Numbers are for Vijaynagar, Dolvi, Salem and Corporate office.
| Parameters | JSW Mines | JSW Salav | JIGPL | ARCL |
|---|---|---|---|---|
| Permanent (Nos.) | 253 | 297 | 41 | 205 |
| Management (Nos.) | 79 | 73 | 27 | 151 |
| Non Management (Nos.) | 174 | 224 | 14 | 54 |
| Male (Nos.) | 239 | 288 | 40 | 200 |
| Female (Nos.) | 14 | 9 | 1 | 5 |
| New Hire (Nos.) | 16 | 1 | 13 | 18 |
| Separated (Nos.) | 9 | 18 | 3 | 17 |
Workforce represented through employee association(s) under the provision of collective bargaining
New permanent employees joined in FY 2021-22
Eligible employees receiving regular performance and career development reviews
We are an equal opportunity employer, irrespective of gender, age, cast, religion or colour. Our recruitment policy ensures that we have a diverse workforce that brings together people from various areas of expertise, cultures, age groups and so on. We have devised a robust roadmap that allows us to build an inclusive workforce with greater participation of women and minority groups.
Senior management (Band 4 and above)
Male
Female
During the year on March 8, 2022, we celebrated International Women’s Day, articulating the new theme of “Gender equality today for a sustainable tomorrow”, with a fresh call to action through #BreakTheBias.
Despite the progress made towards achieving gender equity, it is witnessed that the gender equality gap is not completely closed. Given this backdrop, we at JSW Steel, took a significant plunge in our business from setting public commitments to taking actionable measures. An effort to further our diversity and inclusivity interventions against gender inequality, we launched India’s best fully women-run Cut-To-Length (CTL) unit, operational at Hot Strip Mill-2; on this International Women’s Day. This inclusive achievement is one of the stepping stones to break out of business-as-usual scenarios to drive concrete action toward achieving gender equality.
The CTL line deploys heavy equipment such as un-coiler, straightener, brushing machine, trimmer, leveler, flying shear, and stacker which will be run by a strong team of 61 women across three shifts, comprising on-roll, associates, and outsourced employees.
“At JSW, we are delighted to inaugurate India’s best CTL-8 Line powered entirely by women. Through this unit, we aim to skill and empower more women, which will result in a gender-diverse & inclusive workforce at our shop floors as well”
The JSW Group lays emphasis in providing equal opportunities for women to excel in various fields and levels. Women are provided with opportunities and are encouraged to work across various posts. Mr. Sajjan Jindal envisioned to bring about a cultural change across the Group, and this vision was underpinned with the gender diversity strategy, driven by our leadership team led by Ms. Sangita Jindal who has spearheaded the idea of including a diverse workforce in our organisation.
At JSW SCPL, Vasind, women with Diploma and BSc are trained and given an opportunity to operate a complete line across three shifts at CGL 3. The line is successfully running with a focused approach and a strong vision of the JSW on roll women Diploma engineers (DETs). We have additionally hired 67 women employees at Vasind, taking our total women employee count to 94. This pilot project has resulted in enhancing the gender diversity from 2% to 12.5% at Vasind. Once this model is stabilized, we have plans to replicate it at Tarapur and Kalmeshwar Works in a phased manner.
We undertook various gender awareness sessions, which include the following:
6 - at Vasind and Dolvi plants
2 - at Vasind and Dolvi plants
4 - For committee members: 1
Sessions completed
Our flagship ‘Springboard’ diversity initiative continues, with the IIM Bangalore Women Leadership Journey into its third batch now. Under this initiative, every year, a group of 21 high-performing women are selected to go through a development journey designed and delivered by IIM Bangalore to enhance their capability of becoming future leaders. The programme addresses needs highlighted by the Development Centre while focusing on the broad themes of JSW’s Potential Framework.
The study modules include topics ranging from Self Awareness, Career Management, Personal Branding to strategic topics such as Macro Economics, Industry Analysis and Digitalisation. The programme also focuses on leadership skills, with studies on Influence Tactics and Skills to Lead Change. The participants are required to go through a structured Individual Development Plan as well as Action Learning Projects to implement their learnings.
We have launched an all new JSW Women Network, an online networking forum for women employees of the JSW Group where they get a chance to network and share their learnings, develop and grow together. The forum is updated regularly with posts to keep the engagement up, facilitating peer learning. The platform, hosted on the myJSW platform, enables easy access and is proving to be a sustainable addition to the forum.
Trust index score achieved with JSW Voice Survey
During the reporting period, we conducted three wellbeing and wellness workshops on the topics of Resilience, Emerging Stronger and Recharge for Action.
Through the JSW We Care platform, in association with a leading counselling platform, we made counselling services and self-help tools available 24/7 to JSW employees and their family members. Today, the helpline is the most sought-after self-help tool because of its ease of access and confidential nature.
Counselling services, across telephone, email, video and online, through these platforms have proved to be an effective people management strategy that have helped employees manage stress, personal issues or work-related problems. Over 4,500+ employees and 200+ family members are registered on the platform and access the assessments and other tools available to self-manage stress and related issues. Through the Manager Support service, all managers can avail assistance if necessary.
Launched in 2020, JSW Spotlight is our recognition and rewards platform through which we conducted various awareness sessions on site and virtually during the year; 2,000-2,500 employees are currently active on the platform. We also launched the Marketplace Contest, Take Note Contest, JSW Spotlight Awards-Diversity Edition to enhance the platform.
On roll employees and associates fully vaccinated
Project contract workmen fully vaccinated
Users are satisfied with the JSW Care Platform
At JSW Steel, we offer employees several benefits to ensure a better work-life balance, including a voluntary pension programme.
Insurance coverage for dependent family members of employees in case of disability while in service; all on-roll employees of the JSW Group companies in the grades L01-L19, including trainees and probationers, are eligible
Financial assistance to the family of the employee in the event of accident or natural death, while in service; all employees on the rolls of JSW Group companies in the grades
L01-L19, including trainees and probationers are eligible
To encourage our employees to shift from fossil fuel-powered IC engine vehicles to EVs, we are incentivising employees in Grade L10-L18 to acquire EVs under the existing Car Lease Policy of the Company; eligible employees who opt for EV under the Car Lease Policy will be granted an incentive of `5,000 per month up to a maximum of 60 months or till the lease period, whichever is earlier.
to celebrate service in the Company, learning or performance
and other facilities at some locations
Other non monetary benefits include work from home, robust maternity and paternity benefits, post retirement benefits and day care facilities.
Our hardworking all-women teams are managing our factory units at Tarapur and Vijayanagar. These women are busting long-held myths about factory jobs to demonstrate that women can do-it-all.
Building a talent pipeline gives us access to people who are ready to take on demanding roles in the organisation and equipped with the right skills and expertise for these roles. We have a three-pronged approach to build a talented workforce.
Our flagship talent development programme, Future Fit Leaders (FFL), was launched virtually on a cloud-based platform in FY 2021-22 owing to the pandemic.
Moreover, we have customised learning journeys for our employees, formulated Individual Development Plans (IDPs), Action Learning projects and Know Your Talent programmes, among other such programmes to propel the career growth of our employees.
Custom-designed a strategic leadership programme in collaboration with Brown University, US, which focuses on an individual development plan
Launched an executive coaching journey in partnership with the Coaching Foundation of India (CFI) to ensure that leaders in current and transitioning roles are effective, successful and ready for future growth
The programme launched to measure talent effectiveness across the organisation; the programme entails a core succession planning framework, that helps identify key strengths and areas of development for an individual to help the talent make informed career decisions.
Launched various summer internships and graduate rotation programmes aimed at nurturing young talent.
We lay a lot of emphasis on our employees’ career development by providing them with opportunities to learn and grow. During the pandemic, we hosted various programmes on the JSW Virtual Academy. In FY 2021-22, we re-started classroom sessions on topics such as Situational Leadership, Developing Coaching, Acumen & Skills, and Team Building and Collaboration, among others. Our programmes are specially curated for professionals who are navigating the dynamic external environment.
Employee learning hours
(Classroom and e-learning)
At JSW Steel, we support higher education programmes, which include full-time courses, certifications and training programmes such as the following:
The professional and personal career development of our employees is significant to their growth and of our business. Hence, we provide our employees with an effective development journey with leading global universities to enhance their skill sets and capacity building through customised and best-in-class curriculum.
Our objective is to create measurable career development outcomes. These initiatives are supported by the internal stakeholders and/or the line manager and assisted by an external coach. The key elements of the Individual Development Plan (IDP) is to be aligned to the career goals and organisational objectives. There are frequent checkins that are enabled in the IDP journey to ensure enough traction and progression towards career goals.
We are all set to launch the new ‘JSW Steel Technical Leaders Programme’ in FY 2022-23. The objective is to identify and develop technical domain experts to meet the talent need of the organisation, in keeping with our ambitious growth plans. Through the programme, we, as specialists, also aim to provide career path options to employees to help realise their aspirations.
Eligible participation will get a link of Cognitive Assessment
- which will be part of Self Nomination.
Qualities from Phase 1 shall go through a detailed Technical Assessment Centre to be conducted
Based on the benchmark scores criteria set the names of employees who qualify shall be announced as JSW Technical Leaders for each cohort
The selected technical leaders will undergo a development Journey to hone their skills
Aligning with the JSW Group strategy on digitalisation to improve productivity and process efficiency, our HR team embarked on an exhaustive transformative journey to make JSW Steel a new-age, data-driven organisation powered by Digital HR.
This vision was achieved by migrating all the updated HR processes to a cloud-based SaaS HR platform, Darwinbox. This enables a mobile-first employee experience and increases technology penetration across the organisation, thus speeding up the digital transformation.
Our myJSW brought our employee centricity to centrestage, providing our employees with a better experience with consolidated employee data, approvals, and hire to retire transactions at one place.
With myJSW, we achieved the following:
Our vision to be better everyday is driven by our dedicated employees. To give back to our employees, we launched the Shri OP Jindal ESOP Plan 2021 and Shri OP Jindal Samruddhi Plan 2021, whereby we have given stock options to all eligible employees of JSW Steel. This is one of the largest ESOP schemes launched by an Indian company and will contribute significantly to building long-term wealth for our employees.
In alignment with our Group philosophy of ‘Better Everyday’, we continue to deliver on our responsibilities towards our communities with utmost sincerity. We evaluate our business success not merely through financial parameters but also on the basis of changes we effect on the ground – by contributing to the local economy, by creating life-changing opportunities through education, skill development, greater livelihood options and promoting social equity. Through JSW Foundation, we strive to bring meaningful and sustainable change in the lives of communities residing within and outside our direct impact zones. While our initiatives are centred towards holistic development in and around our communities, they are aligned towards national and global sustainability goals.
While we move towards transforming India at the grassroots level, we are shifting from ‘giving back’ to ‘working together’ with our communities. We are focusing on strengthening communities’ capability to assess, design and execute their aspirations. We believe we are catalysts of change and growth enablers.
To execute our vision, JSW Foundation’s interventions are oriented towards achieving better outcomes in the local context by adopting the SAMMS approach – Strategic, Aligned, Multi-stakeholder, Measurable, Sustainable.
Through our interventions, we aim to initiate a selfsustaining ecosystem for our communities. We leverage our longstanding trust and engagement with the communities to achieve this. During FY 2021-22, we have driven meaningful impact across all the eight focus areas of intervention.
Water, Environment and Sanitation
Skill Development and Livelihoods
Health and Nutrition
Education and Learning
Agri-Livelihoods
Art, Culture and Heritage
Waste Management
Sports Promotion
We follow a ground-up approach in our interventions, starting with a need assessment of communities in and around our direct impact zones (DIZs). Our operating model is highly collaborative, with community involvement seen as an imperative at every stage of assessment, aspirationsetting, planning, and implementation. This also contributes to clear expectations management, where we are seen as an equal partner rather than a philanthropic entity.
Greater community involvement also helps our programmes to be led and sustained by the communities. In this regard, we build institutions that can front-end the programmes. These include farmer producer organisations, JSW Shakti BPOs (Section 8 company), and watershed committees, among others. Further, we encourage government participation across our initiatives, as a multi-stakeholder model augurs well for the continued viability of the programmes and their success.
We regularly involve credible implementation partners to lead from the front together with the communities. They form a core part in maintaining the management information system (MIS) on each of our activities, so that they are monitored, calibrated and delivered as per the intended project charter outcomes. The impact assessment of all our programmes is executed by independent third parties.
Our Policy on Social Development and Community Involvement acts as a guiding principle for community consultation. As a part of community consultation, we engage with stakeholders regularly and aim to gain a full and detailed understanding of the communities of which we are a part, our impacts upon them, and how we interact with them. Our stakeholder engagement plan involves the development of social investment and development programmes for each site, based on our engagement activities and responding to national and local development priorities. We monitor our community involvement activities and their impacts on social development to report the progress to our stakeholders and keep them informed of any major activity that may impact them. We also have a structured stakeholder grievance redressal mechanism through which stakeholders can freely share their concerns and grievances.
Through the JSW Foundation, we strive to create a healthy environment around our area of operations. We undertake an integrated approach towards water, environment and sanitation by ensuring access to safe drinking water, implementing long-term plans for sustainable water resource management and enabling water security for domestic and agriculture usage in our communities.
Households Touched
JSW Foundation is a founding member of the India Climate Collaborative and has strengthened its foundation through three-pronged actions over the last 18 months in the following ways:
» In collaboration with the Tarapur MIDC, JSW Foundation has transformed a two-acre plot into a bio-diversity park from a dump yard. This park was formally inaugurated on May 28, 2022, which was completed in a span of 2 years. The Park will have a far-reaching positive impact on the water table which hosts 8,000+ indigenous tree species.
» In Salem, JSW Foundation has established ‘Mahavanam’, a dense forest spread across 8,300 sq.ft. with 3,000 species of 27-star plants planted
*Miyawaki is a technique pioneered by Japanese botanist Akira Miyawaki, that helps build dense, native forests. The approach is supposed to ensure that plant growth is 10 times faster and the resulting plantation is 30 times denser than usual
Continuous enhancement of skills and knowledge are the drivers of progress and economic growth. According to the 2020 Human Development Report, one in five Indians in the labour force is ‘skilled’. To leverage India’s unique demographic advantage of having 60% youth population, there is a dire need to impart industry-relevant skills to improve employability. In tandem with the government’s efforts to promote skill training among the youth, we are providing vocational training to youths and women in rural areas to increase their employability and encourage their sense of enterprise so that they can set up their own ventures.
Total beneficiaries
Undernourishment continues to pose a challenge to equitable development in the country, especially given the limited access to healthcare services among children and women. It is imperative for us to change this situation and ensure that our communities are protected and receive the care they need to lead healthy, dignified lives. JSW Foundation continues with its efforts to improve health and nutrition levels in the community through its services in healthcare. Further, they are increasing awareness on health and nutrition, contributing to infrastructure development, and encouraging community engagement to support the government’s efforts in healthcare.
Underwent health check-ups and profiling
Underwent vision screening and correction procedures
Adolescents benefited from reproductive and sexual health outreach
Children received acute malnutrition support in partnership with ICDS
Government facilities upgraded for COVID-19 support
Schools furnished with sanitary vending machines and incinerators
Total beneficiaries
JSW Foundation continues to run sustained initiatives to enhance the quality of education and improve access to education within and beyond its direct impact zones. We work with children in anganwadis to young graduates in association with non-profit organisations and partners across India while lending support through the Jindal Educational Trust. Our education programmes include the construction and maintenance of school infrastructure, interventions in early childhood education, e-learning, scholarships, teacher training, remedial classes, additional teacher support, career guidance, exposure to Science and Math and provision science labs and libraries in schools.
The following activities were undertaken during the year:
Anganwadis refurbished
Anganwadis ISO 9001: 2015 certified
Total beneficiaries
With 15 agro-climatic zones (according to ICAR), India is witness to different weather conditions and soil types that help it grow a variety of crops. However, the majority of India’s farmers continue to battle poverty and challenges arising from poor produce. We are working to provide support to farming communities, skilling them in both farm and non-farm activities while protecting the environment. Our inclusive agri-livelihood model lays emphasis on strengthening the entire value chain.
Farmers benefited across 66 villages
Additional income generated for farmers
JSW Foundation has launched an inclusive agrilivelihood model in Karnataka, which is working towards improving improving on-farm livelihoods. The programme intends to strengthen FPOs through institution building, leveraging government schemes and collaborating with stakeholders across the value chain to enhance incomes. Approximately, 1,00,000 farmers will be benefited directly by the programme over a period of five years.
Art, culture and heritage create a sense of identity, pride and belonging. Through the JSW Foundation, we have been contributing to the preservation and restoration of the country’s cultural heritage. In collaboration with organisations and institutions, we are establishing art precincts and preserving and restoring heritage structures.
Rapid urbanisation, industrialisation and a growing population are leading to the increased generation of household and industrial waste, and thus adversely impacting the environment and people’s health. The challenges are more poignant in India’s towns and villages that lack adequate technology and knowhow of waste management. The JSW Foundation is aligned with the government’s Swachh Bharat Mission and is focusing on reducing and eliminating mixed waste from its townships and DIZ villages.
Households involved
Members in the Ragpickers’ Association
Emissions mitigated
Multi-layered packages collected
Waste collected
Total beneficiaries
We have deployed an innovative plastic injecting system at our Vijayanagar plant that reduces burden on landfills through the incineration method. We currently treat and process one tonne of plastic waste at the plant. We have plans to ramp it up to 3 tonnes a day.
India is unlikely to reap its demographic advantage of having one of the youngest populations in the world unless its youths are trained in skills relevant for modern industries and agriculture. Already working intensely with the National Skill Development Corporation (NSDC), JSW Foundation has joined a consortium with HRH Prince Charles’s British Asian Trust, the Michael & Susan Dell Foundation, The Children’s Investment Fund Foundation, HSBC India, and Dubai Cares. The Foreign, Commonwealth & Development Office (UK Government) and the United States Agency for International Development (USAID) are the technical partners. Together, we are trying to build an ‘employment ready’ young India.
Through this coalition, JSW Foundation and partners have launched a first of its kind a first of its kind ‘Skill Impact Bond’ to skill 50,000 individuals over the next four years.
The target group includes 60% women and girls, who we intend to equip with necessary skills through vocational training that will enable them to seek jobs in sectors such as retail, apparel, healthcare, and logistics, which are recovering from the COVID-19 pandemic. The collaboration amongst global partners will enrich the technical and vocational education imparted through knowledge exchange and implementation of best practices. The stakeholders will work towards promoting effective interventions, supporting research and development and enhancing the impact of the programme.
The JSW Foundation has joined the consortium as an outcome funder with a strong focus on improving the ground realities for the communities.
Fund for Skill Impact Bond
To be benefited from the collaborative programme (Includes 60% women)
Preservation of the ecology and cultural heritage and balancing it with industrial growth is a hallmark of sustainable development. In keeping with this ethos, the JSW Foundation has inked an memorandum of understanding with the Jammu and Kashmir government by which it will provide both technical and financial support for the conservation, restoration and maintenance of two Mughal gardens in Kashmir – Shalimar Bagh and Nishat Bagh. The initiative is being hailed as a new beginning in the conservation of Jammu and Kashmir’s rich cultural legacy. An integrated and multidisciplinary approach is being adopted to restore these historic gardens.
Reaching primary and advanced care to those who cannot afford it has been a prime focus of our work in promoting better healthcare. Cancer care is often beyond the reach of vulnerable communities. To further the nation’s fight against cancer, JSW Foundation has signed an MoU with Jagannath Cancer Aid Foundation. Through this partnership, we seek to provide non-medical assistance to underprivileged cancer patients. The one-of-a-kind shelter home which will be built as an outcome of this partnership will be equipped with amenities needed for the urgent care of these people.
JSW Foundation has signed an MoU for the restoration and conservation of the David Sassoon Library and Reading Room at Kala Ghoda in Mumbai. The Foundation will extend technical and financial support towards the cause and has joined hands with Hermes, the Kala Ghoda Association, the Consulate General of Israel in Mumbai and others, to raise funds for this restoration project. This restoration effort is our way to give this iconic library its due as a primary institution of learning at the heart of Mumbai’s art and heritage precinct.
Facilitating communities’ access to advanced healthcare is part of our CSR objectives. JSW Foundation inaugurated the new JSW Sanjeevani Multi-Speciality Hospital in Dolvi, Maharashtra in 2021. Spread across 4.5 acres, this hospital is set to provide easy access to a wide range of healthcare services under a single roof for patients across 200 villages surrounding the Raigad district in Maharashtra.
During the first wave of the pandemic in FY 2020-21, we actively distributed masks, sanitisers, gloves among other essentials to support our communities across India. During the second wave, the JSW Foundation collaborated with organisations, individuals and the government to provide a range of relief measures and support to communities. Some of them are enumerated below.
Liquid medical oxygen provided by our Vijayanagar, Dolvi, Salem, Jharsugda locations amounting to 35,000 MT, with an average of 1,150 MT per day
4 km and 3.5 km oxygen gas pipelines laid, connecting Vijayanagar and Dolvi respectively to nearby COVID-19 facilities
500 oxygen concentrators provided to various hospitals in different districts
16 ventilators provided
5,00,000 masks and 5,000 sanitiser bottles distributed
100-bed COVID-19 hospital at Bengaluru with Narayana Hrudalaya
100-bed hospitals at Dolvi, Karnataka and 150-bed hospital at Vijaynagar, Karnataka
RTPCR testing undertaken for communities
RTPCR testing and vaccination drive for employees, their dependants and other associates with the Company
200 community-based volunteers who worked 24X7 at Vijayanagar and Dolvi locations
Referral tie-up with hospitals like Apollo, Narayana Hrudalaya, etc.
Strengthen the healthcare system by nurturing health service institutions
Focus on capacity building of health workers with special emphasis on vaccinations
Mother and child care
Elevate agriculture as the preferred profession for rural youth
Strengthening communities’ capability to assess, design and execute their aspirations
JSW Steel looks towards enhancing and accelerating its efforts in the existing programmes to sustain and deepen their impact. The motto for FY 2022-23 shall be ‘Scale, Innovate, Diversify for a better tomorrow!’
We look forward to bringing more innovations in this space in collaboration with start-ups, local, state and national-level organisations who can bring value-additions and nurture youths through innovative training models.
For the long-term sustainability of the programmes, we are building the capacities of rural and social institutions such as FPOs, SHGs, micro-enterprises, local governing bodies, and forming our own special committees across our programmes.
In addition to our alignment and commitment to the United Nations Sustainable Development Goals, we are working towards strengthening the national agenda for development, be it through our support for the National Education Policy of 2020, or the Swachh Bharat Mission and other such national programmes.
Our suppliers and business partners are very integral to our business success. They are one of our core stakeholders who ensure that our business operations run seamlessly. We carefully select our business partners and vendors and by ensuring their alignment with our values, business ethics and sustainable practices, we create a win-win situation for all.
Before entering into a partnership, we ensure that our suppliers are compliant with all legal, behavioural, health and safety, and other norms. We have a robust Supplier Code of Conduct (SoCC) that our suppliers need to follow at all points of time.
including aspects of statutory compliance, notices, tax evasion, quality assurance and end-user information
that includes natural capital protection, management of hazardous materials, waste and effluent management, energy use and water use, responsible production and consumption, air emissions and ecosystem
that include the protection of human rights, promotion of humane treatment, indigenous culture and local communities
including aspects such as freedom of association and collective bargaining, forced and compulsory labour, child labour, discrimination, OHS, wages, protection of vulnerable groups, among others
that include prohibition of corrupt practices, conflict of interest, business conduct, information security, ethical competition, among others
Through these initiatives we have increased our customer outreach, embedded digitalisation across our operations, and enhanced availability of quality infrastructure across India. Moreover, we will keep up this momentum of adding new stockyards in Tier 1 cities by 2025.
Our SCoC is available at
Our approach towards focus areas of indigenous people and cultural heritage can be found in the respective policy documents available at https://www.jsw.in/groups/sustainability-policies
