Welspun Corp SR2016

2015-2016 SUSTAINABILITY REPORT
WELSPUN CORP LIMITED
Ready FOR FUTURE
Resilient
TO WITHSTAND CHALLENGES
CONTENTS
01 02 04
Chairman’s Message MD’s Statement About the Report
07 10 11
Our Business Corporate Governance Our Environment
14 19 24
Our People Our Communities Our Sustainability
Performance
26
GRI G4 Index
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1
CHAIRMAN’S MESSAGE
freshwater. Though our operations
are not carbon intensive, we
consciously monitor our carbon
footprint and initiate projects to
reduce the same. During the year,
we have explored several energy
conservation measures through
periodic energy audits and proactive
maintenance of equipment.
We have worked tirelessly

on uplifting and empowering
communities. Taking forward the
Government’s vision of turning every
village into a ‘Smart Village’, I am
happy to share that we instituted the
very first Smart Village at Versamedi,
Taluka Anjar in Gujarat. Based on
the principle of 5Es, we are securing
education for children, empowering
communities with livelihoods,
providing essential infrastructure and
Most of the FY 2015-16 was spent in other employees, the management e-connectivity with a clear focus on
strategising the operations in volatile ideated to bring forth the critical health and environment.
market conditions with significant issues which impact the priority
uncertainties looming across the stakeholder groups. All the high We are constantly focusing on
energy world. Still as a silver lining, significance and high impact issues investing in technology to improve
we closed the year on a positive note such as Constructive Collaboration, product quality by creating safe
and once again surpassed the one Customer Centricity, Health, Safety and effective solutions for adding
million MT mark in production and & Environment, Inclusive Growth, value to all our stakeholders, thereby
sales consecutively for the fourth Innovation, Product Quality & fostering sustainability to our
year in a row. Technological Upgrade had been business and environment as well.
evaluated and addressed. Now, our We inherently believe in continuously
While the overall business landscape focus is towards creating a robust redefining our capabilities in light
had been sluggish, we did not let framework to support initiatives of Welspun 2.0 and are ‘Ready’ to
it affect our sustainability road addressing the material issues. capture all potential opportunities
map. This is second standalone posed by the changing business
sustainability report of WCL, which As a participation in the Clean environment.
meets core reporting requirements of Environment campaign initiated
GRI G4 guidelines and we continue by the Government of India and to Reiterating our respect and
to pursue our initiatives with the address our water requirements dedication towards all our
same seriousness and vigour. sustainably, in this year, we had stakeholders, we are always open to
taken a significant step towards receive your valuable feedback to
This year we revised our materiality water recycling. We entered into a continuing doing better and better to
assessment process. While the concession agreement with Anjar, emerge as a truly responsible Global
process still is largely based on an Gandhidham - Adipur Nagar Palika leader in our sphere of activities
inside–out view, the standout was and are in process of setting up a ensuring end-to-end sustainability.
the detailed deliberation among 30 MLD sewage treatment plant to
our senior management, wherein recycle the wastewater generated
all those key business functions in these cities making it reusable.
were identified which serve as This would enable recycling sewage
touch points for critical internal and water, which shall be used in our Balkrishan Goenka
external stakeholders. Subsequently, manufacturing operations thereby Chairman
along with functional heads and significantly reducing the intake of Welspun Corp Limited
Sustainability Report 2015-16

2
MD’S STATEMENT
Welspun Corp Limited

manufactures line pipes
for global oil & gas
giants using the steel
sourced from world
class manufacturers.
This unique position as
a connecting link in the
value chain, combined
with the market
volatilities in steel, ocean
freight and currency
create a highly vulnerable
operating environment
for us. It is therefore
imperative for us to
focus on sustainability
as a logical and strategic
solution for ensuring
business continuity.
For us, sustainability is
the coming together of
several granular things
that subsequently create
a tremendous and long-
lasting positive impact
on our stakeholders and
operations.

3
This is WCL’s second standalone HR transformation and Success

sustainability report covering Factors (SF) implementation,
our performance for FY 2015-16. working in conjunction to meet our
This report has been developed diverse business needs. The HR
to meet the requirements of ‘in- transformation team is responsible
accordance core’ criteria of the This year we initiated Project We for benchmarking the maturity
GRI G4 guidelines on sustainability Evolve to reinvigorate our HR of our HR practices as well as
reporting. It is our sincere attempt processes to make it simple and identifying the future roadmap
to present WCL’s sustainability standardised across Welspun to ensure we keep attracting,
performance and management Group by leveraging the best engaging and retaining the best
approach in a neutral and balanced technology solutions available. talents by enhancing the employee
manner. The contents have been friendliness of our HR policies. The
defined on the basis of an internal Success Factors implementation
materiality assessment and team would be responsible for
pertaining to our Indian operations. implementing the cloud based
After a series of deliberations and HCM software. The solution will be
in sync with Welspun 2.0, our new eventually scaled up to cover all
business strategy, the high priority Gulf of Mexico), the highest pipeline operations of the Welspun Group
– high impact material issues project (Peru LNG), the longest in the coming months and will
were: constructive collaboration, pipeline (Canada to USA) and the allow our HR practitioners to focus
customer centricity, health, safety heaviest pipeline (Persian Gulf). on strategic initiatives rather than
& environment, inclusive growth, transactional activities. This year,
innovation, and product quality For WCL, quality control goes we had been able to augment our
& technology upgradation. As beyond certifying the final product employment value proposition by
we progress, we will enhance the to continuously monitoring each transforming key HR processes -
process of materiality assessment stage of the production process Talent Resourcing, Engagement,
and also include the relevant to ultimately make and deliver a Development, Performance and
overseas operations. premium product. As a matter of Rewards. To make the talent
fact, WCL not only focuses upon identification process well calibrated
Stringent quality standards define making a complying product and evaluate the existing talent
business success for WCL across but makes the product with of the organisation in a defined
the globe. Since the line pipes exceeding quality requirements, and scientific manner, various
produced by us are used for high which ultimately optimises the interventions like 360o feedback,
pressure hydrocarbon transmission pipeline construction processes leadership potential assessment
across harsh climatic conditions at the client’s end. Our desire for are being used. Specific learning
and difficult terrains, we have to quality led us to implement 7S. An and leadership development
meet stringent quality standards for ingeniously modified version of the initiatives have been designed
performance of the product during globally popular 5S system used and deployed for the middle and
the designed in-service lifespan, for organising an orderly workplace senior management teams of WCL
which is averaged over 30 years. for efficiency and effectiveness that to help build a critical leadership
now includes Sustainability and capability pool in the domains of
Further, basis some incidents, Spirit as the two additional aspects. people management, emotional
world over the concerns of the This tool has been successfully intelligence, customer-relationship-
environmentalists on oil spills and rolled out at Anjar, India, and we management, professional and
leaks in the pipelines had been are planning to scale the initiative personal excellence.
growing. The onus of the line pipe across all our facilities.
to be fit-for-purpose, therefore,
lies on the manufacturer, who has This year we initiated Project ‘We
to uncompromisingly ensure the Evolve’ to reinvigorate our HR
compliance to world class quality processes to make it simple and
standards. Such unwavering standardised across Welspun
dedication to quality has led to Group by leveraging the best B. K. Mishra
WCL serving the world’s deepest technology solutions available. The Managing Director,
pipeline project (Independence Trail, project involves 2 work streams, Welspun Corp Limited

4
ABOUT THE REPORT

This report presents the annual sustainability
performance of Welspun Corp Ltd. (WCL) for
the period 01 April 2015 to 31 March 2016.
The report has been developed as per “In
Accordance – Core” requirements of GRI G4
Guidelines on sustainability reporting and
the Mining & Metals sector disclosures.
In this report, we build upon ‘Resilient.

Ready.’, our theme for the annual report
2015-16. This is on account of our
performance being a clear demonstration
of balanced approach to the three pillars
of sustainable development. Despite global
headwinds coupled with stagnant business
situation at home, we stayed the course and
were able to display stable performance and
continued our focus on delivering the best to
our customers.

5
The report boundary includes calculations have been duly provided essential part of WCL’s sustainability
WCL’s domestic operations at Dahej in the relevant sections of the report. approach. Through regular formal and
(Gujarat), Anjar (Gujarat) and Mandya We are in the process of refining our informal engagements, we develop
(Karnataka), similar to the report sustainability goals and objectives mutually beneficial relationships
boundary of our first standalone and will be reporting on the same in with our stakeholders. As part of our
report published in FY 2014-15. The the next report. stakeholder engagement process,
entities within the report boundary we identified the following key
have been selected on the basis of The data and statements presented stakeholder groups:
our level of control and nature of in this report have not been externally Employees
operational activities. This report assured. The GRI G4 content index Customers
also includes the data from Welspun provided at the end of the report Business partners
Foundation for Health & Knowledge provides an easy reference to all (vendors, contractors including
for certain social performance the GRI performance indicators and contract labourers)
indicators, relevant to WCL. standard disclosures. For any further Regulatory authorities & industry
query/ clarification/ suggestion associations
Data presented in the report has been related to this report or WCL’s Local community
either sourced centrally from our sustainability initiatives, please reach Investors
Enterprise Resource Planning System out to us at [email protected].
or directly from the operations The scope of the engagement in
included within the report boundary. Stakeholder Engagement FY 2015-16 was limited, mostly on
The data measurement techniques Understanding the stakeholders’ account of the sluggish market
and underlying assumptions / concerns and expectations is an conditions that virtually impacted
Employees Business Partners Customers
Engaged through: Employee Engaged through: Regular Engaged through: Formal

engagement initiatives, engagement along with our channels like supply chain/
annual appraisal, volunteering business partners, membership marketing team
opportunities, reward programmes and participation in industry
associations Interest areas: Product quality,
Interest areas: Diversity at
timely delivery
workplace, training programmes,
Interest areas: Payment
leadership connect sessions,
processing cycles Our response: Customer
workplace safety
centricity and innovation for
Our response: HR initiatives to Our response: Technology delivering best-in-class & diverse
counsel, motivate and reward upgradation & cloud enabled choice of products to our
employees. Goal of 20% women services customers
in leadership team by 2020
Regulatory Authorities
Local Community Investors
& Industry Associations
Engaged through: Programmes Engaged through: Annual/ Engaged through: Engagement
with WFHK on health, sanitation, quarterly meets, investor on a need basis, participation in
water and education related relations cell industry level consultation groups
issues on relevant issues along with peer
Interest areas: Compliance, companies
Interest areas: Environment timely disclosures
impacts management Interest areas: Regular and timely
Our response: Collaborative submissions of compliance related
Our response: Technology approach with investors through documentation
upgradation like zero discharge various business forums
plant, STP project Our response: Active collaboration
with regulatory agencies

6
our entire business operations, the critical issues that impact the
alike any other organisation in the priority stakeholder groups.
world. However, we are committed
to expand our engagement Following are the high significance
methods and use the subsequent - high impact issues:
output in our future disclosures. Constructive Collaboration
WCL’s senior management is very Customer Centricity
much determined to continuously Health, Safety & Environment
improve upon sustainability Inclusive Growth
performance and devotes Innovation
pre-decided time for the same. Product Quality &
Technological Upgrade
Materiality Assessment
Majority of time during this year
was spent on getting our house in Reporting boundary for
order. More so, on account of the material aspects as per GRI
market pressure and performance. framework
Therefore, the contents of this Following is the mapping of WCL’s
report are defined more from sustainability issues identified in the
WCL management’s perspective report with the GRI G4 aspects and
and with limited inputs from the applicable aspect boundaries.
external stakeholders. Our senior The boundary of material aspects is
management identified the key restricted to our Indian operations
business functions that serve as and business partners comprising
touch points for the critical internal contractors, sub-contractors and
and external stakeholders. Then, suppliers.
along with the functional heads
and other employees, the senior
management ideated to bring forth
WCL’s sustainability issue
Health, Product
Constructive Customer Safety & Inclusive Innovation Quality &
Collaboration Centricity Environment Growth Technology
Upgradation
Customer Customer health Occupational Local Overall Customer health

health and and safety, health and communities, (environment), and safety,
GRI G4 material
safety, Customer safety, Grievance Customer health Compliance

Compliance, privacy, Energy, Water, mechanisms and safety,
aspects
Supplier Compliance, Emissions, for impacts on Product and

Human Rights Marketing Effluents and society, Indirect service labelling,
Assessment, communications Waste economic Materials
Supplier impacts,
Assessment Labour/
for Labour management
Practices relations
boundary
Aspect
WCL’s WCL’s WCL’s WCL’s WCL’s WCL’s

operations, operations operations, operations operations, operations,
Business Business Business Business
partners partners partners partners

7
OUR BUSINESS
We believe in excelling in what we do by providing our customers,
products with unmatched quality and by increasing value for
shareholders.
WCL is a publicly held company
headquartered in Mumbai, India
and is listed on the Bombay Stock
Exchange (BSE: 532144) and the
National Stock Exchange
(NSE: WELCORP). We are one
of the world’s largest welded line
pipe manufacturing company and
our products are mainly used to
transport fuels - an indispensable
source of energy. This kind of
responsibility makes us deliver the
best, every time.
In addition to being the leading

manufacturers of large diameter
line pipes, we offer a one stop
piping solutions to our esteemed
customers worldwide. We enjoy
to be a preferred line pipe supplier
to over 50 oil and gas majors
such as Shell, TOTAL, British Gas,
TransCanada, Chevron, Saudi
Aramco and others.
Geographic Presence - Our

corporate office is located in
Mumbai, India. Our manufacturing
facilities present globally are mainly
driven by process automation
that enables precision and greater
quality. The type of products and
the locations of our operations are
represented below:
Facilities Location
LSAW Pipe Mill Dahej and Anjar, India

Dahej, Anjar and Mandya, India
HSAW Pipe Mill Little Rock, Arkansas, USA
Dammam, Saudi Arabia
Anjar, India
HFERW & HFIW Pipe Mills
Little Rock, Arkansas (USA)
Hot Induction Bending Anjar, India
Anjar and Dahej, India
Coating Facilities Little Rock, Arkansas (USA)
Dammam, Saudi Arabia
Plate & Coil Mill Anjar, India

8
Organisational Structure
Welspun Corp Limited – Holding Company

Manufacturer of Steel Products (Pipes & Plates)
Welspun Mauritius Welspun Tradings Welspun Pipes Welspun Pipes

Holdings Ltd. (WMHL) Ltd. (WTs) Ltd. (WPL) Inc (WPI)
89.982% holding 100% holding 100% holding 100% holding
by WCL (Trading Activity) (Manufacturer of (Investment
Steel Products) Company)
Welspun Middle East Welspun Middle East Welspun Tubular LLC

Pipe Company (LLC) DMCC (WTLC)
50.01% holding 100% holding Trading 100% holding
Company by WPL (Manufacturer
of SAW Pipes in USA)
Welspun Middle Welspun Global

East Pipe Coatings Trade LLC
Company LLC (WGTLC)
50.01% holding 100% holding by WPL
(Marketing for WCL
and WTL)
from customers post completion of business operations and develop

Customer Centricity
the project and carry out analysis and maintain a robust strategy
We believe that customer value
for assessment of Customer to mitigate them to the possible
is driven by means of customer
Satisfaction Index. We carry out extent. Since we are not a resource
satisfaction and confidence. Our
audits by external agencies in our intensive company, we do not
success is defined by the way
manufacturing facilities and review envisage direct impacts of climate
we ensure customer satisfaction,
our Standard Operating Procedures change on our business. However,
reliability and transparency in
(SOP’s) to ensure we are always as most of our clients of Oil & Gas
economic performance. Our
on track to meet customer segments do face huge risk on
products are always aligned
requirements. account of climatic changes, which
to customer specifications,
in turn may have some indirect
which are primarily dependent
Risks and Concerns impacts on our business. As on date
on individual projects. During
We operate in dynamically volatile we have not quantified the costs
customer interactions, we discuss
markets, wherein macro-economic related to the impacts of climate
detailed product requirements
outlook continues to be challenging. change. However, loss of business
and specifications based on the
Alike many other businesses, the and/or delay in securing orders are
customer needs. Our engagement
Global economic slowdown may the potential indirect impacts of
with customers begins from Front
affect our order book position, climate change on our business.
end engineering stages and extends
thereby affecting capacity
well beyond the execution and
utilisation, sales and profitability. We Securing right talent is imperative
post-commissioning stages.
keep ourselves duly updated on the for the Global business like ours
We also religiously seek feedback
risks and concerns influencing our with demanding customers. We

9
emphasise upon providing skill approach in line with global development of new products with
development training to our standards, we apply stringent enhanced quality parameters. We
personnel to strengthen the quality parameters during vendor also share project requirements with
operations and career growth selection. We conduct periodic our vendors in a transparent way to
of our employees. This in turn reviews and audits of our vendor ensure timely delivery of products
creates significant opportunities operations to ensure and enable with the highest levels of quality
for employment in the organisation the right quality standards in the and compliance. We acknowledge
thus contributing to the economic materials purchased. Quality, health, and promote local procurement
development. We are in the process safety and environment are the for economic development of the
of refining our sustainability risks most significant aspects checked by region. However, the nature of the
and will be developing a roadmap us during vendor approval. We also products sourced by us to service
based on the same, which will be engage with the vendors through our International clientele leaves
reported in our next report. meetings, phone calls and emails to us with a minimal scope for local
resolve queries and seek feedback. procurement. During the year,
Working together with Vendors We collaborate with competent 13.77% of the total procurement was
Since our Quality Management vendors and provide them from within India.
System is a process-based complete technical assistance for

10
CORPORATE GOVERNANCE
Our business is built on the principles of transparency and sound
values that define the way we do business. This helps us maintain a
level of trust with our stakeholders and reduces the operational risks.
The strategic implementation of

business plans are primarily Board of Directors
decided by the Board, headed by Mr. Balkrishan Goenka Mr. Rajkumar Jain
the Chairman. These decisions Chairman Director
are also supported by various Mr. Braja K. Mishra Mr. K. H. Viswanathan
committees, such as: Audit Managing Director Director
Committee; Nomination and Mr. Rajesh R. Mandawewala Mr. Ramgopal Sharma
Remuneration Committee; Share Director Director
Transfer and Investor Grievance Mr. Mukul Sarkar Mr. Nirmal Gangwal
Committee; and Corporate Social Nominee Director of Exim Bank Ltd. Director
Responsibility Committee. Mr. Mintoo Bhandari Mr. Utsav Baijal
Nominee Director of Insights Nominee Director of Insights Solutions Ltd.
Business Principles Solutions Ltd.
Our employees are required Mr. Atul Desai Ms. Revathy Ashok
Director Director
to comply with the Ethics and
Compliance Policy and Procedure
and the Code of Conduct for the
Board of Directors and Senior fair transactions; and Bombay Chamber of
Management. It forms a part of the responsibility towards the Commerce and Industry
HR manual and covers society, as well as the country The Associated Chambers of
corporate responsibilities to Commerce and Industry
employees and associates; Public Policy and Advocacy Engineering Export Promotion
basic ethics and code of We believe that driving change and Council
conduct for employees and taking efforts towards effective Indian Merchants Chamber
associates; policy development fosters All India Management
responsibilities and obligations industrial growth. We are a part of a Association
to all stakeholders; number of associations that enable FOKIA (Federation of Kutch
fair compensation; value addition to the pipe industry: Industries Association)
Corporate Social Value Governance Model
Empowerment Environmental
Women Management
Livelihood Water, Waste,
and Skill Board of Directors
Recycling and
Development Conservation
Education Health CSR

Committee Stakeholders
Child and Medical Care and
Adult Education, Water Activity Customers & Business
Literacy and Sanitation Partners
Vocational
Training Shareholders &
Investors, Employees
Social Contribution
Key NGOs

11
OUR ENVIRONMENT
Protecting and conserving our environment is integral to our business
philosophy. All our facilities have a robust environment management
systems in place that ensures environment friendly production and
we regularly engage with our local communities for developing
conservation initiatives.
Energy & Climate Change
The concern for climate change
at WCL is not just limited to being
a responsible corporate, but is
also considered as a business
imperative. We believe that there
are multiple strategic advantages
that can be realised by exploring
several energy conservation
measures through periodic energy
audits and proactive maintenance
of equipment. Across our facilities,
we have saved approximately
4,39,559 kWh of energy through
energy efficiency initiatives
like installing VFDs, digital
temperature controllers, LED
fixtures, etc. Our direct energy
consumption accounts to 5,40,880
GJ, whereas indirect energy GHG EMISSIONS (%)
consumption accounts to 2,86,484
GJ, in comparison to 4,07,304 GJ
and 2,13,467 GJ respectively in
FY 2014-15. Our GHG inventory
is mainly due of the use of fossil
fuels like furnace oil, HSD, natural
gas, etc. Our energy saving
initiatives accounted for 1,582
GJ savings, which approximately
translates in monetary terms to
savings of ` 29,68,962.
Energy savings programme

at Dahej Indirect emissions: 63 Direct emissions: 37
Installation of 30 W LED
fixture at “Crossroad
Display Board” in place of Annual direct GHG emissions (Million tCO2-e)
150 W metal halide lamps.
Energy saving of 7,735
units in FY 2015-16 that
approximately resulted in
cost savings to the tune of 0.02 0.03 0.04
` 54,145.
FY 13-14 FY 14-15 FY 15-16

12
Material and Waste respective State Pollution Boards.

MATERIAL CONSUMPTION
Management The hazardous waste generated
FOR FY 15-16*
We do not use any raw materials in at our Anjar unit has high calorific
the form of natural resources and value and is therefore utilised for
most of our products are made co-processing at nearby cement
104.80 from externally procured plates and

coils. Due to the type of product
plant. This helps in reducing
environmental risks related to waste
specifications and utilisation, we disposal and conservation of natural
Associated are bound by our customer’s resources.
Materials (MT) guidelines on product development
It is our constant endeavour to
and therefore, it gives us limited
reduce waste generation in our
scope for an alternative approach.
operations and thereby reduce
Typically, the semi-manufactured
the load on landfill. One of our
items we use in our operations
ongoing initiative is recycling of
7,93,671.64
include plates, coils, welding
PET bottles that are sent to Stree
consumables and granules. The
Mukti Sanghatana, a local women’s
major associated process materials
Semi-manufactured Self-Help Group for recycling.
that are a part of our production
goods/parts (MT) Additionally, we have been using
processes include oil, greases,
recycled notepads in training
inserts and films. There is virtually
centres which are made from
no or limited packaging used, given
paper waste generated from our
the nature of our products.
corporate office. These initiatives
Across all our facilities, we regularly are not only pro-environment but
1,027.13 monitor the waste generated from
our operations and identify areas
also have a social welfare approach
ingrained into it. We also encourage
Packaging for waste reduction, recycling and employees to reduce plastic
Materials (MT) reuse. Waste disposal is carried out consumption, water consumption
through appropriate methods and and energy consumption through
directed to authorised channels awareness.
of disposal as per the by-laws of
* The above table does not include the consumption data of grinding wheels (0.11 million), paint (753.54 KL), x-ray films (510 pieces) and oil (47.79 KL).

13
Water Management regularly monitor our consumption
38%
We do not have processes that are patterns. The offices use municipal
water intensive, hence, our water supply water for daily consumption
withdrawal does not significantly purposes like drinking, cleaning,
impact any local water body. Our flushing etc. The major industrial
operations use water supplied usage of water is for coating
of recycled
from local municipalities and we applications on line pipes.
water used
TOTAL WATER WITHDRAWAL (IN KL)
2,54,711 4,40,426 4,15,364

FY 13-14 FY 14-15 FY 15-16
Air Quality Management plant operations are Particulate

We have completely phased out Matter (PM), SO2 and NOx. We
Ozone Depleting Substances monitor air emissions regularly at
(ODS) across our operations. the identified locations across all
The other major air emissions of our operating units.
AIR EMISSIONS LOAD (TONS/YEAR)
31.83 8.453 3.98

SPM NOx SO2
Biodiversity and the requirements of installing within the plant premises. Moreover,
All our facilities have carried out environmental quality control there are no ecologically sensitive
the required Environmental Impact equipment to contain these impacts. areas in the vicinity of the operation.
Assessment (EIA) studies at the Regular monitoring reports are Several plantation drives were
time of establishment and have been submitted to relevant regulatory undertaken across our facilities and
reviewing the related environment authorities to communicate the in total 1,38,711 saplings were planted
management programmes during performance of the company over across our facilities and the average
the course of expansion as per set indicators. As per the EIA studies, survival rate was of 92%. These
the EIA notifications. It includes none of the rare/ endangered/ drives were conducted with active
standards related to the permissible threatened flora and fauna species participation of local community
level of environmental impact of listed in the IUCN red list or National and stakeholders.
our operations that is allowed Conservation List were recorded

14
OUR PEOPLE
Our employees are an intrinsic part of our identity, they are our true
wealth. We have a strong team of 3,146 employees who are working
together to drive excellence through the products and services that
we offer.
We care for and strive to and strengthen their skills to excel As an organisation, we respect
provide our employees with an in their roles. We have built an the rights of our people and have
enriching experience, giving them effective framework of fair policies, implemented robust policies to
opportunities to grow and the practices and benefits, which allows ensure that these are upheld across
flexibility they need for a healthy talent to thrive, and excellence to all of our operations. We celebrate
work-life balance. Our core family become a way of life. our differences and capitalise on
values differentiate us from the the intrinsic values of a diverse
rest. Those are the foundation The Human Resources (HR) workforce, including gender, race,
on which our business has been team at WCL focuses on colour, religion, age, nationality or
built. We are committed towards building a stable but a dynamic any other factor.
acting responsibly; respecting and organisation by adopting the core
improving the lives of the values embedded in our people, As an equal opportunity employer,
people we impact. processes and practices. We have we believe in meritocracy. To this
transformed our employee value end we have instituted a fair and
From recruiting the right talent to proposition by augmenting key an objective system to evaluate
fostering lasting careers, human HR processes, namely - talent our people’s performance, ensuring
capital forms a critical part of resourcing, employee engagement, that it is aligned with our broader
our organisational development competency development, strategic objectives and
strategy. We provide adequate performance management and operational goals.
avenues for our people to develop recognition.

15
Being a Part of The The Welspun Corp Family

Welspun Family FY 15-16
The One Welspun axiom, an extension of the
Welspun 2.0 vision and strategy that seeks
to build a strong sense of connect within the
3,146
Welspun family, is extended to our approach
to human resource management.
We have integrated HR management

systems, built efficient recruitment models Employees
and implemented practices and policies that
are equitable, inclusive and empowering.
The values that define us – commitment,
75
collaboration, dynamism, innovation and
inclusive growth – have been passed down
over the years within the company. Today,
these values define how we engage with New Employees
society.
Recruited
Training and Development Training FY 15-16

Our approach to people management
continually cultivates leadership qualities
and encourages employees to learn
and explore at all stages, to enable
them to be the leaders of tomorrow. By
advocating a performance oriented culture
in the organisation, an individual learns
tremendously from a highly competent
set of professional peers to grow within
the organisation. Learning is a vital part
of our culture and we believe that it
is best achieved through observation,
experimentation and reflection. At WCL,
our training and development programme is
aligned with the development needs of our
people and our business goals. 53,339+
Man-hours of training
were delivered to our
employees

16
Our training approach is holistically designed to enhance skills covering a wide

range of subject matter, with modules on people management, emotional
intelligence, customer relationship management, professional and personal
excellence. The employees can access external training sessions and attend
conferences to supplement the company’s training courses. Along with
addressing the individual needs, programmes have been developed to address
specific organisational needs.
Smart Leaders Programme: Smart Leaders is a long term programme, spread over 4
months with an intensive learning structure. While the classroom sessions are spread over
3 phases – Terrain, Ascent & Zenith. Learning is also driven through group exercises on live
projects which will enable application of the learning.
Express to Impress: A programme by Dale Carnegie that is aimed at developing

professionals with a bold international edge. The themes covered include personality
development, public speaking, confidence, presentation, effective communication and
techniques to overcome stress.

17
Fostering an Engaged To ensure a healthy work-life successful in improving the gender

Workforce balance, we organise sociocultural ratio at a leadership level.
At WCL, we believe that inspired activities like get-togethers,
and engaged teams drive birthday celebrations, picnics, yoga, Working Responsibly
innovation, performance and quality meditation, sport competitions, We are committed to the safety
to ensure we lead tomorrow, today. festival celebrations and community and security of our employees by
In addition to activities aimed at programmes for our employees and creating an enabling environment
developing our people, we have their families. that protects their well-being.
developed ongoing team building
activities to promote a culture of Managing Our People Our safety systems are aligned to
trust and collaboration. The aim We have fine-tuned identification the OHSAS 18001 to manage risks
of our engagement programmes process to evaluate the existing associated to safety, as well as to
are to maintain communication, talent pool at WCL in a defined and protect our workforce. Our safety
keep employees informed about scientific manner through various management systems enable us
our organisation’s progress, and to interventions including: to minimise operational health and
listen to their voices. 360o feedback mechanisms, safety risks, and further improve
Leadership potential assessments our safety performance. We
We partnered with ICAS, a leading inculcate a culture of safety through
provider of well-being services, Effective performance management trainings, tool boxes, talks and tasks.
to launch the Welspun Employee plays an essential role in developing Employees, as well as contractors
Assistance Programme (WEAP) our people and recognising their are made a part of the training and
24*7. It is aimed at integrating hard work. In the reporting period, awareness sessions.
well-being into the fabric of the we implemented a performance
organisation through programmes linked reward management We provide the necessary Personal
that enhance individual functioning, approach, an Annual Incentive Protective Equipment (PPE) to
promote better work satisfaction Mechanism (AIM) and a renewed employees and contract workers,
and morale; improve the quality and job evaluation framework to and ensure regular checks are
productivity of work; and to create help assess, identify and reward carried out to confirm adherence
a supportive work environment. excellence. Apart from this, to safety standards. The medical
performance management is an centres at our factories ensure
We listen to the pulse of our people ongoing process and involves formal necessary care and treatment of all
and actively promote platforms to and informal feedback discussions those onsite.
facilitate conversations amongst with each employee, focusing on
them. Forums like ‘Monthly objective setting, identification of
Departmental Meetings (MDM)’, required competencies and annual
‘HR Town Halls’ and ‘Town Halls appraisals.
with the MD’, were launched to
share business updates, address Embracing Diversity
employee concerns and exchange At WCL, differences are valued
views. We also have an employee and we believe that there is a
grievance redressal system that is lot to be gained from having a
accessible to all. diverse workforce. As an employer,
we provide equal employment
Valuing our Employees opportunities for all staff, regardless
We value the contribution of our of race, colour, religion, gender, age,
employees and acknowledge that national origin or disability.
the success of our business is
directly linked to their efforts and We are committed to take steps
performance. All WCL employees towards promoting gender diversity
are entitled to benefit in line with commensurate with the nature of
our human resource policy. our business and we have been

18
Safety Performance – WCL Employees
Category Unit Male Female

Near misses Number 174 0
Reportable injuries (LTI) Number 1 0
Lost days Number 24 0
Fatalities Number 0 0
Minor injury (MTI) Number 4 0
First-aid cases (WI) Number 40 0
Man-hours worked Man-hours 71,71,484 24,120
Injury rate per million man-hours 0.14 0.00
Lost day rate per million man-hours 3.35 0.00
Safety Performance – Contractual Workforce
Category Unit Male Female

Near misses Number 1 0
Reportable injuries (LTI) Number 3 0
Lost days Number 100 0
Fatalities Number 0 0
Minor injury (MTI) Number 0 0
First-aid cases (WI) Number 9 0
Man-hours worked Man-hours 23,43,366 0
Injury rate per million man-hours 1.28 0.00
Lost day rate per million man-hours 42.67 0.00
To promote and uphold the rights of our people and enable a decent and ethical workplace, our operations
at Anjar and Dahej are SA8000 certified. We respect the right of freedom of association as well as collective
bargaining in our plant locations.

19
OUR
COMMUNITIES
Welspun impacts lives by
working with our communities
through a diverse range of social
interventions that aimed at
securing stable and sustainable
futures.

20
Improving the lives

of people in the
communities we serve
is our greatest reward.
It’s a commitment
that is enshrined in
the Welspun Group
philosophy and
underlies our actions
as we strive to share
our growth with
society.
Our social programmes are that engage, empower and inspire Maintaining a personal connect
implemented through the visionary futures. Our corporate with the communities that
Welspun Foundation for Health social responsibility (CSR) we serve stems from being a
and Knowledge (WFHK), which approach transcends the core business with family values.
is active wherever we have a pillars of sustainable development The ethos has helped us create
business presence. WFHK engages and is rooted in strengthening meaningful partnerships to
with local stakeholders, through educational foundation, improving promote social and community
a consultative and collaborative access to healthcare services, development.
approach to identify community empowering people and
needs and design programmes conserving the environment.
Smart and Sustainable Villages
We aim to promote a modern vision By 2020, we commit to working waste management systems and
for villages in India where they are together with 20 villages to e-connectivity including public
technology enabled and sustainable. implement replicable smart WiFi, public announcement systems
A ‘Smart and Sustainable Village’ solutions that not only empower a and CCTV cameras. The project at
would provide communities with better way of life, but also secure a Versamedi will directly impact the
employment, while creating ancillary healthier environment for residents lives of 1,500 households.
livelihood opportunities leveraging by promoting greener living.
‘smart’ technologies and green
growth opportunities. Versamedi at Anjar (Gujarat), is the
first village identified for transition
A smart sustainable village uses into a ‘Smart and Sustainable
information and communication Village’ through an integrated
technologies (ICTs) and other means approach by addressing a broad
to improve quality of life, efficiency range of community needs.
of rural operation and services, and Our sustainable development
competitiveness, while ensuring programmes at Versamedi include
resilience to meet the needs of interventions in the following key
present and future generations with impact areas – education, skills
respect to economic, social and development, healthcare and
environmental aspects. hygiene, access to clean energy,

21
Empowering Women
a catalogue of sustainable
contemporary products, such
as decorative pillows, rugs,
table linen sets and other
accessories with an indigenous
appeal.
Key Achievements:
8 Vocational centres have
trained 748 women in cut and
sew, SPUN and Rags to Rugs
line of products
219 women have been
absorbed by Welspun India
We believe in creating an Our key initiatives towards women Limited
environment conducive for women empowerment include: Through the project,
where they can make decisions SPUN – Threads with a Soul we have developed 12,34,562
of their own for their personal Under SPUN, products are products, increasing earnings
benefits as well as for the society, fashioned at local village by 13%
as it strengthens social cohesion centres and are marketed
and resilience. Our focus has been with the aim of creating a
on enabling women to create global brand identity with a
alternative livelihoods and improve contemporary edge, rooted
their earning capacities. Economic in handcrafted traditions and
independence amongst women home-grown aesthetics. By
improves gender equality, advances reviving traditional arts and
their social status and increases indigenous techniques such
civic participation. as block printing, kantha
embroidery, mirror work and
Vocational training and skills applique techniques, this
enhancement centres have project seeks to connect rural
been established to provide women artisans and craftsman
opportunities for women to learn with urban markets.
and develop new skill sets such as
garment making and sewing. Each Rags to Riches – from Waste
training centre is structured as a to Wealth
social enterprise and managed Waste is wealth depending
like a professional business with on how it is managed,
targets, quality standards and transformed and then
efficiency metrics. repurposed. Driven by women,
the ‘Rags to Riches’ model
To support trained women, the seeks to reimagine waste, using
Welspun Group endeavours to it as a raw material from which
provide them with consistent orders, further value may be derived.
ensuring that impact is sustained Factory scraps are re-used
across the lifecycle of the project. in innovative ways to create

22
Promoting Education
Improving the accessibility and crafts are integrated into a Benefits of our education
quality of education is one of holistic learning approach. programmes:
the major issues facing the rural Quality Education Project at Improved quality of education
communities where we are present. 41 government schools in Anjar Technical skills development
Many of the schools around reaches out to over 10,000 Reduced rate of drop-outs
our plants do not have modern students. Better employment
amenities, are poorly equipped and Deployment of 60 Para opportunities
lack infrastructure. This leads to teachers at Anjar.
poor teaching quality, increasing ‘Smart Classes’ installed in all
drop-out rates and sub-standard 28 schools in Anjar to deliver
learning. Over the course of the the curriculum in an engaging
next five years, by 2020, we plan to and interactive audio-visual
extend the reach of our education format. Libraries, furniture
projects to 1,100 schools in Anjar. & televisions to aid teaching
through audio-video mediums
Our key initiatives on promoting were installed in primary
education include: schools at Kudregundi & Holalu
Welspun Vidya Mandir at Anjar villages in Mandya.
focuses on providing quality 3 Adult Literacy Classes for 175
education to 1,500 students, women at 3 villages in Anjar -
up to standard XII and Ratnal, Sinugra and Satapar.
following the CBSE curriculum. Vocational training at a
Extracurricular activities such Secondary School in Ratnal,
as community engagement, Anjar where 55 students from
welfare programmes, art and the 9th grade are being trained

23
Improving Access to Healthcare
The villages in areas where we camps, blood donation drives, Facilitated a Pulse Polio
have a presence lack access to and awareness sessions on Drive in association with
basic healthcare facilities, and maternal healthcare, child care, District Government Health
where they are available, they malnourishment, HIV/AIDS, Department across Mandya
lack infrastructure or are often hygiene and sanitation District
unsuitable to address needs of To promote hygiene and Over 2,150 toilets have been
the community. Where primary sanitation, 1,500 toilets have constructed across our
healthcare services are unavailable, been constructed at 18 villages communities
there is a rise in illnesses. While in Anjar, Gandhidham and Mobile Healthcare Vans at
this lowers productivity leading Rapar Taluka 17 villages reaching 20,000
to income losses, it also results in Blindness Control Programme individuals
higher costs for curative treatment. for elderly people where 468
This is a vicious cycle that must individuals were screened and
be broken. 85 referred for eye surgery
WFHK commits to promote and

protect community health through
a range of initiatives which includes
delivering preventive healthcare
services, improving community
hygiene and sanitation, providing
clean drinking water, awareness
and blood donation drives, and
improving the quality of healthcare
infrastructure.
Our key initiatives include:

Mobile Health Vans (MHV)
have been deployed in
partnership with the
Wockhardt Foundation. The
MHV is a moving dispensary
manned by a qualified doctor,
pharmacist and a social
worker. It is fully equipped with
medicines and diagnostic tools
and can travel to rural villages
to provide basic healthcare
facilities. MHVs reach out to
17 villages with a target of over
20,000 individuals
Health Camps were conducted
to address specific healthcare
concerns. We provide
healthcare support facilitated
by specialists and trained
doctors through periodic
medical check-ups, diagnosis

24
OUR SUSTAINABILITY PERFORMANCE

All data as of 31st March of the respective financial year
Indicator Unit 2013-14 2014-15 2015-16
Economic performance
Revenue ` Million 50,424.25 50,963.75 39,183.07
Operating cost ` Million 47,093.07 47,294.48 37,026.90
Employee wages & benefits ` Million 1,467.51 1,893.31 1,937.85
Payments to provider of capital ` Million 2,239.81 2,128.05 1,926.60
Payment to Govt. (tax) ` Million (100.36) (97.90) (409.83)
Community investment ` Million Nil 0.77 Nil
Economic Value Retained ` Million (275.78) (254.96) (1,343.45)
Financial assistance received from Govt. ` Million 1,720.66 1,808.54 1,017.42
Materials
Associated materials MT 99.69 216.79 104.80
Semi manufactured goods/parts MT 3,90,503.90 5,06,954.10 7,93,671.64
Packaging material MT 377.43 357.46 1,027.13
Energy use
Direct energy consumption GJ 2,72,021 4,07,304 5,40,880

Indirect energy consumption GJ 2,32,773 2,13,467 2,86,484
GHG emissions
Direct GHG emissions tCO2-e 16,813.56 27,161.81 44,106.75
Indirect GHG emissions tCO2-e 63,437.25 57,551.97 76,395.71
Water
Total water withdrawal KL 2,54,711 4,40,426 4,15,364
Total water recycled KL 1,33,818 1,14,343 20,70,675
Waste
Hazardous waste disposed MT 292.25 348.56 1,990.13
Non-hazardous waste MT 2,474.33 4,967.00 8593.16
Bio-medical waste MT 0.72 0.35 0.12
Hazardous waste (discarded containers) Nos. 1,231 834 141
Air Quality
Suspended Particulate Matter Tons/yr 30.40 30.45 31.83
NOx Tons/yr 4.12 8.09 8.45
SO2 Tons/yr 2.60 0.68 3.98
Environmental expenditure
Environmental expenditure Million ` 14.06 14.69 18.54
Total workforce - by gender

Male %age 98.80 98.91 99.27
Female %age 1.20 1.09 0.73

25
Indicator Unit 2013-14 2014-15 2015-16
Total workforce - by age

<30 %age 22 30 28
30-50 %age 75 66 67
>50 %age 3 3 4
Total workforce - by employment type

Management %age 40.60 44.30 36.59
Workers %age 45.46 48.90 44.82
Contractual %age 13.85 6.70 18.37
Retainers %age 0.09 0.20 0.22
New employee hires Numbers 204 264 75
New employee hires who have left during FY 2015-16 Numbers 9 43 5
Employee departures – gender wise

Male %age 98.34 96.61 97.35
Female %age 1.66 3.39 2.65
Employee departures – age wise

<30 %age 44.10 35.71 23.89
30-50 %age 52.17 60.20 68.14
>50 %age 3.73 4.08 7.96
Parental leave
Employees availing parental leave Nos. Not available Male – 50 Male – 61
Female - 0 Female - 1
Employees returning to work after the leave period Nos. Not available Male – 59 Male - 61
Female - 0 Female - 1
Employees who returned to work after parental Nos. Not available Male – 53 Male – 58
leave ended and were still employed for twelve Female - 0 Female - 1
months after their return to work
Safety performance
Reportable Injuries (Employees) Numbers 3 6 1
Lost days (Employees) Numbers 190 142 24
Fatalities (Employees) Numbers 0 0 0
Reportable Injuries (Contractual workforce) Numbers 3 2 3
Lost days (Contractual workforce) Numbers 43 58 100
Fatalities (Contractual workforce) Numbers 0 1 0
Average hours of training

Male Hours 9.74 17.10 16.95
Female Hours 3.75 15.70 18.09
Management staff Hours 18.80 26.90 28.73
Workers Hours 5.56 8.10 10.32

26
GRI G4 INDEX: ‘IN ACCORDANCE – CORE’

GRI G4 disclosures Section reference Omissions External
General standard disclosure (if any) assurance/
page number
Indicator Description Section Name Page number/
explanation
Strategy and Analysis

G4-1 Statement from the most MD statement 02-03 — —
senior decision-maker of the
organisation (such as CEO,
Chairman, or equivalent senior
position) about the relevance of
sustainability to the organisation
and the organisation’s strategy
for addressing sustainability
Organisational Profile
G4-3 Name of the organisation About the report 04 — —
G4-4 Primary brands, products or Our business 07 — —

services
G4-5 Location of the organisation’s Our business 07 — —
headquarters.
G4-6 Number of countries where the Our business 07 — —
organisation operates
G4-7 Nature of ownership and legal Our business 07 — —
form.
G4-8 Markets served (geographic/ Our business 07 — —
types of customers)
G4-9 Scale of the reporting Our business; 07; 23; 24 — —
organisation Our sustainability
performance
G4-10 Details on workforce broken Our sustainability 24 — —
down by gender, employment performance
contract, employment type
G4-11 Percentage of total employees Our people 16 — —

covered by collective bargaining
agreements
G4-12 Description of the organisation’s About the report 05 — —
supply chain
G4-13 Significant changes during the GRI Index No changes in the — —
reporting period regarding the reporting structure
organisation’s size, structure,
ownership, or its supply chain
G4-14 How the precautionary approach Our risk — —
or principle is addressed by the management
GRI Index
organisation system ensures
risks are minimised
to acceptable level
across the triple
bottom lines
G4-15 Externally developed economic, GRI Index The report — —
environmental and social charters, conforms to the GRI
principles, or other initiatives to guidelines
which the organisation subscribes
or which it endorses

27

page number
explanation
G4-16 Memberships of associations Corporate 10 — —
and national/ international governance
advocacy organisations in
which the organisation holds a
position on the governance body
and participates in projects or
committees
Identified Aspects and boundaries

G4-17 Entities included in the GRI Index Information — —
organisation’s consolidated pertaining to WCL
financial statements with and Welspun
indication of coverage in the Foundation
report reported. For
complete list of
entities please refer
our annual report.
G4-18 Process for defining the report About the report 05-06 — —
content and the Aspect
Boundaries
G4-19 Material Aspects identified in About the report 06 — —
the process for defining report
content
G4-20 Description of Aspect Boundary About the report 05-06 — —

within the organisation for each
material aspect
G4-21 Description of Aspect Boundary About the report 05-06 — —
outside the organisation for each
material aspect
G4-22 Explanation of the effect of any GRI Index No re-statements — —

re-statement of information
provided in the earlier Reports
G4-23 Significant changes from previous GRI Index None — —
reporting periods in the scope
and aspect boundaries
Stakeholder engagement
G4-24 List of stakeholder groups About the report 04 — —
engaged by the organisation
G4-25 Basis for identification and About the report 05 — —
selection of stakeholders with
whom to engage
G4-26 Organisation’s approach to About the report 05 — —
stakeholder engagement
G4-27 Key topics and concerns that About the report 05 — —
have been raised through
stakeholder engagement,
and how the organisation has
responded to those key topics
and concerns

28

page number
explanation
Report profile
G4-28 Reporting Period About the report 05 — —
G4-29 Date of most recent previous GRI Index ‘Building sustainable — —
Report value’ sustainability
report 2014-15
G4-30 Reporting cycle GRI Index Annual — —
G4-31 Contact point for questions About the report 05 — —
regarding the report or its
contents
G4-32 GRI Content Index This table 01-10 — —
G4-33 Organisation’s policy and current GRI Index No external — —
practice with regard to seeking assurance has been
external assurance for the report; sought for this
relationship with the assurance year’s report.
providers; the highest governance
body’s involvement in seeking
assurance for the organisation’s
Sustainability Report
Governance
G4-34 Governance structure of the Corporate 10 — —
organisation; committees governance
responsible for decision making
on economic, environmental and
social impacts
Ethics and Integrity

G4-56 Organisation’s values, principles, Corporate 10 — —
standards and norms of governance
behaviour such as codes of
conduct and codes of ethics

29
Specific standard disclosure – Aspects

DMA & Description Section reference Omissions External
Indicator Section Name Page number/ (if any) assurance/
explanation page
number
Category: Economic
Aspect: Economic Performance
G4-DMA Generic disclosure on management Our business 07 — —
approach
G4-EC1 Direct economic value generated Our 23 — —
and distributed, including revenues, sustainability
operating costs, employee performance
compensation, donations and other
community investments, retained
earnings, and payments to capital
providers and governments.
G4-EC2 Financial implications and other Our business 08 — —
risks and opportunities for the
organisation’s activities due to climate
change
G4-EC3 Coverage of the organisation’s Our 23 — —
defined benefit plan obligations sustainability
performance
G4-EC4 Financial assistance received from Our 23 — —
Government sustainability
performance
Aspect: Indirect economic impacts

G4-DMA Generic disclosure on management Our 19-22 — —
approach communities
G4-EC7 Development and impact of Our 19-22 — —
infrastructure investments and communities
services supported
G4-EC8 Significant indirect economic impacts, Our 19-22 — —
including the extent of impacts communities
Aspect: Procurement/ sourcing practices

G4-DMA Generic specific disclosure on Our business 09 — —
management approach
G4-EC9 Proportion of spending on local Our business 09 — —
suppliers
Category: Environmental
Aspect: Materials
G4-DMA Generic disclosure on management Our 12 — —
approach environment
G4-EN1 Material used by weight or volume Our 12 — —
environment
G4-EN2 Percentage of materials used that are Our 12 — —
recycled input materials environment

30

explanation page
number
Aspect: Energy
G4-EN3 Energy consumption within the Our 11 — —
organisation environment
G4-EN4 Energy consumption outside of the Our 11 — —
organisation environment
G4-EN6 Reduction of energy consumption Our 11 — —
environment
Aspect: Water
G4-DMA Aspect specific disclosure on Our 13 — —
management approach environment
G4-EN8 Total water withdrawal by source Our 13 — —
environment
G4-EN9 Water sources significantly affected Our 13 — —
by withdrawal of water environment
Aspect: Emissions
G4-DMA Aspect specific disclosure on Our 11 — —
management approach environment
G4-EN15 Direct greenhouse gas (GHG) Our 11 — —
emissions (Scope1) environment
G4-EN16 Energy indirect greenhouse gas Our 11 — —
(GHG) emissions (Scope 2) environment
G4-EN20 Emissions of ozone-depleting Our 13 — —
substances (ODS) environment
G4-EN21 NOx, SOx, and other significant air Our 13 — —
emissions environment
Aspect: Effluents & waste

G4-EN22 Total water discharge by quality and GRI Index Our manufacturing — —
destination facilities are
designed for zero
effluent discharge
G4-EN23 Total weight of waste by type and Our 23 — —
disposal method sustainability
performance
Aspect: Product and services

G4-EN27 Extent of impact mitigation of Our 11-13 — —
environmental impacts of products environment
and services

31

explanation page
number
Aspect: Transport
G4-DMA Generic disclosure on management GRI Index Currently we —
approach do not have a
mechanism in
place to report
on the significant
environmental
impacts of
transporting
products and
other goods
and materials
used for the
organisation’s
operations and
will be reporting
on the same by
2018.
G4-EN30 Significant environmental impacts GRI Index — —
of transporting products and
other goods and materials for
the organisation’s operations,
and transporting members of the
workforce
Aspect: Overall
G4-DMA Generic disclosure on management Our 11-13 — —
G4-EN31 Total environmental protection Our 22 — —
expenditures and investments by type sustainability
performance
Category: Social
Sub-category: Labour practices and decent work
Aspect: Employment
G4-DMA Generic disclosure on management Our people 14-17 — —
approach
G4-LA1 Total number and rates of new Our 23-24 — —
employee hires and employee sustainability
turnover by age group, gender and performance
region
G4-LA2 Benefits provided to fulltime Our 23 — —

employees that are not provided to sustainability
temporary or part-time employees, by performance
significant locations of operation
G4-LA3 Return to work and retention rates Our 24 — —
after parental leave, by gender sustainability
performance

32

explanation page
number
Aspect: Occupational health and safety

G4-DMA Aspect specific disclosure on Our people 17-18 — —
management approach
G4-LA6 Type of injury and rates of injury, Our people 18 — —
occupational diseases, lost days, and
absenteeism and total number of
work related fatalities
Aspect: Training and education

approach
G4-LA9 Average hours of training per year Our people 15 — —
per employee by gender, and by
employee category
G4-LA10 Programmes for skills management Our people 16-17 — —

and lifelong learning that support the
continued employability of employees
and assist them in managing career
endings
G4-LA11 Percentage of employees receiving Our people 17 — —

regular performance and career
development reviews, by gender and
by employee category
Material aspect: Diversity and equal opportunity

G4-DMA Generic disclosure on management Corporate 09 — —
approach governance
G4-LA12 Composition of governance bodies Corporate 09 — —

and breakdown of employees per governance
employee category according to
gender, age group, minority group
membership, and other indicators of
diversity
Sub-category: Human rights

Aspect: Child labour
G4-DMA Generic disclosure on management Our people 18 — —
approach
G4-HR5 Operations and suppliers identified as Our people 18 — —
having significant risk for incidents of
child labour, and measures taken to
contribute to the effective abolition of
child labour

33

explanation page
number
Aspect: Forced or compulsory labour

approach
G4-HR6 Operations and suppliers identified Our people 18 — —
as having significant risk for incidents
of forced or compulsory labour,
and measures to contribute to the
elimination of all forms of forced or
compulsory labour
Aspect: Assessment
approach
H4-HR9 Total number and percentage of GRI Index — We will be —
operations that have been subject reporting
to human rights reviews or impact complete
assessments. information on
this indicator by
2018
Aspect: Supplier human rights assessment

approach
G4-HR10 Percentage of new suppliers that were Our people — We will be —
screened using human rights criteria reporting
complete
information on
this indicator by
2018
Sub-category: Society
Aspect: Local communities
approach
G4-SO1 Percentage of operations with GRI Index 19-22 — —
implemented local community
engagement, impact assessments,
and development programmes
G4-MM6 Number and description of significant GRI Index There were no — —
disputes relating to land use, instances of
customary rights of local communities disputes relating to
and indigenous people land use, customary
rights of local
communities and
indigenous people
G4-MM7 The extent to which grievance GRI Index N.A. — —
mechanisms were used to resolve
disputes pertaining to land use
customary rights of local communities
and indigenous peoples

34

explanation page
number
Aspect: Anti-corruption
G4-DMA Generic disclosure on management Corporate 10 — —
approach governance
G4-SO3 Total number and percentage of GRI Index Corruption can — —
operations assessed for risks related pose a significant
to corruption and the significant risks risk to the
identified organisation.
Welspun’s Ethics
and Code of
conduct policy
is applicable to
all employees,
customers and
suppliers which
clearly states
that compliance
with laws and
regulations of the
land will always be
followed and further
business practices
will be conducted
in a fair and honest
manner
G4-SO4 Communication and training on anti- GRI Index Welspun Ethics and — —
corruption policies and procedures Code of conduct
policy is applicable
to all employees
and associates
that enable a
transparent and fair
work environment.
G4-SO5 Confirmed incidents of corruption and GRI Index During the reporting — —
actions taken period there were
no instances of
corruption

35

explanation page
number
Sub-category: Product responsibility

Aspect: Customer health and safety
G4-DMA Aspect specific disclosure on Our business 08 — —
management approach
G4-PR1 Percentage of significant product and GRI Index — We have not —
service categories for which health carried out any
and safety impacts are assessed for life cycle analysis
improvement for our Products
G4-PR2 Total number of incidents of non- GRI Index There were no — —
compliance with regulations and cases on non-
voluntary codes concerning the compliance
health and safety impacts of products pertaining to
and services during their life cycle, by regulations and
type of outcomes voluntary codes
concerning health
and safety impacts
of products and
services during the
reporting period
Aspect: Product and service labelling

G4-DMA Aspect specific disclosure on Our business 09 — —
management approach
G4-PR5 Results of surveys measuring Our business 09 — —
customer satisfaction
Aspect: Customer privacy

G4-DMA Generic disclosure on management GRI Index We may have — —
approach access to some
sensitive data
and personal
information
pertaining to our
consumers or
brand ambassadors
towards which
adequate measures
are in place to
safeguard their
privacy.
G4-PR8 Total number of substantiated GRI Index Nil — —
complaints regarding breaches of
customer privacy and losses of
customer data

NOTES
([email protected])
concept, content and design at
Welspun Corp Ltd., Welspun House

Kamala Mills Compound, Senapati Bapat Marg, Lower Parel, Mumbai 400 013, India.
Tel: +91 22 6613 6000 / 2490 8000 Fax: +91 22 2490 8020 / 2490 8021
www.welspuncorp.com
Member of Welspun Group I www.welspun.com

Welspun Corp SR2016

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Welspun Corp SR2016

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2015-2016 SUSTAINABILITY REPORT

WELSPUN CORP LIMITED

Ready FOR FUTURE

Scan this code with a QR reader app

We have worked tirelessly

Sustainability Report 2015-16

Welspun Corp Limited

Welspun Corp Limited

This is WCL’s second standalone HR transformation and Success

Sustainability Report 2015-16

ABOUT THE REPORT

In this report, we build upon ‘Resilient.

Welspun Corp Limited

Employees Business Partners Customers

Engaged through: Employee Engaged through: Regular Engaged through: Formal

Sustainability Report 2015-16

WCL’s sustainability issue

Customer Customer health Occupational Local Overall Customer health

safety, Customer safety, Grievance Customer health Compliance

Supplier Compliance, Emissions, for impacts on Product and

WCL’s WCL’s WCL’s WCL’s WCL’s WCL’s

Welspun Corp Limited

In addition to being the leading

Geographic Presence - Our

LSAW Pipe Mill Dahej and Anjar, India

Sustainability Report 2015-16

Welspun Corp Limited – Holding Company

Welspun Mauritius Welspun Tradings Welspun Pipes Welspun Pipes

Welspun Middle East Welspun Middle East Welspun Tubular LLC

Welspun Middle Welspun Global

from customers post completion of business operations and develop

Welspun Corp Limited

Sustainability Report 2015-16

The strategic implementation of

Corporate Social Value Governance Model

Education Health CSR

Welspun Corp Limited

Energy savings programme

Sustainability Report 2015-16

Material and Waste respective State Pollution Boards.

104.80 from externally procured plates and

Welspun Corp Limited

Water Management regularly monitor our consumption

TOTAL WATER WITHDRAWAL (IN KL)

2,54,711 4,40,426 4,15,364

Air Quality Management plant operations are Particulate

AIR EMISSIONS LOAD (TONS/YEAR)

31.83 8.453 3.98

Sustainability Report 2015-16

Welspun Corp Limited

Being a Part of The The Welspun Corp Family

We have integrated HR management

The values that deﬁne us – commitment,

Training and Development Training FY 15-16

Sustainability Report 2015-16

Our training approach is holistically designed to enhance skills covering a wide

Express to Impress: A programme by Dale Carnegie that is aimed at developing

Welspun Corp Limited

Fostering an Engaged To ensure a healthy work-life successful in improving the gender

Sustainability Report 2015-16

Safety Performance – WCL Employees

Category Unit Male Female