Sustainable Development Report 2014: Ambuja Cements Limited

AMBUJA CEMENTS LIMITED
Sustainable
Development Report
Head Office:
2014
Elegant Business Park,
Behind Kotak Mahindra Bank,
MIDC Cross Road 'B',
Off Andheri - Kurla Road,
Andheri (E), Mumbai 400 059.
Tel.: 022 6616 7000 / 4066 7000

www.ambujacement.com As per GRI G4 (Comprehensive)
Content
Chairman’s Message
Interview with MD & CEO
Defining Change
Sustainability- The essence of our existence
Organisation Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-11
Report Profile, Material Aspects and Boundaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-13
Our Vision Stakeholder Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-18
Key Impacts, Risks and Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-20

To be the most sustainable and Business Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
competitive company Corporate Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-25
in our industry
Business- Moving past the blocks
Economic Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-27
Product Quality Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-29
Customer Care and Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29-30
Our Mission - create value for all Sustainable Supply Chain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-32
Environment- Being future ready

Delighted customers
A Green Footprint . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-34
Inspired employees Energy Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Enlightened partners Water- Over Four times Water Positive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-37
Carbon and Other Emissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-39

Energised society
Responsible Mining . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39-40
Loyal shareholders
Biodiversity Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-41
Healthy environment
‘Waste’ as Wealth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-42
Responsible Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Society- Together we grow
Empowering Communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-47
Employees are Our Building Blocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48-51
Towards ‘Zero Harm’ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51-54
Respecting Human Rights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54-55
Compliance Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Annexure - ‘True Value’ for Ambuja Cement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56-58
Independent Assurance Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59-61
GRI Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62-68
01
Content
Interview with MD & CEO
Defining Change
Sustainability- The essence of our existence
Organisation Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-11
Report Profile, Material Aspects and Boundaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-13
Our Vision Stakeholder Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-18
Key Impacts, Risks and Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-20

To be the most sustainable and Business Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
competitive company Corporate Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-25
in our industry
Business- Moving past the blocks
Economic Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-27
Product Quality Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-29
Customer Care and Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29-30
Our Mission - create value for all Sustainable Supply Chain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-32
Environment- Being future ready

Delighted customers
A Green Footprint . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-34
Inspired employees Energy Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Enlightened partners Water- Over Four times Water Positive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-37
Carbon and Other Emissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-39

Energised society
Responsible Mining . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39-40
Loyal shareholders
Biodiversity Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-41
Healthy environment
‘Waste’ as Wealth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-42
Responsible Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Society- Together we grow
Empowering Communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-47
Employees are Our Building Blocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48-51
Towards ‘Zero Harm’ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51-54
Respecting Human Rights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54-55
Compliance Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Annexure - ‘True Value’ for Ambuja Cement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56-58
Independent Assurance Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59-61
GRI Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62-68
01
It is the trust of people, both within and
outside the Company, that made Ambuja Cement one of the most
respected and successful brands in India.
28 years ago, Ambuja Cement made a commitment to that it also throws up an equal challenge of balanced We Care initiative has been recognised globally On behalf of the Board and the employees of our
being the ‘most sustainable’ cement company in India. sustainability. as among the best OH&S initiatives within company, I would like to take this opportunity to thank
Holcim worldwide. all our valued stakeholders, for their unstinted support
It has been a journey of seeking opportunities to We are deeply concerned about the scarcity of natural
and encouragement in this journey. With our enduring
positively change the lives of people around us. resources that we face - an issue that will only intensify Our legacy of being a responsible company sets us
focus on sustainability, safety, efficiency, and quality,
That’s why we have always remained committed for future generations. Since our industry is particularly apart from the rest. But no growth plan could be
and with the support of all stakeholders, I am sure
towards creating value beyond business. resource-intensive, we have committed ourselves to successful without the support of communities and
the company will scale new heights and set new
continually reduce our consumption of non-renewable societies. This is the reason our business aims for not
Today, Ambuja Cement is one of the most respected benchmarks for the industry.
resources. I am delighted to say that we have been just profitable growth, but also a deeper imprint on
and successful brands in India. We believe it is
assessed to be 4.03 times Water Positive for the year society as a whole.
because of the trust we have retained in people through
2014 by a third party certifier. Ambuja has also
fair practices. To honour this trust, we monitor our In an effort to continue our high standards of
performed reasonably well in its commitments with
performance closely and report our progress in a excellence towards our customers, we introduced a
regards to CO2 emissions and its impact on climate
transparent manner. This report is a culmination of number of innovative products and solutions. Last year,
change, clinker factor, and alternative materials usage.
those efforts, and shall disclose the impact of our we reached out to thousands of customers across the N.S. Sekhsaria
In fact, the carbon intensity of our product has reduced
business operations on the environment, society, and country through the Ambuja Knowledge Centres, which Chairman
by over 28% from 1990 levels.
the economy. provide end-to-end services and expertise to
We are equally committed to improving the health construction professionals.
Looking ahead, the future for the industry looks positive
and safety of our employees, subcontractors, third
with the new government’s focus on development of However all our efforts would sound hollow without any
parties and visitors. Our safety initiative, ‘We Care’,
infrastructure and housing. Moreover, a rise in GDP proof in numbers. With the assistance of KPMG, we
covers all our stakeholders and is driven through top
from these initiatives would provide an additional developed an entirely new index to gauge our impact
management commitment and visible leadership
impetus for the cement industry, given the strong in the social sphere. This index, called ‘True Value’,
across all levels. We strive to wear multiple hats of
correlation between GDP growth and India’s per capita lets us ascertain the social and environmental impact
being a safety leader in our industry, a world-class
cement consumption. of our activities, now, and in the future. We believe it
operator, a responsible corporate citizen and a best
will help us to continually better ourselves, while
While this augurs well for industrial growth, we believe employer. I am pleased to share that Ambuja’s
protecting the communities and resources around us.
Ambuja Cement
Sustainablity Report 2014
03
It is the trust of people, both within and
outside the Company, that made Ambuja Cement one of the most
respected and successful brands in India.
28 years ago, Ambuja Cement made a commitment to that it also throws up an equal challenge of balanced We Care initiative has been recognised globally On behalf of the Board and the employees of our
being the ‘most sustainable’ cement company in India. sustainability. as among the best OH&S initiatives within company, I would like to take this opportunity to thank
Holcim worldwide. all our valued stakeholders, for their unstinted support
It has been a journey of seeking opportunities to We are deeply concerned about the scarcity of natural
and encouragement in this journey. With our enduring
positively change the lives of people around us. resources that we face - an issue that will only intensify Our legacy of being a responsible company sets us
focus on sustainability, safety, efficiency, and quality,
That’s why we have always remained committed for future generations. Since our industry is particularly apart from the rest. But no growth plan could be
and with the support of all stakeholders, I am sure
towards creating value beyond business. resource-intensive, we have committed ourselves to successful without the support of communities and
the company will scale new heights and set new
continually reduce our consumption of non-renewable societies. This is the reason our business aims for not
Today, Ambuja Cement is one of the most respected benchmarks for the industry.
resources. I am delighted to say that we have been just profitable growth, but also a deeper imprint on
and successful brands in India. We believe it is
assessed to be 4.03 times Water Positive for the year society as a whole.
because of the trust we have retained in people through
2014 by a third party certifier. Ambuja has also
fair practices. To honour this trust, we monitor our In an effort to continue our high standards of
performed reasonably well in its commitments with
performance closely and report our progress in a excellence towards our customers, we introduced a
regards to CO2 emissions and its impact on climate
transparent manner. This report is a culmination of number of innovative products and solutions. Last year,
change, clinker factor, and alternative materials usage.
those efforts, and shall disclose the impact of our we reached out to thousands of customers across the N.S. Sekhsaria
In fact, the carbon intensity of our product has reduced
business operations on the environment, society, and country through the Ambuja Knowledge Centres, which Chairman
by over 28% from 1990 levels.
the economy. provide end-to-end services and expertise to
We are equally committed to improving the health construction professionals.
Looking ahead, the future for the industry looks positive
and safety of our employees, subcontractors, third
with the new government’s focus on development of However all our efforts would sound hollow without any
parties and visitors. Our safety initiative, ‘We Care’,
infrastructure and housing. Moreover, a rise in GDP proof in numbers. With the assistance of KPMG, we
covers all our stakeholders and is driven through top
from these initiatives would provide an additional developed an entirely new index to gauge our impact
management commitment and visible leadership
impetus for the cement industry, given the strong in the social sphere. This index, called ‘True Value’,
across all levels. We strive to wear multiple hats of
correlation between GDP growth and India’s per capita lets us ascertain the social and environmental impact
being a safety leader in our industry, a world-class
cement consumption. of our activities, now, and in the future. We believe it
operator, a responsible corporate citizen and a best
will help us to continually better ourselves, while
While this augurs well for industrial growth, we believe employer. I am pleased to share that Ambuja’s
protecting the communities and resources around us.
Ambuja Cement
03
Interview with MD & CEO,
Mr. Ajay Kapur
Sustainability, our top priority
MD & CEO Ajay Kapur comments on the importance of environment friendly Fly Ash based cement. We achieved would have otherwise gone unused. Steadily the results capability building and recognition policies (both,
Sustainability and the Company’s priority in this aspect. ~29% Fly Ash absorption in 2014. The total quantity of grew with each year. Today, Ambuja Cement is proud to positive & negative recognition) to make our company
Fly Ash to the tune of 5.8 MTPA has been utilised in the be 4 times water positive, as certified by external “The Safest Place to Work”.
Q 1) Please elaborate on Ambuja’s role with respect
year 2014 for production of cement. This has helped to certification body DNV GL, making it India’s leading
to Sustainability? Q 5) How do you align with HOLCIM’s global
reduce the clinker factor (CF) from 75.15% in 2006 to water positive cement company.
Sustainability Development Ambition 2030?
Ans. At Ambuja, Sustainability is omnipresent as about 67% in 2014. CF improvement plans are in place
Our consistent efforts towards sustainable development
reflected in our vision statement- “to be the most which include clinker quality improvement, gypsum Ans. Ambuja’s True Value project piloted in 2013,
have been recognised from various awarding bodies.
sustainable and competitive company in the industry”. optimisation, usage of aid mixtures, usage of ground helped quantify the social and environmental impact in
We received the prestigious CII Sustainability Award
While ensuring shareholder benefit over the years, Fly Ash etc. A clear focus has been on fuel mix, gypsum financial terms (measuring triple bottom line). This tool
2014 for ‘Commendation for Significant Achievement’ for
safe operations, environment conservation and mix, alternative fuel resources like usage of wastes and will be utilised by Holcim to drive implementation of the
the 4th year in a row. In addition, Ambuja was also
social well-being have also been at the core of our industry rejects, higher Fly Ash consumption and Holcim Sustainable Development Ambition 2030.
conferred the coveted CBNC TV18 Risk Management
philosophy. This approach has been adopted in every maintenance cost.
Award in the category of Sustainability. Holcim SD Ambitions 2030 is broadly classified into
facet of Ambuja's activities - business strategy,
Q 3) On a larger scale how can civil society and other three pillars – Climate, Resources & Communities.
leadership, natural resources, health, safety, ethics and Q 4) How much weightage does ‘Safety’ have in the
relevant stakeholders be engaged? What measures Some of the focused measures undertaken by Ambuja
all stakeholders. Ambuja’s Sustainability mission?
has the Company taken in this aspect? include an investment in Alternative Fuel processing
Q 2) Brief us on the steps initiated by Ambuja overall Ans. Ambuja embarked on a mission ‘We Care’ to facilities, Waste heat recovery system, Wind and solar
Ans. Our pan-India CSR activities encompass women
to reduce carbon footprint? achieve ‘Zero Harm’ at the workplace. But achieving energy, and increasing the use of Fly Ash and other
empowerment through Self Help Groups (824 numbers
‘Zero Harm’ is not the ultimate goal, it is a journey that alternative fuels/materials. This will help in minimising
Ans. In 2014, we made a significant achievement in the in 16 locations), Skill and Entrepreneurship Development
will involve transformation of operations as well as the use of primary resources and climate protection.
usage of alternative fuels and raw materials wherein we Institutes (for 45 trades at 16 centres), agro-based
attitudes. Through our constant efforts, I am proud to
achieved 3.95 % of TSR (8% increase over 2013). livelihood creation, education, water resources Through its CSR arm, Ambuja Cement Foundation,
say that the ‘We Care’ initiative was selected as one of
Notably, our Bhatapara Line II kiln contributed maximum management, and others. the Company has impacted thousands through the
the Top five initiatives (among 82 entries) for the
GAV (~12 cr) during the year. We also burnt 34,876 setting-up of farmers’ co-operatives, forming women
The Company’s endeavour still continues to emerge as Holcim Global OH&S Excellence Award 2014.
tonnes plastic in our kilns in 2014 which is 1.02 times of Self Help Group (SHG) Federations, vocational training
among the world’s most water positive Company.
total plastic thrown in the market by the Company in In the year 2015, we commit to keep the same passion for youth through Skill & Entrepreneurship Development
A combination of various programmes and revolutionary
terms of packing bags. Furthermore, we generated 4.5% going for our safety performance. OH&S team has Institute (SEDI), and agro-based livelihood initiatives.
methods such as check dams, river linking, micro and
of energy from Renewable Energy sources. developed a very structured strategy for 2015 with
drip irrigation, and conventional dams are employed for Ambuja has also identified an opportunity to add
deliverables focusing on Workmen capability building,
Continuing further, we maintained PPC production in water resource management. Through rainwater significant value through its inclusive business project,
Workgroup effectiveness, Contractor safety
excess of 90% continuing our focus on production of harvesting, large quantities of water were collected that Sanitation for Life (S4L).
management, FPE implementation, OH&S functional
Ambuja Cement
05
Interview with MD & CEO,
Mr. Ajay Kapur
Sustainability, our top priority
MD & CEO Ajay Kapur comments on the importance of environment friendly Fly Ash based cement. We achieved would have otherwise gone unused. Steadily the results capability building and recognition policies (both,
Sustainability and the Company’s priority in this aspect. ~29% Fly Ash absorption in 2014. The total quantity of grew with each year. Today, Ambuja Cement is proud to positive & negative recognition) to make our company
Fly Ash to the tune of 5.8 MTPA has been utilised in the be 4 times water positive, as certified by external “The Safest Place to Work”.
Q 1) Please elaborate on Ambuja’s role with respect
year 2014 for production of cement. This has helped to certification body DNV GL, making it India’s leading
to Sustainability? Q 5) How do you align with HOLCIM’s global
reduce the clinker factor (CF) from 75.15% in 2006 to water positive cement company.
Sustainability Development Ambition 2030?
Ans. At Ambuja, Sustainability is omnipresent as about 67% in 2014. CF improvement plans are in place
Our consistent efforts towards sustainable development
reflected in our vision statement- “to be the most which include clinker quality improvement, gypsum Ans. Ambuja’s True Value project piloted in 2013,
have been recognised from various awarding bodies.
sustainable and competitive company in the industry”. optimisation, usage of aid mixtures, usage of ground helped quantify the social and environmental impact in
We received the prestigious CII Sustainability Award
While ensuring shareholder benefit over the years, Fly Ash etc. A clear focus has been on fuel mix, gypsum financial terms (measuring triple bottom line). This tool
2014 for ‘Commendation for Significant Achievement’ for
safe operations, environment conservation and mix, alternative fuel resources like usage of wastes and will be utilised by Holcim to drive implementation of the
the 4th year in a row. In addition, Ambuja was also
social well-being have also been at the core of our industry rejects, higher Fly Ash consumption and Holcim Sustainable Development Ambition 2030.
conferred the coveted CBNC TV18 Risk Management
philosophy. This approach has been adopted in every maintenance cost.
Award in the category of Sustainability. Holcim SD Ambitions 2030 is broadly classified into
facet of Ambuja's activities - business strategy,
Q 3) On a larger scale how can civil society and other three pillars – Climate, Resources & Communities.
leadership, natural resources, health, safety, ethics and Q 4) How much weightage does ‘Safety’ have in the
relevant stakeholders be engaged? What measures Some of the focused measures undertaken by Ambuja
all stakeholders. Ambuja’s Sustainability mission?
has the Company taken in this aspect? include an investment in Alternative Fuel processing
Q 2) Brief us on the steps initiated by Ambuja overall Ans. Ambuja embarked on a mission ‘We Care’ to facilities, Waste heat recovery system, Wind and solar
Ans. Our pan-India CSR activities encompass women
to reduce carbon footprint? achieve ‘Zero Harm’ at the workplace. But achieving energy, and increasing the use of Fly Ash and other
empowerment through Self Help Groups (824 numbers
‘Zero Harm’ is not the ultimate goal, it is a journey that alternative fuels/materials. This will help in minimising
Ans. In 2014, we made a significant achievement in the in 16 locations), Skill and Entrepreneurship Development
will involve transformation of operations as well as the use of primary resources and climate protection.
usage of alternative fuels and raw materials wherein we Institutes (for 45 trades at 16 centres), agro-based
attitudes. Through our constant efforts, I am proud to
achieved 3.95 % of TSR (8% increase over 2013). livelihood creation, education, water resources Through its CSR arm, Ambuja Cement Foundation,
say that the ‘We Care’ initiative was selected as one of
Notably, our Bhatapara Line II kiln contributed maximum management, and others. the Company has impacted thousands through the
the Top five initiatives (among 82 entries) for the
GAV (~12 cr) during the year. We also burnt 34,876 setting-up of farmers’ co-operatives, forming women
The Company’s endeavour still continues to emerge as Holcim Global OH&S Excellence Award 2014.
tonnes plastic in our kilns in 2014 which is 1.02 times of Self Help Group (SHG) Federations, vocational training
among the world’s most water positive Company.
total plastic thrown in the market by the Company in In the year 2015, we commit to keep the same passion for youth through Skill & Entrepreneurship Development
A combination of various programmes and revolutionary
terms of packing bags. Furthermore, we generated 4.5% going for our safety performance. OH&S team has Institute (SEDI), and agro-based livelihood initiatives.
methods such as check dams, river linking, micro and
of energy from Renewable Energy sources. developed a very structured strategy for 2015 with
drip irrigation, and conventional dams are employed for Ambuja has also identified an opportunity to add
deliverables focusing on Workmen capability building,
Continuing further, we maintained PPC production in water resource management. Through rainwater significant value through its inclusive business project,
Workgroup effectiveness, Contractor safety
excess of 90% continuing our focus on production of harvesting, large quantities of water were collected that Sanitation for Life (S4L).
management, FPE implementation, OH&S functional
Ambuja Cement
05
THE WORLD WAKES UP TO WATER POSITIVITY. MULTIPLYING THE RETURNS.
AT AMBUJA, THE EYES WERE NEVER CLOSED. AND HERE, WE ARE NOT TALKING BUSINESS!
At Ambuja Cement, water has always been on top of its agenda. A lot of effort is given to account for and replenish every To date, Ambuja Cement has given back more than what it has consumed. Being water positive has had a major
drop used. The focus is on giving back to society more than what we take. And thus, create better opportunities for the impact on the economic well-being of the community. People now undertake projects for water conservation and
future. Realization of these opportunities is reflected as benefits at all three levels- people, planet and profit. have realised a greater potential through capacity building.
This year, Ambuja created ripples within the industry - it clocked a water positive factor of 4.03 times for 2014. With improved methods of farming, the yield has enhanced and farmers enjoy higher income. Water availability has
An achievement that underlines the Company’s commitment to emerge as the world’s most water positive company. also improved the health and productivity of cattle. Easy access to water translates to reduced drudgery for women.
Economic up-gradation has impacted lifestyle in the communities.
COUNTING THE DROPS WAS A TOUGH TASK. AMBUJA IS POSITIVE-

INSTEAD, WE DECIDED TO MAKE EVERY DROP COUNT. WATER POSITIVE. FUTURE POSITIVE.
For companies that are water intensive, it becomes imperative to create a sustainable model of water usage. A change that is not permanent is but an aberration. The Company works with a vision to bring futuristic changes
Hence, Ambuja Cement’s every effort is to ensure water preservation. Involving communities in their activities has through holistic development of communities. With water positive policies implemented at all locations,
been a game changer. With their indispensable support, the Company has achieved fantastic results. this has translated to a cumulative effort to help the Company achieve water positive status.
Every initiative is pivotal to materialize ideas that transform the water scenario. Interventions and improvisations For the future, the team’s ambition is to further increase its water rating in the near future. A difficult task but
based on specific needs of communities have seen success in various locations. every drop added is a victory for our company. And our planet.
Ambuja Cement
09
THE WORLD WAKES UP TO WATER POSITIVITY. MULTIPLYING THE RETURNS.
AT AMBUJA, THE EYES WERE NEVER CLOSED. AND HERE, WE ARE NOT TALKING BUSINESS!
At Ambuja Cement, water has always been on top of its agenda. A lot of effort is given to account for and replenish every To date, Ambuja Cement has given back more than what it has consumed. Being water positive has had a major
drop used. The focus is on giving back to society more than what we take. And thus, create better opportunities for the impact on the economic well-being of the community. People now undertake projects for water conservation and
future. Realization of these opportunities is reflected as benefits at all three levels- people, planet and profit. have realised a greater potential through capacity building.
This year, Ambuja created ripples within the industry - it clocked a water positive factor of 4.03 times for 2014. With improved methods of farming, the yield has enhanced and farmers enjoy higher income. Water availability has
An achievement that underlines the Company’s commitment to emerge as the world’s most water positive company. also improved the health and productivity of cattle. Easy access to water translates to reduced drudgery for women.
Economic up-gradation has impacted lifestyle in the communities.
COUNTING THE DROPS WAS A TOUGH TASK. AMBUJA IS POSITIVE-

INSTEAD, WE DECIDED TO MAKE EVERY DROP COUNT. WATER POSITIVE. FUTURE POSITIVE.
For companies that are water intensive, it becomes imperative to create a sustainable model of water usage. A change that is not permanent is but an aberration. The Company works with a vision to bring futuristic changes
Hence, Ambuja Cement’s every effort is to ensure water preservation. Involving communities in their activities has through holistic development of communities. With water positive policies implemented at all locations,
been a game changer. With their indispensable support, the Company has achieved fantastic results. this has translated to a cumulative effort to help the Company achieve water positive status.
Every initiative is pivotal to materialize ideas that transform the water scenario. Interventions and improvisations For the future, the team’s ambition is to further increase its water rating in the near future. A difficult task but
based on specific needs of communities have seen success in various locations. every drop added is a victory for our company. And our planet.
Ambuja Cement
09
Ambuja Cement Foundation (ACF) • Dirk India Private Limited, India
Ambuja Cement Foundation, formally registered in 1993, is • Dirk Pozzocrete (MP) Private Limited, India
the corporate social responsibility (CSR) arm of Ambuja
Cements Limited. ACF works with the rural communities Ambuja subscribes to or endorses the following
surrounding Ambuja’s existing and proposed manufacturing externally developed economic, environmental & social
Sustainability... locations. Currently ACF operates across 12 states covering

22 locations in India.
charters, principles or other initiatives (not exhaustive):
• Cement Sustainability Initiative (CSI) of World Business

The essence of our existence Techport Council for Sustainable Development (WBCSD)
Techport is the regional manufacturing support organisation • Indian Business Biodiversity Initiative (IBBI)
(RMSO) for South Asia, that includes Ambuja & ACC in
• Leaders for Nature (LfN) India
India, Holcim-Bangladesh, and Holcim-Lanka. Techport was
established as a center of excellence to provide technical Industry Associations
support services and solutions to both Ambuja & ACC; it is
Organisation Profile well equipped with a team of qualified technical experts for
Ambuja is a member of the following industry associations:
dedicated support and service. • Confederation of Indian Industry (CII)

Ambuja Cements Limited (ACL) is India’s leading cement company, having commenced production in 1986. Ambuja Cement
is a premier cement brand in India for Ordinary Portland Cement (OPC) and Pozzolana Portland Cement (PPC), with a Holdings • Federation of Indian Chambers of Commerce and
Industry (FICCI)
significant footprint across the western, eastern and northern markets of India. Our customers range from individual house • Holderind Investments Limited
builders (IHBs) to governments to global construction firms. The Company’s total cement capacity is 28.75 MTPA; its • The Associated Chambers of Commerce and
• Holcim (India) Private Limited
production in 2014 was 21.43 MTPA. The Company had 5,857 permanent employees in 2014. Industry of India (ASSOCHAM)
Joint Ventures
• Bombay Management Association (BMA)
Nature of Company Ownership • Nalagarh, District Solan, Himachal Pradesh
• Counto Microfine Products Private Limited • Indian Merchants’ Chamber (IMC)
Ambuja Cements Limited is a public limited company, listed • Magdalla, District Surat, Gujarat
• Wardha Valley Coalfield Private Limited • Bombay Chamber of Commerce & Industry (BCCI)
on the Bombay Stock Exchange Limited and the National
Bulk Cement Terminals
Stock Exchange of India Limited. The GDRs issued by the Subsidiaries The principal objectives of the above associations are
Company are listed on the Luxembourg Stock Exchange. • Muldwarka, District Junagadh, Gujarat
• Kakinada Cements Limited, India to provide information, consultative & representative
Holcim Limited, Switzerland, is the majority shareholder with services to the organisation through its national,
• Panvel, District Raigad, Maharashtra
50.35% equity. For the detailed shareholding pattern please • M.G.T. Cements Private Limited, India regional, state and zonal councils. We continue to work
visit: http://www.ambujacement.com/investor-relations/annual-reports/ • Cochin, Kerala closely with CII and FICCI for advocating good
• Chemical Limes Mundwa Private Limited, India
• Surat, Gujarat sustainability practices in the industry.
Plant Locations • Dang Cement Industries Private Limited, Nepal
• Mangalore, Karnataka
Integrated Cement Plants
Corporate Office Report Profile, Material Aspects and Boundaries
• Ambujanagar, Taluka Kodinar, District Gir Somnath, Gujarat
Ambuja Cements Limited, ‘Elegant Business Park’,
Report Profile off-site meeting with key executives of the Company.
• Darlaghat, District Solan, Himachal Pradesh MIDC Cross Road- ‘B’, Andheri- Kurla Road,
The Report was based on the Global Reporting Initiative
Andheri (East), Mumbai 400059. This is Ambuja Cements’ eighth Corporate Sustainability
• Maratha Cement Works, District Chandrapur, Maharashtra (GRI) G3 guidelines with A+ level of reporting and
Report, highlighting the Company’s continual and structured
• Rabriyawas, District Pali, Rajasthan Registered Address assurance by a third party.
efforts towards improved disclosure of its triple bottom-line
• Bhatapara, District Raipur, Chhattisgarh P.O. Ambujanagar, Taluka Kodinar, District Gir Somnath, performance, and enriching stakeholder relationships. The The Sustainability Report is brought out in addition to the
Gujarat 362715. annual reporting cycle for this Report is from January to Annual Financial Report and Ambuja Cement Foundation’s
Grinding Stations December 2014. The contents of the Report are in Annual Report. The economic performance reported is in
Holcim Limited
• Roopnagar (Ropar), Punjab accordance with the latest requirements of the Global line with the Company’s audited annual results prepared in
Holcim is one of the world's largest producers and suppliers Reporting Initiative (GRI) G4 guidelines. The Company has accordance with the Companies Act, 1956 and audited by
• Bathinda, Punjab
of cement; aggregates (crushed stone, sand and gravel); also made disclosures on the ‘Mining & Metals Sector M/s S. R. Batliboi & Co. The Company has not included
• Sankrail, District Howrah, West Bengal ready-mix concrete; and asphalt and other related services. Supplement’ as was done in the previous years. The GRI subsidiaries and their performance indicators.
It was founded in Switzerland in 1912. Today it is a global Content Index, External Assurance Report, and contact
• Roorkee, District Haridwar, Uttarakhand Amubuja has a robust mechanism for reporting
company employing over 80,000 people, with production point for content-related questions are provided at the end
performance in all three areas of evaluation, i.e. economic,
• Farakka, District Murshidabad, West Bengal sites in about 70 countries and significant market presence of the Report.
environmental and social. The Sustainability Report has
on every continent.
• Dadri, District Gautam Budh Nagar, Uttar Pradesh Sustainability Report 2013 was released in June 2014, at an been reviewed by Top Management through Corporate
Ambuja Cement
11
Ambuja Cement Foundation (ACF) • Dirk India Private Limited, India
Ambuja Cement Foundation, formally registered in 1993, is • Dirk Pozzocrete (MP) Private Limited, India
the corporate social responsibility (CSR) arm of Ambuja
Cements Limited. ACF works with the rural communities Ambuja subscribes to or endorses the following
surrounding Ambuja’s existing and proposed manufacturing externally developed economic, environmental & social
Sustainability... locations. Currently ACF operates across 12 states covering

22 locations in India.
charters, principles or other initiatives (not exhaustive):
• Cement Sustainability Initiative (CSI) of World Business

The essence of our existence Techport Council for Sustainable Development (WBCSD)
Techport is the regional manufacturing support organisation • Indian Business Biodiversity Initiative (IBBI)
(RMSO) for South Asia, that includes Ambuja & ACC in
• Leaders for Nature (LfN) India
India, Holcim-Bangladesh, and Holcim-Lanka. Techport was
established as a center of excellence to provide technical Industry Associations
support services and solutions to both Ambuja & ACC; it is
Organisation Profile well equipped with a team of qualified technical experts for
Ambuja is a member of the following industry associations:
dedicated support and service. • Confederation of Indian Industry (CII)

Ambuja Cements Limited (ACL) is India’s leading cement company, having commenced production in 1986. Ambuja Cement
is a premier cement brand in India for Ordinary Portland Cement (OPC) and Pozzolana Portland Cement (PPC), with a Holdings • Federation of Indian Chambers of Commerce and
Industry (FICCI)
significant footprint across the western, eastern and northern markets of India. Our customers range from individual house • Holderind Investments Limited
builders (IHBs) to governments to global construction firms. The Company’s total cement capacity is 28.75 MTPA; its • The Associated Chambers of Commerce and
• Holcim (India) Private Limited
production in 2014 was 21.43 MTPA. The Company had 5,857 permanent employees in 2014. Industry of India (ASSOCHAM)
Joint Ventures
• Bombay Management Association (BMA)
Nature of Company Ownership • Nalagarh, District Solan, Himachal Pradesh
• Counto Microfine Products Private Limited • Indian Merchants’ Chamber (IMC)
Ambuja Cements Limited is a public limited company, listed • Magdalla, District Surat, Gujarat
• Wardha Valley Coalfield Private Limited • Bombay Chamber of Commerce & Industry (BCCI)
on the Bombay Stock Exchange Limited and the National
Bulk Cement Terminals
Stock Exchange of India Limited. The GDRs issued by the Subsidiaries The principal objectives of the above associations are
Company are listed on the Luxembourg Stock Exchange. • Muldwarka, District Junagadh, Gujarat
• Kakinada Cements Limited, India to provide information, consultative & representative
Holcim Limited, Switzerland, is the majority shareholder with services to the organisation through its national,
• Panvel, District Raigad, Maharashtra
50.35% equity. For the detailed shareholding pattern please • M.G.T. Cements Private Limited, India regional, state and zonal councils. We continue to work
visit: http://www.ambujacement.com/investor-relations/annual-reports/ • Cochin, Kerala closely with CII and FICCI for advocating good
• Chemical Limes Mundwa Private Limited, India
• Surat, Gujarat sustainability practices in the industry.
Plant Locations • Dang Cement Industries Private Limited, Nepal
• Mangalore, Karnataka
Integrated Cement Plants
Corporate Office Report Profile, Material Aspects and Boundaries
• Ambujanagar, Taluka Kodinar, District Gir Somnath, Gujarat
Ambuja Cements Limited, ‘Elegant Business Park’,
Report Profile off-site meeting with key executives of the Company.
• Darlaghat, District Solan, Himachal Pradesh MIDC Cross Road- ‘B’, Andheri- Kurla Road,
The Report was based on the Global Reporting Initiative
Andheri (East), Mumbai 400059. This is Ambuja Cements’ eighth Corporate Sustainability
• Maratha Cement Works, District Chandrapur, Maharashtra (GRI) G3 guidelines with A+ level of reporting and
Report, highlighting the Company’s continual and structured
• Rabriyawas, District Pali, Rajasthan Registered Address assurance by a third party.
efforts towards improved disclosure of its triple bottom-line
• Bhatapara, District Raipur, Chhattisgarh P.O. Ambujanagar, Taluka Kodinar, District Gir Somnath, performance, and enriching stakeholder relationships. The The Sustainability Report is brought out in addition to the
Gujarat 362715. annual reporting cycle for this Report is from January to Annual Financial Report and Ambuja Cement Foundation’s
Grinding Stations December 2014. The contents of the Report are in Annual Report. The economic performance reported is in
Holcim Limited
• Roopnagar (Ropar), Punjab accordance with the latest requirements of the Global line with the Company’s audited annual results prepared in
Holcim is one of the world's largest producers and suppliers Reporting Initiative (GRI) G4 guidelines. The Company has accordance with the Companies Act, 1956 and audited by
• Bathinda, Punjab
of cement; aggregates (crushed stone, sand and gravel); also made disclosures on the ‘Mining & Metals Sector M/s S. R. Batliboi & Co. The Company has not included
• Sankrail, District Howrah, West Bengal ready-mix concrete; and asphalt and other related services. Supplement’ as was done in the previous years. The GRI subsidiaries and their performance indicators.
It was founded in Switzerland in 1912. Today it is a global Content Index, External Assurance Report, and contact
• Roorkee, District Haridwar, Uttarakhand Amubuja has a robust mechanism for reporting
company employing over 80,000 people, with production point for content-related questions are provided at the end
performance in all three areas of evaluation, i.e. economic,
• Farakka, District Murshidabad, West Bengal sites in about 70 countries and significant market presence of the Report.
environmental and social. The Sustainability Report has
on every continent.
• Dadri, District Gautam Budh Nagar, Uttar Pradesh Sustainability Report 2013 was released in June 2014, at an been reviewed by Top Management through Corporate
Ambuja Cement
11
Sustainability Steering Committee (CSSC) meetings. associate companies, and channel partners/dealers as the The stakeholder engagement programme was deployed engagement strategy continuously and include the
The Company follows systems incorporated by Holcim, and Company has no operational control over them. The in phases, focusing on each identified stakeholder sector emerging materiality issues into the business
reports data yearly through online mechanisms or standard detailed financial disclosures of the Company are given in individually. Gap analysis was carried out to revise the sustainability agenda.
information carrier sheets. Holcim Accounting and the Annual Report 2014, available on the Company website.
Reporting Practices (HARP) is used for all financial This Report has been prepared as per GRI G4 guidelines Ambuja Materiality Matrix (Extracted from Materiality Report)
information; Plant Environmental Profile (PEP) records the and is aligned to ‘Comprehensive’ reporting. The Company
performance on various environmental aspects; and the followed the approach described in the GRI Implementation 100%
CSR Questionnaire captures HR and CSR data. Manual in preparing the content. The material aspects have High Material
Aspects
Other evaluation sheets are used for: been brought out in the materiality matrix. The DMA 12
7 443 20 1024 2 36
(Disclosure on Management Approach) describes the 5 28 23 22 19
• Costing and variance from the budget 26
80% 531337
54 33 30 45 25
Company’s approach to relevant subjects and the indicators 8 34
1831
• Occupational health and safety (OH&S) performance 16 4
provide details on performance in specific subjects. 40 42 39
• Energy consumption
Stakeholder Concern
The Ambuja value chain includes all cement plants, 60%
• CO2 emission limestone mines, sales and marketing offices, channel
49 9
partners, suppliers, and product design processes. There 15
• HR related parameters that are captured in SAP
are no significant changes from the previous reporting 46 17
48 52 35
40% 32
50 51
periods in the scope and aspect boundaries and supply 14
Assurance
chain. There were no changes in the Company ownership
This Report is externally assured by Bureau Veritas during the year. For all the aspects, a detailed perception 20% 27
Certification (India) Private Limited as per AA 1000 29 43
study was conducted and all our key stakeholder groups 21 11
Assurance Standard. The Assurance Statement is a part 38 41
have been included in the aspect boundary. 1 6
of the Report.
0%
Material Aspects
Report Content and Boundary 0% 20% 40% 60% 80% 100%
Ambuja launched a comprehensive stakeholder Business Priority

Preparation of the Report has been an in-house effort led by
engagement programme to facilitate good understanding
the Corporate Environment & Sustainability team, with
of the Company’s obligations to its stakeholders, consistent
responses collected and considered from the various
with its commitment to corporate responsibility, for the S. No. High Material Aspects 20 Selection and Characterization of AFR
departments/functions. This Report, including all its content,
preparation of the GRI G4 Report. It now has a platform 22 Energy Efficiency
is an outcome of the combined efforts of all respondents. Business Sustainability
for transparent communication and can identify and 23 Water Consumption
While we have taken due care to prepare a comprehensive,
address stakeholder interests. This is premised on the 2 Competition
transparent, and accurate Sustainability Report, we 24 GHG and Air Emissions
principle of ethical accountability; groups that can affect or 3 Technological Upgradation for Environmental
acknowledge that we might have missed certain topics that Regulations (capex) 25 Waste Management
be affected by the operational footprint of the business
are of relevance to our esteemed stakeholders. We welcome 4 Land Acquisition Social Sustainability
should be involved in decisions that may directly or
feedback and suggestions on such topics. 8 R&D and Innovation Management
indirectly affect them. 34 Training and Development of Employees
This Sustainability Report includes all Ambuja operations & 10 Regulatory Requirements & Compliance 36 Safety
GRI G4 guideline on the stakeholder engagement,
businesses that fall in the direct control of the Company. 12 Logistics and Distribution Cost 39 Value Added Services - Supplier, Dealer
G4: 24-27, was followed; the objective was issue-based,
All operations of Ambuja (not other subsidiaries/enties) Environment Sustainability 44 Customer Satisfaction
proactive and learning-oriented implementation.
within India are covered, including manufacturing plants 45 CSR
This helped achieve tangible results in alignment with the 19 Resource Availability (Limestone, Flyash,
with mines, bulk cement terminals (offshore activities), Sand, Additives)
Company’s targets. It was based on a well-defined closed
Corporate Office & Marketing Offices. The Company uses
loop approach that included engagement strategy
dry cement manufacturing process technology in five
development, stakeholder mapping, prioritisation, All material aspects are considered within the organisation; sustainability, irrespective of whether or not we have direct
integrated cement plants, eight grinding plants, 10 mines, the aspect boundary includes all Ambuja operations, but control over the issues.
preparation, implementation and an action plan whose
and five ports. not those of its subsidiaries, for which aspects are not
results were fed into a feedback loop. In agreement with the There are no restatements of information provided in
The aspect boundaries and content have been defined Ambuja Cements Limited group values, the principles of material. Aspects are not material outside of the
previous Reports. There are no mergers or acquisitions
using reporting principles prescribed in the GRI G4 completeness, responsiveness, transparency, collaboration, organisation. However, we acknowledge that we need to
or change of base years/periods, nature of business, or
focus on identified material issues and their impact across
guidelines. The Report excludes subsidiaries, JVs, inclusiveness, and integrity were adhered to. measurement methods. In terms of size of the Company,
our value chain to influence positive changes towards
there were no significant changes.
Ambuja Cement
13
Sustainability Steering Committee (CSSC) meetings. associate companies, and channel partners/dealers as the The stakeholder engagement programme was deployed engagement strategy continuously and include the
The Company follows systems incorporated by Holcim, and Company has no operational control over them. The in phases, focusing on each identified stakeholder sector emerging materiality issues into the business
reports data yearly through online mechanisms or standard detailed financial disclosures of the Company are given in individually. Gap analysis was carried out to revise the sustainability agenda.
information carrier sheets. Holcim Accounting and the Annual Report 2014, available on the Company website.
Reporting Practices (HARP) is used for all financial This Report has been prepared as per GRI G4 guidelines Ambuja Materiality Matrix (Extracted from Materiality Report)
information; Plant Environmental Profile (PEP) records the and is aligned to ‘Comprehensive’ reporting. The Company
performance on various environmental aspects; and the followed the approach described in the GRI Implementation 100%
CSR Questionnaire captures HR and CSR data. Manual in preparing the content. The material aspects have High Material
Aspects
Other evaluation sheets are used for: been brought out in the materiality matrix. The DMA 12
7 443 20 1024 2 36
(Disclosure on Management Approach) describes the 5 28 23 22 19
• Costing and variance from the budget 26
80% 531337
54 33 30 45 25
Company’s approach to relevant subjects and the indicators 8 34
1831
• Occupational health and safety (OH&S) performance 16 4
provide details on performance in specific subjects. 40 42 39
• Energy consumption
Stakeholder Concern
The Ambuja value chain includes all cement plants, 60%
• CO2 emission limestone mines, sales and marketing offices, channel
49 9
partners, suppliers, and product design processes. There 15
• HR related parameters that are captured in SAP
are no significant changes from the previous reporting 46 17
48 52 35
40% 32
50 51
periods in the scope and aspect boundaries and supply 14
Assurance
chain. There were no changes in the Company ownership
This Report is externally assured by Bureau Veritas during the year. For all the aspects, a detailed perception 20% 27
Certification (India) Private Limited as per AA 1000 29 43
study was conducted and all our key stakeholder groups 21 11
Assurance Standard. The Assurance Statement is a part 38 41
have been included in the aspect boundary. 1 6
of the Report.
0%
Material Aspects
Report Content and Boundary 0% 20% 40% 60% 80% 100%
Ambuja launched a comprehensive stakeholder Business Priority

Preparation of the Report has been an in-house effort led by
engagement programme to facilitate good understanding
the Corporate Environment & Sustainability team, with
of the Company’s obligations to its stakeholders, consistent
responses collected and considered from the various
with its commitment to corporate responsibility, for the S. No. High Material Aspects 20 Selection and Characterization of AFR
departments/functions. This Report, including all its content,
preparation of the GRI G4 Report. It now has a platform 22 Energy Efficiency
is an outcome of the combined efforts of all respondents. Business Sustainability
for transparent communication and can identify and 23 Water Consumption
While we have taken due care to prepare a comprehensive,
address stakeholder interests. This is premised on the 2 Competition
transparent, and accurate Sustainability Report, we 24 GHG and Air Emissions
principle of ethical accountability; groups that can affect or 3 Technological Upgradation for Environmental
acknowledge that we might have missed certain topics that Regulations (capex) 25 Waste Management
be affected by the operational footprint of the business
are of relevance to our esteemed stakeholders. We welcome 4 Land Acquisition Social Sustainability
should be involved in decisions that may directly or
feedback and suggestions on such topics. 8 R&D and Innovation Management
indirectly affect them. 34 Training and Development of Employees
This Sustainability Report includes all Ambuja operations & 10 Regulatory Requirements & Compliance 36 Safety
GRI G4 guideline on the stakeholder engagement,
businesses that fall in the direct control of the Company. 12 Logistics and Distribution Cost 39 Value Added Services - Supplier, Dealer
G4: 24-27, was followed; the objective was issue-based,
All operations of Ambuja (not other subsidiaries/enties) Environment Sustainability 44 Customer Satisfaction
proactive and learning-oriented implementation.
within India are covered, including manufacturing plants 45 CSR
This helped achieve tangible results in alignment with the 19 Resource Availability (Limestone, Flyash,
with mines, bulk cement terminals (offshore activities), Sand, Additives)
Company’s targets. It was based on a well-defined closed
Corporate Office & Marketing Offices. The Company uses
loop approach that included engagement strategy
dry cement manufacturing process technology in five
development, stakeholder mapping, prioritisation, All material aspects are considered within the organisation; sustainability, irrespective of whether or not we have direct
integrated cement plants, eight grinding plants, 10 mines, the aspect boundary includes all Ambuja operations, but control over the issues.
preparation, implementation and an action plan whose
and five ports. not those of its subsidiaries, for which aspects are not
results were fed into a feedback loop. In agreement with the There are no restatements of information provided in
The aspect boundaries and content have been defined Ambuja Cements Limited group values, the principles of material. Aspects are not material outside of the
previous Reports. There are no mergers or acquisitions
using reporting principles prescribed in the GRI G4 completeness, responsiveness, transparency, collaboration, organisation. However, we acknowledge that we need to
or change of base years/periods, nature of business, or
focus on identified material issues and their impact across
guidelines. The Report excludes subsidiaries, JVs, inclusiveness, and integrity were adhered to. measurement methods. In terms of size of the Company,
our value chain to influence positive changes towards
there were no significant changes.
Ambuja Cement
13
Through the above approach, the following key business growth, their power to influence, the Company’s
Stakeholder Engagement stakeholders were identified: Senior Management; influence on them, stakeholder dependency, their potential
employees; investors; suppliers; contractors and for cooperation, and the probability of them posing a threat.
transporters; dealers; customers; community; regulatory Keeping these points in view, the assessment defined
bodies; policy makers; government and research institutes; stakeholders in order of importance. On the basis of their
and NGOs. Stakeholders were prioritised according to their interactions with Senior Management and their impact on
importance to the organisation. The major criteria for business activities, the stakeholders were prioritised
Shareholders
& Investors De prioritising the stakeholders were their criticality to the as follows:
ry Su ale
st ns
n du iatio pp rs
I c lie &
so rs
As
• Customers • Suppliers, contractors & transporters
• Investors • Dealers
uction
sionals
Custom
• Employees • Policymakers, government & research institutes
Constr
Profes
ers
• Community • NGOs
Approach to Stakeholder Engagement (Frequency by Type)
es
ye
Me
plo
d ia
Stakeholders Modes of Engagement Frequency
Gov Em Shareholders & Investors Annual General Meeting Annual

ern ity &
Reg ment & mun Investor Grievance Cell
u Com GOs
Aut latory N Board Meetings/Communications Annual Report
hori
ties
Dealers & Suppliers Grihalakshmi Conference Annual
Annual Meet
Marketing Meets
Channel Satisfaction Survey Once in two year
As Part of Its Mission, the Company Believes in Creating Basis for Identification and Prioritisation of Project Procure
Value for All its Stakeholders. Stakeholders
Customers *Customer Support Group Spread across the year
Ambuja’s mission is to create value for all its stakeholders. A collaborative process of research, debate, and discussion Comps, Warkshops, Seminars, Individual Site Visits
The Company tries its best to achieve these objectives. from multiple perspectives helped identify a key list of
Employees Employee Engagement Survey Once in two years
In over 25 years of our existence, we have engaged with stakeholders across the spectrum. The stakeholders were
Magazines - I CAN, I SIGHT Quarterly
a varied group of stakeholders at different levels to identified based on the three approaches:
Department specific e-newsletter, Departmental
understand their expectations and to make them partners in
• Peer companies’ stakeholders specific meets, Induction Annual
our journey towards sustainable development. We believe
that our stakeholders are our strong pillars of support at all • Relevant stakeholders for Ambuja Community & NGOs *ACF Social Engagement Scorecard Continuous process
times. It is for this reason that we have created dedicated Govemment & Regulatory Compliance to Laws Continuous process, legal
• Interactions with Senior Management
engagement vehicles for some stakeholder groups. Authorities Representations to proposed legislations audits spread across the year
Media Press Briefing / Invitation to Events As and when basis

Criteria for Stakeholder Mapping and Rating
Construction Professionals *Foundations: Ambuja Knowledge Initiative, Continuous process
Contribution Legitimacy Willingness Influence Necessity of Ambuja Technical Literature Series
to Engage Involvement
Industry Associations Committee meetings, sub-committee As and when basis
Does the stakeholder have How directly is the How keen is the What is the How critical is their telecons policy papers, delegation
information, counsel, or stakeholder affected stakeholder to stakeholder’s inclusion in the
* Dedicated vehicles of engagement
expertise on the issue that by the Company’s engage? sphere of engagement
could be helpful to activity? impact? process?
the Company?
Ambuja Cement
15
Through the above approach, the following key business growth, their power to influence, the Company’s
Stakeholder Engagement stakeholders were identified: Senior Management; influence on them, stakeholder dependency, their potential
employees; investors; suppliers; contractors and for cooperation, and the probability of them posing a threat.
transporters; dealers; customers; community; regulatory Keeping these points in view, the assessment defined
bodies; policy makers; government and research institutes; stakeholders in order of importance. On the basis of their
and NGOs. Stakeholders were prioritised according to their interactions with Senior Management and their impact on
importance to the organisation. The major criteria for business activities, the stakeholders were prioritised
Shareholders
& Investors De prioritising the stakeholders were their criticality to the as follows:
ry Su ale
st ns
n du iatio pp rs
I c lie &
so rs
As
• Customers • Suppliers, contractors & transporters
• Investors • Dealers
uction
sionals
Custom
• Employees • Policymakers, government & research institutes
Constr
Profes
ers
• Community • NGOs
Approach to Stakeholder Engagement (Frequency by Type)
es
ye
Me
plo
d ia
Stakeholders Modes of Engagement Frequency
Gov Em Shareholders & Investors Annual General Meeting Annual

ern ity &
Reg ment & mun Investor Grievance Cell
u Com GOs
Aut latory N Board Meetings/Communications Annual Report
hori
ties
Dealers & Suppliers Grihalakshmi Conference Annual
Annual Meet
Marketing Meets
Channel Satisfaction Survey Once in two year
As Part of Its Mission, the Company Believes in Creating Basis for Identification and Prioritisation of Project Procure
Value for All its Stakeholders. Stakeholders
Customers *Customer Support Group Spread across the year
Ambuja’s mission is to create value for all its stakeholders. A collaborative process of research, debate, and discussion Comps, Warkshops, Seminars, Individual Site Visits
The Company tries its best to achieve these objectives. from multiple perspectives helped identify a key list of
Employees Employee Engagement Survey Once in two years
In over 25 years of our existence, we have engaged with stakeholders across the spectrum. The stakeholders were
Magazines - I CAN, I SIGHT Quarterly
a varied group of stakeholders at different levels to identified based on the three approaches:
Department specific e-newsletter, Departmental
understand their expectations and to make them partners in
• Peer companies’ stakeholders specific meets, Induction Annual
our journey towards sustainable development. We believe
that our stakeholders are our strong pillars of support at all • Relevant stakeholders for Ambuja Community & NGOs *ACF Social Engagement Scorecard Continuous process
times. It is for this reason that we have created dedicated Govemment & Regulatory Compliance to Laws Continuous process, legal
• Interactions with Senior Management
engagement vehicles for some stakeholder groups. Authorities Representations to proposed legislations audits spread across the year
Media Press Briefing / Invitation to Events As and when basis

Criteria for Stakeholder Mapping and Rating
Construction Professionals *Foundations: Ambuja Knowledge Initiative, Continuous process
Contribution Legitimacy Willingness Influence Necessity of Ambuja Technical Literature Series
to Engage Involvement
Industry Associations Committee meetings, sub-committee As and when basis
Does the stakeholder have How directly is the How keen is the What is the How critical is their telecons policy papers, delegation
information, counsel, or stakeholder affected stakeholder to stakeholder’s inclusion in the
* Dedicated vehicles of engagement
expertise on the issue that by the Company’s engage? sphere of engagement
could be helpful to activity? impact? process?
the Company?
Ambuja Cement
15
Key topics and concerns raised by different stakeholder groups during the engagement process are presented in the following
Stakeholder Group Key Topics Short Description Ambuja’s Response
table. Our approach towards these issues is also presented here.
Employees
• R&D on new products plays an • Ambuja has been working on
important role in the sustainable increasing the use of alternative
Customer • Affordable product • They would prefer to purchase an Ambuja had built its brand through growth of the firm. fuels & materials, along with
affordable product based on best quality & affordable products. innovative cement products.
• Brand image
its brand image. In order to produce an affordable
• Customer satisfaction product and enhance customer Community • CSR • The community is satisfied with • Ambuja has started
• They would like to know how a
• Customer education satisfaction, Ambuja is working on current CSR practices and would Ambuja Cement Foundation (ACF),
product can be used in a better • Shared Value
low carbon cement and other like to see them continuing. which is independent on its
• Greenhouse gases manner to save resources and
innovative products that reduce • Sustainable mining commercial operations and caters
have less impact on • Shared value is another
energy and resources practices to the needs of the community
the environment. expectation from the community.
consumption. This will lead to
• Quality of supplier through CSR activities.
• Customers are satisfied at the affordable products, increased • Sustainable mining practices,
moment. However, keeping them products/services • Ambuja has started Skill &
customer satisfaction & enhance the water conservation and land
satisfied is a challenge with brand image. Thus, Ambuja ensures • Health and safety Entrepreneurship Development
reclamation are important for
new players entering the market. that all key issues are well- Institutes to promote
• Water consumption the community.
addressed. self-employment and create
• Relocation and • Health and safety are to be shared value.
Investors • Profitability • As there is more supply than • Ambuja is collaborating with rehabilitation promoted more.
• Water conservation projects,
demand, investors are different stakeholders for
• Demand generation land reclamation, and biodiversity
apprehensive about investing in promotion of innovative products
• Brand image action plans are in place.
the cement sector. such as blended cement,
• Land acquisition composite cement etc.
• Public advocacy on green cement
is the need of the hour. • Increased positive vibrations in the NGOs • CSR • CSR provides a social license to • Ambuja has been working
• Cost savings
Indian economy & new government run a business. Hence, for Ambuja, with many NGOs through
• Land acquisition is very important • Shared value
policies like Make in India CSR and shared value are vital to Ambuja Cement Foundation.
as investors need to know how • Health and safety of
and smart cities will increase grow sustainably. It has plans to expand its
production can increase the stakeholders
the demand for cement. outreach and needs the support
without land & material availability. • Health and safety of the employees
of NGOs to implement its
• Since long Ambuja has been & stakeholders are important as they
• Cost saving is important as it community engagement plans.
engaging with the community in are involved in transportation of raw
leads to optimum utilisation of the
& around its plants (& elsewhere). materials and produced cement.
existing resources.
Their faith in Ambuja should provide
a softer platform to acquire the
land for limestone. Suppliers • Supplier/vendor profitability • For suppliers, profitability is • Ambuja is following sustainable
important. procurement practices.
• Ambuja is already following • Brand and certification
innovative approaches such as of suppliers • They are happy with the Ambuja • An external agency is required
sea transportation to encourage brand. They believe that to foster robust sustainability
• Logistics and
cost savings. procurement standards followed practices at the suppliers’ end.
distribution costs
by Ambuja are very helpful to them
• Integrated procurement is being
Employees • Health and safety • Health and safety at work are • Various programmes to increase • Support provided to to improve their business & brand.
undertaken with partners.
important for employees. awareness & implementation suppliers to reduce their
• Manpower productivity
of safety are in place. Zero Harm • Transporters are concerned
• Employee productivity plays a vital risks as part of corporate • Transporters’ concerns are
• Cost savings is of top-most priority for Ambuja. about the idle time during the
role in enhancing business growth. sustainability regularly discussed.
lean season.
• Training & development • Ambuja’s target is to increase
• They feel that regulatory • Addressing supplier
• Regulatory compliance training hours per employee. grievances by Ambuja
compliance is getting stringent.
Further, Ambuja has training
• Technological • Lot of equipment needs to be programmes in place that will be
upgradation upgraded to ensure future conducted by external institutes to
• R&D and innovation environmental compliance. groom future leaders.
Ambuja Cement
17
Key topics and concerns raised by different stakeholder groups during the engagement process are presented in the following
table. Our approach towards these issues is also presented here.
Employees
• R&D on new products plays an • Ambuja has been working on
important role in the sustainable increasing the use of alternative
Customer • Affordable product • They would prefer to purchase an Ambuja had built its brand through growth of the firm. fuels & materials, along with
affordable product based on best quality & affordable products. innovative cement products.
• Brand image
its brand image. In order to produce an affordable
• Customer satisfaction product and enhance customer Community • CSR • The community is satisfied with • Ambuja has started
• They would like to know how a
• Customer education satisfaction, Ambuja is working on current CSR practices and would Ambuja Cement Foundation (ACF),
product can be used in a better • Shared Value
low carbon cement and other like to see them continuing. which is independent on its
• Greenhouse gases manner to save resources and
innovative products that reduce • Sustainable mining commercial operations and caters
have less impact on • Shared value is another
energy and resources practices to the needs of the community
the environment. expectation from the community.
consumption. This will lead to
• Quality of supplier through CSR activities.
• Customers are satisfied at the affordable products, increased • Sustainable mining practices,
moment. However, keeping them products/services • Ambuja has started Skill &
customer satisfaction & enhance the water conservation and land
satisfied is a challenge with brand image. Thus, Ambuja ensures • Health and safety Entrepreneurship Development
reclamation are important for
new players entering the market. that all key issues are well- Institutes to promote
• Water consumption the community.
addressed. self-employment and create
• Relocation and • Health and safety are to be shared value.
Investors • Profitability • As there is more supply than • Ambuja is collaborating with rehabilitation promoted more.
• Water conservation projects,
demand, investors are different stakeholders for
• Demand generation land reclamation, and biodiversity
apprehensive about investing in promotion of innovative products
• Brand image action plans are in place.
the cement sector. such as blended cement,
• Land acquisition composite cement etc.
• Public advocacy on green cement
is the need of the hour. • Increased positive vibrations in the NGOs • CSR • CSR provides a social license to • Ambuja has been working
• Cost savings
Indian economy & new government run a business. Hence, for Ambuja, with many NGOs through
• Land acquisition is very important • Shared value
policies like Make in India CSR and shared value are vital to Ambuja Cement Foundation.
as investors need to know how • Health and safety of
and smart cities will increase grow sustainably. It has plans to expand its
production can increase the stakeholders
the demand for cement. outreach and needs the support
without land & material availability. • Health and safety of the employees
of NGOs to implement its
• Since long Ambuja has been & stakeholders are important as they
• Cost saving is important as it community engagement plans.
engaging with the community in are involved in transportation of raw
leads to optimum utilisation of the
& around its plants (& elsewhere). materials and produced cement.
existing resources.
Their faith in Ambuja should provide
a softer platform to acquire the
land for limestone. Suppliers • Supplier/vendor profitability • For suppliers, profitability is • Ambuja is following sustainable
important. procurement practices.
• Ambuja is already following • Brand and certification
innovative approaches such as of suppliers • They are happy with the Ambuja • An external agency is required
sea transportation to encourage brand. They believe that to foster robust sustainability
• Logistics and
cost savings. procurement standards followed practices at the suppliers’ end.
distribution costs
by Ambuja are very helpful to them
• Integrated procurement is being
Employees • Health and safety • Health and safety at work are • Various programmes to increase • Support provided to to improve their business & brand.
undertaken with partners.
important for employees. awareness & implementation suppliers to reduce their
• Manpower productivity
of safety are in place. Zero Harm • Transporters are concerned
• Employee productivity plays a vital risks as part of corporate • Transporters’ concerns are
• Cost savings is of top-most priority for Ambuja. about the idle time during the
role in enhancing business growth. sustainability regularly discussed.
lean season.
• Training & development • Ambuja’s target is to increase
• They feel that regulatory • Addressing supplier
• Regulatory compliance training hours per employee. grievances by Ambuja
compliance is getting stringent.
Further, Ambuja has training
• Technological • Lot of equipment needs to be programmes in place that will be
upgradation upgraded to ensure future conducted by external institutes to
• R&D and innovation environmental compliance. groom future leaders.
Ambuja Cement
17
Stakeholder Group Key Topics Short Description Ambuja’s Response Key Impacts, Risks and Opportunities
Dealers • Brand image • Ambuja’s brand image matters a • Regular meetings happen
The Company perceives several risks in its operations that We have taken positive steps to respond to these risks and
lot to promote the product and to with dealers.
• Safety could impact its business. At Ambuja, it is our constant convert them into opportunities.
earn the customer’s trust. At the
• Ambuja’s Customer Support Group endeavour to see an opportunity in every risk.
• Suppliers’ & moment the Ambuja brand is good.
works in tandem with dealers and
dealers’ network However, the challenge is to
customers. It conducts regular
maintain it, considering the other Risks and/or Opportunities Ambuja’s Initiatives
• Customer satisfaction meetings with them to ensure
existing & new players in the future.
dealers and customers are Energy
• High level of customer satisfaction satisfied and their concerns We are constantly working towards reducing traditional
Energy is one of the major expense baskets in the cement
fosters the business. are addressed. energy consumption through measures such as use of
industry. Coal price escalation, stressed supplies and
faltering quality continue to remain a major area of concern. greener fuels and increasing the production of blended
Policy makers/ • Knowledge management • Policy makers felt that Ambuja is • Ambuja will relook at its cements. ‘Energy Activation across Regional Network’
Regulatory doing well in terms of sustainability knowledge management practices (EARN) is an in-house initiative that Ambuja has embarked
• Health and safety
agencies through its True Value project & and prepare a framework to upon, to build a lean energy culture across the Company.
• Product innovation other initiatives. Knowledge enhance the synergy between
• Regulatory requirements management across the different different functions to encourage

Company functions will help the efficiency of its operations. Water Availability
and compliance
run their operations more efficiently. Availability of water has become a significant risk area, Water conservation remains a key element of our
• Ambuja will upgrade its
• Product innovation that leads to environmental management considering the mounting pressure on the available water sustainability agenda. As in previous years, we have
resource efficiency is the need of and control systems to meet resources. Our operations require water for use in cooling, maintained our focus on water sustainability. Ambuja is
the hour. future compliance requirements. dust suppression, and domestic needs. committed to conserve & use water resources in a responsible
manner. All our plants track water withdrawal & consumption.
• Environmental norms are getting Rising concern for ready and continued water availability at
Plants send monthly Water Management Reports (WMRs) to
more & more stringent. Ambuja will manufacturing sites owing to unpredictable weather patterns,
Corporate Office for information & discussion in regional as
ensure that it meets all future coupled with increase in costs for water procurement, may
well as national executive committees of Top Management.
requirements, howsoever stringent. pose risks to our operations.
Thus, the Water KPI (key performance indicator) is used to
compare the performance of different plants with respect to
improvement over past performance.
Site Specific Impact Assessment (SSIA), conducted by involving the plant management team, employees, contract
ACF, obtains a systematic and comprehensive overview of workers, trade unions, truckers, community members, Mining
the plants’ impact at the local level and helps identify risks contractors, and local authorities. A proactive plan is made
Our operations include mining activities. The key challenges The Company extracts limestone from its captive mines.
and opportunities. The assessment is done through to mitigate these risks. SSIA captures the perceptions of all
associated with mining operations are land acquisition, These mines, being captive, allow better operational control
consultations with internal and external stakeholders. stakeholders at all sites and enables the Company to
mineral distribution, ground water table intersection, and from the quarry to the finished product, which supports
Interviews and focus group discussions are conducted, address potential risks.
mine rehabilitation. quality enhancement. It continues to adopt state-of-the-art
mining techniques with due regard to pollution control,
environment preservation, and safe mining. We employ the
best available technologies with minimal disturbance.
The technologies employed include surface miners which
cut limestone without blasting; and the latest controlled
blasting technique which allows mineral extraction with
minimal noise and vibration.
As a responsible company, Ambuja uses over land belt

conveyor (OLBC) systems for transportation of limestone
from the mine to the stockpile. Mine rehabilitation is an
important environmental aspect and the Company takes it
seriously. In order to prevent degradation of the mined out
areas, the Company has meticulous plans for their
rehabilitation and post mining use.
Ambuja Cement
19
Stakeholder Group Key Topics Short Description Ambuja’s Response Key Impacts, Risks and Opportunities
Dealers • Brand image • Ambuja’s brand image matters a • Regular meetings happen
The Company perceives several risks in its operations that We have taken positive steps to respond to these risks and
lot to promote the product and to with dealers.
• Safety could impact its business. At Ambuja, it is our constant convert them into opportunities.
earn the customer’s trust. At the
• Ambuja’s Customer Support Group endeavour to see an opportunity in every risk.
• Suppliers’ & moment the Ambuja brand is good.
works in tandem with dealers and
dealers’ network However, the challenge is to
customers. It conducts regular
maintain it, considering the other Risks and/or Opportunities Ambuja’s Initiatives
• Customer satisfaction meetings with them to ensure
existing & new players in the future.
dealers and customers are Energy
• High level of customer satisfaction satisfied and their concerns We are constantly working towards reducing traditional
Energy is one of the major expense baskets in the cement
fosters the business. are addressed. energy consumption through measures such as use of
industry. Coal price escalation, stressed supplies and
faltering quality continue to remain a major area of concern. greener fuels and increasing the production of blended
Policy makers/ • Knowledge management • Policy makers felt that Ambuja is • Ambuja will relook at its cements. ‘Energy Activation across Regional Network’
Regulatory doing well in terms of sustainability knowledge management practices (EARN) is an in-house initiative that Ambuja has embarked
• Health and safety
agencies through its True Value project & and prepare a framework to upon, to build a lean energy culture across the Company.
• Product innovation other initiatives. Knowledge enhance the synergy between
• Regulatory requirements management across the different different functions to encourage

Company functions will help the efficiency of its operations. Water Availability
and compliance
run their operations more efficiently. Availability of water has become a significant risk area, Water conservation remains a key element of our
• Ambuja will upgrade its
• Product innovation that leads to environmental management considering the mounting pressure on the available water sustainability agenda. As in previous years, we have
resource efficiency is the need of and control systems to meet resources. Our operations require water for use in cooling, maintained our focus on water sustainability. Ambuja is
the hour. future compliance requirements. dust suppression, and domestic needs. committed to conserve & use water resources in a responsible
manner. All our plants track water withdrawal & consumption.
• Environmental norms are getting Rising concern for ready and continued water availability at
Plants send monthly Water Management Reports (WMRs) to
more & more stringent. Ambuja will manufacturing sites owing to unpredictable weather patterns,
Corporate Office for information & discussion in regional as
ensure that it meets all future coupled with increase in costs for water procurement, may
well as national executive committees of Top Management.
requirements, howsoever stringent. pose risks to our operations.
Thus, the Water KPI (key performance indicator) is used to
compare the performance of different plants with respect to
improvement over past performance.
Site Specific Impact Assessment (SSIA), conducted by involving the plant management team, employees, contract
ACF, obtains a systematic and comprehensive overview of workers, trade unions, truckers, community members, Mining
the plants’ impact at the local level and helps identify risks contractors, and local authorities. A proactive plan is made
Our operations include mining activities. The key challenges The Company extracts limestone from its captive mines.
and opportunities. The assessment is done through to mitigate these risks. SSIA captures the perceptions of all
associated with mining operations are land acquisition, These mines, being captive, allow better operational control
consultations with internal and external stakeholders. stakeholders at all sites and enables the Company to
mineral distribution, ground water table intersection, and from the quarry to the finished product, which supports
Interviews and focus group discussions are conducted, address potential risks.
mine rehabilitation. quality enhancement. It continues to adopt state-of-the-art
mining techniques with due regard to pollution control,
environment preservation, and safe mining. We employ the
best available technologies with minimal disturbance.
The technologies employed include surface miners which
cut limestone without blasting; and the latest controlled
blasting technique which allows mineral extraction with
minimal noise and vibration.
As a responsible company, Ambuja uses over land belt

conveyor (OLBC) systems for transportation of limestone
from the mine to the stockpile. Mine rehabilitation is an
important environmental aspect and the Company takes it
seriously. In order to prevent degradation of the mined out
areas, the Company has meticulous plans for their
rehabilitation and post mining use.
Ambuja Cement
19
Risks and/or Opportunities Ambuja’s Initiatives Strategy of Business Risk/Opportunities Assessment & Management (BRM)
Climate change
The Risk Management Committee of the Ambuja Board are overlooked by other analytical and systems-driven
Being an energy intensive industry, climate change poses We continue to focus on the four levers in our operations to
lays down the procedures for risk assessment and approaches. A more holistic point of view assures sound
risks which are evident in our operations and their mitigation address the challenges of climate change. These are -
minimisation and the Board is responsible for framing, financial management, ethical corporate governance and
represents a key aspect of our sustainability strategy. • Reduction in clinker factor; implementing and monitoring the risk management plan of transparency with respect to information provided to
Potential risks emanating out of climate change include: the Company. The Committee reviewed the risk trend, employees and other stakeholders. Examples of emerging
• Improving thermal energy efficiency & process technology;
exposure and potential impact analysis carried out by the sustainability concerns for our industry include climate
• Exposure of our facilities around coastal regions to physical • Optimising fuel composition, including the use of Management. MD & CEO and CFO have confirmed that change, social justice, depletion of non-renewable resources,
risks. These include one of our large manufacturing wastes as fuel; and mitigation plans have been finalised and up to date, the brand damage (including boycotts), shareholder actions
facilities as well as a bulk cement terminal. Rising sea
• Waste heat recovery. owners have been identified and the progress of mitigation related to sustainability issues and disclosure of historic
levels can challenge the operations of our bulk cement
actions monitored. The Committee met once during the year. environmental liabilities. Sustainability risk management
terminals which are used to transport cement in bulk The international standard ISO 50001:2011 is also being
also requires the evaluation of many aspects of the entity’s
through the sea route. implemented to further strengthen our energy management The directors or the highest governance body of the
operations that are not part of the most current corporate
system. Our Rabriyawas, MCW & Darlaghat integrated Company also engage with the risk management process
The Company also has two large manufacturing facilities programmes. Examples include energy consumption,
plants have obtained certification. We have also been able through bodies like the Risk Management Committee, CSR
in water scarce regions. Water availability issues in these emissions of greenhouse gases, water use, waste
to reduce our specific net carbon footprint by almost 28% in Committee & Compliance Committee. Ambuja has a well
regions due to climate change may put plant operations generation/ consumption, AFR etc. At Ambuja, we address
2014 compared to 1990 levels. Currently we are monitoring embedded business risk management (BRM) process for
at risk. many aspects of sustainability, as it improves business
and reporting GHG emissions through the WBCSD CSI identifying risks and opportunities at corporate as well as
efficiency and boosts profits. Efficient productivity includes
Initiative CO2 Emissions Inventory. We have continued operational levels. The overall objective is to improve
reduced material requirements, reduced energy for
to focus on production of fly ash based PPC as our awareness of the Company’s risk exposure and manage it
production, lowering of toxic gas emission, improving
major product. appropriately. Materiality reviews are conducted in
recyclability, improving the durability & reliability of
conjunction with the annual business planning cycle. BRM
products, and maximising the use of renewable resources.
Logistics includes assessment of social, economic, and
Implementation of a sustainability programme starts with an
environmental risks. Risk assessment and Management
Increasing logistics expense is another area of concern for The industry has witnessed a rise in the movement of understanding of corporate and regional principles and
policy support sustainable business modules for increased
the industry. One of the major costs is the distribution cost. cement through the sea route to optimise distribution costs. values. The fundamental values that unify an entity’s actions
profitability. Our risk management approach incorporates
Ambuja is continuously working towards strengthening its are its way of thinking and its people; these are derived from
sustainability; it provides Management with useful data to
costal distribution network, while at the same time trying where the Company has been, where it is today and its
identify emerging issues and develope new and better
to bring down distribution and logistics costs. In 2014, quest to continue delivering value into the future. The first
products and processes. These help protect the Company’s
around 24% of our dispatch (including exports) was step towards implementation is risks/opportunities
reputation and improve shareholder value. Sustainability
via sea. assessment, where all the possible risks/opportunities are
gives us an opportunity to look at risks in a broader rather
identified and then mapped. The next step is prioritising the
than a traditional risk management framework; this entails
Local Communities risks/opportunities and formulation of action plans which then
looking beyond economic, strategic, and operational factors
take form of projects. One such example is the ongoing
The Company has manufacturing sites in rural areas of the Ambuja Cement Foundation has institutionalised the process and including social and environmental considerations;
‘Geocycle’ Project.
country. The rural communities face widespread income of community engagement over the years. The Community sustainability allows corporations to consider emerging risk
inequalities, which are often a source of discontent and Advisory Panel established in locations comprises Company areas and to look for opportunities presented by risks that
social unrest. and community leaders. It is a platform to discuss issues
faced by the community and achieve a consensus to Ambuja’s Strategy House forms the basis for the Business Risk Management Process
The communities therefore have high aspirations from the
implement programmes for them. All programmes are
Company. In addition, there are changes in society owing to
rigorously monitored through the Social Engagement
the large inflow of migrant population, truck force in the area Goal
Scorecard which maintains a score on activities and Creation of Value
etc. Contented communities help in the smooth running of
programmes of the Foundation through detailed group
the business. Local
discussions and interviews with community representatives. Geographic
Strategy Product Focus Management
Diversification
Global Standards
Sustainable Better Permanent Human Corporate

Environmental Cost Marketing Resources Social
Mindsets Performance Management Innovation Excellence Responsibility
SEP BCM PMI HRE CSR
Base People
Ambuja Cement
21
Risks and/or Opportunities Ambuja’s Initiatives Strategy of Business Risk/Opportunities Assessment & Management (BRM)
Climate change
The Risk Management Committee of the Ambuja Board are overlooked by other analytical and systems-driven
Being an energy intensive industry, climate change poses We continue to focus on the four levers in our operations to
lays down the procedures for risk assessment and approaches. A more holistic point of view assures sound
risks which are evident in our operations and their mitigation address the challenges of climate change. These are -
minimisation and the Board is responsible for framing, financial management, ethical corporate governance and
represents a key aspect of our sustainability strategy. • Reduction in clinker factor; implementing and monitoring the risk management plan of transparency with respect to information provided to
Potential risks emanating out of climate change include: the Company. The Committee reviewed the risk trend, employees and other stakeholders. Examples of emerging
• Improving thermal energy efficiency & process technology;
exposure and potential impact analysis carried out by the sustainability concerns for our industry include climate
• Exposure of our facilities around coastal regions to physical • Optimising fuel composition, including the use of Management. MD & CEO and CFO have confirmed that change, social justice, depletion of non-renewable resources,
risks. These include one of our large manufacturing wastes as fuel; and mitigation plans have been finalised and up to date, the brand damage (including boycotts), shareholder actions
facilities as well as a bulk cement terminal. Rising sea
• Waste heat recovery. owners have been identified and the progress of mitigation related to sustainability issues and disclosure of historic
levels can challenge the operations of our bulk cement
actions monitored. The Committee met once during the year. environmental liabilities. Sustainability risk management
terminals which are used to transport cement in bulk The international standard ISO 50001:2011 is also being
also requires the evaluation of many aspects of the entity’s
through the sea route. implemented to further strengthen our energy management The directors or the highest governance body of the
operations that are not part of the most current corporate
system. Our Rabriyawas, MCW & Darlaghat integrated Company also engage with the risk management process
The Company also has two large manufacturing facilities programmes. Examples include energy consumption,
plants have obtained certification. We have also been able through bodies like the Risk Management Committee, CSR
in water scarce regions. Water availability issues in these emissions of greenhouse gases, water use, waste
to reduce our specific net carbon footprint by almost 28% in Committee & Compliance Committee. Ambuja has a well
regions due to climate change may put plant operations generation/ consumption, AFR etc. At Ambuja, we address
2014 compared to 1990 levels. Currently we are monitoring embedded business risk management (BRM) process for
at risk. many aspects of sustainability, as it improves business
and reporting GHG emissions through the WBCSD CSI identifying risks and opportunities at corporate as well as
efficiency and boosts profits. Efficient productivity includes
Initiative CO2 Emissions Inventory. We have continued operational levels. The overall objective is to improve
reduced material requirements, reduced energy for
to focus on production of fly ash based PPC as our awareness of the Company’s risk exposure and manage it
production, lowering of toxic gas emission, improving
major product. appropriately. Materiality reviews are conducted in
recyclability, improving the durability & reliability of
conjunction with the annual business planning cycle. BRM
products, and maximising the use of renewable resources.
Logistics includes assessment of social, economic, and
Implementation of a sustainability programme starts with an
environmental risks. Risk assessment and Management
Increasing logistics expense is another area of concern for The industry has witnessed a rise in the movement of understanding of corporate and regional principles and
policy support sustainable business modules for increased
the industry. One of the major costs is the distribution cost. cement through the sea route to optimise distribution costs. values. The fundamental values that unify an entity’s actions
profitability. Our risk management approach incorporates
Ambuja is continuously working towards strengthening its are its way of thinking and its people; these are derived from
sustainability; it provides Management with useful data to
costal distribution network, while at the same time trying where the Company has been, where it is today and its
identify emerging issues and develope new and better
to bring down distribution and logistics costs. In 2014, quest to continue delivering value into the future. The first
products and processes. These help protect the Company’s
around 24% of our dispatch (including exports) was step towards implementation is risks/opportunities
reputation and improve shareholder value. Sustainability
via sea. assessment, where all the possible risks/opportunities are
gives us an opportunity to look at risks in a broader rather
identified and then mapped. The next step is prioritising the
than a traditional risk management framework; this entails
Local Communities risks/opportunities and formulation of action plans which then
looking beyond economic, strategic, and operational factors
take form of projects. One such example is the ongoing
The Company has manufacturing sites in rural areas of the Ambuja Cement Foundation has institutionalised the process and including social and environmental considerations;
‘Geocycle’ Project.
country. The rural communities face widespread income of community engagement over the years. The Community sustainability allows corporations to consider emerging risk
inequalities, which are often a source of discontent and Advisory Panel established in locations comprises Company areas and to look for opportunities presented by risks that
social unrest. and community leaders. It is a platform to discuss issues
faced by the community and achieve a consensus to Ambuja’s Strategy House forms the basis for the Business Risk Management Process
The communities therefore have high aspirations from the
implement programmes for them. All programmes are
Company. In addition, there are changes in society owing to
rigorously monitored through the Social Engagement
the large inflow of migrant population, truck force in the area Goal
Scorecard which maintains a score on activities and Creation of Value
etc. Contented communities help in the smooth running of
programmes of the Foundation through detailed group
the business. Local
discussions and interviews with community representatives. Geographic
Strategy Product Focus Management
Diversification
Global Standards
Sustainable Better Permanent Human Corporate

Environmental Cost Marketing Resources Social
Mindsets Performance Management Innovation Excellence Responsibility
SEP BCM PMI HRE CSR
Base People
Ambuja Cement
21
Corporate Governance GOVERNANCE BODIES: Age and Gender Distribution
LEVEL Male Female Under 30 30-50 OVER 50 Total

Company’s Philosophy on Corporate Governance expansions, and implementation and monitoring of
CSR activities. Board of Directors 10 1 0 2 9 11
At Ambuja Cement, corporate governance has been an
integral part of the way we have been doing our business (III) Executive Management - The entire business, Executive Committee 4 1 0 1 4 5
since its inception. We believe that good corporate including the support services, is managed with For more information, please refer to Ambuja Cements’ Annual Financial Report, 2014 (http://www.ambujacement.com/investor-relations/annual-reports/)
governance emerges from the application of the best clearly demarcated responsibilities and authorities at
management practices and compliance with laws, coupled different levels. With the Companies Act, 2013 coming into force, the Board Board Committees
with adherence to the highest standards of transparency appointed all the existing independent directors as
A. Executive Committee (ExCo) comprises the The following committees have been formed with specific
and business ethics. These main drivers, together with the independent directors until 31st March, 2019, under
Managing Director (MD), & Chief Executive Officer objectives for controlling various operations within the system:
Company’s ongoing contributions to the local communities section 149 of the Act. The independent directors have
(CEO), the Business Heads and a few Corporate Audit Committee
through meaningful corporate social responsibility submitted the Declaration of Independence, as required
Functional Heads. This is a brain storming committee
initiatives, will play a pivotal role in fulfilling our vision to be pursuant to section 149 (7) of the Act, stating that they
where all important business issues are discussed and The Audit Committee comprises of all non-executive
the most sustainable and competitive company in our meet the criteria of independence as provided in
decisions taken. The Committee reviews and monitors directors. Majority of them, including the Chairman, are
industry, and our mission to create value for all our sub-section (6). Directors are appointed or re-appointed
monthly performances, addresses challenges faced by independent directors. The terms of reference of this
stakeholders. The Company places great emphasis on with the approval of the shareholders and shall remain in
the business, draws strategies and policies and keeps Committee broadly include (i) approval of the annual
values such as the empowerment and integrity of its office in accordance with the retirement policy as laid down
internal audit plan, (ii) review of financial reporting
the Board informed about important developments that by the Board from time to time. The Managing Director, and
employees; safety of the employees and the communities systems, (iii) review of internal control systems, (iv)
have bearing on the operational and financial all the non-executive directors are liable to retire by
surrounding our plants; transparency in the decision discussions on quarterly, half yearly, and annual financial
performance of the Company. rotation, unless otherwise specifically approved by the
making process; fair and ethical dealings; a pollution-free results, (v) interaction with statutory, internal & cost
environment; and last, but not the least, accountability to all B. Managing Director and Chief Executive Officer shareholders. The non-executive directors including
auditors, (vi) recommendation for appointment of statutory
is responsible for the entire operations of all the regions, independent directors on the Board are experienced,
its stakeholders. These practices are being followed since & cost auditors and their remuneration, and (vii) the risk
business strategies, project execution, overall competent and highly renowned persons from their
its inception and have contributed to the Company’s management framework concerning the critical operations
performance and growth, achieving the Company’s respective fields. They take active part in the Board and
sustained growth. The Company also believes that its of the Company.
vision and mission, mergers and acquisitions, significant Committee meetings and play a critical role in strategic
operations should ensure that precious natural resources
issues. This enhances transparency and adds value in the Compliance Committee
are utilised in a manner that contributes to the; ‘triple policy decisions and all critical issues that have
decision making process of the Board of Directors.
bottom line’. significant business & financial implications. He With the rapid growth of business and its complexities
provides strategic direction, policy guidelines and On appointment, the concerned director is issued a letter coupled with increasing regulatory compliances, the
The Governance Structure support to the Executive Committee members and other of appointment, setting out in detail the terms of Board felt it necessary to have ‘zero non-compliance’
functional heads. He also ensures implementation of the appointment, duties, responsibilities, and expected time regimes for sustainable business operations. With this
Ambuja’s governance structure is based on the principles
decisions of the Board of Directors and its various commitment. Each newly appointed independent director object, a structured mechanism for ensuring full
of freedom, within a given framework, to the Executive
committees. He reports to the Board of Directors. is taken through a formal induction programme including a compliance of various statutes, rules & regulations was put
Management to ensure that the powers wasted in it are
presentation from the MD & CEO on the Company’s in place and a separate committee of directors called the
exercised with due care and responsibility to meet the ‘Compliance Committee’ constituted. It comprises three
Board Composition manufacturing, marketing, finance, and other important
expectations of all stakeholders. In line with these independent directors, two non-independent directors, and
aspects. The Company Secretary briefs the director about
principles, the Company has formed three tiers of its The Board of Directors has a very balanced structure,
his/her legal and regulatory responsibilities. The induction the Managing Director. The Chairman of the Committee
corporate governance structure: which primarily takes care of the business needs and
for independent directors includes interactive sessions with is an independent director.
stakeholders’ interests. The composition of the Board
(I) The Board of Directors - The primary role of the Executive Committee members, business and functional
Corporate Social Responsibility (CSR) Committee
also complies with the provisions of the Companies Act,
Board is to protect the interests of and enhance value heads, visit to the manufacturing sites, etc. On matters of
1956, and the Listing Agreement. At the end of corporate The CSR Committee is mandated under section 135 of
for all the stakeholders. It conducts overall strategic specialised nature, the Company engages outside
financial year 2014, the total Board strength was the Companies Act, 2013. The Committee is headed by the
supervision and control by setting goals & targets, experts/consultants for presentation and discussion with
as follows: Board Chairman. Other members include two independent
policies, reporting mechanisms & accountability, the Board members.
directors and two non-independent directors including
and agreeing on the decision making processes In compliance with the Companies Act, 2013 and
the MD & CEO. The ToRs of the Committee are as follows:-
to be followed. Independent directors 5
Clause 49 of the Listing Agreement, the performance
Non-independent directors- 5 evaluation of the Board was carried out during the year. • To frame the CSR Policy and review it from time to time.
(II) Committees of Directors - Committees such as the
non-executive (including Chairman)
Audit Committee, Compliance Committee, Capex More details can be found in Ambuja Cements‘ Annual • To ensure effective implementation & monitoring of CSR
Non-independent and executive (MD & CEO) 1 Report 2014. (http://www.ambujacement.com/investor-
Committee and CSR Committee are focused on financial activities as per the approved policy, plans, & budget.
reporting, audit & internal controls, compliance issues, Total strength 11 relations/annual-reports/).
• To ensure compliance with the laws, rules and
critical assessment & review of large capacity
Ambuja Cement
23
Corporate Governance GOVERNANCE BODIES: Age and Gender Distribution
LEVEL Male Female Under 30 30-50 OVER 50 Total

Company’s Philosophy on Corporate Governance expansions, and implementation and monitoring of
CSR activities. Board of Directors 10 1 0 2 9 11
At Ambuja Cement, corporate governance has been an
integral part of the way we have been doing our business (III) Executive Management - The entire business, Executive Committee 4 1 0 1 4 5
since its inception. We believe that good corporate including the support services, is managed with For more information, please refer to Ambuja Cements’ Annual Financial Report, 2014 (http://www.ambujacement.com/investor-relations/annual-reports/)
governance emerges from the application of the best clearly demarcated responsibilities and authorities at
management practices and compliance with laws, coupled different levels. With the Companies Act, 2013 coming into force, the Board Board Committees
with adherence to the highest standards of transparency appointed all the existing independent directors as
A. Executive Committee (ExCo) comprises the The following committees have been formed with specific
and business ethics. These main drivers, together with the independent directors until 31st March, 2019, under
Managing Director (MD), & Chief Executive Officer objectives for controlling various operations within the system:
Company’s ongoing contributions to the local communities section 149 of the Act. The independent directors have
(CEO), the Business Heads and a few Corporate Audit Committee
through meaningful corporate social responsibility submitted the Declaration of Independence, as required
Functional Heads. This is a brain storming committee
initiatives, will play a pivotal role in fulfilling our vision to be pursuant to section 149 (7) of the Act, stating that they
where all important business issues are discussed and The Audit Committee comprises of all non-executive
the most sustainable and competitive company in our meet the criteria of independence as provided in
decisions taken. The Committee reviews and monitors directors. Majority of them, including the Chairman, are
industry, and our mission to create value for all our sub-section (6). Directors are appointed or re-appointed
monthly performances, addresses challenges faced by independent directors. The terms of reference of this
stakeholders. The Company places great emphasis on with the approval of the shareholders and shall remain in
the business, draws strategies and policies and keeps Committee broadly include (i) approval of the annual
values such as the empowerment and integrity of its office in accordance with the retirement policy as laid down
internal audit plan, (ii) review of financial reporting
the Board informed about important developments that by the Board from time to time. The Managing Director, and
employees; safety of the employees and the communities systems, (iii) review of internal control systems, (iv)
have bearing on the operational and financial all the non-executive directors are liable to retire by
surrounding our plants; transparency in the decision discussions on quarterly, half yearly, and annual financial
performance of the Company. rotation, unless otherwise specifically approved by the
making process; fair and ethical dealings; a pollution-free results, (v) interaction with statutory, internal & cost
environment; and last, but not the least, accountability to all B. Managing Director and Chief Executive Officer shareholders. The non-executive directors including
auditors, (vi) recommendation for appointment of statutory
is responsible for the entire operations of all the regions, independent directors on the Board are experienced,
its stakeholders. These practices are being followed since & cost auditors and their remuneration, and (vii) the risk
business strategies, project execution, overall competent and highly renowned persons from their
its inception and have contributed to the Company’s management framework concerning the critical operations
performance and growth, achieving the Company’s respective fields. They take active part in the Board and
sustained growth. The Company also believes that its of the Company.
vision and mission, mergers and acquisitions, significant Committee meetings and play a critical role in strategic
operations should ensure that precious natural resources
issues. This enhances transparency and adds value in the Compliance Committee
are utilised in a manner that contributes to the; ‘triple policy decisions and all critical issues that have
decision making process of the Board of Directors.
bottom line’. significant business & financial implications. He With the rapid growth of business and its complexities
provides strategic direction, policy guidelines and On appointment, the concerned director is issued a letter coupled with increasing regulatory compliances, the
The Governance Structure support to the Executive Committee members and other of appointment, setting out in detail the terms of Board felt it necessary to have ‘zero non-compliance’
functional heads. He also ensures implementation of the appointment, duties, responsibilities, and expected time regimes for sustainable business operations. With this
Ambuja’s governance structure is based on the principles
decisions of the Board of Directors and its various commitment. Each newly appointed independent director object, a structured mechanism for ensuring full
of freedom, within a given framework, to the Executive
committees. He reports to the Board of Directors. is taken through a formal induction programme including a compliance of various statutes, rules & regulations was put
Management to ensure that the powers wasted in it are
presentation from the MD & CEO on the Company’s in place and a separate committee of directors called the
exercised with due care and responsibility to meet the ‘Compliance Committee’ constituted. It comprises three
Board Composition manufacturing, marketing, finance, and other important
expectations of all stakeholders. In line with these independent directors, two non-independent directors, and
aspects. The Company Secretary briefs the director about
principles, the Company has formed three tiers of its The Board of Directors has a very balanced structure,
his/her legal and regulatory responsibilities. The induction the Managing Director. The Chairman of the Committee
corporate governance structure: which primarily takes care of the business needs and
for independent directors includes interactive sessions with is an independent director.
stakeholders’ interests. The composition of the Board
(I) The Board of Directors - The primary role of the Executive Committee members, business and functional
Corporate Social Responsibility (CSR) Committee
also complies with the provisions of the Companies Act,
Board is to protect the interests of and enhance value heads, visit to the manufacturing sites, etc. On matters of
1956, and the Listing Agreement. At the end of corporate The CSR Committee is mandated under section 135 of
for all the stakeholders. It conducts overall strategic specialised nature, the Company engages outside
financial year 2014, the total Board strength was the Companies Act, 2013. The Committee is headed by the
supervision and control by setting goals & targets, experts/consultants for presentation and discussion with
as follows: Board Chairman. Other members include two independent
policies, reporting mechanisms & accountability, the Board members.
directors and two non-independent directors including
and agreeing on the decision making processes In compliance with the Companies Act, 2013 and
the MD & CEO. The ToRs of the Committee are as follows:-
to be followed. Independent directors 5
Clause 49 of the Listing Agreement, the performance
Non-independent directors- 5 evaluation of the Board was carried out during the year. • To frame the CSR Policy and review it from time to time.
(II) Committees of Directors - Committees such as the
non-executive (including Chairman)
Audit Committee, Compliance Committee, Capex More details can be found in Ambuja Cements‘ Annual • To ensure effective implementation & monitoring of CSR
Non-independent and executive (MD & CEO) 1 Report 2014. (http://www.ambujacement.com/investor-
Committee and CSR Committee are focused on financial activities as per the approved policy, plans, & budget.
reporting, audit & internal controls, compliance issues, Total strength 11 relations/annual-reports/).
• To ensure compliance with the laws, rules and
critical assessment & review of large capacity
Ambuja Cement
23
regulations governing CSR, and to report periodically Corporate Sustainability Steering Committee (CSSC) supported by a certificate from the MD & CEO, and the comprehensive Fraud Risk Management (FRM) Policy, akin
to the Board of Directors. CFO. The Related Party Transactions Policy as approved to a vigil mechanism or the Whistleblower Policy has been
The CSSC monitors the sustainability endeavours of the
by the Board can be viewed on http://www.ambujacement.com/ laid down. More details about the FRM Policy are given in the
ACF makes consultation with community stakeholders. Company at the corporate level. The CSSC comprises
wp- content/uploads/2014/11/ Related_Party_Policy_ Corporate Governance Report, which forms part of the
MD & CEO as well as Director, ACF appraise different three permanent members from the MD’s office, who are
30.10.2014 _1_.pdf. Annual Report.
aspects on consultation outcome to the highest Head (Environment & Sustainability) - (the convener),
Details of transactions with related parties are provided in
governance body through CSR committee. Head (CSR), and Senior Vice President (Business and In furtherance to the Company’s philosophy of conducting
the accompanying financial statements.
Technical Coordination). In addition to this, corporate business in an honest, transparent and ethical manner, the
Stakeholders Relationship Committee (Share Allotment
functional heads are invited depending on the topics of Board has laid down Anti-Bribery and Corruption
and Investors’ Grievance Committee) Remuneration and Incentives
discussion. The CSSC reports to MD & CEO. This Directives (ABCD) as part of the Company’s Code of
Nomination and Remuneration Committee (formerly Committee also reviews and approves Ambuja’s The Company has a Remuneration Policy (available in Business Conduct and Ethics. As a company, we take a
Compensation and Remuneration Committee) Sustainability Report and ensures that all material aspects Annual Report 2014) for directors and senior management zero-tolerance approach to bribery and corruption and are
are covered. CSSC also connects with Unit Sustainability employees. The policy is approved by the Nomination & committed to act professionally and fairly in all our
The Company follows a policy on remuneration of directors
Steering Committee (USSC) at each plant location. Remuneration Committee and the Board. The remuneration business dealings. To spread awareness about the
and senior management employees (available in the
of the MD & CEO is based on the Company’s size, industry Company’s commitment to conduct business
Annual Report). The policy is approved by the Nomination
Ambuja requires that business decisions are made in the practice, current trend, and the overall performance of the professionally, fairly and free from bribery and corruption,
& Remuneration Committee and the Board. More information
best interests of the Company, and not based on personal Company. The Nomination and Remuneration Committee training and awareness workshops were held for select
provided in the Ambuja Annual Financial Report 2014.
interests. A conflict of interest may arise when personal submits its recommendation to the Board, which after due vendors based on their risk profile and business
Risk Management Committee interests interfere, or may be perceived as interfering, with consideration approves the remuneration (which also relationship with the Company. The above policies and
the ability to perform effectively and fairly. Anyone engaged includes annual increments and performance bonus) their implementation are closely monitored by the Audit
This Committee of the Board lays down the procedures to
with Ambuja is required to avoid any relationship or activity payable to the MD & CEO within the overall limits and Compliance Committees of the directors and
inform the Board about the risk assessment and
that might impair, or even appear to impair our ability to prescribed under the Companies Act, 1956. Approval of periodically reviewed by the Board.
minimisation procedures. The Board is responsible for
make objective and fair decisions on behalf of the the shareholders is obtained wherever required. The
framing, implementing, and monitoring the risk The Company believes in ‘zero tolerance’ towards bribery
Company. When such relationships or activities cannot be non-executive directors are paid applicable sitting fees per
management plan of the Company. The Committee and corruption in any form. In keeping with our governance
avoided, it must be disclosed promptly to local Compliance meeting for attending Board and other Committee
reviewed the risk trend, exposure and potential impact philosophy of doing business in the most ethical and
Officer. In addition, one is required to similarly disclose any meetings except Share Transfer Committee meetings, for
analysis carried out by the Management. The Committee transparent manner, the Company has laid down the
personal interest that could be perceived as having a which no sitting fees are paid. In addition to the sitting fees,
got confirmation from MD & CEO, and CFO that mitigation Anti-Bribery and Corruption Directives which forms part of
connection with the execution of professional duties. the Company also pays a commission to the non-executive
plans and actions are monitored and up to date, and the Code of Conduct and Business Ethics. The policy
Ambuja or Holcim property or information is not to be used directors for their overall engagement and contribution to
owners identified. The Committee met once in the year. relating to ethics, bribery and corruption covers the
for personal gain or to derive personal advantage of any the Company’s business. The commission is paid on a
uniform basis to reinforce the principle of collective directors and employees of the Company. The
Other Committees of Directors opportunity that may arise in the course of our work.
responsibility. Considering the accountability and the Whistleblower Policy covers directors, employees,
In addition to the above Committees which are mandatory All related party transactions are entered into on an arm's vendors and customers. The Fraud Risk Management
complexities of issues handled by the Audit and
under the Companies Act, the Listing Agreement and SEBI length basis and are in compliance with the applicable Committee received 41 complaints during the year 2014.
Compliance Committees respectively, the Company has
Guidelines, the Board of Directors has constituted the provisions of the Companies Act, 2013 and the Listing The Committee reviewed every complaint on its merits
provided additional commission for each non-executive
Capex Committee, Management Committee, and Share Agreement. There are no materially significant related party and took suitable action including detailed investigation
member director of the Audit Committee and Compliance
Transfer Committee to look into various business matters. transactions made by the Company with promoters, and disciplinary action. Thirty seven out of 41 complaints
Committee. The maximum commission payable to each
directors or key managerial personnel which may be in non-executive director has however been capped. None of were resolved, & the remaining are being resolved.
Although Ambuja has not appointed dedicated executive-
potential conflict with the interest of the Company at large. the directors holds any convertible instruments. Appointment The action ranges from preventive to punitive action,
level positions to report directly to the highest governance
During the year, the Board reviewed the Technology and of the MD is governed by a service contract for a period of including transfer and termination of services of
body regarding economic, environmental, and social
Know-how (TKH) Agreement and decided that the rate of five years and a notice period of three months. employees for fraud & misconduct; and termination of
concerns, these issues are addressed through the CSR
TKH fees be maintained at one per cent of the net sales contracts of vendors for indulging in fraudulent practices.
Committee of the Board, CSSC, Chief Corporate Services
of the Company for the next three years commencing
Officer (a new position w.e.f January, 2015), Head (CSR) Values, Ethics, and Integrity There were no public legal cases regarding corruption
1 January, 2015. This disclosure has been made as a brought against the organisation or its employees during
and Head (Environment & Sustainability). MD & CEO is the
matter of prudence. All related party transactions are Managing the Risks of Fraud, Corruption, and Unethical
liaison between the Ambuja Board or the CSR Committee the reporting period. As part of continuous education on
presented to the Audit Committee and the Board. Business Practices
and the CSSC. MD & CEO is supported by Head (CSR), ABCD to the employees, mandatory on-line training
Omnibus approval is obtained for transactions that are A fraud-free and corruption-free work culture is core to the through a web-based application tool was undertaken by
Head (Environment & Sustainability) and other relevant
foreseen and repetitive in nature. A statement of all related Company’s operations. In view of the potential risk of fraud approximately 4,000 employees during 2014.
functional heads in taking forward the Company’s sustainability
party transactions is presented before the Audit Committee and corruption due to therapid growth and geographical
performance. ACF consults with different communities and The total monetary value of financial & in-kind political
on a quarterly basis, specifying the nature, value, and spread of our operations, the Company has laid great
also addresses site-specific impact assessments. contributions made directly & indirectly by Ambuja was zero.
terms and conditions of the transactions. The statement is emphasis on addressing this risk. To meet this objective, a
Ambuja Cement
25
regulations governing CSR, and to report periodically Corporate Sustainability Steering Committee (CSSC) supported by a certificate from the MD & CEO, and the comprehensive Fraud Risk Management (FRM) Policy, akin
to the Board of Directors. CFO. The Related Party Transactions Policy as approved to a vigil mechanism or the Whistleblower Policy has been
The CSSC monitors the sustainability endeavours of the
by the Board can be viewed on http://www.ambujacement.com/ laid down. More details about the FRM Policy are given in the
ACF makes consultation with community stakeholders. Company at the corporate level. The CSSC comprises
wp- content/uploads/2014/11/ Related_Party_Policy_ Corporate Governance Report, which forms part of the
MD & CEO as well as Director, ACF appraise different three permanent members from the MD’s office, who are
30.10.2014 _1_.pdf. Annual Report.
aspects on consultation outcome to the highest Head (Environment & Sustainability) - (the convener),
Details of transactions with related parties are provided in
governance body through CSR committee. Head (CSR), and Senior Vice President (Business and In furtherance to the Company’s philosophy of conducting
the accompanying financial statements.
Technical Coordination). In addition to this, corporate business in an honest, transparent and ethical manner, the
Stakeholders Relationship Committee (Share Allotment
functional heads are invited depending on the topics of Board has laid down Anti-Bribery and Corruption
and Investors’ Grievance Committee) Remuneration and Incentives
discussion. The CSSC reports to MD & CEO. This Directives (ABCD) as part of the Company’s Code of
Nomination and Remuneration Committee (formerly Committee also reviews and approves Ambuja’s The Company has a Remuneration Policy (available in Business Conduct and Ethics. As a company, we take a
Compensation and Remuneration Committee) Sustainability Report and ensures that all material aspects Annual Report 2014) for directors and senior management zero-tolerance approach to bribery and corruption and are
are covered. CSSC also connects with Unit Sustainability employees. The policy is approved by the Nomination & committed to act professionally and fairly in all our
The Company follows a policy on remuneration of directors
Steering Committee (USSC) at each plant location. Remuneration Committee and the Board. The remuneration business dealings. To spread awareness about the
and senior management employees (available in the
of the MD & CEO is based on the Company’s size, industry Company’s commitment to conduct business
Annual Report). The policy is approved by the Nomination
Ambuja requires that business decisions are made in the practice, current trend, and the overall performance of the professionally, fairly and free from bribery and corruption,
& Remuneration Committee and the Board. More information
best interests of the Company, and not based on personal Company. The Nomination and Remuneration Committee training and awareness workshops were held for select
provided in the Ambuja Annual Financial Report 2014.
interests. A conflict of interest may arise when personal submits its recommendation to the Board, which after due vendors based on their risk profile and business
Risk Management Committee interests interfere, or may be perceived as interfering, with consideration approves the remuneration (which also relationship with the Company. The above policies and
the ability to perform effectively and fairly. Anyone engaged includes annual increments and performance bonus) their implementation are closely monitored by the Audit
This Committee of the Board lays down the procedures to
with Ambuja is required to avoid any relationship or activity payable to the MD & CEO within the overall limits and Compliance Committees of the directors and
inform the Board about the risk assessment and
that might impair, or even appear to impair our ability to prescribed under the Companies Act, 1956. Approval of periodically reviewed by the Board.
minimisation procedures. The Board is responsible for
make objective and fair decisions on behalf of the the shareholders is obtained wherever required. The
framing, implementing, and monitoring the risk The Company believes in ‘zero tolerance’ towards bribery
Company. When such relationships or activities cannot be non-executive directors are paid applicable sitting fees per
management plan of the Company. The Committee and corruption in any form. In keeping with our governance
avoided, it must be disclosed promptly to local Compliance meeting for attending Board and other Committee
reviewed the risk trend, exposure and potential impact philosophy of doing business in the most ethical and
Officer. In addition, one is required to similarly disclose any meetings except Share Transfer Committee meetings, for
analysis carried out by the Management. The Committee transparent manner, the Company has laid down the
personal interest that could be perceived as having a which no sitting fees are paid. In addition to the sitting fees,
got confirmation from MD & CEO, and CFO that mitigation Anti-Bribery and Corruption Directives which forms part of
connection with the execution of professional duties. the Company also pays a commission to the non-executive
plans and actions are monitored and up to date, and the Code of Conduct and Business Ethics. The policy
Ambuja or Holcim property or information is not to be used directors for their overall engagement and contribution to
owners identified. The Committee met once in the year. relating to ethics, bribery and corruption covers the
for personal gain or to derive personal advantage of any the Company’s business. The commission is paid on a
uniform basis to reinforce the principle of collective directors and employees of the Company. The
Other Committees of Directors opportunity that may arise in the course of our work.
responsibility. Considering the accountability and the Whistleblower Policy covers directors, employees,
In addition to the above Committees which are mandatory All related party transactions are entered into on an arm's vendors and customers. The Fraud Risk Management
complexities of issues handled by the Audit and
under the Companies Act, the Listing Agreement and SEBI length basis and are in compliance with the applicable Committee received 41 complaints during the year 2014.
Compliance Committees respectively, the Company has
Guidelines, the Board of Directors has constituted the provisions of the Companies Act, 2013 and the Listing The Committee reviewed every complaint on its merits
provided additional commission for each non-executive
Capex Committee, Management Committee, and Share Agreement. There are no materially significant related party and took suitable action including detailed investigation
member director of the Audit Committee and Compliance
Transfer Committee to look into various business matters. transactions made by the Company with promoters, and disciplinary action. Thirty seven out of 41 complaints
Committee. The maximum commission payable to each
directors or key managerial personnel which may be in non-executive director has however been capped. None of were resolved, & the remaining are being resolved.
Although Ambuja has not appointed dedicated executive-
potential conflict with the interest of the Company at large. the directors holds any convertible instruments. Appointment The action ranges from preventive to punitive action,
level positions to report directly to the highest governance
During the year, the Board reviewed the Technology and of the MD is governed by a service contract for a period of including transfer and termination of services of
body regarding economic, environmental, and social
Know-how (TKH) Agreement and decided that the rate of five years and a notice period of three months. employees for fraud & misconduct; and termination of
concerns, these issues are addressed through the CSR
TKH fees be maintained at one per cent of the net sales contracts of vendors for indulging in fraudulent practices.
Committee of the Board, CSSC, Chief Corporate Services
of the Company for the next three years commencing
Officer (a new position w.e.f January, 2015), Head (CSR) Values, Ethics, and Integrity There were no public legal cases regarding corruption
1 January, 2015. This disclosure has been made as a brought against the organisation or its employees during
and Head (Environment & Sustainability). MD & CEO is the
matter of prudence. All related party transactions are Managing the Risks of Fraud, Corruption, and Unethical
liaison between the Ambuja Board or the CSR Committee the reporting period. As part of continuous education on
presented to the Audit Committee and the Board. Business Practices
and the CSSC. MD & CEO is supported by Head (CSR), ABCD to the employees, mandatory on-line training
Omnibus approval is obtained for transactions that are A fraud-free and corruption-free work culture is core to the through a web-based application tool was undertaken by
Head (Environment & Sustainability) and other relevant
foreseen and repetitive in nature. A statement of all related Company’s operations. In view of the potential risk of fraud approximately 4,000 employees during 2014.
functional heads in taking forward the Company’s sustainability
party transactions is presented before the Audit Committee and corruption due to therapid growth and geographical
performance. ACF consults with different communities and The total monetary value of financial & in-kind political
on a quarterly basis, specifying the nature, value, and spread of our operations, the Company has laid great
also addresses site-specific impact assessments. contributions made directly & indirectly by Ambuja was zero.
terms and conditions of the transactions. The statement is emphasis on addressing this risk. To meet this objective, a
Ambuja Cement
25
at Rs. 1,928 crore as compared with the previous year’s 10000 9675 9911 Economic Performance
9079
Rs.1,667 crore, posting growth of 15.7%. The net profit 8000

2012
after tax (PAT) was also higher at 15.5 % during the year as 2013
6000
In Rs. Crores
compared to the previous year. Our cement production 2014
increased by two per cent to reach 21.43 million tonnes, 4000
Business... from 20.96 million tonnes, while clinker production

increased to 14.84 million tonnes, up four per cent from
2000
0
Net Sales
1902
1514
1783
Profit Before Tax

1297 1295 1496
Profit After Tax

14.27 million tonnes in 2013.
Moving past the blocks * All figures include Ambuja Cement’s Stand-alone financial results
Response Point 2012 (Crore Rs.) 2013 (Crore Rs.) 2014 (Crore Rs.)
Direct economic value generated 11,064.8 10,795.15 11,666.54
DIRECT ECONOMIC VALUE DISTRIBUTED
Economic Performance Operating costs 7,086.2 7,200 7,534.14
Employee wages and benefits 461.7 499.3 562.16

Business performance is one of our main growth drivers. efforts to creat a cost efficient fuel mix. It is now in
To improve competitiveness, we are working on reducing operation and will be stabilised by Q1-2015. Payments to providers of capital 630.4 621.4 839.09
costs, optimising the supply chain and boosting the As a result of handling, storing and processing of Payments to governments 2,269.4 1,684.3 1,941.13
productivity of our plants. Efficiency is improved through waste materials, the Company will be able to reduce
Community investments 43.1 48.9 34.02
better procurement management, preventing waste and energy costs by ensuring better use of greener fuels.
increasing use of alternative fuels. The cost of major raw Total direct economic value distributed 10,490.9 10,053.9 10,910.54
• The revision of load lines for captive ships will lead to
materials, fly ash and gypsum, increased by two per cent ECONOMIC VALUE RETAINED 573.8 741.1 756.0
greater cargo movement by sea, which is environment-
on a ‘per tonne’ basis. During the year, the royalty on
friendly and will result in savings in coastal freight cost.
limestone was hiked by 27%. Overall, the raw material cost The total monetary value of financial assistance received by Ambuja from governments in various forms of exemptions/
per tonne increased by approximately 13% over the • Replacement of the MP turbine with an HP turbine at subsidies is Rs. 419.8 Crores.
previous year. Power and fuel costs account for Maratha Cement Works should help improve the
300.00
approximately 26% of the total operating cost of the efficiency of the captive thermal power plant and (In Rs. Crores)
250.4
Company. Coal costs for kilns and captive power plants lower power generation costs. The Company has also 250.00
increased by 4% and 10% respectively, mainly due to the replaced most of its major drives with VVFDs, which 2012
194.4 195.7
200.00 189.4
higher cost of imported coal. However, substitution of will help reduce power consumption and energy costs. 2013
165.2
high- cost coal by petcoke helped restrict the overall cost
• With the introduction of the SCOPE (Supply Chain 150.00 2014
increase. Besides, there was a five per cent increase in

Optimisation Project for Excellence), a supply chain 101.4
the usage of alternative fuels over that in 2013. Alternate 100.00
excellence initiative, the Company is expected to
fuels accounted for four per cent of the total thermal
derive operational efficiencies in logistics. This is 50.00
energy consumption in 2014. Overall, power and fuel 30.1 30.4 29.7
achieved by direct dispatches to customers through
cost increased by seven per cent on a per tonne basis as 0.3 0.0 0.1 0.0 0.0 0.0
fleet and route optimisation. 0.00
Sales Tax Excise Freight Capital Investment Revenue Subsidy
compared to the year 2013. To remain competitive, Exemption Subsidy Subsidy Subsidy (Dispensary Grant)
several cost mitigation & efficiency improvement measures The Company has also embarked on a Customer Notes: Roorkee Unit: Roorkee is excise exempted unit. The amount of excise exemption shown is for 2014. Suli Unit: Suli is excise exempted unit. The amount of excise exemption shown is for 2014
are in place: Excellence (CE) (erstwhile Marketing and Commercial

Excellence) programme to sharpen its marketing, sales Product Quality Management
• Keeping in line with the Company’s philosophy of
and distribution functions.Customer centricity is in our
sustainable operation, focus was maintained on
DNA, with the vision of Holcim CE to be the most customer ‘Assured quality’ is one of the prime factors for (iii). Internal product specification; (iv). Application oriented
production of fly ash based PPC. Several initiatives
focused company, creating more value for our customers sustainability of the industry. Corporate product quality product testing; and (v). Manufacturing quality targets and
were taken up to enhance fly ash consumption in
leading to the highest customer loyalty in our industry. management (PQM) plays a significant role in this respect key performance indicators. These parameters are
PPC while maintaining its quality. by ensuring cement quality, boosting consumers’ integrated into a product quality index (PQI), which is used
Net cement sales grew by 2.5% by volume to reach 22.15
• The Company worked on fuel flexibility to mitigate risks confidence, and leading to new products. Our PQM is a for analysing manufacturing performance and is tuned with
million tonnes from 21.6 million tonnes in the previous year.
associated with a dynamic fuel market, and began comprehensive set of tools used to control and manage ISO 9000. The system starts with customer requirements
Our net sales were 9.1% higher than the previous year. The
developing the abilities to switch to the most product quality across the Company. This system involves and ends with the final evaluation of customer satisfaction,
Company's efficiency & cost optimisation initiatives partly
economical fuel mix. monitoring of five quality principles; (i). Measurement including all the intermediate processes to ensure that the
mitigated inflationary pressures and restricted overall cost
of customer satisfaction; (ii). Product benchmarking; delivered product has the right quality.
• The ‘GEO 20’ project is a part of the Company’s increases. This helped the Company earn higher EBIDTA
Ambuja Cement
27
at Rs. 1,928 crore as compared with the previous year’s 10000 9675 9911 Economic Performance
9079
Rs.1,667 crore, posting growth of 15.7%. The net profit 8000

2012
after tax (PAT) was also higher at 15.5 % during the year as 2013
6000
In Rs. Crores
compared to the previous year. Our cement production 2014
increased by two per cent to reach 21.43 million tonnes, 4000
Business... from 20.96 million tonnes, while clinker production

increased to 14.84 million tonnes, up four per cent from
2000
0
Net Sales
1902
1514
1783
Profit Before Tax

1297 1295 1496
Profit After Tax

14.27 million tonnes in 2013.
Moving past the blocks * All figures include Ambuja Cement’s Stand-alone financial results
Response Point 2012 (Crore Rs.) 2013 (Crore Rs.) 2014 (Crore Rs.)
Direct economic value generated 11,064.8 10,795.15 11,666.54
DIRECT ECONOMIC VALUE DISTRIBUTED
Economic Performance Operating costs 7,086.2 7,200 7,534.14
Employee wages and benefits 461.7 499.3 562.16

Business performance is one of our main growth drivers. efforts to creat a cost efficient fuel mix. It is now in
To improve competitiveness, we are working on reducing operation and will be stabilised by Q1-2015. Payments to providers of capital 630.4 621.4 839.09
costs, optimising the supply chain and boosting the As a result of handling, storing and processing of Payments to governments 2,269.4 1,684.3 1,941.13
productivity of our plants. Efficiency is improved through waste materials, the Company will be able to reduce
Community investments 43.1 48.9 34.02
better procurement management, preventing waste and energy costs by ensuring better use of greener fuels.
increasing use of alternative fuels. The cost of major raw Total direct economic value distributed 10,490.9 10,053.9 10,910.54
• The revision of load lines for captive ships will lead to
materials, fly ash and gypsum, increased by two per cent ECONOMIC VALUE RETAINED 573.8 741.1 756.0
greater cargo movement by sea, which is environment-
on a ‘per tonne’ basis. During the year, the royalty on
friendly and will result in savings in coastal freight cost.
limestone was hiked by 27%. Overall, the raw material cost The total monetary value of financial assistance received by Ambuja from governments in various forms of exemptions/
per tonne increased by approximately 13% over the • Replacement of the MP turbine with an HP turbine at subsidies is Rs. 419.8 Crores.
previous year. Power and fuel costs account for Maratha Cement Works should help improve the
300.00
approximately 26% of the total operating cost of the efficiency of the captive thermal power plant and (In Rs. Crores)
250.4
Company. Coal costs for kilns and captive power plants lower power generation costs. The Company has also 250.00
increased by 4% and 10% respectively, mainly due to the replaced most of its major drives with VVFDs, which 2012
194.4 195.7
200.00 189.4
higher cost of imported coal. However, substitution of will help reduce power consumption and energy costs. 2013
165.2
high- cost coal by petcoke helped restrict the overall cost
• With the introduction of the SCOPE (Supply Chain 150.00 2014
increase. Besides, there was a five per cent increase in

Optimisation Project for Excellence), a supply chain 101.4
the usage of alternative fuels over that in 2013. Alternate 100.00
excellence initiative, the Company is expected to
fuels accounted for four per cent of the total thermal
derive operational efficiencies in logistics. This is 50.00
energy consumption in 2014. Overall, power and fuel 30.1 30.4 29.7
achieved by direct dispatches to customers through
cost increased by seven per cent on a per tonne basis as 0.3 0.0 0.1 0.0 0.0 0.0
fleet and route optimisation. 0.00
Sales Tax Excise Freight Capital Investment Revenue Subsidy
compared to the year 2013. To remain competitive, Exemption Subsidy Subsidy Subsidy (Dispensary Grant)
several cost mitigation & efficiency improvement measures The Company has also embarked on a Customer Notes: Roorkee Unit: Roorkee is excise exempted unit. The amount of excise exemption shown is for 2014. Suli Unit: Suli is excise exempted unit. The amount of excise exemption shown is for 2014
are in place: Excellence (CE) (erstwhile Marketing and Commercial

Excellence) programme to sharpen its marketing, sales Product Quality Management
• Keeping in line with the Company’s philosophy of
and distribution functions.Customer centricity is in our
sustainable operation, focus was maintained on
DNA, with the vision of Holcim CE to be the most customer ‘Assured quality’ is one of the prime factors for (iii). Internal product specification; (iv). Application oriented
production of fly ash based PPC. Several initiatives
focused company, creating more value for our customers sustainability of the industry. Corporate product quality product testing; and (v). Manufacturing quality targets and
were taken up to enhance fly ash consumption in
leading to the highest customer loyalty in our industry. management (PQM) plays a significant role in this respect key performance indicators. These parameters are
PPC while maintaining its quality. by ensuring cement quality, boosting consumers’ integrated into a product quality index (PQI), which is used
Net cement sales grew by 2.5% by volume to reach 22.15
• The Company worked on fuel flexibility to mitigate risks confidence, and leading to new products. Our PQM is a for analysing manufacturing performance and is tuned with
million tonnes from 21.6 million tonnes in the previous year.
associated with a dynamic fuel market, and began comprehensive set of tools used to control and manage ISO 9000. The system starts with customer requirements
Our net sales were 9.1% higher than the previous year. The
developing the abilities to switch to the most product quality across the Company. This system involves and ends with the final evaluation of customer satisfaction,
Company's efficiency & cost optimisation initiatives partly
economical fuel mix. monitoring of five quality principles; (i). Measurement including all the intermediate processes to ensure that the
mitigated inflationary pressures and restricted overall cost
of customer satisfaction; (ii). Product benchmarking; delivered product has the right quality.
• The ‘GEO 20’ project is a part of the Company’s increases. This helped the Company earn higher EBIDTA
Ambuja Cement
27
In addition, the Company has also constituted a Quality alignment between manufacturing, customer support, clients by participating in conferences, delivering technical procedures as a platform for future product
Committee, which refers to an institutionalised, regular and marketing & sales. This entails review of the regional presentations and publishing technical papers. development.
meeting between regional marketing and sales teams, market situation, customer feedback and product
6. Product and quality optimisation with the use of
customer support service teams and manufacturing benchmarking as well as manufacturing issues relevant Knowledge Sharing
alternative raw materials and fuels.
teams (Plant Manager, quality control & production). to product quality. Several ongoing PQM quality monitoring
For the benefit of customers and other stakeholders in
The objective of the ‘Quality Committee’ is the continuous strategies are summarised in the table.
construction industry, eleven (11) technical lectures were Quality Lab Audit
delivered and five (5) new technical booklets were
S. No. Activity Frequency published on different topics. External trainings were also Corporate PQM carries out a laboratory audit of all Ambuja
organised at Ambuja Knowledge Centres (AKCs), cement testing laboratories annually. The non-compliances
1 Approved quality parameters test data Daily
institutions/ colleges, and consumers’ sites, totaling 28 are evaluated and addressed. During 2014, three concrete
2 5 Indicators for monitoring the quality programmes and benefitting 2,231 participants. laboratories (regional) were audited by a team of experts
• CoV of 3D strength Over a month, based on daily strength

from Corporate PQM. Similarly, a quality audit of 15 cement
As part of our Cement Sustainability Initiative (CSI), internal
mortar labs (in plants) was carried out.
• CoV of 28 days strength Over a month, based on daily strength training was conducted within all the Ambuja plants to
improve skill, knowledge, and competency to meet The product quality is governed by the Bureau of Indian
• Clinker quality Over a month, based on daily data
challenges in using alternative raw materials and fuels, Standards (BIS). As per the BIS mandate, the information is
• Customer satisfaction Attending customers’ issues (if any) immediately with the following objectives: displayed on the bag. No other label is displayed apart
from what is mandated. The test report is available and can
• Product bench marking Bi-monthly 1. To support product management in cement chemistry
and mineralogy. be produced on demand. However, the Company is
3 Application– oriented product testing Bi-monthly
planning to display sustainable product-related information
2. Development of QC training modules to build
4 Random market (cement) sample testing Monthly on the bag, over and above what is mandated by law. The
capacity and address problems.
Company complies with all statutory requirements
5 Bag quality index Monthly
3. To follow established safety practices and eliminate mandated by the Bureau of Indian Standard (BIS) Weights
6 Quality meets (each region) Quarterly hazards to achieve ZERO harm in all Ambuja QC and Measures norms. All cement bags carry a toll-free
laboratories. number on which customers can call with complaints or to
New Products Initiatives compared to OPC, and 11% compared to PPC containing seek information. The PQM team also tests cement bag
4. To develop competency especially in the field of
35% fly ash. LC3 takes advantage of the synergetic samples from all regions every month and does a quarterly
basic research.
hydration of clinker, calcined clay and crushed limestone to benchmarking exercise.
achieve the performance required from commercial 5. To develop basic technology and new test
cements, even at a clinker factor as low as 0.40.
Our PQM department was associated with IIT-Delhi/

Bombay/ Chennai & TARA (Technology and Action for Customer Care and Support
Rural Advancement) for development of LC3 cement to
support sustainable growth by reducing emissions, Ambuja has always focused on its customers. Our We engage in a comprehensive manner with all customer
energy consumption, capital and product costs, and approach in the market is to give our customers the segments like individual house builders (IHBs), small &
Launch of ‘Ambuja Plus’ cement
wastage of raw materials. The Ambujanagar plant was greatest value. We make continuous efforts to provide the large builders, small & large contractors as well as the
comissioned to provide all required materials for
We conducted several laboratory trials for successful best quality product, accompanied by the best marketing Government. The IHB segment is addressed through our
development of this product.
commercial production and development of new products and technical support. Customer Support Group (CSG) channel of dealers and retailers. Institutional buyers are
with advanced Special Performance Enhancer (SPE) offers guidance & support to targeted segments as per directly serviced by Ambuja. The institutional customer
Regional Innovation Exchange South Asia Team
technology that makes concrete stronger and easier to their needs. This includes awareness programmes, training segment, although smaller, is growing at a faster rate.
work with. This led to the successful launch of our new This team was constituted by Holcim to create an & skill development, and knowledge sharing. CSG With continuous urbanisation and new government
product- AMBUJA PLUS which attracted very good innovation roadmap with value-creating opportunities, supports customers in assuring, demonstrating, and projects, this segment would play a significant role in
response from the market. innovative solutions and successful practices across providing guidance for stronger construction. Customer our business growth. We aim to be a complete solution
South Asia. Our PQM team will facilitate reduction of the support engineers (CSEs) meet customers during provider to this segment. We engage with the institutional
clinker factor and leverage of opportunities around cement construction site visits, at channel partners’ shops, during segment regularly on a one-to-one basis through sales
Low Carbon Cement (LCC)
additives; it will also research innovative solutions for awareness programmes like individual house builder (IHB) calls and through our Ambuja Knowledge Centres (AKCs).
A low-clinker ternary blend developed through international affordable housing. meets, group meets, etc. Our Key Account Management (KAM) group engages with
collaboration between the University of Las Villas, Cuba
To create a positive perception of our brand, product, these consumers. Satisfaction and feedback measurement
and École Polytechnique Fédérale de Lausanne, Switzerland, Consistent excellence in quality, innovative products and
services, profile, reputation and image, the PQM are carried out through formal and informal methods with
and funded by the Swiss Government. Its end product can customer delight are important for the success of Ambuja.
department reaches out to prospective and potential consumer segmaents as well as channels.
lower clinker factors to 40%; and emissions by 50%
Ambuja Cement
29
In addition, the Company has also constituted a Quality alignment between manufacturing, customer support, clients by participating in conferences, delivering technical procedures as a platform for future product
Committee, which refers to an institutionalised, regular and marketing & sales. This entails review of the regional presentations and publishing technical papers. development.
meeting between regional marketing and sales teams, market situation, customer feedback and product
6. Product and quality optimisation with the use of
customer support service teams and manufacturing benchmarking as well as manufacturing issues relevant Knowledge Sharing
alternative raw materials and fuels.
teams (Plant Manager, quality control & production). to product quality. Several ongoing PQM quality monitoring
For the benefit of customers and other stakeholders in
The objective of the ‘Quality Committee’ is the continuous strategies are summarised in the table.
construction industry, eleven (11) technical lectures were Quality Lab Audit
delivered and five (5) new technical booklets were
S. No. Activity Frequency published on different topics. External trainings were also Corporate PQM carries out a laboratory audit of all Ambuja
organised at Ambuja Knowledge Centres (AKCs), cement testing laboratories annually. The non-compliances
1 Approved quality parameters test data Daily
institutions/ colleges, and consumers’ sites, totaling 28 are evaluated and addressed. During 2014, three concrete
2 5 Indicators for monitoring the quality programmes and benefitting 2,231 participants. laboratories (regional) were audited by a team of experts
• CoV of 3D strength Over a month, based on daily strength

from Corporate PQM. Similarly, a quality audit of 15 cement
As part of our Cement Sustainability Initiative (CSI), internal
mortar labs (in plants) was carried out.
• CoV of 28 days strength Over a month, based on daily strength training was conducted within all the Ambuja plants to
improve skill, knowledge, and competency to meet The product quality is governed by the Bureau of Indian
• Clinker quality Over a month, based on daily data
challenges in using alternative raw materials and fuels, Standards (BIS). As per the BIS mandate, the information is
• Customer satisfaction Attending customers’ issues (if any) immediately with the following objectives: displayed on the bag. No other label is displayed apart
from what is mandated. The test report is available and can
• Product bench marking Bi-monthly 1. To support product management in cement chemistry
and mineralogy. be produced on demand. However, the Company is
3 Application– oriented product testing Bi-monthly
planning to display sustainable product-related information
2. Development of QC training modules to build
4 Random market (cement) sample testing Monthly on the bag, over and above what is mandated by law. The
capacity and address problems.
Company complies with all statutory requirements
5 Bag quality index Monthly
3. To follow established safety practices and eliminate mandated by the Bureau of Indian Standard (BIS) Weights
6 Quality meets (each region) Quarterly hazards to achieve ZERO harm in all Ambuja QC and Measures norms. All cement bags carry a toll-free
laboratories. number on which customers can call with complaints or to
New Products Initiatives compared to OPC, and 11% compared to PPC containing seek information. The PQM team also tests cement bag
4. To develop competency especially in the field of
35% fly ash. LC3 takes advantage of the synergetic samples from all regions every month and does a quarterly
basic research.
hydration of clinker, calcined clay and crushed limestone to benchmarking exercise.
achieve the performance required from commercial 5. To develop basic technology and new test
cements, even at a clinker factor as low as 0.40.
Our PQM department was associated with IIT-Delhi/

Bombay/ Chennai & TARA (Technology and Action for Customer Care and Support
Rural Advancement) for development of LC3 cement to
support sustainable growth by reducing emissions, Ambuja has always focused on its customers. Our We engage in a comprehensive manner with all customer
energy consumption, capital and product costs, and approach in the market is to give our customers the segments like individual house builders (IHBs), small &
Launch of ‘Ambuja Plus’ cement
wastage of raw materials. The Ambujanagar plant was greatest value. We make continuous efforts to provide the large builders, small & large contractors as well as the
comissioned to provide all required materials for
We conducted several laboratory trials for successful best quality product, accompanied by the best marketing Government. The IHB segment is addressed through our
development of this product.
commercial production and development of new products and technical support. Customer Support Group (CSG) channel of dealers and retailers. Institutional buyers are
with advanced Special Performance Enhancer (SPE) offers guidance & support to targeted segments as per directly serviced by Ambuja. The institutional customer
Regional Innovation Exchange South Asia Team
technology that makes concrete stronger and easier to their needs. This includes awareness programmes, training segment, although smaller, is growing at a faster rate.
work with. This led to the successful launch of our new This team was constituted by Holcim to create an & skill development, and knowledge sharing. CSG With continuous urbanisation and new government
product- AMBUJA PLUS which attracted very good innovation roadmap with value-creating opportunities, supports customers in assuring, demonstrating, and projects, this segment would play a significant role in
response from the market. innovative solutions and successful practices across providing guidance for stronger construction. Customer our business growth. We aim to be a complete solution
South Asia. Our PQM team will facilitate reduction of the support engineers (CSEs) meet customers during provider to this segment. We engage with the institutional
clinker factor and leverage of opportunities around cement construction site visits, at channel partners’ shops, during segment regularly on a one-to-one basis through sales
Low Carbon Cement (LCC)
additives; it will also research innovative solutions for awareness programmes like individual house builder (IHB) calls and through our Ambuja Knowledge Centres (AKCs).
A low-clinker ternary blend developed through international affordable housing. meets, group meets, etc. Our Key Account Management (KAM) group engages with
collaboration between the University of Las Villas, Cuba
To create a positive perception of our brand, product, these consumers. Satisfaction and feedback measurement
and École Polytechnique Fédérale de Lausanne, Switzerland, Consistent excellence in quality, innovative products and
services, profile, reputation and image, the PQM are carried out through formal and informal methods with
and funded by the Swiss Government. Its end product can customer delight are important for the success of Ambuja.
department reaches out to prospective and potential consumer segmaents as well as channels.
lower clinker factors to 40%; and emissions by 50%
Ambuja Cement
29
Brand health studies are conducted with individual group (CSG) team carried out 21,406 man days of competition in markets. We attempt to build synergy and risk, high spend category and account for 50% by value of
customers to measure brand equity. Net Promoter Score training/awareness sessions for masons, contractors, long term relationships with our suppliers. To ensure that procurement (excluding Government spend).
methodology is used to gauge the satisfaction levels of supervisors and construction professionals during 2014. they understand and comply with our requirements, we
A high standard of professional conduct is expected from
dealers. The Customer Complaint System (CCS) addresses provide them with training on ethics, anti-corruption and
all our suppliers. We also continued our efforts to assess
customer complaints about product quality. Brand Promotion anti-bribery. These sessions, each of which covers close
critical suppliers based on their sustainability practices.
to 50 suppliers, are conducted for high risk, high spend
The Ambuja brand boasts about strong and unbreakable It has been a challenge to engage with our suppliers, as
Awareness Initiatives suppliers across all our areas of operation at regional
walls. We have developed effective communication tools they do not yet fully appreciate the importance that
levels. In the last year we conducted six such training
Site Visits: CSEs visit construction sites to observe to take our brand to the next level, without compromising sustainability can play in improving their businesses.
sessions. Regular interaction with the vendors takes place
construction, material quality and construction practices. our core brand position of strength. For more details read But once they have been evaluated, this information will
through phone, virtual conferences, e-mail or in person.
They offer suggestions & guidance to customers & the ‘Brand Story’ on our website. help us map our suppliers’ practices and will be used to
The key concerns identified are related to quality, quantity
contractors to improve construction practices: establish corrective action wherever required. Suppliers
We have been providing technical services to our and sometimes payments. Our supplier relationship
will receive feedback on their practices, which will allow
• Use of Portland Pozzolana Cement. customers through our Customer Support Group. helpdesk takes up such concerns with the relevant plants
them to work with Ambuja (and Holcim) on improving their
• Use of other ingredients (Alccofine, concrete bricks) We started a toll-free service in our primary markets and as soon as possible.
performance. Thereafter they will also be able to grow
and/or adoption of different practices like modular released advertisements in leading newspapers in
During 2014, Holcim engaged a global consultant, PICS, their businesses.
curing & insulated wall method for sustainable Maharashtra, Gujarat, and Punjab, creating awareness
to assist in educating existing and new vendors in various
about our services and directing interested customers to Optimised sourcing through Central Procurement
construction. aspects pertaining to OH&S, HR, legal, environmental &
call our toll-free number. Organisation (CPO), cost optimisation, engineering and
• Safety while working on site. ethical issues as defined in the Supplier Code of Conduct.
the supply chain are also important levers to improve
The Company carries out periodic customer satisfaction It is proposed to continue the same in 2015 and cover
• Encouraging masons to adopt correct practices to performance.
and consumer perception surveys to fine tune its those four to five per cent of vendors who fall in the high
make strong & durable structures.
products and other marketing offerings. These surveys are
Awareness Programmes: CSG organises awareness carried according to global standards like Nielsen’s Brand
programmes & demonstrations to show customers how to Communication of the Supplier Code of Conduct
Equity Index (BEI), Net Promoter Score (NPS) & those of
observe & monitor construction. Customers are either other research agencies. The feedback from various
nominated by channel partners or identified during site programmes is used for customer/influencer education. Supplier Prioritisation
visits & sent individual invitations. These programmes give The NPS survey was also conducted through a web portal Communication of
company’s
by our dealers. We received 133 queries during the year.
expectations & terms
No customer complaints or consumer cases were pending Risk Assessment
Segment No. of Participants No. of Man Days of engagement to
existing & potential Identification of
at the end of the year. The Company has set up a system potential high-risk
Masons 1,453 2,906 suppliers
of receiving customer/consumer complaints via a toll-free suppliers based on
Risk Mitigation
Operating
Contractors 3,329 3,329 number. Quality related complaints are addressed by a Continuous
Companies’
dedicated team of civil engineers in the CSG. judgment of local evaluation of risk
Supervisors 1,957 3,914 exposure through
conditions Scorecard
Ambuja does not/has not sold products that are banned in self-assessment,
Professionals 7,505 11,257 fact finding or Supplier
certain markets or are the subject of stakeholder questions verification development or
Total 14,244 21,406 replacement, as
or public debate. determined by
Operating Continuous
There are no complaints received/pending regarding Companies performance-
an opportunity for active interaction with customers and in tracking of the
breaches of customer privacy and losses of customer data. management of SD
turn get us their valuable feedback. Our customer support
related risks by our
suppliers
Sustainable Supply Chain

We have a vendor base of over 10,000 suppliers including good corporate citizenship and promote sustainable The supply chain process of a manufacturing company procurement department ensure that they assess and
reputed manufacturers and trusted brand names, spread development. The vendors supply material as per our constitutes a major part of its operating cost. Apart from contract suppliers whose practices comply with SA8000
across the country. Our vendors are technically and specifications. They are treated as business associates, being a prominent cost centre, our supply chain operations and ISO 14000 standards. We have clauses pertaining to
financially sound and have the intrinsic capacity to supply with respect and dignity. Adequate care is taken to ensure involve many key internal and external stakeholders who corporate social responsibility (CSR) and occupational
material of the desired quality on time. They are usually transparency in the procurement processes. Our are affected by Ambuja. Procurement and supply health and safety (OH&S) which are included in the
ranked among the top four vendors in their particular procurement policy has a clearly defined code of practice operations involve a large group of multi-disciplined purchase orders/ agreements. We encourage our suppliers
industry segment. We prefer vendors who demonstrate for procurement conduct and encourages fair and open personnel. It is thus important to ensure efficiency and to take up ‘self-assessment’ based on a checklist
transparency in our operations. Our corporate and plant integrating SA8000, environmental management and legal
Ambuja Cement
31
Brand health studies are conducted with individual group (CSG) team carried out 21,406 man days of competition in markets. We attempt to build synergy and risk, high spend category and account for 50% by value of
customers to measure brand equity. Net Promoter Score training/awareness sessions for masons, contractors, long term relationships with our suppliers. To ensure that procurement (excluding Government spend).
methodology is used to gauge the satisfaction levels of supervisors and construction professionals during 2014. they understand and comply with our requirements, we
A high standard of professional conduct is expected from
dealers. The Customer Complaint System (CCS) addresses provide them with training on ethics, anti-corruption and
all our suppliers. We also continued our efforts to assess
customer complaints about product quality. Brand Promotion anti-bribery. These sessions, each of which covers close
critical suppliers based on their sustainability practices.
to 50 suppliers, are conducted for high risk, high spend
The Ambuja brand boasts about strong and unbreakable It has been a challenge to engage with our suppliers, as
Awareness Initiatives suppliers across all our areas of operation at regional
walls. We have developed effective communication tools they do not yet fully appreciate the importance that
levels. In the last year we conducted six such training
Site Visits: CSEs visit construction sites to observe to take our brand to the next level, without compromising sustainability can play in improving their businesses.
sessions. Regular interaction with the vendors takes place
construction, material quality and construction practices. our core brand position of strength. For more details read But once they have been evaluated, this information will
through phone, virtual conferences, e-mail or in person.
They offer suggestions & guidance to customers & the ‘Brand Story’ on our website. help us map our suppliers’ practices and will be used to
The key concerns identified are related to quality, quantity
contractors to improve construction practices: establish corrective action wherever required. Suppliers
We have been providing technical services to our and sometimes payments. Our supplier relationship
will receive feedback on their practices, which will allow
• Use of Portland Pozzolana Cement. customers through our Customer Support Group. helpdesk takes up such concerns with the relevant plants
them to work with Ambuja (and Holcim) on improving their
• Use of other ingredients (Alccofine, concrete bricks) We started a toll-free service in our primary markets and as soon as possible.
performance. Thereafter they will also be able to grow
and/or adoption of different practices like modular released advertisements in leading newspapers in
During 2014, Holcim engaged a global consultant, PICS, their businesses.
curing & insulated wall method for sustainable Maharashtra, Gujarat, and Punjab, creating awareness
to assist in educating existing and new vendors in various
about our services and directing interested customers to Optimised sourcing through Central Procurement
construction. aspects pertaining to OH&S, HR, legal, environmental &
call our toll-free number. Organisation (CPO), cost optimisation, engineering and
• Safety while working on site. ethical issues as defined in the Supplier Code of Conduct.
the supply chain are also important levers to improve
The Company carries out periodic customer satisfaction It is proposed to continue the same in 2015 and cover
• Encouraging masons to adopt correct practices to performance.
and consumer perception surveys to fine tune its those four to five per cent of vendors who fall in the high
make strong & durable structures.
products and other marketing offerings. These surveys are
Awareness Programmes: CSG organises awareness carried according to global standards like Nielsen’s Brand
programmes & demonstrations to show customers how to Communication of the Supplier Code of Conduct
Equity Index (BEI), Net Promoter Score (NPS) & those of
observe & monitor construction. Customers are either other research agencies. The feedback from various
nominated by channel partners or identified during site programmes is used for customer/influencer education. Supplier Prioritisation
visits & sent individual invitations. These programmes give The NPS survey was also conducted through a web portal Communication of
company’s
by our dealers. We received 133 queries during the year.
expectations & terms
No customer complaints or consumer cases were pending Risk Assessment
Segment No. of Participants No. of Man Days of engagement to
existing & potential Identification of
at the end of the year. The Company has set up a system potential high-risk
Masons 1,453 2,906 suppliers
of receiving customer/consumer complaints via a toll-free suppliers based on
Risk Mitigation
Operating
Contractors 3,329 3,329 number. Quality related complaints are addressed by a Continuous
Companies’
dedicated team of civil engineers in the CSG. judgment of local evaluation of risk
Supervisors 1,957 3,914 exposure through
conditions Scorecard
Ambuja does not/has not sold products that are banned in self-assessment,
Professionals 7,505 11,257 fact finding or Supplier
certain markets or are the subject of stakeholder questions verification development or
Total 14,244 21,406 replacement, as
or public debate. determined by
Operating Continuous
There are no complaints received/pending regarding Companies performance-
an opportunity for active interaction with customers and in tracking of the
breaches of customer privacy and losses of customer data. management of SD
turn get us their valuable feedback. Our customer support
related risks by our
suppliers
Sustainable Supply Chain

We have a vendor base of over 10,000 suppliers including good corporate citizenship and promote sustainable The supply chain process of a manufacturing company procurement department ensure that they assess and
reputed manufacturers and trusted brand names, spread development. The vendors supply material as per our constitutes a major part of its operating cost. Apart from contract suppliers whose practices comply with SA8000
across the country. Our vendors are technically and specifications. They are treated as business associates, being a prominent cost centre, our supply chain operations and ISO 14000 standards. We have clauses pertaining to
financially sound and have the intrinsic capacity to supply with respect and dignity. Adequate care is taken to ensure involve many key internal and external stakeholders who corporate social responsibility (CSR) and occupational
material of the desired quality on time. They are usually transparency in the procurement processes. Our are affected by Ambuja. Procurement and supply health and safety (OH&S) which are included in the
ranked among the top four vendors in their particular procurement policy has a clearly defined code of practice operations involve a large group of multi-disciplined purchase orders/ agreements. We encourage our suppliers
industry segment. We prefer vendors who demonstrate for procurement conduct and encourages fair and open personnel. It is thus important to ensure efficiency and to take up ‘self-assessment’ based on a checklist
transparency in our operations. Our corporate and plant integrating SA8000, environmental management and legal
Ambuja Cement
31
compliance requirements. About 600 existing suppliers All Suppliers operating from within Indian territory (national
have been screened through this process. In cases suppliers) are treated as local suppliers. Also, wherever
where suppliers are not able to meet these minimum viable, Ambuja considers vendors located in the proximity
requirements, we engage in a dialogue with them and of its plants.
adopt mechanisms to help them improve their standards.
In cases of persistent non-compliance or obvious violation,
we decide to terminate these relationships.
Response Point 2012 2013 2014 Environment...
(a) Expenditure on % % %
Contractual Agreement of Compliance

Raw Materials Being future ready
Imported 7.61 4.17 5.27
All our purchase orders or agreements that we enter into
incorporate different clauses related to safety, environment Indian 92.39 95.83 94.73
management, and corporate social responsibility. (b) Expenditure
We have started the implementation of sustainable on Spares
procurement through the Supplier Code of Conduct
Imported 21 13.87 6.06
A Green Footprint
which is meant to provide a clear summary of the
Indian 89 86.13 93.94 Today, environmental & development issues are at for implementing various environment initiatives at the
Company’s expectations from its suppliers in all
loggerheads in many parts of the world. We at Ambuja units. A key element of our strategy towards environmental
procurement dealings. Transparency and accountability
Cement have adopted sustainability as our way of management is the environmental assessment system.
should be strictly adhered to in all procurement activities.
Nos. Engaged Amount spent doing business with due regard to the environment, We have implemented Holcim’s Plant Environmental Profile
There are nine listed standards that suppliers are expected
(Rs. Crore)
energy management, efficiency enhancement, safety (PEP) system for the annual monitoring of plant’s
to adhere to, in addition to complying with local and
Total no. of suppliers 9,976 7,758.28 and community concerns. We invest in environment environment performance. In addition, corporate
national laws and regulations, which are:
protection measures with a view to leave no or low traces requirements including CO2 Emissions Reporting Protocol,
Indian suppliers (local) 9,853 7,154.29
• Occupational health and safety of our operations. We have installed continuous emission AFR Directive, Asbestos Directive, PCB Directive, Quarry
International suppliers 123 603.99 monitoring systems (CEMS) at all our nine kilns and Rehabilitation Directive, Water Directive, Biodiversity
• Working conditions
continuous ambient air quality monitoring systems Directive, and Environment Monitoring and Reporting
• Freedom of association and non-retaliation (CAAQMS) at all our plants for real-time monitoring of (EMR) protocol, were also followed.
Our operations are well connected with the manufacturing
• Forced labour units and sales units spread across the country. We have all vital pollution parameters. The Company places
local procurement teams to take care of day-to-day considerable stress on emission monitoring and PEP System
• Child labour management.
purchase requirements. Central Procurement Organisation The Plant Environment Profile (PEP) is the Company's
• Non-discrimination (CPO) engages in high value purchase of various The Company is assessing and initiating steps to meet the internal annual environment performance assessment
commodities such as coal, raw materials (gypsum, iron ore newer and tighter environmental standards in India. ‘New system. The assessment is based on a detailed &
• Environmental regulatory compliance
and bauxite etc.), capex items, steel and various other Emission Standards for Cement Industry’ was released by standardised online questionnaire, which incorporates
• Management of environmental impact essential services. Most of these requirements are directed the Government in August, 2014. This requires significantly key elements of ISO 14001 along with key performance
to CPO and purchases are carried out centrally. newer technologies and investments which are currently indicators covering a wide range of topics. These include
• Bribery and corruption
under evaluation. We believe that our vision of sustainable atmospheric emissions, energy and material consumption,
development and environment conservation can be water, and waste and quarry management. At the end of
Environmental Principles in Procurement
achieved more effectively through a structured and the assessment the environment performance index score
Contractual Agreement of Compliance: All agreements systematic approach. Ambuja is empowered by its is calculated. The score is used to rate plants internally
with suppliers, such as purchase orders, purchase overarching 'Corporate Environment Policy' along with and to benchmark them against the Group’s other
agreements, service agreements and frame agreements unit-specific policies. The corporate policy is in conformity operating plants.
have to refer to the supplier’s compliance with SA8000, with the Ministry of Environment and Forests‘ guidelines.
environmental management and legal compliance In addition, we also have various specific policies like the Management of Natural Resources
requirements. With its signature or order confirmation, Corporate Sustainability Policy, Climate Change Mitigation
the supplier accepts and agrees to adhere to these Cement production involves use of natural resources as
Policy, and Green Procurement Policy which mention the
requirements. In the reporting period, around four to key raw materials. As a responsible Company, Ambuja
Company’s approach towards sustainable development,
five per cent of our new suppliers were screened using recognises the global pressures on natural resources.
climate change mitigation, and greening of the supply
Efforts are in place for better material management, like the
environmental criteria. chain. All our manufacturing locations have an environment
use of low grade limestone, synthetic gypsum waste from
team equipped with laboratory facilities to enable complete
other industries, as well as fuel. As part of our sustainability
monitoring of stack emissions, ambient air quality, noise
initiative, we aim to increase biomass use to 10% by 2017;
level, and water quality. These teams are also responsible
Ambuja Cement
33
compliance requirements. About 600 existing suppliers All Suppliers operating from within Indian territory (national
have been screened through this process. In cases suppliers) are treated as local suppliers. Also, wherever
where suppliers are not able to meet these minimum viable, Ambuja considers vendors located in the proximity
requirements, we engage in a dialogue with them and of its plants.
adopt mechanisms to help them improve their standards.
In cases of persistent non-compliance or obvious violation,
we decide to terminate these relationships.
Response Point 2012 2013 2014 Environment...
(a) Expenditure on % % %
Contractual Agreement of Compliance

Raw Materials Being future ready
Imported 7.61 4.17 5.27
All our purchase orders or agreements that we enter into
incorporate different clauses related to safety, environment Indian 92.39 95.83 94.73
management, and corporate social responsibility. (b) Expenditure
We have started the implementation of sustainable on Spares
procurement through the Supplier Code of Conduct
Imported 21 13.87 6.06
A Green Footprint
which is meant to provide a clear summary of the
Indian 89 86.13 93.94 Today, environmental & development issues are at for implementing various environment initiatives at the
Company’s expectations from its suppliers in all
loggerheads in many parts of the world. We at Ambuja units. A key element of our strategy towards environmental
procurement dealings. Transparency and accountability
Cement have adopted sustainability as our way of management is the environmental assessment system.
should be strictly adhered to in all procurement activities.
Nos. Engaged Amount spent doing business with due regard to the environment, We have implemented Holcim’s Plant Environmental Profile
There are nine listed standards that suppliers are expected
(Rs. Crore)
energy management, efficiency enhancement, safety (PEP) system for the annual monitoring of plant’s
to adhere to, in addition to complying with local and
Total no. of suppliers 9,976 7,758.28 and community concerns. We invest in environment environment performance. In addition, corporate
national laws and regulations, which are:
protection measures with a view to leave no or low traces requirements including CO2 Emissions Reporting Protocol,
Indian suppliers (local) 9,853 7,154.29
• Occupational health and safety of our operations. We have installed continuous emission AFR Directive, Asbestos Directive, PCB Directive, Quarry
International suppliers 123 603.99 monitoring systems (CEMS) at all our nine kilns and Rehabilitation Directive, Water Directive, Biodiversity
• Working conditions
continuous ambient air quality monitoring systems Directive, and Environment Monitoring and Reporting
• Freedom of association and non-retaliation (CAAQMS) at all our plants for real-time monitoring of (EMR) protocol, were also followed.
Our operations are well connected with the manufacturing
• Forced labour units and sales units spread across the country. We have all vital pollution parameters. The Company places
local procurement teams to take care of day-to-day considerable stress on emission monitoring and PEP System
• Child labour management.
purchase requirements. Central Procurement Organisation The Plant Environment Profile (PEP) is the Company's
• Non-discrimination (CPO) engages in high value purchase of various The Company is assessing and initiating steps to meet the internal annual environment performance assessment
commodities such as coal, raw materials (gypsum, iron ore newer and tighter environmental standards in India. ‘New system. The assessment is based on a detailed &
• Environmental regulatory compliance
and bauxite etc.), capex items, steel and various other Emission Standards for Cement Industry’ was released by standardised online questionnaire, which incorporates
• Management of environmental impact essential services. Most of these requirements are directed the Government in August, 2014. This requires significantly key elements of ISO 14001 along with key performance
to CPO and purchases are carried out centrally. newer technologies and investments which are currently indicators covering a wide range of topics. These include
• Bribery and corruption
under evaluation. We believe that our vision of sustainable atmospheric emissions, energy and material consumption,
development and environment conservation can be water, and waste and quarry management. At the end of
Environmental Principles in Procurement
achieved more effectively through a structured and the assessment the environment performance index score
Contractual Agreement of Compliance: All agreements systematic approach. Ambuja is empowered by its is calculated. The score is used to rate plants internally
with suppliers, such as purchase orders, purchase overarching 'Corporate Environment Policy' along with and to benchmark them against the Group’s other
agreements, service agreements and frame agreements unit-specific policies. The corporate policy is in conformity operating plants.
have to refer to the supplier’s compliance with SA8000, with the Ministry of Environment and Forests‘ guidelines.
environmental management and legal compliance In addition, we also have various specific policies like the Management of Natural Resources
requirements. With its signature or order confirmation, Corporate Sustainability Policy, Climate Change Mitigation
the supplier accepts and agrees to adhere to these Cement production involves use of natural resources as
Policy, and Green Procurement Policy which mention the
requirements. In the reporting period, around four to key raw materials. As a responsible Company, Ambuja
Company’s approach towards sustainable development,
five per cent of our new suppliers were screened using recognises the global pressures on natural resources.
climate change mitigation, and greening of the supply
Efforts are in place for better material management, like the
environmental criteria. chain. All our manufacturing locations have an environment
use of low grade limestone, synthetic gypsum waste from
team equipped with laboratory facilities to enable complete
other industries, as well as fuel. As part of our sustainability
monitoring of stack emissions, ambient air quality, noise
initiative, we aim to increase biomass use to 10% by 2017;
level, and water quality. These teams are also responsible
Ambuja Cement
33
increase AFR use; and reduce the use of limestone by the year, the royalty on limestone was hiked by 27%.
reducing the clinker factor with increased use of fly ash. Overall, the raw material cost per tonne increased by
Energy Management
Cost of major raw materials, fly ash and gypsum, approximately 13% over the previous year.
Power and fuel costs account for approximately 26% of linkages and volatility in the Indian rupee are escalating
increased by two per cent on a ‘per tonne’ basis. During
the total operating cost of the Company. Coal cost for kilns concerns regarding coal. The Company is constantly
and captive power plants increased by 4% and 10% working on efficiency improvement measures by plugging
Clinker Production Materials (Non-renewable) (In tonnes)
respectively, mainly due to the higher cost of imported coal. heat losses at every possible stage of coal consumption. In
However, substitution of high cost coal by petcoke helped in addition, it is seriously looking at cost-effective fuel mixes and
restricting the overall cost increase. Besides, there was increasing the use of alternative fuels and petcoke. As a long
increased use of alternative fuels as compared to the term solution to energy security, the Company has invested
Limestone (Own mines) Limestone (Purchased)
2,08,10,230 6,51,124 previous year. Use of alternative fuels accounted for four in Project Geocycle, under the banner of ‘Geo 20’. Waste
per cent of the total thermal energy consumption in 2014. heat recovery (WHR) systems that improve fuel utilisation
Silica Corrective
2,25,392 The cost of grid power remained stable on a per unit basis. by tapping renewable energy sources are given top
Bottom Ash Iron Corrective However, the cost of captive power increased by 10% in priority. New AFR pre-processing platforms have been
34,152 2,20,326 2014 mainly due to the higher coal prices. Captive power installed at our plant locations to increase the use of AFR.
Clay generation contributed 67% of the total power requirement.
5,62,355 Use of biomass is another focus area for Ambuja but its
Overall, power and fuel costs increased by seven per cent
SO3 Provider Alumina Corrective seasonal availability & rising price have been a limiting factor.
per tonne as compared to the year 2013. Depleting coal
300 2,31,011
Direct Energy Consumption by Primary Energy Source in TJ/Yr.

Clinkerisation
Kiln Fuel Consumption Unit Value Non - kiln Fuel Consumption Unit Value
Clinker Coal [TJ/yr] 23,885 Coal [TJ/yr] 15,180
Natural Gypsum Petrol coke [TJ/yr] 20,326 Ultra heavy fuel [TJ/yr] 97
9,11,396 Diesel oil [TJ/yr] 87 Diesel oil [TJ/yr] 118
Alternative fossil & mixed fuel [TJ/yr] 1,682 Petrol coke [TJ/yr] 2,238
Clinker Chemical
Synthetic Gypsum
Grinding and Additives/Fly Ash
2,21,673 Biomass fuels [TJ/yr] 139 Alternative biomass fuels [TJ/yr] 636
Blending 59,64,584
Cement Packaging
Direct Energy Consumed from 2013 2014 Indirect Energy Consumption by
Bags (Nos.)
41,12,23,026 Wind and Solar Power Generation Primary Energy Source
Net units (Kwh) crore in 0.99 1.01 Net units (Kwh) crore purchased 58.59
Cement reporting period in reporting period
Total energy consumed in 35.64 36.46 Indirect energy consumed in 2,109

TJ in reporting period TJ in reporting period
Total Raw Material Used (EN1) 2,98,32,544 tonnes

Energy Intensity Ambuja continuously does its best to reduce the power,
Total Recycled Raw Material 66,71,747 tonnes LDO, coal and other fuels consumed per unit of
Total% of Recycled Raw Materials Used 22.4% 5000 79.5 cement produced.
4500 79.4
22.4% of total raw materials consumed are recycled materials.
Kwh/tonne of Cem Product

4000 79.3
Consumption Per Unit Industry 2014 2013
MJ/ tonne of Clinker

3500
3000
79.2
of Production Norms (Jan-Dec) (Jan-Dec)
Raw Material Recycled Raw Material Used Raw Material Recycled 79.1
2500
79 LDO (Ltr/T of clinker) N.A. 0.20 0.16
2000
14.6% 20.1% 22.2% 22.4%
78.9
1500 Coal & Other Fuels
78.8
1000 (K.Cal/Kg of Clinker) 800 741 735
500 78.7
0 78.6
ri a l U s e d
ri a l U s e d
ri a l U s e d
ri a l U s e d
2012 2013 2014

Currently industry standards for energy requirement for
TE EE
the use of cement at user level are not prevalent. Ambuja
a te
a te
a te
a te
M
w w w w
Ra Ra Ra Ra * Excluding onsite power production. Thermal energy (TE) will pay attention to adopt best practices.
expressed as MJ/tonne of clinker.
2011 2012 2013 2014 Electrical energy (EE) expressed as KWh/tonne of cementitious product.
Ambuja Cement
35
increase AFR use; and reduce the use of limestone by the year, the royalty on limestone was hiked by 27%.
reducing the clinker factor with increased use of fly ash. Overall, the raw material cost per tonne increased by
Energy Management
Cost of major raw materials, fly ash and gypsum, approximately 13% over the previous year.
Power and fuel costs account for approximately 26% of linkages and volatility in the Indian rupee are escalating
increased by two per cent on a ‘per tonne’ basis. During
the total operating cost of the Company. Coal cost for kilns concerns regarding coal. The Company is constantly
and captive power plants increased by 4% and 10% working on efficiency improvement measures by plugging
Clinker Production Materials (Non-renewable) (In tonnes)
respectively, mainly due to the higher cost of imported coal. heat losses at every possible stage of coal consumption. In
However, substitution of high cost coal by petcoke helped in addition, it is seriously looking at cost-effective fuel mixes and
restricting the overall cost increase. Besides, there was increasing the use of alternative fuels and petcoke. As a long
increased use of alternative fuels as compared to the term solution to energy security, the Company has invested
Limestone (Own mines) Limestone (Purchased)
2,08,10,230 6,51,124 previous year. Use of alternative fuels accounted for four in Project Geocycle, under the banner of ‘Geo 20’. Waste
per cent of the total thermal energy consumption in 2014. heat recovery (WHR) systems that improve fuel utilisation
Silica Corrective
2,25,392 The cost of grid power remained stable on a per unit basis. by tapping renewable energy sources are given top
Bottom Ash Iron Corrective However, the cost of captive power increased by 10% in priority. New AFR pre-processing platforms have been
34,152 2,20,326 2014 mainly due to the higher coal prices. Captive power installed at our plant locations to increase the use of AFR.
Clay generation contributed 67% of the total power requirement.
5,62,355 Use of biomass is another focus area for Ambuja but its
Overall, power and fuel costs increased by seven per cent
SO3 Provider Alumina Corrective seasonal availability & rising price have been a limiting factor.
per tonne as compared to the year 2013. Depleting coal
300 2,31,011
Direct Energy Consumption by Primary Energy Source in TJ/Yr.

Clinkerisation
Kiln Fuel Consumption Unit Value Non - kiln Fuel Consumption Unit Value
Clinker Coal [TJ/yr] 23,885 Coal [TJ/yr] 15,180
Natural Gypsum Petrol coke [TJ/yr] 20,326 Ultra heavy fuel [TJ/yr] 97
9,11,396 Diesel oil [TJ/yr] 87 Diesel oil [TJ/yr] 118
Alternative fossil & mixed fuel [TJ/yr] 1,682 Petrol coke [TJ/yr] 2,238
Clinker Chemical
Synthetic Gypsum
Grinding and Additives/Fly Ash
2,21,673 Biomass fuels [TJ/yr] 139 Alternative biomass fuels [TJ/yr] 636
Blending 59,64,584
Cement Packaging
Direct Energy Consumed from 2013 2014 Indirect Energy Consumption by
Bags (Nos.)
41,12,23,026 Wind and Solar Power Generation Primary Energy Source
Net units (Kwh) crore in 0.99 1.01 Net units (Kwh) crore purchased 58.59
Cement reporting period in reporting period
Total energy consumed in 35.64 36.46 Indirect energy consumed in 2,109

TJ in reporting period TJ in reporting period
Total Raw Material Used (EN1) 2,98,32,544 tonnes

Energy Intensity Ambuja continuously does its best to reduce the power,
Total Recycled Raw Material 66,71,747 tonnes LDO, coal and other fuels consumed per unit of
Total% of Recycled Raw Materials Used 22.4% 5000 79.5 cement produced.
4500 79.4
22.4% of total raw materials consumed are recycled materials.
Kwh/tonne of Cem Product

4000 79.3
Consumption Per Unit Industry 2014 2013
MJ/ tonne of Clinker

3500
3000
79.2
of Production Norms (Jan-Dec) (Jan-Dec)
Raw Material Recycled Raw Material Used Raw Material Recycled 79.1
2500
79 LDO (Ltr/T of clinker) N.A. 0.20 0.16
2000
14.6% 20.1% 22.2% 22.4%
78.9
1500 Coal & Other Fuels
78.8
1000 (K.Cal/Kg of Clinker) 800 741 735
500 78.7
0 78.6
ri a l U s e d
ri a l U s e d
ri a l U s e d
ri a l U s e d
2012 2013 2014

Currently industry standards for energy requirement for
TE EE
the use of cement at user level are not prevalent. Ambuja
a te
a te
a te
a te
M
w w w w
Ra Ra Ra Ra * Excluding onsite power production. Thermal energy (TE) will pay attention to adopt best practices.
expressed as MJ/tonne of clinker.
2011 2012 2013 2014 Electrical energy (EE) expressed as KWh/tonne of cementitious product.
Ambuja Cement
35
The Total Volume of Water Withdrawn From Various Sources (Jan-Dec, 2014)
Water -Over Four times Water Positive
Since its inception the Company has shown great grew with each year. Today Ambuja is possibly the first
commitment towards water management. We value water cement company in the world to be assured ‘water Water Withdrawal 2014 22,27,519 17,85,546 19,80,832 8,18,043
immensely, as it is a scarce natural resource. We not only positive’. The Company was assured as ‘two times water
continue to reduce the water footprint of our operations, positive’ in 2011, and the team increased its efforts to
Cubic Meter (m3)

but also promote responsible water management in ensure that we remained water positive in 2014 as well. Ground Water
2013 23,25,752 13,04,648 17,65,165 8,40,710
partnership with various government and other local The Company made a significant achievement with a 4.03
Surface Water
stakeholders. This is done for the benefit of the community. times water positive assurance in 2014. Our ambition now
We track water withdrawal, consumption, reuse/ recycling is to become five times water positive by 2017. It is a Harvested Water
and discharge. We also endeavour to save water by difficult task, but every drop added is a victory for our Third Party Purchase 2012 26,23,751 13,97,363 25,21,181 8,19,551
constructing water harvesting structures and employing team, and the planet.
water-efficient techniques. The Company defines ‘Water
A third party was specially commissioned by the Company
Balance Index’ as the ratio of water credit over water debit
to carry out a limited assurance of its water accounting
at each site. ‘Water debit’ denotes the total volume of water We reused/ recycled more water in 2014 (10,81,607 m3) The recycled water was used in dust suppression,
data covering the period 1 January to 31 December, 2014.
consumed; and ‘water credit’ is the summation of the than in 2013. The quantity recycled corresponds to about gardening and other purposes after treatment in sewage or
The data considered included the water balance index for
volume of recycled/ reused water, harvested rain water, 15.9% of our total water withdrawal from various sources. effluent treatment plants (STPs/ETPs) and reverse osmosis
the facilities, water debit, and water credit. The results of
recharged ground water, water saved through better (RO) plants.
the exercise showed that the Company was 4.03 times
agro-practices/ techniques (drip, sprinkler, systematic
water positive in 2014 whereas the target for the year was a
rice intensification), and value-added services.
water positive index of 3.0. Our total credit for 2014 was
If, the water balance index is greater than one, it indicates Recycled Water Percentage Total Water Consumption Recycled Water (from STP/ETP/RO)
about 31,192,523 m3. The amount of water credit we put
a positive water balance.
back to the planet by promoting water savings and
A combination of various water harvesting programmes harvesting more than doubled in 2014 compared to 2011. 15.85 16.60 15.88
and revolutionary techniques were employed. Through In 2014, our Customer Support Group saved 5,175 m of 3
rainwater harvesting, large quantities of water were curing water through cement users. Water saving through
systematic rice intensification in eastern India
benefits farmers. Our team has built over 170
check-dams and small barriers across the
2012 2013 2014
country, to avoid water runoff from streams
and rivers.
Most of our plants do not discharge any water or management programmes have positively impacted the
Ambuja has been committed to conserve and waste-water into natural resources like land, streams, lakes biodiversity in some areas. This has been appreciated by
use water resources in a responsible manner or ponds. In 2014, the total water discharged by few of our different stakeholders. Ambuja is aware of the value of
for long term water sustainability. Monthly water plants was about 31,570 m3 which is about 0.5% of our water source to local communities and indigenous peoples
management reports (WMRs) are generated by total water withdrawal. Thus, no water bodies and related in its areas of operation and takes their support in
all our plants to track water withdrawal, habitats are affected by water discharge. conjunctive development of water resources.
consumption, discharge and water harvesting
Due to it’s continuing effort towards water resource
practices. Water and environment champions India Water Tool with WBCSD
management, local water sources are not significantly
from our plants discussed various aspects of
affected by withdrawal by Ambuja. A water resource We continued our active participation in the development
water management at a water workshop in
estimation study is undertaken for ground or surface of India Water Tool Version 2 (IWT v 2.0) of World
March 2014.
water conservation in addition to regulatory requirements. Business Council for Sustainable Development (WBCSD)
Overall, as compared to 2012, our total water The Company’s efforts on water resource development along with WRI, CII Triveni Water Institute and 10 other
withdrawal volume reduced by about seven per have been well appreciated by the community. The Indian companies. This tool is a step towards improved
cent in 2014. There was a 15% reduction in community takes an active part in execution of these water management by industry in India. The tool (IWT v 1)
withdrawal of ground water. There was no partnership programmes with support from the local was launched in 2012. It helps companies understand
collected that would have otherwise gone unused. Even increase in water purchase from municipal supply and third government, and other NGOs. No water source or and respond to the growing challenges of managing
used quarries were given a new life by converting them parties. However, water withdrawal from surface water protected area (nationally or internationally) is disturbed for water effectively. Version 2 of the tool will be launched in
into manmade lakes and wetlands. Steadily, the results sources in 2014 increased by 28% as compared to 2012. water withdrawal. In fact, the Company’s water resource February 2015.
Ambuja Cement
37
The Total Volume of Water Withdrawn From Various Sources (Jan-Dec, 2014)
Water -Over Four times Water Positive
Since its inception the Company has shown great grew with each year. Today Ambuja is possibly the first
commitment towards water management. We value water cement company in the world to be assured ‘water Water Withdrawal 2014 22,27,519 17,85,546 19,80,832 8,18,043
immensely, as it is a scarce natural resource. We not only positive’. The Company was assured as ‘two times water
continue to reduce the water footprint of our operations, positive’ in 2011, and the team increased its efforts to
Cubic Meter (m3)

but also promote responsible water management in ensure that we remained water positive in 2014 as well. Ground Water
2013 23,25,752 13,04,648 17,65,165 8,40,710
partnership with various government and other local The Company made a significant achievement with a 4.03
Surface Water
stakeholders. This is done for the benefit of the community. times water positive assurance in 2014. Our ambition now
We track water withdrawal, consumption, reuse/ recycling is to become five times water positive by 2017. It is a Harvested Water
and discharge. We also endeavour to save water by difficult task, but every drop added is a victory for our Third Party Purchase 2012 26,23,751 13,97,363 25,21,181 8,19,551
constructing water harvesting structures and employing team, and the planet.
water-efficient techniques. The Company defines ‘Water
A third party was specially commissioned by the Company
Balance Index’ as the ratio of water credit over water debit
to carry out a limited assurance of its water accounting
at each site. ‘Water debit’ denotes the total volume of water We reused/ recycled more water in 2014 (10,81,607 m3) The recycled water was used in dust suppression,
data covering the period 1 January to 31 December, 2014.
consumed; and ‘water credit’ is the summation of the than in 2013. The quantity recycled corresponds to about gardening and other purposes after treatment in sewage or
The data considered included the water balance index for
volume of recycled/ reused water, harvested rain water, 15.9% of our total water withdrawal from various sources. effluent treatment plants (STPs/ETPs) and reverse osmosis
the facilities, water debit, and water credit. The results of
recharged ground water, water saved through better (RO) plants.
the exercise showed that the Company was 4.03 times
agro-practices/ techniques (drip, sprinkler, systematic
water positive in 2014 whereas the target for the year was a
rice intensification), and value-added services.
water positive index of 3.0. Our total credit for 2014 was
If, the water balance index is greater than one, it indicates Recycled Water Percentage Total Water Consumption Recycled Water (from STP/ETP/RO)
about 31,192,523 m3. The amount of water credit we put
a positive water balance.
back to the planet by promoting water savings and
A combination of various water harvesting programmes harvesting more than doubled in 2014 compared to 2011. 15.85 16.60 15.88
and revolutionary techniques were employed. Through In 2014, our Customer Support Group saved 5,175 m of 3
rainwater harvesting, large quantities of water were curing water through cement users. Water saving through
systematic rice intensification in eastern India
benefits farmers. Our team has built over 170
check-dams and small barriers across the
2012 2013 2014
country, to avoid water runoff from streams
and rivers.
Most of our plants do not discharge any water or management programmes have positively impacted the
Ambuja has been committed to conserve and waste-water into natural resources like land, streams, lakes biodiversity in some areas. This has been appreciated by
use water resources in a responsible manner or ponds. In 2014, the total water discharged by few of our different stakeholders. Ambuja is aware of the value of
for long term water sustainability. Monthly water plants was about 31,570 m3 which is about 0.5% of our water source to local communities and indigenous peoples
management reports (WMRs) are generated by total water withdrawal. Thus, no water bodies and related in its areas of operation and takes their support in
all our plants to track water withdrawal, habitats are affected by water discharge. conjunctive development of water resources.
consumption, discharge and water harvesting
Due to it’s continuing effort towards water resource
practices. Water and environment champions India Water Tool with WBCSD
management, local water sources are not significantly
from our plants discussed various aspects of
affected by withdrawal by Ambuja. A water resource We continued our active participation in the development
water management at a water workshop in
estimation study is undertaken for ground or surface of India Water Tool Version 2 (IWT v 2.0) of World
March 2014.
water conservation in addition to regulatory requirements. Business Council for Sustainable Development (WBCSD)
Overall, as compared to 2012, our total water The Company’s efforts on water resource development along with WRI, CII Triveni Water Institute and 10 other
withdrawal volume reduced by about seven per have been well appreciated by the community. The Indian companies. This tool is a step towards improved
cent in 2014. There was a 15% reduction in community takes an active part in execution of these water management by industry in India. The tool (IWT v 1)
withdrawal of ground water. There was no partnership programmes with support from the local was launched in 2012. It helps companies understand
collected that would have otherwise gone unused. Even increase in water purchase from municipal supply and third government, and other NGOs. No water source or and respond to the growing challenges of managing
used quarries were given a new life by converting them parties. However, water withdrawal from surface water protected area (nationally or internationally) is disturbed for water effectively. Version 2 of the tool will be launched in
into manmade lakes and wetlands. Steadily, the results sources in 2014 increased by 28% as compared to 2012. water withdrawal. In fact, the Company’s water resource February 2015.
Ambuja Cement
37
In 2014, Ambuja utilised over five million tonnes of fly ash Emission Profile (in Tonnes/year) for 2014
Carbon and Other Emissions which resulted in PPC constituting over 92% of its overall 29579
cement production. The carbon footprint of our product

We have continued to focus on climate change mitigation Technology Roadmap for Indian Cement Industry’. The
has reduced by over 28% from 1990 levels (for direct
and footprint-conscious growth as an integral part of our strategies mentioned in the roadmap are now being piloted
emissions). We continue to participate in the Global
sustainability strategy. We focus on low carbon growth, at our Ambujanagar unit with the help of CII. The focus is
Programme of Clean Development Mechanism (CDM).
use of alternative fuels, renewable energy, biomass etc. on energy efficiency opportunities in the operations.
Currently we are pursuing our CDM project on waste heat
We continue to progress on our renewable and clean 4114
recovery based power generation in our integrated unit in
energy roadmap. As a part of that, we installed a 330 KV Carbon Disclosure Project 957
70 745 266
Rabriyawas, Rajasthan.
solar power station at Bhatapara, Chhattisgarh in 2012, in
The Company is currently monitoring and reporting Our cement production process does not emit ozone-
addition to the existing 7.5 MW wind energy plant at NOx SOx Dust HCI VOC NH3
CO2 emissions as per the WBCSD Cement Sustainability depleting substances (ODS). We have ascertained that the
Kutch, Gujarat, which was commissioned in 2011.
Initiative (CSI) protocol. Ambuja proactively discloses NOx, SOx, and other significant air emissions by type and
A 6.5 MW waste heat recovery based power generation offices within our plants are also free from ODS emitting
its carbon emissions and strategies to address climate weight emissions from the nine kiln/raw mill stacks are
system is being installed, which is expected to be equipment like air conditioning systems, fire suppression
risks annually in the Carbon Disclosure Project (CDP). reported, excluding captive power plants and other stacks.
operational by 2015. equipment, refrigerators etc.
The Company scored 92 out of 100 on the CDP 2014
cycle. The Company has been rated among the top 10
Partnership for Climate Mitigation
in the Climate Disclosure Leadership Index 2014, Responsible Mining
The Company is one of the Co-chairs of CSI India and has issued by CDP for India.
been part of the working group on ‘A Low Carbon Ambuja’s most distinctive attribute is its approach to blast/ ground vibration. It is safe in extraneous electric
business. The Company firmly believes in sustainable environments, and offers the possibility of limiting the
development of all its stakeholders. In this process, an amount of detonators per shot. In this technique of mining,
Direct Emissions (including on-site power generation) in 2014 1,39,97,274 tonnes of CO2
eco-friendly mining strategy has been adopted for all drilling is carried out by deploying a 150 mm dia. drill
GHG Gases included in the calculation The major source of GHG in cement manufacturing is CO2 Ambuja locations. This fosters a safe environment and (Atlas Copco/ ROC L8), equipped with an in-built
positive work culture in the vicinity of the mines. Ambuja arrangement of water sprinkling for dust suppression.
CO2 from Combustion of Biomass* 85,193 tonnes of CO2
Cements Limited has mining operations in Gujarat, A separate dust extraction system makes the operation
Methodology WBCSD CSI Cement CO2 & Energy ProtocoI Ver 3.1
Rajasthan, Himachal Pradesh, Maharashtra and practically dust free. Along with the drilling equipment,
*Kiln & non-kiln fuels including biomass content of mixed fuels

Chhattisgarh. To penetrate the market and overcome hydraulic excavators for excavation and loading, and
logistic barriers, Ambuja has installed eight grinding units dumpers for transportation are deployed. Blasting
and three bulk cement terminals in various parts of country. operations are carried out in a controlled manner to
Indirect Emissions from imported electricity in 2014 7,07,362 tonnes of CO2 To support such huge volumes of production, limestone, minimise generation of fly rock.
Emission Factor Used 0.97 tonnes per MWh of electricity the prime raw material, is obtained through 10 captive
Amount of land (owned or leased, & managed for production
mines located in the vicinity of the integrated cement plants.
Source of Emission Factor Central Electricity Authority CO2 Baseline activities or extractive use) disturbed or rehabilitated:
Database for the Indian Power Sector; Ver. 10.0 Limestone excavation is carried out by highly mechanised,
modern, open-cast mining technology. The mining Total land disturbed but not yet 1,048.78
Measurement of Scope 3, other indirect GHG emissions, has just been initiated in the Company. methodology varies according to the geographical rehabilitated till 31 Dec 2013
conditions, nature of occurrence of the deposit, geology of Total land disturbed in 89.38
the area, physical and chemical characteristics of the 2014 (Jan-Dec) (ha)
Carbon Intensity in kg/tonnes of Cement
mineral, topography, hydrogeology, structural features, and Total area rehabilitated in 28.86
Specific gross CO2 Specific net CO2
772 772 the quantum of waste material/ soil to be removed. Two 2014 (Jan-Dec) (ha)
740 740
663 663 basic methods are used to obtain the raw material: Total area disturbed and 1,109.31
616 615
580 580 567 567 561 560
588 588 582 581 577 575 561 556 560 554 not yet rehabilitated (ha)
Surface Miner Technology: This technique is suitable
for soft to moderately hard limestone and is used in and
None of the sites are operating in the immediate vicinity of
around Gujarat. It avoids primary crushing. The method
specific biodiversity zones. Biodiversity (flora and fauna)
offers substantial reduction in vibration, noise, and dust
studies have been conducted by third parties around
development.
almost all our mining areas. Additionally, we are
Controlled Drilling and Blasting: Controlled blasting is implementing the Holcim Biodiversity Directive with a
adopted at mine sites by the use of electronic detonators mandate to prepare a Biodiversity Action Plan for our sites.
1990 2000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Note: From 2011 onwards, emissions from power plants are excluded from the scope due to a change in HARP (Holcim Accounting and Reporting Practice) which led to changes in the methodology of calculation for higher precision, this technique results in improved The study has been completed at Ambujanagar and
of CO2 emissions. Emissions from BCTs, corporate office and marketing offices are excluded. Emissions due to AFR, biomass and indirect sources are excluded.
blasting due to a wide range of delays and reduction of air Darlaghat sites.
Ambuja Cement
39
In 2014, Ambuja utilised over five million tonnes of fly ash Emission Profile (in Tonnes/year) for 2014
Carbon and Other Emissions which resulted in PPC constituting over 92% of its overall 29579
cement production. The carbon footprint of our product

We have continued to focus on climate change mitigation Technology Roadmap for Indian Cement Industry’. The
has reduced by over 28% from 1990 levels (for direct
and footprint-conscious growth as an integral part of our strategies mentioned in the roadmap are now being piloted
emissions). We continue to participate in the Global
sustainability strategy. We focus on low carbon growth, at our Ambujanagar unit with the help of CII. The focus is
Programme of Clean Development Mechanism (CDM).
use of alternative fuels, renewable energy, biomass etc. on energy efficiency opportunities in the operations.
Currently we are pursuing our CDM project on waste heat
We continue to progress on our renewable and clean 4114
recovery based power generation in our integrated unit in
energy roadmap. As a part of that, we installed a 330 KV Carbon Disclosure Project 957
70 745 266
Rabriyawas, Rajasthan.
solar power station at Bhatapara, Chhattisgarh in 2012, in
The Company is currently monitoring and reporting Our cement production process does not emit ozone-
addition to the existing 7.5 MW wind energy plant at NOx SOx Dust HCI VOC NH3
CO2 emissions as per the WBCSD Cement Sustainability depleting substances (ODS). We have ascertained that the
Kutch, Gujarat, which was commissioned in 2011.
Initiative (CSI) protocol. Ambuja proactively discloses NOx, SOx, and other significant air emissions by type and
A 6.5 MW waste heat recovery based power generation offices within our plants are also free from ODS emitting
its carbon emissions and strategies to address climate weight emissions from the nine kiln/raw mill stacks are
system is being installed, which is expected to be equipment like air conditioning systems, fire suppression
risks annually in the Carbon Disclosure Project (CDP). reported, excluding captive power plants and other stacks.
operational by 2015. equipment, refrigerators etc.
The Company scored 92 out of 100 on the CDP 2014
cycle. The Company has been rated among the top 10
Partnership for Climate Mitigation
in the Climate Disclosure Leadership Index 2014, Responsible Mining
The Company is one of the Co-chairs of CSI India and has issued by CDP for India.
been part of the working group on ‘A Low Carbon Ambuja’s most distinctive attribute is its approach to blast/ ground vibration. It is safe in extraneous electric
business. The Company firmly believes in sustainable environments, and offers the possibility of limiting the
development of all its stakeholders. In this process, an amount of detonators per shot. In this technique of mining,
Direct Emissions (including on-site power generation) in 2014 1,39,97,274 tonnes of CO2
eco-friendly mining strategy has been adopted for all drilling is carried out by deploying a 150 mm dia. drill
GHG Gases included in the calculation The major source of GHG in cement manufacturing is CO2 Ambuja locations. This fosters a safe environment and (Atlas Copco/ ROC L8), equipped with an in-built
positive work culture in the vicinity of the mines. Ambuja arrangement of water sprinkling for dust suppression.
CO2 from Combustion of Biomass* 85,193 tonnes of CO2
Cements Limited has mining operations in Gujarat, A separate dust extraction system makes the operation
Methodology WBCSD CSI Cement CO2 & Energy ProtocoI Ver 3.1
Rajasthan, Himachal Pradesh, Maharashtra and practically dust free. Along with the drilling equipment,
*Kiln & non-kiln fuels including biomass content of mixed fuels

Chhattisgarh. To penetrate the market and overcome hydraulic excavators for excavation and loading, and
logistic barriers, Ambuja has installed eight grinding units dumpers for transportation are deployed. Blasting
and three bulk cement terminals in various parts of country. operations are carried out in a controlled manner to
Indirect Emissions from imported electricity in 2014 7,07,362 tonnes of CO2 To support such huge volumes of production, limestone, minimise generation of fly rock.
Emission Factor Used 0.97 tonnes per MWh of electricity the prime raw material, is obtained through 10 captive
Amount of land (owned or leased, & managed for production
mines located in the vicinity of the integrated cement plants.
Source of Emission Factor Central Electricity Authority CO2 Baseline activities or extractive use) disturbed or rehabilitated:
Database for the Indian Power Sector; Ver. 10.0 Limestone excavation is carried out by highly mechanised,
modern, open-cast mining technology. The mining Total land disturbed but not yet 1,048.78
Measurement of Scope 3, other indirect GHG emissions, has just been initiated in the Company. methodology varies according to the geographical rehabilitated till 31 Dec 2013
conditions, nature of occurrence of the deposit, geology of Total land disturbed in 89.38
the area, physical and chemical characteristics of the 2014 (Jan-Dec) (ha)
Carbon Intensity in kg/tonnes of Cement
mineral, topography, hydrogeology, structural features, and Total area rehabilitated in 28.86
Specific gross CO2 Specific net CO2
772 772 the quantum of waste material/ soil to be removed. Two 2014 (Jan-Dec) (ha)
740 740
663 663 basic methods are used to obtain the raw material: Total area disturbed and 1,109.31
616 615
580 580 567 567 561 560
588 588 582 581 577 575 561 556 560 554 not yet rehabilitated (ha)
Surface Miner Technology: This technique is suitable
for soft to moderately hard limestone and is used in and
None of the sites are operating in the immediate vicinity of
around Gujarat. It avoids primary crushing. The method
specific biodiversity zones. Biodiversity (flora and fauna)
offers substantial reduction in vibration, noise, and dust
studies have been conducted by third parties around
development.
almost all our mining areas. Additionally, we are
Controlled Drilling and Blasting: Controlled blasting is implementing the Holcim Biodiversity Directive with a
adopted at mine sites by the use of electronic detonators mandate to prepare a Biodiversity Action Plan for our sites.
1990 2000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Note: From 2011 onwards, emissions from power plants are excluded from the scope due to a change in HARP (Holcim Accounting and Reporting Practice) which led to changes in the methodology of calculation for higher precision, this technique results in improved The study has been completed at Ambujanagar and
of CO2 emissions. Emissions from BCTs, corporate office and marketing offices are excluded. Emissions due to AFR, biomass and indirect sources are excluded.
blasting due to a wide range of delays and reduction of air Darlaghat sites.
Ambuja Cement
39
A total of 42,61,369 tonnes of overburden/ interburden or We follow a consultative approach to address concerns initiated a wildlife conservation plan and biodiversity action by the operations of the organisation, by level of extinction
waste material was generated during the reporting period. of local communities if any, involving all the stakeholders. plan at these locations. Additionally, our Rabriyawas plant risk, are:
There was no generation of tailings and sludge. Waste has initiated a natural capital profile assessment with the
There are no operating sites where artisanal and
material is disposed through an excavator-dumper-dozer guidance of Indian Business Biodiversity Initiative (IBBI). Ambujanagar Darlaghat TOTAL
small-scale mining takes place.
combination. Dumping is carried out in non-mineralised
The Company has prepared a conservation plan for Critically endangered 0 13 13
areas. No associated risks have been identified so far. Lands are purchased on a one-to-one basis after
schedule-1 species which has been authenticated and
The dumps are well designed and maintained with a negotiations. There were no significant disputes related Endangered 0 6 6
approved by the Principal Chief Conservator of Forests
predefined slope angle for maximum stability. to resettlement.
(Wildlife)-cum-Chief Wildlife Warden, Government of Vulnerable 1 3 4
There were no strikes or lockouts at our mines in the Progressive mine closure plans are available as per statute Himachal Pradesh. This plan is also due for Ambujanagar.
Near threatened 3 74 77
reporting period. for all the locations. Additionally, concurrent rehabilitation
The total number of IUCN Red List species and National Least concem 100 1 101
plans are available for the working mines in Gujarat.
Our operating sites are not located adjacent to indigenous Conservation List species with habitats in areas affected
peoples' territories.
‘Waste’ as Wealth
Biodiversity Management
As an organisation, Ambuja is conscious about creating a advantage accrues in the form of energy costs, energy
positive impact on our environment and society. It is our security, and reduced consumption of scarce resources.
constant endeavour to find ways to bring about change Ambuja has been working with Geocycle to expand waste
that will positively impact the environment without streams and ensure that they are available & used efficiently
compromising our operational standards. Safe waste through better sourcing and marketing. Other measures by
management is one of the biggest environmental challenges the Company include advocacy for enabling a policy
faced by the country today. Ambuja is aiming to provide framework to promote the use of AFR; plant AFR potential
state-of-the-art waste management services to the industry profiling; installation of infrastructure & machinery for
and society through waste co-processing in cement kilns handling and storage of AFR; and testing facilities for AFR.
under our Geocycle brand. We aim to utilise wastes from Waste consumption increased substantially in 2014.
different industrial, agricultural, and municipal sources as The range of waste streams also increased significantly
alternative fuels and raw materials (AFR) that can help in and catered to new customers. With higher utilisation of
conserving scarce conventional fuels used in our kilns and alternative fuels and raw materials, Geocycle has also made
captive power plants (CPPs), to achieve our goal for significant contribution towards replacing traditional fuels.
sustainable development and mitigation of climate change. The year 2014 also marked the year of the final set up of
The quality of the end product, operational control and our pre- processing platforms in four locations. New and more
occupational health & safety of the employees remain the automated installations will enable Geocycle to accept varied
chief concern during co-processing. Co-processing helps waste streams from across India & make them compatible
in substitution of fuels, recycling and elimination of waste, for co-processing in kilns. Geocycle has also focused on
Several measures are implemented to improve the conserving water during the rainy season, which helps in
and also facilitates the scientific destruction of wastes that strengthening the ACert implementation for comprehensive
environmental performance and address health & safety recharging the ground water table. The increased availability
cannot be recycled and/or reused. In some cases, trial runs assessment of all operations related to co-processing.
issues at Ambuja’s integrated cement plants and mining of water in the water scarce regions of Gujarat and
sites. Our water positive programme around our mining Rajasthan enables the local people to grow crops for a becomes necessary for regulatory approval. Business
sites is designed to minimise the water requirement from longer duration in the year, thus inproving their livelihood.
natural resources in order to preserve biodiversity and the This also helps the biodiversity and ecosystem of the area.
ecosystem. Trees are planted at the mine sites to improve The Company uses local agricultural fodder as biomass for Waste Consumption Co-processed Waste
biodiversity. After years of hard work, a green belt has power generation. This helps in minimising the emission of 95,235 Year 2014
Geocycle has been instrumental in co-processing 1.78 lakh
been created in and around the plant and mine areas; it green house gases and provides additional income to the
tonnes of alternative fuel in 2014 as compared to 1.74 lakh
has transformed the dry and barren land into a verdant farmers through the sale of biomass to Ambuja.
Quantity in tonnes
tonnes in 2013. Through this activity, Ambuja decreased the
landscape. The green belt fulfils Ambuja’s commitment to
All Ambuja’s operating sites have been assessed for their 48,508 negative impact of the waste on the environment. It also
have a high percentage of green cover and also helps
environmental impact; systems have been put in place to 34,274 decreased its overall ecological footprint by reducing its reliance
reduce dust pollution and carbon sequestration. It also
prevent the occurrence of adverse impact. The Company on natural resources. Apart from co-processing agricultural
builds a rapport with the local villagers, providing both
continuously strives to operate in an environmentally
social and ecological value. and industrial waste and that obtained from the public
responsible manner. At Darlaghat, and Ambujanagar the
sector, we have also provided solutions for sorted municipal
Ambuja’s community welfare initiatives help in improving area within 10 km of our mining or plant operations has North East West-South
waste under the aegis of the Geocycle brand.
Region
the livelihoods of the local people. Check dams aid in been designated as a protected area. The Company has
Ambuja Cement
41
A total of 42,61,369 tonnes of overburden/ interburden or We follow a consultative approach to address concerns initiated a wildlife conservation plan and biodiversity action by the operations of the organisation, by level of extinction
waste material was generated during the reporting period. of local communities if any, involving all the stakeholders. plan at these locations. Additionally, our Rabriyawas plant risk, are:
There was no generation of tailings and sludge. Waste has initiated a natural capital profile assessment with the
There are no operating sites where artisanal and
material is disposed through an excavator-dumper-dozer guidance of Indian Business Biodiversity Initiative (IBBI). Ambujanagar Darlaghat TOTAL
small-scale mining takes place.
combination. Dumping is carried out in non-mineralised
The Company has prepared a conservation plan for Critically endangered 0 13 13
areas. No associated risks have been identified so far. Lands are purchased on a one-to-one basis after
schedule-1 species which has been authenticated and
The dumps are well designed and maintained with a negotiations. There were no significant disputes related Endangered 0 6 6
approved by the Principal Chief Conservator of Forests
predefined slope angle for maximum stability. to resettlement.
(Wildlife)-cum-Chief Wildlife Warden, Government of Vulnerable 1 3 4
There were no strikes or lockouts at our mines in the Progressive mine closure plans are available as per statute Himachal Pradesh. This plan is also due for Ambujanagar.
Near threatened 3 74 77
reporting period. for all the locations. Additionally, concurrent rehabilitation
The total number of IUCN Red List species and National Least concem 100 1 101
plans are available for the working mines in Gujarat.
Our operating sites are not located adjacent to indigenous Conservation List species with habitats in areas affected
peoples' territories.
‘Waste’ as Wealth
Biodiversity Management
As an organisation, Ambuja is conscious about creating a advantage accrues in the form of energy costs, energy
positive impact on our environment and society. It is our security, and reduced consumption of scarce resources.
constant endeavour to find ways to bring about change Ambuja has been working with Geocycle to expand waste
that will positively impact the environment without streams and ensure that they are available & used efficiently
compromising our operational standards. Safe waste through better sourcing and marketing. Other measures by
management is one of the biggest environmental challenges the Company include advocacy for enabling a policy
faced by the country today. Ambuja is aiming to provide framework to promote the use of AFR; plant AFR potential
state-of-the-art waste management services to the industry profiling; installation of infrastructure & machinery for
and society through waste co-processing in cement kilns handling and storage of AFR; and testing facilities for AFR.
under our Geocycle brand. We aim to utilise wastes from Waste consumption increased substantially in 2014.
different industrial, agricultural, and municipal sources as The range of waste streams also increased significantly
alternative fuels and raw materials (AFR) that can help in and catered to new customers. With higher utilisation of
conserving scarce conventional fuels used in our kilns and alternative fuels and raw materials, Geocycle has also made
captive power plants (CPPs), to achieve our goal for significant contribution towards replacing traditional fuels.
sustainable development and mitigation of climate change. The year 2014 also marked the year of the final set up of
The quality of the end product, operational control and our pre- processing platforms in four locations. New and more
occupational health & safety of the employees remain the automated installations will enable Geocycle to accept varied
chief concern during co-processing. Co-processing helps waste streams from across India & make them compatible
in substitution of fuels, recycling and elimination of waste, for co-processing in kilns. Geocycle has also focused on
Several measures are implemented to improve the conserving water during the rainy season, which helps in
and also facilitates the scientific destruction of wastes that strengthening the ACert implementation for comprehensive
environmental performance and address health & safety recharging the ground water table. The increased availability
cannot be recycled and/or reused. In some cases, trial runs assessment of all operations related to co-processing.
issues at Ambuja’s integrated cement plants and mining of water in the water scarce regions of Gujarat and
sites. Our water positive programme around our mining Rajasthan enables the local people to grow crops for a becomes necessary for regulatory approval. Business
sites is designed to minimise the water requirement from longer duration in the year, thus inproving their livelihood.
natural resources in order to preserve biodiversity and the This also helps the biodiversity and ecosystem of the area.
ecosystem. Trees are planted at the mine sites to improve The Company uses local agricultural fodder as biomass for Waste Consumption Co-processed Waste
biodiversity. After years of hard work, a green belt has power generation. This helps in minimising the emission of 95,235 Year 2014
Geocycle has been instrumental in co-processing 1.78 lakh
been created in and around the plant and mine areas; it green house gases and provides additional income to the
tonnes of alternative fuel in 2014 as compared to 1.74 lakh
has transformed the dry and barren land into a verdant farmers through the sale of biomass to Ambuja.
Quantity in tonnes
tonnes in 2013. Through this activity, Ambuja decreased the
landscape. The green belt fulfils Ambuja’s commitment to
All Ambuja’s operating sites have been assessed for their 48,508 negative impact of the waste on the environment. It also
have a high percentage of green cover and also helps
environmental impact; systems have been put in place to 34,274 decreased its overall ecological footprint by reducing its reliance
reduce dust pollution and carbon sequestration. It also
prevent the occurrence of adverse impact. The Company on natural resources. Apart from co-processing agricultural
builds a rapport with the local villagers, providing both
continuously strives to operate in an environmentally
social and ecological value. and industrial waste and that obtained from the public
responsible manner. At Darlaghat, and Ambujanagar the
sector, we have also provided solutions for sorted municipal
Ambuja’s community welfare initiatives help in improving area within 10 km of our mining or plant operations has North East West-South
waste under the aegis of the Geocycle brand.
Region
the livelihoods of the local people. Check dams aid in been designated as a protected area. The Company has
Ambuja Cement
41
TSR and GAV
Responsible Products
Ambuja achieved a thermal substitution rate (TSR) of
3.95% in 2014 as compared to 3.65% in 2013, showing an
increase of more than eight per cent. This added financial
Trial Burns value is important to ensure that the waste management A Label for Our Sustainability!
In compliance with regulatory requirements, Ambuja conducted model being adopted under the Geocycle brand is Ambuja Cement has become the first Indian cement company to qualify and be awarded the prestigious certification on
six trial burns in 2014 to demonstrate the suitability of sustainable in the long term. Geocycle has succeeded in sustainable product labelling, ‘PRO-SUSTAIN’ by a leading global certification body, DNV Business Assurance. It has
co-processing wastes in cement kilns, taking into account defraying some of the costs incurred towards the provision of been obtained for our Darlaghat operations. The ‘PRO-SUSTAIN’
environmental, health, and quality criteria. safe waste management services. certification implies that the Company promotes the adoption of
responsible and cost effective measures for incorporating
sustainability into product design, development, production, and
supply chain management. The ‘PRO-SUSTAIN’ product label will be
Relative % rise in TSR & Earning
Relative % of TSR for year Relative % of earnings for year used on our cement bags. This extensive and detailed assessment
became necessary when we realised that our stakeholders wanted
100.04% to be assured on the sustainability performance of our products and
100%
business processes. To this end, Ambuja embarked on this initiative
with independent experts. The initiative involved a robust
51.52%
assessment and labelling process in keeping with the best
Relative rise in %
50%
8.73%
sustainability practices. The entire process has been very gratifying
7.47%
4.89%
-7.93%
as it enabled us to measure, improve, and demonstrate the
0.0% sustainability performance of our value chain including product
North East West & South
manufacture, distribution, and marketing. This certification has
provided recognition to both the sustainability management efforts of
-50%
Regions
Ambuja, and the performance of our product.
Pre-processing Platforms Pre-processing is carried out in state-of-the-art facilities. Being one of the trusted, leading cement manufacturers 64%
68%
2012
60%
The designing, commissioning, and installation of these in India, Ambuja strives to set a benchmark for the quality 2013
To add momentum to our efforts in providing sustainable
facilities are carried out with the highest regard to safety of cement. The major areas of focus are raw materials, fuel, 2014
waste management services to industry and society, four
in every aspect. In addition to these facilities, feeding and innovative product development. The environmental
new pre-processing facilities have been set up at our 26% 27%
systems as well as waste storage facilities at various impact of our cement production has reduced over the 22%
Rabriyawas, Ambujanagar, Maratha, and Bhatapara plants.
co-processing locations have been ramped up for handling years. Cement being a commodity, use-oriented figures 9% 10%
13%
Pre-processing is a procedure by which a wide variety of
increased volumes. As part of our internal safety and risk are not measured.
waste materials are combined into a homogeneous
management programme, ACert, we continuously train our
product of defined size and chemical composition. The Company uses HDPE bags for packing cement; it also
Road Rail Sea (incl. Export)
people, systematically assess risks, and raise the bar for
It involves size reduction and blending operations. uses bio-degradable paper bags for selected cement
our performance.
markets. As it is practically not possible to collect cement
bags from markets, Ambuja has demonstarted its
Waste Generation 2012 2013 2014 leadership as a responsible company by co-processing We have invested in energy efficient equipment, upgradation
more plastic wastes collected from other sources than the of pollution control equipment (air, water, noise, waste),
Hazardous waste (In tonnes) 653 469 315
quantity of HDPE bags it uses. dust suppression systems, rainwater harvesting systems,
Non-hazardous (In tonnes) 2,53,130 3,12,992 3,24,839 green belt development, environmental training and
The environmental impact of transporting goods and
Note: Waste from BCTs excluded. awareness, road sweeping machines, certifications etc.
materials for the organisation’s operations, and even
The Company incurred an expenditure of over Rs. 420
transporting members of the workforce, has reduced
The Company tracks significant spills through the plant No hazardous wastes were transported to or from million for environment protection during the year.
over the years. Bulk cement transportation through sea
environment profile. There were no incidents of significant locations abroad.
routes has been in practice since 1993. Today, Ambuja As on 31 December, 2014, there were eight cases pending
oil spills recorded in the reporting period.
owns 10 ships for transportation of products and other in different courts. No formal grievance has been filed about
raw materials. Ambuja has just initiated Scope 3 environmental impacts through grievance mechanisms
emissions measurement. during the reporting period.
Ambuja Cement
43
TSR and GAV
Responsible Products
Ambuja achieved a thermal substitution rate (TSR) of
3.95% in 2014 as compared to 3.65% in 2013, showing an
increase of more than eight per cent. This added financial
Trial Burns value is important to ensure that the waste management A Label for Our Sustainability!
In compliance with regulatory requirements, Ambuja conducted model being adopted under the Geocycle brand is Ambuja Cement has become the first Indian cement company to qualify and be awarded the prestigious certification on
six trial burns in 2014 to demonstrate the suitability of sustainable in the long term. Geocycle has succeeded in sustainable product labelling, ‘PRO-SUSTAIN’ by a leading global certification body, DNV Business Assurance. It has
co-processing wastes in cement kilns, taking into account defraying some of the costs incurred towards the provision of been obtained for our Darlaghat operations. The ‘PRO-SUSTAIN’
environmental, health, and quality criteria. safe waste management services. certification implies that the Company promotes the adoption of
responsible and cost effective measures for incorporating
sustainability into product design, development, production, and
supply chain management. The ‘PRO-SUSTAIN’ product label will be
Relative % rise in TSR & Earning
Relative % of TSR for year Relative % of earnings for year used on our cement bags. This extensive and detailed assessment
became necessary when we realised that our stakeholders wanted
100.04% to be assured on the sustainability performance of our products and
100%
business processes. To this end, Ambuja embarked on this initiative
with independent experts. The initiative involved a robust
51.52%
assessment and labelling process in keeping with the best
Relative rise in %
50%
8.73%
sustainability practices. The entire process has been very gratifying
7.47%
4.89%
-7.93%
as it enabled us to measure, improve, and demonstrate the
0.0% sustainability performance of our value chain including product
North East West & South
manufacture, distribution, and marketing. This certification has
provided recognition to both the sustainability management efforts of
-50%
Regions
Ambuja, and the performance of our product.
Pre-processing Platforms Pre-processing is carried out in state-of-the-art facilities. Being one of the trusted, leading cement manufacturers 64%
68%
2012
60%
The designing, commissioning, and installation of these in India, Ambuja strives to set a benchmark for the quality 2013
To add momentum to our efforts in providing sustainable
facilities are carried out with the highest regard to safety of cement. The major areas of focus are raw materials, fuel, 2014
waste management services to industry and society, four
in every aspect. In addition to these facilities, feeding and innovative product development. The environmental
new pre-processing facilities have been set up at our 26% 27%
systems as well as waste storage facilities at various impact of our cement production has reduced over the 22%
Rabriyawas, Ambujanagar, Maratha, and Bhatapara plants.
co-processing locations have been ramped up for handling years. Cement being a commodity, use-oriented figures 9% 10%
13%
Pre-processing is a procedure by which a wide variety of
increased volumes. As part of our internal safety and risk are not measured.
waste materials are combined into a homogeneous
management programme, ACert, we continuously train our
product of defined size and chemical composition. The Company uses HDPE bags for packing cement; it also
Road Rail Sea (incl. Export)
people, systematically assess risks, and raise the bar for
It involves size reduction and blending operations. uses bio-degradable paper bags for selected cement
our performance.
markets. As it is practically not possible to collect cement
bags from markets, Ambuja has demonstarted its
Waste Generation 2012 2013 2014 leadership as a responsible company by co-processing We have invested in energy efficient equipment, upgradation
more plastic wastes collected from other sources than the of pollution control equipment (air, water, noise, waste),
Hazardous waste (In tonnes) 653 469 315
quantity of HDPE bags it uses. dust suppression systems, rainwater harvesting systems,
Non-hazardous (In tonnes) 2,53,130 3,12,992 3,24,839 green belt development, environmental training and
The environmental impact of transporting goods and
Note: Waste from BCTs excluded. awareness, road sweeping machines, certifications etc.
materials for the organisation’s operations, and even
The Company incurred an expenditure of over Rs. 420
transporting members of the workforce, has reduced
The Company tracks significant spills through the plant No hazardous wastes were transported to or from million for environment protection during the year.
over the years. Bulk cement transportation through sea
environment profile. There were no incidents of significant locations abroad.
routes has been in practice since 1993. Today, Ambuja As on 31 December, 2014, there were eight cases pending
oil spills recorded in the reporting period.
owns 10 ships for transportation of products and other in different courts. No formal grievance has been filed about
raw materials. Ambuja has just initiated Scope 3 environmental impacts through grievance mechanisms
emissions measurement. during the reporting period.
Ambuja Cement
43
before introducing any programme in the community. The programme was initiated in the salinity ingress areas of
This ensures complete community participation from the Kodinar, and has now spread to the dry arid regions of
planning to the implementation stage. Environment impact Rajasthan, and the hilly regions of Darlaghat. Since every
assessments (EIAs) are undertaken for any new or location has a unique topography, strategies & programmes
expansion projects at our plants and mines according to are moulded to suit the needs of the region and the
Society... guidelines specified by the Government. Public disclosure

of EIA reports and public consultation are essential
elements of this process. ACF has also developed a
Together we grow detailed monitoring system to monitor inputs and outputs.
The work is regularly subjected to evaluation and impact
assessment. As projects evolve, evaluation studies, both
internal and external, are undertaken to review direction and
make course corrections as required. On maturity or
completion of the projects, impact assessments are done
Empowering Communities by reputed external parties. Through these assessments
we have seen very positive outcomes and benefits for the
At Ambuja, the corporate social responsibility (CSR) has established to aid this objective. To integrate business and
people of our areas.
been an integral part of the business since our inception. community needs, community engagement plans (CEPs)
The founders of the Company always believed that it was are prepared in close consultation with the community and As a result of this robust and impactful approach,
communities within it. ACF has been waging a tough battle
imperative for the surrounding communities and then the unit. A community advisory panel (CAP), which is substantial funding is received from the Government and
against salinity in Gujarat through methods like RRWHS,
stakeholders to progress with the Company. This vision an advisory body, representing community leaders, the other funders who view ACF as an implementing organisation
construction of check dams and pond recharge.
resulted in the establishment of the Ambuja Cement local administration, NGOs, and the Company, has been for developmental programmes. With this funding, ACF has
In Rajasthan, ACF revived traditional water conservation
Foundation (ACF) in 1993. ACF is the CSR arm of the formed at each location. This is a platform for exchange of expanded to regions beyond Ambuja plants.
systems like khadins. This, coupled with technical
Company. ACF operates in 12 states and 22 locations information and views, hearing out community concerns,
advances, has ensured the availability of good quality
(including all our operating locations), reaching out to more and deciding about future programmes. The social CSR expenditure
% of PAT water for household & agricultural purposes. In
than 14 lakh people in over 860 villages. ACF programmes engagement scorecard (SES) tool rates the initiatives of the
Himachal Pradesh, watershed management is used as a
are in line with its mission statement -‘Energise, involve Company across locations. The methodology used is to 4.06%
means of water conservation and livelihood. Creation of

and enable communities to realise their potential’. collect information and reviews the work done through
community institutions like water user associations (WUAs)
detailed group discussions and interviews. In 2014, all our
Stakeholder Engagement is the key to implement CSR 3.01%
and pani samitis are a part of the planning and execution
locations scored in the range of 75% to 100%, indicating 2.57%
programmes; several tools and processes have been of water projects. They also ensure post project repair and
positive reviews. These processes ensure that the
maintenance of the assets created. Our water resource
programmes introduced are relevant and dynamic. Based
CSR Expenditure breakup 2014 management work has created a ripple effect in the lives
on an assessment of the needs and priorities of the host
of the people. The availability of water in the households
communities, ACF works in identified thrust areas such as
CSR Expenditure Sports has vastly improved the quality of life, especially of the
Development water resource management, livelihood generation
Over Head 1% Education women and children who would spend most of their time
10%
Development (agro-based & skill-based), and socio-economic 2012 2013 2014
9% procuring water for their homes and fields. Collaboration
development including health, education, and women’s
Skill-based
with various state governments, local NGOs, and academic
Activities
11%
empowerment. All the programmes are designed, Water Resource Management
institutions to implement state specific water conservation
developed, and implemented with the direct
Water Resource
Every plant strives to give back more water than it utilises. programmes has also ensured the success of the programme.
Development participation of the community. ACF projects are in
19%
This is achieved through community based water projects
complete alignment with the requirement of the region,
that have at least one of the following objectives: Agro Based Livelihood
involving the people at every stage. We believe that
involvement of people coupled with hand-holding 1. To increase the availability of water through In Kodinar and Rajasthan, availability of clean and usable
support leads to progressive programmes that are harvesting and recharge water has enabled farmers to grow more than one crop in
sustainable. ACF’s programmes are owned by the their fields, directly impacting livelihoods. The use of drip and
Health & Sanitation 2. To revive and protect local traditional water bodies
Development people. The nuances of the projects differ according to sprinkler irrigation instead of flood irrigation has ensured
Agro-based 7%
Activities the varied geographies. ACF also partners with numerous 3. To stop salinity ingress into fresh groundwater in optimum utilisation of water in the fields. The farmers
20% Women
Empowerment other organisations who share the dream of working with coastal areas benefit from numerous training programmes conducted by
2%
communities for a better future. The Foundation has a well ACF across locations. The ACF-managed Krishi Vigyan
Rural Infrastructure
Development
4. To create awareness about judicious use of
21% developed process to initiate, plan, and implement Kendra (KVK) at Ambujanagar, is a one stop shop for the
precious water resources
programmes and conducts participatory rural appraisals latest and best agricultural technologies in the region.
The Company spent Rs. 38.40 crore on CSR activities during 2014 .
Ambuja Cement
45
before introducing any programme in the community. The programme was initiated in the salinity ingress areas of
This ensures complete community participation from the Kodinar, and has now spread to the dry arid regions of
planning to the implementation stage. Environment impact Rajasthan, and the hilly regions of Darlaghat. Since every
assessments (EIAs) are undertaken for any new or location has a unique topography, strategies & programmes
expansion projects at our plants and mines according to are moulded to suit the needs of the region and the
Society... guidelines specified by the Government. Public disclosure

of EIA reports and public consultation are essential
elements of this process. ACF has also developed a
Together we grow detailed monitoring system to monitor inputs and outputs.
The work is regularly subjected to evaluation and impact
assessment. As projects evolve, evaluation studies, both
internal and external, are undertaken to review direction and
make course corrections as required. On maturity or
completion of the projects, impact assessments are done
Empowering Communities by reputed external parties. Through these assessments
we have seen very positive outcomes and benefits for the
At Ambuja, the corporate social responsibility (CSR) has established to aid this objective. To integrate business and
people of our areas.
been an integral part of the business since our inception. community needs, community engagement plans (CEPs)
The founders of the Company always believed that it was are prepared in close consultation with the community and As a result of this robust and impactful approach,
communities within it. ACF has been waging a tough battle
imperative for the surrounding communities and then the unit. A community advisory panel (CAP), which is substantial funding is received from the Government and
against salinity in Gujarat through methods like RRWHS,
stakeholders to progress with the Company. This vision an advisory body, representing community leaders, the other funders who view ACF as an implementing organisation
construction of check dams and pond recharge.
resulted in the establishment of the Ambuja Cement local administration, NGOs, and the Company, has been for developmental programmes. With this funding, ACF has
In Rajasthan, ACF revived traditional water conservation
Foundation (ACF) in 1993. ACF is the CSR arm of the formed at each location. This is a platform for exchange of expanded to regions beyond Ambuja plants.
systems like khadins. This, coupled with technical
Company. ACF operates in 12 states and 22 locations information and views, hearing out community concerns,
advances, has ensured the availability of good quality
(including all our operating locations), reaching out to more and deciding about future programmes. The social CSR expenditure
% of PAT water for household & agricultural purposes. In
than 14 lakh people in over 860 villages. ACF programmes engagement scorecard (SES) tool rates the initiatives of the
Himachal Pradesh, watershed management is used as a
are in line with its mission statement -‘Energise, involve Company across locations. The methodology used is to 4.06%
means of water conservation and livelihood. Creation of

and enable communities to realise their potential’. collect information and reviews the work done through
community institutions like water user associations (WUAs)
detailed group discussions and interviews. In 2014, all our
Stakeholder Engagement is the key to implement CSR 3.01%
and pani samitis are a part of the planning and execution
locations scored in the range of 75% to 100%, indicating 2.57%
programmes; several tools and processes have been of water projects. They also ensure post project repair and
positive reviews. These processes ensure that the
maintenance of the assets created. Our water resource
programmes introduced are relevant and dynamic. Based
CSR Expenditure breakup 2014 management work has created a ripple effect in the lives
on an assessment of the needs and priorities of the host
of the people. The availability of water in the households
communities, ACF works in identified thrust areas such as
CSR Expenditure Sports has vastly improved the quality of life, especially of the
Development water resource management, livelihood generation
Over Head 1% Education women and children who would spend most of their time
10%
Development (agro-based & skill-based), and socio-economic 2012 2013 2014
9% procuring water for their homes and fields. Collaboration
development including health, education, and women’s
Skill-based
with various state governments, local NGOs, and academic
Activities
11%
empowerment. All the programmes are designed, Water Resource Management
institutions to implement state specific water conservation
developed, and implemented with the direct
Water Resource
Every plant strives to give back more water than it utilises. programmes has also ensured the success of the programme.
Development participation of the community. ACF projects are in
19%
This is achieved through community based water projects
complete alignment with the requirement of the region,
that have at least one of the following objectives: Agro Based Livelihood
involving the people at every stage. We believe that
involvement of people coupled with hand-holding 1. To increase the availability of water through In Kodinar and Rajasthan, availability of clean and usable
support leads to progressive programmes that are harvesting and recharge water has enabled farmers to grow more than one crop in
sustainable. ACF’s programmes are owned by the their fields, directly impacting livelihoods. The use of drip and
Health & Sanitation 2. To revive and protect local traditional water bodies
Development people. The nuances of the projects differ according to sprinkler irrigation instead of flood irrigation has ensured
Agro-based 7%
Activities the varied geographies. ACF also partners with numerous 3. To stop salinity ingress into fresh groundwater in optimum utilisation of water in the fields. The farmers
20% Women
Empowerment other organisations who share the dream of working with coastal areas benefit from numerous training programmes conducted by
2%
communities for a better future. The Foundation has a well ACF across locations. The ACF-managed Krishi Vigyan
Rural Infrastructure
Development
4. To create awareness about judicious use of
21% developed process to initiate, plan, and implement Kendra (KVK) at Ambujanagar, is a one stop shop for the
precious water resources
programmes and conducts participatory rural appraisals latest and best agricultural technologies in the region.
The Company spent Rs. 38.40 crore on CSR activities during 2014 .
Ambuja Cement
45
KVK has reached out to 265 villages through numerous these girls contribute to their family income after completing community toilets, apart from soak pits, drains, and dustbins. participatory, the changes brought about are irreversible
training programmes, fairs, demonstrations. The KVK runs the training course. In Chandrapur, unemployed youth find ACF also promoted school sanitation through 69 trained and have become a permanent feature. The women’s
a community radio station which broadcasts agriculture jobs in industries or take up construction assignments in swachhata doots in Darlaghat. An anti-tobacco drive federation has also joined hand with the Swachhata
related programmes reaching to about 70 villages around nearby villages after completing their mason training covering 60 villages is being implemented at Chandrapur, Mission by promoting sanitation in the villages. The
Ambujanagar. According to the geographical suitability, course. In 2014, SEDI also provided supplementary skill in partnership with the Salaam Bombay Foundation. federation undertakes sanitation awareness programmes
training to Ambuja workers along with valid certification. We have been able to make four villages and 10 schools and provides revolving fund support to purchase material
SEDI provides training in 45 different trades and tobacco free. ACF has also joined hands with various for the construction of toilet blocks for the needy families.
complements these skills by providing training in computer- SACS (State AIDS Control Societies) to implement 10 targeted
related work, English & soft skills. A number of the courses intervention projects on HIV/ AIDS in Punjab, Uttarakhand, Promoting Education
at SEDI are Government-affiliated. West Bengal, and Gujarat. ACF also runs five HCCs (Health
Care Centres) in collaboration with Apollo Tyres for STI ACF promotes education through varied programmes
(Sexually Transmitted Infections) management for truckers. across its locations. Innovative teaching and learning
Comprehensive Health Care and Sanitation
ACF is regularly strengthening village level institutions, and methodologies introduced in schools coupled with teacher
ACF works extensively in its neighbouring communities to health systems like ASHAs, anganwadis, and Panchayati training, make subjects interesting & easier to understand.
promote comprehensive healthcare. Our initial activities Raj Institutions (PRIs) to promote village self-reliance. ACF-trained balmitras (friends of children) support children
addressed the immediate clinical needs of the people in math & science. ACF also provides infrastructural
through curative care. Gradually, the programme Women Empowerment support like establishment of science centres, libraries etc.
programmes like organic farming in the north and SRI in developed to prevent diseases and promote health.The to schools. Locations like Bathinda, Roorkee, and Nalagarh
the east have enhanced agricultural practices. ACF Women’s Empowerment is deeply embedded into ACF’s
clinical services include mobile medicare units (MMUs), have a large population of children who are out of school.
promotes Better Cotton Initiative (BCI), a global initiative DNA and is interwoven into all its programmes. Assured
specialised health camps, community health clinics, The NFEs (Non-formal Education Centres) cater to their
for sustainable cotton production. The implementation of access to water, developing a cadre of women to ensure
diagnostic centres, and primary health care services needs by providing basic literacy and encouraging them to
health & education, and relevant skills training provide an
BCI practices has promoted work ethics on farms, ensured through trained community health volunteers called sakhis. be a part of the mainstream education system. The Ambuja
opportunity for women to showcase their leadership.
soil health coupled with safe environment practices and A sakhi is a member of the village especially trained by Manovikas Kendra (AMK) is a special school for mentally
Access to finance and knowledge of running small
generated better profit margins. About 70,565 MT of ACF to address maternal and child health issues. Till date, challenged children in Ropar. Through a range of activities
businesses has also boosted the confidence of many women.
cotton, all licensed as ‘Better Cotton’ were produced by our ACF has trained 337 sakhis out of which 110 have been and programmes like therapies, sports, cultural activities,
In Kodinar, Chandrapur, and Darlaghat, women have
farmers in 2014, as compared to 29,894 MT in 2012 absorbed as ASHAs (Accredited Social Health Activists). etc., AMK helps them grow as independent & productive
grown from small Self Help Groups (SHGs) of 15-20
covering 17,213 farmers (up from 7,116 in 2012). Almost all Today, the sakhi is also an active participant in promoting individuals. The children have been winning awards at the
members, to form a federation consisting of 2,000-3,000
farmers qualified their produce as ‘Better Cotton’ (up from sanitation, tobacco control, and adolescent issues. ACF is State Level Olympics Championship and at the World
women. The Sorath Mahila Sahkari Mandali in Kodinar,
92% in 2012). also District ASHA Resource Centre (DARC) for Haridwar Special Olympics for the last nine years. AMK also extends
Gujarat, has opened a retail outlet and promotes
Animal husbandry is an essential alternate income source district under the National Rural Health Mission (NRHM). entrepreneurship by running a stitching course for its its services to children who cannot travel to school, through
for many rural families. ACF’s animal husbandry programme In the year 2014, ACF initiated APEKSHA (Adolescent Peer members. The group got its much needed recognition when its Home-based Rehabilitation Programme. ACF-supported
aims to ensure good health of the cattle belonging to the for Enhancement of Skill and Healthy Association). the Government reached out to it with its insurance scheme. village knowledge centres (VKCs) are frequented by youth
community. Regular cattle health camps coupled with APEKSHA reached out to 6,200 adolescents through its The federation extends its support to members in times of to learn computer-use and English. Other community
training for farmers on the importance of green fodder and peer support system and discussed issues related to emergencies. These initiatives have played a critical role in members also visit the centre to get agriculture-related
animal feed are organised. In Darlaghat, ACF has trained personality changes during adolescence, HIV/ AIDS, elevating the status of women. Since the process has been information through the magazines & journals in the library.
para-vets known as pashu swasthya sevikas (PSS). nutrition awareness, gender equality, safety (road, fire and
The PSS are village women trained by ACF to ensure household), first aid, self-defence, and stress management.
animal care in their villages. Anaemia is prevalent in many areas especially amongst
pregnant/lactating mothers and adolescent girls. Apart
Skill Training from regular sessions on a healthy and nutritious diet, and
maintaining personal hygiene especially amongst women,
ACF imparts skill training through its 16 Skill & Entrepreneurship ACF has promoted the intake of iron rich indigenous food.
Development Institutes (SEDIs) established across locations. The anemia control programme reached out to 6,400
SEDIs have changed the social & economic dynamics of women. ACF has been working extensively to promote total
villages by creating assured jobs for skilled youth and sanitation in its communities much before it was declared
addressing industry’s demand for skilled personnel. as a national agenda. Through active participation of the
Till December 2014, SEDIs have trained 19,908 youth with VDC (Village Development Committee), communities
a placement rate of 76%. In Kodinar, young girls who have promote sanitation as a campaign. ACF has been able to
undergone bed side attendant training are now allowed to register 17 villages for the Nirmal Gram Puraskar, out of
work in nearby towns. This is a big change from the days which 11 villages have received the award. ACF has
when they were not allowed to be trained at all. Today, facilitated construction of over 10,000 individual as well as
Retail Outlet run by Self Help Group
Ambuja Cement
47
KVK has reached out to 265 villages through numerous these girls contribute to their family income after completing community toilets, apart from soak pits, drains, and dustbins. participatory, the changes brought about are irreversible
training programmes, fairs, demonstrations. The KVK runs the training course. In Chandrapur, unemployed youth find ACF also promoted school sanitation through 69 trained and have become a permanent feature. The women’s
a community radio station which broadcasts agriculture jobs in industries or take up construction assignments in swachhata doots in Darlaghat. An anti-tobacco drive federation has also joined hand with the Swachhata
related programmes reaching to about 70 villages around nearby villages after completing their mason training covering 60 villages is being implemented at Chandrapur, Mission by promoting sanitation in the villages. The
Ambujanagar. According to the geographical suitability, course. In 2014, SEDI also provided supplementary skill in partnership with the Salaam Bombay Foundation. federation undertakes sanitation awareness programmes
training to Ambuja workers along with valid certification. We have been able to make four villages and 10 schools and provides revolving fund support to purchase material
SEDI provides training in 45 different trades and tobacco free. ACF has also joined hands with various for the construction of toilet blocks for the needy families.
complements these skills by providing training in computer- SACS (State AIDS Control Societies) to implement 10 targeted
related work, English & soft skills. A number of the courses intervention projects on HIV/ AIDS in Punjab, Uttarakhand, Promoting Education
at SEDI are Government-affiliated. West Bengal, and Gujarat. ACF also runs five HCCs (Health
Care Centres) in collaboration with Apollo Tyres for STI ACF promotes education through varied programmes
(Sexually Transmitted Infections) management for truckers. across its locations. Innovative teaching and learning
Comprehensive Health Care and Sanitation
ACF is regularly strengthening village level institutions, and methodologies introduced in schools coupled with teacher
ACF works extensively in its neighbouring communities to health systems like ASHAs, anganwadis, and Panchayati training, make subjects interesting & easier to understand.
promote comprehensive healthcare. Our initial activities Raj Institutions (PRIs) to promote village self-reliance. ACF-trained balmitras (friends of children) support children
addressed the immediate clinical needs of the people in math & science. ACF also provides infrastructural
through curative care. Gradually, the programme Women Empowerment support like establishment of science centres, libraries etc.
programmes like organic farming in the north and SRI in developed to prevent diseases and promote health.The to schools. Locations like Bathinda, Roorkee, and Nalagarh
the east have enhanced agricultural practices. ACF Women’s Empowerment is deeply embedded into ACF’s
clinical services include mobile medicare units (MMUs), have a large population of children who are out of school.
promotes Better Cotton Initiative (BCI), a global initiative DNA and is interwoven into all its programmes. Assured
specialised health camps, community health clinics, The NFEs (Non-formal Education Centres) cater to their
for sustainable cotton production. The implementation of access to water, developing a cadre of women to ensure
diagnostic centres, and primary health care services needs by providing basic literacy and encouraging them to
health & education, and relevant skills training provide an
BCI practices has promoted work ethics on farms, ensured through trained community health volunteers called sakhis. be a part of the mainstream education system. The Ambuja
opportunity for women to showcase their leadership.
soil health coupled with safe environment practices and A sakhi is a member of the village especially trained by Manovikas Kendra (AMK) is a special school for mentally
Access to finance and knowledge of running small
generated better profit margins. About 70,565 MT of ACF to address maternal and child health issues. Till date, challenged children in Ropar. Through a range of activities
businesses has also boosted the confidence of many women.
cotton, all licensed as ‘Better Cotton’ were produced by our ACF has trained 337 sakhis out of which 110 have been and programmes like therapies, sports, cultural activities,
In Kodinar, Chandrapur, and Darlaghat, women have
farmers in 2014, as compared to 29,894 MT in 2012 absorbed as ASHAs (Accredited Social Health Activists). etc., AMK helps them grow as independent & productive
grown from small Self Help Groups (SHGs) of 15-20
covering 17,213 farmers (up from 7,116 in 2012). Almost all Today, the sakhi is also an active participant in promoting individuals. The children have been winning awards at the
members, to form a federation consisting of 2,000-3,000
farmers qualified their produce as ‘Better Cotton’ (up from sanitation, tobacco control, and adolescent issues. ACF is State Level Olympics Championship and at the World
women. The Sorath Mahila Sahkari Mandali in Kodinar,
92% in 2012). also District ASHA Resource Centre (DARC) for Haridwar Special Olympics for the last nine years. AMK also extends
Gujarat, has opened a retail outlet and promotes
Animal husbandry is an essential alternate income source district under the National Rural Health Mission (NRHM). entrepreneurship by running a stitching course for its its services to children who cannot travel to school, through
for many rural families. ACF’s animal husbandry programme In the year 2014, ACF initiated APEKSHA (Adolescent Peer members. The group got its much needed recognition when its Home-based Rehabilitation Programme. ACF-supported
aims to ensure good health of the cattle belonging to the for Enhancement of Skill and Healthy Association). the Government reached out to it with its insurance scheme. village knowledge centres (VKCs) are frequented by youth
community. Regular cattle health camps coupled with APEKSHA reached out to 6,200 adolescents through its The federation extends its support to members in times of to learn computer-use and English. Other community
training for farmers on the importance of green fodder and peer support system and discussed issues related to emergencies. These initiatives have played a critical role in members also visit the centre to get agriculture-related
animal feed are organised. In Darlaghat, ACF has trained personality changes during adolescence, HIV/ AIDS, elevating the status of women. Since the process has been information through the magazines & journals in the library.
para-vets known as pashu swasthya sevikas (PSS). nutrition awareness, gender equality, safety (road, fire and
The PSS are village women trained by ACF to ensure household), first aid, self-defence, and stress management.
animal care in their villages. Anaemia is prevalent in many areas especially amongst
pregnant/lactating mothers and adolescent girls. Apart
Skill Training from regular sessions on a healthy and nutritious diet, and
maintaining personal hygiene especially amongst women,
ACF imparts skill training through its 16 Skill & Entrepreneurship ACF has promoted the intake of iron rich indigenous food.
Development Institutes (SEDIs) established across locations. The anemia control programme reached out to 6,400
SEDIs have changed the social & economic dynamics of women. ACF has been working extensively to promote total
villages by creating assured jobs for skilled youth and sanitation in its communities much before it was declared
addressing industry’s demand for skilled personnel. as a national agenda. Through active participation of the
Till December 2014, SEDIs have trained 19,908 youth with VDC (Village Development Committee), communities
a placement rate of 76%. In Kodinar, young girls who have promote sanitation as a campaign. ACF has been able to
undergone bed side attendant training are now allowed to register 17 villages for the Nirmal Gram Puraskar, out of
work in nearby towns. This is a big change from the days which 11 villages have received the award. ACF has
when they were not allowed to be trained at all. Today, facilitated construction of over 10,000 individual as well as
Retail Outlet run by Self Help Group
Ambuja Cement
47
Employees are Our Building Blocks TOTAL WORKFORCE BY EMPLOYMENT TYPE, EMPLOYMENT CONTRACT AND REGION.
Human resources (HR) at Ambuja play a vital role in Regions North West and South East Total
realising business objectives by leading organisational Type Permanent Contract Permanent Contract Permanent Contract Permanent Contract
change, fostering innovation and effectively mobilising
MALE 2,236 3,005 2,458 3,989 1,009 1,955 5,703 8,949
talent to sustain the organisation’s competitive edge.
Our HR strategy is aimed at integrating processes to result FEMALE 32 18 89 35 33 6 154 59
in overall organisational effectiveness, which positively
impacts business growth. HR aligned with our business
EMPLOYEES NUMBER BY AGE & LEVEL No. Of
strategy, clarifies the business direction, performance Employees
expectations, and actively feeds into the approach required LEVELS MALE FEMALE TOTAL
with
to manage talent in order to achieve business goals. Under 30 30 - 50 Over 50 Under 30 30 - 50 Over 50 Disability
Our strategy, systems, and processes are aimed towards TML 4 16 2 22 0

making us an employer of choice with sustainable talent
SML 175 124 3 1 303 0
and concrete action plans to enhance employee
engagement. The employee engagement survey MML 3 525 162 10 8 708 3
administered this year saw 98% employee participation FML & WAGE 675 3,247 772 56 64 10 4,824 19
with an improvement in the engagement score. We also BOARD
continued in our efforts to provide a congenial work TOTAL 678 3,951 1,074 56 77 21 5,857 22
development efforts have shown good results with more
environment, innovative recruitment and retention practices,
and more senior positions being filled internally, while
and continuous learning opportunities to management and
maintaining a healthy external talent intake. Thus GOVERNANCE BODIES
non-management staff for their future growth and
succession planning has helped create a talent pipeline
development. The Workforce Development Initiative is LEVELS AGE DISTRIBUTION GENDER DISTRIBUTION TOTAL
for key positions and a strong growth avenue for our
designed to build the capability and competence of the
developing leaders. The core values of the organisation UNDER 30 30 - 50 OVER 50 MALE FEMALE
workforce and to ensure safety, productivity, and quality.
also emphasise the need to develop and build leaders who Board of Directors 0 2 9 10 1 11
Under this initiative, training opportunities were provided to
will lead the organisation up the path of high performance.
70% of our workforce. The Company has always provided Executive Committee 0 1 4 4 1 5
Keeping this in mind, the STEP (Sustainable Talent for
a congenial working atmosphere that is free from
Enhanced Performance) programme was institutionalised
discrimination & harassment including sexual harassment.
in 2012 along with other talent management initiatives. TOTAL NUMBER AND RATE OF EMPLOYEE TURNOVER BY AGE GROUP AND GENDER
It has provided equal opportunities of employment to all
The prime objective of STEP is to develop a sustainable
without regard to their caste, religion, colour, marital status, Attrition by Gender Attrition by Age
pool of leaders equipping them with essential leadership
and gender. The Company has also framed a policy on LEVELS MALE FEMALE UNDER 30 30 - 50 OVER 50 TOTAL
skills and competencies; and enhancing their coaching
‘Prevention of Sexual Harassment at the Workplace’.
skill capacity to be internal coaches. The first batch of 96 TML 4 1 3 4
There were no cases reported during the year under review
under the said Policy. These efforts have led to a significant managers who were part of the STEP journey has SML 33 14 19 33
increase in manpower productivity. Efforts have also been successfully completed the programme.
MML 51 3 38 16 54
made to design progressive and empowering HR policies
Number of Permanent Employee FML & WAGE BOARD 332 26 154 136 68 358
and other welfare measures.
TOTAL ATTRITION 420 29 154 189 106 449
Talent Management 6073

TOTAL EMPLOYEES 5,703 154 734 4,028 1,095 5,857
We maintain our competitive edge by honing our talent ATTRITION RATE 7.36 18.83 20.98 4.69 9.68 7.67
and carving out leaders from the best talent. Talent 5872 5857
Note: TML- Top Level Management, SML- Senior Level Management, MML- Middle Level Management, FML- First Level Management
management initiatives at Ambuja play a vital role in

combination with other business processes in driving There is a marginal difference in some of the benefits available to categories of FTEs and all PTEs. Med claim
shareholder value through management, development, and between full-time employees (FTEs) and temporary/ benefit which is standard for full-time employees but are
retention of superior talent. This is what gives us our part-time employees (PTEs). Health care, disability and not provided to temporary/part-time employees. All this
competitive advantage. Structured talent reviews across invalidity coverage, are available to both categories. Life applies to whole Ambuja, irrespective of locations of operation.
levels supported by individual development plans (IDPs) insurance, parental leave, stock ownership is not available
All our women employees are entitled to maternity leave.
and cross-functional and cross-location assignments have to both categories. Retirement provisions are almost similar
In the reporting period, five women employees availed
helped develop wholesome leadership skills. All the 2012 2013 2014
barring few schemes like superannuation which is not
Ambuja Cement
49
Employees are Our Building Blocks TOTAL WORKFORCE BY EMPLOYMENT TYPE, EMPLOYMENT CONTRACT AND REGION.
Human resources (HR) at Ambuja play a vital role in Regions North West and South East Total
realising business objectives by leading organisational Type Permanent Contract Permanent Contract Permanent Contract Permanent Contract
change, fostering innovation and effectively mobilising
MALE 2,236 3,005 2,458 3,989 1,009 1,955 5,703 8,949
talent to sustain the organisation’s competitive edge.
Our HR strategy is aimed at integrating processes to result FEMALE 32 18 89 35 33 6 154 59
in overall organisational effectiveness, which positively
impacts business growth. HR aligned with our business
EMPLOYEES NUMBER BY AGE & LEVEL No. Of
strategy, clarifies the business direction, performance Employees
expectations, and actively feeds into the approach required LEVELS MALE FEMALE TOTAL
with
to manage talent in order to achieve business goals. Under 30 30 - 50 Over 50 Under 30 30 - 50 Over 50 Disability
Our strategy, systems, and processes are aimed towards TML 4 16 2 22 0

making us an employer of choice with sustainable talent
SML 175 124 3 1 303 0
and concrete action plans to enhance employee
engagement. The employee engagement survey MML 3 525 162 10 8 708 3
administered this year saw 98% employee participation FML & WAGE 675 3,247 772 56 64 10 4,824 19
with an improvement in the engagement score. We also BOARD
continued in our efforts to provide a congenial work TOTAL 678 3,951 1,074 56 77 21 5,857 22
development efforts have shown good results with more
environment, innovative recruitment and retention practices,
and more senior positions being filled internally, while
and continuous learning opportunities to management and
maintaining a healthy external talent intake. Thus GOVERNANCE BODIES
non-management staff for their future growth and
succession planning has helped create a talent pipeline
development. The Workforce Development Initiative is LEVELS AGE DISTRIBUTION GENDER DISTRIBUTION TOTAL
for key positions and a strong growth avenue for our
designed to build the capability and competence of the
developing leaders. The core values of the organisation UNDER 30 30 - 50 OVER 50 MALE FEMALE
workforce and to ensure safety, productivity, and quality.
also emphasise the need to develop and build leaders who Board of Directors 0 2 9 10 1 11
Under this initiative, training opportunities were provided to
will lead the organisation up the path of high performance.
70% of our workforce. The Company has always provided Executive Committee 0 1 4 4 1 5
Keeping this in mind, the STEP (Sustainable Talent for
a congenial working atmosphere that is free from
Enhanced Performance) programme was institutionalised
discrimination & harassment including sexual harassment.
in 2012 along with other talent management initiatives. TOTAL NUMBER AND RATE OF EMPLOYEE TURNOVER BY AGE GROUP AND GENDER
It has provided equal opportunities of employment to all
The prime objective of STEP is to develop a sustainable
without regard to their caste, religion, colour, marital status, Attrition by Gender Attrition by Age
pool of leaders equipping them with essential leadership
and gender. The Company has also framed a policy on LEVELS MALE FEMALE UNDER 30 30 - 50 OVER 50 TOTAL
skills and competencies; and enhancing their coaching
‘Prevention of Sexual Harassment at the Workplace’.
skill capacity to be internal coaches. The first batch of 96 TML 4 1 3 4
There were no cases reported during the year under review
under the said Policy. These efforts have led to a significant managers who were part of the STEP journey has SML 33 14 19 33
increase in manpower productivity. Efforts have also been successfully completed the programme.
MML 51 3 38 16 54
made to design progressive and empowering HR policies
Number of Permanent Employee FML & WAGE BOARD 332 26 154 136 68 358
and other welfare measures.
TOTAL ATTRITION 420 29 154 189 106 449
Talent Management 6073

TOTAL EMPLOYEES 5,703 154 734 4,028 1,095 5,857
We maintain our competitive edge by honing our talent ATTRITION RATE 7.36 18.83 20.98 4.69 9.68 7.67
and carving out leaders from the best talent. Talent 5872 5857
Note: TML- Top Level Management, SML- Senior Level Management, MML- Middle Level Management, FML- First Level Management
management initiatives at Ambuja play a vital role in

combination with other business processes in driving There is a marginal difference in some of the benefits available to categories of FTEs and all PTEs. Med claim
shareholder value through management, development, and between full-time employees (FTEs) and temporary/ benefit which is standard for full-time employees but are
retention of superior talent. This is what gives us our part-time employees (PTEs). Health care, disability and not provided to temporary/part-time employees. All this
competitive advantage. Structured talent reviews across invalidity coverage, are available to both categories. Life applies to whole Ambuja, irrespective of locations of operation.
levels supported by individual development plans (IDPs) insurance, parental leave, stock ownership is not available
All our women employees are entitled to maternity leave.
and cross-functional and cross-location assignments have to both categories. Retirement provisions are almost similar
In the reporting period, five women employees availed
helped develop wholesome leadership skills. All the 2012 2013 2014
barring few schemes like superannuation which is not
Ambuja Cement
49
the same; and all of them returned to work and remained disability benefit are considered as defined benefit where internal expertise support is required. The training • Develop change agents as role models at plants for
employed for rest of the year after resuming work. obligations and are provided for on the basis of an plan of AALA is aligned to the business needs of both ACC hastening the manufacturing transformation.
actuarial valuation, using the projected unit credit method. and Ambuja. AALA’s mandate is to:
Regarding conditions of service, a minimum of three
Employee benefit, in the form of contribution to Provident
weeks’ notice period is provided to employees and their • Build strong basic skills on the shop floor to improve Classroom
Fund is managed by a Trust set up by the Company.
elected representatives prior to the implementation of productivity. This includes improving basic Training
significant operational changes that could substantially The average ratio of the standard entry level wage for both mechanical, electrical, instrumentation & process skills.
affect them. It is also specified in the Industrial Relations males and females to the local minimum wage at Curriculum
• Build amenability for multi-skilling wherever required On the
significant locations of operation is 1.98. This implies that Based
Act, 1947. Job
and possible. For example, develop electrical and Modules
Ambuja pays about twice the minimum wage at entry level
instrument technicians who can perform both tasks.
Employee Benefits hiring. ‘Significant locations of operation’ include all our Training
operating plants. • Improve supervision skills on the shop floor and build Methodology
13.92 hands-on capability of supervisors. Options
13.42
12.67 13 The Company believes that merit is the chief parameter for
2011
recruitment. However, preference is given to local hiring. • Improve communication and performance dialoguing Project
2012 Simulator
on the shop floor. Based
2013 On an average, more than three-fourths of the Company’s Based
2014 8.18 8.16
8.93 8.81 Assignments
7.89 workforce at different locations is local. • Create more champions and change agents on the
6.39
5.36 We are an equal opportunity employer providing equal shop floor.
4.79
E- Learning
remuneration for women and men. However, due to the low • Develop a regional pool of experts with rare skills so
number of women employees in a manufacturing industry as to reduce dependence on original equipment
Provident Fund Trust Superannuation Trust Gratuity Trust like ours, the ratio of the basic salary of women to men manufacturers.
falls in the range of 0.75 to 1.29 in different management
• Develop team/execution & ownership skills of managers. All employees received a regular performance and career
Employee benefits in the form of contribution to grades considering all locations of operation of Ambuja.
development review during the reporting period. Timely
Superannuation Fund, Provident Fund managed by • Develop strong performance orientation and
We have recognised trade unions at respective locations and regular Performance Management System (PMS)
government authorities, Employees’ State Insurance coaching skills in managers to manage the
representing blue collar employees. About 25% of our appraises all eligible Ambuja employees.
Corporation, and Labour Welfare Fund are considered as transformation process.
permanent employees are members of these recognised
defined contribution plans. Retirement benefits in the form
employee associations.
of gratuity, post-retirement medical benefit and death and
Towards ‘Zero Harm’
Employee Learning and Development
Ambuja respects all human life whether connected with Ambuja employees, contractors, vendors, and visitors at all
Average Hours of Training Per Year Per Employee by Employee Category its business or not, irrespective of any differentiation. Ambuja locations are expected to comply strictly with the
The overall goal of Ambuja’s occupational health and Company’s cardinal rules without compromise and with zero
Employee No. of Training Average Training Training Average Training
Category Programmes Man Days Days Man Hours Duration safety (OH&S) policy is ‘zero harm to people’. Ambuja tolerance for error. Additionally, DGMS has also specified
believes that injuries, occupational illnesses and diseases guidelines on OH&S for mines, which are complied with.
TML 28 1.36 30 11.02 243 are preventable. We apply OH&S standards and directives,
Being a cement company, the volume of raw material (fly
SML 219 3.66 1,109 29.25 8,864 define organisational accountabilities, provide necessary
ash, slag, and coal) and product transportation by road
resources and training, manage performance and minimise
MML 419 4.11 6,354 32.85 50,789 increases the risk of vehicle and traffic-related accidents.
risk to our employees, contractors, visitors, and the
Road safety remains one of the biggest issues, largely
FML & WAGE BOARD 657 2.85 17,130 22.79 1,36,963 community. OH&S is integrated with our business
among contract transporters delivering the product.
processes spanning people, systems, technologies, and
TOTAL 1,323 11.98 24,623 95.91 1,96,858 We are committed to improving transport safety. We started
facilities. OH&S is driven by commitment from Top
rolling out road safety and supply chain workshops in our
Management and visible leadership across all levels.
plants and offices in order to engage with our employees,
ACC Ambuja Leadership Academy (AALA) was launched strong emphasis on quality, and most important, through
A systematic reporting system enables Top Management to workers, and contractors. The medical and physical fitness
on 6 February, 2012 as a joint Academy of ACC and effective application at the workplace. About 50% of the
evaluate the overall direction and efficacy of the health and of our employees and workers is also in focus. We have
Ambuja. Its objective was to provide training in technical staff time at the Academy is spent in understanding and
safety system and develop strategies for improving it. sought engineering and logistics solutions for plant
areas, workforce development, leadership development, inculcating the strong work practices that are provided by
To that end, we compare our own health and safety results layouts and machinery, to make transportation more
procurement, sales & marketing and field activities for the training. AALA aims at using innovative training
regularly with the goals we have set for ourselves and with efficient and safer.
employees of both the operating companies. The Vision of methodologies to deliver the best-in-class quality training;
available benchmarks for the cement sector. Regular
AALA is to build capability and competence in the cement to this end, it partners with the best management and 1. RFID (Radio Frequency Identification Device)
audits ensure that external and internal regulations/
manufacturing arena, by designing, developing & technical institutes like the Indian School of Business (ISB), technology is used to control the number of vehicles
standards are implemented and complied with.
executing robust, and standardised training modules with IIM-Indore, CRISP, ESAB etc. to build competence in areas moving within our plants at any point of time; and a
Ambuja Cement
51
the same; and all of them returned to work and remained disability benefit are considered as defined benefit where internal expertise support is required. The training • Develop change agents as role models at plants for
employed for rest of the year after resuming work. obligations and are provided for on the basis of an plan of AALA is aligned to the business needs of both ACC hastening the manufacturing transformation.
actuarial valuation, using the projected unit credit method. and Ambuja. AALA’s mandate is to:
Regarding conditions of service, a minimum of three
Employee benefit, in the form of contribution to Provident
weeks’ notice period is provided to employees and their • Build strong basic skills on the shop floor to improve Classroom
Fund is managed by a Trust set up by the Company.
elected representatives prior to the implementation of productivity. This includes improving basic Training
significant operational changes that could substantially The average ratio of the standard entry level wage for both mechanical, electrical, instrumentation & process skills.
affect them. It is also specified in the Industrial Relations males and females to the local minimum wage at Curriculum
• Build amenability for multi-skilling wherever required On the
significant locations of operation is 1.98. This implies that Based
Act, 1947. Job
and possible. For example, develop electrical and Modules
Ambuja pays about twice the minimum wage at entry level
instrument technicians who can perform both tasks.
Employee Benefits hiring. ‘Significant locations of operation’ include all our Training
operating plants. • Improve supervision skills on the shop floor and build Methodology
13.92 hands-on capability of supervisors. Options
13.42
12.67 13 The Company believes that merit is the chief parameter for
2011
recruitment. However, preference is given to local hiring. • Improve communication and performance dialoguing Project
2012 Simulator
on the shop floor. Based
2013 On an average, more than three-fourths of the Company’s Based
2014 8.18 8.16
8.93 8.81 Assignments
7.89 workforce at different locations is local. • Create more champions and change agents on the
6.39
5.36 We are an equal opportunity employer providing equal shop floor.
4.79
E- Learning
remuneration for women and men. However, due to the low • Develop a regional pool of experts with rare skills so
number of women employees in a manufacturing industry as to reduce dependence on original equipment
Provident Fund Trust Superannuation Trust Gratuity Trust like ours, the ratio of the basic salary of women to men manufacturers.
falls in the range of 0.75 to 1.29 in different management
• Develop team/execution & ownership skills of managers. All employees received a regular performance and career
Employee benefits in the form of contribution to grades considering all locations of operation of Ambuja.
development review during the reporting period. Timely
Superannuation Fund, Provident Fund managed by • Develop strong performance orientation and
We have recognised trade unions at respective locations and regular Performance Management System (PMS)
government authorities, Employees’ State Insurance coaching skills in managers to manage the
representing blue collar employees. About 25% of our appraises all eligible Ambuja employees.
Corporation, and Labour Welfare Fund are considered as transformation process.
permanent employees are members of these recognised
defined contribution plans. Retirement benefits in the form
employee associations.
of gratuity, post-retirement medical benefit and death and
Towards ‘Zero Harm’
Employee Learning and Development
Ambuja respects all human life whether connected with Ambuja employees, contractors, vendors, and visitors at all
Average Hours of Training Per Year Per Employee by Employee Category its business or not, irrespective of any differentiation. Ambuja locations are expected to comply strictly with the
The overall goal of Ambuja’s occupational health and Company’s cardinal rules without compromise and with zero
Employee No. of Training Average Training Training Average Training
Category Programmes Man Days Days Man Hours Duration safety (OH&S) policy is ‘zero harm to people’. Ambuja tolerance for error. Additionally, DGMS has also specified
believes that injuries, occupational illnesses and diseases guidelines on OH&S for mines, which are complied with.
TML 28 1.36 30 11.02 243 are preventable. We apply OH&S standards and directives,
Being a cement company, the volume of raw material (fly
SML 219 3.66 1,109 29.25 8,864 define organisational accountabilities, provide necessary
ash, slag, and coal) and product transportation by road
resources and training, manage performance and minimise
MML 419 4.11 6,354 32.85 50,789 increases the risk of vehicle and traffic-related accidents.
risk to our employees, contractors, visitors, and the
Road safety remains one of the biggest issues, largely
FML & WAGE BOARD 657 2.85 17,130 22.79 1,36,963 community. OH&S is integrated with our business
among contract transporters delivering the product.
processes spanning people, systems, technologies, and
TOTAL 1,323 11.98 24,623 95.91 1,96,858 We are committed to improving transport safety. We started
facilities. OH&S is driven by commitment from Top
rolling out road safety and supply chain workshops in our
Management and visible leadership across all levels.
plants and offices in order to engage with our employees,
ACC Ambuja Leadership Academy (AALA) was launched strong emphasis on quality, and most important, through
A systematic reporting system enables Top Management to workers, and contractors. The medical and physical fitness
on 6 February, 2012 as a joint Academy of ACC and effective application at the workplace. About 50% of the
evaluate the overall direction and efficacy of the health and of our employees and workers is also in focus. We have
Ambuja. Its objective was to provide training in technical staff time at the Academy is spent in understanding and
safety system and develop strategies for improving it. sought engineering and logistics solutions for plant
areas, workforce development, leadership development, inculcating the strong work practices that are provided by
To that end, we compare our own health and safety results layouts and machinery, to make transportation more
procurement, sales & marketing and field activities for the training. AALA aims at using innovative training
regularly with the goals we have set for ourselves and with efficient and safer.
employees of both the operating companies. The Vision of methodologies to deliver the best-in-class quality training;
available benchmarks for the cement sector. Regular
AALA is to build capability and competence in the cement to this end, it partners with the best management and 1. RFID (Radio Frequency Identification Device)
audits ensure that external and internal regulations/
manufacturing arena, by designing, developing & technical institutes like the Indian School of Business (ISB), technology is used to control the number of vehicles
standards are implemented and complied with.
executing robust, and standardised training modules with IIM-Indore, CRISP, ESAB etc. to build competence in areas moving within our plants at any point of time; and a
Ambuja Cement
51
GPS (Global Positioning System) tracks vehicle plants/ sites and about 15,000 people, most of whom are
movement against various parameters from not adequately literate and have a culturally poor OH&S
"Ambuja Cement received Holcim Safety Awards 2014
‘Gate Out’ to ‘Gate In’. mindset. The lack of an OH&S mindset in the communities
(chosen jointly with Holcim Ecuador out of 82 entries
around us also posed a challenge. We felt that the best
2. Driver fatigue is regularly addressed to control accidents. Engineering Solution
across Holcim) for its ‘We Care’ campaign, which
way to deal with this was to sensitise and engage with our
engages employees on the importance of occupational
3. Intensive transporter engagement is undertaken to people emotionally. They would form the building blocks of
health and safety through organisational measures,
sensitise them to improve the conditions of their vehicles, Ambuja’s OH&S transformation journey. At the same time,
Capability Building Reward & Recognition performance management, capability building and
and the quality & skills of their manpower (drivers). we would work with subject experts to prioritise and
communication. Since implementation, the programme
address all issues related to unsafe conditions and unsafe
4. Defensive driving training is provided across all plants. has led to a reduction in fatalities, increased reporting
acts, since both are equally important. To address these
of critical incidents, greater employee engagement, and
Safety awareness has been intensified for the plant and challenges and transform our OH&S culture, we
personal pride in health and safety achievements.
office staff to sensitise them about our OH&S policy, kick-started the ‘We Care’ initiative which is a big change
Standard Process Communications The juries assessed the entries against the five
principles and management system. ‘Visible Safety management programme. The primary objective of this and Systems
excellence criteria, namely, leveragability (replicability),
Leadership’ programmes were conducted across business initiative is to achieve our OH&S ambitions by making it a
investment in people, sustainability, traceability of
units for senior line managers and Top Management. people’s movement. We believed that this can be possible Integration with People Power results, involvement and innovation."
This training prepares them to be a role model to their only when we connect and engage with every single
subordinates by visibly leading safety in the field. A person entering our sites. To this end, we reinforced the
contractor safety management (CSM) standard has been idea that OH&S is primarily line-accountability; and we
Safety Ambassadors
developed for a section of our contractors. The standard were able to achieve the right balance between people,
outlines the requirements for developing and implementing engineering solutions, and OH&S systems. Thus, through
adequate processes to control or minimise the risks the ‘We Care’ initiative, we were able to create the right
associated with contracted activities. organisation and processes to achieve our OH&S ambitions.
16
In the ‘We Care’ programme, each plant is divided into Plant L1 Plants are divided into zones, more than 225 zones across Ambuja for the
small manageable geographical areas called ‘zones’. implementation of ‘We Care’, which include OH&S priorites e.g. FPE, CSM.
Each zone is led by a zone owner, who also has line
responsibility for his core function. The zone owner is
typically supported by seven to nine safety ambassadors.
A typical safety ambassador is a direct supervisor of a
> 225 Zones
We Care: Our OH&S Transformation group of workmen. Around 250 identified zone owners and
L2 Each Zone is led by a Zone Owner who has also the line responsibility for his
around 1,600 safety ambassadors were trained on
core function. All Zone Owners were trained and formally empowered for
technical and behavioural aspects. These trained assessing annual performance of Zone members.
Our efforts over the last five to six years have helped us in
employees became the change agents to improve the
establishing good OH&S organisation and standards.
OH&S culture and to implement the programme by directly
However, disappointing OH&S performance in 2013 made
connecting to our workforce of approximately 15,000 ~1,500 Safety Ambassadors
us introspect seriously and carry out a detailed management L3 Typically five to seven Safety Ambassadors per Zone identified and
people. This was done through four to six hours of trained - they are our Change Agents for improving OH&S Culture on Shop
review. These actions highlighted the following focus areas:
sensitisation and idea generation workshops. Floor. Typically Safety Ambassadors are Direct supervisor of workmen
• Real on-ground implementation group. We identified ~1,500 Safety Ambassadors.
A dedicated OH&S Performance Excellence Officer and
• Making OH&S a way of life rather than a the PMO team at each plant, region, and office helped the
functional obligation on-ground implementation of the ‘We Care’ agenda. All this Seven to nine members per Safety Ambassadors
helped in getting the line team to take ownership of OH&S L4 All Employees at our Sites are assigned to Zones to ensure direct
• Demonstrating OH&S commitment by living the ideal guidance from Zone Owners/ Safety Ambassadors, on an average
performance. We introduced a company-wide reward and
one Safety Amdassador per eight Zone Members.
• Engaging and motivating people at all levels to recognition programme to encourage safe behaviour and
contribute to OH&S performance exceptional contribution to safety. The impact and result of
the programme was evident, with significant improvement
Based on this analysis, we kick-started the ‘We Care’
in OH&S performance. No on-site fatality was reported for
initiative to transform our OH&S culture. Although we did
10 consecutive months. A visible change was observed in To drive OH&S transformation proactively, we identified six and completion in what we do. They prioritise issues and
significant work in establishing good OH&S standards and
the safety behaviour of our people at all levels. The key areas to work on. Work groups were formed to address recommend practical solutions. The work groups became
organisation over the last five to six years, we found
participation of workmen has significantly increased. They focus issues, tapping expertise from all corners of the an example of excellent team work and also succeeded in
significant gaps in implementation on the ground. We have
feel proud to be a part of the OH&S transformation journey. organisation. A work group is a blend of senior functional getting ‘buy-in’ on their recommendations from the line and
significant complexity of operations with 17 operating
experts from the line and OH&S. They focus on consistency OH&S teams.
Ambuja Cement
53
GPS (Global Positioning System) tracks vehicle plants/ sites and about 15,000 people, most of whom are
movement against various parameters from not adequately literate and have a culturally poor OH&S
"Ambuja Cement received Holcim Safety Awards 2014
‘Gate Out’ to ‘Gate In’. mindset. The lack of an OH&S mindset in the communities
(chosen jointly with Holcim Ecuador out of 82 entries
around us also posed a challenge. We felt that the best
2. Driver fatigue is regularly addressed to control accidents. Engineering Solution
across Holcim) for its ‘We Care’ campaign, which
way to deal with this was to sensitise and engage with our
engages employees on the importance of occupational
3. Intensive transporter engagement is undertaken to people emotionally. They would form the building blocks of
health and safety through organisational measures,
sensitise them to improve the conditions of their vehicles, Ambuja’s OH&S transformation journey. At the same time,
Capability Building Reward & Recognition performance management, capability building and
and the quality & skills of their manpower (drivers). we would work with subject experts to prioritise and
communication. Since implementation, the programme
address all issues related to unsafe conditions and unsafe
4. Defensive driving training is provided across all plants. has led to a reduction in fatalities, increased reporting
acts, since both are equally important. To address these
of critical incidents, greater employee engagement, and
Safety awareness has been intensified for the plant and challenges and transform our OH&S culture, we
personal pride in health and safety achievements.
office staff to sensitise them about our OH&S policy, kick-started the ‘We Care’ initiative which is a big change
Standard Process Communications The juries assessed the entries against the five
principles and management system. ‘Visible Safety management programme. The primary objective of this and Systems
excellence criteria, namely, leveragability (replicability),
Leadership’ programmes were conducted across business initiative is to achieve our OH&S ambitions by making it a
investment in people, sustainability, traceability of
units for senior line managers and Top Management. people’s movement. We believed that this can be possible Integration with People Power results, involvement and innovation."
This training prepares them to be a role model to their only when we connect and engage with every single
subordinates by visibly leading safety in the field. A person entering our sites. To this end, we reinforced the
contractor safety management (CSM) standard has been idea that OH&S is primarily line-accountability; and we
Safety Ambassadors
developed for a section of our contractors. The standard were able to achieve the right balance between people,
outlines the requirements for developing and implementing engineering solutions, and OH&S systems. Thus, through
adequate processes to control or minimise the risks the ‘We Care’ initiative, we were able to create the right
associated with contracted activities. organisation and processes to achieve our OH&S ambitions.
16
In the ‘We Care’ programme, each plant is divided into Plant L1 Plants are divided into zones, more than 225 zones across Ambuja for the
small manageable geographical areas called ‘zones’. implementation of ‘We Care’, which include OH&S priorites e.g. FPE, CSM.
Each zone is led by a zone owner, who also has line
responsibility for his core function. The zone owner is
typically supported by seven to nine safety ambassadors.
A typical safety ambassador is a direct supervisor of a
> 225 Zones
We Care: Our OH&S Transformation group of workmen. Around 250 identified zone owners and
L2 Each Zone is led by a Zone Owner who has also the line responsibility for his
around 1,600 safety ambassadors were trained on
core function. All Zone Owners were trained and formally empowered for
technical and behavioural aspects. These trained assessing annual performance of Zone members.
Our efforts over the last five to six years have helped us in
employees became the change agents to improve the
establishing good OH&S organisation and standards.
OH&S culture and to implement the programme by directly
However, disappointing OH&S performance in 2013 made
connecting to our workforce of approximately 15,000 ~1,500 Safety Ambassadors
us introspect seriously and carry out a detailed management L3 Typically five to seven Safety Ambassadors per Zone identified and
people. This was done through four to six hours of trained - they are our Change Agents for improving OH&S Culture on Shop
review. These actions highlighted the following focus areas:
sensitisation and idea generation workshops. Floor. Typically Safety Ambassadors are Direct supervisor of workmen
• Real on-ground implementation group. We identified ~1,500 Safety Ambassadors.
A dedicated OH&S Performance Excellence Officer and
• Making OH&S a way of life rather than a the PMO team at each plant, region, and office helped the
functional obligation on-ground implementation of the ‘We Care’ agenda. All this Seven to nine members per Safety Ambassadors
helped in getting the line team to take ownership of OH&S L4 All Employees at our Sites are assigned to Zones to ensure direct
• Demonstrating OH&S commitment by living the ideal guidance from Zone Owners/ Safety Ambassadors, on an average
performance. We introduced a company-wide reward and
one Safety Amdassador per eight Zone Members.
• Engaging and motivating people at all levels to recognition programme to encourage safe behaviour and
contribute to OH&S performance exceptional contribution to safety. The impact and result of
the programme was evident, with significant improvement
Based on this analysis, we kick-started the ‘We Care’
in OH&S performance. No on-site fatality was reported for
initiative to transform our OH&S culture. Although we did
10 consecutive months. A visible change was observed in To drive OH&S transformation proactively, we identified six and completion in what we do. They prioritise issues and
significant work in establishing good OH&S standards and
the safety behaviour of our people at all levels. The key areas to work on. Work groups were formed to address recommend practical solutions. The work groups became
organisation over the last five to six years, we found
participation of workmen has significantly increased. They focus issues, tapping expertise from all corners of the an example of excellent team work and also succeeded in
significant gaps in implementation on the ground. We have
feel proud to be a part of the OH&S transformation journey. organisation. A work group is a blend of senior functional getting ‘buy-in’ on their recommendations from the line and
significant complexity of operations with 17 operating
experts from the line and OH&S. They focus on consistency OH&S teams.
Ambuja Cement
53
for business-related human rights risks. The approach is Currently Ambuja is not monitoring training hours or number of
lean and risk-based. Group companies operating in employees trained in human rights but employees are
business environments with high levels of human rights trained and sensitised on human rights through initiatives
risks (e.g. India) are required to conduct an impact on sustainable procurement, CSR, and labour practices.
assessment by 2015 (supported by a trained facilitator).
No operations and suppliers have been reported or identified
Action plans to mitigate potential risks will be defined by
where employee rights to exercise freedom of association
local Ambuja management, based on the results of the
or collective bargaining is violated or is at significant risk.
assessment. Implementation of the approach will be
monitored through the annual CSR Questionnaire. Ambuja No operations and suppliers have been reported or
is highly conscious about respecting human rights. identified with significant risk for incidents of child labour.
We have ensured all measures towards the same across
our operations and supply chains. Respecting the rights of
with significant risk for incidents of forced or compulsory labour.
women, preventing child labour or any other forms of
forced labour and non-discrimination are among our areas Currently Ambuja is not monitoring training hours of
of focus. We have put in place systems and measures for security personnel. However, they are sensitised on human
Ambuja Cement receives Holcim Safety Awards 2014 ensuring that the labour engaged by our contractors is rights through initiatives on labour practices.
governed by the Contract Labour (R&A) Act; and there are Ten out of 13 manufacturing locations of Ambuja (77%)
For 2015, we have prepared a clear strategy and a structure to address occupational health related issues
mechanisms to report any grievances or human rights have been subjected to human rights reviews or human
implementation plan to keep up the momentum and drive the proactively. We will directly connect to all people entering
violations. The principal responsibility for implementing the rights impact assessments as a part of Site Specific Impact
next level of initiatives to further strengthen ‘We Care’. In 2015, our sites again to update them about the progress and our
Holcim approach rests with the CSR or SD Coordinator in Assessment (SSIA). The locations reviewed are Bhatapara,
we will focus on workmen’s capability building, effective plan for 2015; we will also listen to them so that collectively
coordination with line and functional managers. MCW, Rabriyawas, Ambujanagar, Darlaghat, Surat,
implementation of fatality prevention elements and contractor we can transform our OH&S culture. ‘We Care’ is a big
Ambuja also requires all its suppliers to complete the Roorkee, Bathinda, Nalagarh, and Ropar. SSIA has also
safety management directives. Procedures will be simplified to change management programme and will help us in
supplier CSR (Corporate Social Responsibility) and OH&S been completed at BCT-Panvel.
achieve scale and speed. We are in the process of preparing achieving our goal of ‘ZERO HARM’ in near future.
(Occupational Health and Safety) management system The total number of incidents, complaints or grievances
Year 2009 2010 2011 2012 2013 2014 questionnaire as a condition for eligibility. The questions in reported, as well as the backlog of earlier incidents of
the self-declaration cover the aspects of employee safety,
LTI FR 1.74 1.44 1.04 1.12 0.91 0.8 discrimination or violations of human rights or rights of
occupational health, corporate social responsibility and indigenous peoples during the reporting period is zero.
Fatalities 3 6 2 7 12 6* environment management. All procurement agreements of No complaints regarding child labour, forced/ involuntary
LTI SR 36.7 20.38 15.3 30.9 89.6 72 the Company include conditions pertaining to labour labour, sexual harassment and discriminatory employment
standards and occupational health and safety.
* Including 3 offsite fatalities. were received or are pending. Ambuja promotes equality
Our employees were given safety and skill upgradation and training for use of PPEs, technology upgradation, Currently significant investment agreements do not include and diversity amongst its employees and there were no
training during the year with the following coverage: automation, and better housekeeping. human rights clauses. incidents of discrimination in the reporting period.
Permanent employees: 100% safety training & skill

Formal agreements with local trade unions in plants cover
upgradation by way of working OJT: Casual/ temporary/
contractual employees: 100% safety training: and
health and safety. The India chapter of Cement Compliance Management
Sustainability Initiative (CSI) of the World Business Council
Employees with disabilities: 100% safety training.
for Sustainable Development (WBCSD) has initiated focus Ambuja believes in going beyond compliance. This has been has filed a complaint to order an investigation into the
Workers in cement packing and loading sections have a on ‘safety’ aspects, especially traffic and third party safety exemplified by us since the Company’s inception, in matter of the alleged cartelisation in the tender for the
relatively higher risk of occupational health issues. Ambuja issues. This will help in effectively addressing these different areas such as environment protection, corporate supply of cement by some cement companies including
has launched drives such as ‘Clean Packing Plant’ to challenges in the Indian cement industry. Ambuja is part of social responsibility, customer centricity, quality and much Ambuja Cements Limited. The CCI has issued an
improve their working conditions. This includes awareness this initiative. more. Compliance is monitored by Top Management and investigation order and DG (I&R) has initiated the
the Board Committee. investigation and called for certain information/ details/
documents. The Company has provided the information
Respecting Human Rights The Competition Commission of India (CCI) issued an
called for. The case is pending.
order dated 20 June, 2012, imposing a penalty on certain
The Company does not have a specific policy on human UN Global Compact since 2003 and its public support for cement manufacturers including Ambuja Cements Limited, There are no incidents of non-compliance with regulations
rights for the time being. However, as part of the Holcim the Universal Declaration of Human Rights expressed in concerning alleged contravention of the provisions of the and voluntary codes concerning our products and services
group, Ambuja follows Holcim’s approach to manage the CSR Policy. The group-wide management system Competition Act, 2002. A penalty of Rs. 1,164 crore was with respect to information & labelling, health and safety
business-related human rights risks. Holcim has long been formalises existing processes and reinforces proactive risk imposed on the Company. The Company has filed an impacts, provision and use, or marketing communications,
committed to upholding human rights and to engaging with identification. In October 2012, the Holcim Executive appeal against the said order with the appropriate including advertising, promotion, and sponsorship.
stakeholders. This is exemplified by its membership of the Committee approved the group-wide management system authority, which is pending disposal. The State of Haryana
Ambuja Cement
55
for business-related human rights risks. The approach is Currently Ambuja is not monitoring training hours or number of
lean and risk-based. Group companies operating in employees trained in human rights but employees are
business environments with high levels of human rights trained and sensitised on human rights through initiatives
risks (e.g. India) are required to conduct an impact on sustainable procurement, CSR, and labour practices.
assessment by 2015 (supported by a trained facilitator).
Action plans to mitigate potential risks will be defined by
where employee rights to exercise freedom of association
local Ambuja management, based on the results of the
or collective bargaining is violated or is at significant risk.
assessment. Implementation of the approach will be
monitored through the annual CSR Questionnaire. Ambuja No operations and suppliers have been reported or
is highly conscious about respecting human rights. identified with significant risk for incidents of child labour.
We have ensured all measures towards the same across
our operations and supply chains. Respecting the rights of
with significant risk for incidents of forced or compulsory labour.
women, preventing child labour or any other forms of
forced labour and non-discrimination are among our areas Currently Ambuja is not monitoring training hours of
of focus. We have put in place systems and measures for security personnel. However, they are sensitised on human
Ambuja Cement receives Holcim Safety Awards 2014 ensuring that the labour engaged by our contractors is rights through initiatives on labour practices.
governed by the Contract Labour (R&A) Act; and there are Ten out of 13 manufacturing locations of Ambuja (77%)
For 2015, we have prepared a clear strategy and a structure to address occupational health related issues
mechanisms to report any grievances or human rights have been subjected to human rights reviews or human
implementation plan to keep up the momentum and drive the proactively. We will directly connect to all people entering
violations. The principal responsibility for implementing the rights impact assessments as a part of Site Specific Impact
next level of initiatives to further strengthen ‘We Care’. In 2015, our sites again to update them about the progress and our
Holcim approach rests with the CSR or SD Coordinator in Assessment (SSIA). The locations reviewed are Bhatapara,
we will focus on workmen’s capability building, effective plan for 2015; we will also listen to them so that collectively
coordination with line and functional managers. MCW, Rabriyawas, Ambujanagar, Darlaghat, Surat,
implementation of fatality prevention elements and contractor we can transform our OH&S culture. ‘We Care’ is a big
Ambuja also requires all its suppliers to complete the Roorkee, Bathinda, Nalagarh, and Ropar. SSIA has also
safety management directives. Procedures will be simplified to change management programme and will help us in
supplier CSR (Corporate Social Responsibility) and OH&S been completed at BCT-Panvel.
achieve scale and speed. We are in the process of preparing achieving our goal of ‘ZERO HARM’ in near future.
(Occupational Health and Safety) management system The total number of incidents, complaints or grievances
Year 2009 2010 2011 2012 2013 2014 questionnaire as a condition for eligibility. The questions in reported, as well as the backlog of earlier incidents of
the self-declaration cover the aspects of employee safety,
LTI FR 1.74 1.44 1.04 1.12 0.91 0.8 discrimination or violations of human rights or rights of
occupational health, corporate social responsibility and indigenous peoples during the reporting period is zero.
Fatalities 3 6 2 7 12 6* environment management. All procurement agreements of No complaints regarding child labour, forced/ involuntary
LTI SR 36.7 20.38 15.3 30.9 89.6 72 the Company include conditions pertaining to labour labour, sexual harassment and discriminatory employment
standards and occupational health and safety.
* Including 3 offsite fatalities. were received or are pending. Ambuja promotes equality
Our employees were given safety and skill upgradation and training for use of PPEs, technology upgradation, Currently significant investment agreements do not include and diversity amongst its employees and there were no
training during the year with the following coverage: automation, and better housekeeping. human rights clauses. incidents of discrimination in the reporting period.
Permanent employees: 100% safety training & skill

Formal agreements with local trade unions in plants cover
upgradation by way of working OJT: Casual/ temporary/
contractual employees: 100% safety training: and
health and safety. The India chapter of Cement Compliance Management
Sustainability Initiative (CSI) of the World Business Council
Employees with disabilities: 100% safety training.
for Sustainable Development (WBCSD) has initiated focus Ambuja believes in going beyond compliance. This has been has filed a complaint to order an investigation into the
Workers in cement packing and loading sections have a on ‘safety’ aspects, especially traffic and third party safety exemplified by us since the Company’s inception, in matter of the alleged cartelisation in the tender for the
relatively higher risk of occupational health issues. Ambuja issues. This will help in effectively addressing these different areas such as environment protection, corporate supply of cement by some cement companies including
has launched drives such as ‘Clean Packing Plant’ to challenges in the Indian cement industry. Ambuja is part of social responsibility, customer centricity, quality and much Ambuja Cements Limited. The CCI has issued an
improve their working conditions. This includes awareness this initiative. more. Compliance is monitored by Top Management and investigation order and DG (I&R) has initiated the
the Board Committee. investigation and called for certain information/ details/
documents. The Company has provided the information
Respecting Human Rights The Competition Commission of India (CCI) issued an
called for. The case is pending.
order dated 20 June, 2012, imposing a penalty on certain
The Company does not have a specific policy on human UN Global Compact since 2003 and its public support for cement manufacturers including Ambuja Cements Limited, There are no incidents of non-compliance with regulations
rights for the time being. However, as part of the Holcim the Universal Declaration of Human Rights expressed in concerning alleged contravention of the provisions of the and voluntary codes concerning our products and services
group, Ambuja follows Holcim’s approach to manage the CSR Policy. The group-wide management system Competition Act, 2002. A penalty of Rs. 1,164 crore was with respect to information & labelling, health and safety
business-related human rights risks. Holcim has long been formalises existing processes and reinforces proactive risk imposed on the Company. The Company has filed an impacts, provision and use, or marketing communications,
committed to upholding human rights and to engaging with identification. In October 2012, the Holcim Executive appeal against the said order with the appropriate including advertising, promotion, and sponsorship.
stakeholders. This is exemplified by its membership of the Committee approved the group-wide management system authority, which is pending disposal. The State of Haryana
Ambuja Cement
55
Annexure 1. Assess True Value company’s net True Value is reached by adding the
value created by positive social and environmental
‘True Value’ for Ambuja Cement Calculate the net social and environmental value created
impacts to the company’s financial results, and subtracting
(Not a part of G4 Assurance but separately Assured by KPMG) by the company. This is done by using the best available
the value destroyed due to negative social and
information from third party data providers, governmental
environmental impacts.2
Calculating Ambuja’s True Value New legislation now requires companies to invest a agencies, and academic studies.1 An indication of the
percentage of their profits into community projects.
Ambuja’s vision is to be the most sustainable and competitive 1. We use the best available information but the resulting figures should be taken as indicative rather than final, factual conclusions. We acknowledge that assumptions can and should be debated.
2. The technique used to reach True Value is also known by some as an integrated financial, social and environmental profit and loss statement (S E P & L)
company in the cement industry. Achieving this vision is critical These changes have important implications for Ambuja.
for our long-term business success and several goals are It means that we need a much clearer understanding of our
The True Value Bridge
already in place to help us realise it. They include our environmental and social performance in addition to our
aspiration to become five times water positive by 2017 and to financial performance. True Value combines financial, social and environmental value to reach a single True Value expressed as a financial figure.
be one of the lowest emitters of CO2 per tonne of cement
Financial information like cash flows, profit and loss
produced. Stand-alone goals like these are an important focal
statements and balance sheets can tell us a lot about the
point for our sustainability programme. But now, it is time for
financial health of the business and the money we make for $ FINANCIAL VALUE SOCIAL VALUE ENVIRONMENTAL VALUE TRUE VALUE
Ambuja to take the next step in its sustainability journey.
our shareholders. However, there is growing acceptance that
The world is changing quickly and so is India. Our population short term financial performance provides a limited view. It
is growing, fuelling ever-increasing demands for limited does not adequately reflect the challenges and opportunities Subtract
resources, including water. The warming climate and extreme that companies face in the long term. It does not tell us much negetive
social value
weather are affecting people and their livelihoods, and about the value we create for people and the environment.
Subtract
supplies of key commodities. Social expectations are negative
We need a broader picture of our Company’s value so that environmental
changing; and people demand that companies give more value
we can make the right decisions not only for our future as a
to society and take less from it. In India, a company’s ability
business, but also for the future of the society that we are
to do business increasingly depends on being granted a
part of. We need a more holistic view to help us set
‘license to operate’ by local communities. Add positive Add positive
priorities and to achieve the best possible return of our social value environmental
Policy makers are responding to these challenges through investments financially, socially, and environmentally. value
regulation, taxes and standards. For example, in many

That is why in 2013 Ambuja took the next step by assessing
countries, governments require companies to pay for their
its True Value in cooperation with KPMG. To our knowledge,
carbon emissions and are restricting access to and
we are the first listed Indian company to do so. Thereafter,
increasing the cost of precious water. Here in India,
Ambuja worked on creating awareness about the concept
through market-based mechanisms like PAT (Perform
through articles in national newspapers. We encouraged
Achieve and Trade), RPO (Renewable Purchase
Obligation), and clean energy cess on coal, the KPMG to use the Ambuja case study in their internal
Government is pushing for energy efficiency improvements communications, articles & presentations at WBCSD. We
also participated in panel discussions in forums like CEO Profit retained Positive Negetive Positive Negetive True Value
and thereby lowering CO2 emissions. Regulation limiting social value social value environmental environmental
NOx and SOx emissions are another example. Meet and India Conference at Harvard Business School. Source: KPMG International
value value
What is True Value? In the same way, a company could generate positive
As outlined above, financial information alone provides a environmental value by activities that rehabilitate 2. Analyse impacts on profitability In step 2, scenario planning and modelling techniques are
limited and rather short term view of the value a company ecosystems, such as restoring cleared land. It could used to understand the most likely ways in which the
The True Value bridge identifies the key elements of a
creates. True Value provides a more holistic view by taking generate negative environmental value through activities company’s social and environmental performance could
company’s social and environmental value. The next step
into account social and environmental value as well. that damage ecosystems, such as mining. affect its future financial performance.
is to understand how these elements impact the company’s
In order to assess True Value, we need to identify the key The True Value methodology seeks to encapsulate future profitability.
3. Develop strategic responses
elements of a company’s social and environmental value- financial, social and environmental value into a single
financial figure. The True Value of a company conveys a For example, new social and environmental regulations,
both positive and negative - and attribute a financial value Develop a range of strategic responses to reduce negative
more complete picture of its total value creation and hence taxes and standards could impose future costs on the
to them. For example, a company could create positive environmental and social value, and increase positive
differs from the balance sheet approach. It can be company. On the other hand, improved community
social value through activities that protect people’s health environmental and social value. The ultimate aim is to find
integrated into the financial profit and loss accounts and relations, strengthened brand value or innovation could
and wellbeing, such as providing healthcare services for the most cost effective ways to increase net True Value.
used to help companies make better informed decisions improve profitability.
communities. Conversely, it could create negative social
value through activities that damage people’s health, such on their strategy and investments. The True Value process
as air pollution. consists of three key steps:
Ambuja Cement
57
Annexure 1. Assess True Value company’s net True Value is reached by adding the
value created by positive social and environmental
‘True Value’ for Ambuja Cement Calculate the net social and environmental value created
impacts to the company’s financial results, and subtracting
(Not a part of G4 Assurance but separately Assured by KPMG) by the company. This is done by using the best available
the value destroyed due to negative social and
information from third party data providers, governmental
environmental impacts.2
Calculating Ambuja’s True Value New legislation now requires companies to invest a agencies, and academic studies.1 An indication of the
percentage of their profits into community projects.
Ambuja’s vision is to be the most sustainable and competitive 1. We use the best available information but the resulting figures should be taken as indicative rather than final, factual conclusions. We acknowledge that assumptions can and should be debated.
2. The technique used to reach True Value is also known by some as an integrated financial, social and environmental profit and loss statement (S E P & L)
company in the cement industry. Achieving this vision is critical These changes have important implications for Ambuja.
for our long-term business success and several goals are It means that we need a much clearer understanding of our
The True Value Bridge
already in place to help us realise it. They include our environmental and social performance in addition to our
aspiration to become five times water positive by 2017 and to financial performance. True Value combines financial, social and environmental value to reach a single True Value expressed as a financial figure.
be one of the lowest emitters of CO2 per tonne of cement
Financial information like cash flows, profit and loss
produced. Stand-alone goals like these are an important focal
statements and balance sheets can tell us a lot about the
point for our sustainability programme. But now, it is time for
financial health of the business and the money we make for $ FINANCIAL VALUE SOCIAL VALUE ENVIRONMENTAL VALUE TRUE VALUE
Ambuja to take the next step in its sustainability journey.
our shareholders. However, there is growing acceptance that
The world is changing quickly and so is India. Our population short term financial performance provides a limited view. It
is growing, fuelling ever-increasing demands for limited does not adequately reflect the challenges and opportunities Subtract
resources, including water. The warming climate and extreme that companies face in the long term. It does not tell us much negetive
social value
weather are affecting people and their livelihoods, and about the value we create for people and the environment.
Subtract
supplies of key commodities. Social expectations are negative
We need a broader picture of our Company’s value so that environmental
changing; and people demand that companies give more value
we can make the right decisions not only for our future as a
to society and take less from it. In India, a company’s ability
business, but also for the future of the society that we are
to do business increasingly depends on being granted a
part of. We need a more holistic view to help us set
‘license to operate’ by local communities. Add positive Add positive
priorities and to achieve the best possible return of our social value environmental
Policy makers are responding to these challenges through investments financially, socially, and environmentally. value
regulation, taxes and standards. For example, in many

That is why in 2013 Ambuja took the next step by assessing
countries, governments require companies to pay for their
its True Value in cooperation with KPMG. To our knowledge,
carbon emissions and are restricting access to and
we are the first listed Indian company to do so. Thereafter,
increasing the cost of precious water. Here in India,
Ambuja worked on creating awareness about the concept
through market-based mechanisms like PAT (Perform
through articles in national newspapers. We encouraged
Achieve and Trade), RPO (Renewable Purchase
Obligation), and clean energy cess on coal, the KPMG to use the Ambuja case study in their internal
Government is pushing for energy efficiency improvements communications, articles & presentations at WBCSD. We
also participated in panel discussions in forums like CEO Profit retained Positive Negetive Positive Negetive True Value
and thereby lowering CO2 emissions. Regulation limiting social value social value environmental environmental
NOx and SOx emissions are another example. Meet and India Conference at Harvard Business School. Source: KPMG International
value value
What is True Value? In the same way, a company could generate positive
As outlined above, financial information alone provides a environmental value by activities that rehabilitate 2. Analyse impacts on profitability In step 2, scenario planning and modelling techniques are
limited and rather short term view of the value a company ecosystems, such as restoring cleared land. It could used to understand the most likely ways in which the
The True Value bridge identifies the key elements of a
creates. True Value provides a more holistic view by taking generate negative environmental value through activities company’s social and environmental performance could
company’s social and environmental value. The next step
into account social and environmental value as well. that damage ecosystems, such as mining. affect its future financial performance.
is to understand how these elements impact the company’s
In order to assess True Value, we need to identify the key The True Value methodology seeks to encapsulate future profitability.
3. Develop strategic responses
elements of a company’s social and environmental value- financial, social and environmental value into a single
financial figure. The True Value of a company conveys a For example, new social and environmental regulations,
both positive and negative - and attribute a financial value Develop a range of strategic responses to reduce negative
more complete picture of its total value creation and hence taxes and standards could impose future costs on the
to them. For example, a company could create positive environmental and social value, and increase positive
differs from the balance sheet approach. It can be company. On the other hand, improved community
social value through activities that protect people’s health environmental and social value. The ultimate aim is to find
integrated into the financial profit and loss accounts and relations, strengthened brand value or innovation could
and wellbeing, such as providing healthcare services for the most cost effective ways to increase net True Value.
used to help companies make better informed decisions improve profitability.
communities. Conversely, it could create negative social
value through activities that damage people’s health, such on their strategy and investments. The True Value process
as air pollution. consists of three key steps:
Ambuja Cement
57
Putting True Value into action at Ambuja changes taking place in India and in the world. It has
helped us to identify a portfolio of cost-effective projects
In 2013 and 2014, Ambuja worked with True Value experts
that will continue to reduce costs, increase earnings
from KPMG. In 2014, Ambuja made a net positive
and importantly increase our True Value in the future,
INDEPENDENT ASSURANCE STATEMENT
contribution of INR 1,250 crore to environment & society
thereby benefiting our local communities, society and
compared to about INR 750 crore contribution in 2012.
the environment.
Major contributors to this increase are:
Introduction and objectives of work
• Increased water credits from efforts on water resource Next Steps
management and reduced water usage at our plants. BUREAU VERITAS Certification (India) Pvt. Ltd. has been engaged by Ambuja Cements Limited to conduct an
Ambuja will continue sharing its True Value approach with
We are certified to be four times water positive in independent assurance of its Sustainability Report 2014. This Assurance Statement applies to the related information
customers, shareholders, communities, policy makers and
2014 by an external agency. included within the scope of work described below.
also competitors. We want to use our experience to drive
• Increased use of waste generated by other industries change and encourage a shift to True Value in the cement This information and its presentation in the Sustainability Report 2014 are the sole responsibility of the management of
in our operations. sector, both in India and globally, and more widely in the Ambuja Cements Limited. Bureau Veritas was not involved in the drafting of the Report. Our sole responsibility was to
Indian and global business communities. One way we are provide independent assurance on its content.
• Activities related to agro-based livelihood.
doing this is by working with the World Business Council Scope of work
for Sustainable Development (through Holcim), and other
Benefits of the True Value project The assurance process was conducted in line with the requirements of the Assurance Standard AA1000AS (2008) Type
platforms to encourage discussion and move towards
The True Value project has put Ambuja in a stronger 2 assurance. The scope of work included:
standardising the True Value processes.
position to respond to the social and environmental • Data and information included in Sustainability Report 2014 for the reporting period 1st January 2014 to
31st December 2014;
Note: The True Value process is an innovative approach which is still being developed. It is intended to raise awareness of social and environmental impacts that may or may not affect Ambuja’s business,
and to assess their relative importance. It contains preliminary considerations which may be subject to change. Furthermore, the True Value process itself may also change as valuation techniques and • Appropriateness and robustness of underlying reporting systems and processes, used to collect, analyse
methodologies evolve. True Value should be considered as indicative. It does not represent final factual conclusions nor is it intended to assert any factual admission by any person regarding the impact and review the information reported;
of Ambuja or any of its related parties on environment or society.
Evaluation of the Report against the main principles of the AA1000 Assurance Standard (2008) published by
AccountAbility: The Institute of Social and Ethical Accountability http://www.accountability.org.uk
o Inclusivity
o Materiality
o Responsiveness
• Evaluation of the Report against the principles of Accuracy, Accessibility, Balance, Clarity, Comparability, Reliability,
Timeliness and Stakeholder Inclusiveness, as defined in the GRI Sustainability Reporting Guidelines G4;
The level of assurance has been applied as “Moderate” for all sections of the report.
Methodology
As part of its independent assurance, Bureau Veritas undertook the following activities:
1. Interviews with relevant personnel of Ambuja Cements Limited;
2. Review of documentary evidence produced by Ambuja Cements Limited;
3. Audit of performance data, on a sampling basis
4. Site visits to the i) Ambujanagar Integrated Cement Plant at Taluka Kodinar, District Gir Somnath, Gujarat,
India (11.05.15 to 14.05.15) ii) Grinding Unit at Dadri, Dist Gautam Budh Nagar, Uttar Pradesh, India
(05.05.15 to 06.05.15) iii) Bulk Cement Terminal at Muldwarka, District Junagadh, Gujarat (13.05.15) iv)
Limestone Mines at Sugala near the ICP at Ambujanagar in Gujarat (13.05.15) and v) Corporate Office at
Andheri, Mumbai (15.05,15);
5. Review of Ambuja Cements Limited data and information systems for collection, aggregation, analysis and review;
6. Review of stakeholder engagement activities by review of the Stakeholder Engagement Report prepared by
a consultant who was engaged by Ambuja Cements Limited
Page 1 of 3
MD & CEO receiving the ‘Best Sustainability Risk Management Company’ of the year by CNBC TV18.
Ambuja Cement
59
Putting True Value into action at Ambuja changes taking place in India and in the world. It has
helped us to identify a portfolio of cost-effective projects
In 2013 and 2014, Ambuja worked with True Value experts
that will continue to reduce costs, increase earnings
from KPMG. In 2014, Ambuja made a net positive
and importantly increase our True Value in the future,
INDEPENDENT ASSURANCE STATEMENT
contribution of INR 1,250 crore to environment & society
thereby benefiting our local communities, society and
compared to about INR 750 crore contribution in 2012.
the environment.
Major contributors to this increase are:
Introduction and objectives of work
• Increased water credits from efforts on water resource Next Steps
management and reduced water usage at our plants. BUREAU VERITAS Certification (India) Pvt. Ltd. has been engaged by Ambuja Cements Limited to conduct an
Ambuja will continue sharing its True Value approach with
We are certified to be four times water positive in independent assurance of its Sustainability Report 2014. This Assurance Statement applies to the related information
customers, shareholders, communities, policy makers and
2014 by an external agency. included within the scope of work described below.
also competitors. We want to use our experience to drive
• Increased use of waste generated by other industries change and encourage a shift to True Value in the cement This information and its presentation in the Sustainability Report 2014 are the sole responsibility of the management of
in our operations. sector, both in India and globally, and more widely in the Ambuja Cements Limited. Bureau Veritas was not involved in the drafting of the Report. Our sole responsibility was to
Indian and global business communities. One way we are provide independent assurance on its content.
• Activities related to agro-based livelihood.
doing this is by working with the World Business Council Scope of work
for Sustainable Development (through Holcim), and other
Benefits of the True Value project The assurance process was conducted in line with the requirements of the Assurance Standard AA1000AS (2008) Type
platforms to encourage discussion and move towards
The True Value project has put Ambuja in a stronger 2 assurance. The scope of work included:
standardising the True Value processes.
position to respond to the social and environmental • Data and information included in Sustainability Report 2014 for the reporting period 1st January 2014 to
31st December 2014;
Note: The True Value process is an innovative approach which is still being developed. It is intended to raise awareness of social and environmental impacts that may or may not affect Ambuja’s business,
and to assess their relative importance. It contains preliminary considerations which may be subject to change. Furthermore, the True Value process itself may also change as valuation techniques and • Appropriateness and robustness of underlying reporting systems and processes, used to collect, analyse
methodologies evolve. True Value should be considered as indicative. It does not represent final factual conclusions nor is it intended to assert any factual admission by any person regarding the impact and review the information reported;
of Ambuja or any of its related parties on environment or society.
Evaluation of the Report against the main principles of the AA1000 Assurance Standard (2008) published by
AccountAbility: The Institute of Social and Ethical Accountability http://www.accountability.org.uk
o Inclusivity
o Materiality
o Responsiveness
• Evaluation of the Report against the principles of Accuracy, Accessibility, Balance, Clarity, Comparability, Reliability,
Timeliness and Stakeholder Inclusiveness, as defined in the GRI Sustainability Reporting Guidelines G4;
The level of assurance has been applied as “Moderate” for all sections of the report.
Methodology
As part of its independent assurance, Bureau Veritas undertook the following activities:
1. Interviews with relevant personnel of Ambuja Cements Limited;
2. Review of documentary evidence produced by Ambuja Cements Limited;
3. Audit of performance data, on a sampling basis
4. Site visits to the i) Ambujanagar Integrated Cement Plant at Taluka Kodinar, District Gir Somnath, Gujarat,
India (11.05.15 to 14.05.15) ii) Grinding Unit at Dadri, Dist Gautam Budh Nagar, Uttar Pradesh, India
(05.05.15 to 06.05.15) iii) Bulk Cement Terminal at Muldwarka, District Junagadh, Gujarat (13.05.15) iv)
Limestone Mines at Sugala near the ICP at Ambujanagar in Gujarat (13.05.15) and v) Corporate Office at
Andheri, Mumbai (15.05,15);
5. Review of Ambuja Cements Limited data and information systems for collection, aggregation, analysis and review;
6. Review of stakeholder engagement activities by review of the Stakeholder Engagement Report prepared by
a consultant who was engaged by Ambuja Cements Limited
Page 1 of 3
MD & CEO receiving the ‘Best Sustainability Risk Management Company’ of the year by CNBC TV18.
Ambuja Cement
59
Direct interviews with a few stakeholders during the site visit. The Bureau Veritas assessment team also interviewed Specified Sustainability Performance Data
Ambuja Cements Ltd. Management. We interviewed the President (CSR), Vice President (Product Development), Vice
Performance data within the report continues to be gathered through a variety of data systems and processes. We consider
President (Procurement). We interviewed the Unit Head and the Head-Environment Team at the Ambujanagar plant in
the data as presented in the report to be reliable but also highlight our recommendation that Ambuja Cements Limited
Gujarat. During our visit to the occupational health centre at Ambujanagar plant, a detailed interview was conducted reviews the data, gathering inputs against the key performance indicator stated in the report to ensure that performance
with the medical professionals responsible for managing the centre. Our team also interviewed a number of middle and against these metrics can be consistently and regularly reviewed and continue to provide accurate and reliable information.
junior level personnel in charge of the plant operations. The management at the Sugala mines near the Ambujanagar
Evaluation against Global Reporting Initiative (GRI) G4 Sustainability Reporting Guidelines
plant as well as at the Bulk Cement Terminal at Muldwarka also were interviewed as a part of this assessment. Our work
was conducted against Bureau Veritas’ standard procedures and guidelines for external Assurance of Sustainability Bureau Veritas undertook an evaluation of Ambuja Cements Limited Sustainability Report 2014 against the G4
Reports, based on current best practice in independent assurance. Sustainability Reporting Guidelines. This included cross checking the GRI index table against all the reference
documents to provide an opinion on the self-declared GRI application level.
The work was planned and carried out to provide moderate, rather than absolute assurance and we believe it provides
an appropriate basis for our conclusions. Based on our work, it is our opinion that the Sustainability Report 2014 has been prepared in accordance with the GRI
Reporting Framework including appropriate consideration of the Reporting Principles and necessary indicators to meet
Our findings the requirements of GRI Application Level “In accordance- Comprehensive”
On the basis of our methodology and the activities described above, it is our opinion that: Limitations and Exclusions
• Nothing has come to our attention to indicate that the reviewed statements within the scope of our verification Excluded from the scope of our work is any assurance of information relating to:
are inaccurate and the information included therein is not fairly stated;
• Activities outside the defined assurance period stated hereinabove;
• It is our opinion that Ambuja Cements Limited has established appropriate systems for the collection, aggregation
• Positional statements (expressions of opinion, belief, aim or future intention) by Ambuja Cements Limited and
and analysis of quantitative data such as Environmental, Health & Safety, Human Resource, Labour, Social & statements of future commitment;
Community welfare as well as Product, Customer and Investor related data. The Plant Environmental Profile
• Our assurance does not extend to the Annexure “True Value for Ambuja Cement” in the Sustainability Report
(PEP) records performance on various Environment aspects and CSR Questionnaire captures HR and
2014 activities and operations outside of the scope geographical boundaries as well as the operations
CSR data. Data is also gathered in the form of monthly and annual reports which were shown to the team.
undertaken by any subsidiaries or joint ventures of the Company.
• On some indicators, where the GRI guidelines recommend reporting in the form of numerical data, Ambuja
This independent statement should not be relied upon to detect all errors, omissions or misstatements that may exist
Cements Ltd. may explore suitable means to report such data as “percentage or proportion achieved” data
within the Report.
• The organisation may consider widening its use of industry and sectoral benchmarks and reporting of its Statement of independence, impartiality and competence
performance against the same.
Bureau Veritas is an independent professional services company that specialises in Quality, Health, Safety, Social and
Alignment with the principles of AA1000AS (2008) Environmental management with almost 180 years history in providing independent assurance services, and an annual
turnover in 2014 of Euros 4.17 billion in 2014.
Inclusivity
Bureau Veritas has implemented a Code of Ethics across the business to maintain high ethical standards among staff
Ambuja Cements Limited has processes in place for engaging with a range key stakeholders including socially
in their day to day business activities. We are particularly vigilant in the prevention of conflicts of interest.
responsible investors, government officials, representatives from a range of NGO’s, charities and industry associations
No member of the assurance team has a business relationship with Ambuja Cements Limited, its Directors or Managers beyond
and has undertaken a number of formal stakeholder engagement activities in 2014 covering a range of topics such as
that required of this assignment. We have conducted this verification independently, and there has been no conflict of interest.
Supply Chain, Human Rights and Environment.
The assurance team has extensive experience in conducting assurance over environmental, social, ethical and health
Materiality
and safety information, systems and processes, has over 5 years combined experience in this field and an excellent
The Report addresses the range of environmental, social and economic issues of concern that Ambuja Cements Limited understanding of Bureau Veritas standard methodology for the Assurance of Sustainability Reports.
has identified as being of highest material importance. The identification of material issues has considered both internal Bureau Veritas Certification (India) Pvt. Ltd.
assessments of risks and opportunities to the business, as well as stakeholders’ views and concerns. The material
6th Floor, Marwah Centre, K. Marwah Lane, Off. Saki-Vihar Road, Saki Naka, Andheri (East), Mumbai- 400072 India.
issues were identified by a structured process of stakeholder engagement and interaction and the entire process was
conducted by an independent third party who was engaged by Ambuja Cements Limited for that purpose. In all, a total
of 17 issues in the 3 categories of Business, Environment and Social were identified as material through this process.
Sanjay Patankar Anirban Chatterjee
Responsiveness
Lead Assuror Technical Reviewer
Ambuja Cements Limited is responding to those issues it has identified as material and demonstrates this in its policies, Product Manager, Sustainability & Climate Change Services Manager, Sustainability Services
objectives, indicators and performance targets. The reported information can be used by the organisation and its
Date: 27-May-2015
stakeholders as a reasonable basis for their opinions and decision-making. The Company has taken various initiatives
towards making an environmentally friendly product, waste disposal, water conservation, occupational health and
safety at work and community and village development.
Page 2 of 3 Page 3 of 3
Ambuja Cement
61
Direct interviews with a few stakeholders during the site visit. The Bureau Veritas assessment team also interviewed Specified Sustainability Performance Data
Ambuja Cements Ltd. Management. We interviewed the President (CSR), Vice President (Product Development), Vice
Performance data within the report continues to be gathered through a variety of data systems and processes. We consider
President (Procurement). We interviewed the Unit Head and the Head-Environment Team at the Ambujanagar plant in
the data as presented in the report to be reliable but also highlight our recommendation that Ambuja Cements Limited
Gujarat. During our visit to the occupational health centre at Ambujanagar plant, a detailed interview was conducted reviews the data, gathering inputs against the key performance indicator stated in the report to ensure that performance
with the medical professionals responsible for managing the centre. Our team also interviewed a number of middle and against these metrics can be consistently and regularly reviewed and continue to provide accurate and reliable information.
junior level personnel in charge of the plant operations. The management at the Sugala mines near the Ambujanagar
Evaluation against Global Reporting Initiative (GRI) G4 Sustainability Reporting Guidelines
plant as well as at the Bulk Cement Terminal at Muldwarka also were interviewed as a part of this assessment. Our work
was conducted against Bureau Veritas’ standard procedures and guidelines for external Assurance of Sustainability Bureau Veritas undertook an evaluation of Ambuja Cements Limited Sustainability Report 2014 against the G4
Reports, based on current best practice in independent assurance. Sustainability Reporting Guidelines. This included cross checking the GRI index table against all the reference
documents to provide an opinion on the self-declared GRI application level.
The work was planned and carried out to provide moderate, rather than absolute assurance and we believe it provides
an appropriate basis for our conclusions. Based on our work, it is our opinion that the Sustainability Report 2014 has been prepared in accordance with the GRI
Reporting Framework including appropriate consideration of the Reporting Principles and necessary indicators to meet
Our findings the requirements of GRI Application Level “In accordance- Comprehensive”
On the basis of our methodology and the activities described above, it is our opinion that: Limitations and Exclusions
• Nothing has come to our attention to indicate that the reviewed statements within the scope of our verification Excluded from the scope of our work is any assurance of information relating to:
are inaccurate and the information included therein is not fairly stated;
• Activities outside the defined assurance period stated hereinabove;
• It is our opinion that Ambuja Cements Limited has established appropriate systems for the collection, aggregation
• Positional statements (expressions of opinion, belief, aim or future intention) by Ambuja Cements Limited and
and analysis of quantitative data such as Environmental, Health & Safety, Human Resource, Labour, Social & statements of future commitment;
Community welfare as well as Product, Customer and Investor related data. The Plant Environmental Profile
• Our assurance does not extend to the Annexure “True Value for Ambuja Cement” in the Sustainability Report
(PEP) records performance on various Environment aspects and CSR Questionnaire captures HR and
2014 activities and operations outside of the scope geographical boundaries as well as the operations
CSR data. Data is also gathered in the form of monthly and annual reports which were shown to the team.
undertaken by any subsidiaries or joint ventures of the Company.
• On some indicators, where the GRI guidelines recommend reporting in the form of numerical data, Ambuja
This independent statement should not be relied upon to detect all errors, omissions or misstatements that may exist
Cements Ltd. may explore suitable means to report such data as “percentage or proportion achieved” data
within the Report.
• The organisation may consider widening its use of industry and sectoral benchmarks and reporting of its Statement of independence, impartiality and competence
performance against the same.
Bureau Veritas is an independent professional services company that specialises in Quality, Health, Safety, Social and
Alignment with the principles of AA1000AS (2008) Environmental management with almost 180 years history in providing independent assurance services, and an annual
turnover in 2014 of Euros 4.17 billion in 2014.
Inclusivity
Bureau Veritas has implemented a Code of Ethics across the business to maintain high ethical standards among staff
Ambuja Cements Limited has processes in place for engaging with a range key stakeholders including socially
in their day to day business activities. We are particularly vigilant in the prevention of conflicts of interest.
responsible investors, government officials, representatives from a range of NGO’s, charities and industry associations
No member of the assurance team has a business relationship with Ambuja Cements Limited, its Directors or Managers beyond
and has undertaken a number of formal stakeholder engagement activities in 2014 covering a range of topics such as
that required of this assignment. We have conducted this verification independently, and there has been no conflict of interest.
Supply Chain, Human Rights and Environment.
The assurance team has extensive experience in conducting assurance over environmental, social, ethical and health
Materiality
and safety information, systems and processes, has over 5 years combined experience in this field and an excellent
The Report addresses the range of environmental, social and economic issues of concern that Ambuja Cements Limited understanding of Bureau Veritas standard methodology for the Assurance of Sustainability Reports.
has identified as being of highest material importance. The identification of material issues has considered both internal Bureau Veritas Certification (India) Pvt. Ltd.
assessments of risks and opportunities to the business, as well as stakeholders’ views and concerns. The material
6th Floor, Marwah Centre, K. Marwah Lane, Off. Saki-Vihar Road, Saki Naka, Andheri (East), Mumbai- 400072 India.
issues were identified by a structured process of stakeholder engagement and interaction and the entire process was
conducted by an independent third party who was engaged by Ambuja Cements Limited for that purpose. In all, a total
of 17 issues in the 3 categories of Business, Environment and Social were identified as material through this process.
Sanjay Patankar Anirban Chatterjee
Responsiveness
Lead Assuror Technical Reviewer
Ambuja Cements Limited is responding to those issues it has identified as material and demonstrates this in its policies, Product Manager, Sustainability & Climate Change Services Manager, Sustainability Services
objectives, indicators and performance targets. The reported information can be used by the organisation and its
Date: 27-May-2015
stakeholders as a reasonable basis for their opinions and decision-making. The Company has taken various initiatives
towards making an environmentally friendly product, waste disposal, water conservation, occupational health and
safety at work and community and village development.
Page 2 of 3 Page 3 of 3
Ambuja Cement
61
REPORT PROFILE
GRI G4 - Content Index G4-28 Reporting period for information provided 11 Not Applicable Yes (pg. 59)
‘In accordance’ Comprehensive G4-29 Date of most recent previous report 11 Not Applicable Yes (pg. 59)
G4-30 Reporting cycle 11 Not Applicable Yes (pg. 59)
G4-31 Provide contact point for questions regarding the report content 11 Not Applicable Yes (pg. 59)
General General Standard Disclosures Page Omissions External
Standard Assurance G4-32 a. Report the ‘in accordance’ option the organisation has chosen 11 Not Applicable Yes (pg. 59)
Disclosures b. Report the GRI Content Index for the chosen option
c. Report the reference to the External Assurance Report, if the report
STRATEGY AND ANALYSIS has been externally assured
G4-1 Statement from the most senior decision-maker of the organisation 2 Not Applicable Yes (pg. 59) G4-33 Report the organisation’s policy and current practice with regard to 11 Not Applicable Yes (pg. 59)
seeking external assurance for the report
G4-2 Key impacts, risks, and opportunities 19 Not Applicable Yes (pg. 59)
GOVERNANCE
ORGANISATIONAL PROFILE
G4-3 Name of the organisation 10 Not Applicable Yes (pg. 59) G4-34 Report the governance structure of the organisation 22 Not Applicable Yes (pg. 59)
G4-4 Primary brands, products and services 10 Not Applicable Yes (pg. 59) G4-35 Report the process for delegating authority for economic, 24 Yes (pg. 59)
environmental and social topics from the highest governance body to
G4-5 Location of the organisation’s headquarters 10 Not Applicable Yes (pg. 59) senior executives and other employees
G4-6 Names, number of countries where the organisation operates 10 Not Applicable Yes (pg. 59) G4-36 Report whether the organisation has appointed an executive-level position or 24 Yes (pg. 59)
G4-7 Nature of ownership and legal form 10 Not Applicable Yes (pg. 59) positions with responsibility for economic, environmental and social topics,
and whether post holders report directly to the highest governance body
G4-8 Markets served 10 Not Applicable Yes (pg. 59)
G4-37 Report processes for consultation between stakeholders and the highest 23-24 Yes (pg. 59)
G4-9 Scale of the organisation 10 Not Applicable Yes (pg. 59)
governance body on economic, environmental and social topics
G4-10 a. Report the total number of employees by employment contract and gender. 48-49 Not Applicable Yes (pg. 59)
G4-38 Report the composition of the highest governance body and its committees 22 Yes (pg. 59)
b. Report the total number of permanent employees by employment
type and gender. G4-39 Report whether the Chair of the highest governance body is also an 22 Yes (pg. 59)
c. Report the total workforce by employees & supervised workers & by gender. executive officer
d. Report the total workforce by region and gender. G4-40 Report the nomination and selection processes for the highest 23-24 Yes (pg. 59)
e. Report whether a substantial portion of the organisation’s work is governance body and its committees, and the criteria used for nominating
performed by workers who are legally recognised as self-employed, or and selecting highest governance body members
by individuals other than employees or supervised workers, including
employees and supervised employees of contractors. G4-41 Report processes for the highest governance body to ensure conflicts 24-25 Yes (pg. 59)
f. Report any significant variations in employment numbers (such as of interest are avoided and managed
seasonal variations in employment in the tourism or agricultural industries) G4-42 Report the highest governance body’s and senior executives’ roles in 24 Yes (pg. 59)
G4-11 Percentage of total employees covered by collective bargaining agreements 48 Not Applicable Yes (pg. 59) the development, approval and updating of the organisation’s
purpose, value or mission statements, strategies, policies, and goals
G4-12 Organisation’s supply chain 12, 32 Not Applicable related to economic, environmental and social impacts
G4-13 Significant changes in reporting period regarding the organisation’s size, 12 Not Applicable Yes (pg. 59) G4-43 Report the measures taken to develop & enhance the highest governance 23 Partially reported Yes (pg. 59)
structure, ownership, or its supply chain body’s collective knowledge of economic, environmental & social topics
G4-14 Precautionary approach or principle 21 Not Applicable Yes (pg. 59) G4-44 Report the processes for evaluation of the highest governance body’s 23 Yes (pg. 59)
G4-15 Externally developed economic, environmental and social charters, 11 Not Applicable Yes (pg. 59) performance with respect to governance of economic, environmental
principles, or other initiatives and social topics
G4-16 List memberships of association 11 Not Applicable Yes (pg. 59) G4-45 Report the highest governance body’s role in the identification and 21 Yes (pg. 59)
management of economic, environmental and social impacts, risks,
IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES and opportunities. Include the highest governance body’s role in the
G4-17 List all entities included in the organisation’s consolidated financial 26 Not Applicable Yes (pg. 59) implementation of due diligence processes
statements or equivalent documents G4-46 Report the highest governance body’s role in reviewing the 21 Yes (pg. 59)
G4-18 Process for defining the report content and the Aspect Boundaries 12 Not Applicable Yes (pg. 59) effectiveness of the organisation’s risk management processes for
economic, environmental and social topics
G4-19 All the material Aspects identified 12 Not Applicable Yes (pg. 59)
G4-47 Report the frequency of the highest governance body’s review of 21 Yes (pg. 59)
G4-20 For each material Aspect, report the Aspect Boundary within the organisation 13 Not Applicable Yes (pg. 59)
economic, environmental and social impacts, risks and opportunities
G4-21 For each material Aspect, report the Aspect Boundary outside the organisation 13 Not Applicable Yes (pg. 59)
G4-48 Report the highest committee or position that formally reviews and 11, 24 Yes (pg. 59)
G4-22 Any restatements 13 Not Applicable Yes (pg. 59) approves the organisation’s sustainability report and ensures that all
Material Aspects are covered
G4-23 Report significant changes from previous reporting periods 11 Not Applicable Yes (pg. 59)
in the Scope and Aspect Boundaries G4-49 Report the process for communicating critical concerns to the highest 21, 24 Yes (pg. 59)
governance body
STAKEHOLDER ENGAGEMENT
G4-50 Report the nature and total number of critical concerns that were 21 Yes (pg. 59)
G4-24 Provide a list of stakeholder groups engaged by the organisation 14 Not Applicable Yes (pg. 59) communicated to the highest governance body and the mechanism(s)
used to address and resolve them
G4-25 Report the basis for identification and selection of stakeholders 14 Not Applicable Yes (pg. 59)
G4-51 Report the remuneration policies for the highest governance body and 25 Yes (pg. 59)
G4-26 Report the organisation’s approach to stakeholder engagement 15 Not Applicable Yes (pg. 59)
senior executives
G4-27 Report key topics and concerns that have been raised through 16 Not Applicable Yes (pg. 59) G4-52 Report the process for determining remuneration 25 Yes (pg. 59)
stakeholder engagement, and how the organisation has responded
to those key topics and concerns G4-53 Report how stakeholders’ views are sought and taken into account 25 Yes (pg. 59)
regarding remuneration, including the results of votes on
remuneration policies and proposals, if applicable
Ambuja Cement
63
REPORT PROFILE
GRI G4 - Content Index G4-28 Reporting period for information provided 11 Not Applicable Yes (pg. 59)
‘In accordance’ Comprehensive G4-29 Date of most recent previous report 11 Not Applicable Yes (pg. 59)
G4-30 Reporting cycle 11 Not Applicable Yes (pg. 59)
G4-31 Provide contact point for questions regarding the report content 11 Not Applicable Yes (pg. 59)
General General Standard Disclosures Page Omissions External
Standard Assurance G4-32 a. Report the ‘in accordance’ option the organisation has chosen 11 Not Applicable Yes (pg. 59)
Disclosures b. Report the GRI Content Index for the chosen option
c. Report the reference to the External Assurance Report, if the report
STRATEGY AND ANALYSIS has been externally assured
G4-1 Statement from the most senior decision-maker of the organisation 2 Not Applicable Yes (pg. 59) G4-33 Report the organisation’s policy and current practice with regard to 11 Not Applicable Yes (pg. 59)
seeking external assurance for the report
G4-2 Key impacts, risks, and opportunities 19 Not Applicable Yes (pg. 59)
GOVERNANCE
ORGANISATIONAL PROFILE
G4-3 Name of the organisation 10 Not Applicable Yes (pg. 59) G4-34 Report the governance structure of the organisation 22 Not Applicable Yes (pg. 59)
G4-4 Primary brands, products and services 10 Not Applicable Yes (pg. 59) G4-35 Report the process for delegating authority for economic, 24 Yes (pg. 59)
environmental and social topics from the highest governance body to
G4-5 Location of the organisation’s headquarters 10 Not Applicable Yes (pg. 59) senior executives and other employees
G4-6 Names, number of countries where the organisation operates 10 Not Applicable Yes (pg. 59) G4-36 Report whether the organisation has appointed an executive-level position or 24 Yes (pg. 59)
G4-7 Nature of ownership and legal form 10 Not Applicable Yes (pg. 59) positions with responsibility for economic, environmental and social topics,
and whether post holders report directly to the highest governance body
G4-8 Markets served 10 Not Applicable Yes (pg. 59)
G4-37 Report processes for consultation between stakeholders and the highest 23-24 Yes (pg. 59)
G4-9 Scale of the organisation 10 Not Applicable Yes (pg. 59)
governance body on economic, environmental and social topics
G4-10 a. Report the total number of employees by employment contract and gender. 48-49 Not Applicable Yes (pg. 59)
G4-38 Report the composition of the highest governance body and its committees 22 Yes (pg. 59)
b. Report the total number of permanent employees by employment
type and gender. G4-39 Report whether the Chair of the highest governance body is also an 22 Yes (pg. 59)
c. Report the total workforce by employees & supervised workers & by gender. executive officer
d. Report the total workforce by region and gender. G4-40 Report the nomination and selection processes for the highest 23-24 Yes (pg. 59)
e. Report whether a substantial portion of the organisation’s work is governance body and its committees, and the criteria used for nominating
performed by workers who are legally recognised as self-employed, or and selecting highest governance body members
by individuals other than employees or supervised workers, including
employees and supervised employees of contractors. G4-41 Report processes for the highest governance body to ensure conflicts 24-25 Yes (pg. 59)
f. Report any significant variations in employment numbers (such as of interest are avoided and managed
seasonal variations in employment in the tourism or agricultural industries) G4-42 Report the highest governance body’s and senior executives’ roles in 24 Yes (pg. 59)
G4-11 Percentage of total employees covered by collective bargaining agreements 48 Not Applicable Yes (pg. 59) the development, approval and updating of the organisation’s
purpose, value or mission statements, strategies, policies, and goals
G4-12 Organisation’s supply chain 12, 32 Not Applicable related to economic, environmental and social impacts
G4-13 Significant changes in reporting period regarding the organisation’s size, 12 Not Applicable Yes (pg. 59) G4-43 Report the measures taken to develop & enhance the highest governance 23 Partially reported Yes (pg. 59)
structure, ownership, or its supply chain body’s collective knowledge of economic, environmental & social topics
G4-14 Precautionary approach or principle 21 Not Applicable Yes (pg. 59) G4-44 Report the processes for evaluation of the highest governance body’s 23 Yes (pg. 59)
G4-15 Externally developed economic, environmental and social charters, 11 Not Applicable Yes (pg. 59) performance with respect to governance of economic, environmental
principles, or other initiatives and social topics
G4-16 List memberships of association 11 Not Applicable Yes (pg. 59) G4-45 Report the highest governance body’s role in the identification and 21 Yes (pg. 59)
management of economic, environmental and social impacts, risks,
IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES and opportunities. Include the highest governance body’s role in the
G4-17 List all entities included in the organisation’s consolidated financial 26 Not Applicable Yes (pg. 59) implementation of due diligence processes
statements or equivalent documents G4-46 Report the highest governance body’s role in reviewing the 21 Yes (pg. 59)
G4-18 Process for defining the report content and the Aspect Boundaries 12 Not Applicable Yes (pg. 59) effectiveness of the organisation’s risk management processes for
economic, environmental and social topics
G4-19 All the material Aspects identified 12 Not Applicable Yes (pg. 59)
G4-47 Report the frequency of the highest governance body’s review of 21 Yes (pg. 59)
G4-20 For each material Aspect, report the Aspect Boundary within the organisation 13 Not Applicable Yes (pg. 59)
economic, environmental and social impacts, risks and opportunities
G4-21 For each material Aspect, report the Aspect Boundary outside the organisation 13 Not Applicable Yes (pg. 59)
G4-48 Report the highest committee or position that formally reviews and 11, 24 Yes (pg. 59)
G4-22 Any restatements 13 Not Applicable Yes (pg. 59) approves the organisation’s sustainability report and ensures that all
Material Aspects are covered
G4-23 Report significant changes from previous reporting periods 11 Not Applicable Yes (pg. 59)
in the Scope and Aspect Boundaries G4-49 Report the process for communicating critical concerns to the highest 21, 24 Yes (pg. 59)
governance body
STAKEHOLDER ENGAGEMENT
G4-50 Report the nature and total number of critical concerns that were 21 Yes (pg. 59)
G4-24 Provide a list of stakeholder groups engaged by the organisation 14 Not Applicable Yes (pg. 59) communicated to the highest governance body and the mechanism(s)
used to address and resolve them
G4-25 Report the basis for identification and selection of stakeholders 14 Not Applicable Yes (pg. 59)
G4-51 Report the remuneration policies for the highest governance body and 25 Yes (pg. 59)
G4-26 Report the organisation’s approach to stakeholder engagement 15 Not Applicable Yes (pg. 59)
senior executives
G4-27 Report key topics and concerns that have been raised through 16 Not Applicable Yes (pg. 59) G4-52 Report the process for determining remuneration 25 Yes (pg. 59)
stakeholder engagement, and how the organisation has responded
to those key topics and concerns G4-53 Report how stakeholders’ views are sought and taken into account 25 Yes (pg. 59)
regarding remuneration, including the results of votes on
remuneration policies and proposals, if applicable
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G4-54 Report the ratio of the annual total compensation for the Omitted No G4-EN4 Energy consumption outside of the organisation 35 Yes (pg. 59)
organisation’s highest-paid individual in each country of significant
G4-EN5 Energy intensity ratio 35 Yes (pg. 59)
operations to the median annual total compensation for all employees
G4-EN6 Reductions in energy consumption achieved as a direct result 35 Yes (pg. 59)
G4-55 Report the ratio of percentage increase in annual total compensation Omitted No
of conservation and efficiency initiatives
for the organisation’s highest-paid individual in each country of
significant operations to the median percentage increase in annual G4-EN7 Reductions in energy requirements of sold products & services 35 Yes (pg. 59)
total compensation for all employees MATERIAL ASPECT: WATER
ETHICS AND INTEGRITY G4-DMA Disclosure on Management Approach 36 Yes (pg. 59)
G4-56 Describe the organisation’s values, principles, standards, and norms of 25 Not applicable Yes (pg. 59) G4-EN8 Total volume of water withdrawn from sources 37 Yes (pg. 59)
behavior such as codes of conduct and codes of ethics
G4-EN9 Water sources significantly affected by water 37 Yes (pg. 59)
G4-57 Report the internal and external mechanisms for seeking advice on 25 Yes (pg. 59) withdrawal
ethical and lawful behavior, and matters related to organisational
integrity, such as helplines or advice lines G4-EN10 Percentage and total volume of water recycled and reused 37 Yes (pg. 59)
G4-58 Report the internal and external mechanisms for reporting concerns 25 Yes (pg. 59) MATERIAL ASPECT: BIODIVERSITY
about unethical or unlawful behaviour, and matters related to G4-DMA Disclosure on Management Approach 40 Yes (pg. 59)
organisational integrity, such as escalation through line management,
G4-EN11 Operational sites owned, leased, managed in/adjacent to, protected 40 Yes (pg. 59)
whistleblowing mechanisms or hotlines
areas & areas of high biodiversity value outside protected areas
G4-EN12 Description of significant impacts of activities, products, and 40 Yes (pg. 59)
services on biodiversity in protected areas and areas of high
SPECIFIC STANDARD DISCLOSURES
biodiversity value outside protected areas
DMA and Page Number (or Link) Page Omission (s) Explanation External G4-EN13 Habitats protected or restored 41 Yes (pg. 59)
Indicators & Reasons for Assurance
G4-EN14 Total no. of IUCN red list species & national conservation list species 41 Yes (pg. 59)
Omission(s)
with Habitats in areas affected by operations, by level of extinction risk
CATEGORY: ECONOMIC MATERIAL ASPECT: EMISSIONS
MATERIAL ASPECT: ECONOMIC PERFORMANCE G4-DMA Disclosure on Management Approach 38 Yes (pg. 59)
G4-DMA Disclosure on Management Approach 27 Yes (pg. 59) G4-EN15 Direct Greenhouse Gas (GHG) emissions (Scope 1) 38 Yes (pg. 59)
G4-EC1 Direct & indirect economic value generated and distributed 27 Yes (pg. 59) G4-EN16 Energy indirect Greenhouse Gas (GHG) emissions (Scope 2) 38 Yes (pg. 59)
G4-EC2 Financial implications and other risks and opportunities for the 38 Yes (pg. 59) G4-EN17 Other indirect Greenhouse Gas (GHG) emissions (Scope 3) 38 Yes (pg. 59)
organisation's activities due to climate change
G4-EN18 Greenhouse Gas (GHG) emissions intensity 38 Yes (pg. 59)
G4-EC3 Coverage of organisation’s defined benefit plan obligations 50 Yes (pg. 59)
G4-EN19 Reduction of Greenhouse Gas (GHG) emissions 39 Yes (pg. 59)
G4-EC4 Financial assistance received from government 27 Yes (pg. 59)
G4-EN20 Emissions of ozone-depleting substances (ODS) 39 Yes (pg. 59)
MATERIAL ASPECT: MARKET PRESENCE
G4-EN21 NOx, SOx, and other significant air emissions 39 Yes (pg. 59)
G4-DMA Disclosure on Management Approach 50 Yes (pg. 59)
MATERIAL ASPECT: EFFLUENTS AND WASTE
G4-EC5 Ratios of standard entry level wage by gender compared to 50 Yes (pg. 59)
G4-DMA Disclosure on Management Approach 36, 42 Yes (pg. 59)
local minimum wage at Significant locations of operation
G4-EN22 Report the total volume of planned & unplanned water discharges 37 Yes (pg. 59)
G4-EC6 Proportion of senior management hired from the local 50 No
community at significant Locations of operation G4-EN23 Report the total weight of hazardous and 42 Partially Disposal method- Yes (pg. 59)
non-hazardous waste Reported wise break-up yet
MATERIAL ASPECT: INDIRECT ECONOMIC IMPACTS
to be initiated.
G4-EN24 Total number and volume of significant spills 42 Yes (pg. 59)
G4-EC7 Development and impact of infrastructure investments and 46 Yes (pg. 59)
G4-EN25 Weight of transported, imported, exported, or treated waste deemed 42 Yes (pg. 59)
services supported
hazardous under the terms of the basel convention 2 annex i, ii, iii,
G4-EC8 Significant indirect economic impacts, including the extent of impacts 46 Yes (pg. 59) & viii, & percentage of Transported waste shipped internationally
MATERIAL ASPECT: PROCUREMENT PRACTICES G4-EN26 Identity, size, protected status, and biodiversity value of 37 Yes (pg. 59)
water bodies and related Habitats significantly affected by the
organisation’s discharges of water and runoff
G4-EC9 Procurement practices with regard to local supplier and 32 Yes (pg. 59)
MATERIAL ASPECT: PRODUCTS AND SERVICES
significant location of operation
CATEGORY: ENVIRONMENTAL
G4-EN27 Environmental impacts of products and services 43 NO
MATERIAL ASPECT: MATERIALS
G4-EN28 Percentage of products sold and their packaging materials 43 Yes (pg. 59)
that are reclaimed by category
G4-EN1 Total weight or volume of materials used to produce and 34 Yes (pg. 59)
MATERIAL ASPECT: COMPLIANCE
package the organisation’s primary products and services
G4-EN2 Recycled input materials used to manufacture the 34 Yes (pg. 59)
organisation’s primary products and services G4-EN29 Report significant fines and non-monetary sanctions 43 Yes (pg. 59)
MATERIAL ASPECT: ENERGY MATERIAL ASPECT: TRANSPORT
G4-DMA Disclosure on Management Approach 35 Yes (pg. 59) G4-DMA Disclosure on Management Approach 43 Yes (pg. 59)
G4-EN3 Total fuel consumption from non-renewable & renewable sources 35 Yes (pg. 59) G4-EN30 Significant environmental impacts of transporting products & other 43 Yes (pg. 59)
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G4-54 Report the ratio of the annual total compensation for the Omitted No G4-EN4 Energy consumption outside of the organisation 35 Yes (pg. 59)
organisation’s highest-paid individual in each country of significant
G4-EN5 Energy intensity ratio 35 Yes (pg. 59)
operations to the median annual total compensation for all employees
G4-EN6 Reductions in energy consumption achieved as a direct result 35 Yes (pg. 59)
G4-55 Report the ratio of percentage increase in annual total compensation Omitted No
of conservation and efficiency initiatives
for the organisation’s highest-paid individual in each country of
significant operations to the median percentage increase in annual G4-EN7 Reductions in energy requirements of sold products & services 35 Yes (pg. 59)
total compensation for all employees MATERIAL ASPECT: WATER
ETHICS AND INTEGRITY G4-DMA Disclosure on Management Approach 36 Yes (pg. 59)
G4-56 Describe the organisation’s values, principles, standards, and norms of 25 Not applicable Yes (pg. 59) G4-EN8 Total volume of water withdrawn from sources 37 Yes (pg. 59)
behavior such as codes of conduct and codes of ethics
G4-EN9 Water sources significantly affected by water 37 Yes (pg. 59)
G4-57 Report the internal and external mechanisms for seeking advice on 25 Yes (pg. 59) withdrawal
ethical and lawful behavior, and matters related to organisational
integrity, such as helplines or advice lines G4-EN10 Percentage and total volume of water recycled and reused 37 Yes (pg. 59)
G4-58 Report the internal and external mechanisms for reporting concerns 25 Yes (pg. 59) MATERIAL ASPECT: BIODIVERSITY
about unethical or unlawful behaviour, and matters related to G4-DMA Disclosure on Management Approach 40 Yes (pg. 59)
organisational integrity, such as escalation through line management,
G4-EN11 Operational sites owned, leased, managed in/adjacent to, protected 40 Yes (pg. 59)
whistleblowing mechanisms or hotlines
areas & areas of high biodiversity value outside protected areas
G4-EN12 Description of significant impacts of activities, products, and 40 Yes (pg. 59)
services on biodiversity in protected areas and areas of high
SPECIFIC STANDARD DISCLOSURES
biodiversity value outside protected areas
DMA and Page Number (or Link) Page Omission (s) Explanation External G4-EN13 Habitats protected or restored 41 Yes (pg. 59)
Indicators & Reasons for Assurance
G4-EN14 Total no. of IUCN red list species & national conservation list species 41 Yes (pg. 59)
Omission(s)
with Habitats in areas affected by operations, by level of extinction risk
CATEGORY: ECONOMIC MATERIAL ASPECT: EMISSIONS
MATERIAL ASPECT: ECONOMIC PERFORMANCE G4-DMA Disclosure on Management Approach 38 Yes (pg. 59)
G4-DMA Disclosure on Management Approach 27 Yes (pg. 59) G4-EN15 Direct Greenhouse Gas (GHG) emissions (Scope 1) 38 Yes (pg. 59)
G4-EC1 Direct & indirect economic value generated and distributed 27 Yes (pg. 59) G4-EN16 Energy indirect Greenhouse Gas (GHG) emissions (Scope 2) 38 Yes (pg. 59)
G4-EC2 Financial implications and other risks and opportunities for the 38 Yes (pg. 59) G4-EN17 Other indirect Greenhouse Gas (GHG) emissions (Scope 3) 38 Yes (pg. 59)
organisation's activities due to climate change
G4-EN18 Greenhouse Gas (GHG) emissions intensity 38 Yes (pg. 59)
G4-EC3 Coverage of organisation’s defined benefit plan obligations 50 Yes (pg. 59)
G4-EN19 Reduction of Greenhouse Gas (GHG) emissions 39 Yes (pg. 59)
G4-EC4 Financial assistance received from government 27 Yes (pg. 59)
G4-EN20 Emissions of ozone-depleting substances (ODS) 39 Yes (pg. 59)
MATERIAL ASPECT: MARKET PRESENCE
G4-EN21 NOx, SOx, and other significant air emissions 39 Yes (pg. 59)
MATERIAL ASPECT: EFFLUENTS AND WASTE
G4-EC5 Ratios of standard entry level wage by gender compared to 50 Yes (pg. 59)
local minimum wage at Significant locations of operation
G4-EN22 Report the total volume of planned & unplanned water discharges 37 Yes (pg. 59)
G4-EC6 Proportion of senior management hired from the local 50 No
community at significant Locations of operation G4-EN23 Report the total weight of hazardous and 42 Partially Disposal method- Yes (pg. 59)
non-hazardous waste Reported wise break-up yet
MATERIAL ASPECT: INDIRECT ECONOMIC IMPACTS
to be initiated.
G4-EN24 Total number and volume of significant spills 42 Yes (pg. 59)
G4-EC7 Development and impact of infrastructure investments and 46 Yes (pg. 59)
G4-EN25 Weight of transported, imported, exported, or treated waste deemed 42 Yes (pg. 59)
services supported
hazardous under the terms of the basel convention 2 annex i, ii, iii,
G4-EC8 Significant indirect economic impacts, including the extent of impacts 46 Yes (pg. 59) & viii, & percentage of Transported waste shipped internationally
MATERIAL ASPECT: PROCUREMENT PRACTICES G4-EN26 Identity, size, protected status, and biodiversity value of 37 Yes (pg. 59)
water bodies and related Habitats significantly affected by the
organisation’s discharges of water and runoff
G4-EC9 Procurement practices with regard to local supplier and 32 Yes (pg. 59)
MATERIAL ASPECT: PRODUCTS AND SERVICES
significant location of operation
CATEGORY: ENVIRONMENTAL
G4-EN27 Environmental impacts of products and services 43 NO
MATERIAL ASPECT: MATERIALS
G4-EN28 Percentage of products sold and their packaging materials 43 Yes (pg. 59)
that are reclaimed by category
G4-EN1 Total weight or volume of materials used to produce and 34 Yes (pg. 59)
package the organisation’s primary products and services
G4-EN2 Recycled input materials used to manufacture the 34 Yes (pg. 59)
organisation’s primary products and services G4-EN29 Report significant fines and non-monetary sanctions 43 Yes (pg. 59)
MATERIAL ASPECT: ENERGY MATERIAL ASPECT: TRANSPORT
G4-EN3 Total fuel consumption from non-renewable & renewable sources 35 Yes (pg. 59) G4-EN30 Significant environmental impacts of transporting products & other 43 Yes (pg. 59)
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goods and materials for the organisation’s operations, and G4-LA14 Report the percentage of new suppliers that were screened 31-32 Yes (pg. 59)
transporting members of the workforce using labour practices criteria
MATERIAL ASPECT: OVERALL G4-LA15 Significant actual and potential negative impacts for 31 Partially No
labour practices in the supply chain and actions taken Reported
MATERIAL ASPECT: LABOUR PRACTICES GRIEVANCE MECHANISMS
G4-EN31 Total environmental protection expenditures & investments by type 43 Yes (pg. 59)
MATERIAL ASPECT: SUPPLIER ENVIRONMENTAL ASSESSMENT
G4-LA16 Report the total number of grievances about labour practices filed 55 Yes (pg. 59)
through formal grievance mechanisms during the reporting period
G4-EN32 New suppliers screened using environmental criteria 32 Partially Reported Yes (pg. 59)
SUB-CATEGORY: HUMAN RIGHTS
G4-EN33 Significant actual and potential negative environmental 31 No
MATERIAL ASPECT: INVESTMENT
impacts in the supply chain and actions taken
MATERIAL ASPECT: ENVIRONMENTAL GRIEVANCE MECHANISMS
G4-HR1 Total number and percentage of significant investment 55 Yes (pg. 59)
agreements and contracts that include human rights clauses
G4-EN34 Total number of grievances about environmental impacts if 43 Yes (pg. 59) or that underwent human rights screening
led through formal grievance mechanisms
G4-HR2 Total hours of employee training on human rights policies or 55 Yes (pg. 59)
CATEGORY: SOCIAL procedures concerning aspects of human rights that are relevant to
SUB-CATEGORY: LABOUR PRACTICES AND DECENT WORK operations, including the percentage of employees trained Yes (pg. 59)
MATERIAL ASPECT: EMPLOYMENT MATERIAL ASPECT: NON-DISCRIMINATION
G4-DMA Disclosure on Management Approach 49 Yes (pg. 59) G4- DMA Disclosure on Management Approach 55 Yes (pg. 59)
G4-LA1 Total number and rate of new employee hired and rate of 49 Yes (pg. 59) G4-HR3 Total no. of incidents of discrimination & corrective actions taken 55 Yes (pg. 59)
employee turnover by age group, gender and region G4-HR4 Operations & suppliers identified in which the right to exercise 55 Yes (pg. 59)
G4-LA2 Benefits for standard for full-time employees of the 49 Yes (pg. 59) freedom of association & collective bargaining may be violated
organisation not provided to temporary or part-time employees or at significant risk and measures taken to support these rights
G4-LA3 Parental leave 49 Yes (pg. 59) MATERIAL ASPECT: CHILD LABOUR
MATERIAL ASPECT: LABOUR/MANAGEMENT RELATIONS G4-DMA Disclosure on Management Approach 55 Yes (pg. 59)
G4-DMA Disclosure on Management Approach 50 Yes (pg. 59) G4-HR5 Operations & suppliers considered to have significant risk for 55 Yes (pg. 59)
incidents of child labour, young workers exposed to hazardous work
G4-LA4 Minimum number of weeks’ notice provided to employees & elected 50 Yes (pg. 59)
representatives prior to implementation of significant operational changes MATERIAL ASPECT: FORCED OR COMPULSORY LABOUR
MATERIAL ASPECT: OCCUPATIONAL HEALTH AND SAFETY G4-DMA Disclosure on Management Approach 55 Yes (pg. 59)
G4-DMA Disclosure on Management Approach 51 Yes (pg. 59) G4-HR6 Operations & suppliers at risk for incidents of forced or compulsory labour 55 Yes (pg. 59)
G4-LA5 Formal joint management-worker health and safety committees 51 Yes (pg. 59) MATERIAL ASPECT: SECURITY PRACTICES
G4-LA6 Types of injury, Injury Rate (IR), Occupational Diseases Rate (ODR), 54 Yes (pg. 59) G4-DMA Disclosure on Management Approach 55 Yes (pg. 59)
Lost Day Rate (LDR), Absentee Rate (AR), & work-related fatalities, for G4-HR7 Percentage of security personnel trained in the organisation’s human 55 Yes (pg. 59)
the total workforce (that is, total employees plus supervised workers), rights policies or procedures that are relevant to operations
and independent contractors working on-site
MATERIAL ASPECT: INDIGENOUS RIGHTS
G4-LA7 Workers with high incidence or high risk of diseases related to 54 Yes (pg. 59)
their occupation
G4-HR8 Total number of incidents of violations involving rights of 55 Yes (pg. 59)
G4-LA8 Health & safety topics covered in formal agreements with trade unions 54 Yes (pg. 59) indigenous peoples and actions taken
MATERIAL ASPECT: TRAINING AND EDUCATION MATERIAL ASPECT: ASSESSMENT
G4-LA9 Average hours of training employees have undertaken 50 No G4-HR9 Total number and percentage of operations that have 55 Yes (pg. 59)
during the reporting period been subject to human rights reviews or impact assessments
G4-LA10 Programs implemented & assistance provided to upgrade employee skills 50 Yes (pg. 59) MATERIAL ASPECT: HUMAN RIGHTS GRIEVANCE ASSESSMENT
G4-LA11 Percentage of total employees by gender & by employee category 51 Yes (pg. 59) G4-DMA Disclosure on Management Approach 55 Yes (pg. 59)
who received regular performance & career development review
G4-HR10 Percentage of new suppliers that were screened using human rights criteria 31 Yes (pg. 59)
MATERIAL ASPECT: DIVERSITY AND EQUAL OPPORTUNITY
G4-HR11 Significant actual and potential negative human rights Omitted Data not No
G4-DMA Disclosure on Management Approach 48 Yes (pg. 59) impacts in the supply chain and actions taken available for 2014
G4-LA12 Composition of governance bodies & breakdown of employees 48 Yes (pg. 59) G4-HR12 Report the total number of grievances about human rights 55 Yes (pg. 59)
per employee Category according to gender, age group, impacts if led through formal grievance mechanisms during
minority group membership, and other Indicators of diversity the reporting period and their redressal
SUB-CATEGORY: SOCIETY
MATERIAL ASPECT: EQUAL REMUNERATION FOR WOMEN AND MEN
MATERIAL ASPECT: LOCAL COMMUNITIES
G4-LA13 Ratio of basic salary and remuneration of women to men 50 Yes (pg. 59)
by employee category, by significant locations of operation G4-SO1 Report the percentage of operations with implemented local community 46 Yes (pg. 59)
engagement, impact assessments, & development programmes
MATERIAL ASPECT: SUPPLIER ASSESSMENT FOR LABOUR PRACTICES
G4-SO2 Operations with significant actual and potential negative 39, 46 Yes (pg. 59)
G4-DMA Disclosure on Management Approach 31 Yes (pg. 59) impacts on local Communities
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goods and materials for the organisation’s operations, and G4-LA14 Report the percentage of new suppliers that were screened 31-32 Yes (pg. 59)
transporting members of the workforce using labour practices criteria
MATERIAL ASPECT: OVERALL G4-LA15 Significant actual and potential negative impacts for 31 Partially No
labour practices in the supply chain and actions taken Reported
MATERIAL ASPECT: LABOUR PRACTICES GRIEVANCE MECHANISMS
G4-EN31 Total environmental protection expenditures & investments by type 43 Yes (pg. 59)
MATERIAL ASPECT: SUPPLIER ENVIRONMENTAL ASSESSMENT
G4-LA16 Report the total number of grievances about labour practices filed 55 Yes (pg. 59)
through formal grievance mechanisms during the reporting period
G4-EN32 New suppliers screened using environmental criteria 32 Partially Reported Yes (pg. 59)
SUB-CATEGORY: HUMAN RIGHTS
G4-EN33 Significant actual and potential negative environmental 31 No
MATERIAL ASPECT: INVESTMENT
impacts in the supply chain and actions taken
MATERIAL ASPECT: ENVIRONMENTAL GRIEVANCE MECHANISMS
G4-HR1 Total number and percentage of significant investment 55 Yes (pg. 59)
agreements and contracts that include human rights clauses
G4-EN34 Total number of grievances about environmental impacts if 43 Yes (pg. 59) or that underwent human rights screening
led through formal grievance mechanisms
G4-HR2 Total hours of employee training on human rights policies or 55 Yes (pg. 59)
CATEGORY: SOCIAL procedures concerning aspects of human rights that are relevant to
SUB-CATEGORY: LABOUR PRACTICES AND DECENT WORK operations, including the percentage of employees trained Yes (pg. 59)
MATERIAL ASPECT: EMPLOYMENT MATERIAL ASPECT: NON-DISCRIMINATION
G4-DMA Disclosure on Management Approach 49 Yes (pg. 59) G4- DMA Disclosure on Management Approach 55 Yes (pg. 59)
G4-LA1 Total number and rate of new employee hired and rate of 49 Yes (pg. 59) G4-HR3 Total no. of incidents of discrimination & corrective actions taken 55 Yes (pg. 59)
employee turnover by age group, gender and region G4-HR4 Operations & suppliers identified in which the right to exercise 55 Yes (pg. 59)
G4-LA2 Benefits for standard for full-time employees of the 49 Yes (pg. 59) freedom of association & collective bargaining may be violated
organisation not provided to temporary or part-time employees or at significant risk and measures taken to support these rights
G4-LA3 Parental leave 49 Yes (pg. 59) MATERIAL ASPECT: CHILD LABOUR
MATERIAL ASPECT: LABOUR/MANAGEMENT RELATIONS G4-DMA Disclosure on Management Approach 55 Yes (pg. 59)
G4-DMA Disclosure on Management Approach 50 Yes (pg. 59) G4-HR5 Operations & suppliers considered to have significant risk for 55 Yes (pg. 59)
incidents of child labour, young workers exposed to hazardous work
G4-LA4 Minimum number of weeks’ notice provided to employees & elected 50 Yes (pg. 59)
representatives prior to implementation of significant operational changes MATERIAL ASPECT: FORCED OR COMPULSORY LABOUR
MATERIAL ASPECT: OCCUPATIONAL HEALTH AND SAFETY G4-DMA Disclosure on Management Approach 55 Yes (pg. 59)
G4-DMA Disclosure on Management Approach 51 Yes (pg. 59) G4-HR6 Operations & suppliers at risk for incidents of forced or compulsory labour 55 Yes (pg. 59)
G4-LA5 Formal joint management-worker health and safety committees 51 Yes (pg. 59) MATERIAL ASPECT: SECURITY PRACTICES
G4-LA6 Types of injury, Injury Rate (IR), Occupational Diseases Rate (ODR), 54 Yes (pg. 59) G4-DMA Disclosure on Management Approach 55 Yes (pg. 59)
Lost Day Rate (LDR), Absentee Rate (AR), & work-related fatalities, for G4-HR7 Percentage of security personnel trained in the organisation’s human 55 Yes (pg. 59)
the total workforce (that is, total employees plus supervised workers), rights policies or procedures that are relevant to operations
and independent contractors working on-site
MATERIAL ASPECT: INDIGENOUS RIGHTS
G4-LA7 Workers with high incidence or high risk of diseases related to 54 Yes (pg. 59)
their occupation
G4-HR8 Total number of incidents of violations involving rights of 55 Yes (pg. 59)
G4-LA8 Health & safety topics covered in formal agreements with trade unions 54 Yes (pg. 59) indigenous peoples and actions taken
MATERIAL ASPECT: TRAINING AND EDUCATION MATERIAL ASPECT: ASSESSMENT
G4-LA9 Average hours of training employees have undertaken 50 No G4-HR9 Total number and percentage of operations that have 55 Yes (pg. 59)
during the reporting period been subject to human rights reviews or impact assessments
G4-LA10 Programs implemented & assistance provided to upgrade employee skills 50 Yes (pg. 59) MATERIAL ASPECT: HUMAN RIGHTS GRIEVANCE ASSESSMENT
G4-LA11 Percentage of total employees by gender & by employee category 51 Yes (pg. 59) G4-DMA Disclosure on Management Approach 55 Yes (pg. 59)
who received regular performance & career development review
G4-HR10 Percentage of new suppliers that were screened using human rights criteria 31 Yes (pg. 59)
MATERIAL ASPECT: DIVERSITY AND EQUAL OPPORTUNITY
G4-HR11 Significant actual and potential negative human rights Omitted Data not No
G4-DMA Disclosure on Management Approach 48 Yes (pg. 59) impacts in the supply chain and actions taken available for 2014
G4-LA12 Composition of governance bodies & breakdown of employees 48 Yes (pg. 59) G4-HR12 Report the total number of grievances about human rights 55 Yes (pg. 59)
per employee Category according to gender, age group, impacts if led through formal grievance mechanisms during
minority group membership, and other Indicators of diversity the reporting period and their redressal
SUB-CATEGORY: SOCIETY
MATERIAL ASPECT: EQUAL REMUNERATION FOR WOMEN AND MEN
MATERIAL ASPECT: LOCAL COMMUNITIES
G4-LA13 Ratio of basic salary and remuneration of women to men 50 Yes (pg. 59)
by employee category, by significant locations of operation G4-SO1 Report the percentage of operations with implemented local community 46 Yes (pg. 59)
engagement, impact assessments, & development programmes
MATERIAL ASPECT: SUPPLIER ASSESSMENT FOR LABOUR PRACTICES
G4-SO2 Operations with significant actual and potential negative 39, 46 Yes (pg. 59)
G4-DMA Disclosure on Management Approach 31 Yes (pg. 59) impacts on local Communities
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MATERIAL ASPECT: ANTI-CORRUPTION
Awards and Accolades: 2014
G4-DMA Disclosure on Management Approach 25 Yes (pg. 59) CII-ITC Sustainability Award 2014, Fourth consecutive year for ‘Significant Achievement for Commendable
G4-SO3 Total number and percentage of operations assessed 25 Yes (pg. 59) Results From Deployment of Policies and Processes’ under large industry category (Corporate).
for risks related to corruption
G4-SO4 Communication & training on anti-corruption policies & procedures 25 Yes (pg. 59) CII-ITC Sustainability Award Commendation for ‘Significant Achievement in Corporate Social Responsibility
G4-SO5 Number and nature of confirmed incidents of corruption 25 No (CSR)’ (Bhatapara).
MATERIAL ASPECT: PUBLIC POLICY
Yes Bank – Saevus Natural Capital Award 2014 as ‘Eco-Corporate of the Year-Manufacturing’ (Corporate).
G4-SO6 Total value of political contributions by country & recipient/beneficiary 25 Yes (pg. 59) Srishti Green Cube Award 2014 for Commendable Work in Environment Protection and Conservation (MCW).
MATERIAL ASPECT: ANTI-COMPETITIVE BEHAVIOR
Second Prize to Kashlog Limestone Mine for ‘Overall Performance in the Mechanised Category’ during Mines
Environment and Mineral Conservation Week 2014-15 of Indian Bureau of Mines (Dehradun Region).
G4-SO7 Total number of legal actions pending or completed during the 55 Yes (pg. 59)
reporting period regarding anti-competitive behaviour and The Energy Efficient Unit Award of CII National Award for ‘Excellence in Energy Management’ (Rabriyawas).
violations of anti-trust and monopoly legislation
MATERIAL ASPECT: COMPLIANCE National Energy Conservation Award: Certificate of Merit for ‘Energy Conservation in Cement Sector’ for the
G4-DMA Disclosure on Management Approach 55 Yes (pg. 59) year 2013 by Bureau of Energy Efficiency (BEE) to Roorkee unit.
G4-SO8 Significant fines and non-monetary sanctions 55 Yes (pg. 59)
First prize at Punjab State Safety Award for ‘Largest Reduction in Accident Frequency Rate in 1 Lac to 5 Lac
MATERIAL ASPECT: SUPPLIER ASSESSMENT FOR IMPACTS ON SOCIETY
Man-hours’ for the Year 2014 (Bhatinda unit).
G4-SO9 Percentage of new suppliers that were screened using 32 Partially No Greentech Safety Award 2014 in ‘Gold Category’ (MCW, Rauri-Darlaghat and Ambujanagar).
criteria for impacts on society Reported
Greentech Environment Award- 2015 in Silver Category in cement sector for ‘Outstanding Performance in
G4-SO10 Significant actual and potential negative impacts on society 32 Partially No
in the supply chain and actions taken Reported Environment Management’ (Dadri and Ropar units).
MATERIAL ASPECT: GRIEVANCE MECHANISMS FOR IMPACTS ON SOCIETY
ACF Darlaghat: NABARD‘s Best Partnership Award for ‘Excellent Performance in Implementation of Watershed
Development Projects in Himachal Pradesh (2013-14)’.
G4-SO11 Number of grievances about impacts on society filed, 32 Partially Yes (pg. 59)
addressed, and resolved through formal grievance mechanisms Reported ACF Ropar: Rotary Vocational Service Award, Best agency Award by the District Administration, NABARD
SUB-CATEGORY: PRODUCT RESPONSIBILITY recognition etc. for ‘Implementing Various Community Welfare Activities across the Villages, Agriculture, Health
MATERIAL ASPECT: CUSTOMER HEALTH AND SAFETY and Sanitation, Rural Infrastructure and Ambuja Manovikas Kendra’.
G4-PR1 Significant product and service categories for which health 27 Yes (pg. 59)
and safety impacts are assessed for improvement
G4-PR2 Total no. of incidents of non-compliance with regulations & voluntary 55 Yes (pg. 59)
codes concerning the health & safety impacts of products & services
MATERIAL ASPECT: PRODUCT AND SERVICE LABELLING

G4-PR3 Product and service information required by the organisation’s 29 Yes (pg. 59)
procedures for information and labelling
G4-PR4 Total number of incidents of non-compliance with regulations & voluntary 55 Yes (pg. 59)
codes concerning product & service information & labelling
G4-PR5 Results of surveys measuring customer satisfaction 30 Yes (pg. 59)
MATERIAL ASPECT: MARKETING COMMUNICATIONS
G4-PR6 Whether the organisation sells products that are banned in certain 30 Company is into Yes (pg. 59)
markets, subject of stakeholder questions or public debate cement business
G4-PR7 Total number of incidents of non-compliance with regulations 55 Yes (pg. 59) Head (Corporate Environment & Sustainability) receives CII-ITC Sustainability Award 2014
and voluntary codes concerning marketing communications,
including advertising, promotion, and sponsorship
Contact Person for any suggestions/feedback:
MATERIAL ASPECT: CUSTOMER PRIVACY
G4-DMA Disclosure on Management Approach 30 Yes (pg. 59) Sandeep Shrivastava
G4-PR8 Total number of substantiated complaints received 30 Yes (pg. 59) Head - Corporate Environment & Sustainability, Ambuja Cements Limited, 228, Udyog Vihar, Phase - 1,
concerning breaches of customer privacy Gurgaon, (Haryana)- 122016, Ph.: 0124 4565311, E-mail: sustainability@ambujacement.com
G4-DMA Disclosure on Management Approach 55 Yes (pg. 59) Feedback
Your suggestions and feedback will help us improve our performance. Please spare few minutes of your valuable time
G4-PR9 Total monetary value of significant fines for non-compliance with laws & 55 Yes (pg. 59)
regulations concerning the provision & use of products & services and give us your feedback.
Ambuja Cement
MATERIAL ASPECT: ANTI-CORRUPTION
Awards and Accolades: 2014
G4-DMA Disclosure on Management Approach 25 Yes (pg. 59) CII-ITC Sustainability Award 2014, Fourth consecutive year for ‘Significant Achievement for Commendable
G4-SO3 Total number and percentage of operations assessed 25 Yes (pg. 59) Results From Deployment of Policies and Processes’ under large industry category (Corporate).
for risks related to corruption
G4-SO4 Communication & training on anti-corruption policies & procedures 25 Yes (pg. 59) CII-ITC Sustainability Award Commendation for ‘Significant Achievement in Corporate Social Responsibility
G4-SO5 Number and nature of confirmed incidents of corruption 25 No (CSR)’ (Bhatapara).
MATERIAL ASPECT: PUBLIC POLICY
Yes Bank – Saevus Natural Capital Award 2014 as ‘Eco-Corporate of the Year-Manufacturing’ (Corporate).
G4-SO6 Total value of political contributions by country & recipient/beneficiary 25 Yes (pg. 59) Srishti Green Cube Award 2014 for Commendable Work in Environment Protection and Conservation (MCW).
MATERIAL ASPECT: ANTI-COMPETITIVE BEHAVIOR
Second Prize to Kashlog Limestone Mine for ‘Overall Performance in the Mechanised Category’ during Mines
Environment and Mineral Conservation Week 2014-15 of Indian Bureau of Mines (Dehradun Region).
G4-SO7 Total number of legal actions pending or completed during the 55 Yes (pg. 59)
reporting period regarding anti-competitive behaviour and The Energy Efficient Unit Award of CII National Award for ‘Excellence in Energy Management’ (Rabriyawas).
violations of anti-trust and monopoly legislation
MATERIAL ASPECT: COMPLIANCE National Energy Conservation Award: Certificate of Merit for ‘Energy Conservation in Cement Sector’ for the
G4-DMA Disclosure on Management Approach 55 Yes (pg. 59) year 2013 by Bureau of Energy Efficiency (BEE) to Roorkee unit.
G4-SO8 Significant fines and non-monetary sanctions 55 Yes (pg. 59)
First prize at Punjab State Safety Award for ‘Largest Reduction in Accident Frequency Rate in 1 Lac to 5 Lac
MATERIAL ASPECT: SUPPLIER ASSESSMENT FOR IMPACTS ON SOCIETY
Man-hours’ for the Year 2014 (Bhatinda unit).
G4-SO9 Percentage of new suppliers that were screened using 32 Partially No Greentech Safety Award 2014 in ‘Gold Category’ (MCW, Rauri-Darlaghat and Ambujanagar).
criteria for impacts on society Reported
Greentech Environment Award- 2015 in Silver Category in cement sector for ‘Outstanding Performance in
G4-SO10 Significant actual and potential negative impacts on society 32 Partially No
in the supply chain and actions taken Reported Environment Management’ (Dadri and Ropar units).
MATERIAL ASPECT: GRIEVANCE MECHANISMS FOR IMPACTS ON SOCIETY
ACF Darlaghat: NABARD‘s Best Partnership Award for ‘Excellent Performance in Implementation of Watershed
Development Projects in Himachal Pradesh (2013-14)’.
G4-SO11 Number of grievances about impacts on society filed, 32 Partially Yes (pg. 59)
addressed, and resolved through formal grievance mechanisms Reported ACF Ropar: Rotary Vocational Service Award, Best agency Award by the District Administration, NABARD
SUB-CATEGORY: PRODUCT RESPONSIBILITY recognition etc. for ‘Implementing Various Community Welfare Activities across the Villages, Agriculture, Health
MATERIAL ASPECT: CUSTOMER HEALTH AND SAFETY and Sanitation, Rural Infrastructure and Ambuja Manovikas Kendra’.
G4-PR1 Significant product and service categories for which health 27 Yes (pg. 59)
and safety impacts are assessed for improvement
G4-PR2 Total no. of incidents of non-compliance with regulations & voluntary 55 Yes (pg. 59)
codes concerning the health & safety impacts of products & services
MATERIAL ASPECT: PRODUCT AND SERVICE LABELLING

G4-PR3 Product and service information required by the organisation’s 29 Yes (pg. 59)
procedures for information and labelling
G4-PR4 Total number of incidents of non-compliance with regulations & voluntary 55 Yes (pg. 59)
codes concerning product & service information & labelling
G4-PR5 Results of surveys measuring customer satisfaction 30 Yes (pg. 59)
MATERIAL ASPECT: MARKETING COMMUNICATIONS
G4-PR6 Whether the organisation sells products that are banned in certain 30 Company is into Yes (pg. 59)
markets, subject of stakeholder questions or public debate cement business
G4-PR7 Total number of incidents of non-compliance with regulations 55 Yes (pg. 59) Head (Corporate Environment & Sustainability) receives CII-ITC Sustainability Award 2014
and voluntary codes concerning marketing communications,
including advertising, promotion, and sponsorship
Contact Person for any suggestions/feedback:
MATERIAL ASPECT: CUSTOMER PRIVACY
G4-DMA Disclosure on Management Approach 30 Yes (pg. 59) Sandeep Shrivastava
G4-PR8 Total number of substantiated complaints received 30 Yes (pg. 59) Head - Corporate Environment & Sustainability, Ambuja Cements Limited, 228, Udyog Vihar, Phase - 1,
concerning breaches of customer privacy Gurgaon, (Haryana)- 122016, Ph.: 0124 4565311, E-mail: sustainability@ambujacement.com
G4-DMA Disclosure on Management Approach 55 Yes (pg. 59) Feedback
Your suggestions and feedback will help us improve our performance. Please spare few minutes of your valuable time
G4-PR9 Total monetary value of significant fines for non-compliance with laws & 55 Yes (pg. 59)
regulations concerning the provision & use of products & services and give us your feedback.
Ambuja Cement
AMBUJA CEMENTS LIMITED
Sustainable
Development Report
Head Office:
2014
Elegant Business Park,
Behind Kotak Mahindra Bank,
MIDC Cross Road 'B',
Off Andheri - Kurla Road,
Andheri (E), Mumbai 400 059.
Tel.: 022 6616 7000 / 4066 7000

www.ambujacement.com As per GRI G4 (Comprehensive)

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AMBUJA CEMENTS LIMITED

Tel.: 022 6616 7000 / 4066 7000

Sustainability- The essence of our existence

Organisation Proﬁle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-11

Report Proﬁle, Material Aspects and Boundaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-13

Our Vision Stakeholder Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-18

Key Impacts, Risks and Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-20

Economic Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-27

Product Quality Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-29

Customer Care and Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29-30

Environment- Being future ready

Enlightened partners Water- Over Four times Water Positive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-37

Carbon and Other Emissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-39

Society- Together we grow

Empowering Communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-47

Employees are Our Building Blocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48-51

Towards ‘Zero Harm’ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51-54

Respecting Human Rights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54-55

Annexure - ‘True Value’ for Ambuja Cement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56-58

Independent Assurance Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59-61

GRI Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62-68

Sustainability- The essence of our existence

Organisation Proﬁle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-11

Report Proﬁle, Material Aspects and Boundaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-13

Our Vision Stakeholder Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-18

Key Impacts, Risks and Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-20

Economic Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-27

Product Quality Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-29

Customer Care and Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29-30

Environment- Being future ready

Enlightened partners Water- Over Four times Water Positive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-37

Carbon and Other Emissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-39

Society- Together we grow

Empowering Communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-47

Employees are Our Building Blocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48-51

Towards ‘Zero Harm’ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51-54

Respecting Human Rights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54-55

Annexure - ‘True Value’ for Ambuja Cement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56-58

Independent Assurance Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59-61

GRI Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62-68

Sustainability, our top priority

Sustainability, our top priority

COUNTING THE DROPS WAS A TOUGH TASK. AMBUJA IS POSITIVE-

COUNTING THE DROPS WAS A TOUGH TASK. AMBUJA IS POSITIVE-

Sustainability... locations. Currently ACF operates across 12 states covering

• Cement Sustainability Initiative (CSI) of World Business

dedicated support and service. • Confederation of Indian Industry (CII)

Sustainability... locations. Currently ACF operates across 12 states covering

• Cement Sustainability Initiative (CSI) of World Business

dedicated support and service. • Confederation of Indian Industry (CII)

Ambuja launched a comprehensive stakeholder Business Priority

Ambuja launched a comprehensive stakeholder Business Priority

Approach to Stakeholder Engagement (Frequency by Type)

Stakeholders Modes of Engagement Frequency

Gov Em Shareholders & Investors Annual General Meeting Annual

Media Press Brieﬁng / Invitation to Events As and when basis

Approach to Stakeholder Engagement (Frequency by Type)

Stakeholders Modes of Engagement Frequency

Gov Em Shareholders & Investors Annual General Meeting Annual