Guided by our Sustainability Vision, we aim to ensure that every tonne of steel we produce is fairer, less emissions-intensive, and more resource-efficient than the last. Over the past year, we intensified our pursuit of this goal by accelerating decarbonisation, transforming our energy mix, scaling circularity, strengthening product stewardship, and investing more intentionally in the well-being and resilience of the ecosystems and communities surrounding our operations.

The following pages seek to provide a transparent and holistic overview of where our sustainability performance, initiatives, and ambitions stand today and how we expect them to evolve in the years ahead. It serves not only as a record of the tangible progress we have made toward generating environmental and social value but also as a forward-looking account of the priorities that will shape our journey ahead as we endeavour to embed sustainability at the core of our growth story.

Just Transition

In recent decades, burgeoning concerns about the physical impacts of climate change and its capacity to exacerbate social challenges, such as food insecurity and income inequality, have created a strong impetus for economy-wide decarbonisation. Against this backdrop, the transition toward a low-carbon economy has emerged as one of the most consequential megatrends reshaping societies and industries worldwide. While this shift unquestionably represents an urgent course correction necessary to rein in the GHG emissions driving climate change, it is essential to recognise that a transition of this magnitude will inevitably give rise to both winners and losers.

The steel sector remains a major source of employment globally, and the extensive supply chains underpinning its operations support millions of workers across industries such as energy, mining, processing, and logistics. Over the coming years, spurred by tightening environmental regulations and an imminent upsurge in the demand for responsibly produced steel, steelmakers will significantly transform their energy mixes, hasten the adoption of emerging technologies, and deploy new production processes. The sheer scale of the sector's activities, combined with the extensiveness of its supply chains, means that this shift toward low-carbon practices can trigger cascading socio-economic impacts that extend well beyond immediate value chains, rendering its stakeholders particularly vulnerable to the socio-economic effects of the net-zero transition.

At JSW Steel, we recognise that while our pivot toward low-carbon steelmaking may generate new opportunities for certain communities, in the absence of appropriate safeguards and proactive measures, it may also disproportionately impact others through multiple channels, including the disruption of livelihoods in affected sectors and a gradual erosion in demand for presently coveted skillsets and roles. Therefore, to ensure that this transition does not undermine our mission to create lasting value for the full spectrum of stakeholders touched by our operations, we have designed and adopted a Just Transition policy. This policy aims to ensure that the decarbonisation of our operations proceeds in a just, inclusive, and equitable manner.

Our Just Transition policy draws inspiration from the commitments and principles enshrined in the Paris Agreement and the International Labour Organization's Just Transition Guidelines. It emphasises our commitment to broadening the constellation of stakeholders that the benefits of the transition toward green steel will accrue to, enacting safeguards to prevent this shift's negative impacts from disproportionately weighing on marginalised communities, and equipping the adversely affected with the resources, support, and opportunities needed to adapt and participate meaningfully in the emerging low-carbon economy.

In FY 2025-26, we took a decisive step toward operationalising this policy by introducing a suite of targeted measures designed to further the objectives it pursues. These include extending support to affected workers and communities through social protection measures, conducting stakeholder consultations to proactively identify and mitigate the potential socio-economic ramifications of our activities, cultivating trust-based relationships with Indigenous communities, and upholding human and gender rights across our operations.

S&P 2025 Corporate Sustainability Assessment and Yearbook

JSW Steel performed exceptionally in the latest cycle of the Corporate Sustainability Assessment (CSA) administered by S&P Global. The CSA evaluates and quantifies the environmental, social, and governance (ESG) performance of over 9,000 companies operating across major sectors of the global economy annually. In doing so, it seeks to furnish companies with the data-driven insights needed to benchmark their sustainability performance against that of industry peers, timely identify and address sustainability-related risks and opportunities, and align activities and growth with rapidly evolving investor expectations. The results derived from the CSA inform the construction of the Dow Jones Sustainability Indices (DJSI), which are among the most prominent ESG indices recognising major corporations with industry-leading non-financial performance.

JSW Steel achieved a score of 88 in the 2025 CSA—the highest in the global steel sector—placing the Company in the 100th percentile of the industry and representing a 7% y-o-y improvement.

By virtue of receiving this industry-leading CSA score, we also secured inclusion in the S&P Global’s 2026 Sustainability Yearbook, which serves as a showcase of companies across 59 major industries of the global economy that are spearheading the uptake of more sustainable practices in their respective sectors and tangibly contributing to the net-zero transition. Over 9,200 companies were assessed as part of the CSA this year, of which only 848 earned a place in the Yearbook. While inclusion in the Yearbook constitutes a significant achievement in itself, the Company also secured the ‘Top 1% Emblem’. This distinction, conferred upon merely 70 companies this year, distinguishes corporations whose CSA scores rank among the top 1% of all evaluated entities.

Strengthening product sustainability

As companies strive to lower the embodied carbon of their products in response to the advent of regulations like the EU CBAM and increasingly factor in the sustainability performance of their suppliers as a key consideration in procurement decision-making, the demand for responsibly produced steel could surge precipitously in the coming years. At JSW Steel, we view this shift not as a risk but as an opportunity to catalyse growth and enhance resilience by developing a future-ready, low-carbon portfolio of products. We also recognise that we must provide our customers with the accurate and up-to-date information needed to assess the sustainability performance of our products to capitalise on this trend fully. In this context, we consider obtaining third-party voluntary sustainability certifications a powerful means to credibly communicate our products' superior safety, environmental, and social performance to customers.

ResponsibleSteel™ Certification: A testament to our industry-leading sustainability performance

Four of our key manufacturing sites—our ISPs in Vijayanagar, Dolvi, and Salem, and our downstream rolling facility in Tarapur—have received the highly coveted ResponsibleSteel™ certification, which recognises steelmaking operations that uphold the highest environmental, social, safety, and ethical standards. Over 80% of our primary steel production in India is now ResponsibleSteel™ certified. This achievement underscores the significant progress we have made in adopting sustainable practices across our facilities, aligning our operations with internationally recognised environmental and social standards, and decarbonising our operations at scale.

In recent years, climate change has come to the fore as one of the most consequential socio-environmental challenges of this epoch. As its multifaceted consequences—ranging from extreme weather events to the loss of biodiversity—continue to manifest around the world with unprecedented frequency, the global steel sector has come under increasing scrutiny from policymakers and experts by dint of its outsized carbon footprint, which stood at 4.1 billion tonnes of CO₂ equivalent as of 2025.*

At JSW Steel, we remain acutely aware of the magnitude of our emissions and recognise that our position as an industry leader carries an equally compelling responsibility to lead the decarbonisation of the steel sector. Accordingly, in 2024, we adopted two climate goals fully aligned with both India’s national targets and those stipulated by the Paris Agreement: (1) reducing the emission intensity of operations across our ISPs by 42% to 1.95 tCO₂/tcs by 2030; and (2) becoming net neutral in carbon emissions across all operations under our direct control by 2050.

We recognise that achieving these targets demands ambitious and sustained effort. Hence, in FY 2025-26, we accelerated our pursuit of these goals by strengthening our climate governance framework, introducing new decarbonisation levers, horizontally deploying proven climate interventions that have delivered measurable emissions reductions across our facilities, and stimulating innovation to unlock new pathways for decarbonising our processes. By virtue of these efforts, we are not only making consistent progress toward our climate targets but also reinforcing our competitive positioning in a world where low-carbon steel is rapidly becoming both a market expectation and a regulatory imperative.

Climate governance

At JSW Steel, we firmly believe that strong governance is fundamental to driving effective climate action. We therefore systematically consider decarbonisation targets, climate-related risks and opportunities, and performance metrics in our business planning and capital allocation processes across the Group. Board-level oversight, clearly defined management responsibilities, and regular performance reviews promote accountability for the delivery of our climate objectives, while independent third-party assurance of our climate disclosures and emissions data reinforces transparency and stakeholder confidence. This integrated governance framework facilitates the systematic implementation of our decarbonisation strategy and fosters organisation-wide alignment in pursuit of our 2030 and 2050 climate ambitions.

Climate Action Group

The Climate Action Group (CAG), facilitated by our Corporate Sustainability team, convenes operational teams from across our facilities to review progress toward site-level environmental and social goals on a monthly basis. The CAG pursues two principal goals: translating the commitments espoused by our sustainability policies into on-the-ground action and fostering plant-level accountability for social and environmental performance.

To achieve these ends, the CAG upholds a broad gamut of responsibilities. These include serving as a regular stocktake of KPIs across the full extent of our operations to streamline the collection of data for reporting, supporting the design and implementation of sustainability solutions tailored to the unique needs and operational characteristics of our facilities, and identifying and counteracting obstacles hindering the pursuit of our site-level environmental and social targets. The Sustainability Action Group (SAG) fulfils a similar mandate for our Coated facilities.

Since their inception, the CAG and SAG have emerged as critical catalysts in advancing our commitment to embedding sustainability at the core of our operational ethos. By bridging the gap between the conceptualisation and execution of high-impact environmental and social initiatives, these groups have contributed to tangible improvements in sustainability performance across the enterprise.

Climate Action Report

We published our inaugural Climate Action Report in 2024. This Report, fully aligned with the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD), provided a transparent account of our climate performance and ambitions by revealing where our emissions stood at the time of writing and formalising the targets that our decarbonisation efforts would strive towards over the years to come. Additionally, it equipped our stakeholders with the forward-looking information required to evaluate our preparedness for a low-carbon future by holistically canvassing the climate-related risks and opportunities we expect to encounter and detailing the measures we are undertaking to maintain operational resilience and grow sustainably in the face of a rapidly warming planet. In so doing, the dissemination of our first Climate Action Report constituted a significant stride toward our mission of fostering greater climate transparency and accountability.

Net Neutral

We have set an ambitious goal to become net neutral in carbon emissions across all operations under our direct control by 2050. To deliver on this commitment, we have formulated a strategic roadmap, as presented below, which defines clear pathways, milestones, and targeted interventions to reduce our carbon footprint systematically without compromising operational growth. This year, we continued advancing toward our 2050 climate target in alignment with this roadmap by introducing new decarbonisation levers and simultaneously scaling existing ones. These include improving energy efficiency, accelerating renewable energy adoption, driving process innovation, advancing circularity initiatives, and scaling low-carbon technology deployment.

Read more about our climate action road map by accessing page of our Climate Action Report.

Project SEED

In line with our recognition that operationalising our climate action roadmap demands consistent and structured action at the facility level, we launched Project Sustainable Energy, Environment and Decarbonisation (SEED), our flagship climate action initiative, at our largest integrated steel plant in Vijayanagar in 2022. Project SEED adopts a first-of-its-kind, bottom-up approach that draws upon the knowledge and expertise of ground-level employees on the shop floor to identify and implement context-specific decarbonisation levers across our operations.

Since its inception, Project SEED has identified over 400 emissions reduction interventions, each tailored to the unique operational characteristics of our facilities. These measures—ranging from optimising energy consumption and increasing the use of alternative fuels to deploying waste heat recovery systems—have collectively abated ~4.93 million tCO₂ across our value chain as of FY 2025–26. Nonetheless, its impact transcends emissions reduction; it is transforming how we approach decarbonisation by institutionalising it as a ground-level practice across every facility and function.

Project SEED aims to abate 18 million tonnes of CO₂—a figure nearly tantamount to Sri Lanka’s annual CO₂ emissions* or the emissions savings that would be realised by taking 3.5 million cars off the road—across our value chain by 2030.

Collaborations

We recognise that the efforts of any single actor alone cannot solve a challenge as complex and multi-causal as climate change. Addressing a challenge of this magnitude and intricacy, instead, requires harnessing the collective expertise, resources, and perspectives of diverse stakeholders, including civil society organisations, academic and research institutions, policymakers, industry bodies, technology providers, and peer companies. Our climate and sustainability initiatives therefore adopt a multi-stakeholder approach focused on fostering collaboration, sharing knowledge and best practices, and cross-deploying solutions capable of generating system-wide impact.

This model stems from the core premise that heterogeneous stakeholders possess distinct capabilities, expertise, and knowledge that uniquely position them to contribute to the pursuit of our sustainability goals, and it accordingly aims to leverage the combined strengths of relevant actors. Since successfully implementing such a model requires forging strong partnerships with a broad spectrum of actors, we consistently engage with leading global coalitions, sustainability forums, and industry associations across the globe. These organisations broadly fall into two categories: voluntary multi-stakeholder initiatives and standard-setting bodies. While examples of the former include the United Nations Global Compact (UNGC), Responsible Steel (RS), and the World Business Council for Sustainable Development (WBCSD), the latter category encompasses organisations like the Climate Action Charter, the Global Reporting Initiative (GRI), and the Climate Group.

We also collaborate with various institutions and initiatives based in India. These include the India Hydrogen Alliance (IH2A) and the Indian Business Biodiversity Initiative (IBBI). Such engagements enable us to remain abreast of domestic developments across issues like climate change, green technologies, and biodiversity conservation. Together, our national and international engagements allow us to collaborate with experts and peer organisations to stimulate innovation, shape industry standards, spur the adoption of best practices, and thereby contribute meaningfully to the pursuit of both economy- and sector-wide sustainability goals.

We entered into several high-impact partnerships this year. For starters, we launched an ambitious project in collaboration with Mitsui—a global leader in environmental engineering solutions— to probe the feasibility of integrating biomass and bio-char in our captive power plant and blast furnace operations. Thanks to the knowhow gained through this partnership, we successfully piloted our first biofuel-based decarbonisation project across two facilities. This project successfully replaced a portion of our blast furnace pulverised coal injection (PCI) with bio-char and substituted over 11% of the coal used in our captive power plant with biomass, supporting decarbonisation by decreasing fossil fuel use. We also signed a joint study agreement with Carbon Clean, a start-up at the cutting edge of innovation in point-source carbon capture technology, to explore the viability of deploying their CycloneCC modular technology at our Vijayanagar ISP. This project holds the potential to abate emissions to the tune of 1,00,000 tonnes of CO₂ per year, and it resembles the largest-scale application of this technology in steelmaking to date.

Climate-related risks and opportunities

The intensification of climate change and its wide-ranging social, environmental, and economic impacts has fundamentally reshaped the business risk landscape in recent years by introducing an additional layer of complex physical, transition, and regulatory uncertainties. Recognising that effectively navigating this rapidly evolving landscape, while capitalising on the opportunities it presents, demands a structured, organisation-wide approach, we have integrated climate-related risks and opportunities into our Enterprise Risk Management (ERM) framework. In parallel, we are conducting assessments to identify and address site-specific physical and transition risks. Below, we briefly discuss the most material climate-related risks and opportunities affecting our business, along with the measures implemented to manage and respond to them.

Energy is at once one of the most significant inputs in steelmaking and, when sourced and used responsibly, a potent lever for advancing decarbonisation. For an organisation of our scale and operational complexity, the manner in which we source, consume, and manage energy carries far-reaching implications; it shapes our carbon footprint, cost competitiveness, and long-term competitiveness in an era defined by increasingly stringent regulations, recurring energy shocks, and surging carbon costs.

We have accordingly adopted a three-pronged approach to energy management that seeks to improve the efficiency with which we consume energy across our facilities, expand the share of renewable and low-carbon energy in our overall mix through captive installations, fuel switching, and PPAs, and recover and repurpose energy that would otherwise be lost in our production processes.

We fully recognise that operationalising this strategy demands sustained investment, technological innovation, and precise execution. We therefore approach the energy transition not as a compliance obligation but as a strategic opportunity to future-proof our operations and contribute meaningfully to India's broader energy transition ambitions.

Expanding renewable energy production for captive use

Over the past year, the confluence of soaring fossil fuel prices precipitated by widespread supply chain disruptions and the rapidly improving economics of solar and wind power, which have emerged as the most cost-competitive sources of new electricity generation globally, reinforced the business case for scaling up renewable energy deployment. At JSW Steel, we view these developments not simply as a conducive backdrop but as a clarion call for ramping up both action and ambition. Hence, we have embarked on an ambitious renewable energy programme anchored in the expansion of captive generation capacity, long-term power purchase agreements (PPAs), and the adoption of emerging technologies.

Our captive renewable energy strategy primarily focuses on deploying solar and wind power, both of which offer unique advantages given the consistently high wind speeds and hours of sunlight found across many of our operating locations. In FY 2025-26, we commissioned additional solar and wind energy projects, increasing our cumulative installed renewable energy capacity to approximately 1 GW. We also approved the installation of 320 MWh of battery storage capacity to enhance the dispatchability of this energy and counteract intermittency concerns. With an additional ~1.5 GW of solar and wind capacity currently under commissioning, we remain committed to systematically elevating the share of renewable energy in our overall power mix and thereby lowering our carbon footprint, bolstering energy security, and furthering our long-term decarbonisation objectives.

Beyond solar and wind power, this year, we took a decisive leap toward fulfilling our ambition of fostering the maturation of India's fledgling green hydrogen ecosystem and leading the commercial-scale deployment of the technology in the global steel sector by striking a seven-year off-take agreement with JSW Energy. Under this arrangement, JSW Energy will supply Vijayanagar Works with green hydrogen manufactured at its recently commissioned 3,800 TPA electrolyser, the largest in India, located adjacent to the facility for use in its DRI operations.

Unlocking energy efficiency improvements

While the production and procurement of renewable energy will undoubtedly play a critical role in shrinking the carbon footprint of our operations over the long term, we remain equally committed to unlocking the potential of energy efficiency improvements to deliver tangible, near-term reductions in both our emissions and our cost base. In furtherance of this objective we have adopted an agile energy efficiency strategy grounded in consistent monitoring and data-driven decision-making. We also conduct regular energy audits across our facilities to determine energy consumption hotspots, identify inefficiencies, and benchmark performance against best-in-class industry standards. In parallel, to instil a commitment to energy consciousness across operational teams, we conduct regular energy efficiency training and awareness programmes. These initiatives help foster a culture of prudent energy use and empower employees to identify opportunities to reduce energy consumption across our operations.

The energy systems that power conventional steelmaking are largely linear in nature. Based on a 'take-make-waste' model, these systems extract finite natural resources, convert them into energy through combustion, and generate waste gases and heat as inevitable by-products.

At JSW Steel, we have endeavoured to challenge this prevailing paradigm guiding the design of energy systems across industries worldwide by designing a circular model that recovers and repurposes the waste gas and heat streams emanating from our production processes into alternate sources of energy. The table below provides an overview of some of the major waste and gas streams we have identified and the pathways through which we are re-deploying them in our operations.

Supplying the steel needed to achieve India's renewable energy ambitions

Under its Paris Agreement NDC, India has committed to installing 500 GW of nonfossil fuel-based energy capacity, of which wind energy will account for approximately 100 GW and hydropower a further 55–70 GW. Both rank among the most steelintensive forms of energy infrastructure. The Indian Ministry of Steel estimates that an average onshore wind turbine requires roughly 100–180 tonnes of steel per MW of installed capacity, while constructing civil, mechanical, and transmission structures underpinning large hydropower projects often warrants procuring hundreds of thousands of tonnes of steel.

The realisation of India’s renewable energy ambitions accordingly hinges on a stable, long-term supply of high-quality steel products capable of meeting demanding performance, durability, and sustainability requirements. As India's pre-eminent steel producer, we believe we have both an opportunity and a responsibility to play a central role in helping meet this demand. Therefore, over the past few years, we have strengthened our capabilities across specialised steel grades, value-added downstream products, and low-emissions manufacturing processes tailored to the evolving needs of the renewable energy sector.

These efforts are allowing us to contribute to the energy transition at a system-wide scale, not only by decarbonising our own operations but also by providing the reliable, low-carbon materials and solutions needed to catalyse growth in sectors at the heart of the emerging low-carbon economy.

Our operations, like those of any integrated steel producer, are inherently resource-intensive, with coking coal, iron ore, and fluxes serving as critical inputs. We therefore recognise that the continuity of our operations is contingent on a reliable and stable supply of these materials, and that their finite nature renders responsible natural resource stewardship not only an environmental imperative but also a strategic business priority.

Guided by this understanding, we have implemented an enterprise-wide resource management strategy built around three mutually reinforcing pillars: preservation, efficiency, and circularity. By ingraining these principles into our operational philosophy and day-to-day decision-making, we are steadily transitioning from the linear 'extract–use–dispose' model that characterises much of the global manufacturing sector toward more circular, closed-loop systems. These systems emphasise the reuse, recycling, and repurposing of by-products to pare back dependence on virgin resource extraction and enhance resource efficiency across our operations.

Specific Material Consumption

Expanding scrap steel use

We firmly believe that ferrous steel’s theoretically infinite recyclability affords us a distinct competitive advantage in advancing resource circularity. To capitalise on this inherent strength, we are systematically scaling up the use of scrap steel across our operations, recognising it as both a powerful decarbonisation lever and a critical enabler of sustainable steelmaking.

During FY 2025-26, we utilised 3,37,000 MT of external scrap steel across our operations, representing a 70% y-o-y increase and underscoring the growing integration of recycled materials into our steelmaking processes. To further anchor this effort in a stable and reliable supply of high-quality scrap, we are establishing dedicated 0.5 million tonnes per annum (MTPA) external scrap steel recycling and processing facilities in both Maharashtra and Tamil Nadu.

Looking ahead, as India’s scrap collection ecosystem matures and our processing capabilities expand, we remain committed to ratcheting up scrap consumption across our plants and positioning scrap-based steelmaking as a foundational pillar of our long-term decarbonisation strategy and broader transition towards a circular, low-carbon future.

Resource efficiency and material optimisation

While global steel demand will surge sharply in the coming years, primarily prompted by large-scale infrastructure development across the developing world and the accelerated deployment of steelintensive renewable energy, the stockpile of essential resources needed for steel production, be it iron ore or coking coal, will grow increasingly constrained. Hence, recognising that this growing dissonance between resource demand and supply warrants a strategic focus on resource efficiency, we have amplified our efforts to reduce consumption through process improvements, enhanced handling systems, and the digital monitoring of usage patterns.

Today, water remains one of the most critical resources underpinning industrial production cycles across major sectors of the global economy. While steelmaking relies on substantial volumes of water for applications such as cooling, descaling, cleaning, and dust suppression, it consumes a relatively trivial amount, as contemporary steel plants now widely operate closed-loop and circular water systems that return the lion's share of extracted water to its initial source after treating it to purge impurities.

India, nonetheless, faces a dual predicament when it comes to freshwater. On one hand, a combination of pressures—breakneck population growth, an industrial boom, and whirlwind agricultural expansion, among others—have rendered India one of the world's most water-stressed nations globally. Simultaneously, years of unplanned urbanisation have led to a marked decline in water quality near major population centres, undermining both public health and community well-being.

Against this backdrop, freshwater preservation has emerged as a fundamentally crosscutting issue for steelmakers that is not only an operational priority but also a pathway for fostering healthy and thriving communities. In response, we have adopted a comprehensive water stewardship strategy that combines scientific knowledge, data-driven methodologies, and community engagement to reduce freshwater consumption within our operations, while concomitantly ensuring that our water use does not compromise the availability of this vital resource for surrounding communities and ecosystems.

Water management within our plants

Each of our facilities possesses a unique water profile; in other words, water sources, consumption patterns, and treatment requirements diverge significantly across our operations. In effect, rather than adopting a one-size-fits-all approach, we tailor our water-related interventions to the specific needs and operational characteristics of each site. To this end, we first acquire a nuanced understanding of site-specific water dependencies, inefficiencies, and associated risks and opportunities by applying a three-layered assessment strategy:

• Hydro-ecological appraisals — The predictive insights gleaned through these studies allow us to forecast how drawing water from available sources could influence the resilience of local aquatic ecosystems and surrounding communities. In doing so, they enable us to implement preventive measures that minimise ecological disruption, safeguard biodiversity, and promote long-term sustainability.
• Water audits — By tracking water consumption patterns—from intake and usage to treatment, recycling, and discharge—these regularly conducted assessments allow us to quantify water use, losses, and recovery rates across our operations. They also help identify process inefficiencies that contribute to higher water consumption, thereby informing the implementation of targeted interventions to enhance water efficiency and strengthen circular water management practices.
• Sensor-based continuous monitoring — We have deployed advanced water monitoring systems across our facilities that employ real-time tracking, predictive analytics, smart sensors, and digital dashboards to monitor a wide range of water-related metrics. These systems equip our operational teams with continuous, data-driven insights, enabling the timely identification of deviations in water usage patterns and facilitating swift corrective action to optimise water efficiency and performance.

Fitted with the intelligence garnered through these assessments, we introduced a targeted portfolio of interventions aimed at reducing freshwater withdrawal, maximising water recovery, and strengthening circular water management across our operations this year. These include:

• Closed-loop water recycling — Linear 'extract-use-release' models exacerbate water depletion and environmental degradation by leaving opportunities to recirculate process water untapped, relying on fresh streams, and increasing the volume of wastewater released. To address such inefficiencies, we have introduced closed-loop systems that capture, treat, and re-use process water by leveraging advanced technologies such as reverse osmosis and dissolved air floatation where operationally feasible.

• Rainwater harvesting — Operating in regions with prolonged monsoon seasons presents an opportunity to repurpose incoming precipitation as a supplementary water source. Hence, we have launched a Rainwater Harvesting Programme (RHP) that transforms idle locations across our facilities, such as rooftops and open land, into reservoirs to store rainfall and re-routes it for use in our processes through a network of pipes, thereby lowering our dependence on freshwater drawn from rivers, lakes, and groundwater sources.
• Process innovations — Certain steelmaking processes, especially coke wet quenching and steam generation, are inherently water-intensive. Hence, replacing these processes with low-water or gas-based alternatives presents one of the most effective pathways to diminish the overall water footprint of our operations. In line with this approach, we have implemented Coke Dry Quenching (CDQ) systems across our facilities. Unlike conventional coke wet quenching, which relies on large volumes of water to cool hot coke, CDQ employs a closed-loop system that uses inert gas for cooling. CDQ not only significantly reduces water consumption but also recovers thermal energy from the circulating gas for power generation, thereby delivering both water and energy efficiency improvements.

Overall, thanks to this continuous cycle of assessment and intervention, we have experienced no water-related incidents that have materially affected our costs or revenues over the past four fiscal years.

Water management beyond our plants

Water forms the lifeblood of communities, sustaining drinking needs, agricultural livelihoods, and sanitation. Since water constitutes a shared, common pool resource, the manner in which one actor uses it can directly shape the ability of others to access it.

We recognise that sharing watersheds with surrounding communities carries with it the profound responsibility to manage our water use in ways that preserve and, wherever possible, actively enhance their capacity to meet their own needs. Hence, our water stewardship strategy adopts a systems perspective that extends well beyond the boundaries of our facilities.

We carefully consider how our withdrawal of water from shared sources may affect local communities and ecosystems, and we translate this awareness into concrete action by constructing and restoring water harvesting structures, percolation ponds, community wells, and pipeline networks across surrounding villages. These initiatives remain anchored in a collaborative, bottom-up approach that aligns our conservation efforts with the lived water realities of local communities.

Solid waste generation is an inherent consequence of industrial production, and steelmaking is no exception. Across its lifecycle, the steelmaking process yields multiple by-products, including slag, dust, ash, sludge, and tailings, each of which presents unique challenges in terms of handling, treatment, and disposal.

At JSW Steel, however, we view this challenge not as a constraint but as an opportunity to identify and develop new pathways for resource recovery, value creation, and the advancement of circular and sustainable steelmaking practices.

As steel production grows to meet soaring global demand, the volume of the by-products it engenders will concomitantly rise over the coming years. Furthermore, this anticipated uptick will likely unfold alongside tightening regulatory requirements promoting responsible waste management and shrinking landfill capacity. Taken together, these pressures will compel steelmakers to move beyond compliance-driven waste disposal and adopt ambitious measures that minimise waste production, enhance material recovery, and promote reuse.

At JSW Steel, in anticipation of such shifts, we have embraced an enterprise-wide Zero Waste to Landfill (ZWTL) commitment that aims to divert the entirety of our solid waste away from permanent disposal, primarily by refashioning waste streams once regarded as liabilities into secondary resources that, after processing and re-integration, substitute for virgin raw materials, reduce input costs, and lower the environmental footprint of production.

Translating our ZWTL Vision into on-the-ground action

We follow a four-step waste management hierarchy to operationalise our ZWTL commitment.

• Curb waste generation at source: Deriving from our belief that the most effective way to manage waste is to prevent it from arising in the first place, this step seeks to curtail the volume of by-products generated per unit of production through continuous process optimisation and operational discipline.
• Promote reuse and recycling: This step entails rigorously sorting waste at source across all our facilities and channelling recoverable materials— such as scrap metal, process dust, and industrial sludge—toward appropriate recycling and recovery streams rather than disposal.
• Recover residual value: This step involves upcycling or recovering energy from materials we cannot directly reuse or recycle. Examples include deriving thermal energy for electricity generation from waste gases and transforming lowergrade by-products, such as blast furnace flue dust, LD sludge, mill scale, and fly ash, into usable forms through pelletisation, briquetting, or further beneficiation.
• Safe and responsible disposal: At this stage, if operational teams determine that disposal is inevitable after contemplating all possible use cases, waste accumulated on site is subject to rigorous characterisation, segregation, and handling protocols to prevent environmental contamination and protect the health of workers and surrounding communities.

Together, these ZWTL practices generate various upstream and downstream socio-environmental benefits. Upstream, they lower our dependency on virgin raw materials, attenuate extractionrelated environmental degradation, and decrease overall production costs. Downstream, they alleviate our operations' burden on landfills, prevent soil and water contamination, and avoid the GHG emissions associated with the decomposition and incineration of disposed waste.

Optimising waste management through site-specific assessments, interventions and continuous improvement

Our waste management strategy follows a continuous cycle of assessment, planning, and targeted intervention. We routinely perform comprehensive waste audits across all facilities to develop a granular, site-specific understanding of the types, quantities, treatment pathways, and disposal mechanisms associated with every by-product generated across our operations.

The insights garnered through these assessments enable us to distinguish between unavoidable process residues and inefficiencies that we can address through operational improvements. They also help identify gaps in collection, segregation, handling, and disposal infrastructure that may hinder the effectiveness of our waste management practices. Based on these findings, we design and implement targeted interventions tailored to the distinct operational realities and waste profiles of individual facilities. We also deliver waste reduction training sessions to our employees to help them develop the skills and operational know-how needed to meaningfully contribute to waste minimisation across our operations.

Ultimately, this data-driven approach allows us to refine our waste management practices in consonance with evolving operational requirements, technological advancements, and circular economy principles.

Closed-loop water management systems represent one of the most effective mechanisms available to industrial operators seeking to reconcile operational water requirements with environmental responsibility. By enabling the continuous treatment, recovery, and internal reuse of wastewater, these systems decouple production activity from freshwater withdrawal and external discharge, thereby enhancing resource efficiency, supporting regulatory compliance, and protecting surrounding ecosystems in concurrence. Our commitment to maintaining Zero Liquid Discharge (ZLD) across all operational sites reflects our embrace of this operational paradigm.

ZLD: Our guiding commitment

ZLD represents one of the most rigorous standards in industrial wastewater management. It requires companies to treat, recover, and internally reuse virtually all wastewater generated through their operations, consequently forestalling the discharge of untreated effluents into the natural environment.

Site-specific ZLD systems

We have established dedicated ZLD systems across all our facilities. These systems deploy advanced water treatment technologies, including reverse osmosis, nano-filtration, and other high-efficiency purification processes, to treat wastewater to a quality suitable for reuse within captive industrial applications. We subsequently reintegrate the treated water into our operations for activities such as cooling, slag quenching, gas cleaning, and other non-potable process requirements, thereby strengthening circular water use across our facilities.

Beyond preventing the discharge of untreated effluents, this circular approach delivers significant environmental and operational benefits. By maximising the internal recovery and reuse of treated water, our ZLD systems systematically whittle down our dependence on freshwater withdrawals from external sources, allay pressure on local water ecosystems, and reinforce the broader resource-efficiency and circularity objectives embedded within our Sustainability Framework.

Air quality management carries direct implications for the health of the communities in which we operate and the integrity of the ecosystems that surround our facilities. We recognise that steelmaking results in the release of airborne pollutants that demand continuous attention, and we remain resolute in our commitment to managing these with rigour, transparency, and accountability. To this end, we have structured our air emissions management efforts around three interrelated strands of action: technology deployment, digital monitoring, and integrated materials management. This three-pronged approach delivers sustained air emissions reductions while strengthening operational oversight and driving long-term air quality improvements.

Technology-driven air emissions control

During FY 2025-26, we continued to deploy advanced air pollution control systems across our facilities, with a particular focus on sintering and other high-temperature processes that constitute significant point sources of particulate matter (PM), oxides of sulphur (SOx), and oxides of nitrogen (NOx). Most notably, we became an early adopter of MEROS (Maximised Emission Reduction of Sintering) technology—an advanced dry off-gas cleaning system that enables the highly efficient, simultaneous removal of dust, heavy metals, dioxins, and acidic gases such as SOx from industrial exhaust streams, while eliminating the need for conventional wet scrubbing systems—thereby enhancing both air quality and water efficiency.

In parallel, recognising that fugitive emissions from material handling and storage remain a significant yet often under-addressed contributor to ambient air quality impacts, we strengthened our dust management infrastructure through the targeted deployment of mist cannons and dust suppression systems at key material handling, stockpiling, and transfer points across our facilities. Collectively, these interventions have significantly strengthened our ability to control dust emissions at source, further enhancing the robustness of air quality management across our operational footprint.

Digital monitoring

At JSW Steel, our sustainability strategy remains firmly anchored in the principle that ‘you cannot manage what you cannot measure.’ Accordingly, we endeavour to collect accurate, current, and decision-useful data across the full range of sustainability KPIs that are materially relevant to our operations.

Among these, the monitoring of air emissions represents a particularly challenging undertaking for industrial organisations by dint of the sheer breadth of the spectrum of parameters, ranging from particulate matter to sulphur dioxide, which they must quantify and track. The multiplicity of point sources, such as smokestacks, high-emitting processes, and standalone machinery, typically found across ISPs further compounds this challenge in the steel sector’s context.

To overcome this challenge, we have implemented a comprehensive, technology-based system for monitoring air emissions. Continuous Emission Monitoring Systems (CEMS), which form the core of this framework, provide real-time, uninterrupted measurement of key pollutants—including particulate matter, SOx, NOx, and carbon monoxide—across major point sources. By further integrating AI-based flare monitoring, advanced data analytics, and predictive decision-support tools, this system enables our teams to pre-empt potential deviations and optimise processes to minimise emissions at source, ensure regulatory compliance, and continuously strengthen overall air quality management across our operations.

Integrated materials management

We acknowledge that the transport of raw materials and finished products constitutes an equally significant source of air emissions as our production processes themselves. Hence, our air emissions strategy extends beyond process boundaries to encompass the full scope of operational activity, spanning raw material haulage, intra-facility logistics, and personnel mobility. Three key initiatives illustrate the breadth and ambition of our approach in this regard.

• Pipe conveyor systems: The vertically integrated nature of our operations affords us significant leeway in how key raw materials are transported post-extraction. We have therefore intensified our efforts aimed at establishing sustainable transportation systems that move materials from our mines to their points of use in a manner that is both cost-effective and environmentally sensitive. Our 24-kilometre pipe conveyor system, which transports raw materials from nearby mines to our Vijayanagar ISP, represents a prime example of this approach. By foregoing road-based haulage, which is inherently prone to the wind-driven dispersion of dust fines contained in bulk materials, this system meaningfully mitigates fugitive dust emissions and vehicular exhaust emissions deriving from conventional trucking operations along the entire transport corridor.
• Covered storages: The open-air storage of bulk raw materials is a persistent and often underestimated source of fugitive dust emissions, particularly under conditions of high wind or mechanical disturbance during loading and unloading operations. In response, we have expanded our covered storage infrastructure at strategic locations across our facilities, enclosing stockpiles and material handling areas to contain dust at source.
• Electrification of personnel mobility: Vehicular traffic associated with the daily movement of personnel across our expansive plant campuses represents a diffuse but cumulatively significant source of exhaust emissions and localised air quality degradation. We have accordingly initiated the progressive deployment of electric vehicles and buses for employee transport within and beyond our facility boundaries. By transitioning away from internal combustion engine-based mobility, this initiative reduces vehicular exhaust concentrations in and around our operational sites, contributing to improved ambient air quality for our workforce and the communities in close proximity to our facilities.

Air emissions

Steel production is, at its core, a resource-intensive undertaking that draws heavily upon the natural environment, including land, water, and raw materials. As a result, our operations inevitably interact with the ecosystems and species that inhabit the landscapes in which we operate. This interdependence cuts both ways. On one hand, we possess significant natural capital dependencies by dint of which our operational resilience remains inextricably tethered to the health, stability, and integrity of surrounding ecosystems. On the other hand, the pressures associated with industrial activity can adversely affect these very ecosystems if not managed with rigour and care. Our commitment to biodiversity management stems from this dual commitment—of dependency and responsibility in equal measure—and induces us to move decisively beyond a compliance-oriented posture toward one grounded in genuine ecological accountability and a determination to leave the natural environments in which we operate measurably better than we found them.

No net loss of Biodiversity

We have set ourselves the clear mandate of achieving NNL of biodiversity across our operational footprint by 2030. In pursuit of this objective, we have adopted a structured mitigation hierarchy—Avoid, Minimise, Restore, and Offset—which now serves as the foundational framework guiding how we assess, manage, and mitigate biodiversity impacts across the lifecycle of our operations and projects. Critically, we have not confined this framework to our environmental function; rather, we have embedded it within our Enterprise Risk Management (ERM) framework, positioning nature-related considerations alongside financial, operational, climate, and reputational risks and opportunities in decision-making processes across all levels of the organisation.

Measurement Framework and Disclosures

Credible progress towards NNL demands rigorous, scientifically grounded measurement of biodiversity impacts. Thus, we have developed a site-level biodiversity assessment and accounting approach aligned with internationally recognised standards and frameworks, including the TNFD LEAP approach, IFC Performance Standard 6, IUCN guidance, the Biodiversity Protocol, and relevant national regulatory requirements. Building on this foundation, the approach also incorporates the Double-Entry Bookkeeping (DEBK) methodology under the Biodiversity Protocol and the IUCN Biodiversity Indicator and Reporting System (BIRS), enabling us to account for historical ecosystem losses and gains in a structured and comparable manner.

Within this overarching methodology, we track biodiversity impact across four interrelated dimensions: the extent of land disturbed, restored, and actively managed; the ecological functionality and resilience of restored habitats; the status of species of conservation significance; and the condition of critical ecosystem services, including water regulation and soil conservation. Together, these dimensions provide the analytical breadth and methodological rigour required to consistently assess, quantify, and benchmark biodiversity impacts across our diverse operational contexts.

In FY 2025–26, we completed baseline biodiversity assessments at our Dolvi, Salem, and Vasind facilities, establishing a robust foundation for ongoing impact measurement, performance tracking, and long-term target setting across these sites. We also took a further step toward greater transparency and accountability in managing our nature-related impacts and dependencies by publishing our first TNFD-aligned report: a comprehensive disclosure canvassing our governance approach, strategic priorities, naturerelated risks and opportunities, natural capital dependencies, and biodiversity performance. In doing so, we reaffirmed our belief that meaningful progress on biodiversity must be visible, verifiable, and open to scrutiny from all stakeholders with an interest in how we manage our relationship with the natural world.

Advancing biodiversity conservation through TNFD-aligned action

Biodiversity surveys carried out across our sites have recorded the presence of 3 Critically Endangered, 9 Endangered, and 11 Vulnerable IUCN Red List species, confirming that our operational landscapes serve as habitats for fauna and flora of considerable ecological value. This revelation has lent both urgency and purpose to the rigour with which we approach their stewardship.

This year, we significantly deepened our conservation efforts, with our restoration programmes shifting decisively away from conventional compensatory plantation approaches toward ecosystem-specific rehabilitation strategies aimed at reviving ecological functionality and strengthening long-term resilience. As of FY 2025-26, site-specific biodiversity monitoring programmes are now operational across 100% of our locations, facilitating continuous oversight, early detection of ecological stress, and proactive ecosystem management across our entire operational footprint. The findings derived through this monitoring directly inform the design of on-the-ground conservation actions, including the reintroduction of native species, the implementation of habitat-sensitive restoration practices, and nature-based solutions (NbS).

We have made equally significant strides in ecosystem services enhancement— an area we regard as integral to, rather than separate from, our NNL commitment. Targeted interventions across our operations have delivered an estimated annual water recharge of 41.16 million m³ and scaled back our freshwater dependency by 22.43%, simultaneously counteracting operational vulnerabilities and generating measurable ecological benefits across the surrounding landscape. On the risk management front, we

achieved 100% coverage in assessing our sites for biodiversity risk in alignment with the TNFD framework; of the 15 sites identified as ‘High’ or ‘Very High’ risk, each carries a robust, approved mitigation plan with clearly defined accountability structures, timelines, and KPIs. We have fully incorporated these risks into our ERM framework, subjecting them to continuous monitoring through established governance and review mechanisms and ensuring that biodiversity management remains a centrally governed organisational priority.

In recent years, we have sought to integrate our operations vertically, driven by a recognition of the multifaceted benefits this strategy can offer. By gaining greater control over our supply chain, vertical integration strengthens our resilience against external disruptions, improves operational efficiency, and contributes to the reduction of Scope 3 emissions. As part of this effort, we have expanded our mining footprint across India, improving supply certainty for key raw materials and enhancing operational resilience through greater control over upstream value chain linkages.

Regardless, we recognise that this expansion carries with it an equally compelling responsibility to ensure that the extraction of mineral resources is undertaken responsibly, with due regard for environmental integrity, biodiversity conservation, and the long-term resilience of the landscapes in which we operate.

While mining is often regarded as an inherently polluting and ecologically damaging activity, we seek to challenge this perception by ensuring that our mines uphold the highest environmental standards, coexist symbiotically with the local environment, and ameliorate rather than disrupt the livelihoods of surrounding communities. To achieve this goal, we employ a robust sustainable mining strategy that embeds environmental and social considerations at every stage of our operations—from breaking ground to the extraction and transport of mined materials.

Mitigating mining's environmental risks through certified management systems

Mining carries significant environmental consequences, including the degradation of ecosystem integrity and the pollution of air and water resources, which, left unaddressed, can engender indirect and compounding effects on human health and community well-being. We counteract these risks by ensuring that all our mining activities comply with stringent, globally recognised environmental management standards. All major mining facilities now hold certification under EMS ISO 14001:2015, reflecting management systems designed to continuously monitor and minimise environmental impacts, promote resource efficiency, and ensure regulatory compliance.

Embedding circularity principles in mining operations

The safe management of tailings remains among our highest environmental priorities, given its direct implications for the health of nearby communities and the integrity of surrounding ecosystems. Our approach to tailings management extends well beyond safe containment: we treat tailings as a resource rather than a liability. Across our mines, we have installed state-of-the-art containment systems and established tailings ponds to store intercepted materials securely. Where feasible, we recover valuable minerals from stored tailings; where recovery is not viable, we ensure safe storage. This approach minimises waste, reduces the environmental footprint of our operations, and generates cost savings by limiting the need for waste transport and external disposal.

Responsible tailings management

The responsible management of tailings is fundamental to our commitment to environmental stewardship, operational excellence and sustainable mining. We recognise that effective tailings management is critical to protecting our employees, host communities, the environment and the long-term value of our operations. Our approach is based on sound engineering principles, robust governance, proactive risk management and continuous monitoring throughout the lifecycle of our Tailings Storage Facilities (TSFs).

Our tailings ponds aim to blend environmental safety with resource recovery and circularity.

While they incorporate advanced lining systems and geotechnical measures to enhance safety, they also serve as closed-loop systems, wherein the water consumed in beneficiation is virtually completely reclaimed and recycled through thickening, paste backfill methods, and intricate piping systems. We further strive to regularly implement structural reinforcements to ensure seismic safety and curb seepage.

A nature-positive approach to responsible mining

While mining is widely perceived as a significant driver of biodiversity loss, we firmly believe that meaningful opportunities exist to reverse this trend. We therefore conduct detailed impact assessments to identify potential threats our mining activities pose to local biodiversity and implement targeted interventions in response. These include the establishment of wildlife corridors to allow local fauna to navigate areas surrounding our mines safely, the creation of buffer zones to safeguard keystone species and critical ecosystems, and sustained investment in habitat restoration. Awareness programmes, which equip our workforce with a thorough understanding of local biodiversity and the role they can play in its protection, complement these measures.

Tailings governance framework

• Our Tailings Management Framework is designed to ensure that tailings storage facilities are managed in alignment with recognised international good practices, applicable regulatory requirements, and internal management standards. The framework establishes clear governance, accountability, and oversight to support the safe and responsible management of tailings-related risks.

Together, these standards provide a structured approach to identifying, assessing and managing tailings-related risks while ensuring compliance with legislative obligations and industry best practice.

The integrity and performance of our tailings storage facilities are continuously monitored through a comprehensive inspection and assurance programme. This programme is designed to identify potential risks early, verify compliance with operating requirements and support continual improvement.

Key activities include:

• Routine operational inspections in accordance with established checklists.
• Surveys to monitor facility condition, embankment stability and storage capacity.
• Applicable audits conducted to promote consistency, knowledge sharing and adherence to company standards.

Findings from inspections and audits are tracked through formal action management processes, with corrective actions monitored to completion and lessons incorporated into operational practices.

Re-envisaging mine-to-plant logistics for environmental gains and operational efficiencies

When assessing the environmental impacts of mining, attention tends to concentrate on the extraction stage. Yet the transportation of mined materials carries equally consequential, and frequently underappreciated, environmental costs, including greenhouse gas emissions, air and noise pollution, and habitat fragmentation.

To manage these overlook socio-environmental consequences, we have focused on engineering sustainable transportation systems that simultaneously reduce environmental impact and improve the speed and efficiency with which mined materials reach their point of use. Our 24-kilometre pipe conveyor system, which transports iron ore fines from our captive mines to our largest Integrated Steel Plant at Vijayanagar, stands as the most prominent expression of this commitment. By displacing truck-based transport at scale, the system has materially reduced greenhouse gas emissions, curbed dust and noise pollution, and shortened transport timelines— concurrently advancing the sustainability and operational efficiency of our mining operations.

The sustainability of our operations and the health, well-being, and welfare of the communities living near our facilities are not separate considerations; they remain inherently and inextricably linked. Steel production entails multiple industrial processes that, in the absence of appropriate safeguards, hold the potential to exacerbate air, noise, and water pollution, with direct and measurable consequences for surrounding communities. We recognise this intersection not as a risk we must manage at arm's length but as a responsibility that sits at the centre of how we design and implement our operational strategy.

Our community engagement framework

To translate this commitment into structured, accountable action, we have adopted a community engagement framework centred on four core steps: identification, prevention, engagement, and surveillance.

• Identification involves the systematic mapping of communities in our operations' vicinity, the potential environmental and social impacts our activities may generate, and the specific vulnerabilities and needs of affected populations.
• Prevention directs us to design our operations and sustainability interventions in ways that anticipate and avoid unintended consequences for local communities before they arise, rather than responding to them after they transpire.
• Engagement reflects our commitment to active, ongoing dialogue with the communities we affect and incorporating their perspectives into our decision-making processes, promoting public participation in our initiatives, and integrating traditional ecological knowledge where available and relevant.
• Surveillance ensures that the impacts of our operations and the outcomes of our interventions are monitored continuously, enabling us to identify emerging concerns early and adapt our approach accordingly.

Together, these four principles form the foundation of a framework that seeks to not only protect communities from the potential adverse effects of our operations but also help them cultivate a deeper understanding of contemporary environmental challenges, their complex impacts, and the adaptation and mitigation strategies available to them.

Local employment and community skills development approach

We also remain steadfast in our commitment to creating opportunities for local communities and strengthening regional economies. We offer training programmes to enhance the employability of local individuals, equipping them with skills relevant to our operations, and recruit them on a case-by-case basis, depending on operational requirements. Given our extensive operations across different regions in India, we define ‘local’ at the country level (i.e., India). Thus, at the site level, all employees are recruited from within India, and all senior management roles are filled by individuals recruited from within the country.

Climate change and the transition to net zero represent tectonic shifts for the steel sector. They are not only giving rise to various physical and transition risks and opportunities that, if not managed effectively, could jeopardise the continuity of the industry's operations but are also fundamentally altering prevailing demand patterns for steel products. In particular, the growing global emphasis on sustainability, coupled with an upswing in climate-conscious consumerism, is gradually increasing demand for cleaner, low-carbon materials and greater transparency regarding the sustainability performance of products.

Maintaining competitiveness in an era where rapid decarbonisation promises to reshape every aspect of society, be it infrastructure, manufacturing, or transportation, requires businesses to innovate new products and concomitantly embed the principles of sustainability and responsible climate stewardship at the very core of their product innovation processes. With this in mind, we are endeavouring to re-envision our existing products and design new offerings that deliver superior performance, enhance the sustainability of our operations, and hold the potential to serve as catalysts for our growth in this era of mounting climate action. In concurrence, we are enhancing the availability and quality of sustainabilityrelated product information, enabling customers and other stakeholders to better understand the environmental attributes and lifecycle impacts of our offerings.

Certified for product sustainability

As the transition to a low-carbon economy gains irreversible momentum, we recognise that accurately and effectively communicating our products' environmental footprint to customers is becoming indispensable for sustaining business growth and expanding our customer base. Therefore, we have intensified our pursuit of globally recognised third-party sustainability certifications in recent years.

The application process for these certifications typically entails rigorous assessments that evaluate the environmental performance of a company’s products. By successfully completing these assessments and meeting a set of other prerequisites, firms earn the right to use accompanying eco-labels, which signal a product’s superior environmental performance to consumers and foster more informed, data-driven purchasing decisions.

GreenPro certification

The highly coveted GreenPro certification, conferred by the Confederation of Indian Industry (CII), is one such example. Companies receive GreenPro certification based on an intricate and stringent life cycle assessment process that systematically examines a product's environmental impact at every stage of its lifecycle, spanning raw material extraction, manufacturing, usage, and end-of-life disposal. The receipt of this certification indicates a company's commitment to sustainable practices and provides consumers with confidence that the product satisfies industry-leading environmental standards.

Over the past few years, we have significantly broadened our portfolio of GreenPro-certified products. Most notably, we have established ourselves as one of India's first steelmakers to earn GreenPro certification for automotive-grade steel products. We believe these products will play a pivotal role in helping our customers in the auto-manufacturing sector reduce the environmental footprint of their products and, in turn, meet the mounting demand for more sustainably produced vehicles, with lower embedded emissions, spurred by evolving customer preferences and regulatory changes.

Key features of JSW GreenEdge

JSW GreenEdge offers several key advantages to customers:

1. Access to lower-carbon emissions steel.
2. Credible and verifiable claims, supported by independent certification.
3. Alignment with emerging market expectations, including evolving carbon disclosure and procurement requirements.
4. Flexibility to integrate sustainability into procurement strategies.

For JSW Steel, GreenEdge represents a strategic enabler to accelerate investments in decarbonisation while responding to growing market demand for low-carbon materials. It bridges the gap between current technological constraints and future pathways to near-zero steel, enabling immediate climate action. Through JSW GreenEdge, we are not only reducing emissions within our operations but also empowering our customers to participate meaningfully in the low-carbon transition—building a more sustainable and resilient steel ecosystem.

Performance overview - product sustainability