ONGC Summary The mission of ONGC states that the company would have an "abiding commitment to health, safety,

and environment to enrich quality of community life." At ONGC, the CSR strategy is primarily implemented through two models Corporate level programmes: focused on disaster relief management and water management projects. When disasters struck India, ONGC provided relief and helped state and central governments in rehabilitating those affected; and Work Center level & community development programmes: ONGC was involved in various community development programs like promoting literacy and higher education by providing grants or scholarships to the economically disadvantaged, donating money for the construction and renovation of schools, promoting healthcare by organizing medical camps, eye camps, through mobile dispensaries, etc Disaster Relief through SHGs and microenterprises, vocational skills training, agricultural improvement and farm forestry Education focus on primary education: prevent school dropout, improving quality of education at govt schools, computer literacy Health health awareness, HIIV AIDS prevention, community health Training and employment- weavers, coir industry workers Tamil Nadu, Gujarat, Uttarakhand, Assam, Andhra Pradesh, Madhya Pradesh, Andaman & Nicobar, Maharashtra, Chattisgarh, Rajasthan, West Bengal, Anugraha Drishtidaan; Rotary Club; Bharatiya Khushtan Niwarak sangha (Bastar); Life line foundation; Shankar Netralaya (Chennai); KC Mahindra Education Trust (Nanhi Kali Project); Asha Deep Charitable Organization (Muzzafarnagar) ONGC invested about INR 2200 million on the Corporate Social Responsibility (CSR) in 2010-2011. Community Programme Details

CSR Policy CSR Strategy

Key focus areas

Programme outreach

NGOs supported Spend

public relations | public affairs | corporate responsibility | issues & crisis | digital marketing | financial communication All intellectual property rights in the format of and/or analysis and recommendations contained in this document (including but not limited to any presentations made in respect thereof and/or related thereto) belong to Genesis Burson-Marsteller. It is hereby understood and agreed that Genesis Burson-Marsteller shall be fully indemnified in the event of breach of any such intellectual property rights by the party in breach.

Environment: external Community Development Initiatives*

ONGC has pioneered carbon management and continues to do so by working on energy efficiency improvement along with GHG mitigation including fugitive methane reduction programs. ONGC continues to work as one of the leading partners of the Global Methane Initiatives (GMI) to meaningfully reduce fugitive methane emissions from its production facilities. Community Mobilisation: Community mobilization, in-school intervention, adult education with special focus on female literacy, vocational training to community youth, health and sanitation, utilization of effluent water in three villages in Bokaro, Jharkhand. Community Organization for livelihood Promotion ONGC supported the weavers with a full-fledged corpus fund. ONGC also supported BVS with seed money for the micro-finance activities. Today 60 Self Help Groups are engaged in microfinance activities by practicing regular savings and inter-lending to members. In the year 2004, ONGC came across a proposal from Commissioner, Handloom, Madhya Pradesh seeking financial support for preserving the dying art of Chanderi handloom, at Chanderi. Objective of the project: Invasion of the business by exploitative traders created a huge economic gap between the weavers and traders. The weavers lacked the resources to buy and store raw material, create and circulate samples of products besides lacking know-how about designing and market opportunities. Few contemporary designers worked on the fabric and Chanderi lost out as a fabric for the fashion conscious buyer. The weaving community also began to suffer as the traders and moneylenders cornered all profits and paid very little wages. At their mercy, the weavers were resigned to bondage. Details of selection of target population: Weavers faced following constraints: 1. Diminishing demand of the handloom products- Due to Lack of designs which were not very appealing and were very stereotyped. Lack of marketing support Lack of guidance Lack of infrastructure Illiterate, innocent beneficiaries Lack of institutional buyer Lack of new designs for the product Lack of product innovations Lack of modern manufacturing processes

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Quality of the product going down Lack of credit facilities (productive and consumptive) Seasonal nature of work In this vulnerable time, 30 odd weavers came together to form Bunkar Vikas Sanstha. BVS was established in 2004 as an apex body of 13 Self Help Groups of 119 weavers of Chanderi handloom with an objective of economic and social empowerment of the weaver community. The request from BVS appeared doubtful for acceptance by ONGC, as the village Chanderi does not come under ONGCs operational area. However, on careful scrutiny, it was observed that assisting a project focused on preserving Indian heritage and mainstreaming the poor weavers (comprising of mainly poor women from minority community) towards sustainable development would be an ideal CSR Initiative. ONGC joined this fledgling movement with a corpus fund. The weavers used this much needed money to buy raw material. The weavers were exposed to exhibitions and traditional fairs. They were the new entrepreneurs. Armed with expertise, they created modern elegant designs and marketed the heritage art innovatively. Pranpur, another village in neighbourhood, with about 250 functional looms approached BVS to recreate the success story of Chanderi. Presently there are 3000 active looms in Chanderi and women play a substantial role in the production process. This heritage craft provides employment to 18,000 inhabitants. The traditional woodworker still makes the looms and repairs them. Preparatory work is carried out in the narrowest lanes with the family members pitching in. Various Government agencies both at State and Central Level are actively involved in protection of the trade at Chanderi. ONGC has endeavoured to strengthen BVS as an institution and was also initiated a brilliant concept of bulk purchasing of their produce as souvenir, gifts etc. for internal use in ONGC.

Education: ONGCs initiative is focused on girl child, especially able and the marginalised section of the society. Nanhi Kali: ONGC very pro-actively is associated with Nanhi Kali which was incepted in 1996 by the KC Mahindra Education Trust and has been
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successful in reaching out to 28000 beneficiaries so far. KC Mahindra Education Trust has partner with Naandi Foundation to jointly manage Nanhi Kali. Naandi is working with communities in the following states in India: Andhra Pradesh, Karnataka, Andaman & Nicobar, Madhya Pradesh, Chhatisgarh, Rajasthan and Maharashtra. Since education of girls has not been emphasized due to cultural and social stereotypes which restrict girls from attending the school and initiative has been taken up through Nanhi Kali to provide education to female children. Following criteria is adopted to identify the beneficiary: (a) Girl children who are enrolled in any Government school. Out of school children are also encouraged to enrol in school through bridge courses. (b) Girl children belonging to the poorest section of the society (family income being below Rs.18,000/- per annum). (c) Girl child who is a first generation learner (d) Girl children belonging to dalit, tribal and migrant communities. (e) Eldest girl child and girl children with many siblings (f) Girl children from communities where stereotypes high-ups (g) Girl children from female house-holds (h) Disabled girl children In stage I, beneficiaries are identified. In stage II, the value of education to the child, parents and the community is affirmed. Regular contact with the school is maintained to track the childs attendance, academic progress, health status and social skills. Direct support in the form of note books, stationery, uniforms, examination fees and learning material is provided. Capacity building of children is done. As a part of community involvement teachers are sensitized to address the community on general disparities and assert the dire necessity of educating the girl child. Long-term sustainability of the project: ONGC has partnered with Nanhi Kali to sponsor 50 students from Class I to VII and another 50 students Class VIII to X. Progress is monitored monthly, quarterly and yearly by Nanhi Kali. ONGC has monitored the progress of the girl child by retaining the profile of the students and their living environment of the beneficiaries which are sponsored by ONGC.
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Health: ONGC focuses on healthcare under its CSR; it has been supporting a number of hospitals, mobile vans, primary health centres and medical camps.

Womens Empowerment: Establishing a Coir industry: ONGC, Chennai invited a proposal for supporting an Entrepreneurship project from District Collector, Tiruvarur. He proposed that ONGC can provide support to the Kurinji Women Self Help Group, Panayur Panchayat, Kottur Block, Tiruvarur District, Tamil Nadu. This SHG produces Coir from the locally available coconut Fibres and marketing. ONGC analysed the feasibility of the project. It was observed that the raw materials required for the coir industry were available from coconut trees in and around this area, and also, 60% of the products manufactured through this industry could be consumed locally since there are good number of huts and cattle in this area. The women of this area were unstintingly industrious to improve their standard of living; this was evident from their objective of forming Self help Group. ONGC supported 15 Women Self Help Group Members and 55 Rural family members through this initiative. ONGC provided job opportunities to Rural local people in Panayur Panchayat and other adjoining villages. By improving the institution through modernization, ONGC indirectly provided employment to the rural youths in producing and marketing the coir materials. The objective of the project was: - to provide regular employment to the rural woman folk - to improve the socio economic status of rural men and women - to mobilize the industry in rural area - to provide financial rotation in the remote village This project has enabled them to purchase the above machineries to modernise and increase their daily production, generate more income and provided employment to the rural poor. As a part of the induction training, newly joined executives are made aware of policies on sexual harassment, non-discrimination and coruuption in ONGC.
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Employee volunteering
real measurable impact

and engagement

Special management development courses are held for women executives in which policies on sexual harassment and other specific policies for women employees are covered. The procurement policy is aimed at ensuring fair, transparent and a level competitive field for all suppliers and vendors of materials and services required for their operations, activities and functioning. Their procurement policies does not discriminate in any manner whatsoever on the basis of geographical considerations.

Environment: internal

Economic (2010-11)

Workplace

Business Responsibility Environment Policy: ONGC realizes that sustainability and sustainable development in the oil and gas industry begins with an understanding of management of material sustainability issues such as water, waste, material consumption, energy, climate change, community and society. ONGC has evolved a sustainable water management policy. Water foot-printing and reducing the water intensity of their operations are the immediate thrust areas. ONGC has pioneered carbon management and continues to do so by working on energy efficiency improvement along with GHG mitigation including fugitive methane reduction programs. ONGC continues to work as one of the leading partners of the Global Methane Initiatives (GMI) to meaningfully reduce fugitive methane emissions from its production facilities. In 2010 ONGC reduced about 0.62 million cubic meters of methane from its installations. This is equivalent to reducing approximately 2000 cars from roads for one year or reducing 8900 tonnes of CO2 emission into the atmosphere. Wealth Creation ONGC group registered highest ever Oil and Oil Equivalent of Gas (62.05 MMTOE) Highest ever reserve accretion (3P) in last 2 decades. (83.56 MMTOE Ultimate Reserve (3P) accretion in ONGC operated domestic fields) Highest ever Net Profit (INR 189.24 billions) Wealth Shared Highest ever payout of dividend (Dividend 350% total payout INR 74.86 billions) Corporate Social Responsibility Allocation of 2% of the net profit (ONGC spent about INR 2.2 billion on community activities in the current year) Highest every spending on employees (INR 67.28 billions) Highest ever contribution to the exchequer (INR 317.76 billions) Highest ever subsidy to the government (INR 248.92 billions) ONGC has a well defined recruitment policy in place for both, officers and staff, which is guided by the Modified Recruitment and Promotion Policy, 1980. - For officers, recruitment is carried out centrally through Campus interviews and open competition for which advertisement is given in print and electronic media as per prescribed government guidelines on the subject.
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Supply chain Customers Product responsibility

Stakeholder engagement
real measurable impact

For non executives/staff recruitment is carried out locally at different work centres of ONGC depending upon their requirement. All the concerned Employment Exchanges are notified as per the Compulsory Notification of Vacancies Act about the vacancies and thus, employment to the local population around ONGC work centres is ensured. (For executives, there exists 15% reservation for Scheduled Castes, 7.5 % reservation for Scheduled Tribes, and 27% of vacancies are reserved for other backward classes (OBCs) as per Govt. of India requirements. For non executives, the percentage of reservation to different categories varies from state to state depending upon the social composition of the local population.) No. of (Permanent) Employees: 30,000 No info available No info available ONGC's product line consists of three broad product categories: Crude oil, Natural Gas and value added products (LPG, Naptha, SKO, HSD, LSHS and C2-C3). All the above products are produced in bulk and sold in unpacked condition to downstream entities, who further distribute the same to retail consumers. The above products of ONGC are presently placed in "storage, distribution and supply" stage of lifecycle and comply with the applicable quality standards, laws and regulations. However, due to the limited scope of ONGC operations in the products lifecycle, no formal system of assessment for improvement of health and safety across the entire products lifecycle is required and hence is not currently in existence. The total no of incidents of non compliance with regulations and voluntary codes concerning health safety impacts of products, by type of outcomes, is nil for the reporting period. Liquid Products: Liquid products meet relevant BIS specifications. Quality certificates with parameters are issued while dispatching, conforming to BIS specs. Specifications of Naphtha & C2-C3 are not covered under any BIS specs and therefore, are maintained as per contractual understanding for individual products with buyer. Crude oil is also not covered under any BIS specs. However, water & BS&W content in crude are kept less than 0.2% as per understanding with customers. Natural Gas: In the case of natural gas, regular meetings are held with main customer, GAIL (98% of gas sales) at Corporate, Zonal and site levels. Further, gas supplies are maintained on a round-the-clock basis and any customer concerns on product are addressed on an immediate basis. Being a bulk supplier of products, customer identification is done as per directives of the Government in accordance with laid down in-house procedures / formalities / approvals. ONGC has been complying with industry product specifications, national/ international standards, wherever applicable, apart from meeting requirements under various laws and regulations concerning provision and use of its products. There has been no monetary fine for non-compliance with laws and regulations concerning the provision and use of products during the reporting period. At ONGC, stakeholder engagement is an on-going process that happens at various levels within the organization, depending upon the stakeholder group. Relevant departments in the organization are engaged with function-specific stakeholder groups, essentially through structured mechanisms such as formal meetings, conferences and dedicated "Listen to the Stakeholders" events. The engagement
6

CSR Reporting

Governance

CSR Awards and recognition

happens at: 1. Corporate Level 2. Asset/ Basin/Plant Level 3. Installation/Facility Level ONGC organises workshop with the stake holder group for ongoing, continuous engagement that happens at various levels within the organization. Stakeholder groups representatives like employees, CSR beneficiaries, civil society, business partners, academicians and government bodies are invited to workshops. The objective of such workshop is to inform them about ONGCs sustainability practices, performance and most importantly, to listen to their views in the sustainability context. ONGC's Sustainability Report (2010-11) has been prepared in accordance with the requirements of Global Reporting Initiative (GRI) G3 guidelines. The content of the report has been developed on the principles of materiality and stakeholder inclusiveness as applicable to ONGC's current sustainability context. ONGC adheres to the principles of balance, clarity, accuracy, timeliness, comparability and reliability while preparing this report. External assurance has been sought from Ernst & Young for validation of the reported contents and to enhance their credibility. - ONGC publishes Sustainability Report annually. - The CSR activities are well documented. The highest governance body at ONGC is the Board of Directors. The Board of Directors has an adequate combination of Executive (Functional) and Non-Executive Directors. As on 31st March 2011, the board had 12 members, comprising of 5 Functional Directors (including the Chairman & Managing Director) and 7 Non-Executive Directors (comprising two part-time official nominee Directors and five part-time non official Directors) nominated by the Government of India. To share the global experience and business strategies, Managing Director, ONGC Videsh Ltd. (OVL) is a permanent invitee to the meetings of the Board. http://www.ongcindia.com/download/Annualreports/ONGC_Annual_Report_10-11.pdf The Golden Peacock Award for Corporate Social Responsibility, given by the Institute of Directors for its excellent social development policy. 0.75 per cent of its net profits each year are allocated for social development. TERI environment awards for corporate social responsibility for 2000-01. The Tamil Nadu government today presented its Corporate Social Responsibility Award, the "first of its kind initiative" among Indian states to ONGC for taking initiative in various fields like agriculture, education, women's empowerment and new and renewable energy among others for 2007-08 and 2008-09. The SCOPE Meritorious Awards recognised significant achievement of Public Sector Enterprises (PSEs) for Good Corporate Governance
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Others

Being the premier Public Sector undertaking in India, ONGC abides by all the statutory requirements, land of the law and the social obligations around which the principles of Global Compact are woven. ONGC is committed to align their operations and strategies with ten universally accepted principles in the areas of human rights, labour, environment and anti corruption. ONGCs vision and mission reflect ONGC.s commitment to Millennium Development Goals by focusing on health, safety and environment and to enrich the quality of community life. Further, ONGC is aligned to imbibe high standards of business ethics and organisational values, foster a culture of trust, openness and mutual concern to make working a stimulating and challenging experience for ONGCians and strive for value addition for all its stakeholders. ONGC believes in action and strives to deliver the desired results under the following principles of Global Compact.

http://www.ongcindia.com/download/CorporateGov/CORPORATE_GOVERNANCE_REPORT_2010_11.pdf http://www.ongcindia.com/def3.asp?fold=newthisweek&file=newthisweek1.txt http://www.ongcindia.com/download/COP_GlobalCompact/Case_Stories_GSC.pdf http://www.icmrindia.org/casestudies/catalogue/Business%20Ethics/Corporate%20Social%20Responsibility%20at%20ONGC%20Ltd.htm http://hr4hr.in/hr-case-study-corporate-social-responsibility-at-ongc-ltd/ http://www.ongcindia.com/press_release1.asp?fold=press&file=press491.txt http://www.ongcindia.com/press_release1.asp?fold=press&file=press488.txt http://www.ongcindia.com/archives1.asp?fold=archives%5Coct802&file1=Ongcnews&file2=ongcnews1.txt http://infochangeindia.org/corporate-responsibility/news/teri-gives-environmental-and-csr-awards-to-13-indian-businesses.html

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Annexure 2 IOCL Key focus areas

IndianOil envisions a greater societal role for itself to accomplish the cherished goal of a truly developed India, where all sections of citizens live with dignity. IndianOil is committed to synergizing its present business practices and vision for the future with sustainable development. IndianOil endeavours to abide by the principles of the United Nations Global Compact Programme through their policies, processes, products, services and people. LPG Scheme Indian Oil Foundation Community Development: Providing Clean Drinking Water, Health & Medical Care, Education, IndianOil Scholarship Schemes, National Causes and Natural Calamities, environment.

Spend

Rs. 10 crores spent on activities of IndianOil Foundation in 2009 Sustainability initiatives

Programme outreach Indian Oil Foundation outreach: Bihar & Odisha in Eastern Zone Maharashtra in Western Zone Madhya Pradesh in Central Zone Andhra Pradesh in Southern Zone 2. Community Development programme: - Assam - Uttar Pradesh - Andhra Pradesh - Orissa 3. Indian Oil Scholarship Scheme
1.

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NGO partners Environmental initiatives

North Eastern states, Andaman & Nicobar Islands Jammu & Kashmir

Wockhardt Foundation, Helpage India, Operations: As part of its environment-protection initiatives, IndianOil has invested close to Rs. 7,000 crore in state-of-the-art technologies at its refineries for production of green fuels meeting global standards. To further reduce dependence on precious petroleum products and secure the nations energy security, the Corporation is now in the process of commercialising various options in alternative fuels such as ethanol-blended petrol, biodiesel, and Hydrogen and Hydrogen-CNG. With safety, health and environment protection high on its corporate agenda, IndianOil is committed to conducting business with a strong environment conscience, so as to ensure sustainable development, safe work places and enrichment of the quality of life of its employees, customers and the community. IndianOil is also committed to the Global Compact Programme of the United Nations and endeavours to abide by the 10 principles of the programme, some of which are already part of the Corporations Vision and Mission statements. Programme Details

Economic

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Community Investment

Building skills and social infrastructure through: Primary Education, Health& Sanitation Women Empowerment &Gender Equality IndianOils community-focused initiatives include allotment of petrol/diesel station dealerships and LPG distributorships to beneficiaries from among Scheduled Castes, Scheduled Tribes, physically handicapped, ex-servicemen, war widows, etc. The Corporation has also unveiled kisan seva kendras as small-format retail outlets to reach quality products and services to people in the rural areas.

Provision of Common LPG Kitchen facilities in villages: Release of one-time grant to Below Poverty Line (BPL) families in the rural areas for release of new LPG connection under Rajiv Gandhi Gramin LPG Vitarak Yojana(RGGLV Yojana) Providing Clean Drinking Water: Installation of hand pumps/bore well/tube wells/submersible pumps, construction of elevated water tanks, providing water tap connection, rainwater harvesting projects/kits, aquaguard water purifiers/water coolers to schools/community centre etc. Expansion of Education: Providing financial assistance to schools for construction/renovation/repair of hostels, school buildings, classrooms etc., computers to schools, books, furniture, laboratory equipment, awards to meritorious students, scholarships to poor students, adult literacy programme, delivery vans for distribution of mid-day meals to Govt. School children, sponsoring/organizing rural sports/games, sports meets/events, supporting education and research activities etc. Health & Medical Care: Organising Medical/Health Camps on Family Planning, Immunization, AIDS awareness, Pulse Polio, Eye, Blood Donation, Pre and Post-natal Care, Homeopathic Medicine etc., distribution of free condoms, providing anti-mosquito fogging treatment, toilets, medicines to primary health centres, mosquito nets, ambulances to Medical Centres/Hospitals/NGOs, hearing aids/wheel chairs to physically challenged, financial assistance to hospitals, medical equipments etc. 50 Bed Swarna Jayanti Samudaik Hospital, Raunchi Bangar, Mathura 200 bed hospital set up by Assam Oil Division, IOCL at Digboi, Assam Assam Oil School of Nursing, AOD, Digboi IndianOil Rural Mobile HealthCare Scheme
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real measurable impact

Customers

Customer engagement is an essential activity for product branding. They maintain continuous dialogue and open channel communication with our customers. For direct and high-volume customers such as the Railways, State Transport Undertakings, steel plants, fertilizer plants, textile mills and power plants,they organise seminars, workshops, co-ordination meetings and training to resolve the issues of mutual concern. IndianOil is the sole canalising agent for product supplies to Nepal and Bhutan. They have a keen customer focus and a formidable network of customer touch-points 19,463 petrol and diesel stations, including 3517 Kisan Seva Kendras (KSKs) dotting the landscape across urban and rural India. With a countrywide network of 36,900 sales points, backed for supplies by 140 bulk storage terminals and depots, 96 aviation fuel stations and 89 LPGas bottling plants, IndianOil services every nook and corner of the country. Indane is present in 2764 markets through a network of 5456 distributors. About 7780 bulk consumer pumps are also in operation for the convenience of large consumers, ensuring products and inventory at their doorstep.

Product responsibility

real measurable impact

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Workplace & Employee engagement

IndianOil offers a world of opportunities, across more than 600 locations in India including refineries, pipelines, terminals, LPG bottling plants, bulk storage terminals, Aviation Fuel Stations, Retail/Consumer/Lubricants sales, and at the R&D Centre. To familiarise freshly recruited employees to know with IndianOil and its business lines, they expose them to a viewfinder course through an induction training programme at the IndianOil Institute of Petroleum Management (IiPM), our world class training institute located at Gurgaon. Their various induction training programmes are custom made to provide inputs for start-up and exposures on work culture, organisational structure, corporate vision and ethics, etc. Training and Development The organisational vitality and competitiveness are achieved through various efforts in developing Human Capital. They continue to put in efforts to achieve our strategic agenda of a globally admired company and for the same, we strive to attract and retain talent through personal development and conducive work environment. Our world-class training infrastructure for training and learning is the backbone of our success. Besides 20 learning centres and those at each of our refineries, we have three premier centres for higher learning- IndianOil Institute of Petroleum Management, Gurgaon. - IndianOil Management Centre for Learning, Mumbai - IndianOil Management Academy, Haldia Custom made training modules are designed for developing future leaders from a talented and diverse workforce. Their e-learning initiative aims at providing access to knowledge bank to cover the entire workforce. IndianOil does not engage into or support direct or indirect discrimination in recruitment, promotion, training and post retirement benefits based on caste, religion, disability, gender, age, race, colour, marital status, etc. All statutory provisions and policy guidelines are followed strictly, without any discrimination. Gender Mainstreaming IndianOil continues to be the largest employer of women employees amongst the PSUs in India. As on 31st March 2011, there were 2637 women, employees comprising 7.73% of the total workforce. Out of this, 1209 (about 45.85%) of the women employees are in the executive cadre at various levels. 97 women employees were recruited in the Corporation during the year 2010-11, which comprises 10.71% of recruitments in various cadres of the Corporation. Out of the 97 women employees recruited during the year 2010-11, 91 (93.81%) are in the executive cadre.

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13

Inclusiveness and Affirmative Action for Physically Handicapped They ensure that the policies and guidelines issued by the Govt. of India are implemented with respect to physically challenged people also. Our initiatives in fulfilment of this objective are as follows: - Reservation in Recruitment and Promotions - Relaxations / concessions in Recruitment / Promotions - Various allowances such as conveyance allowance, medical equipment - Special training, special equipment aid - Greater ease in access - Choice for place of posting and department, to the extent possible Manpower Positioning and Succession Planning Based on their business requirements and the need to provide as adequate and skilled solution for the same, they follow a systematic approach towards manpower positioning. Accordingly, a manpower estimate is prepared based on the projections for meeting the requirements of a cycle of two years. As part of our succession plan, they identify key positions and associated success factors of such key positions. Based on the performance on various parameters, they identify the potential and start grooming the employees as Future Leaders from an early stage of their career progression through multifarious assignments, postings and supplementing their functional and developmental skills through advance training courses. Inclusiveness and Affirmative Action For uplifting marginalised section of our society, i.e. SC, ST and OBCs, we strictly adhere to the various guidelines and directives issued by the Govt. of India as applicable to following activities : - Reservation in Recruitment and Promotions - Relaxations / concessions in Recruitment /Promotions - Pre-promotional inputs for Grade-VI to Grade-A promotions in Marketing Division - SC/ST Cell, Compliant Register, Liaison Officer - Nomination for specific training courses Social Security Benefits Scheme
real measurable impact 14

For providing Social Security, following benefits are available to our employees: - Contributory Provident Fund - Gratuity - Group Linked Insurance Scheme - Rehabilitation Scheme - Employees Pension Scheme-1995 - Superannuation Benefit Fund Scheme - Compensation on death or permanent total disablement

HIV/ AIDS Policy

Based on the National Policy on HIV/AIDS and the World of Work, the Corporations response to HIV/AIDS would be guided by the following: 1. The Corporation would implement all policies, guidelines and directives of the Government of India on HIV/AIDS. 2. The Corporation identifies HIV/AIDS as a workplace issue and will endeavour to create and promote a favourable work environment for free information exchange and awareness on prevention, care and support including promotion of counselling of HIV/AIDS among the employees and their families. 3. The Corporation will sensitize the employees to encourage their participation in planning and implementing the HIV/AIDS education, care and support initiatives. 4. The Corporation will endeavour to discourage and eradicate discrimination or stigmatization of employees on the basis of their real or perceived HIV status. 5. The Corporation will not discriminate against any employee infected by HIV/AIDS with regard to promotions, training or any other privileges/benefits applicable to the employees of the Corporation. 6. IndianOil is an equal opportunity employer and would not insist on compulsory HIV testing and screening of employees during the preemployment medical test or anytime during the course of their employment. 7. There will be no obligation on the part of the employees to inform the Corporation about their clinical status, except on a purely voluntary basis. Confidentiality will be strictly maintained regarding all medical information, especially HIV/AIDS status of the employees, by the treating doctors and other employees handling medical information.
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real measurable impact

8. HIV infection would not be a cause for termination of employment. 9. The Corporation will encourage employees to create a climate at the workplace through ongoing education and awareness programmes so as to make the affected person(s) comfortable and to make him/her feel like part of the IndianOil family.

UN Global Compact

IndianOil is one of the founder members of the Global Compact Society (India) and staunch supporter of the UN Global Compact principles. Gender Sensitivity Training: IndianOil undertakes various activities including gender sensitivity training that result in greater awareness of a problems causes, its macro and micro linkages and the need for appropriate action on gender issues. Forum of Women in Public Sector: With the intention of pursuing the objectives of the Directive Principles of State Policy, a Forum of Women in Public Sector (WIPS) was formed on 12th February 1990, under the aegis of Standing Conference of Public Enterprises (SCOPE). Child Labour: IndianOil, as responsible corporate citizen, is committed to fight against the engagement of child labour. We ensure that no child labour is employed or permitted to work in any of our establishments. The minimum prescribed age for seeking employment in IndianOil is 18 years and we\ have very effective mechanisms to eliminate child labour in the jobs done. As per a special clause in the general terms and conditions of all our tenders, the bidders are required to submit a written declaration that they do not engage child labour.

real measurable impact

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Stakeholder engagement

CSR Reporting

The major stakeholder groups for IndianOil are its Shareholders, Customers, Employees, Government Bodies/ Departments, Financial Institutions, Subsidiaries, Joint Ventures, Dealers / Distributors and academic Institutes.The Shareholders / Investors Grievance Committee (SIGC) of Directors handles the complaints received from then shareholders. Besides publishing the quarterly, half-yearly and annual results of the Corporation in leading newspapers in India, the results are also available on the Corporations website http://www.iocl.com. Presentations made to the Institutional investors / analysts are also available on IndianOils website. Investor Service Cell operates from the registered office at Mumbai and Corporate Office at New Delhi to address the grievances / queries of shareholders. The Sustainability Report 2008-09 showcases the significant economic, environmental and social factors that impact the way IndianOil does business. This report attempts to throw light on the dynamic business scenario and challenges faced by the Corporation. IndianOil is diligently focused on maintaining the highest standards of Corporate Governance by ensuring transparency in all aspects of its operations. The ethical and efficient demeanour of the business affairs is the mainstay for value optimisation of our stakeholders. IndianOil has also formulated a code of conduct for the Directors and senior management personnel of the Corporation. IndianOil has a committee that is responsible for the corporate Social Responsibility of the corporation. - IndianOil broke into the Top 100 and was listed a the 98th position in the Fortune Global 500 listing of the worlds largest corporations for 2011. - IndianOil was ranked among the Top 50 companies to work for in India in a study conducted by the Economic Times and the Great places to Work Institute in the annual survey - India's Best Companies to Work For. The Corporation was also voted one of the best employers in the Indian workplace in the tenth annual edition of the Best Companies to Work For survey conducted by the Business Today magazine. - IndianOil was voted as one of the top five of India's Most Valuable Brands 2010 in a study conducted by Economic Times in association with Brand Finance. - IndianOil made it to list of top Global 500 Brands compiled by Brand Finance for the year 2011. Listed at the 232nd position worldwide, the Corporations brand value in the year 2011 was pegged at $4.3 billion as compared to $4.0 billion in the previous year. - IndianOil figured in the top ten in global recognition rankings, compiled by Penn Schoen Berland (PSB) in its Most Recognised and Respected Indian Multinationals survey. IndianOil was ranked at the eighth position. - IndianOil showed exemplary performance in the annual corporate listings of leading business publications such as Business world (BW Real500), Business Today (BT500 PSU Ranking), Business India (Business India Super 100), Economic Times (ET500) and Business Standard (BS1000).
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CSR Governance

Awards and recognition

real measurable impact

IndianOil got an overall rank of 78 in Platts Top 250 Global Energy Company rankings IndianOil featured in the list of the Forbes Global 2000 at the 243rd position, for the year 2011. For the fifth consecutive year, IndianOil was conferred the coveted Reader's Digest 'Trusted Brand 2011' Gold Award under the Petrol Station category. IndianOil bagged awards in six categories instituted by the Petroleum Federation of India (Petrofed) for the year 2010. IndianOil won the Prestigious SCOPE Meritorious Award 2009-10 for Best Practices in Human Resource Management. IndianOil was conferred the 'Outstanding Achievement in Research & Development' Award for INDMAX Technology by the CHEMTECH Foundation. IndianOil won the 'Customer & Brand Loyalty Award' in the oil and gas sector for the fourth year in a row at the Loyalty Summit instituted by Kamikaze B2B Media. IndianOil bagged the prestigious National Award for Innovative Training Practices 2009-10 instituted by Indian Society of Traning and Development (ISTD). SERVO - IndianOils brand of world-class lubricants - was conferred the Master Brand Award by CMO Asia. For the fourth time, IndianOil won the 'SAP ACE Award' for being India's Best Run Business in public Sector on SAP Software. IndianOil's farmer friendly Agrospray oil won the prestigious CSIR award for Science & Technology innovations for Rural Development (CAIRD). For the fourth consecutive year, IndianOil was honoured with the 'Retail Excellence' award for innovative and successful Kisan Seva Kendras under its rural retail initiative at the India Retail Forum. IndianOil was chosen as the Best Service Brand in the India Pride awards. IndianOil won the Oil & Gas manufacturing Supply Chain Excellence Award at the fourth Express, Logistics & Supply Chain Conclave. IndianOil was awarded the prestigious National Safety Award, under various categories, by the Ministry of Labour, Government of India, for several installations. IndianOil was conferred with the Asia's Best Employer Brand Award-2010' in recognition of its continuous endeavour to build a strong employer brand to attract and retain the best talent.

Others

The IndianOil Foundation (IOF), a non-profit Trust was created in 2000 to protect, preserve and promote the National Heritage, in collaboration with ASI and NCF of the Government of India. In the first phase, the following sites have been identified for developing
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tourist friendly facilities in the monument complex:

4. 5. 6. 7. 8.

Konark Sun Temple, Odisha in Eastern Zone Vaishali, Bihar in Eastern Zone Kanheri Caves, Maharashtra in Western Zone Khajuraho, Madhya Pradesh in Central Zone Warangal Fort, Andhra Pradesh in Southern Zone

The projects for developing tourist friendly facilities at the above sites are in various stages of planning/execution. The Corporation also supports a variety of endeavours in arts, culture, music and dance, apart from organising programmes on its own under the banners of IndianOil Art Exhibition, IndianOil Sangeet Sabha and IndianOil Kavi Sammelan. http://www.iocl.com/Aboutus/Awards24.aspx http://csrworld.net/csr-activities-of-indian-oil-corporation-limited.asp http://www.iocl.com/Aboutus/globalcompactinitiative.aspx http://www.scribd.com/doc/43748956/Csr-Indian-Oil http://aasrangoforum.blogspot.in/2012/02/indian-oils-all-india-rural-mobile.html http://www.iocl.com/Aboutus/Policy_on_HIVAIDS_the_workplace_28th_sep_11.pdf http://www.iocl.com/Aboutus/corporatesocialresponsibility.aspx http://www.iocl.com/Aboutus/IndianOil_CSR_Policy_22_sep_2011.pdf http://www.iocl.com/Aboutus/IndianOilFoundation.aspx http://www.iocl.com/Aboutus/Scholarships.aspx http://www.iocl.com/Aboutus/IndianOilSports.aspx http://www.iocl.com/Aboutus/globalcompactinitiative.aspx http://www.iocl.com/aboutus/NewsDetail.aspx?NewsID=21834&tID=7 http://www.iocl.com/aboutus/NewsDetail.aspx?NewsID=21766&tID=7

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SAIL Summary SAILs socio-economic objectives are echoed in its Credo that includes a commitment to uphold the highest ethical standards in conduct of business, and of valuing the opportunity and responsibility to make a meaningful difference in peoples lives. One of SAILs Core Values Concern for People also reflects the companys commitment towards society at large, which it endeavours to fulfill through wide-ranging and diversified initiatives and activities under Corporate Social Responsibility (CSR). SAIL is committed to Safety of its employees and the people associated with it including those living in the neighbourhood of its plants, mines and units. Pursue safety efforts in a sustained and consistent way by establishing safety goals, demanding accountability for safety performance and providing resources to make safety programmes work. CSR was an integral part of its operations ever since the establishment of its production units in remote locations of the country since the early 1950s. Places like Bhilai, Rourkela, Durgapur, etc., which today are thriving industrial and commercial centers having grown around SAILs integrated steel plants set up there were once extremely backward locations without any economic or social infrastructure. The company had to provide basic amenities like power, drinking water, and education and medical facilities for its workforce at these plant locations; these facilities have multiplied over the decades as SAILs business has grown. - Healthcare: Jharkhand, Chhattisgarh, Odisha, West Bengal, Tamil Nadu, Karnataka, Bihar, Maharashtra, Madhya Pradesh, Haryana, Rajasthan - Education: Bhilai, Durgapur, Bokaro, Rourkela, Burnpur, as well as areas where SAIL carries out mining activities. - Model steel village: Physical and social infrastructure set- up in 79 villages have been identified as Model Steel Villages in 8 states across the country. - Solar energy: SAIL under this initiative is supporting setting up of 100-kw Community Solar Power Plants in Jarri, Albert Ekka Block, Jharkhand with the help of Jharkhand Renewable Energy Development Agency. - SAIL-supported Self Help Group programmes is Kiran which is run by 97 lady artisans of nearby villages of Kiriburu Ore Mines

CSR Philosophy CSR Strategy

Key focus areas

Programme outreach

NGOs supported Spend

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The budgeted amount of Rs. 94.00 crore approved by the Board towards expenditure on Corporate Social Responsibility activities during
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Environment: external

the year 2010-11, the Company incurred Rs. 68.27 crore on the same and the balance budgeted amount of Rs. 25.73crore will be spent in due course. (2010-11) Community Programme Details Corporate Environmental policy of SAIL emphasizes on conducting operations in an environmentally responsible manner to comply with applicable regulations and striving to go beyond. SAIL plants have attained improvement in major environmental parameters by continuous efforts: - PM emission load has reduced from 2.3 kg/tcs in 06-07 to 1.11 kg/tcs in 2010-11, a reduction of 52% in the last 5 years. - Specific effluent discharge from SAIL Plants has reduced to 2.49m3/ tfs in 2010-11; a reduction of around 9% over the last 5 years. - Specific Water Consumption of 4.06 m3/tcs was achieved in 2010-11; a reduction of 11% in the last 5 years. - Kuteswar Limestone Mines was accredited to ISO 14001. - Over 1.7 lakh saplings were planted in plants and mines during 2010-11. SAIL reaffirms its commitment to contributing towards a clean and sustainable environment and continually enhancing its environmental performance as an integral part of its business philosophy and values. To fulfil these commitments theyve planned to: Integrate sound environmental management practices in all their activities. Conduct their operations in an environmentally responsible manner to comply with applicable legal and other requirements related to its environmental aspects and strive to go beyond. Progressively adopt cleaner and energy efficient technologies. Minimize waste generation and promote recovery, recycle and reuse. Increase greenery in and around their plants and mines. Strive for continual improvement in their environmental performance by setting challenging targets, measuring progress, taking corrective action and communicating environmental information to all concerned. Enhance environmental awareness amongst employees working for and on behalf of them and the general populace around plants and mines. Encourage their business associates to adopt similar approach for environmental protection.

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Community Development Initiatives

Health: SAIL is operating 54 Primary Health Centres, 12 Reproductive and Child Health Centres, 17 Hospitals and 7 Super- Specialty Hospitals which provide specialized healthcare to almost 30.60 million people living in the vicinity of its plants and units. In the year 2010-11, in order to reach to the underprivileged over 3800 camps have been organized across the country benefitting around 2.64 Lakh people providing free health check-up, path lab treatment, medicine, immunization, etc. To help the poor and downtrodden, 24 numbers of MMUs /Ambulances etc. provided to various NGOs like HelpAge India, Bharat Sewashram Sangha, Anugraha Drishtidaan etc in 2010-11. Special project AKSHAYA for providing free investigation to TB patients of under privileged section of society and Project CHETNA for the treatment of sickle cell & Anemia were initiated in Rourkela. Education: SAIL has opened over 146 schools in the steel townships to provide modern education to about 70,000 children. Besides adopting and providing free education and facilities to tribal children, SAIL is providing assistance to over 286 schools. In this endeavor, SAIL has achieved a Girl:Boy ratio of 1:1 for all levels of education and a survival rate, i.e. rate of retaining enrolled students of 93% in SAIL Primary Schools and 90% in SAIL Secondary schools. Special Schools at ISPs with facilities of free education, mid-day meals, uniform including shoes, text books, stationary items, school bag, water bottles and transportation in some cases are running under CSR. Scholarships to deserving SC/ST undergraduate engineering students, adoption of 225 tribal children at Bhilai and 14 at Bokaro to provide free education, boarding and lodging facilities, 4 Girl students for Nursing course, etc. are the major steps taken for uplifting the SC/ STs. A midday meal is being provided daily to more than 25000 children in association with Akshay Patra Foundation. SAIL has provided access to around 73.31 Lakh people across 435 villages since inception by constructing and repairing of roads. It has provided access to water infrastructure to people living in far-flung areas by installing over 5100 water sources, thereby providing drinking water access to around 38.64 lakh people. Scholarships to deserving SC/ST undergraduate engineering students, adoption of 225 tribal children at Bhilai and 14 at Bokaro to provide free education, boarding and lodging facilities, 4 Girl students for Nursing course, etc. are the major steps taken for uplifting the SC/ STs. A midday meal is being provided daily to more than 25000 children in association with Akshay Patra Foundation. SAIL has provided access to around 73.31 Lakh people across 435 villages since inception by constructing and repairing of roads. It has provided access to water infrastructure to people living in far-flung areas by installing over 5100 water sources, thereby providing drinking water access to around 38.64 lakh people. Livelihood: Vocational training has been provided to more than 22,000 villagers in 2010-11 in areas such as Improved agriculture, Mushroom

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cultivation, Goatery, Poultry, Fishery, Piggery, Achar / Pappad/ Agarbati making, Welder, Fitter & Electrician Training, Sewing & embroidery, Smoke less chullah making etc. A vocational Training centre for rural and unemployed youths - 'Bhilai Ispat Kaushal Kutir' has been set up at Bhilai and Skill Development and Self Employment Training Institute (SDSETI) has been set up for the benefit of the women and girls at Durgapur. A Self employment centre "KIRAN" has been started at Kiriburu Ore Mines which is run by 97 lady artisans from nearby villages. They have produced Towels, Bed sheets, Sarees and Diwali candles/ Agarbati of different aromas and these have been sold through door to door marketing through Cooperative. Restoration of heritage: SAIL supported maintenance of monuments in Lodhi Garden, New Delhi and Vedvyas, Saraswati kund, Rourkela. Community involvement: promoting the tribal culture, a 5 day Chattisgarh Lok Kala Mahotsav was celebrated in which around 600 artists participated and more than 10,000 people attended; Gramin Lokotsavas organized in Durgapur, 2 days Bokaro Gramin Athletics Competition was organized in which more than 600 participants from 15 neighbouring villages participated in the athletics event. The CSR initiatives of SAIL are quite focused in their approach and are intended to share its prosperity with all its stakeholders including society at large.

Supporting social, education, health and infrastructure sectors: -

Education: 1. 146 schools have been set up in the steel townships for providing modern education to about 70,000 children and assistance has been provided to over 286 schools of villages surrounding steel plants/units for free education of more than 55,000 students. 225 tribal children at Bhilai and 12 boys of the nearly extinct Birhore tribe at Bokaro have been adopted and are provided free education, boarding and lodging. SAIL has achieved a girl-boy ratio of 1:1 for all levels of education as well as a survival rate of 96% in SAIL primary schools and 90% in SAIL secondary schools. SAIL has also set up 6 Special Schools exclusively for poor, underprivileged, BPL children at its 5 integrated steel plant locations covering around 1,400 children providing free education, midday meals, uniform, including shoes,
real measurable impact 23

textbooks, stationery items, school bag, water bottles, etc. With the help of Akshay Patra Foundation, SAIL is providing midday meals to more than 18,000 students in different schools of Bhilai every day. In order to support the existing school infrastructure, SAIL has been providing additional classrooms across the country and such projects are in progress at Bhilai, Durgapur, Bokaro, Rourkela, Burnpur, as well as areas where SAIL carries out mining activities. 2. SAIL has supported Chhattisgarh Technical University with Rs 50 crore, for promotion of technical education and industry-education collaboration. Industrial Training Institutes (ITIs) have also been set up at Gua Mines and Bokaro and two new ITIs are being set up in Uttar Pradesh. Scholarships for ITI and nursing courses to people belonging to weaker sections and women, sponsorships to students for technical education, free coaching and assistance to needy and poor children for their higher education, etc., are other areas of focus for SAIL in the field of education.

Water: SAIL has also provided access to water infrastructure to people living in far-flung areas by installing 5,153 water sources, thereby providing drinking water access to around 38 lakh people. Each SAIL plant has ensured that villages within the radius of approximately 16-18 kms of its township have access to potable water. Infrastructure: SAIL has constructed and repaired roads in 435 villages helping around 73 lakh people. Employment and livelihoods: Villagers are being provided vocational training in areas such as improved agriculture, mushroom cultivation, animal husbandry (goatery, poultry, fishery, piggery), achar/ppapad/agarbatti making, etc. Training is also provided for skill enhancement as welders, fitters and electricians, in sewing & embroidery, smokeless chullah making, etc. Vocational training centres like Bhilai Ispat Kaushal Kutir for rural and unemployed youth and Skill Development & Self Employment Training Institutes for the benefit of women and girls have also been set up. One of the outstanding success stories of SAIL-supported Self Help Group programmes is Kiran which is run by 97 lady artisans of nearby villages of Kiriburu Ore Mines. Kiran branded towels, bedsheets, sarees, Diwali candles and agarbattis are beinhg sold through door-to-door marketing efforts and through cooperatives.

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Assistance for natural calamities: SAIL has been always a trend setter in supporting people during natural calamities and recently it has supported construction of low cost houses at Leh after a cloud burst, providing galvanized sheets to Sikkim earth quake victims, contributing to Chief Ministers Relief Fund for aid to people affected by the Odisha floods, and provided flood relief packets during the floods in Uttar Pradesh. Preservation of Art and Culture: Promotion and preservation of various forms of Indian arts and cultures. To fulfill this aspiration, SAIL has supported maintenance of monuments in Delhis Lodhi Gardens, and Vedvyas, Saraswati kund in Rourkela. To take care of distinct features of tribal culture, a 5-day Chhattisgarh Lok Kala Mahotsav is celebrated every year in Bhilai and nearby places in which more than 600 artistes participate. To promote local culture and games, various Gramin Lokotsavs and Gramin athletics competitions are organised by SAIL at different locations throughout the year. Business Responsibility Economic Environment: internal Environment Policy: The Environment Management Division, as nodal agency, facilitates the environment management and pollution control activities in and around the Plants and Units of SAIL and co-ordinates with the Central Regulatory Agencies and Ministries regarding environmental matters. The major initiatives taken towards environment management during the 2011-12 are narrated below: (i) Green Belt Development and Ecological Restoration Green belts act as effective barrier to dust, noise and as sink for carbon dioxide and every year, SAIL carries out extensive plantation programmes. During the year 2011-12 more than 2.8 lakhs saplings were planted in and around SAIL Plants and Mines. Since the initiation of such programmes, a total of more than 179 lakhs saplings have been planted. Under an agreement with Department of Bio-technology (DBT), Government of India and Centre for Environment for Degraded Ecosystem (CEMDE), University of Delhi for ecological restoration of degraded eco-system, mined out areas of 159.57 acres at Purnapani, 11.36 acres at Kalta and 27.79 acres at Barsua mines of SAIL have been restored so far. (ii) Major pollution control facilities implemented - Replacement of Old BF gas burners of Boiler#3 with new fuel efficient burners at PP-I of BSP.
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Implementation of an innovative project of secondary suction system to control furnace door emission in THF-2 left side at BSP. Its subsequent introduction in remaining THFs will considerably reduce secondary/roof top emissions at SMS-1 of BSP. Installation of Dry Fog Dust Suppression System at Blast Furnace #2 and #4 at DSP. Construction of Sludge Drying Bed in Biological Oxidation Dephenolisation (BOD) Plant at DSP. Re-building of Coke Oven Batteries #1 and #2 at BSL with state-of- the-art pollution control facilities. Installation of Dry Fog Dust Suppression system in Coal Handling Plant and Coke Sorting Plant of Coke Ovens and in Blast Furnace#2 at BSL. Installation of Electro Static Precipitator (ESP) for air pollution control at new Boiler at SSP. Installation of Acid Recovery System for recovery of Hydrofluoric Acid and Nitric Acid in new Cold Rolling Mill (CRM) at SSP. Installation of Oil Skimmers in CRM Water Recycling System at SSP. Installation of Dry Fog Dust suppression system at Raw Material Charging System at CFP.

(iii) Implementation of Environment Management System (EMS) as per ISO 14001 - A new initiative of Greening of Warehouses was taken up at four warehouses of CMO at Faridabad, Chennai, Kalamboli and Dankuni. At all of these warehouses, Environment Management System (EMS) as per ISO 14001 has been implemented and certified during the year. - Environment Management System (EMS) as per ISO 14001 has also been implemented and certified for works at VISL, Bhadravati. (iv) Sustainable Development Two interactive workshops on Sustainable Development were organized at MTI, Ranchi during the year to improve awareness on the subject in the Company. A new initiative was taken to publish the first Corporate Sustainability Report of SAIL for the year 2010-11, following the guidelines of Global Reporting Initiative covering economic, environmental and societal performance of the Company. In line with the guidelines for Sustainable Development (SD) issued by the Department of Public Enterprises (DPE) Govt. of India, a Sustainable Development Policy has been formulated and released. Seven Sustainable Development (SD) projects have also been identified for implementation during 2012-13. (v) LCA Study for Steel Re-rolling Mills Sector
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EMD executed a UNDP assignment for carrying out the Life Cycle Analysis (LCA) study for Steel Re-Rolling Mills (SRRM) Sector in India. (vi) Management and Disposal of PCBs The MoEF, SAIL and UNIDO have joined hands to implement a (Polychlorinated Biphenyls (PCB) management and disposal project at Bhilai Steel Plant of SAIL. Under this project the PCB in electrical transformers of Bhilai Steel Plant will be neutralized by setting up a facility at Bhilai. During the year, the unspent carried forward amount of Rs. 25.73 crore on account of Corporate Social Responsibility (CSR) activities pertaining to the year 2010-11, was incurred in full. Against the approved budgeted amount of Rs. 64 crore towards the CSR activities for the year 2011-12, the Company incurred Rs. 35.52 crore. The balance budgeted amount of Rs. 28.48 crore, will be spent in due course. Since the Company does not have any contractual obligation/liability as on 31st March, 2012, the unspent amount has not been provided in the books and would be accounted for as and when spent/ incurred. Workplace

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Supply chain

Customers Product responsibility Stakeholder engagement

No info available No info available

CSR Reporting Media presence: SAIL spends Rs 2.97 cr on CSR in UP during Apr-Aug 2011: April-August 2011, an amount of Rs 2.97 crore has been spent (by SAIL) on various projects in different parts of Uttar Pradesh under CSR against allocation of Rs 64 crore for undertaking CSR projects across the country for 2011-12. The Maharatna firm has undertaken CSR projects for welfare and development of surrounding population near its plans located in more than 10 states across the country. Boon for farmers: 3,30,000 tomato seedlings were distributed among 115 farmers (Swarna Sampada variety developed at ICAR, Palandu) that has the potential of 500 tonnes of yield in the month of October. The SAIL's CSR team also distributed 2,400 mango (Amrapali) saplings among 350 households of Hahap village, a company release said. The villagers took a pledge to nurture them as their own children. SAIL bags Wockhardt Shining Star CSR award: SAIL's annual spend on CSR activities goes much beyond the stipulated 2% of distributable surplus. SAIL manages and runs 17 hospitals, seven specialty hospitals and 54 primary health centres and also contributes to educational development through 146 schools in its townships and 286 schools in other areas. CSR Governance
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Awards and recognition

the SKOCH Financial Inclusion Award-2012 for Women Empowerment, India Shining Star CSR Award-2010 by Wockhardt Foundation in the Iron & Steel category, SCOPE Meritorious Award for Corporate Social Responsibility & Responsiveness for the year 2008-09, Annual FICCI Awards 2008-09 in the category of The Vision Corporate Triple Impact Business Performance, Social & Environmental Action and Globalisation, Business World -FICCI-SEDF CSR Award for the year 2006, FICCI Award for Rural & Community Development 2006-07, CSR Award of the Ministry of Rural Development, Government of India, Golden Peacock Award 2008, 2009 & 2008-09 for CSR to Bhilai Steel Plant , CSR Award of Tamil Nadu Government to Salem Steel Plant for the consecutive years 2007-08 and 2008-09.

http://www.sail.co.in/pdf/areport-2011-12.pdf http://www.indiacsr.in/en/?p=4874 http://www.sail.co.in/aboutus.php?tag=company-background http://articles.economictimes.indiatimes.com/2011-12-08/news/30490657_1_csr-projects-steel-processing-unit-corporate-social-responsibility http://articles.timesofindia.indiatimes.com/2009-08-21/ranchi/28200321_1_icar-csr-drive-farmers http://www.business-standard.com/india/news/sail-bags-wockhardt-shining-star-csr-award/126333/on http://www.sail.co.in/investor.php?tag=investor_chairman_2011 http://www.sail.co.in/pdf/areport-2011-12.pdf

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