₹996
Total cost of employment/tonne of steel produced Standalone
11.8%
Workforce represented through employee association(s) under the provision of collective bargaining
587
New permanent employees joined in FY 2020-21
99.68%
Employees receiving regular performance and career development reviews
<30 years
30-50 years
>50 years
JSW STEEL (standalone)
Management
Non-management
Parmanent women
employees
Differently-abled
Contractual
| Subsidiary | JSW SCPL | JSW ARCL | JSW Industrial Gases | |||
|---|---|---|---|---|---|---|
| FY 2020-21 | FY 2019-20 | FY 2020-21 | FY 2019-20 | FY 2020-21 | FY 2019-20 | |
| Permanent | 2,026 | 2,045 | 187 | 201 | 30 | 31 |
| Management | 724 | 753 | 138 | 146 | 18 | 20 |
| Non-management | 1,302 | 1,292 | 49 | 55 | 12 | 11 |
| Male | 1,973 | 2,006 | 181 | 195 | 29 | 30 |
| Female | 53 | 39 | 6 | 6 | 1 | 1 |
| New hires | 135 | 155 | 0 | 9 | 1 | 0 |
| Separated | 160 | 91 | 5 | 12 | 4 | 5 |
| JSW Mines | JSW Salav | ||
|---|---|---|---|
| FY 2020-21 | FY 2019-20 | FY 2020-21 | FY 2019-20 |
| 250 | 183 | 313 | 327 |
| 80 | 71 | 79 | 131 |
| 170 | 112 | 234 | 196 |
| 235 | 173 | 307 | 321 |
| 15 | 10 | 6 | 6 |
| 19 | 2 | 1 | 0 |
| 13 | 0 | 8 | 33 |
We maintain a strong oversight of our business outcomes while managing career growth and talent management pipeline. This multi-pronged approach continues to facilitate our talent management approach and performance.
Virtual Potential Assessment for identifying Future Fit Leaders (L08 – L16)
JSW SLDP Programme for (Assessment and Development) L17 – L19
Infuse young talent through GRP and MT programmes
Development journey with Ivy League institutions - Brown, Cornell, ISB
IDPs and Career Conversations to enhance readiness for next role
Second Level Talent Pool Developed through IIM A, IIM B & XLRI
Succession planning and talent pipeline for critical roles
Career enhancement/movement for identified Future Fit Talent
Job Rotation for FFL and SLDP Cohort
The Future Fit Leadership (FFL) platform is our flagship career development programme that identifies promising talent and formulates cohorts from our talent pool for accelerated growth within the organisation. In FY 2020-21, FFL moved to a cloud-based technology platform, owing to the pandemic.
1,06,245
Total classroom and e-learning hours
We have identified a core succession planning framework for critical leadership roles to identify best-fit leaders. We use a 360-degree, predictive lens covering potential, perception and performance to filter prospective leaders. Subsequently, based on exposure, experience and education, we create short- and medium term Individual Development Plans against specific role requirements. We seek to:
In FY 2019-20, we onboarded the Percipio platform from Skillsoft that delivers an immersive learning experience. It leverages highly engaging content, curated into nearly 700 learning paths (channels) that are continuously updated to ensure users always have access to the latest information. This programme witnessed 100% utilisation during FY 2020-21.
Similarly, our Harvard ManageMentor® Spark™ provides a highly personalised experience, fueled by the latest and best leadership and management content. It empowers learners to develop critical business skills when and how it works best for their busy schedules. This programme recorded 85% utilisation during FY 2020-21.
200+
Employees attended SteelTalks from Steeluniversity, covering topics such as digitalisation, steel’s role in future mobility, steel industry 4.0, operational research in steelmaking, among others
40
Employees actively participated in the steelChallenge Regional Championship
9.59
Average hours of training per permanent employee/annum
An equal opportunity employer, we encourage employment from various backgrounds and draws strength from the multi-faceted diversity of our workforce across region, grade, education, experience and gender. As we onboard new talent, diversity will be maintained as a key consideration, that can act as a competitive advantage for the organisation. We follow a gender neutral compensation policy which pays for role of the employee, individual performance, as per market demand and supply for the role, statutory compliances and as per overall budgetary outlay for the role. There are currently no expats (i.e. non-Indian citizens) employed in JSW Steel Limited.
Employees receiving regular performance and career development reviews
Workforce represented through employee association(s)
Our flagship employee diversity initiative, Springboard, continues with IIM Bengaluru Women Leadership Journey Batch 2. We have our group of 21 high-performing women going through a development journey designed and delivered by IIM Bengaluru to enhance their capability in becoming a future leader. They gain insights on various aspects such as self-awareness, career management, personal branding, and strategic topics like macroeconomics, industry analysis, digitalisation. The programme also focuses on leadership skills with topics such as influence tactics and leading change. The participants are further going through a structured Individual Development Plan as well as an Action Learning Projects to implement their learnings.
JSW Steel is among 100 Best Places to Work for Women for the 3rd consecutive year
as adjudged by Working Mother & Avatar
We maintain a healthy dialogue with our employees, to ensure that their needs are adequately met and their time with the organisation is valued and fruitful. In order to keep them motivated, we have unveiled multiple platforms, through which we sustain our employee connect.
Launched in Feb 2020, Spotlight is a recognition and rewards platform. In FY 2020-21, we covered about 1,500 employees to conduct various awareness sessions in both online and offline formats and launched initiatives such as:
We have entered the third wave of our digital journey and our people processes have also become significantly digital-first. The biggest outcome of this is myJSW, a cloud-based SaaS HR platform which ties in a mobile first employee experience, increases technology penetration across the organisation and speeds up the HR Transformation journey for JSW. It seeks to provide a well-rounded employee experience that consolidates employee data, approvals, and hire to retire transactions at one place.
Key tenets of the project:
Through our Group’s social arm, JSW Foundation, we contribute to the progress of the communities inside and outside our direct impact zones. We are of the firm belief that community well-being is the outcome of collaborative developmental models that are replicable, scalable and sustainable.
We follow a ground-up approach to 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, an imperative in every stage of assessment, aspiration setting, planning, and implementation. This also contributes to clear expectations management, where we are seen as an equal partner than a philanthropic entity. This level of involvement also helps our programmes to be on autopilot, led and sustained by the communities. In this regard, we also build institutions that can frontend 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 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 are executed by independent third parties.
At Vijayanagar, JSW Foundation operates Tamanna, a school for differently-abled children, to help them pursue specific need-based education requirements. With specialised and qualified personnel and enabling infrastructure, Tamanna also offers occupational therapy for the students.
114
Students enrolled under Tamanna
In FY 2020-21, in the wake of a massive health crisis that plagued the global population, our social interventions concentrated on providing the local population and administration with the required assistance and support. Our focused health interventions and awareness initiatives helped our communities be well-informed and protected. However, owing to the announcement of a nation-wide lockdown and subsequent restrictions on movement, some of our outreach activities did witness a slight impact.
`164.81crore
Standalone CSR spend in FY 2020-21(unspent `86.49 crore)57, 100
People reached out through healthcare screening services7, 100
Farmers supported1. 03 million m3
Additional water storage capacity created1 million
Families supported during COVID-11,800 tonnes
Commodities linked with markets18,700 hectares
Land covered through integrated watershed management| Beneficiaries of community initiatives (direct and indirect) | ~5.5 lakh |
| Overall coverage | 255 villages in 4 states |
| Students benefitted through various interventions | 1,36,918 |
| Students supported through JSW UDAAN Scholarship for pursuing higher education | 2,406 |
| Uptake of Government schemes by facilitatin convergence (Project Margdarshak) | 1,17,700 beneficiaries, `7.6 crore accrued through direct benefits |
ITI at Mettur, Tamil Nadu supported by JSW won the GOLD trophy of ASSCOCHAM for National level best ITI on Skill Development under Public Private Partnership Scheme.
ITI at Mettur, Tamil Nadu supported by JSW won the GOLD trophy of ASSCOCHAM for National level best ITI on Skill Development under Public Private Partnership Scheme.
Students supported through JSW UDAAN Scholarship since inception
| Location | Water storage created (m3) |
|---|---|
| Viijayanagar | 45,000 |
| Dolvi | 3,75,000 |
| Salem | 2,92,500 |
| Tarapur | 65,000 |
| Vasind | 56,800 |
| Kalmeshwar | 2,43,000 |
| Salav | 16,700 |
At JSW Steel, suppliers are an integral part of our business, who contribute to our growth and viability as a business.
We engage regularly with our suppliers to ensure that our overall ecosystem functions with a sense of responsibility, integrity and overall compliance. To achieve this, we have formulated a Supplier Code of Conduct (SCoC) that lays down norms of behaviour and practices for smoother and compliant conduct. This SCoC takes cognisance of the themes of human rights, labour, environment, and anti-corruption, as described in the United Nations Global Compact (UNGC). Principles and norms described under the theme of ‘labour’ are based on the standards specified by International Labour Organisation (ILO) from time-to-time.
We have developed vendor and supplier registration tool in which we have provided questionnaires so that every new supplier/distributor has to disclose the social and environment parameters such as licence to operate industrial H&S department, consent from the respective state pollution control boards, ISO certifications, etc.
The key principles of SCoC include:
Our approach towards focus areas of indigenous people and cultural heritage can be found in the respective policy documents available at
Social performance
Our stakeholder relationships are enabled by continuous engagement and a long-term approach to business sustainability. Be it the communities we support, the employees we nurture, the partners we collaborate with, or the investors who lay their trust in us, continuous value-creation for all is the cornerstone of stakeholder relationships at JSW Steel.
Employees
At JSW Steel, we lay the highest emphasis on the overall well-being and personal and professional growth of our employees. Their unwavering efforts have made us what we are today, and their continued support will chart the way forward for us. In response, we consider it our duty to provide them with a best-in-class working environment, high-levels of safety, meritocratic career progression and competitive compensation and benefits. We continue to uphold employment rights of our people and positively go beyond compliance in areas such as human rights.
This year, we have also emerged as a Great Place to Work (GPTW), banking strongly on aspects such as pride in the organisation, management competence, visionary leadership, camaraderie and communication. Through the GPTW assessment we have also identified key areas for improvement that we will focus on as we go forward.