Key Highlights
6
Senior management (Female)
100%
Employees are eligible and receive regular performance and
career development reviews
10.1%
Workforce represented through employee association(s) under
the provision of collective bargaining
DIVERSITY, EQUITY AND
INCLUSION (DE&I)
Diversity is far more than a metric for
us, it is a way of thinking. We believe
that uniting individuals from varied
backgrounds, identities and perspectives
cultivates a richer, more innovative,
and resilient organisation. Our focus on
diversity extends well beyond gender,
embracing generational, cultural,
educational and experiential dimensions.
We champion inclusive hiring practices,
ensure equitable opportunities for
growth, and foster a workplace culture
where every voice is heard, every
individual is respected and everyone has
the opportunity to thrive.
Key focus areas
Enhancing gender representation
across roles and levels, with a special
focus on leadership pipelines
Enabling inclusion through sensitisation,
policy support, and manager
capability-building
Tracking progress through measurable
goals and transparent dashboards
Recognising allyship and inclusive
leadership across functions and plants
JSW Steel is nurturing a truly inclusive
culture, one that embraces diversity
in all its forms and empowers every
individual to thrive. Our holistic Diversity,
Equity, and Inclusion (DEI) framework is
anchored in core pillars that promote
fairness, belonging and equal opportunity
throughout our Company. By embedding
these values into our everyday practices,
we strive to create a workplace where
differences are celebrated, voices are
heard, and everyone has the chance to
grow and succeed.
The JSW Steel Diversity Council
We are building an inclusive workplace where diversity is not only embraced but
celebrated. To reinforce this vision, we have formed the JSW Steel Diversity Council,
comprising leaders from across our business. This strategic body will champion
diversity, equity, and inclusion (DEI), with a strong focus on enhancing gender
representation, improving infrastructure to meet varied needs, and cultivating a safe,
empowering environment where women can thrive and grow in their careers.
Building an inclusive culture
At JSW Steel, we believe that diversity is more than a value; it is a strength that fuels
innovation and resilience. The JSW Steel Diversity Council, established in FY 2023–24,
operates as a platform to unite senior leadership to ensure our Company maintains and
enhances its inclusive workplace environment. This strategic body also steers our DEI
agenda with purpose and accountability, ensuring it remains aligned with our broader
business goals.
Complementing this effort is the Women’s Network Forum (Employee Resource Group),
designed to create space for dialogue, mentorship, and empowerment. Together, these
initiatives reaffirm our vision of a workplace where every voice matters, and diversity is
not just welcomed, but truly celebrated. The council will champion our DEI agenda, with a
sharp focus on:
- Enhancing gender representation at all levels.
- Improving infrastructure to support the diverse needs of our workforce.
- Cultivating a safe, respectful, and empowering environment where women can
thrive and grow their careers.
The JSW Steel Diversity Council will also lead initiatives across all our locations to
promote a sense of belonging, ensure equal opportunity, and thereby embed diversity
into our Company’s fabric. Through consistent communication, measurable goals, and
a nurturing environment, we are building a workplace where every individual has the
opportunity to thrive, contribute meaningfully, and grow alongside the business.
Initiatives undertaken to promote gender-focused diversity
FORGING
FUTURE LEADERS
At JSW Steel, we are investing in the
next generation of changemakers
through our focused Graduate
Engineer Trainee (GET) hiring initiative.
With a firm belief that the future
of steel lies in the hands of young,
driven talent, our GET programme is
designed to develop future-ready
leaders from India’s top engineering
institutions. In the past year alone, we
welcomed 846 GETs, of whom 19.5%
were women, across core disciplines
such as Mechanical, Electrical,
Metallurgy, and more. With immersive
plant induction, cross-functional
training, and robust learning modules,
we are shaping promising talent into
tomorrow’s industry trailblazers.
CELEBRATING WOMEN AT
JSW STEEL
Women are not just part of our
workforce; they are driving
transformation across plants,
offices, and boardrooms. To cultivate
an environment where women
feel empowered to thrive, we are
spotlighting Women Success Stories—
inspiring narratives that showcase
resilience, leadership, and innovation.
Whether engineers spearheading key
operations, managers championing bold
ideas, or mothers returning to careers
with renewed purpose, these stories
reflect the courage and spirit that define
JSW Steel. Through their journeys,
we celebrate diversity in action and
reaffirm our commitment to building a
workplace where every woman’s voice
is heard, valued, and celebrated.
SPARKING
CHANGE THROUGH
REIMAGINATION
We believe that the most impactful
ideas emerge when diverse voices
are heard. The Women of Steel
Ideathon is a bold step towards
amplifying those voices. It is an
inclusive platform where women
employees from across our locations
come together to reimagine the
workplace. Focused on well-being,
transparent communication, and
fairness in evaluations, the Ideathon
encourages actionable, forwardthinking
ideas.
From over a hundred entries, ten
standout ideas were shortlisted,
with top winners celebrated for
their ingenuity. Winning entries
included gender-specific helmets,
psychological safety interventions,
and wellness-centric leadership
models. These proposals are now
being explored for real-world
implementation. More than just a
contest, the Ideathon represents a
cultural shift, one that empowers
women to lead, shape, and drive
progress at every level of JSW Steel.
EMPOWERING WOMEN
TO LEAD THE FUTURE
We are nurturing an inclusive, future-ready workforce where women are equipped
not only with skills but also with the confidence to lead and thrive. As part of this
mission, we introduced two transformative virtual learning programmes designed
exclusively for our women employees.
Empower U is a self-paced e-learning programme tailored to support women
through key stages of leadership and career growth. The series covers vital
themes such as navigating bias, building executive presence, enhancing
confidence and communication, and cultivating resilience. It offers practical,
engaging modules that help women step into leadership roles with clarity
and conviction.
Women Wednesday is a live, expert-led workshop held every second Wednesday.
These virtual sessions explore topics like strategic networking, executive
presence, self-leadership, and team dynamics, creating a collaborative space for
women to learn, share, and grow together.
Together, Empower U and Women Wednesday are more than learning
programmes—they are catalysts for change. They bring women across the JSW
Steel network into a vibrant, supportive community, committed to mutual growth,
bold ambition, and the journey to becoming tomorrow’s leaders.
Women of the future
Our Women of the Future initiative is a bespoke development journey crafted to empower
our women employees with the mindset and skills needed to lead with confidence.
Centred around five transformative archetypes—Protagonist, Warrior, Maverick,
Campaigner, and Enterprising—it nurtures essential leadership traits. A cornerstone
of the programme is mentoring by internal leaders, which accelerates career growth,
expands networks, offers diverse perspectives, and provides the tools to navigate
workplace challenges with resilience and clarity.
JSW 1-to-1 maternity support program
The JSW 1-to-1 Maternity Support
Programme is a 12-month care initiative
that empowers women employees and
their spouses through every stage of
the maternity journey. Offering guidance
for new and expectant mothers, this
initiative aims to help them balance
career progress with caregiving
responsibilities. It also encourages
managers to promote a supportive and
inclusive workplace, helping new or soonto-
be mothers navigate the challenges of
their maternity journey.
Key features of the programme
- Each woman employee is assigned
a dedicated counsellor to provide
personalised coping strategies
throughout the various stages
of maternity.
- Tailored support for different stages,
including pregnancy at work, postdelivery,
and returning to work.
- Practical and engaging activities
to support women during their
maternity journey.
- Counselling support for spouses,
managers, and extended family
members to ensure a holistic
support system.
- Employees can join the programme at
any time during their transition.
- Training for managers to sensitise
them to the needs and challenges of
their employees during maternity.
24*7 PoSH Helpline
We offer a 24*7 confidential PoSH
(Prevention of Sexual Harassment)
helpline, managed by an independent
third-party, enabling employees to safely
report incidents. Regular workshops
are conducted to raise awareness of
workplace harassment and promote
physical and psychological safety. Our
inclusive PoSH committee addresses
concerns across all our premises, thereby
upholding dignity, respect, and our
commitment to a safe, inclusive work
environment for all.
Celebrating women’s excellence
through Naarishakti Awards
In 2025, JSW Steel Dolvi proudly launched the Naarishakti Awards, a powerful
initiative to honour the outstanding achievements of our women employees. To
recognise excellence in innovation, leadership, safety, operational performance,
and social impact, nominations were invited from across Dolvi’s plants. The most
inspiring stories were shortlisted and evaluated by a senior leadership panel,
culminating in a prestigious awards ceremony on 26th January 2025.
The impact was both immediate and lasting. Numerous nominations poured in,
sharing remarkable journeys of resilience and growth. The winners emerged not
only as role models but also as mentors, inspiring a new generation of women
leaders. The initiative significantly boosted morale and engagement, and was
another step towards inclusivity. With Naarishakti, JSW Steel set a bold precedent —
creating an environment where women’s contributions are celebrated, their voices
amplified, and their leadership empowered across every level of our Company.
We are committed to
ensure a safe, healthy and
sustainable work environment
for employees, contractors,
visitors and the communities
surrounding our operations.
Safety is not treated as a
standalone compliance metric
but a strategic enabler of
operational excellence and
sustainable growth. It is
seamlessly woven into our
core values, growth vision as
well as our ambition to become
a globally benchmarked
organisation.
Vision 2030: Zero Harm
Our Vision 2030: Zero Harm is the cornerstone of our health and safety strategy.
This aspirational vision is not merely a target, but a transformative journey aimed at
embedding a culture of proactive safety, developing robust systems, leveraging digital
innovation and enhancing our workforce capabilities. It reflects our drive to eliminate
workplace incidents, ensure total employee well-being and set new benchmarks for
industry-leading health and safety performance.
With an increasing scale of operations and diverse project environments, we have
embraced a multi-dimensional approach to safety. This approach integrates visible
leadership, behavioural science, capability development, digital tools and governance
mechanisms, ensuring that safety is owned and practiced at every level from boardroom
discussions to shop floor execution.
Leading indicators
4.6 lakh+
Safety observations
26,355
Planned safety inspections and
audits undertaken
3,435
e-learning modules on
safety completed
90%
Corrective and preventive
actions implemented
3,435
Contractors have been assessed for
CARES (Contractor Assessment and
Rating for Excellence in Safety)
Lagging indicators
LTIFR
Awards and Recognitions
VIJAYANAGAR
- JSW Industrial Gases LimitedVijayanagar was conferred the
Safety Excellence Award 2024 in
the small industry category at the
state level.
- Earned the Gold Award for EHS
Practices in the CII EHS Excellence
Awards 2023.
- Secured the 2nd prize in Road
Safety under Special Category
in CII Awards.
DOLVI
- Secured First Prize in the
Manufacturing Category (Large)
at the 19th CII Western Region
SHE Excellence & Innovation
Awards 2024.
- Honored with an International
Award from Greentech Foundation
for outstanding achievements in
EHS Best Practices.
- Awarded the Silver Award in the
7th CII-IQ National Safety Practice
Competition organised by
Confederation of Indian Industry.
SALEM
- Awarded the Gold Award in EHS
Excellence at the CII-SR EHS
Excellence Awards 2023.
- Recognised with the EHS
Leadership Award at the
same event.
Key strategies for health and safety
In FY 2024-25, several milestone initiatives were rolled out to deepen the safety culture
and build systemic maturity. These efforts were driven under three key strategic thrust
areas along Digitalisation & Innovation:
Digitalisation and innovation
initiatives in FY 2024-25
- Safety Chatbot was launched to
provide 24/7 multilingual access to
safety standards and documents via
text or voice commands, simplifying
information access.
- Virtual Reality (VR) training modules
on Conveyor and Lancing Safety have
been developed to provide high-impact
risk visualisation.
- Digital Twinning is being implemented
at Dolvi for Permit to Work (PTW) and
Management of Change (MOC) processes.
- MOC digital twinning PoC is underway
at Dolvi.
- Permit to Work (PTW) PoC is being
implemented at Vijayanagar and Dolvi.
Effective leadership
Visible and accountable leadership
is the foundation of a strong safety
culture. Safety observations captured
across operations highlight a proactive
approach to identifying and addressing
hazards. Leadership involvement has
been strengthened through third-party
culture surveys covering a wide base
of employees and contractors, with
exceptional engagement at key locations.
Findings from these surveys are shaping
behavioural-based safety interventions,
such as those initiated at Raigarh Steel.
Senior leaders regularly participate in
safety walkthroughs, observations,
and reviews, reinforcing ownership and
accountability on the ground.
Our partnership with DSS+ facilitated the
rollout of the Felt Leadership Program at
key sites, enabling leaders to consistently
demonstrate safety-first behaviours.
Leadership Gemba Walks remain a
powerful mechanism for leaders to
directly engage with teams, identify risks,
and visibly drive a culture of safety.
Initiatives in FY 2024-25
- Over 5.5 lakh safety observations
were reported across the group,
helping identify and mitigate unsafe
acts and conditions.
- Third-party Safety Culture Surveys
covered over 55,000+ employees and
contract workers across Vijayanagar,
Dolvi, BPSL, Anjar, BMM Ispat and
other sites, achieving >90% workforce
coverage at Vijayanagar. These
insights are driving behavioural
science-based interventions, such as
those initiated at Raigarh Steel.
- L7-level employees are now
actively participating in safety
observations and reviews, reinforcing
frontline accountability.
- Felt Leadership Program, in
partnership with DSS+ (formerly
DuPont), was conducted at BPSL and
Salem, training senior leaders to drive
visible, accountable and proactive
safety leadership on the ground.
- Leadership Gemba Walks enabled
senior management to directly
engage with the workforce and model
proactive safety behaviours on the
shop floor.
- Safety Experience Center Launched in
February 2025 at BPSL.
Robust systems
Robust systems form the backbone
of a resilient and consistent safety
culture. We continue to strengthen our
frameworks to ensure standardisation,
strong governance, and data-driven
decision-making across operations.
The implementation of real-time
monitoring tools, such as the Connected
Worker initiative at Dolvi, marks a key
step toward enhancing on-ground
visibility and responsiveness.
Structured Reward & Recognition (R&R)
mechanisms have been introduced
across the group to consistently
reinforce safe behaviours. Dedicated
Safety Subcommittees focusing on key
areas—including operations, process
safety, contractor management, and
standards—ensure specialised oversight
and sustained momentum.
Focused audits in high-risk areas such
as confined space and cellar work have
helped align field practices with global
best standards. AI-driven platforms
like the Digital Visual Platform (DVP)
are being leveraged to enable real-time
alerts for PPE non-compliance and
crowd management.
Awareness initiatives like National
Safety Week and Road Safety Week
continue to drive collective ownership,
while the Progressive Consequence
Management framework ensures
fairness and consistency in dealing
with safety violations.
Initiatives in FY 2024-25
- Connected Workers (Rakshak)-
The pilot project launched at Coke
Oven- Dolvi Works, considering 2,500
employees and contract workmen to
enhance workplace safety.
- Group-wide Safety Reward &
Recognition (R&R) Guidelines
established to promote a culture
of positive reinforcement.
- Five Group Level Safety
Subcommittees—SO&A, PSM, IIS,
Contractor Safety Management and
Standards & Procedures have been
instituted to oversee specialised
areas of safety governance.
- Cross-functional audits were carried
out at Dolvi, BPSL, and Vijayanagar,
focusing on Confined Space and
Cellar work practices, ensuring
alignment with best practices.
- PQA and CARES audits were
successfully completed for 217
high-risk contractors across
Integrated Steel Plants (ISPs)
and Coated units, ensuring
compliance with critical safety and
performance standards.
- DVP (Digital Visual Platform) -
Launched at Dolvi & Coated Vasind
with AI use cases, including unique
applications for PPE violations,
unauthorised parking, and crowd
detection with real-time alerts and
automated reports.
- National Safety Week 2025 was
celebrated across our Company with
quizzes, awareness videos, safety
posters and interactive sessions,
aligned with the theme “Safety and
Well-being Crucial for Viksit Bharat.”
- As part of Road Safety Week,
engaging events featuring virtual
reality experiences, interactive games
and reward-based activities were
organised to promote responsible
driving practices among drivers.
- Progressive Consequence
Management framework has been
standardised across all ISPs to
promote transparent, fair handling
of safety violations.
Competent workforce
Building a future-ready and competent
workforce is essential to sustaining
safety excellence. Across our Company,
comprehensive skill and competency
assessments have enabled targeted
and impactful training interventions. Our
Subject Matter Expert (SME) program
continues to strengthen internal
expertise across critical safety domains
such as Lockout Tagout, Work at Height,
PPE, and Contractor Safety.
Safety Experience Centres at key
locations like Vijayanagar, Dolvi, and
BPSL offer immersive, hands-on learning
to reinforce practical understanding.
A new centre is also underway at
Salem to further expand this model.
Advanced Root Cause Analysis (RCA)
training has enhanced the capabilities
of our Operations and HSE teams to
investigate and prevent incidents
effectively. Continuous engagement
through safety campaigns, interactive
skits, and regular incident reviews is
helping embed a strong safety mindset
across all levels of the workforce.
Initiatives in FY 2024-25
- More than 95,000 workmen
underwent skill and competency
assessments, enabling tailored
safety training interventions.
- Subject Matter Expert (SME)
program, launched in July 2024, has
certified 1,071 SMEs from a pool
of 2,012 trained participants. The
comprehensive training modules
cover key safety domains including
Group Safety Standards, Lockout
Tagout (LOTO), Machine Guarding,
Work at Height (WAH), Scaffolding,
Conveyor Safety, Electrical Safety,
Road Safety, Contractor Safety
Management (CSM), Personal
Protective Equipment (PPE),
Confined Space and Crane Safety,
equipping participants with deep
technical knowledge and practical
application skills.
- Safety Experience Centres are fully
operational at Vijayanagar, Dolvi, and
BPSL (launched in February 2024),
offering immersive, scenario-based
training environments. A new centre
is also under development at Salem
to further enhance experiential safety
learning across locations.
- Group Health & Safety conducted
TapRooT® Advanced RCA Team
Leader Training, equipping
40 O&M and HSE professionals with
structured methodologies to drive
incident prevention, strengthen
safety leadership and enhance
operational excellence.
- Continuous engagement through
monthly campaigns, incident
reviews and safety skits has
deepened workforce connection
to safety culture.
Sustainability-linked
remuneration
At JSW Steel, Environment, Social
and Governance (ESG) criteria are
embedded in leadership performance
evaluations and serve as a critical pillar
of executive accountability. ESG forms
a mandatory Key Result Area (KRA) for
the assessment of our top leadership,
including Executive Directors and
carries a significant weightage of 15%
to 20% in their individual KRAs linked to
the annual variable pay out. This direct
alignment between ESG outcomes and
executive remuneration reflects our
Company’s commitment to responsible
value creation and highlights the
strategic importance placed on safety,
sustainability, equity and governance.
The evaluation of senior leadership
includes structured targets across key
ESG themes. These outcomes influence
compensation decisions and hence
reinforce leadership responsibility
for advancing our Company’s
sustainability agenda.
Translating ESG themes into measurable performance outcomes
Climate Change
Key KRAs included expediting renewable
energy projects of ~1 GW; Develop policy
to anchor the transition to renewables
on the principles of “Just Transition”
to create alternative opportunities
for those affected by transition (e.g.,
workers, parts of our supply chain,
communities and customers/consumers)
ensuring inclusive progress for
employees, communities and partners;
Drive operational efficiencies through
Centres of Excellence to meet defined
CO2
emission reduction targets and
formulating strategies to minimise the
impact of the Carbon Border Adjustment
Mechanism (CBAM). Leaders were also
accountable for establishing compliance
systems aligned with EU product carbon
footprint standards.
Nature action
KRAs included targets related to water
stewardship, including reduction of
specific water consumption levels.
Equity Action
Executive evaluation included the
completion of Human Rights Due
Diligence (HRDD) across all integrated
steel operations, based on the United
Nations Guiding Principles on Business
and Human Rights.
Safety
Safety remains a non-negotiable
performance parameter. Leadership
compensation is directly impacted
by safety outcomes, with incidents
and fatalities serving as negative
multipliers in the variable pay structure.
Senior executives were accountable
for elevating safety culture, improving
performance indicators (LTIFR) and
contributing to the collective goal of
achieving a Zero Harm workplace.
Community Wellbeing
Improve community reach by touching
over two million lives across initiatives
across education, heath & nutrition
and skill development for livelihood
improvement through JSW Foundation.
In addition, leadership performance
assessments included responsibilities
related to proactive collaboration with
investors, regulators, government
entities and civil society organisations,
aimed at shaping responsible policies
and maintaining high standards of
transparency and accountability.
Our leadership was also expected
to work on initiatives to obtain and
maintain ResponsibleSteel™ certification
at key sites positioning our Company
as a global sustainability leader.
These ESG-linked measures have been
instrumental in driving accountability at
the top and aligning executive incentives
with creating sustainable long-term
stakeholder value. By embedding ESG
into how leadership performance is
assessed and rewarded, we reinforce
our commitment to responsible,
inclusive and ethical growth.
Global engagement in safety and process improvement
JSW is strengthening its global
engagement in safety and process
improvement through strategic
collaborations, benchmarking, and
the integration of international best
practices. The Group has partnered
with global safety experts like dss+ to
implement Felt Leadership programs—
safety-driven leadership initiatives
aimed at building visible and accountable safety ownership across all levels.
Additionally, advanced Process Safety
Management (PSM) initiatives are being
deployed to strengthen risk control in
high-hazard operations. A key initiative is
the Safety Culture Survey, conducted in
collaboration with M/s SafeMaps across
ISPs. This third-party survey assesses
safety beliefs, leadership commitment,
psychological safety, and frontline engagement, offering actionable insights
into cultural maturity. The results are
used to drive behavioural interventions
like Chetna, align leadership priorities,
and co-create site-level action plans.
JSW’s commitment to global standards is
also reflected in external audits by DNV.
These initiatives collectively reinforce
JSW’s position as a safety-first, globally
benchmarked industrial leader.
Cultivating a culture of safety
CHETNA is a transformative behavioural safety initiative
designed to reshape workplace safety culture by
addressing the underlying human behaviours and
decision-making patterns that influence risk. Launched
in response to insights from a safety culture survey,
CHETNA addresses challenges such as perceived
unfairness in disciplinary actions, reluctance to
intervene in unsafe situations, and peer pressure that
drives risky conduct.
Moving beyond mere compliance, CHETNA draws on
behavioural science to influence everyday actions
through strategic nudges, leadership involvement,
and Proactive Safety Action Plans (PSAPs). It nurtures a
culture in which safety becomes a shared responsibility,
underpinned by open dialogue, individual accountability,
and psychological safety.
Leadership engagement has been pivotal to CHETNA’s
impact, with active participation through safety walks,
town halls, and clear, consistent messaging. The initiative
is intentionally inclusive, bringing together frontline
workers, supervisors, and senior leaders to co-create
practical safety interventions. Employees engage
meaningfully in safety dialogues, risk recognition, and
peer-to-peer activities, positioning them as contributors
rather than passive observers.
CHETNA has strengthened leading safety indicators,
such as increased reporting of unsafe acts, improved
adherence to safety protocols, and greater involvement
in safety-related initiatives. It has also elevated
leadership maturity by shifting the emphasis from rule
enforcement to proactive cultural guardianship.
With its innovative approach, CHETNA redefines
safety as a state of mind—deeply embedded in daily
operations. By fostering shared leadership and collective
responsibility, CHETNA lays the foundation for a resilient,
inclusive, and enduring safety culture.
EMPLOYEE WELL-BEING AND BENEFITS
At the heart of our people
strategy lies a deep
commitment to employee
well-being and benefits. We
create a supportive, inclusive
workplace where safety,
diversity, and growth go
hand in hand. From robust
healthcare plans to continuous
learning opportunities, our
initiatives are designed to
nurture professional and
personal development while
promoting a healthy work-life
balance and the overall welfare
of our people.
Comprehensive employee care
Health insurance top-up
Enhancing employee security through
our Group Health Insurance Top-Up
Policy, which provides additional
coverage for employees and their
families, supplementing the Group
Mediclaim Policy.
Employee Stock Option Plans (ESOPs)
Under our ESOPs programme, in FY 2024-
25, over 1.5 million shares of JSW Steel
have been granted to employees,
covering the entire senior management
and leadership of our Company and high
performers from the junior and middle
management cohorts. The Group acquires
shares from stock exchanges for this
comprehensive scheme.
Other benefits
Supporting employees' personal
and professional lives with a range
of non-monetary benefits including
comprehensive maternity and paternity
benefits, post-retirement benefits, and
partial crèche reimbursement facilities.
Personal accident insurance
Offering peace of mind with our Group
Personal Accident Insurance, covering
dependent family members in case of
disability during service, and available to
all on-roll employees, including trainees
and probationers.
Term life insurance
Providing financial security for the
families of employees in the event of
accidents or natural death through our
Group Term Life Insurance, extended to all
employees, trainees, and probationers.
Electric vehicle incentive
Promoting sustainability by incentivising
the shift to electric vehicles. Our
employees receive financial assistance
of up-to ₹3 lakh (₹5,000 per month
for up to 60 months) on buying a MG
motors electric vehicle under our Car
Lease Policy.
Awards and recognition
We celebrate our employees’
service, learning, and performance
through various awards and
recognition programmes.
Facilities and amenities
Providing access to townships, gyms,
and other facilities at select locations,
supporting a healthy and balanced
lifestyle for our employees.
JSW We Care
We understand that a thriving workforce
is the foundation of a strong organisation.
With this in mind, we introduced JSW We
Care—a 24×7 confidential counselling
service dedicated to the emotional and
mental well-being of our employees
and their families. Available at no cost, it
offers support for up to three dependents
per employee.
Highlights include round-the-clock
access to professional counsellors, online
and in-person sessions, and over 40,000
registrations to date. With over 5,700
monthly sessions and ongoing support
to families, we are fostering a resilient,
balanced, and emotionally healthy JSW
Steel community.
Ethics 24*7 helpline
We have launched the Ethics 24*7
Helpline as a confidential platform for
reporting misconduct. Operated by
third-party provider Integrity Matters,
the service is accessible in multiple
languages, including English, Hindi,
Tamil, Telugu, Marathi, Kannada, and
Bengali, ensuring wider reach and greater
inclusivity across our workforce.
Grievance redressal
Our digital HR support helpdesk enables
swift resolution of employee queries
related to compensation, benefits,
payroll, transfers, reimbursements, and
performance management. Managed
by our Global Business Solutions (GBS)
Shared Services Centre, this platform is
further supported by digital helpdesks
operating across all locations for
seamless assistance.
Employee-managed committees
To uphold high standards in our transport
and canteen services, we have formed
employee-led committees. These actively
monitor and maintain food quality and
service excellence, ensuring a safe,
comfortable, and supportive environment
for all employees.
GREAT PLACE TO WORK
We continue to earn recognition as an exceptional workplace. This year marks
our fifth consecutive Great Place to Work (GPTW) certification, alongside the
prestigious 'India's Best Employers Among Nation-Builders 2025' award. These
accolades reflect our ongoing dedication to economic growth, job creation,
and community impact.
Employee feedback drives continuous improvement. Our 'U SAID WE DID'
communication series ensures transparency by updating employees on
actions we've taken based on their suggestions. We remain committed to
sustaining this positive culture and creating a rewarding work environment
where every employee can flourish.
We take pride in keeping
our workforce motivated
and engaged by fostering a
culture that values every idea.
Employees are encouraged
to suggest innovations, join
improvement drives and
cross-functional projects,
with various platforms in
place to recognise and reward
exceptional contributions,
inspiring creativity and active
participation across our
Company.
HR Digital
HR Digital has reimagined the HR function
by strategically embedding automation
and analytics into its core. This digital
transformation has streamlined
operations, enriched employee
experience, and empowered smarter,
data-led decision-making. By embracing
next-gen technologies, HR has evolved
into a forward-thinking, value-adding
partner in driving organisational growth
and agility. Outlined below are the key
strategic priorities and the milestones
achieved on the journey towards a
smarter, more connected workplace.
IMPROVED MANAGER
ENABLEMENT
Through automated, personabased dashboards designed for
HR leaders across our entities, we
are transforming HR effectiveness
and enabling swift, evidencebased decision-making. These
comprehensive platforms span
critical domains including Talent
Management, Talent Acquisition,
DE&I, Performance Management,
Rewards, Attendance, and
other areas.
These integrated platforms
transform how HR leaders
consume and act on critical
information, eliminating delays
between data availability and
strategic action. The result is
enhanced organisational agility
where informed decisions drive
competitive advantage through
speed and precision.
IMPROVED
PROCESS EFFICIENCY
We are redefining talent management
through digital integration on the
myJSW platform. Key programmes
like Future Fit Leaders (FFL), Technical
Leaders Programme (TLP), Annual
Talent Review (ATR), and Young
Leaders Programme (YLP) are
being monitored through a digital
interface. This enables precise talent
mapping, structured development
journeys, and continuous programme
optimisation through actionable
insights. The succession planning
process for critical roles has
also been digitalised, resulting in
enhanced visibility of leadership
pipelines, structured successor
identification, and proactive
development planning to ensure
leadership continuity.
IMPROVED
USER EXPERIENCE
Digital HR is designed around
people. Our 24×7 HR Chatbot Darwin
empowers employees across the
Group with instant, reliable support.
It automates routine queries and
ensures consistent service at any
hour. Complementing this is our
employee engagement portal, Vibe. This
dynamic platform drives interactive HR
communication, particularly for Talent
Management initiatives.
IMPROVED
PROCESS INNOVATION
We have reimagined our Recruitment
and Onboarding processes through
digitalisation to deliver a seamless,
faster, and more engaging experience
for new joiners. This technology-driven approach reduces turnaround
times and enhances candidate
satisfaction, ensuring that first
impressions are powered by
digital excellence.
Similarly, we have elevated multiple
HR processes through RPAdriven automation. These digital
enhancements boost accuracy,
agility, and operational efficiency
across the entire employee lifecycle.
Together, these initiatives represent
a new chapter in digitally-enabled
HR excellence.
48
Future-fit leaders identified
The skills, dedication, and expertise of our workforce are
fundamental to achieving growth, efficiency, and excellence
across our operations. We view talent management as a strategic
priority that directly supports our organisational goals and
competitive advantage.
We provide comprehensive opportunities for career progression
while ensuring our employees acquire cutting-edge skills and
technological expertise. Through our integrated talent approach,
we cultivate future leaders and enable our workforce to excel
in an evolving industry landscape.
Our talent management strategy
JSW Steel’s talent strategy enhances visibility into our talent pipeline by identifying
individual strengths and development needs. By aligning leadership capabilities with
succession plans, we ensure key roles are matched with the right talent, supporting
personal growth and organisational success through targeted career development
and capability-building initiatives.
Key initiatives undertaken in FY 2024-25
Senior Leadership Development Program
Our Senior Leadership Development
Programme (SLDP) utilises the Brown
University Programme Framework to
develop leaders for challenging business
environments. The programme builds
understanding of external dynamics
including social, political, economic,
digital, and environmental trends, while
addressing industry-specific elements
like market dynamics, competitive
pressures, regulatory frameworks, and
technological advances. Key focus areas
encompass innovation (organic R&D,
inorganic M&A), leadership capabilities
(executive growth, team development),
and operational excellence (efficient,
technology-driven, large-scale
production). During FY 2024-25,
twelve senior leaders successfully
completed this comprehensive
development programme.
Future Fit Leaders Program
This initiative develops high-potential
talent through JSW's Potential
Indicators, leveraging partnerships
with Cornell University and ISB.
As our flagship leadership programme,
it identifies, cultivates, and retains
promising employees to facilitate both
upward progression and lateral career
advancement across our organisation.
Young Leaders Program
This program, designed for early-career
professionals, partners with IIM Lucknow
to build managerial acumen through
a mini-MBA journey. It aims to groom
high-potential individuals into future
leaders through structured development
initiatives. 37 participants successfully
completed this transformative
experience in FY 2024-25.
Springboard
This initiative continues with the IIM
Bangalore Women Leadership Journey,
entering its fifth batch. The curriculum
design stems from Development Centre
assessments, emphasising JSW Potential
Framework and Personality Trends for
Women Leaders. The comprehensive
curriculum spans foundational
areas like self-awareness, career
development, and personal branding,
alongside strategic disciplines including
macroeconomics, industry evaluation, and digital transformation. Women
leaders participate in tailored Individual
Development Plans and Action Learning
Projects to implement their acquired
knowledge practically. During FY 2024-25,
30 high-performing women completed
this specialised development experience
crafted by IIM Bangalore to strengthen
their leadership competencies.
Technical Leadership Programme
Our Technical Leaders Programme centres
on three strategic pillars: evaluating
technical specialists, delivering
specialised certifications through premier
institutions, and prioritising participants
for critical technical assignments.
Given evolving business demands and
shifting technological priorities within our
industry, developing techno-functional
capabilities represents a cornerstone of
our long-term strategy. We established
this Technical Leaders initiative in
2022 as our foundational approach to
address these emerging requirements.
Throughout FY 2024-25, 111 participants
were selected and are actively
progressing through their comprehensive
development experience.
Annual Talent Review Process
We have expanded the scope of the
Annual Talent Review process by
including middle management employees
in its purview, in order to build a robust
leadership pipeline aligned with our
current and future growth plans.
Key objectives of the Annual Talent Review Process
- To assess the potential of leaders
and identify areas of strength
and development.
- To identify successors for key and
critical roles.
- To have visibility of leadership
pipeline and take timely decisions
to augment talent.
To reinforce leadership capabilities
and ensure long-term success, we
established Plant Talent Councils across
the Steel business, covering over 800
middle management employees. These
councils reviewed and calibrated talent,
identified high-potential individuals, and
mapped development areas for each
employee. This represents a focused
step towards building a future-ready
leadership pipeline and driving the talent
agenda at the grassroots level.
JSW Executive Coaching Program
Our Executive Coaching Programme
continues to strengthen leadership
capabilities across our senior
management. This initiative
supports leaders in their current
roles while preparing them for
expanded responsibilities and future
growth opportunities.
The programme emphasises developing
critical leadership competencies.
Through expert coaching, leaders gain
deeper insights into their strengths,
motivations, and areas for improvement.
Each participant receives personalised
guidance to translate these insights
into practical development actions
through customised Individual
Development Plans.
We partnered with the Coaching
Foundation of India to deliver this
comprehensive leadership development
experience. Twelve senior leaders
completed this transformative coaching
journey in FY 2024-25, benefiting
from expert guidance and structured
development support.
Building a robust talent
pipeline through the JSW FFL
alumni network
Developing future leaders
For over nine years, we have developed future-ready leaders through our flagship
Future Fit Leaders (FFL) programme. This structured six-month development journey
partners with premier institutions like Cornell University and the Indian School of
Business (ISB) to build strategic thinking and leadership capabilities.
Supporting employees beyond the FFL programme
Once employees complete their FFL journey, they become part of our FFL Alumni
Network. This ensures their development continues long after the initial programme
ends. The FFL Alumni receive ongoing support through dedicated platforms for
learning, networking, and career advancement.
Continued career development
The Talent Review Board brings senior leadership together to discuss FFL Alumni
career goals and identify new opportunities across JSW Group. Through Coffee
Connects, FFL Alumni enjoy one-on-one conversations with senior leaders, gaining
valuable mentorship and increased visibility within our organisation.
Our Group Talent and Business Talent Teams conduct regular Career
Conversations with FFL Alumni to track their progress and support their short-term
career objectives.
Global learning and skill building
FFL Alumni access personalised coaching through our partnership with Skillsoft,
connecting them with international coaches who provide global perspectives and
customised development support. Regular Masterclasses on emerging industry
trends keep alumni well-informed about evolving business landscapes.
Creating a sustainable leadership pipeline
By continuing to invest in FFL Graduates, we ensure that high-potential employees
remain engaged and continue growing within JSW. This comprehensive postprogramme support creates a strong, sustainable leadership pipeline for our
future success.
Our learning and development
approach is deeply aligned
with the evolving demands
of Industry 5.0. We are
empowering our workforce
through continuous upskilling,
offering targeted certifications
and capability-building
programmes designed to keep
pace with a rapidly changing
industrial landscape.
By embedding a culture of
lifelong learning, we not only
enable our people to thrive
amidst transformation but
also strengthen our position
as a frontrunner in both
technological advancement
and human capital excellence.
We ensure that our teams are
equipped with future-ready
skills, cultivating innovation
and resilience across every
level of our Company.
To promote self-directed
learning, we launched the
myLearning Survey, an
employee-led initiative
exploring key themes aligned
with the evolving demands
of Industry 5.0. We designed
blended learning solutions for
our employees based on the
survey inputs.
Digital learning at JSW Steel: Empowering a future ready workforce
In line with our broader strategy to lead
in the Industry 5.0 era, we continue
to strengthen our digital learning
ecosystem as a core enabler of business
transformation and human capital
development. In FY 2024–25, we recorded
over 89,468 digital learning hours,
with 14,565 unique learners actively
engaging in self-paced and structured
development programmes across our
Company. Our digital learning approach
is anchored in strategic partnerships,
personalised learning journeys, and
immersive experiences that build critical
future-ready capabilities.
EMPOWERING
GROWTH THROUGH WORLD-CLASS LEARNING
The JSW Learning Academy has
significantly expanded its digital
learning ecosystem through
a strategic collaboration with
Coursera, further enriching our
offerings alongside platforms
such as Skillsoft, Harvard, and
Steel University. This partnership
provides our employees with
access to over 5,000 online
courses curated by leading
global universities and industry
experts, covering highdemand skill areas and offering
recognised certifications.
By placing premium content within
easy reach, we are enabling our
people to continuously grow, stay
relevant, and thrive in a rapidly
transforming industrial landscape.
At JSW Steel, we believe that
learning is not just a one-time
event but a lifelong journey—and
through this initiative, we are
deepening our culture of capability
building and everyday excellence.
JSW E-LEARNING
FESTIVAL
Where learning meets play
To ignite curiosity and inspire
engagement, we introduced the
JSW e-Learning Festival—a vibrant,
gamified learning initiative that
transformed skill-building into an
exciting, interactive experience. By
incorporating course completions,
live leaderboards, and enticing
rewards, the festival brought a
spirit of friendly competition and
collaboration to the forefront.
Designed to make learning both
enjoyable and impactful, this initiative
redefined professional development
at our Company. It not only
encouraged continuous upskilling
but also celebrated progress
through motivation, recognition, and
innovation—ensuring that growth
became a shared and rewarding
journey across our Company.
DIGIVOLVE
Forging a future-ready digital workforce
As a key milestone in our transformation
journey, we introduced DIGIVOLVE, a
strategic capability-building programme
designed to elevate digital literacy
and analytical acumen across our
workforce. Rooted in the idea of digital
evolution, DIGIVOLVE equips employees
with the skills needed to lead innovation
in the ever-changing steel industry.
In collaboration with Skillsoft, the
initiative blends AI-powered learning
paths, personalised coaching, and
access to industry-relevant content
to create a truly adaptive learning
experience. By nurturing digital
fluency and data-driven thinking,
DIGIVOLVE empowers our people to
embrace emerging technologies with
confidence and drive value in a digitally
enabled future.
FROM CAMPUS TO CORPORATE
To ensure a seamless transition
for nearly 1,000 newly graduated
engineers entering the professional
world, we launched HMM Spark,
a thoughtfully curated e-learning
journey developed in collaboration
with Harvard.
This dynamic programme focused
on equipping young talent with
essential workplace competencies,
including corporate etiquette, time
management, ethical decisionmaking, and a culture of constructive
feedback. Delivered through an
engaging mix of bite-sized videos,
insightful articles, thought-provoking
podcasts and structured courses,
HMM Spark laid the groundwork for
professional excellence from the very
first day. By combining world-class
content with real-world relevance,
we are shaping the future of JSW—
one confident, capable young
professional at a time.
Our Workforce
Key Highlights
New hires
Senior management (Female)
Employees are eligible and receive regular performance and career development reviews
Workforce represented through employee association(s) under the provision of collective bargaining
Diversity is far more than a metric for us, it is a way of thinking. We believe that uniting individuals from varied backgrounds, identities and perspectives cultivates a richer, more innovative, and resilient organisation. Our focus on diversity extends well beyond gender, embracing generational, cultural, educational and experiential dimensions. We champion inclusive hiring practices, ensure equitable opportunities for growth, and foster a workplace culture where every voice is heard, every individual is respected and everyone has the opportunity to thrive.
Key focus areas
Enhancing gender representation
across roles and levels, with a special focus on leadership pipelines
Enabling inclusion through sensitisation, policy support, and manager capability-building
Tracking progress through measurable goals and transparent dashboards
Recognising allyship and inclusive leadership across functions and plants
JSW Steel is nurturing a truly inclusive culture, one that embraces diversity in all its forms and empowers every individual to thrive. Our holistic Diversity, Equity, and Inclusion (DEI) framework is anchored in core pillars that promote fairness, belonging and equal opportunity throughout our Company. By embedding these values into our everyday practices, we strive to create a workplace where differences are celebrated, voices are heard, and everyone has the chance to grow and succeed.
The JSW Steel Diversity Council
We are building an inclusive workplace where diversity is not only embraced but celebrated. To reinforce this vision, we have formed the JSW Steel Diversity Council, comprising leaders from across our business. This strategic body will champion diversity, equity, and inclusion (DEI), with a strong focus on enhancing gender representation, improving infrastructure to meet varied needs, and cultivating a safe, empowering environment where women can thrive and grow in their careers.
Building an inclusive culture
At JSW Steel, we believe that diversity is more than a value; it is a strength that fuels innovation and resilience. The JSW Steel Diversity Council, established in FY 2023–24, operates as a platform to unite senior leadership to ensure our Company maintains and enhances its inclusive workplace environment. This strategic body also steers our DEI agenda with purpose and accountability, ensuring it remains aligned with our broader business goals.
Complementing this effort is the Women’s Network Forum (Employee Resource Group), designed to create space for dialogue, mentorship, and empowerment. Together, these initiatives reaffirm our vision of a workplace where every voice matters, and diversity is not just welcomed, but truly celebrated. The council will champion our DEI agenda, with a sharp focus on:
The JSW Steel Diversity Council will also lead initiatives across all our locations to promote a sense of belonging, ensure equal opportunity, and thereby embed diversity into our Company’s fabric. Through consistent communication, measurable goals, and a nurturing environment, we are building a workplace where every individual has the opportunity to thrive, contribute meaningfully, and grow alongside the business.
Initiatives undertaken to promote gender-focused diversity
FORGING FUTURE LEADERS
At JSW Steel, we are investing in the next generation of changemakers through our focused Graduate Engineer Trainee (GET) hiring initiative. With a firm belief that the future of steel lies in the hands of young, driven talent, our GET programme is designed to develop future-ready leaders from India’s top engineering institutions. In the past year alone, we welcomed 846 GETs, of whom 19.5% were women, across core disciplines such as Mechanical, Electrical, Metallurgy, and more. With immersive plant induction, cross-functional training, and robust learning modules, we are shaping promising talent into tomorrow’s industry trailblazers.
CELEBRATING WOMEN AT JSW STEEL
Women are not just part of our workforce; they are driving transformation across plants, offices, and boardrooms. To cultivate an environment where women feel empowered to thrive, we are spotlighting Women Success Stories— inspiring narratives that showcase resilience, leadership, and innovation. Whether engineers spearheading key operations, managers championing bold ideas, or mothers returning to careers with renewed purpose, these stories reflect the courage and spirit that define JSW Steel. Through their journeys, we celebrate diversity in action and reaffirm our commitment to building a workplace where every woman’s voice is heard, valued, and celebrated.
SPARKING CHANGE THROUGH REIMAGINATION
We believe that the most impactful ideas emerge when diverse voices are heard. The Women of Steel Ideathon is a bold step towards amplifying those voices. It is an inclusive platform where women employees from across our locations come together to reimagine the workplace. Focused on well-being, transparent communication, and fairness in evaluations, the Ideathon encourages actionable, forwardthinking ideas.
From over a hundred entries, ten standout ideas were shortlisted, with top winners celebrated for their ingenuity. Winning entries included gender-specific helmets, psychological safety interventions, and wellness-centric leadership models. These proposals are now being explored for real-world implementation. More than just a contest, the Ideathon represents a cultural shift, one that empowers women to lead, shape, and drive progress at every level of JSW Steel.
We are nurturing an inclusive, future-ready workforce where women are equipped not only with skills but also with the confidence to lead and thrive. As part of this mission, we introduced two transformative virtual learning programmes designed exclusively for our women employees.
Empower U is a self-paced e-learning programme tailored to support women through key stages of leadership and career growth. The series covers vital themes such as navigating bias, building executive presence, enhancing confidence and communication, and cultivating resilience. It offers practical, engaging modules that help women step into leadership roles with clarity and conviction.
Women Wednesday is a live, expert-led workshop held every second Wednesday. These virtual sessions explore topics like strategic networking, executive presence, self-leadership, and team dynamics, creating a collaborative space for women to learn, share, and grow together.
Together, Empower U and Women Wednesday are more than learning programmes—they are catalysts for change. They bring women across the JSW Steel network into a vibrant, supportive community, committed to mutual growth, bold ambition, and the journey to becoming tomorrow’s leaders.
Women of the future
Our Women of the Future initiative is a bespoke development journey crafted to empower our women employees with the mindset and skills needed to lead with confidence. Centred around five transformative archetypes—Protagonist, Warrior, Maverick, Campaigner, and Enterprising—it nurtures essential leadership traits. A cornerstone of the programme is mentoring by internal leaders, which accelerates career growth, expands networks, offers diverse perspectives, and provides the tools to navigate workplace challenges with resilience and clarity.
JSW 1-to-1 maternity support program
The JSW 1-to-1 Maternity Support Programme is a 12-month care initiative that empowers women employees and their spouses through every stage of the maternity journey. Offering guidance for new and expectant mothers, this initiative aims to help them balance career progress with caregiving responsibilities. It also encourages managers to promote a supportive and inclusive workplace, helping new or soonto- be mothers navigate the challenges of their maternity journey.
Key features of the programme
24*7 PoSH Helpline
We offer a 24*7 confidential PoSH (Prevention of Sexual Harassment) helpline, managed by an independent third-party, enabling employees to safely report incidents. Regular workshops are conducted to raise awareness of workplace harassment and promote physical and psychological safety. Our inclusive PoSH committee addresses concerns across all our premises, thereby upholding dignity, respect, and our commitment to a safe, inclusive work environment for all.
Celebrating women’s excellence through Naarishakti Awards
In 2025, JSW Steel Dolvi proudly launched the Naarishakti Awards, a powerful initiative to honour the outstanding achievements of our women employees. To recognise excellence in innovation, leadership, safety, operational performance, and social impact, nominations were invited from across Dolvi’s plants. The most inspiring stories were shortlisted and evaluated by a senior leadership panel, culminating in a prestigious awards ceremony on 26th January 2025.
The impact was both immediate and lasting. Numerous nominations poured in, sharing remarkable journeys of resilience and growth. The winners emerged not only as role models but also as mentors, inspiring a new generation of women leaders. The initiative significantly boosted morale and engagement, and was another step towards inclusivity. With Naarishakti, JSW Steel set a bold precedent — creating an environment where women’s contributions are celebrated, their voices amplified, and their leadership empowered across every level of our Company.
We are committed to ensure a safe, healthy and sustainable work environment for employees, contractors, visitors and the communities surrounding our operations. Safety is not treated as a standalone compliance metric but a strategic enabler of operational excellence and sustainable growth. It is seamlessly woven into our core values, growth vision as well as our ambition to become a globally benchmarked organisation.
Vision 2030: Zero Harm
Our Vision 2030: Zero Harm is the cornerstone of our health and safety strategy. This aspirational vision is not merely a target, but a transformative journey aimed at embedding a culture of proactive safety, developing robust systems, leveraging digital innovation and enhancing our workforce capabilities. It reflects our drive to eliminate workplace incidents, ensure total employee well-being and set new benchmarks for industry-leading health and safety performance.
With an increasing scale of operations and diverse project environments, we have embraced a multi-dimensional approach to safety. This approach integrates visible leadership, behavioural science, capability development, digital tools and governance mechanisms, ensuring that safety is owned and practiced at every level from boardroom discussions to shop floor execution.
Leading indicators
Safety observations
Planned safety inspections and audits undertaken
e-learning modules on safety completed
Corrective and preventive actions implemented
Contractors have been assessed for CARES (Contractor Assessment and Rating for Excellence in Safety)
Lagging indicators
Fatalities
LTIs
LTIFR
LTIFR Employees
LTIFR Contractors
LTIFR
Awards and Recognitions
Key strategies for health and safety
In FY 2024-25, several milestone initiatives were rolled out to deepen the safety culture and build systemic maturity. These efforts were driven under three key strategic thrust areas along Digitalisation & Innovation:
Digitalisation and innovation initiatives in FY 2024-25
Effective leadership
Visible and accountable leadership is the foundation of a strong safety culture. Safety observations captured across operations highlight a proactive approach to identifying and addressing hazards. Leadership involvement has been strengthened through third-party culture surveys covering a wide base of employees and contractors, with exceptional engagement at key locations.
Findings from these surveys are shaping behavioural-based safety interventions, such as those initiated at Raigarh Steel. Senior leaders regularly participate in safety walkthroughs, observations, and reviews, reinforcing ownership and accountability on the ground.
Our partnership with DSS+ facilitated the rollout of the Felt Leadership Program at key sites, enabling leaders to consistently demonstrate safety-first behaviours. Leadership Gemba Walks remain a powerful mechanism for leaders to directly engage with teams, identify risks, and visibly drive a culture of safety.
Initiatives in FY 2024-25
Robust systems
Robust systems form the backbone of a resilient and consistent safety culture. We continue to strengthen our frameworks to ensure standardisation, strong governance, and data-driven decision-making across operations. The implementation of real-time monitoring tools, such as the Connected Worker initiative at Dolvi, marks a key step toward enhancing on-ground visibility and responsiveness.
Structured Reward & Recognition (R&R) mechanisms have been introduced across the group to consistently reinforce safe behaviours. Dedicated Safety Subcommittees focusing on key areas—including operations, process safety, contractor management, and standards—ensure specialised oversight and sustained momentum.
Focused audits in high-risk areas such as confined space and cellar work have helped align field practices with global best standards. AI-driven platforms like the Digital Visual Platform (DVP) are being leveraged to enable real-time alerts for PPE non-compliance and crowd management.
Awareness initiatives like National Safety Week and Road Safety Week continue to drive collective ownership, while the Progressive Consequence Management framework ensures fairness and consistency in dealing with safety violations.
Initiatives in FY 2024-25
Competent workforce
Building a future-ready and competent workforce is essential to sustaining safety excellence. Across our Company, comprehensive skill and competency assessments have enabled targeted and impactful training interventions. Our Subject Matter Expert (SME) program continues to strengthen internal expertise across critical safety domains such as Lockout Tagout, Work at Height, PPE, and Contractor Safety.
Safety Experience Centres at key locations like Vijayanagar, Dolvi, and BPSL offer immersive, hands-on learning to reinforce practical understanding. A new centre is also underway at Salem to further expand this model.
Advanced Root Cause Analysis (RCA) training has enhanced the capabilities of our Operations and HSE teams to investigate and prevent incidents effectively. Continuous engagement through safety campaigns, interactive skits, and regular incident reviews is helping embed a strong safety mindset across all levels of the workforce.
Initiatives in FY 2024-25
Sustainability-linked remuneration
At JSW Steel, Environment, Social and Governance (ESG) criteria are embedded in leadership performance evaluations and serve as a critical pillar of executive accountability. ESG forms a mandatory Key Result Area (KRA) for the assessment of our top leadership, including Executive Directors and carries a significant weightage of 15% to 20% in their individual KRAs linked to the annual variable pay out. This direct alignment between ESG outcomes and executive remuneration reflects our Company’s commitment to responsible value creation and highlights the strategic importance placed on safety, sustainability, equity and governance.
The evaluation of senior leadership includes structured targets across key ESG themes. These outcomes influence compensation decisions and hence reinforce leadership responsibility for advancing our Company’s sustainability agenda.
Translating ESG themes into measurable performance outcomes
Climate Change
Key KRAs included expediting renewable energy projects of ~1 GW; Develop policy to anchor the transition to renewables on the principles of “Just Transition” to create alternative opportunities for those affected by transition (e.g., workers, parts of our supply chain, communities and customers/consumers) ensuring inclusive progress for employees, communities and partners; Drive operational efficiencies through Centres of Excellence to meet defined CO2 emission reduction targets and formulating strategies to minimise the impact of the Carbon Border Adjustment Mechanism (CBAM). Leaders were also accountable for establishing compliance systems aligned with EU product carbon footprint standards.
Nature action
KRAs included targets related to water stewardship, including reduction of specific water consumption levels.
Equity Action
Executive evaluation included the completion of Human Rights Due Diligence (HRDD) across all integrated steel operations, based on the United Nations Guiding Principles on Business and Human Rights.
Safety
Safety remains a non-negotiable performance parameter. Leadership compensation is directly impacted by safety outcomes, with incidents and fatalities serving as negative multipliers in the variable pay structure. Senior executives were accountable for elevating safety culture, improving performance indicators (LTIFR) and contributing to the collective goal of achieving a Zero Harm workplace.
Community Wellbeing
Improve community reach by touching over two million lives across initiatives across education, heath & nutrition and skill development for livelihood improvement through JSW Foundation.
In addition, leadership performance assessments included responsibilities related to proactive collaboration with investors, regulators, government entities and civil society organisations, aimed at shaping responsible policies and maintaining high standards of transparency and accountability. Our leadership was also expected to work on initiatives to obtain and maintain ResponsibleSteel™ certification at key sites positioning our Company as a global sustainability leader.
These ESG-linked measures have been instrumental in driving accountability at the top and aligning executive incentives with creating sustainable long-term stakeholder value. By embedding ESG into how leadership performance is assessed and rewarded, we reinforce our commitment to responsible, inclusive and ethical growth.
Global engagement in safety and process improvement
JSW is strengthening its global engagement in safety and process improvement through strategic collaborations, benchmarking, and the integration of international best practices. The Group has partnered with global safety experts like dss+ to implement Felt Leadership programs— safety-driven leadership initiatives aimed at building visible and accountable safety ownership across all levels. Additionally, advanced Process Safety Management (PSM) initiatives are being deployed to strengthen risk control in high-hazard operations. A key initiative is the Safety Culture Survey, conducted in collaboration with M/s SafeMaps across ISPs. This third-party survey assesses safety beliefs, leadership commitment, psychological safety, and frontline engagement, offering actionable insights into cultural maturity. The results are used to drive behavioural interventions like Chetna, align leadership priorities, and co-create site-level action plans. JSW’s commitment to global standards is also reflected in external audits by DNV. These initiatives collectively reinforce JSW’s position as a safety-first, globally benchmarked industrial leader.
Cultivating a culture of safety
CHETNA is a transformative behavioural safety initiative designed to reshape workplace safety culture by addressing the underlying human behaviours and decision-making patterns that influence risk. Launched in response to insights from a safety culture survey, CHETNA addresses challenges such as perceived unfairness in disciplinary actions, reluctance to intervene in unsafe situations, and peer pressure that drives risky conduct.
Moving beyond mere compliance, CHETNA draws on behavioural science to influence everyday actions through strategic nudges, leadership involvement, and Proactive Safety Action Plans (PSAPs). It nurtures a culture in which safety becomes a shared responsibility, underpinned by open dialogue, individual accountability, and psychological safety.
Leadership engagement has been pivotal to CHETNA’s impact, with active participation through safety walks, town halls, and clear, consistent messaging. The initiative is intentionally inclusive, bringing together frontline workers, supervisors, and senior leaders to co-create practical safety interventions. Employees engage meaningfully in safety dialogues, risk recognition, and peer-to-peer activities, positioning them as contributors rather than passive observers.
CHETNA has strengthened leading safety indicators, such as increased reporting of unsafe acts, improved adherence to safety protocols, and greater involvement in safety-related initiatives. It has also elevated leadership maturity by shifting the emphasis from rule enforcement to proactive cultural guardianship.
With its innovative approach, CHETNA redefines safety as a state of mind—deeply embedded in daily operations. By fostering shared leadership and collective responsibility, CHETNA lays the foundation for a resilient, inclusive, and enduring safety culture.
At the heart of our people strategy lies a deep commitment to employee well-being and benefits. We create a supportive, inclusive workplace where safety, diversity, and growth go hand in hand. From robust healthcare plans to continuous learning opportunities, our initiatives are designed to nurture professional and personal development while promoting a healthy work-life balance and the overall welfare of our people.
Comprehensive employee care
Health insurance top-up
Enhancing employee security through our Group Health Insurance Top-Up Policy, which provides additional coverage for employees and their families, supplementing the Group Mediclaim Policy.
Employee Stock Option Plans (ESOPs)
Under our ESOPs programme, in FY 2024- 25, over 1.5 million shares of JSW Steel have been granted to employees, covering the entire senior management and leadership of our Company and high performers from the junior and middle management cohorts. The Group acquires shares from stock exchanges for this comprehensive scheme.
Other benefits
Supporting employees' personal and professional lives with a range of non-monetary benefits including comprehensive maternity and paternity benefits, post-retirement benefits, and partial crèche reimbursement facilities.
Personal accident insurance
Offering peace of mind with our Group Personal Accident Insurance, covering dependent family members in case of disability during service, and available to all on-roll employees, including trainees and probationers.
Term life insurance
Providing financial security for the families of employees in the event of accidents or natural death through our Group Term Life Insurance, extended to all employees, trainees, and probationers.
Electric vehicle incentive
Promoting sustainability by incentivising the shift to electric vehicles. Our employees receive financial assistance of up-to ₹3 lakh (₹5,000 per month for up to 60 months) on buying a MG motors electric vehicle under our Car Lease Policy.
Awards and recognition
We celebrate our employees’ service, learning, and performance through various awards and recognition programmes.
Facilities and amenities
Providing access to townships, gyms, and other facilities at select locations, supporting a healthy and balanced lifestyle for our employees.
JSW We Care
We understand that a thriving workforce is the foundation of a strong organisation. With this in mind, we introduced JSW We Care—a 24×7 confidential counselling service dedicated to the emotional and mental well-being of our employees and their families. Available at no cost, it offers support for up to three dependents per employee.
Highlights include round-the-clock access to professional counsellors, online and in-person sessions, and over 40,000 registrations to date. With over 5,700 monthly sessions and ongoing support to families, we are fostering a resilient, balanced, and emotionally healthy JSW Steel community.
Ethics 24*7 helpline
We have launched the Ethics 24*7 Helpline as a confidential platform for reporting misconduct. Operated by third-party provider Integrity Matters, the service is accessible in multiple languages, including English, Hindi, Tamil, Telugu, Marathi, Kannada, and Bengali, ensuring wider reach and greater inclusivity across our workforce.
Grievance redressal
Our digital HR support helpdesk enables swift resolution of employee queries related to compensation, benefits, payroll, transfers, reimbursements, and performance management. Managed by our Global Business Solutions (GBS) Shared Services Centre, this platform is further supported by digital helpdesks operating across all locations for seamless assistance.
Employee-managed committees
To uphold high standards in our transport and canteen services, we have formed employee-led committees. These actively monitor and maintain food quality and service excellence, ensuring a safe, comfortable, and supportive environment for all employees.
GREAT PLACE TO WORK
We continue to earn recognition as an exceptional workplace. This year marks our fifth consecutive Great Place to Work (GPTW) certification, alongside the prestigious 'India's Best Employers Among Nation-Builders 2025' award. These accolades reflect our ongoing dedication to economic growth, job creation, and community impact.
Employee feedback drives continuous improvement. Our 'U SAID WE DID' communication series ensures transparency by updating employees on actions we've taken based on their suggestions. We remain committed to sustaining this positive culture and creating a rewarding work environment where every employee can flourish.
We take pride in keeping our workforce motivated and engaged by fostering a culture that values every idea. Employees are encouraged to suggest innovations, join improvement drives and cross-functional projects, with various platforms in place to recognise and reward exceptional contributions, inspiring creativity and active participation across our Company.
HR Digital
HR Digital has reimagined the HR function by strategically embedding automation and analytics into its core. This digital transformation has streamlined operations, enriched employee experience, and empowered smarter, data-led decision-making. By embracing next-gen technologies, HR has evolved into a forward-thinking, value-adding partner in driving organisational growth and agility. Outlined below are the key strategic priorities and the milestones achieved on the journey towards a smarter, more connected workplace.
IMPROVED MANAGER ENABLEMENT
Through automated, personabased dashboards designed for HR leaders across our entities, we are transforming HR effectiveness and enabling swift, evidencebased decision-making. These comprehensive platforms span critical domains including Talent Management, Talent Acquisition, DE&I, Performance Management, Rewards, Attendance, and other areas.
These integrated platforms transform how HR leaders consume and act on critical information, eliminating delays between data availability and strategic action. The result is enhanced organisational agility where informed decisions drive competitive advantage through speed and precision.
IMPROVED PROCESS EFFICIENCY
We are redefining talent management through digital integration on the myJSW platform. Key programmes like Future Fit Leaders (FFL), Technical Leaders Programme (TLP), Annual Talent Review (ATR), and Young Leaders Programme (YLP) are being monitored through a digital interface. This enables precise talent mapping, structured development journeys, and continuous programme optimisation through actionable insights. The succession planning process for critical roles has also been digitalised, resulting in enhanced visibility of leadership pipelines, structured successor identification, and proactive development planning to ensure leadership continuity.
IMPROVED USER EXPERIENCE
Digital HR is designed around people. Our 24×7 HR Chatbot Darwin empowers employees across the Group with instant, reliable support. It automates routine queries and ensures consistent service at any hour. Complementing this is our employee engagement portal, Vibe. This dynamic platform drives interactive HR communication, particularly for Talent Management initiatives.
IMPROVED PROCESS INNOVATION
We have reimagined our Recruitment and Onboarding processes through digitalisation to deliver a seamless, faster, and more engaging experience for new joiners. This technology-driven approach reduces turnaround times and enhances candidate satisfaction, ensuring that first impressions are powered by digital excellence.
Similarly, we have elevated multiple HR processes through RPAdriven automation. These digital enhancements boost accuracy, agility, and operational efficiency across the entire employee lifecycle. Together, these initiatives represent a new chapter in digitally-enabled HR excellence.
Future-fit leaders identified
The skills, dedication, and expertise of our workforce are fundamental to achieving growth, efficiency, and excellence across our operations. We view talent management as a strategic priority that directly supports our organisational goals and competitive advantage.
We provide comprehensive opportunities for career progression while ensuring our employees acquire cutting-edge skills and technological expertise. Through our integrated talent approach, we cultivate future leaders and enable our workforce to excel in an evolving industry landscape.
Our talent management strategy
JSW Steel’s talent strategy enhances visibility into our talent pipeline by identifying individual strengths and development needs. By aligning leadership capabilities with succession plans, we ensure key roles are matched with the right talent, supporting personal growth and organisational success through targeted career development and capability-building initiatives.
Key initiatives undertaken in FY 2024-25
Senior Leadership Development Program
Our Senior Leadership Development Programme (SLDP) utilises the Brown University Programme Framework to develop leaders for challenging business environments. The programme builds understanding of external dynamics including social, political, economic, digital, and environmental trends, while addressing industry-specific elements like market dynamics, competitive pressures, regulatory frameworks, and technological advances. Key focus areas encompass innovation (organic R&D, inorganic M&A), leadership capabilities (executive growth, team development), and operational excellence (efficient, technology-driven, large-scale production). During FY 2024-25, twelve senior leaders successfully completed this comprehensive development programme.
Future Fit Leaders Program
This initiative develops high-potential talent through JSW's Potential Indicators, leveraging partnerships with Cornell University and ISB.
As our flagship leadership programme, it identifies, cultivates, and retains promising employees to facilitate both upward progression and lateral career advancement across our organisation.
Young Leaders Program
This program, designed for early-career professionals, partners with IIM Lucknow to build managerial acumen through a mini-MBA journey. It aims to groom high-potential individuals into future leaders through structured development initiatives. 37 participants successfully completed this transformative experience in FY 2024-25.
Springboard
This initiative continues with the IIM Bangalore Women Leadership Journey, entering its fifth batch. The curriculum design stems from Development Centre assessments, emphasising JSW Potential Framework and Personality Trends for Women Leaders. The comprehensive curriculum spans foundational areas like self-awareness, career development, and personal branding, alongside strategic disciplines including macroeconomics, industry evaluation, and digital transformation. Women leaders participate in tailored Individual Development Plans and Action Learning Projects to implement their acquired knowledge practically. During FY 2024-25, 30 high-performing women completed this specialised development experience crafted by IIM Bangalore to strengthen their leadership competencies.
Technical Leadership Programme
Our Technical Leaders Programme centres on three strategic pillars: evaluating technical specialists, delivering specialised certifications through premier institutions, and prioritising participants for critical technical assignments. Given evolving business demands and shifting technological priorities within our industry, developing techno-functional capabilities represents a cornerstone of our long-term strategy. We established this Technical Leaders initiative in 2022 as our foundational approach to address these emerging requirements. Throughout FY 2024-25, 111 participants were selected and are actively progressing through their comprehensive development experience.
Annual Talent Review Process
We have expanded the scope of the Annual Talent Review process by including middle management employees in its purview, in order to build a robust leadership pipeline aligned with our current and future growth plans.
Key objectives of the Annual Talent Review Process
To reinforce leadership capabilities and ensure long-term success, we established Plant Talent Councils across the Steel business, covering over 800 middle management employees. These councils reviewed and calibrated talent, identified high-potential individuals, and mapped development areas for each employee. This represents a focused step towards building a future-ready leadership pipeline and driving the talent agenda at the grassroots level.
JSW Executive Coaching Program
Our Executive Coaching Programme continues to strengthen leadership capabilities across our senior management. This initiative supports leaders in their current roles while preparing them for expanded responsibilities and future growth opportunities.
The programme emphasises developing critical leadership competencies. Through expert coaching, leaders gain deeper insights into their strengths, motivations, and areas for improvement.
Each participant receives personalised guidance to translate these insights into practical development actions through customised Individual Development Plans.
We partnered with the Coaching Foundation of India to deliver this comprehensive leadership development experience. Twelve senior leaders completed this transformative coaching journey in FY 2024-25, benefiting from expert guidance and structured development support.
Building a robust talent pipeline through the JSW FFL alumni network
Developing future leaders
For over nine years, we have developed future-ready leaders through our flagship Future Fit Leaders (FFL) programme. This structured six-month development journey partners with premier institutions like Cornell University and the Indian School of Business (ISB) to build strategic thinking and leadership capabilities.
Supporting employees beyond the FFL programme
Once employees complete their FFL journey, they become part of our FFL Alumni Network. This ensures their development continues long after the initial programme ends. The FFL Alumni receive ongoing support through dedicated platforms for learning, networking, and career advancement.
Continued career development
The Talent Review Board brings senior leadership together to discuss FFL Alumni career goals and identify new opportunities across JSW Group. Through Coffee Connects, FFL Alumni enjoy one-on-one conversations with senior leaders, gaining valuable mentorship and increased visibility within our organisation.
Our Group Talent and Business Talent Teams conduct regular Career Conversations with FFL Alumni to track their progress and support their short-term career objectives.
Global learning and skill building
FFL Alumni access personalised coaching through our partnership with Skillsoft, connecting them with international coaches who provide global perspectives and customised development support. Regular Masterclasses on emerging industry trends keep alumni well-informed about evolving business landscapes.
Creating a sustainable leadership pipeline
By continuing to invest in FFL Graduates, we ensure that high-potential employees remain engaged and continue growing within JSW. This comprehensive postprogramme support creates a strong, sustainable leadership pipeline for our future success.
Our learning and development approach is deeply aligned with the evolving demands of Industry 5.0. We are empowering our workforce through continuous upskilling, offering targeted certifications and capability-building programmes designed to keep pace with a rapidly changing industrial landscape.
By embedding a culture of lifelong learning, we not only enable our people to thrive amidst transformation but also strengthen our position as a frontrunner in both technological advancement and human capital excellence. We ensure that our teams are equipped with future-ready skills, cultivating innovation and resilience across every level of our Company.
To promote self-directed learning, we launched the myLearning Survey, an employee-led initiative exploring key themes aligned with the evolving demands of Industry 5.0. We designed blended learning solutions for our employees based on the survey inputs.
Digital learning at JSW Steel: Empowering a future ready workforce
In line with our broader strategy to lead in the Industry 5.0 era, we continue to strengthen our digital learning ecosystem as a core enabler of business transformation and human capital development. In FY 2024–25, we recorded over 89,468 digital learning hours, with 14,565 unique learners actively engaging in self-paced and structured development programmes across our Company. Our digital learning approach is anchored in strategic partnerships, personalised learning journeys, and immersive experiences that build critical future-ready capabilities.
EMPOWERING GROWTH THROUGH WORLD-CLASS LEARNING
The JSW Learning Academy has significantly expanded its digital learning ecosystem through a strategic collaboration with Coursera, further enriching our offerings alongside platforms such as Skillsoft, Harvard, and Steel University. This partnership provides our employees with access to over 5,000 online courses curated by leading global universities and industry experts, covering highdemand skill areas and offering recognised certifications.
By placing premium content within easy reach, we are enabling our people to continuously grow, stay relevant, and thrive in a rapidly transforming industrial landscape. At JSW Steel, we believe that learning is not just a one-time event but a lifelong journey—and through this initiative, we are deepening our culture of capability building and everyday excellence.
JSW E-LEARNING FESTIVAL
Where learning meets play
To ignite curiosity and inspire engagement, we introduced the JSW e-Learning Festival—a vibrant, gamified learning initiative that transformed skill-building into an exciting, interactive experience. By incorporating course completions, live leaderboards, and enticing rewards, the festival brought a spirit of friendly competition and collaboration to the forefront.
Designed to make learning both enjoyable and impactful, this initiative redefined professional development at our Company. It not only encouraged continuous upskilling but also celebrated progress through motivation, recognition, and innovation—ensuring that growth became a shared and rewarding journey across our Company.
DIGIVOLVE
Forging a future-ready digital workforce
As a key milestone in our transformation journey, we introduced DIGIVOLVE, a strategic capability-building programme designed to elevate digital literacy and analytical acumen across our workforce. Rooted in the idea of digital evolution, DIGIVOLVE equips employees with the skills needed to lead innovation in the ever-changing steel industry.
In collaboration with Skillsoft, the initiative blends AI-powered learning paths, personalised coaching, and access to industry-relevant content to create a truly adaptive learning experience. By nurturing digital fluency and data-driven thinking, DIGIVOLVE empowers our people to embrace emerging technologies with confidence and drive value in a digitally enabled future.
FROM CAMPUS TO CORPORATE
To ensure a seamless transition for nearly 1,000 newly graduated engineers entering the professional world, we launched HMM Spark, a thoughtfully curated e-learning journey developed in collaboration with Harvard.
This dynamic programme focused on equipping young talent with essential workplace competencies, including corporate etiquette, time management, ethical decisionmaking, and a culture of constructive feedback. Delivered through an engaging mix of bite-sized videos, insightful articles, thought-provoking podcasts and structured courses, HMM Spark laid the groundwork for professional excellence from the very first day. By combining world-class content with real-world relevance, we are shaping the future of JSW— one confident, capable young professional at a time.