Human Capital

A HAPPY AND ENGAGED WORKFORCE

Employee retention ratio of 95.35%

Nurturing talent to be better everyday

Interlinked StrategiesS6

In line with the vision to bring positive transformation to every life JSW Steel touches, the Company encourages individuals to explore their full potential and prepares them for greater responsibilities. The Company truly believes that improving everyday helps make 'better' happen for everyone, including employees. This is achieved by being empathetic and understanding what 'better' means to all stakeholders. A pre-requisite for this is to listen to all stakeholders without prejudice and use that learning to measure actions. This also enables JSW Steel to achieve one of the key purposes, 'Empowering Our People', which the Company does by adopting a participatory approach.

Key Outputs and Outcomes
95.35%

Employee Retention

  • Employee retention of 95+%, as a result of continuous engagement with employees, welfare measures and learning and development opportunities to create a motivated workforce
  • Learning & Development initiatives such as Project Lakshya, Future Fit Leaders and IIM-A Executive Education Programme enable employees to be better prepared for the strategic pillar 'Build for Tomorrow
  • Online JSW Learning Academy to simplify and accelerate training around three strategic pillars: career-based capabilities, competency-based capabilities and leadership
  • Widening reach across leading campuses in India through Summer Internship Programme and Management Internship Programme to attract and retain talent
  • Human rights policy to ensure no discrimination and demonstrating diversity enriches the Human Capital; same benefits, training and skill enhancement for all members of workforce - including contract workers and differently-abled persons. Monitoring of compliance with regulations as well as internal policies to ensure nil complaints on child labour, forced labour and sexual harassment at workplace
  • Promoting diversity by recruiting, developing, retaining and advancing diverse talent, and initiatives such as JSW Diversity and Inclusion - Springboard for women employees
  • Institutional mechanism to listen to employees through interactions, tool-box talks, town halls and joint safety committees. Also, Candid Conversation as a platform for employees to have meaningful and free-flowing interaction with the leadership team
  • Addressing corruption through: biometric attendance system and direct transfer of wages to the bank account of contract employees
  • Emphasis on safety at the workplace with Near-Miss Reporting going up three-fold from FY17, increase in safety training, linking of safety performance with the variable pay of senior management (including executive director) including executive director and safety audit by the top management

Total Employees, JSW SL

Workforce Turnover by Age, JSW SL

Injuries, JSW SL

Training Hours Per Employee, JSW SL

Lost Time Injuries Rate, JSW SL

Lost Day Rate, JSW SL

11,619

Permanent Employees

Management 5,062 Non-management 6,557 Women 480 Differently-abled 19
28

Permanent Workforce Represented through Recognised Employee Association (%)

Temporary/Contractual 20,481 New Employee Hires 638 Resigned Employees 506
 

Employees at Sites

(segmented by age)

< 30 years 3,764 30-50 years 6,120 > 50 years 989
 

Employees Separated

(segmented by age)

< 30 years 289 30-50 years 115 > 50 years 51
 

Average Hours of Training Per Employee

Permanent Employees 37 Management 11 Non-management 34 Permanent Female Employees 17 Temporary/contractual employees 6
 

Occupational Health & Safety

Reported Injuries 77 Fatalities 5 LTI 72 LTIFR 0.42 Fatality Rate 0.03 Lost Day Rate 15.2
100%

Percentage of employees receiving regular performance and career development reviews

JSW SCPL JSW SPCL JSW ARCL JSW
INDUSTRIAL
GASES
JSW SALAV
PERMANENT EMPLOYEES 1,978 26 213 33 155
Management 759 8 160 22 98
Non-management 1,219 18 53 11 57
Male Employees 1,950 26 209 32 153
Female Employees 28 0 4 1 2
CONTRACTUAL EMPLOYEES 1,885 199 394 5 190
NEW EMPLOYEE HIRES 22 0 1 0 0
RESIGNED EMPLOYEES 63 1 8 2 23
EMPLOYEES AT SITES (SEGMENTED BY AGE)
< 30 years 113 15 70 8 7
30-50 years 1,278 9 129 22 83
> 50 years 587 2 14 3 65
AVERAGE HOURS OF TRAINING PER EMPLOYEE
Permanent Employees 10.67 24.64 11.62 35.71 3.75
Management 3.83 3.69
Non-management 19.52 3.78
Permanent Female Employees 1.00 3.81
Temporary/Contractual Employees 2.01 3.29 12.9 3.81
PERCENTAGE OF EMPLOYEES
RECEIVING REGULAR
PERFORMANCE & CAREER
DEVELOPMENT REVIEWS
100 100 100 100 100
OCCUPATIONAL HEALTH & SAFETY
Reported Injuries 9 0 5 0 1
LTI 9 0 5 0 1
LTIFR 0.15 0 0.264 0 0.10
Lost Day Rate 16.06 0 44.76 0 2.43

CASE STUDY – Human Rights are fundamental to all human beings

Human Rights are fundamental to all human beings

THESE STEPS PROVIDE A SAFE AND SECURE WORK ENVIRONMENT FOR ALL THE EMPLOYEES, LEADING TO GREATER PRODUCTIVITY AND WORK SATISFACTION

JSW Steel places great importance on its human capital and firmly believes that human rights of every individual need to be respected. The Company’s Guidelines and Code of Conduct are in harmony with the UN Declaration on Human Rights as well as the ILO (International Labour Organisation) Conventions. The policies address human rights issues across the supply chain.

The Company’s human rights policy is complemented by other specific policies such as occupational health and safety, environment, anti-corruption, etc. It articulates the Company’s stand on human rights, including non-discrimination, prohibition of child and enforced labour, and freedom of association and the right to engage in collective bargaining. Further, officers of security agencies are trained to act in a manner that respects human rights at all times and to comply with all the applicable national, state and local laws.

The Company contributes to the fulfilment of human rights through compliance with local human rights legislation, wherever it has operations, as well as through its policies, programmes and grievance redressal mechanisms

JSW Steel is one of the six pioneering companies to sign up for the Business for Human Rights (Biz4HR) initiative of the Confederation of Indian Industry (CII) that intends to improve the human rights record in the value chain.

CASE STUDY - Pre-retirement workshops

Pre-retirement workshops

Driven by 'Better Everyday', the Company has initiated pre-retirement workshops for its employees with the main objective of assisting them in preparing for the changes that takes place at retirement. These workshops explore the opportunities that the change in lifestyle makes available to them and makes them aware of the possible issues that become important while leading a retired life. These workshops that are held for the retiring employees and their spouses, cover the following core areas:

Psychological preparedness

Social preparedness

Financial preparedness

Health preparedness