CII-ITC Sustainability Awards Questionnaire 2016

Transcription

1 CII-ITC Sustinility Awrs Questionnire 2016

2 DISCLAIMER: The informtion ontine in this oument is intelletul property of Confeertion of Inin Inustry (CII). Contents of the oument in full or in prt re onfientil, privilege n only for the informtion of the intene reipient n my not e opie, pulishe, istriute or reproue in whole or in prt, nor psse to ny thir prty without the prior written onsent of Confeertion of Inin Inustry.

3 Corporte Governne Q. No. Questions Vlition ox CG 01 CG 02 CG 03 Is the orgniztion's or hirmn seprte from its CEO/ MD? Yes, the roles re seprte No, the role is joint Is the Chirmn of the Bor inepenent? Yes, the hirmn is n inepenent iretor No, hirmn is non-exeutive ut not inepenent No, hirmn is n exeutive iretor Bor Struture (totl of exeutive, non-exeutive n inepenent iretors shoul e the totl or size): Informtion ville: 1 Numer of Exeutive Diretor: 2 Numer of Non-exeutive Diretors: 3 Numer of Inepenent Diretors: CG 04 Inite the numer of women on or: Numer of women on the or of iretors: CG 05 Is there or level ommittee for Stkeholer Reltionship mngement? Yes, the orgniztion hs or level ommittee for stkeholer reltionship mngement (plese nme): No, there is no or level ommittee for stkeholer reltionship mngement. CG 06 Does the orgniztion omply with ISO 26000? Yes, it omplies with ISO No, it oes not omply with ISO 26000, ut follows nother stnr It oes not follow/here to ny stnrs 1: Relevnt stnr mentione. 2: The stnr mentione is not relevnt.

4 Q. No. Proess Vlition ox CG 07 CG 08 Does the or onut nnul self-evlution? Yes, nnully Yes, ut not nnully; ho Not onute Does the or hve poliy to ensure onflits of interest re voie n mnge? Yes, the or hs poliy to voi ny onflit of interest No suh poliy exists ut generl isussion foun on onflit of interest No poliy/no isussion CG 09 Is there Bor ommittee for Auit? Yes, the orgniztion hs or level ommittee for Auit (plese nme): No, there is no or level uit ommittee CG 10 If there is n uit ommittee, oes it hve: Yes there is n uit ommittee with: 1 An inepenent hirmn 2 More thn 50% inepenent or memers There is no uit ommittee CG 11 Does the orgniztion hve poliy on rottion of uitors/firm? Yes, uitor firm, one every five yers Yes, iniviul uitor is rotte one every three yers No, the orgniztion hs no poliy on rottion of uitors/firms CG 12 Is there Bor Committee for remunertion? Yes, the orgniztion hs or level ommittee for remunertion (plese nme): No, there is no or level remunertion ommittee CG 13 If there is remunertion ommittee, oes it hve: Yes there is n remunertion ommittee with:

5 1 An inepenent hirmn 2 More thn 50% inepenent or memers CG 14 CG 15 CG 16 There is no remunertion ommittee Does the exeutive remunertion poliy inlue performne-se, long-term n short-term inentive omponents? Yes, the exeutive remunertion frmework hs performne-se, long tern n short-term inentive No, the remunertion of exeutives is not linke to their performne Is there Bor ommittee for Nomintion? Yes, the orgniztion hs or level ommittee for nomintion (plese nme): No, there is no or level nomintion ommittee If there is nomintion ommittee, oes it hve: Yes there is n nomintion ommittee with: 1 An inepenent hirmn 2 More thn 50% inepenent or memers CG 17 There is no nomintion ommittee Does the Nomintion Committee hve guieline oument tht lerly esries its roles & responsiilities? Yes, there is nomintion ommittee hrter lerly efining its roles & responsiilities No suh guieline oument CG 18 Elorte inititives tht hve een tken y the nomintion ommittee to improve gener iversity on the or: Inititives tken: 1: Relevnt inititives/inititive mentione. CG 19 No inititives tken How oes the orgniztion fous on Sustinility issues? A or level Sustinility ommittee is present (plese nme): 2: Aneotl inititives mentione. 3: No relevnt inititives mentione. 4: No inititives tken.

6 e CG 20 Sustinility ommittee le y the top mngement An visory ommittee is present (not t or level) A-ho enggement on vrious issues with the relevnt tems How re sustinility elements reflete in the orgniztion s vision, mission, strtegies, n poliies? Desription provie: 1: Sustinility elements re emee into vision n mission sttements expliitly CG 21 Does the orgniztion hve suession plnning proess in ple? Yes, there is proess in ple No suh proess 2: Sustinility elements not expliitly mentione in the vision n mission sttements however ommitment to sustinility in strtegies n poliies seen 3: A-ho reporting on sustinility issues. 4: No fous on sustinility issues. Q. No. Stkeholer Externl Vlition ox CG 22 Does the orgniztion islose eution, experiene n other or memership of its or memers? Yes, the orgniztion isloses: 1 Eution 2 Experiene 3 Other or memership CG 23 Does the orgniztion seek shreholers' pprovl on the following? Yes, the orgniztion seeks shreholers' pprovl on: 1 Exeutive remunertion (Sy on Py) 2 Relte Prty Trnstions 3 Appointment of iretors

7 CG 24 CG 25 Does the orgniztion islose ll the relte prty trnstions in the Annul Report or Diretors' Report? Yes, the orgniztion isloses ll the relte prty trnstion in the Annul Report/Diretors' Report No islosure Does the orgniztion pulily islose the proess to etermine exeutives' n iretors' remunertion? Yes, the remunertion frmework of Exeutives n iretors is pulily islose No puli islosure CG 26 Hs the tul remunertion pi pst yer een pulily islose? Yes, the orgniztion pulily isloses the remunertion pi to: 1 Eh key exeutive 2 Eh iretor CG 27 No puli islosure Does your orgniztion ommunite the remunertion/ ompenstion of your or of iretors/ supervisory or memers n other highest pi iretors / senior exeutives (e.g. CEO) externlly? Yes, on n iniviul level for eh or memer n CEO n itionl highest pi senior exeutives, plese inite welink: Yes, on n iniviul level for eh or memer n CEO, plese inite welink: Yes, on n ggregte level for non-exeutive iretors n on ggregte level for exeutive iretors, plese Yes, on n ggregte level only for the or/supervisory or, plese inite welink: e f CG 28 No, we o not ommunite this informtion externlly Does your orgniztion ommunite wht prt of totl ompenstion for senior exeutives onsist of vrile py n uner wht onitions pyments re reeive? Yes, we pulilly islose the rtio etween fixe n performne se ompenstion (i.e. ler inition of the shre of totl ompenstion whih is t risk n performne-se). Plese inite welink:

8 e Yes, we pulilly islose wht performne metris re relevnt for performne se vrile ompenstion. Plese inite welink: Yes, we pulilly islose the weightings etween performne metris for perfomne se vrile ompenstion. Plese inite welink: Yes, we pulilly islose the performne trgets tht nee to e met for performne se vrile ompenstion. Plese inite welink: No, we o not hve performne se vrile py, ut we islose this pulilly. Plese inite welink: f No, we o not ommunite this informtion externlly g Not pplile. Plese provie explntions in the omment ox elow. Resons provie for not pplile re vli Resons provie for not pplile re not vli h Q. No. Results Vlition ox CG 29 Does the orgniztion islose the following: Yes, the orgniztion pulily isloses: 1 Numer of or meetings 2 Attenne of eh iretor t these meetings 3 Numer of times eh ommittee hs met 4 Attenne of eh iretor t ommittee meetings CG 30 Do ll the iretors hve less thn seven mntes/other or memerships? Yes, ll the iretors hve less thn seven mntes Not ll the iretors hve less thn seven mntes CG 31 Plese inite uit n non-uit fees pi to uitors in the pst finnil yer (plese provie solute 1 Auit fees (inluing uit n relte fees) 2 Non-uit fees Q. No. Lerning n Innovtion Vlition ox CG 32 Plese elorte the orgniztion's proess to review key sustinility performne (in line with the stte vision) t or/top mngement level. Elorte on how outputs of the review re nlyze n use for lerning n improvements

9 Desription provie: : Well efine proess in ple: 1: Involves or memers/top mngement. 2: Frequeny of meetings efine. 3: Output of review is nlyze. 4: Output is use for lerning n improvement.. A-ho proess to review key sustinility performne.. No proess to review key sustinility performne.

10 Business Ethis Q. No. Proess Vlition ox BE 01 Inite the res for whih oes of onut hve een efine n islose: The oe of onut poliy overs: 1 Environmentl protetion 2 Insier tring 3 Anti-trust 4 Dt privy 5 Briery n orruption 6 Conflit of interest 7 Helth n sfety No group-wie oe of onut Q. No. Key Resoures Vlition ox BE 02 Does the orgniztion employ n ethis n ompline offier? If yes, plese provie his/her nme n esigntion. Yes, the orgniztion hs n ethis n ompline offier (Plese give nme n esigntion): e It is mnge y HR It is mnge y nother eprtment (Plese mention): No seprte person ientifie Q. No. Stkeholer Internl Vlition ox BE 03 If there is oe of onut poliy ville, who oes this poliy pply to? 1 Employees The oe of onut poliy pplies to: 2 Joint ventures 3 Suppliers 4 Contrtors 5 NGOs 6 Others BE 04 No group-wie oe of onut poliy Does the orgniztion ommunite its oe of onut to ll relevnt stkeholers? Yes, through the following wys:

11 1 Communite uring employee orienttion 2 Prt of ontrtul greement with relevnt stkeholers 3 Uptes on the poliy ommunite regulrly 4 Poliy refresher emils sent regulrly BE 05 e BE 06 Do ll the employees get trine on the oe of onut? Yes, regulr trining provie eyon inution Yes, it is prt of inution only A-ho trinings orgnize on oe of onut No trining provie Does the orgniztion hve onfientil or nonymous whistle-lowing mehnism to report on oe of onut rehes? Yes, the orgniztion hs whistle-lowing mehnism, whih is ville to: 1 Internl stkeholers 2 Externl stkeholers No whistle-lowing mehnism BE 07 Does the orgniztion hve mehnisms for seeking vie on oe of onut (ethil n lwful ehviour n mtter relte to integrity) for oth internl n externl stkeholers? If yes, plese elorte Yes, the orgnistion hs mehnisms in ple 1: Well-efine n struture mehnism in ple n inlues oth internl n externl stkeholers Desription provie 2: Well-efine n struture mehnism in ple, ut inlues only internl stkeholers; externl stkeholers re either exlue or for them the mehnism is -ho 3. A-ho mehnism is followe n only selet internl n externl stkeholers re inlue in the proess No, the orgniztion oes not hve mehnism for seeking ivie on oe of onut from stkeholers No mehnism in ple Q. No. Leership Vlition ox BE 08 Does the orgniztion hve oe of onut? Yes, the orgniztion hs group-wie oe of onut

12 BE 09 No, the orgniztion oes not hve group-wie oe of onut Does the or hve n oversight on the following issues? Yes, the or hs n oversight on the following: 1 Ethis n ompline issues 2 Ations tken to ress those issues BE 10 No, the or oes not hve n oversight on the stte issues Are the oe n ethis n ompline progrm reviewe t lest nnully y the senior mngement to etermine if it nees to e upte ue to usiness, legl, or regultory hnges? Yes, the oe n ethis n ompline progrm is reviewe y the senior mngement (t lest one yer) No efine timeline for review/reviewe fter more thn yer Q. No. Results Vlition ox BE 11 How mny ses of reh of onut were reporte in the pst finnil yer? Numer of ses reporte : BE 12 No, the orgniztion oes not pulily report rehes ut internlly trks the numer The orgniztion neither reports nor trks rehes Plese provie the rekown of suh ses y: Informtion ville: 1 Corruption n riery 2 Humn rights 3 Helth n sfety 4 Unfir tre prties/antitrust 5 Irresponsile vertising BE 13 There were no ses of reh of onut. The orgniztion neither reports nor trks rehes Plese inite fines/penlties impose in ses of reh of onut on whih onlusion hs een rehe (plese provie solute figures in INR). Informtion ville: 1 Corruption n riery

13 2 Humn rights 3 Helth n sfety 4 Unfir tre prties/antitrust 5 Irresponsile vertising There were no ses of reh of onut. The orgniztion neither reports nor trks rehes BE 14 Wht ws the mount of politil ontriution me in the pst finnil yer? Amount of politil ontriution me uring the pst finnil yer (plese provie solute figures in INR): BE 15 Wht is the perentge of employees who ttene the ethis trining uring the pst finnil yer? Perentge of employees who ttene the ethis trining uring the pst finnil yer: Q. No. Lerning n Innovtion Vlition ox BE 16 Plese elorte the proess in ple to mesure the effetiveness of the oe of onut n how these lernings re use to mke improvements. Desription provie: : Well efine proess in ple: 1: Systemti, roles n responsiilities re efine. 2: Regulr evlution of effetiveness mentione e.g. frequeny is efine. 3: Output from mesurement n lerning is nlyze. 4: Output is use to ientify, prioritize, pln n implement improvements e.g. trinings re onute.. A-ho proess in ple to mesure the effetiveness of the oe of onut.. No proess in ple to mesure the effetiveness of the oe of onut.

14 Risk Mngement Q. No. Proess Vlition ox RM 01 Does the orgniztion hve omprehensive frmework for risk mngement? Yes, the frmework overs: 1 Finnil risks 2 Business risks 3 Sustinility-relte risks RM 02 No omprehensive risk mngement frmework Does the orgniztion's risk mngement involve risk ientifition, ssessment, n response? Yes, it inlues: 1 Risk ientifition 2 Risk ssessment 3 Responing to risks (e.g., voi, mitigte, or retin) RM 03 1 Risk mps No omprehensive risk mngement frmework Does the orgniztion ssess its risks through vrious tools? Yes, the orgniztion uses: 2 Sensitivity n stress testing 3 Other tools: 1: The other tool mentione is relevnt RM 04 Does the orgniztion perform sensitivity nlysis n stress testing? 2: The other tool mentione is not relevnt Yes, we proue omprehensive senrios on ftors (in ition to finnil risks; suh s strtegi usiness risks, mrket/usiness environment risks, opertionl risks, n ompline risks). Plese speify whih risks re inlue in your sensitivity nlysis / stress testing: Yes, the min fous is on hnges in finnil risks, suh s exhnge n interest rtes No, we o not perform sensitivity nlysis n stress testing (t the group level) Not pplile. Plese provie explntions in the omment ox elow. Resons provie for not pplile re vli Resons provie for not pplile re not vli e RM 05 Wht re the top three importnt long-term (3-5 yers+) emerging risks tht your orgniztion ientifies s hving the most signifint impt on the usiness in the future, n inite ny mitigting tions tht your orgniztion hs tken.

15 Yes, we ientify signifint risks n evelop mitigtion tions For Risk: 1: Two or more risk ientifie n they re ore to the orgniztion's usiness n re long term 2: One risk ientifie n its ore to the orgniztion's usiness n re long term 3: Risks ientifie re ore to orgniztion's usiness ut they re not long-term 4: No relevnt risk ientifie. For potentil impt on usiness: 1: Impts on usiness re well efine n lulte for two or more risks 2: Impts on usiness re well efine n lulte for only one risk 3: Impt on usiness re not well efine n lulte 4: No potentil impts mentione For mitigtion tions n Strtegy: 1: Coherent strtegies n mitigtion tions efine to el with the ll risks tht re ientifie. 2: Coherent strtegies n mitigtion tions efine to el with the less thn two risks tht re ientifie. 3: Strtegy n mitigtion tion mentione re not well efine 4: No mitigtion tion n strtegy mentione RM 06 No, we o not ientify signifint risks Not pplile. Plese provie explntions in the omment ox elow. Wht re the top three sustinility risks tht your orgnistion ientifies s hving mteril impt on the usiness in the future, n inite ny mitigting tions tht your orgnistion hs tken. Yes, we ientify signifint sustinility risks n evelop mitigtion tions For risks: 1: Two or more sustinility risks re ientifie n they re mteril to the orgniztion 2: One sustinility risk is ientifie n it is mteril to the orgniztion 3: Sustinility risks ientifie re not mteril to the orgniztion

16 RM 07 No, we o not ientify sustinility risks Not pplile. Plese provie explntions in the omment ox elow. How oes the orgnistion ientify the ove mentione sustinility risks 4: No relevnt risk ientifie For potentil impt on usiness: 1: Impts on usiness re well efine n lulte for two or more sustinility risks 2: Impts on usiness re well efine n lulte for only onesustinility risk 3: Impt on usiness re not well efine n lulte 4: No potentil impts mentione For mitigtion tions: 1: Coherent strtegies n mitigtion tions efine to el with ll sustinility risks tht re ientifie. 2: Coherent strtegies n mitigtion tions efine to el with the less thn two sustinility risks tht re ientifie. 3: Strtegy n mitigtion tion mentione re not well efine 4: No mitigtion tion n strtegy mentione Yes the orgnistion ientifies sustinility risks 1: Ientifition proess is systemti involving stkeholer isussions, evlution of proility n mgnitue of impt. RM 08 No, the orgnistion oes not ientify sustinility risks Not pplile Does the orgniztion hve proess to el with non-ompline with pplile regultions? Elorte on roles n responsiilities, mesures to el with non-ompline, et. 2: Ientifition proess is esrie ut the proess is not systemti. 3: No proess esrie. Yes, the orgniztion hs proess in ple to el with non-ompline ses:. Well efine proess in ple: 1: Roles n responsiilities re efine. 2: Mesures to el with non-ompline mentione.

17 No efine proess ville Q. No. Key Resoures Vlition ox RM 09 Is there senior person responsile for risk mngement esies the CEO/CFO/uit ommittee he? e RM 10 Yes, there is senior person responsile for risk mngement esie the CEO/CFO/uit ommittee he (Plese provie nme n esigntion). No, it is hee y the CEO No, it is hee y the CFO No, it is hee y the uit ommittee he Plese elorte the investment me y the orgniztion n the enefits erive fter implementing the efine strtegies to el with the top three long-term risks Informtion Aville: 1 Nme of the Sustinility Risk. A-ho proess to el with non-ompline with pplile regultions.. No proess to el with non-ompline with pplile regultions. 1.1 Risk 1 1: Investments me in ll ientifie risks n enefits re reporte 1.2 Risk 2 2: Investments me in some risks n enefits of some re reporte 1.3 Risk 3 3: Investments me, ut no enefits re reporte 2 Investments 4: No investments me & hene no enefits reporte 2.1 Risk 1 5: No risks ientifie 2.2 Risk Risk 3 3 Benefits 3.1 Risk Risk Risk 3 Q. No. Leership Vlition ox RM 11 Does the or review risk mngement proess t lest one every six months? Yes, t lest one every six months Reviewe fter more thn six months No efine timeline for review

18 RM 12 Wht strtegies oes your orgniztion pursue in orer to promote n enhne n effetive risk ulture throughout the orgniztion? Finnil inentives whih inorporte risk mngement metris, plese inite for whih employees this pplies (Top/ senior mngement, mile level mngement, lower mngement) Fouse trining throughout the orgniztion on risk mngement priniples, plese speify these trinings: e f g h i j Inlusion of risk mngement riteri in the HR review proess for employee evlutions Mesures llowing iniviul employees protively to ientify n report potentil risks throughout the orgniztion, plese speify suh mesures: Mesures llowing ontinuous improvement in risk mngement prties through involvement of employees in struture feek proess Inorporting risk riteri in the prout evelopment or pprovl proess Other mens of mesuring or innovting for n effetive risk ulture, plese speify: No, we o not hve ny strtegies to promote n enhne n effetive risk ulture Not pplile. Plese provie explntions in the omment ox elow. Q. No. Results Vlition ox RM 13 Plese inite the totl numer of ses of non-ompline tht were file ginst the orgniztion in the pst five yers. Numer of ses inite: RM 14 Plese inite the fines/penlties tht vrious ourts/regultors/other stkeholers impose on the orgniztion in the pst five yers. Totl mount of fines/penlties pi in the pst five yers (plese provie solute figures in INR): Q. No. Lerning n Innovtion Vlition ox RM 15 Plese elorte the proess in ple to mesure the effetiveness of risk mngement n how the lernings re use to mke improvement. Provie etils on roles n responsiilities, frequeny of evlution, output, et. Desription provie: : Well efine proess in ple: 1: Systemti, roles n responsiilities re efine. 2: Regulr evlution of effetiveness mentione e.g. frequeny is efine. 3: Output from mesurement n lerning is nlyze. 4: Output is use to ientify, prioritize, pln n implement improvements e.g. trinings re onute.

19 . A-ho proess in ple to mesure the effetiveness of risk mngement.. No proess in ple to mesure the effetiveness of risk mngement.

20 Trnspreny n Dislosure Q. No. Proess Vlition ox TD 01 Does the orgniztion pulish sustinility report? The orgniztion follows integrte reporting The orgniztion hs seprte sustinility report (sustinility report, orporte sustinility report) The orgniztion pulishes sustinility relte issues in seprte setion in the nnul report (inluing usiness responsiility report setion in nnul report) e f TD 02 TD 03 The orgniztion pulishes sustinility relte issues n tions on its wesite There is no sustinility reporting Does the orgniztion onut mterility nlysis to ientify the most relevnt sustinility spets to report on? Plese elorte on the proess, ientifition n prioritiztion of issues n enggement with stkeholers. Yes, the orgniztion onuts mterility nlysis: Desription provie: No, the orgniztion oes not onut mterility nlysis There is no sustinility reporting Who uits the sustinility report? The sustinility report is uite y externl ssurne proviers in line with interntionl stnrs (suh s AA1000 n ISAE 3000) The sustinility report is uite y n internl uit tem The sustinility report hs sttement of opinion No, the sustinility report is not uite ): Proess is esrie 1) Proess inlues ientifition of most relevnt issues impting the usiness 2) Proess inlues prioritiztion of relevnt issues on the sis of severity of impt, 3) Proess inlues enggement with externl stkeholers 4) Proess inlues enggement with internl stkeholers ): Proess not esrie

21 e f g TD 04 There is no ssurne sttement There is no sustinility reporting Does the orgniztion report sustinility issues in orne with reognize stnrs? Yes, the sustinility reporting is in orne with: 1 Glol Reporting Inititive (GRI) Guielines 2 SEBI guielines on usiness responsiility reporting 3 Any other reporting stnr: 1: The other reporting stnr mentione is relevnt. 2: The other reporting stnr mentione is not relevnt. There is no sustinility reporting Q. No. Results Vlition ox TD 05 Plese list the top three mteril spets ientifie y the orgniztion through mterility nlysis. Top three mteril spets ientifie re: 1 First mteril issue: 2 Seon mteril issue: 3 Thir mteril issue: TD 06 Mterility nlysis is not onute There is no sustinility reporting Plese stte the overge of orgniztion's sustinility reporting: More thn 50% 25 50% Below 25% e f No overge mentione There is no sustinility reporting Q. No. Lerning n Innovtion Vlition ox TD 07 Plese elorte how the orgniztion reeives/reors feek from vrious stkeholers out its trnspreny n how the feek is use to improve overll trnspreny. Provie etils on roles n responsiilities, frequeny, output, et.

22 Desription provie: : Well efine proess in ple: 1: Systemti, roles n responsiilities re efine. 2: Regulr feek tken, frequeny mentione. 3: Feek is nlyze. 4: Output is use to ientify, prioritize, pln n implement improvements.. A-ho proess in ple to tke feek.. No proess in ple to tke feek.

23 Finnil Performne Q. No. Results Vlition ox FP 01 Plese fill in following etils for the orgniztion for five yers (in Rs. Cr): 1 FY [#Yer -1, 2, 3, 4,5] 1.1 Turnover For Turnover, PAT, Spen on CSR % of net profit: 1.2 Operting Profit [EBIDTA Ernings Before Interest, Depreition, Tx &. Numers reporte; y-o-y tren inresing Amortistion] 1.3 Profit After Tx [PAT]. Numers reporte; y-o-y tren stle 1.4 Csh & Csh Equivlent. Numers reporte; y-o-y tren inresing 1.5 Net Reeivles. Numers reporte; y-o-y tren stle 1.60 Inventory. Numers reporte; y-o-y tren eresing 1.7 Det. Numers not reporte. 1.8 Equity 1.9 Ernings per Shre [EPS] For et 1.1 Txes Pi [Exise Duty, Inome Tx, et.]. Numers reporte 1.11 Turnover per Employee. Numers not reporte 1.12 Totl Spen on CSR tivities [refer Guine Doument] 1.13 Spen on CSR tivities s % of net profit Rtios for five yers The elow vlitions to e use for following rtios: profit mrgin, working pitl, inventory turnover, return on pitl employe, return on sset, return on equity, ernings per shre 1 Profit Mrgin. Numers reporte; y-o-y tren inresing 2 Det/Equity. Numers reporte; y-o-y tren stle 3 Working pitl. Numers reporte; y-o-y tren eresing 4 Inventory turnover. Numers reporte; y-o-y tren flututing 5 Return on pitl employe e. Numers not reporte. 6 Return on sset

24 7 Return on Equity Vlitions for et/equity rtio 8 Ernings Per Shre. Numers reporte; y-o-y tren inresing 9 Divien Pyout Rtio. Numers reporte; y-o-y tren stle. Numers reporte; y-o-y tren eresing. Numers reporte; y-o-y tren flututing e. Numers not reporte.

25 Employee Development Note: Plese exlue ompline- n si jo-relte trinings. Q. No. Proess Vlition ox ED 01 Does the orgniztion hve proess for the ientifition n ssessment of trining nees of its employees? Plese elorte. Yes, proess in ple:. Well efine proess: 1: Covers employees ross ll tegories (top, mile, n lower mngement, other employees). 2: Inlues mpping of existing n require skill sets. 3: Trining nees ssessment is integrte in employee performne pprisl proess.. A-ho proess in ple to ientify trining nees.. No proess in ple to ientify trining nees. ED 02 Does the orgniztion hve well-efine performne evlution proess in ple overing ll employees? Yes, there is proess in ple for ll employees There is proess in ple, ut it oes not over ll employees The orgniztion is urrently eveloping performne evlution proess e No formlize proess in ple Q. No. Leership Vlition ox ED 03 Does the or/top mngement monitor/review the effetiveness of employee evelopment prties /inititives(trinings n performne evlution)? Yes, regulrly 1: Bor/top mngement monitor/review the effetiveness of employee evelopment prties/inititives. No, it lies within the HR eprtment 2: Frequeny of suh reviews mentione. Q. No. Key Resoures Vlition ox 3: The or/top mngement oes not monitor/review the effetiveness of employee evelopment prties/inititives.

26 ED 04 Plese provie the perentge of employees who ttene skill evelopment trinings n the mount spent in the reporting perio uner the following tegories: Informtion Aville: 1 Top mngement: 2 Mile mngement: 3 Lower mngement: 4 Other employees: The orgniztion oes not trk this KPI Q. No. Results Vlition ox ED 05 Plese elorte on types n sope of trining progrm (tehnil, ehviorl, ommunitions et.) to upgre employees skills Desription provie: 1: Trining progrms inlue tehnil, ehviorl n ommunition trinings. 2: Trining progrms lso inlue sustinility relte trinings. ED 06 Wht is the perentge of totl employees (y level) who reeive regulr performne n reer evelopment review uring the reporting perio? Perentge of employees who reeive performne & reer evelopment review: 3: Trining progrms over more thn 80% of ll employee tegories. 4: No trining progrms in ple. 1 Top mngement: 2 Mile mngement: 3 Lower mngement: 4 Other employees: There is no forml proess in ple Q. No. Lerning n Innovtion Vlition ox ED 07 Plese inite the stisftion levels of the employees with respet to the trining n evelopment inititives. Perentge of employees stisfie:

27 1 Top mngement: 2 Mile mngement: 3 Lower mngement: 4 Other employees: The orgniztion oes not onut employee stisftion surveys

28 Stkeholer Enggement Q. No. Proess Vlition ox SE 01 Does the orgniztion hve well-efine pproh for ientifition n seletion of stkeholers with whom to engge? Yes, well-efine pproh exists SE 02 There is no systemti pproh Plese esrie the following points with respet to the orgniztion's stkeholer (oth internl n externl) enggement proess. Informtion ville: Person responsile for stkeholer enggement t group level Detils on enggement with stkeholers: 1: There is seprte person responsile for eh stkeholer for enggement other thn HR. 2: HR responsile for ll stkeholer enggement. 3: Any other person responsile. 4: Person not ientifie. 1 Mehnism for enggement 1: Mehnism for enggement ientifie for eh stkeholer. 1.1 Employees 2: A-ho mehnism of enggement. 1.2 Customers 3: No mehnism for enggement ientifie. 1.3 Investors 1.4 Community 1.5 Government/Regultor 1.6 NGOs 1.7 Mei 1.8 Others 2 Frequeny of enggements 1: Frequeny of enggement with vrious stkeholers mentione. 2.1 Employees 2: No efine timelines for enggement. 2.2 Customers 2.3 Investors 2.4 Community 2.5 Government/Regultor

29 2.6 NGOs 2.7 Mei 2.8 Others 3 Outome of enggements 1: Relevnt outome for ll reporte stkeholers mentione 2: Relevnt outome for 50% of the reporte stkeholers mentione 3: No outome mentione 3.1 Employees 3.2 Customers 3.3 Investors 3.4 Community 3.5 Government/Regultor 3.6 NGOs 3.7 Mei 3.8 Others 4 Benefits erive from enggement 1: Benefits for ll reporte stkeholers mentione 4.1 Employees 2: Relevnt enefit for 50% of the reporte stkeholers mentione 4.2 Customers 3: No enefits mentione 4.3 Investors 4.4 Community 4.5 Government/Regultor 4.6 NGOs 4.7 Mei 4.8 Others SE 03 e SE 04 Does the orgniztion onut employee stisftion surveys? Yes, it is onute one in two yers Yes, it is onute one in three yers Yes, it onuts employee stisftion surveys, ut timeline is not efine/-ho No employee stisftion surveys onute Does the orgniztion onut ustomer stisftion surveys? Yes, it is onute one in two yers

30 e SE 05 SE 06 Yes, it is onute one in three yers Yes, it onuts ustomer stisftion surveys, ut timeline is not efine/-ho No ustomer stisftion surveys onute Does your orgniztion systemtilly unertke stkeholer pereption nlysis for your orporte rn or your top rne prouts/servies? Yes, stkeholer pereption nlysis is onute for top rn/ servies. Perentge of revenues generte y these top rns re: No, stkeholer pereption nlysis is not unertken Not pplile Hs the orgniztion tken inititives to engge with isvntge, vulnerle, n mrginlize stkeholers? Yes, inititives tken No, it hs not ientifie isvntge, vulnerle, n mrginlize stkeholers Q. No. Results Vlition ox SE 07 Plese esrie the key topis n onerns tht hve een rise through stkeholer enggement n how the orgniztion hs respone to them, inluing through reporting. Report the stkeholer groups tht rise eh of the key topis n onerns. Desription provie: 1: Key topis/onerns ientifie. 1 Issue ientifie 2: Stisftory tions tken to ress the onerns rise : Ation tken on issues rise re inlue in reporting : Topis/onerns not esrie/ientifie Conerne stkeholer Response to the issue

31 4 Reporte pulily SE 08 Plese provie the results of the employee stisftion survey onute in the pst five yers. Informtion Aville: 1 FY [#Yer- 5] 1.1 % of stisfie employees 1.2 Coverge 2 FY [#Yer- 4] 2.1 % of stisfie employees 2.2 Coverge 3 FY [#Yer- 3] 3.1 % of stisfie employees 3.2 Coverge 4 FY [#Yer- 2] 4.1 % of stisfie employees 4.2 Coverge 5 FY [#Yer- 1] 5.1 % of stisfie employees 5.2 Coverge No employee stisftion surveys onute SE 09 Plese provie the results of the ustomer stisftion surveys onute in the pst five yers: Informtion Aville: 1 FY [#Yer- 5] 1.1 % of stisfie ustomers 1.2 Coverge 2 FY [#Yer- 4] 2.1 % of stisfie ustomers 2.2 Coverge 3 FY [#Yer- 3]

32 3.1 % of stisfie ustomers 3.2 Coverge 4 FY [#Yer - 2] 4.1 % of stisfie ustomers 4.2 Coverge 5 FY [#Yer - 1] 5.1 % of stisfie ustomers 5.2 Coverge SE 10 No ustomer stisftion surveys onute Plese inite frequeny, outome n mesures tken to hieve trgets of stkeholer pereption nlysis Informtion ville 1 For stkeholer: 1: Stkeholer pereption nlysis is unertken for ll relevnt stkeholers 2: Stkeholer pereption nlysis is unertken for 50% or less of relevnt stkeholers For frequeny: 1: Frequeny mentione is equte for the ll stkeholers 2: Frequeny mentione is equte only for 50% or less of relevnt stkeholers 3: Frequeny is ho n not systemti 4: Frequeny is not mentione For sores: 1: Stkeholer pereption nlysis sores hve improve in lst three yers 2: Stkeholer pereption nlysis sores hve een stle in lst three yers 3: Stkeholer pereption nlysis sores hve eline in lst three yers

33 We o not onut ny type of stkeholer pereption nlysis for our rns Not pplile. Plese provie explntions in the omment ox elow. 4. Stkeholer pereption nlysis sores re not mentione For mesures tken: 1: Approprite mesures hve een tken for ll relevnt stkeholers 2: Approprite mesures hve een tken for 50% of relevnt stkeholers 3: Mesures tken re mentione ut not pproprite 4: Mesures re not tken Q. No. Lerning n Innovtion Vlition ox SE 11 Plese elorte how the orgniztion evlutes its stkeholer enggement proess n how the lernings re use to mke improvements. Plese provie etils on roles n responsiilities, frequeny, output, et. Desription provie: : Well efine proess in ple: 1: Systemti, roles n responsiilities re efine. 2: Regulr evlution, frequeny is efine. 3: Output from evlution is nlyze. 4: Output is use to ientify, prioritize, pln n implement improvements e.g. trinings re onute.. A-ho proess to evlute stkeholer enggement proess.. No proess in ple to evlute stkeholer enggement proess.

34 Humn Rights Q. No. Proess Vlition ox HR 01 Does the orgniztion hve poliy on humn rights? Yes, the orgniztion hs humn rights poliy in ple, n it is pulily ville Yes, the orgniztion hs humn rights poliy in ple, ut it is not pulily ville No, the orgniztion oes not hve forml humn rights poliy in ple No, the orgniztion oes not hve forml humn rights poliy ut the humn rights issues re resse in either of the wys: oe of onut, proess, prt of ifferent poliy (give etils of poliy): e HR 02 1 Chil lor Does the poliy over/is there seprte poliy for following spets? Yes, there is poliy for: 2 Fore lor 3 Equl opportunity (no isrimintion se on ge, sex, re, isility, ntionlity, mong others)/diversity 4 Right to freeom of ssoition 5 Right to olletive rgining 6 Elimintion of exessive working hours 7 Right to minimum wge HR 03 No, the orgniztion oes not hve forml humn rights poliy in ple/no seprte poliies for the ove issues Does the orgniztion promote/follow/is signtory to ny of the following hrters/frmeworks? Yes, the orgniztion hs enorse: 1 UN Guiing Priniples on Business n Humn Rights 2 The Universl Delrtion of Humn Rights (UNDHR) 3 Unite Ntions Glol Compt (UNGC) 4 Interntionl Lor Orgniztion (ILO) HR 04 No ommitment/no hrters signe Does the orgniztion onut ue iligene on humn rights risks in its opertions? Yes, it onuts ue iligene on humn rights risks in its opertions No, it oes not onut ue iligene

35 Q. No. Stkeholer Externl Vlition ox HR 05 Who oes the humn rights poliy pply to? The poliy pplies to: 1 Employees 2 Joint ventures 3 Suppliers (venors n istriutors, mong others) 4 Contrtors 5 NGOs 6 Others: 1: Other stkeholer mentione is relevnt 2: Other stkeholer mentione is not relevnt No forml humn rights poliy is in ple Q. No. Leership Vlition ox HR 06 Does the or/top mngement hve n oversight over orgniztionl pproh towrs humn rights? Yes, the or/top mngement hs n oversight of the orgniztion's pproh towrs humn rights No, it lies with the HR eprtment Q. No. Results Vlition ox HR 07 Plese inite the perentge of employees overe y inepenent tre union orgniztions/olletive rgining greements. Perentge inite: No olletive rgining greements/inepenent tre union orgniztions HR 08 Plese inite the perentge of employee turnover. Perentge inite:

36 HR 09 HR 10 HR 11 Wht is the perentge of women in the totl workfore? Perentge inite: Wht is the perentge of employees re ifferently le? Perentge inite: Plese inite the perentge of ses tht were resolve out of the totl omplints reeive in the pst finnil yer relting to the following: Perentge of ses resolve: 1 Chil lor/fore lor 1.1 Dt Aville 1.2 No Cses Sexul hrssment 2.1 Dt Aville 2.2 No Cses Disrimintion 3.1 Dt Aville 3.2 No Cses Any other se (Plese speify). 4.1 Dt Aville 4.2 No Cses 4.3. HR 12 No omplints on humn rights issues were reeive in the pst finnil yer. Wht is the perentge of employees who were given trinings on humn rights poliies or proeures relevnt to opertions in the reporting perio?

37 Perentge inite: No informtion is ville. Q. No. Lerning n Innovtion Vlition ox HR 13 Plese elorte how the orgniztion evlutes its pproh for humn rights n how the lernings re use to mke improvements. Plese provie etils on roles n responsiilities, frequeny, output, et. Desription provie: : Well efine proess in ple: 1: Systemti, roles n responsiilities re efine. 2: Regulr evlution, frequeny is efine. 3: Output from evlution is nlyze. 4: Output is use to ientify, prioritize, pln n implement improvements e.g. trinings re onute.. A-ho proess to evlute the pproh for humn rights.. No proess in ple to evlute the pproh for humn rights.

38 Helth & Sfety Q. No. Leership Vlition ox HS 01 Does the orgniztion hve poliy/ommitment sttement on improving employee helth n sfety? Yes, the orgniztion hs helth n sfety poliy/ommitment sttement in ple No, the orgniztion oes not hve forml helth n sfety poliy in ple Q. No. Proess Vlition ox HS 02 Does the orgniztion hve ertifie helth n sfety mngement system in ple? Yes, the orgniztion hs ertifie helth n sfety mngemnet system in ple: 1 It is in orne with OHSAS stnrs 2 It is in orne with interntionl/ntionl stnrs: 1: Other stnr mentione is relevnt. 2: Other stnr mentione is not relevnt. e HS 03 HS 04 Yes, the orgniztion hs helth n sfety mngement system in ple ut it is not in orne with ny reognize stnrs There is no helth n sfety mngement system in ple Does the orgniztion hve n emergeny prepreness response pln for ll ientifie potentil emergenies? Yes, the orgniztion hs n emergeny prepreness response pln The orgniztion is urrently eveloping n emergeny prepreness response pln No, the orgniztion oes not hve n emergeny prepreness response pln Hs the orgniztion set helth n sfety performne trgets? Plese inite the trgets. Yes, the orgniztion hs set trgets 1: Qulittive trgets set HS 05 No, the orgniztion hs not set ny trget Plese elorte on the following: 2: Qulittive n quntittive trgets or quntittive trgets set. 3: No trgets set for helth n sfety performne. Desription provie: : Well efine proess in ple:

39 1 Proess of ientifition of helth n sfety risks n strtegies to el with them: 1: Systemti, roles n responsiilities re efine. 2: Relevnt strtegies to el with helth n sfety risks esrie : A-ho proess for ientifition of helth n sfety risks. : No proess for ientifition of helth n sfety risks. 2 Metho of ommunition of helth n sfety risks to employees:. Regulr ommunition: 1: Moe of ommunition mentione 2: Frequeny of ommunition is mentione. A-ho ommunition with no timelines efine.. Helth n sfety risks re not ommunite to the employees. 3 Instnes where the risk ws reue/helth n sfety performne ws improve: 1: Relevnt instnes mentione. 2: No exmples provie. Q. No. Key Resoures Vlition ox HS 06 Who hs the ultimte responsiility for helth n sfety issues in the orgniztion? e f A or memer A senior mngement tem memer It is mnge y HR It is mnge y nother eprtment (Plese mention): No seprte person ientifie Q. No. Stkeholer Internl Vlition ox HS 07 Does the orgniztion offer the following to its employees? Yes, the orgniztion offers: 1 Counseling filities for employees 2 Fitness filities (suh s gymnsium n yog lsses) 3 Ergonomilly esigne workple, light, noise, inoor ir qulity, humiity, n temperture 4 Flexile working hours for hil n elerly re

40 5 Work-from-home fility 6 Regulr helth hek-ups 7 Trinings on helth n sfety Q. No. Results Vlition ox HS 08 Wht is the perentge of employees who ttene helth n sfety trinings in the pst finnil yer? HS 09 Perentge inite: Plese inite the loss time injury frequeny rte for pst five yers: Employees Contrtors HS 10 Plese inite the ouptionl illness frequeny rte (OIFR) for pst five yers: Informtion Aville: 1 FY [#Yer- 5] 1.1 Employees OIFR 1.2 Contrtors OIFR 2 FY [#Yer- 4] 2.1 Employees OIFR 2.2 Contrtors OIFR 3 FY [#Yer- 3] 3.1 Employees OIFR 3.2 Contrtors OIFR 4 FY [#Yer- 2]

41 4.1 Employees OIFR 4.2 Contrtors OIFR 5 FY [#Yer- 1] 5.1 Employees OIFR 5.2 Contrtors OIFR HS 11 Plese inite numer of ftlities: Informtion Aville: 1 FY [#Yer- 5] 1.1 Employees Ftlities 1.2 Contrtors Ftlities 2 FY [#Yer- 5] 2.1 Employees Ftlities 2.2 Contrtors Ftlities 3 FY [#Yer- 5] 3.1 Employees Ftlities 3.2 Contrtors Ftlities 4 FY [#Yer- 5] 4.1 Employees Ftlities 4.2 Contrtors Ftlities 5 FY [#Yer- 5] 5.1 Employees Ftlities 5.2 Contrtors Ftlities HS 12 Wht is the perentge of sites uite for helth n sfety? Informtion Aville: 1 FY [#Yer- 5] 1.1 Sites Auite% 2 FY [#Yer- 4] 2.1 Sites Auite% 3 FY [#Yer- 3] 3.1 Sites Auite% 4 FY [#Yer- 2] 4.1 Sites Auite%

42 5 FY [#Yer - 1] 5.1 Sites Auite% No uit proess for helth n sfety. Q. No. Lerning n Innovtion Vlition ox HS 13 Plese elorte the proess in ple to mesure the effetiveness of helth n sfety mngement systems n how the lernings re use to mke improvements. Plese provie etils on roles n responsiilities, frequeny, output, et. Desription provie: : Well efine proess in ple: 1: Systemti, roles n responsiilities re efine. 2: Regulr evlution, frequeny is efine. 3: Output from evlution is nlyze. 4: Output is use to ientify, prioritize, pln n implement improvements e.g. trinings re onute.. A-ho proess to evlute the effetiveness of helth n sfety mngement systems.. No proess in ple to evlute the effetiveness of helth n sfety mngement systems.

43 Corporte Soil Responsiility (CSR) Q. No. Leership Vlition ox CC 01 Does the orgniztion hve poliy on CSR tht highlights the orgniztion's fous res/priorities? Plese elorte Yes, the orgniztion hs poliy tht highlights its fous res: 1: Fous res re lerly ientifie in the CSR poliy. CC 02 There is no ler poliy ut fous res re efine Are the fous res/priorities ligne to the orgniztion's usiness strtegy? Plese esrie. 2:Fous res re not ientifie in the poliy. Yes, fous res re ligne to the orgniztion's usiness strtegy: 1: Fous res lerly ligne with usiness strtegies. Fous res hve not een ientifie Q. No. Proess Vlition ox CC 03 Does the orgniztion hve proess for ommunity omplints? Yes, proess in ple for: 1 Registering CSR relte omplints 2 Resolving omplints CC 04 There is no proess in ple Plese elorte the proess/methoology n perioiity to eie CSR tivities. 2: The lignment etween 50% of the mentione fous res n usiness strtegies n e ientifie 3: Fous res re not ligne to usiness strtegies. Desription provie:. Well efine proess in ple: 1: Roles n responsiilities lerly efine etween people. 2: Speilize tem exists to fous on CSR tivities. 3: Perioiity to eie CSR tivities is t lest one in yer.. A-ho proess to eie CSR tivities.. No proess to eie CSR tivities.

44 CC 05 e f CC 06 Does the orgniztion mesure outome of its CSR tivities? Yes, outome of ll CSR tivties is mesure Yes, outome of 50% of CSR tivities is mesure No, outome is not mesure ut the proess is eing evelope No, outome is not mesure Does the orgniztion mesure the impt of CSR tivities? Plese elorte on the proess. Yes, the impt of CSR tivities is mesure (plese elorte): 1: Well efine proess in ple The orgniztion is urrently eveloping system No, there is no system in ple to mesure the impt of CSR tivities : Seonry t nlysis is onute : Smpling n t olletion for primry informtion : Anlysis of ll t ollete : Finl report sumission 2: Aho proess in ple 3: The impt of CSR tivities is not mesure. CC 07 How oes the orgniztion mesure the soil vlue rete through its CSR spens? Plese elorte the proess. Proess in ple: 1: Well efine proess in ple The orgniztion oes not lulte ny suh vlue : Systemti proess in ple : Frequeny of mesurement efine : Vlue rete is mesure qulittively : Vlue rete is mesure quntitvely 2: The orgniztion oes not mesure the vlue rete y its CSR spens. CC 08 Desrie the steps / proess tht the orgniztion follows to ensure long-term sustinility of CSR projets. Desription provie: 1: Well efine proess in ple : Sustinility moel esigne in the projet pln from the eginning of the projet

45 CC 09 No suh proess in ple Plese elorte the orgniztion s pproh towrs ommunition/ enggement/ feek/ ilogue/ meetings, mong others, with lol ommunities, lol NGOs, lol ministrtion, n pnhyts. Mention the frequeny of suh ommunition. : Community/ relevnt shreholer hve een empowere to sustin the inititive : Finnil moel in integrte to sustin itself : There is trnsition pln to hnover the inititive to relevnt shreholers 2. No proess in ple to ensure long-term sustinility of CSR projets. Desription provie:. Soun pproh for enggement: Q. No. Stkeholer Internl CC 10 Does the orgniztion hve systems in ple to enourge employee prtiiption in CSR tivities? Yes, the orgniztion hs following systems in ple: 1 Mehnism for monetry ontriution on regulr sis 2 Filittes on-site tivities uring usiness hours 1: Proess esrie for engging with t lest 3 stkeholer groups. 2: Mehnism for enggement ientifie for ientifie stkeholers. 3: Frequeny of suh enggements efine.. A-ho enggement with stkeholers.. No enggement with stkeholers. 3 Any other: 1: The other system mentione is relevnt. The orgniztion is urrently eveloping systems There re no systems in ple Q. No. Key Resoures CC 11 Who hs the ultimte responsiility for CSR tivities in the orgniztion? A or-level CSR ommittee with t lest one inepenent iretor A or memer 2: The other system mentione is not relevnt.

46 e f g CC 12 A senior mngement tem memer It is mnge y HR eprtment It is mnge y nother eprtment (Plese mention): No seprte person ientifie Plese provie etils of investment me y the orgniztion in vrious CSR inititives. 1 Eution 2 Puli helth 3 Chil rights 4 Women empowerment/gener equlity/empowering women 5 Generting employment/youth employment/employment enhning votionl skills 6 Eriting extreme hunger n poverty 7 Any other: 8 Totl Of the ove totl ontriutions, plese inite the mount investe: 1 Through NGOs 2 Through the orgniztion's own fountion 3 Diretly y the orgniztion It oes not trk the rekup ut only the totl mount investe over the yers Q. No. Stkeholer Externl CC 13 How oes the orgniztion islose its CSR informtion pulily? e f g Yes, in the integrte report Yes, in the Annul Report Yes, in the Sustinility Report Yes, on its wesite Through other hnnels (suh s rohures, milers, flyers, n pmphlets) No puli reporting Q. No. Results CC 14 Hs the projet impt report een uite? Yes, impt report hs een uite internlly

47 CC 15 Yes, impt report hs een uite y thir prty No, impt report hs not een uite Plese illustrte few outomes mesure from CSR tivities Desription provie: Plese illustrte three suh impts from CSR tivities. 1: Outome mentione re relevnt to the tivities me in CSR fous res 2: Outome re qulittive in nture 3: Outome re quntittive in nture 4: No impt mentione 5: Outome of CSR tivities is not mesure Informtion ville: 1: Impts mentione re relevnt to the tivities me in CSR fous res 1 First impt: 2: Impts re qulittive in nture 2 Seon impt: 3: Impts re quntittive in nture 3 Thir impt: 4: No impt mentione The orgniztion is urrently eveloping system No, there is no system in ple to mesure the impt of CSR tivities 5: The impt of CSR tivities is not mesure Q. No. Lerning n Innovtion CC 16 Plese elorte how the or/top mngement reviews its CSR poliy n inititives n how the lernings re use to mke improvements. Desription provie: : Bor/top mngement review CSR poliy: 1: Frequeny of suh reviews mentione. 2: Output from evlution is nlyze. 4: Output is use to ientify, prioritize, pln n implement improvements e.g. trinings re onute.. The or/top mngement oes not review CSR poliy.. CSR poliy is reviewe y ny other mnger/tem/ommittee.. CSR poliy is not reviewe.

48 17 Plese elorte how the or/top mngement reviews its impt rete from CSR tivities n inorporte lerning n improvements n how the lernings re use to mke improvements. Desription provie: : Bor/top mngement review impt of CSR tivities: 1: Frequeny of suh reviews mentione. 2: Output from evlution is nlyze. 4: Output is use to ientify, prioritize, pln n implement improvements e.g. trinings re onute.. The or/top mngement oes not review impts.. Impts from CSR tivities re reviewe y ny other mnger/tem/ommittee.. Impts from CSR tivities re not reviewe.

49 Supply Chin Q. No. Leership Vlition ox SC 01 Does the orgniztion hve poliy/oe of onut for suppliers? SC 02 Yes, it hs poliy/oe of onut for suppliers n it is pulily ville Yes, it hs poliy/oe of onut for suppliers ut it is not pulily ville No, it oes not hve forml poliy/oe of onut for suppliers Who oes the oe of onut for suppliers pply to? The oe of onut for suppliers pplies to: 1 Tier I Suppliers 2 Tier II Suppliers 3 Tier III Suppliers 4 Venors 5 Distriutors 6 Frnhises 7 Retilers 8 Others: 1: Other stkeholer mentione is relevnt SC 03 e f g No forml poliy/oe of onut for suppliers Does the orgniztion ensure tht sustinility ftors re integrte in supplier seletion n retention? Yes, sustinility ftors re integrte in suppliers seletion n retention oth n there is minimun threshol require for herene to sustinility ftors Yes, sustinility ftors re integrte in suppliers seletion only n there is minimun threshol require for herene to sustinility ftors Yes, sustinility ftors re integrte in suppliers seletion n retention ut there is no minimum threshol require for herene to sustinility ftors Yes, sustinility ftors re integrte in suppliers seletion only n there is no minimum threshol require for herene to sustinility ftors No, sustinility ftors re not integrte in supplier seletion n retention Not pplile Q. No. Proess Vlition ox SC 04 Does the poliy over following spets? 2: Other stkeholer mentione is not relevnt

50 Yes, the poliy overs: 1 Environmentl issues (suh s pollution, energy, GHG emissions, wter, n wste) 2 Chil lor 3 Fore lor 4 Non-isrimintion 5 Right to freeom of ssoition/olletive rgining 6 Working hours 7 Living wges 8 Helth n sfety 9 Corruption n riery SC 05 SC 06 No forml poliy/oe of onut for suppliers Is the ove oe integrte into suppliers' ontrt/purhsing poliy? Yes, the oe is prt of the ontrtul greement with the suppliers No, it is ommunite seprtely No forml poliy/oe of onut for suppliers Wht is the orgniztion's pproh to el with non-ompline to the mentione guielines/poliy/ oe of onut y its suppliers? The orgniztion hs the following pproh: 1 Termintion of existing ontrt 2 Corretive tion 3 Trining 4 Others: 1: Other pproh mentione is relevnt No pproh efine SC 07 Wht re orgniztion's sustinility relte gols/ trgets n tion pln to reh these gols for its supply hin? Orgniztion hs set following sustinility-relte gols/trgets in supply hin:. Trgets set: 2: Other pproh mentione is not relevnt 1 Sustinility Gol/trget 1 1: Relevnt sustinility-relte trgets set Desription 2: Ation pln provie for ll the trgets. : Ation pln provie for 50% of the efine