LEADERSHIP

Throughout our organisation, we provide our leaders with the skills and knowledge that will systematically enable them to oversee the implementation of our Sustainability Strategy and then ensure that it remains operational and effective.

STAKEHOLDER ENGAGEMENT

We readily recognise that while we have within our business a wealth of knowledge regarding sustainability, we do not know everything. Hence, each part of our business is regularly required to identify and subsequently engage with a wide range of people and organisations who have an interest in our activities – our stakeholders. The aim is to gain an understanding of the varied needs and expectations that our stakeholders may have from us and accordingly build our overarching Strategy that successfully fulfils them.

COMMUNICATION

Frequent and effective communication, both within our business and with our stakeholders, is seen as critical to ensure that everyone understands our Vision, our Strategy, and their role in making these things happen. As a subset of our Strategy, we will define how communication is to be managed from the site level up to the Group level. Additionally, we have also established an informative and accessible platform on the internet through which all elements of our Strategy, our policies in relation to various sustainability issues, our performance and our ongoing commitment to our Vision can be examined.

PLANNING

The broad range of issues covered by our sustainability strategy may not apply to every one of our sites. Besides the importance of a subject to one site may be different for another, based on the nature of the business, its location and the specific concerns of local stakeholders.

In any case, each of our sites are required to gain a thorough understanding of which and to what extent a particular sustainability issue affects them. This guides each site to develop an approach to manage those relevant issues.

IMPROVEMENT

In addition to identifying the key issues for each site and deciding on how best to manage them, our Strategy also requires our sites to explore all the potential opportunities for improvement. That improvement may come in a variety of forms such as improving efficiencies or reducing wastes; it may also be improvements in how we operate, in our processes; it could be improvements in our products, or in how we work with our suppliers. We make sure that our mechanisms for improvement link back to either the ‘needs of all’, one of our three pillars of responsibility: Social, Ethical or Environmental, or to our commitments to future generations.

MONITORING

We, at JSW, have recognised that none of our efforts with regard to planning and improving what we do will count for anything if we are not able to demonstrate them. That is why, our Strategy also places significant emphasis on identifying, from site to Group, the key performance measures through which we, and our stakeholders, can monitor our progress.

REPORTING

Sharing information on our performance, either at a local site level or using international standards such as the Global Reporting Initiative (GRI), is seen as key in fulfilling our commitment to ‘demonstrably contribute’. Openness with all our stakeholders is regarded critical to us, for only through such openness are we able to establish a real trust that what we are doing with regard to our sustainability strategy can, and will, deliver the vision we have. This report is part of the process.