability and labour conditions.

• Periodic review of these policies through the management review committee meetings.

• Implementing SA 8000 requirements at all levels of the organisation.

• Communicating performance against requirements, within the organisation

We have a robust system for processing grievances and needs of our employees who can use methods such as departmental meetings, emails or a complaint register to lodge a complaint or a need. Grievance/Need Redressal Mechanism starts with the initial stage of documenting the forms of interests by the employees and then classifying it into a complaint or a need for further action. If a complaint is identified as valid, it is then further processed for corrective and preventive action in order to arrive at a resolution. In order to address an employee need, it is understood by the management and if required, is then accordingly taken forward to the Head of HR, Head of Works or the CEO.

We at SRF FCB & SCB strive to create a healthy working environment for our employees to work without the fear of prejudice, intimidation, gender bias and sexual harassment. The sexual harassment policy is in line with the Prevention, Prohibition and Redressal Act 2013. All sexual harassment related complaints are directed towards our Internal Complaint Committee (ICC). The ICC consists of 4 members, where at least 50% are women. The ICC has received no sexual harassment complaints over the current reporting cycle.


25

Engagement



Labour Conditions


Ethics and Value






Procedure

Area of responsibility

Management Representative

Unit Head

Factory Manager HR Head

Health and Safety

Representative

Head Strategic Sourcing

Communication of Policy √ - - - - -

Management Review √ - - - - -

Allocating Roles to SA Representative

√ √ - - - -

Assigning Non-Management Representatives

√ - √ - - -

Planning and Implementation of the System

√ - - √ - -

Identification of Training Needs - - - √ √ -

Implementation of Internal Audit √ - - - - -

Evaluation and Selection of Suppliers

- - - - - √

Addressing Concerns and Taking Corrective Action

√ - - - - -

Communicating performance to external parties

√ - - - - -

Maintaining Documentation √ - - - - -

We engage in third party audits every year to keep a track of our performance against numerous human rights aspects such as:

• Child Labour

• Health and Safety

• Working Hours

• Wages and Benefits

• Humane Treatment

• Non-Discrimination

Biennially we provide training on these subjects to our plant technicians and junior engineers. In this reporting cycle we have conducted 1800 man hours of trainings. During the reporting period, 162 people were educated about Human Rights.

During this reporting cycle, we observed some marginal non-conformities with respect to SA8000, which are currently being addressed.

SA 8000 performance (No of Non-confirmities)

2

1

2

2013 2014 2015

26SRF FCB & SCB

Engagement



Labour Conditions


Ethics and Value






Employee Benefits and Wellbeing

We provide multiple benefits to our employees as illustrated below:

• Housing Subsidy: The housing loan subsidy scheme aims to facilitate finance for building houses in and around Bhiwadi. This scheme is applicable for employees who have completed at least three years with the company and who want to purchase or construct a house within 15 kms radius from the Bhiwadi plant.

• Group Personal Accident Scheme: This scheme is applicable for all employees and compensates employees (officers and above) for unforeseen circumstances such as injury or absence from duty due to disability caused from an accident. We ensure adequate compensation with regard to the nature of the contingency. This even covers accidents that occur outside the jurisdiction of the plant boundaries. For example, in case of a death of the worker, 100% of the insured sum is paid to the nominee. In case of a disability, an employee can claim the cost of treatment if the victim could not work for a minimum for five days. HR Department plays a central role in this scheme as it undertakes many roles such as ensuring that the employee is insured from the date of joining and intimating the insurance provider within 24 hours of accident.

• Medi-claim Insurance Scheme: The function of the medical insurance scheme is to insure employees against hospitalisation expenses due to illness, injury or maternity. It covers a variety of costs such as room rentals in hospitals, nursing expenses, medical practitioner fee and cost of medicines.

• Grievance/Need Redressal Mechanism: We have a robust system for processing grievances and needs of our employees. Employee can use various methods such as departmental meetings, emails or a complaint register to lodge a complaint or a need. The process starts with the initial stage of documenting the forms of interests by the employees and then classifying it into a complaint or a need for further action. If a complaint is identified as valid, it is then further processed for corrective and preventive action in order to arrive at a resolution. In order to address a need of an employee, the need is understood by the management and if required, is then taken forward to the Head of HR, Head of Works or a CEO accordingly.

• Self-Education Policy: The self-education policy at SRF FCB and SCB aims to provide financial assistance to employees for pursuing higher education through various modes such as online courses, evening courses and part time courses. This excludes training programmes and seminars that we provide to our employees. This policy is eligible for all confirmed non-management employees at Fluorochemicals Business (FCB) and Specialty Chemicals Business (SCB), with at least two years of service with SRF FCB and SCB. Employees can opt for courses from recognised institutes approved by national accreditation organisations such as AICTE or UGC. Our employees are expected to deliver a return to the organisation after undergoing a course by improving their performance and contributing through their upgraded skills.

Stratification of complaints – April 2014 to March 2015


27

Engagement



Labour Conditions


Ethics and Value






Employee DevelopmentDuring the reporting cycle, our employee development activities were carried out as a regular practice helping us acquire insights into the dynamics of our workforce.

Skill Evaluation System

Our skill evaluation system enables us in evaluating and improving the skill level of our employees. The skill level measurement is based on 3 core parameters: Assignment (20% weightage); Observation on Job (40% weightage); Interview (40% weightage)

After undertaking the evaluation, the employee is then placed in one of the four quadrants as shown above. As a practice we annually evaluate all our employees on their skill sets over a range of technical parameters including:

Master

Skilled

Highly Skilled

Beginner

Skill Level Measurement

1. Job specific competencies

2. Skill specific competencies

3. Soft skill competencies

4. Environment, health and safety

5. Emergency response plan

The following figure presents the outcome of this evaluation exercise (for four employees):

• Policy against Sexual Harassment: We at SRF FCB and SCB strive to create a healthy working environment for our employees to work without the fear of prejudice, intimidation, gender bias and sexual harassment. The sexual harassment policy at SRF FCB and SCB is in line with the Prevention, Prohibition and Redressal Act 2013. All sexual harassment related complaints are directed towards SRF FCB and SCB’s Internal Complaint Committee (ICC). The ICC consists of 4 members, where at least 50% are women. The ICC has received no sexual harassment complaints over the current reporting cycle.

28SRF FCB & SCB

Engagement



Labour Conditions


Ethics and Value






Skill evaluation is carried out on a half yearly basis for Junior Employees (JE) and Technicians, whereas for engineers it is done on a monthly basis. Our employees are regularly trained according to their skillsets and company requirement. The actual number of cumulative training hours has been consistently higher than the planned number of cumulative training hours during the reporting period.

Workforce Training and Performance Feedback

We have in place a development dialogue manual which assists us in recognising our employee’s contribution towards the goals of the organisation, as well as identifying the needs of an employee for their career growth. The development dialogue process helps us in meeting many objectives such as undertaking performance assessment of officers, providing performance expectations to employees, allocating tasks to officers to meet organisational objectives and providing feedback to officers.

Yearly Target Progress 2013-14 Progress 2014-15

Employee turnover (%) <10.00% 12.71% 8.82%

Unplanned absence(% of available man-hours of work)

<1.00% <1.00% <1.00%

Training manhours per employee per annum 20.00 22.78 16.98

Skill enhancement of junior management – transition from ‘beginner’ level to ‘skilled’ level (%)

10.00% 10.00% 10.00%

Employee satisfaction (%) 75.00% 68% NA*

Overall happy employee (%) 95% 96% NA*

Employee specific training schedules are also developed in order to enhance their potential and capabilities (as shown in the table below).

SegmentAwareness on human

rightsTechnical Training

Training on soft skills

Health and Safety Trainings

Grievance redressal

Special Policies Rewards

Sr. Management √ - √ √ √ - √

Mid & Jr. Management √ √ √ √ √ √ √

Scientists √ √ √ √ √ √ √

Field Staff √ √ - √ √ √ √

Workmen √ √ - √ √ √ √

Contract Labour √ - - √ √ - √

Workforce Units 2013-14 2014-15

Senior Management

Man hours

245 81

Middle Management 546 515

Junior Management 1885 2166

Non-Management workers 10947 7443

Total 13623 10205

* Survey conducted once every 2 years.


29

Engagement



Labour Conditions


Ethics and Value






Rewards and Recognition

We also have a robust reward and recognition mechanism to incentivise employee performance. This includes the following:

• Protsahan is our system to recognise and acknowledge employee contributions and good behavior. This award covers not only employees but also contractual workforce.

• Various competitions among employees are organised during safety and environment day celebrations.

• Employee recognition through various modes and means like letters of commendation, mementoes, publication in internal magazines and award of scholarships.

Ethics and ValueOur Code of Conduct provides a suitable direction to employees regarding ethical behaviour, transparency, accountability, anti-corruption, discrimination and anti-bribery. The broad aspects of ethics and values that are covered by our Code of Conduct include, among others,

• Relationships with fellow employees,

• Ethical usage of company’s resources,

• Usage of emails and internet,

• Maintaining relationship with business

associates and partners.

We remain committed to conduct our business with a set of values (RINEW) that guide our actions and behaviour:

• Respect for others• Integrity• Non-discrimination• Excellence• Well-being of others

Occupational Health and SafetyAs a major chemical player in India, we put emphasis on environmental health and safety. With growing industrial production leading to an increased number of workers at our plant, environmental, health and safety poses a high degree of risk due to the hazardous nature of our operations. Therefore, safety of our workers is a high priority area for us and we have taken a number of measures to ensure a safe working environemtn. We regularly conduct EHS trainings on various aspects including:

• Process safety management

• Transport safety

• Firefighting

• First aid

• Emergency response training

• Behavioural based safety, and

• Hazard Identification and Risk Assessment (HIRA)

SRF FCB and SCB also regularly formulate EHS committees for both management as well as non-management employees. The purpose of the EHS review committees is to ensure that the aims and objectives in the ‘Health and Safety Policy’ are met, and relevant matters concerning health, safety and environment are dealt with.

30SRF FCB & SCB

Engagement



Labour Conditions


Ethics and Value






Name of the Committee

No of Committees Members Function Frequency of

Engagement

Apex EHS committee 1

• Members from senior management HODs/ Section in-charges

• The committee is headed by Head of Works

Advisory Body on EHS

Once in 6 months

Statutory EHS Committee 1

• Equal number of members from MS & NMS representing (Make product, maintenance plant & other services)

• Minimum 6 person each from MS & NMS cadre

• The committee is headed by Head of Works

Identification of due activities related to statutory matters and timely completion of those activities.

Once in 3 months

Area EHS Committees 6

• Members from MS & NMS representing (Production, maintenance, other services and NMS

• The committee is headed by respective Head of Departments

Identification of unsafe conditions for environment and health and advising corrective measures.

Once in 2 months

We endeavour to constantly provide a safer workplace by ensuring active participation of our employees in improving our EHS practices. The table presented below details the employee involvement.

EHS Committee members 2011-12 2012-13 2013-14 2014-15

Management 316 247 243 245

Non- Management 392 342 243 247

As a result of our rigorous operational health and safety mechanisms, we have been able to achieve 11.22 million accident free man-hours. We are happy to report that this is the highest ever in our 25 years history. Our next target is to achieve 15 million accident free man-hours.

11.22 million accident free man-hours –

The HIGHEST EVER in our 25 year history.

We continue to have no fatality including this reporting cycle.

Based on the philosophy of capturing issues at an early stage, we promoted and incentivised reporting of the near miss incidents in the last reporting cycle. As a result, we have improved the reporting of such incidents significantly.


31

Engagement



Labour Conditions


Ethics and Value






2013-14

2014-15

52 78

2013-14

2014-15

8.6 11.5

2013-14

2014-15

2.2 4.2

2013-14

2014-15

0

0.35

Near Miss Reporting (Numbers) Minor Injuries (Frequency Rate)

Reportable Injuries (Frequency Rate)First Aid Cases (Frequency Rate)

Programme Theme (EHS) Target Group Frequency

CoverageProgramme Man-hours

Refresher Training on EHS & Security systems

All plant JEs and Technicians Once in a year 3600

Process safety management and Behavior Based Safety (BBS)

All management staff Once in a year 800

Fire Fighting (Basic) Identified ERT & others Once in a year 500

Fire Fighting (ERT) ERT Members Once in two year 480

First Aid (ERT) ERT Members Once in two year 720

Emergency Response Training Identified ERT & others Once a year 360

Safe Chlorine handling Identified ERT & others Twice in a year 90

BBS Identified MS As per implementation plan 720

HIRA Identified JEs Once in two year 320

As part of our EHS framework, we provide multiple trainings to all our employees, in an effort to keep the workforce updated on our EHS best practices.

Target(2013-14)

Actual (2013-14)

Target(2014-15)

Actual (2014-15)

First aid injuries 26 27 24 33

Minor injuries 3 7 6 12

Reportable fatal injury 0 0 0 0

Reportable non-fatal injury 0 0 0 1

EHS training to employees (training manhours per employee)

10 10.54 12 12.48

EHS training to contract workers (training manhours per contract worker)

12 14.69 15 13.41

32SRF FCB & SCB

Emergency PreparednessWe continue to prioritise the safety of our workers and have robust systems which equip our workforce to combat any unforeseen circumstances. We have identified in totality 38 types of emergencies specific to our site. We provide emergency response trainings to our workforce as part of the EHS training framework. Being a Responsible Care company, we also adhere to the following:

Engagement



Labour Conditions


Ethics and Value






Emergency

Preparedness under

Responsible Care

Guidelines

Facility tours for emergency responders

Assessment of potential risk

Communication to local crisis group

CoordinationSharing of information

Participation in the community emergency

response planning process

Training

Sharing experience

Emergency exercise

1. Assessment of potential risk: We ensure an ongoing assessment of potential risks to employees and local communities resulting from accidents or other emergencies.

2. Emergency Plan: We have adopted an emergency response plan which addresses, among other things, communications and the recovery needs of the community after an emergency.

3. Training: We continuously train employees who have response or communications responsibilities in the event of an emergency.

4. Emergency Exercises: We conduct emergency exercises once every quarter, to test operability of the written emergency response plan.

5. Communication to local crisis group: We ensure communication of relevant and useful emergency response planning information to the Local Emergency Planning Committee.

6. Facility Tours for Emergency Responders: We conduct facility tours for emergency responders to promote emergency preparedness and to provide current knowledge of facility operations.

7. Coordination: We coordinate the written facility emergency response plan with the comprehensive community emergency response plan and other facilities. If no plan exists, the facility should initiate community efforts to create a plan.

8. Participation in the community Emergency Response Planning Process: We develop and periodically test the comprehensive community emergency response plan developed by the Local Emergency Planning Committee.

9. Sharing Experience: We share information and experience related to emergency response planning, exercises, and the handling of incidents with other facilities in the community. Undulated Waste Land


33

Engagement



Labour Conditions


Ethics and Value






Community Engagement As a responsible business, SRF FCB and SCB are committed to making a positive contribution to the development of the local communities. Our initiatives are designed to support the social and economic development of the community through four key thematic areas:

• 18 new checkdams constructed• 493 Ha of wasteland levelled• 87250 fruit and fodder trees planted with

70-80% survival rate• Improved agricultural activities resulting in

increased crop yields by 150%• The amount spent in 2014-15 is INR 14.23

million and in 2013-14 in INR 15 million

• Running 12 IBM Kidsmart centres in government primary schools

• Increase in school enrolment rate by 25% compared to the previous year, especially the girl child

• Establishment of libraries at schools• 26 teachers provided teachers

training• School infrastructure development

activities• The amount spent in 2014-15 is INR

1.28 million and in 2013-14 is INR 1.07 million

Key thematic areas and initiatives

undertaken

Natural Resource

Management Project

Education (Project Shiksha)

Community Health

Women Empowerment

• 167 functional women Self-Help Groups covering over 2000 women members

• 84 girls successfully completed vocational training

• The amount spent in 2014-15 is INR 0.42 million and in 2013-14 is INR 0.28 million

• Refraction services for 323 people • 71 people successfully operated at AIIMS,

New Delhi for gratis cataract surgery and lens implantation

• Health camps for 5 government primary schools in collaboration with Maharaja Agrasen Hospital

• The amount spent in 2014-15 is 0.48 million and in 2013-14 is INR 0.45 million

The Natural Resource Management (NRM) Programme

The NRM programme focuses on developing sustainable livelihoods of the local community through better management of natural resources. The programme aims to enhance livelihood options for the rural poor by harnessing underutilised land and water resources. We continue to partner with NGOs, PRADAN and SST, to undertake the project implementation while SPACE is engaged for continuous impact assessment.

The programme is currently being implemented in 38 villages in Tijara Teshil of Alwar district of Rajasthan. We aim to reach 6,500 families and increase their annual income by INR 10,000 on a sustainable basis by 2015 (base year of 2005).

Undulated Waste Land Rainwater harvesting Wasteland to Farmland

34SRF FCB & SCB

Engagement



Labour Conditions


Ethics and Value






Activity2013-14 2014-15

Expenditure Target Achievement Expenditure Target Achievement

Construction of Earthen check dams (Numbers)

INR 1,50,05,897

10 12

INR 1,42,38,603

10 6

Catchment Area Covered (Hectare)

500 594 500 385

Ground Water Recharged (MnM³)

1.5 2.34 1.5 1.72

Land Leveling (Hectare) 230 288 180 205

Plantation of fruit and fodder trees (No.)

45000 53300 43500 31920

Number of functional Self Help Groups (SHGs)

30 29 30 32

Families Impacted (direct/indirect)

800 810 630 477

Women Empowerment

We are continuously promoting social and economic empowerment of women, with special focus on marginalised communities. All the interventions involve the local community, right from initiation to ultimate ownership of the initiative.

As part of our endeavours in this area, we have promoted a block level SHG Federation with all women members with 32 new groups formulated over the current reporting period. The SHG Federation was also the recipient of a loan worth INR 21 lakhs, which was directed towards the development of various economic and entrepreneurial activities.

We also provide vocational training to women by assisting them in achieving their financial and economic independence. In this regard, stitching and tailoring workshops were organised, especially for the SC and meo-muslim community, with 84 girls successfully completing the training over the current reporting cycle.

Impact

• Approximately 10.93 million cubic meter of rainwater recharged into the ground. This has reversed the trend of ground water depletion and raised ground water level in the project villages, varying from 0.6 to 2.1 meters.

• So far, 1644 hectares (6576 bigha) of privately owned waste lands have been levelled, converted into farm land and put under agriculture use for the very first time.

• Promotion of improved agriculture practices on the reclaimed land along with training to farmers have resulted in 150% increase in crop yield and 300% increase in the family income.

• 167 women Self-help Groups (SHGs) have been promoted with over 2000 women members.


35

Engagement



Labour Conditions


Ethics and Value






The table below highlights the impact of the initiatives taken for promoting social and economic empowerment of the women in villages:

Particulars2013-14 2014-15

Expenditure Achievement Expenditure Achievement

Number of beneficiaries

INR 60,406

300 families

INR

124,560

500 families

Number of members in SHGs 341 374

Number of girls given vocational training 38 46

Project Shiksha: Strengthening Primary Education

SRF FCB and SCB have been providing numerous educational initiatives under its ‘Project Shiksha’ programme, which aims to strengthen primary school education with a focus on educating the girl child as well as marginalised sections of the society.

The programme has been instrumental in increasing the enrolment of students in local schools, promoting the importance and benefits of primary school education while ensuring a reduction of primary school drop-out rate from 53% in 2007 to 6% in 2015.

Key initiatives under Project Shiksha include:

• Remedial centers to support academically weaker students

• Pedagogy support and development of Teaching-Learning Materials (TLM)

• Training workshops for school teachers

• Improvement of school infrastructure

• Transportation support for girls

• Community awareness and mobilisation

SRF FCB and SCB’s contribution towards strengthening primary education in Alwar, Rajasthan, have been recognised by the Department of Education, Government of Rajasthan, who in 2014 felicitated us with the “Rajasthan State Bhamashah Award”.

Education Initiatives

IBM Kidsmart Centre

Education Initiatives

Teacher Training

Workshops

School Infrastructure Improvement

Student Enrolment

Drives

Awareness Programmes

SRF FCB and SCB received ‘Rajasthan State Bhamashah Award’ (2014) by the

Department of Education, Government of Rajasthan

36SRF FCB & SCB

Engagement



Labour Conditions


Ethics and Value






Particulars2013-14 2014-15


Enrolment drive in schools (number of students) INR 2,630 2516 INR 10,599 2368

IBM - SRF Kidsmart classes (number of teachers employed) INR 4,22,553 12 INR 5,90,273 12

Refresher training for SARD teachers at Bhiwadi (number of staff trained)

INR 13,175 10 INR 27,705 15

Strengthening of primary school education (number of facilitators)

INR 2,57,929 6 INR 1,88,547 4

Some of the important initiatives undertaken under Project Shiksha include:

• Running 12 IBM Kidsmart centres which provide computer aided quality education to the rural children

• Capacity building workshops for teachers on subject specific to thematic learning and computer aided learning.

• Improving school infrastructure including the setting up of computer centres, toilets, drinking water facilities, playgrounds and up-gradation of kitchen facilities for mid-day meals among others. These activities were carried out in conjunction with a financial contribution of INR 3,50,000 from the government.

• Student enrolment drives in collaboration with the Education Department increasing the rate of enrolment by up to 25% as compared to the previous year.

• Establishing libraries as well as conducting art and crafts workshops.

• Holding summer-camps to promote extra-curricular activities amongst school children.

• Community awareness activities strengthening School Management Committees (SMC) and sensitising villagers on the current state of affairs in the field of education, like disseminating information on the provisions of the Right to Education Act (RTE).

AfterBefore


37

Engagement

Emploee Engagement and Development


Labour Conditions


Ethics and Value






Community Health Programme

Our community health interventions involve a participatory approach, aimed at bringing a positive behavioural change in the workforce and the neighbouring community. We have made this programme successful by increasing awareness and sensitising people about critical health issues. Under this programme we have focused on involving women and children and helping them adopt good sanitation and hygiene practices. These initiatives cover 20 villages around Bhiwadi facility.

Case Study: Construction of bathrooms and toilets for women

Community work on women health and hygiene usually centers on the construction of toilets. However, in our interactions with the community, we took heed of women who clearly expressed their need for combined units (bathroom and toilet) rather than just toilets because they had to bathe in the open during the day, with their clothes on which not only contributed to poor personal hygiene but also affected their dignity. Consequently, under the Village Development Programme (VDP) on village sanitation, SRF FCB and SCB’s Project Steering Committee decided to construct combined units.

These units were designed keeping in mind all basic amenities like availability of water, sewage disposal and cleanliness amongst others. In the pilot phase, 30 combined units were constructed for 2013-14. The household selection was based on criteria co-developed by us, women Self Help Groups (SHG) and federation members. In this phase, the total cost for constructing each combined unit was approximately INR 50,000/- which was on a 50% cost sharing basis between the project and the beneficiary family. However, this cost sharing model led to poor families opting out. Therefore, in the next phase where an additional 30 combined units were constructed (2014-15), SRF FCB and SCB redesigned these units to reduce the cost to INR 30,000/- without compromising on the quality. This reduction of price ensured that even the poorest, who had opted out in the previous phase, benefitted from this intervention.

As a result of its success, this intervention is now being up-scaled to 2000 SHG members. It has also been brought to the notice of Panchayats and District Collectors who have been educated in the need for combined units rather than toilets. Additionally, this programme also contributes to the accomplishment of the vision of a clean India, as laid down by the Indian Prime Minister’s Swachh Bharat Abhiyan.

Our health activities include:

• General health and Cataract Eradication programme

• School Health Camps

• Capacity building of Community Health Service Providers (ANM, ASHA & AW)

• Women health and hygiene programme

• Community sanitation & Hygiene

• Awareness & prevention of HIV/ AIDS

38SRF FCB & SCB

Engagement



Labour Conditions


Ethics and Value






Some of the highlights of this programme are mentioned in the table below:

Particulars Description2013-14 2014-15


General health and cataract eradication programme (number of people)

Eyes camps were organised in collaboration with AIIMS, New Delhi

INR 1,38,971 350 INR 1,02,184 450

School health camps (number of children)

Special ENT camps are organised for the students of five government primary schools at Bhiwadi

INR 36,302 700 INR 1,55,99 582

Monthly meetings with adolescent girls on health issues

This includes monthly talks with support from ASHA and ANM

INR 4,670 12 INR 8,631 12

Capacity building of community health service providers (ANM, ASHA & AW) (number of workers)

We organised monthly capacity building workshops and health talks for the community health service providers in partnership with its NGO partner SARD and the Health Department of Government of Rajasthan

INR 6,450 18 INR 14,510 19

HIV / AIDS awareness (number of people)

HIV/AIDS awareness & prevention programmes were organized for employees, contract workers, truckers and neighboring communities. World Aids day was also observed

INR 43,237 2000 INR 43541 2000


39

EnterpriseThe third and final aspect of our approach, Enterprise, allows SRF FCB and SCB to determine issues that directly impact the development and growth of their business operations. This section delineates various dimensions that SRF FCB and SCB consider to be an integral part their sustainable growth strategy.

Product Innovation and SafetyOur customers expect our products to function as per their intended purpose without posing any risks to the health and safety of its users. We consistently endeavour to ensure that our products perform well on health and safety aspects across all its life cycle. We strive towards more sustainable manufacturing processes and innovating environmental friendly products. In this journey, we have successfully modified our product portfolio considerably by – phasing out manufacturing of CFCs and halones, gradually reducing production of HCFC and introducing production of HFCs. Currently, we are transitioning from high Global Warming Potential (GWP) HFCs to low GWP HFCs.

As a safety conscious company we not only limit our safety standards to manufacturing processes but also include product handling and transportation. In one such initiative to prevent the exposure of potential safety risks, we have evaluated various options for floron cans. We only use floron cans that have a pressure relief device which ensures safe transportation and handling.

We have undertaken a range of activities with regard to the health and safety impacts of our products such as:

• Development of Product Concept

• Research and Development

• Certification

• Resource Planning

• Marketing and Promotion

• Distribution

• Use

We have adequate internal safety management systems and procedures, which have resulted in zero incidents of non-compliance on health and safety regulations and voluntary codes.

Our Quality Assurance system monitors all packaging related information and its compliance with relevant regulations. The outer packaging is designed to display the following information to the customer:

• Caution• First Aid• Instructions on Usage

We are also compliant with all relevant regulations with respect to the labelling of our products. There have been no incidents reported regarding the non-compliance of product labelling.

EnterpriseResponsible Product

Development




Product Innovation and

Safety

Total Quality Management

System



Financial Performance and

Growth

Branding

40SRF FCB & SCB

Enterprise



Branding








BrandingCustomer satisfaction is a critical factor for the long-term success of our organisation. Measuring customer satisfaction can provide valuable data to improve our products in multiple areas such as packaging, quality and availability, amongst others. We had undertaken a detailed customer satisfaction survey in 2013-14 with the objective of identifying areas of concerns, gauging customer perspective and understanding their preference levels.

Quality Product Range

Packaging Commercial Service SRF FCB and SCB

ImageCUSTOMER SATISFACTION SURVEY

The survey was aimed at Original Equipment Manufacturers (OEMs), distributors and other institutional buyers. All direct customers were selected for the survey.

Overall Scores in all Segments

Comparative Scores in DBR Segment

Comparative Scores in OEM Segment

4.40

3.42

3.98

3.53

3.89

4.11

4.37

4.02

3.95

1.88

3.8 4.

21

Quality Product Range Packaging Commercial Service SRF Image

2012-13

2013-14

4.47

3.04

3.94

3.37

3.81

4.1 4.

52

3.92

3.9

1.79

3.7 4.

12


2012-13

2013-14

4.40

3.83

3.95

3.73

4.09

4.23

4.1 4.2

3.51

1.88

3.8

3.8


2012-13

2013-14


41

Enterprise



Branding








Total Quality Management SystemAs part of our Total Quality Management (TQM) System, we have developed the concept of Total Involvement of Employees (TIE) Groups. TIE groups are based on the idea that everyone’s participation is essential and no single individual can make a process change by themselves. The aim of TIE groups is to promote a culture of identifying and implementing ideas for improvement at the lowest level. A TIE group is a small team of cross functional individuals who endeavour to improve the efficiency of various systemic processes. Their efforts are audited every six months through both informed as well as surprise audits. The findings are communicated to workforce on the shop floor. Any method developed by a TIE group which contributes to the improvement of a process is considered to be a Kaizen case study which is then disseminated to other TIE groups for emulation.

We also train our employees for TQM, the following graph presents the cumulative number of training hours under TQM where the planned hours have exceeded the actual training hours.

TQM Training: Cumulative hours

11000 13000

15500 18000

15025

17791 20408

23540

2011-12 2012-13 2013-14 2014-15

Plan

Actual

Business Risk ManagementThe business risks are detailed in the Corporate Governance section of this report.

Financial Performance and GrowthSRF FCB & SCB have been operating for over 40 years and have created long-term value for their stakeholders. We have consistently moved to de-risk our business by expanding and diversifying our product base. Our recent acquisition of DuPont’s worldwide business of HFC 134a pharma grade gas has paved a path into the pharma sector. We have also filed more than 50 process patents over the current reporting cycle. This achievement can be attributed to our vision to continuously invest into technology research and development.

Economic Value Generation

As a responsible company, we comply with all relevant laws and regulations pertaining to the chemical sector. We have also adopted leading voluntary standards such as the GRI framework to showcase our commitment in improving our business operations. In 2014-15, our consolidated profit after tax (PAT) grew 86% thereby reassuring our trust in the caliber and commitment of our people.

42SRF FCB & SCB

Enterprise



Branding








5171

3642

.92

5635

3758

.4

Revenues Operating Cost

2013-14

2014-15

569.7

571.8

2013-14 2014-15

371

412

2013-14 2014-15

549.36

560.10

2013-14 2014-15

3356

3030

2346

2229

2013-14 2014-15

All suppliers

Local suppliers

Economic value generated and distributed (INR Mn)

Payments to Providers of Capital (INR Mn)

Employee Wages and Benefits (INR Mn)

Payment to Government (INR Mn)

Monetary Spend on Suppliers (INR Mn)

Environmental Expenditure

To achieve environmental sustainability, we have utilised substantial financial resources to implement and monitor various environmental interventions detailed in the previous sections. We have consistently tracked and analysed our environmental expenditure, maintaining a robust environmental management accounting system, ensuring that impacts of our interventions are definitively mapped.

We present below a snapshot of our expenditures towards environmental interventions:

As a major chemical business, we have considerable influence over the local economy through creation of local jobs and the subsequent payment of wages and taxes. We have been consistently supporting local businessmen by including them as part of our supply chain. As a part of this initiative, we have provided considerable financial support to our local suppliers for both ‘Operations’ and ‘Capex’ projects. Sourcing locally has enabled us in maintaining a positive relationship with the local communities.


43

Enterprise



Branding








Regulatory Compliance For SRF FCB and SCB, regulatory compliance is not just a material issue but a necessity. Over the years our business operations have adhered to all requisite state, national and international norms and regulations. We have adequate systems and functions to ensure that we meet all the necessary compliances in areas such as safety, health, environment, appointment of a women director as part of the Companies Act, among others.

We use an in-house framework known as Control Self-Assessment (CSA) which continuously verifies compliance with laid policies and procedures. The CSA framework is facilitated through a tool that sends pre-emptive alerts to meet specific calendared regulatory deadlines in the company. We also have an established system of EHS & QA wherein we ensure that all packaging related information is compliant with all national and international regulations.

We continue to maintain stellar performance with regard to compliance of rules and regulations. This practice has ensured that we received zero notices from the Pollution Control Board (PCB) and no monetary fines from the Ministry of Environment, Forest and Climate Change (MoEFCC) or the Pollution Control Board.

2013-14 2014-15

Show cause notice received 0 0

Environmental fine 0 0

Environmental expenditure (INR lakhs) 76.4 77.1

SRF FCB & SCB

44

Achievements (2013-15)Energy and climate change

Reduction in absolute electricity consumption by 3%

Sustain in Scope 1 GHG emissions at 2012-13 level

Community development

Reach 6,500 families through NRM, increase their income by INR 10,000 annually by 2015

Plantation in 1,000 hectare land

Waste Land development - 500 hectare

Responsible resource management

Reduction in waste generation by 5%

Reduction in specific water consumption (m3/MT of product) by 1%

Sustainable economic growth

Commissioning and stabilisation of new HFC 134a plant

Commissioning and stabilisation of new HF plant

Goals & Targets (2015-17)Energy and climate change

Reduce absolute electricity consumption by 2%

Sustain in Scope 1 GHG emissions at 2013-15 level

Community development

Reach another 500 families through NRM, increase their income by INR 10,000 annually by 2017

Plantation of 50,000 (numbers)

Waste Land development - 500 hectare

Cover 3000 more children through Poject Shiksha

Responsible resource management

Sustain waste generation at 2013-15 level

Sustain specific water consumption (m3/MT of product) at 2013-15 level

Sustainable economic growth

Commission and stabilise HFC-32 plant

Employee development

Sustain employee turnover below 10%

Sustain employee unplanned absence below 1% of available man-hours of work

Provide 40 man hours of training per employee per year

Increase skill enhancement of junior management (skill index) by 10%

Sustain employee satisfaction levels at more than 75%

Health and safety

10% rolling target for first aid and minor injury reduction

Ensure zero reportable injuries

Provide 12 man-hours training per annum on EHS to each employee

Responsible product development

Development of 3 new products

Employee development

Sustain employee turnover below 10%

Sustain employee unplanned absence below 1% of available man-hours of work

Provide 24 man hours of training per employee per year

Increase skill enhancement of all employees (skill index) by 10%

Sustain employee satisfaction levels at more than 73%

Health and safety

10% rolling target for first aid and minor injury reduction

Ensure zero reportable injuries

Provide 14 man-hours training per annum on EHS to each employee

Responsible product development

Develop 2 new products


45

GlossaryAIIMS – All India Institute of Medical Sciences

AM – Autonomous Maintenance

ANM – Auxiliary Nurse Midwife

Anganwadi – Government sponsored child care and mother care centre in India

ASHA – Accredited Social Health Activist (instituted by the government of India)

ASSOCHAM – Associated Chambers of Commerce and Industry of India

BLT – Business Leadership Team

BSC – British Safety Council

CHC – Community Health Care

CII – Confederation of Indian Industry

CMS – Chloromethanes

CPP – Captive Power Plant

DCS – Distributed Control Systems

DTQMP – Description of Total Quality Management Process

EAM – Enterprise Asset Management

EHS – Environment, Health and Safety

ERP – Enterprise Resource Planning

ESG – Environmental, Social and Governance

ETP – Effluent Treatment Plant

EWR – Engineering Work Request

FC – Fluorochemicals

FICCI – Federation of Indian Chambers of Commerce and Industry

FO – Furnace Oil

FMEA – Failure Mode and Effect Analysis

FTA – Fault Tree Analysis

GHG – Green House Gasses

GWP – Global Warming Potential

HF – Hydrofluoric Acid

HFC – Hydrofluorocarbon

HOG – Hot Oil Generation

HSD – High Speed Diesel

ICC – Indian Chemical Council

JUSE – Union of Japanese Scientists & Engineers

KPI – Key Performance Indicators

NRM – Natural Resource Management

OEM – Original Equipment Manufacturer

PDPC – Process Decision Programme Chart

PHC – Primary Health Care

PLC – Programmable Logic Circuit

PRADAN – Professional Assistance for Development Action (An NGO)

PSP – Problem Solving Process

QC – Quality Circle

REACH – Registration, Evaluation, Authorisation and Restriction of Chemicals

RSACS – Rajasthan State AIDS COntrol Society

RTE – Right to Education

SARD – Society for All Round Development (An NGO)

SC – Specialty Chemicals

TFE - Tetrafluoroethylene

TIE – Total Involvement of Employees

TQM – Total Quality Management

GRI Content IndexProfile Disclosure Disclosure Report Section Reported Fully/

Partially Page UNGC Reference Remarks

Strategy and Analysis

1.1 Statement from the most senior decision maker of the organization.

From the Managing Director & CEOs Speak Fully 4,7

1.2 Description of key impacts, risks, and opportunities. Our Sustainability Mantra Fully 5,6

Organisational Profile

2.1 Name of the organization. Organisation Profile Fully 8

Principles 1 - 10

2.2 Primary brands, products, and/or services. Organisation Profile Fully 9

2.3Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures.

Organisation Profile Fully 9

2.4 Location of organization’s headquarters. Organisation Profile Fully 8

2.5

Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.


2.6 Nature of ownership and legal form. GRI Content Index FullySRF-FCB & SCB is a strategic business division of SRF Limited, a privately held company.

2.7"Markets served (including geographic breakdown, sectors served, and types of customers / beneficiaries).”


SRF-FCB & SCB serves multiple markets which includes the following: Saudi Arabia; Turkey; UAE; USA; Vietnam; France; Belgium; Singapore; Germany; Qatar.

2.8 Scale of the reporting organization. Organisation Profile Fully 8

2.9 "Significant changes during the reporting period regarding size, structure, or ownership.” GRI Content Index Fully

There has been no significant change in the organisation over the current reporting period

2.10 Awards received in the reporting period. From the Managing Director Fully 4

Report Parameters

3.1 Reporting period (e.g., fiscal/calendar year) for information provided. Introduction Fully 2

Principles 1 - 10

3.2 Date of most recent previous report (if any). GRI Content Index FullyThe last sustainability report was published for the period 1 April 2011 to 31 March 2013

3.3 Reporting cycle (annual, biennial, etc.) Introduction Fully 2

3.4 Contact point for questions regarding the report or its contents. Introduction Fully 2

3.5 Process for defining report content. Our Sustainability Mantra Fully 5,6

3.6"Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers).”

Introduction Fully 2

3.7 “State any specific limitations on the scope or boundary of the report.” Introduction Fully 2

3.8

Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and / or between organizations.

Introduction Fully 2

3.9

Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report.

GRI Content Index Fully

Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators are explained in the relevant sections of the report as applicable.

3.10

Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/ acquisitions, change of base years/periods, nature of business, measurement methods).

GRI Content Index FullyRe-statements made in the report have been incorporated at relevant sections as applicable

3.11Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.

GRI Content Index FullyThere has been no significant change over the current reporting period

Profile Disclosure Disclosure Report Section Reported Fully/


3.12 Table identifying the location of the Standard Disclosures in the report. GRI Content Index Fully 48

Principles 1 - 10

3.13 Policy and current practice with regard to seeking external assurance for the report Introduction Fully 2

Governance, Commitments and Engagement

4.1

Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.

Corporate Governance Fully 10

Principles 1 - 10

4.2

Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization’s management and the reasons for this arrangement).

Corporate Governance Fully 10 The Chair of the Board of Directors is an Executive Officer

4.3

For organizations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members


4.4Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.

Stakeholder Engagement Fully 14, 15

There is no formal system to provide recommendation/ guidance. However, there are certain critical issues where the Board of Directors can take a decision subject to approval by shareholders. Employees having any questions regarding application of Code of Conduct by fellow employees or organisations by discussion with superior/process owner, business HR head, Head of Works and CEO (in that order)

4.5

Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization’s performance (including social and environmental performance).


Remuneration of Directors is governed by the Companies Act. Specific remuneration for Executive Directors is determined by the shareholders at the general meeting within the limits stipulated by the Companies Act

4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. Corporate Governance Fully 10

Details of all transactions with related parties is placed before the Board of Directors in the quarterly meeting

4.7

Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity.


Board members at SRF-FCB & SCB are some of the most eminent persons in the chemicals industry. Apart from their qualifications, their selection is determined by mandated Clause 49 of the Listing Agreement.

4.8

Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.


4.9

"Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.”

Corporate Governance Fully 11, 12

4.10

Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance.


4.11Explanation of whether and how the precautionary approach or principle is addressed by the organization.


Our risk management procedures take care of essential risks to the business from various sustainability issues. The use of precautionary approach is implicit in our risk management procedures

4.12Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.

CEOs Speak Fully 7

4.13Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization

CEOs Speak Fully 7

4.14 List of stakeholder groups engaged by the organization. Stakeholder Engagement Fully 14, 15

4.15 Basis for identification and selection of stakeholders with whom to engage. Stakeholder Engagement Fully 13



4.16Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.

Stakeholder Engagement Fully 13, 14, 15

Principles 1 - 10

4.17

Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.

Stakeholder Engagement Fully 14, 15

Disclosures on Management Approach (DMA)

DMA EC Disclosure on Management Approach EC Our Sustainability Mantra Fully 5,6

DMA EN Disclosure on Management Approach EN Our Sustainability Mantra Fully 5,6

DMA LA Disclosure on Management Approach LA Our Sustainability Mantra Fully 5,6

DMA HR Disclosure on Management Approach HR Our Sustainability Mantra Fully 5,6

DMA SO Disclosure on Management Approach SO Our Sustainability Mantra Fully 5,6

DMA PR Disclosure on Management Approach PR Our Sustainability Mantra Fully 5,6

Performance Indicators

Economic

EC1

Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.

Financial Growth and Performance Fully 41, 42, 43

Principles 1, 4, 6 and 7

EC2Financial implications and other risks and opportunities for the organization’s activities due to climate change.

Financial Growth and Performance Partial 42, 43

The company identifies risks arising out of climate change, but these are currently not monetised.

EC3 Coverage of the organization’s defined benefit plan obligations.

Employee Benefits and Wellbeing Fully 26

The company provides for benefits to its employees in the form of following schemes: Superannuation fund, provident fund, Gratuity Fund, etc.

EC4 Significant financial assistance received from government. GRI Content Index Fully

The company has not received any significant financial assistance from the government during the reporting period

EC5Range of ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation.


The salaries are provided in accordance with minimum requirements as set by the regulatory bodies.

EC6Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.

Financial Performance and Growth Fully 42

EC7Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation.


Recruitment is based purely on merit. We prefer to hire from the local community, however we do not have a specific policy around it.

EC8

Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, inkind, or pro bono engagement.

Community Engagement Fully 33-38

EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts. Community Engagement Fully 33-38

Environment

EN1 Materials used by weight or volume. Materials Fully 20

Principles 7, 8 and 9

EN2 Percentage of materials used that are recycled input materials.

Technological Interventions and Recycling

Fully 20

EN3 Direct energy consumption by primary energy source.

Energy Management Systems Fully 19

EN4 Indirect energy consumption by primary source. Energy Management Systems Fully 19

EN5 Energy saved due to conservation and efficiency improvements.


EN6

Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives.


EN7 Initiatives to reduce indirect energy consumption and reductions achieved.




EN8 Total water withdrawal by source. Water Consumption and Discharge Fully 22

Principles 7, 8 and 9

EN9 Water sources significantly affected by withdrawal of water.

Water Consumption and Discharge Fully 22

EN10 Percentage and total volume of water recycled and reused.


EN11Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.

Biodiversity and Resource Conservation Fully 19

EN12

Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.

Biodiversity and Resource Conservation Fully 19

EN13 Habitats protected or restored. Biodiversity and Resource Conservation Fully 19

EN14 Strategies, current actions, and future plans for managing impacts on biodiversity.

Biodiversity Management Strategy Fully 19

EN15Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk.

Biodiversity Management Strategy Fully 19

EN16 Total direct and indirect greenhouse gas emissions by weight. Air and GHG Emissions Fully 16

EN17 Other relevant indirect greenhouse gas emissions by weight. Air and GHG Emissions Fully 16

EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved


EN19 Emissions of ozone-depleting substances by weight. Air and GHG Emissions Fully 17

EN20 NOx, SOx, and other significant air emissions by type and weight Air and GHG Emissions Fully 17

EN21 Total water discharge by quality and destination. Water Consumption and Discharge Fully 22

EN22 Total weight of waste by type and disposal method.

Technological Interventions and Recycling,Waste Management

Fully 20, 21

EN23 Total number and volume of significant spills Waste Management Fully 21

EN24

Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally.

GRI Content Index FullyNo waste was shipped internationally during the reporting cycle.

EN25

Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization’s discharges of water and runoff


EN26Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation

Product Innovation and Safety Fully 39

EN27 Percentage of products sold and their packaging materials that are reclaimed by category GRI Content Index Fully

Our Products require minimal packaging that does not have significant impact on the environment.

EN28Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with environmental laws and regulations

Environmental Expenditure Fully 43

EN29

Significant environmental impacts of transporting products and other goods and materials used for the organization’s operations, and transporting members of the workforce.

GRI Content Index FullySRF-FCB & SCB's vehicle of fleet has not changed from the last reporting cycle.

EN30 Total environmental protection expenditures and investments by type.

Environmental Expenditure Fully 43

Social: Labor Practices and Decent Work

LA1 Total workforce by employment type, employment contract, and region, broken down by gender. Employee Engagement Fully 23, 24

Principles 1, 2, 3, 4, 5

and 6

LA2Total number and rate of new employee hires and employee turnover by age group, gender, and region.

Employee Engagement Fully 23

LA3Benefits provided to full-time employees that are not provided to temporary or parttime employees, by significant locations of operation

Employee Benefits and Wellbeing Fully 26, 27



LA4 Percentage of employees covered by collective bargaining agreements. GRI Content Index Fully


and 6

The Company does not have any trade unions. However, the Company does not restrict freedom of association, and disputes are resolved through the “Works Committee” as per the provisions of The Industrial Dispute Act, 1947

LA5Minimum notice period(s) regarding operational changes, including whether it is specified in collective agreements.


The Company follows the provisions of The Industrial Dispute Act, 1947 and provides 21 days of notice regarding operational changes. In the reporting period, there were no operational changes

LA6

Percentage of total workforce represented in formal joint management–worker health and safety committees that help monitor and advise on occupational health and safety programs

Occupational Health and Safety Fully 30

LA7Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender.

Occupational Health and Safety Fully 31

LA8

Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.

Community Health Programme Fully 38

LA9 Health and safety topics covered in formal agreements with trade unions. GRI Content Index Fully

There are no existing trade unions. Therefore, health and safety are pre-conditioned in employment contracts.

LA10 Average hours of training per year per employee by gender, and by employee category.

Workforce Training and Performance Feedback Fully 28

LA11

Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.

Employee Development Fully 27, 28

LA12Percentage of employees receiving regular performance and career development reviews, by gender.


LA13

Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity.

Corporate Governance, Employee Engagement Fully 10, 23

LA14Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation


As a policy, the ratio of basic salary and remuneration of women to men is 1:1 for each employment category.

LA15 Return to work and retention rates after parental leave, by gender. GRI Content Index Fully A 100% for the current reporting

cycle

Social: Human Rights

HR1Percentage and total number of significant investment agreements and contracts that include clauses incorporating human rights concerns, or that have undergone human rights screening.

Labour Conditions Fully 24, 25


and 6

HR2Percentage of significant suppliers, contractors, and other business partners that have undergone human rights screening, and actions taken.

Labour Conditions Fully 24, 25

HR3Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.


HR4 Total number of incidents of discrimination and corrective actions taken. GRI Content Index Fully

There are no incidents of discrimination during the reporting period.

HR5

Operations and significant suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and actions taken to support these rights

GRI Content Index Fully 24,25

HR6Operations and significant suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute to the effective abolition of child labor.


Our management systems established in line with SA 8000 enable us to screen our contracts on various human rights aspects – child and forced labor, freedom of association, discrimination, disciplinary practices, working hours and remunerations



HR7

Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor



and 6

Elimination measures are implemented as per the provisions of SA 8000.

HR8Percentage of security personnel trained in the organization’s policies or procedures concerning aspects of human rights that are relevant to operations.


HR9 Total number of incidents of violations involving rights of indigenous people and actions taken. Labour Conditions Fully 25

HR10Percentage and total number of operations that have been subject to human rights reviews and/or impact assessments

Labour Conditions Fully 25

HR11Number of grievances related to human rights filed, addressed and resolved through formal grievance mechanisms

Labour Conditions Fully 25

Society

SO1Percentage of operations with implemented local community engagement, impact assessments, and development programs.


Principle 10

SO2 Percentage and total number of business units analyzed for risks related to corruption GRI Content Index Fully

Currently, our risk management procedures do not cover corruption related risks across our business functions. We are planning to include these risk areas in our robust risk management framework in the future.

SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures GRI Content Index Fully

Currently, SRF- FCB & SCB does not conduct dedicated employee trainings on the company's anti-corruption policies and procedures. However, these topics are covered under code of conduct and SA 8000:2008 standard trainings.

SO4 Actions taken in response to incidents of corruption. GRI Content Index Fully

In the reporting period, there were no incidents of corruption that were reported. The company has robust policies to address such incidents.

SO5 Public policy positions and participation in public policy development and lobbying. GRI Content Index Fully

The company participates in public policy advocacy through memberships at industry associations, including FICCI, CII and ASSOCHAM. Additionally, key employees hold responsible positions in the special committees of these associations.

SO6Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country

GRI Content Index FullySRF has not contributed towards any political parties, politicians, and related institutions in India.

SO7Total number of legal actions for anticompetitive behavior, anti-trust, and monopoly practices and their outcomes.

GRI Content Index Fully There was no case of legal action in the reporting period.

SO8Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with laws and regulations.

GRI Content Index FullyNo instance of non-compliance has been reported during the reporting period.

SO9 Operations with significant potential or actual negative impacts on local communities Community Engagement Fully 33-38

SO10Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities.


Product Responsibility

PR1

Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.


Principles 1 and 8

PR2

Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes


Profile Disclosures

Disclosures on Management Approach

Performance Indicators & Sector Supplement Performance Indicators

Stan

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Same as requirement for Level B

Management Approach Disclosures for each Indicator Category

Repo

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Report on all criteria listed for Level C plus:1.23.9, 3.134.5 - 4.13, 4.16 - 4.17

Management Approach Disclosures for each Indicator Category

Report fully on a minimum of any 20 Performance Indicators, at least one from each of: economic, environment, human rights, labor, society, product responsibility.***

Respond on each core and Sector Supplement* indicator with due regard to the materiality Principle by either: a) reporting on the indicator or b) explaining the reason for its omission.

Repo

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tern

ally

Assu

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outp

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outp

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Report on1.12.1 - 2.103.1 - 3.8, 3.10 - 3.124.1 - 4.4, 4.14 - 4.15

Not Required

Report fully on a minimum of any 10 Performance Indicators, including at least one from each of: social, economic, and environment.**

* Sector supplement in final version** Performance indicators may be selected from any finalized Sector Supplement, but 7 of 10 must be from the original GRI Guidelines*** Performance indicators may be selected from any finalized Sector Supplement, but 14 of 20 must be from the original GRI Guidelines

Report Application Level C C+ B B+ A A+✔



PR3

Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements


Principles 1 and 8

PR4

Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes


PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. Branding Fully 40

PR6

Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship.

Hasn’t been disclosed anywhere and there is no remark regarding the same in the previous report.

PR7

Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes.


There are no incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including adverstising, promotion, and sponsorship by type of outcomes

PR8Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data.


During the reporting period, no substantiated complaints regarding breaches of customer privacy and losses of customer data

PR9

Monetary value of significant fines for noncompliance with laws and regulations concerning the provision and use of products and services


There are no incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including adverstising, promotion, and sponsorship by type of outcomes

sustainable technologiesresponsible solutions

SRF LimitedBlock-C, Sector 45Gurgaon 122003Haryana, IndiaTel: (+91-124) 435 4400Fax: (+91-124) 435 4500E-mail: [email protected]: www.srf.com

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2013-15 specialty chemicals business fluorochemicals business · 2016-01-27 · our specialty...

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