Engaging with customers
We attribute paramount importance to the quality of our
products and the quality of the relationships we maintain with
our customers. JSW Steel has always been a customer-centric
organisation and with larger retailisation plans on the anvil, we
expect the strength of our customer community to increase in
the near term.
We periodically measure our customer satisfaction levels
across two major indices – experience index and loyalty index.
These together feed into our overall Customer Satisfaction
Index (CSI).
JSW Steel’s CSI model
In order to bolster the connect, we have also initiated a customer engagement programme through Customer Focus teams
(CFT) with selected customers. This is aimed at understanding their concerns, discussing mutual growth plans and setting
expectations.
A STRONG SUPPLY CHAIN TO CATER TO CUSTOMERS
JSW Steel has a strong network of 16 stockyards across all
the major cities of India. The storage capacity of all the yards
put together is approximately 300,000 tonnes. All the yards
are well-equipped to store and handle the highest products
in the value chain — from CR coils for the auto segment to
coated steel for appliancs and tin for packaging. The detailed
SOPs are in place for handling and storage of these products.
The yard network enables supply of material on a just-in-time
basis to all the key customers, where delivery schedules
are very stringent and material requirement is in small lots.
All the yards are digitally enabled and the transactions are
facilitated through barcode scanning. Further, GPS tracking
system is also under implementation and shall be operational
completely in FY 2020-21, post which all the yard sales will
be tracked and traced digitally.
In addition to the above, we also have several
digitalisation initiatives on outbound road transportation
from our units:
- Trace and track implementation completed at Vijayanagar,
Dolvi, Salem and all downstream plants with 100% visibility
- Control tower established at the above plants aiding in
better logistic KPIs monitoring and compliance
OTIF DEPLOYMENT
OTIF is defined as ‘On Time & In Full’. It is one of the
most widely used delivery performance metrics across
industries — an important KPI that indicates the capability
of the manufacturing facility to make the Finished Goods
(FGs)as per the quantity required by the customer and
successfully service orders at the required time.
Earlier, JSW used to measure delivery compliance as
total tonnage supplied to customer(s) over total tonnage
ordered within a month. OTIF, which has been successfully
implemented and functional at all the manufacturing
locations of JSW Steel vertical, takes an SKU-level view and
assigns a target date to each SKU ordered by the customer.
Further, full deliveries (within allowed tolerance limit)
within the target date/time as requested by the customer(s),
are measured to arrive at OTIF score, which ensures
customer satisfaction.
Interventions for better coil transportation
- Undertook new design and development of international
standard wagon. The design of the wagons are completed
and four prototypes are ready at JRIL Vadodara plant.
Their deployment will aid in faster turnaround time,
reduced railway traffic density, lower demurrage, better
environmental compliance and aid in standardisation
of coil weights. Further, we have also taken offers from
premier wagon manufacturers and a wagon leasing
company for the deployment of six rakes in FY 2020-21.
Engaging with vendors, dealers, distributors and retailers
We organise several brand building initiatives to promote
and popularise our steel products both within and outside
India. The promotional activities also include interaction with
retailers and meetings with distributors across the country
and recognising high performers.
Engaging with the industry bodies
We are an active member of various trade bodies and
associations that help us voice our opinions to the larger
audience and even serve as fora for cross-pollination of
ideas and thoughts. We strive to regularly participate in the
discussions conducted by these bodies, helping us keep a
pulse on industry trends, at both global and regional levels.
Our key memberships
- World Steel Association
- Confederation of Indian Industry (CII)
- Federation of Indian Chambers of Commerce & Industry
(FICCI)
- Associated Chambers of Commerce and Industry of India
(ASSOCHAM)
- Indian Steel Association
- Global Reporting Initiative (GRI)
- Dow Jones Sustainability Index (DJSI)
- Carbon Disclosure Project (CDP)
- United Nations Global Compact (UNGC)
- Bangalore Chamber of Industry & Commerce, Karnataka Iron
& Steel Manufacturing Association
- Indian Institute of Metals
- American Society of Metals, Association of Iron & Steel
Technology (US)
- Iron and Steel Institute of Japan
- PMS (Metal Society of USA)
- Indian Chamber of Commerce
- Bengal Chamber of Commerce & Industry
- Karnataka Iron & Steel Manufacturers' Association (KISMA)
- Sponge Iron Manufacturers association (SIMA)
- Federation of Indian Mineral Industries (FIMI)
- All India Induction Furnaces Association (AIIFA)
SOCIAL
GROWING TOGETHER
Our approach
At JSW Steel, we are sustained by meaningful relationships with various stakeholders for whom we create value. We engage with them on a regular basis and ensure that their expectations are met. We are constantly on the lookout for areas where we can add value and create win-win propositions for all.
On the input side, we maintain a sharp focus on sustainable sourcing and resource conservation, adhering to or exceeding compliance on all grounds. We strive to achieve maximum energy efficiency and recover waste heat using exchangers as a part of our day-to-day operations.
On the social front, we explore how communities can be best empowered and how livelihoods can be improved. We retain our social licence to operate by working actively towards community development and fulfilling its needs in both letter and in spirit.
Battling a pandemic. Together.
The COVID-19 pandemic has struck the world, forcing people, businesses and livelihoods to adapt to a new normal. At JSW Steel, we are of the opinion that the government, civil society and corporates need to work together to help the country mitigate the situation and cushion the effects of the pandemic. Towards this end, we have taken active measures across our impact areas to support communities and ensure the safety of our employees.
Efforts in numbers
Over 4 lakh
MEALS SERVED
~3.5 lakh
MASKS DISTRIBUTED
~17,000
HANDWASHING SOAPS DISTRIBUTED
350
HOSPITAL BEDS CREATED
4
ISOLATION WARDS CREATED
1,090 PPE kits
DISTRIBUTED
WE HAVE REACHED OUT TO 1,30,000 INDIVIDUALS ACROSS 150 VILLAGES IN 19 LOCATIONS ACROSS INDIA THROUGH OUR EFFORTS
Key interventions
1. CONTRIBUTION TO PM-CARES FUND
JSW Group together has committed ` 100 crore to support all on-going relief efforts of the central and state governments. The pledge has been made as a direct contribution to the Prime Minister’s Citizen Assistance and Relief in Emergency Situations Fund (PM-Cares Fund). Every employee of JSW Group has contributed a minimum of their one-day salary to the fund.
2. DELIVERING MEDICAL SUPPORT ACROSS ALL LOCATIONS
Across our locations, we are taking steps to ensure the availability of necessary medical support. This includes conducting disinfection drives, distributing ventilators to hospitals, creating isolation wards, and conducting health check ups, among others. In Vijayanagar, we have screened over 50,000 people at the Jindal Sanjeevani hospital.
3. DELIVERING ESSENTIAL SUPPLIES
We continue to provide a dependable source of sustenance for the kiln workers, daily wagers, farm workers and nearby communities by serving them essentials such as rice, pulses, oil, basic condiments and so on.
4. PROVIDING MEALS
In our direct impact zones, we are continuously serving lunch and dinner for all those in need.
5. DISTRIBUTING SANITISERS, CLOTH MASKS AND SURGICAL MASKS
We have made it a priority that our communities and people follow norms of social distancing while wearing the adequate gear. We also support the government and civil society workers, making available hand sanitisers etc. as needed.
6. CONDUCTING AWARENESS CAMPAIGNS
We conducted door-to-door awareness campaigns in and around our locations to ensure that the communities in our direct impact zones are well-apprised of the dos and don’ts in the wake of the pandemic.
The land upon which indigenous people live is home to over 80% of our planet’s biodiversity and is rich in natural resources, such as oil, gas, timber and minerals. However, as more establishments erect themselves at these locations, the indigenous communities lose their livelihoods and in several cases, their unique identity.
As modern society’s requirements for raw materials and resources continue to grow, the search for such materials and resources can sometimes bring companies such as JSW and the businesses we work with into direct contact with indigenous peoples.
As part of our efforts to deliver our Sustainability Vision, we have established a policy to demonstrate our commitment to:
Heritage is not only manifested through tangible forms such as artefacts, buildings or landscapes but also through intangible forms. Intangible heritage includes voices, values, traditions and oral history; and it is often perceived through cuisine, clothing, religious ceremonies, performing arts and so on. However, both the tangible and intangible forms of cultural heritage are under attack from a range of threats, including urban development, mineral and resource extraction, climate change, tourism, wars and natural disasters.
Through JSW Foundation, we support organisations and initiatives that preserve and promote art, culture, and the heritage of India. This is achieved by setting up art precincts, restoring heritage structures and preserving the legacy by establishing museums, leading to the enhancement of India’s cultural heritage.
Notable initiatives and achievements
JSW Group, together with its Foundation, has safeguarded, rebuilt or sustained cultural heritage at various locations and sites across India. Some of our key achievements in this regard include:
Good labour practices and well-implemented systems to protect employee rights provide a wide range of benefits. With the provision of good working conditions, employees are highly likely to be more positive, more motivated and therefore more productive. As a major employer, JSW has a moral obligation to do all that it can to both actively involve itself in the protection and enhancement of employment rights in areas that are within our direct control, and to work with others to protect and enhance the employment rights of every individual within the wider society.
At JSW Steel, our well-ingrained culture of entrepreneurship and individual ownership has become a core driver of our growth. It bolsters our commitment to excellence and promotes a meritocratic environment that rewards both efforts and results. We have calibrated our people initiatives that can complement this environment and promote the holistic growth of the individual.
The development of our people is strongly linked to their overall health and well-being and as a Group, JSW has taken several measures to ensure a safe and secure working environment for all. We have also initiated multiple learning and development programmes that cater to the growth ambition of the individual, while mapped to our business priorities.
As part of our efforts to deliver our Sustainability Vision, we have established a policy to demonstrate our commitment to developing and enhancing our labour practices and the protection of employment rights.
Key performance indicators
` 93 crore
TOTAL COST OF EMPLOYMENT/ MNT OF CRUDE STEEL PRODUCTION
10.30%
WORKFORCE REPRESENTED THROUGH EMPLOYEE ASSOCIATION(S)
1,202
NEW PERMANENT EMPLOYEES JOINED IN FY 2019-20
97.14%
EMPLOYEES RECEIVING REGULAR PERFORMANCE AND CAREER DEVELOPMENT REVIEWS
TOTAL NUMBER OF EMPLOYEES*
(Number)
EMPLOYEES AT SITE (AGE-WISE SEGMENTATION)
(Number)
TOTAL NUMBER OF EMPLOYEES SEPARATED (AGE-WISE SEGMENTATION)
(Number)
* All figures are including JSW Steel Salav Works.
JSW Steel subsidiaries
Talent management
We manage our talent pipeline with a view to maximise business outcomes while augmenting individual career growth. Our key drivers result in measurable outcomes for both the organisation and the employees.
KEY DRIVERS
BUSINESS OUTCOMES
For the organisation
For the individual
KEY TALENT MANAGEMENT FOCUS AREAS
Talent management
Talent development
Careers and talent pipeline
Learning and development
As a talent- and innovation-led organisation, capability building of people is a priority. We deploy several learning modules, both online and offline, for all grades of employees.
During FY 2019-20, we covered a total of 53,030 learning hours in the development of our people, leveraging continuous learning opportunities that are customised for the individual in an on-demand, digital environment.
JSW LEARNING ACADEMY
The JSW Learning Academy has played a pivotal role in ensuring the learning journey of every JSW employee. It serves as an online education portal with multiple subject areas for our people to choose from and learn. It provides a wide range of e-learning courses addressing the different learning needs of various employee groups. These include modules on business simulations, prevention of sexual harassment, safety and big data and analytics.
JSW LEARNING ACADEMY
NEW LEARNING PLATFORMS
In October 2019, we launched new learning experience platforms that engage learners with curated content on a wide range of topics. They are designed to integrate learning into busy work schedules of employees and is anchored around a personalised learning experience for them.
Percipio is an intelligent online learning experience platform that delivers an immersive learning experience. It leverages highly engaging content, curated into ~700 learning paths (channels) that are continuously updated to ensure customers always have access to the latest information.
67%
ADOPTION OF E-LEARNING COURSES FROM PRECIPIO
Harvard ManageMentor® Spark™ provides a highly personalised experience, fuelled 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.
88%
ADOPTION OF E-LEARNING COURSES FROM MANAGEMENTOR
Diversity and inclusion
JSW Steel strives to be an inclusive workplace that encourages diverse thoughts and perspectives. While the industry we serve has traditionally seen lower rates of women employment, we are taking active strides to ensure that we maintain a balance in our new hires, especially in our non-manufacturing sites. We are also an equal opportunity employer that does not discriminate employment or development on any unspecified grounds. JSW Springboard is our flagship initiative that caters to promote diversity and inclusion within the organisation.
JSW SPRINGBOARD - KEY ACTION AREAS
AVERAGE HOURS OF TRAINING PER EMPLOYEE
(%)
Employee engagement
We maintain a healthy dialogue with our employees to ensure that their needs are adequately met and their time with the organisation is of worth. In order to keep them motivated, we have unveiled multiple platforms through which we sustain our employee connect.
CANDID CONVERSATIONS
An avenue for high-performing employees to meet with the senior leadership in an informal setting to exchange ideas and perspectives. During FY 2019-20, we conducted 15 Candid Conversation sessions with top leaders of JSW covering 225 young and talented individuals.
SAMVEDNA
A series of mental and emotional well-being and awareness workshops to help employees understand the importance of mental health and develop fundamental coping mechanisms.
JSW WE CARE
Dedicated employee assistance programme.
SAMMAAN
A programme to ensure a safe, healthy and sexual harassment free workplace.
SPOTLIGHT
An initiative to recognise and reward employee contribution on a regular basis.
ENABLING AND ENGAGING TEAMS DURING COVID-19
Emerging future workplaces
Remote working
Launched a campaign to enable work from home (WFH)
Virtual academy
Facilitator-led virtual learning
E-learning
Engagement
Emotional wellness
Communication
Employee recognition
Diversity and Inclusion (D&I)
Springboard development journey
Young talent
Onboarded MIPs
Future-Fit Leaders (FFL)
IDP for Band-4 and Band-5 FFL
Cornell ALP review for Band-3 FFLs
FFL alumni
Health, safety and well-being
At JSW Group, our vision is to achieve ‘Zero Harm’. In order to help us reach this vision, we have fully integrated Health & Safety (H&S) as one of our Group values and are continuing to implement initiatives under the ‘VISION 000’ motto.
JSW’s Roadmap to VISION 000
Our journey to Zero Harm begins with the development of leadership actions that will deliver safety performance excellence, while leveraging learning from shared best practices across Group businesses. The guiding principles are built on the premise that everyone has a role to play in achieving an injury- and illness-free work place. While it is a collective responsibility, senior leaders demonstrate visible commitment through their behaviour in the organisation. As H&S becomes integrated into all business management processes, excellence in H&S also translates into measurable business results.
10 JSW CRITICAL SAFETY RULES
All JSW employees, business associates and contractors are required to comply with the newly launched ten critical rules with respect to safety. These rules were crafted based on learning from past serious incidents at our sites and cover the most critical safety practices to achieve a notable reduction in injuries and illnesses.
WORK AUTHORISATION
Work with valid permit when required
WORKING AT HEIGHT
Protect yourself against a fall when working at height
CONFINED SPACE
Obtain a valid authorisation before entering a confined space
ENERGY ISOLATION
Follow the lock out, tag out (LOTO) Isolation procedure when working on equipment
HOT WORK
Identify and control flammables and ignition sources before starting any hot work
SAFETY CONTOLS
Obtain a valid authorisation before overridding or disabling safety controls/ safety critical equipment
DRIVING SAFETY
Always wear your seatbelt. Respect speed limits. Do not use your mobile or operate any device while driving
INCIDENT REPORTING
Report all workspace injuries and incidents
SAFE LIFTING
Do not walk or stand under a suspended load
NO ALCOHOL, DRUGS, SMOKING
Do not work or drive under the influence of alcohol and drugs. Do not smoke in designated 'no smoking' zones
WE HAVE TARGETED A
20% LTIFR
REDUCTION FOR FY 2020-21 COMPARED TO FY 2019-20
SAFETY OBSERVATION PROGRAMME
JSW expects all levels of management and employees to not only anticipate hazards, but also to address them and stop employees if they deem a work environment or task to be unsafe. Towards this, we have found the Safety Observation (SO) programme as an effective way to engage with the workforce on safety matters. We are in the process of further strengthening the impact of SO process by focusing efforts where they matter, expanding the conversation, and making SOs more personal and positive for our workforce. We have made it mandatory for the leadership team to conduct compulsory shop floor walkthroughs and identify unsafe acts and conditions.
SAFETY OF THIRD PARTIES
At JSW, we work closely with our contractors to build a safety culture at the frontline, aiming to improve our overall safety performance. Revamped Contractor Safety Management programme is being launched across JSW Group businesses to provide assurance, evaluate contractor performance at defined intervals to provide feedback, lessons learnt and a basis for improving H&S performance and lead future contractor selection. This programme is also designed with the objective of capturing contractors’ non-conformances and delivering systemic corrective actions by identifying the root cause and having a closed loop feedback process.
Occupational health & safety (Standalone)
LTI
LTIFR
We regret the occurrence of 15 fatalities in our ISPs and 1 fatality in our subsidiary
OCCUPATIONAL HEALTH & SAFETY AT SUBSIDIARIES
Engaging with customers
We attribute paramount importance to the quality of our products and the quality of the relationships we maintain with our customers. JSW Steel has always been a customer-centric organisation and with larger retailisation plans on the anvil, we expect the strength of our customer community to increase in the near term.
We periodically measure our customer satisfaction levels across two major indices – experience index and loyalty index. These together feed into our overall Customer Satisfaction Index (CSI).
JSW Steel’s CSI model
In order to bolster the connect, we have also initiated a customer engagement programme through Customer Focus teams (CFT) with selected customers. This is aimed at understanding their concerns, discussing mutual growth plans and setting expectations.
A STRONG SUPPLY CHAIN TO CATER TO CUSTOMERS
JSW Steel has a strong network of 16 stockyards across all the major cities of India. The storage capacity of all the yards put together is approximately 300,000 tonnes. All the yards are well-equipped to store and handle the highest products in the value chain — from CR coils for the auto segment to coated steel for appliancs and tin for packaging. The detailed SOPs are in place for handling and storage of these products.
The yard network enables supply of material on a just-in-time basis to all the key customers, where delivery schedules are very stringent and material requirement is in small lots. All the yards are digitally enabled and the transactions are facilitated through barcode scanning. Further, GPS tracking system is also under implementation and shall be operational completely in FY 2020-21, post which all the yard sales will be tracked and traced digitally.
In addition to the above, we also have several digitalisation initiatives on outbound road transportation from our units:
OTIF DEPLOYMENT
OTIF is defined as ‘On Time & In Full’. It is one of the most widely used delivery performance metrics across industries — an important KPI that indicates the capability of the manufacturing facility to make the Finished Goods (FGs)as per the quantity required by the customer and successfully service orders at the required time.
Earlier, JSW used to measure delivery compliance as total tonnage supplied to customer(s) over total tonnage ordered within a month. OTIF, which has been successfully implemented and functional at all the manufacturing locations of JSW Steel vertical, takes an SKU-level view and assigns a target date to each SKU ordered by the customer. Further, full deliveries (within allowed tolerance limit) within the target date/time as requested by the customer(s), are measured to arrive at OTIF score, which ensures customer satisfaction.
Interventions for better coil transportation
Engaging with vendors, dealers, distributors and retailers
We organise several brand building initiatives to promote and popularise our steel products both within and outside India. The promotional activities also include interaction with retailers and meetings with distributors across the country and recognising high performers.
Engaging with the industry bodies
We are an active member of various trade bodies and associations that help us voice our opinions to the larger audience and even serve as fora for cross-pollination of ideas and thoughts. We strive to regularly participate in the discussions conducted by these bodies, helping us keep a pulse on industry trends, at both global and regional levels.
Our key memberships
Social development and community involvement are both integral parts of sustainable development. Social development is generally understood to be the improvement in the quality of life of a population and, through contribution to social development and enhanced community involvement, industrial organisations can help create employment, deliver investments in wealth and income creation through local economic development initiatives, introduce and expand education and skill development programmes, provide and promote community health services and initiatives, and promote and preserve local culture and arts. Such contributions create the broad community benefits on which long-term sustainable development depends.
JSW Steel has a vision to ‘Empower communities to create sustainable livelihoods’. This vision is carried forward through the activities of JSW Foundation, the organisation entrusted with the mandate of Corporate Social Responsibility (CSR) for the entire JSW Group.
JSW Foundation is registered as a Charitable Trust since 1989 and has been focusing on various initiatives across all our steel manufacturing locations with dedicated full-time CSR teams. The impact areas identified and the initiatives undertaken are tailored to our local communities but contribute to global goals and the national development agenda.
Our overall approach is to provide holistic life cycle based interventions catering to all sections of society, age groups and those requiring extra attention. The strategy is to find the key connect amongst the various CSR thematic thrust areas to attain better complementarity, e.g. water interventions linked to agribusiness and livelihoods initiatives.
JSW Steel’s CSR interventions have reached out to communities across more than 255 villages in four states of India with special focus on:
CSR highlights from FY 2013-14 to FY 2019-20
HEALTH
EDUCATION
AGRICULTURE
LIVELIHOOD AND SKILL
SANITATION
WATER AUGMENTATION
ENVIRONMENT AND BIODIVERSITY CONSERVATION
Key initiatives and impacts
Interventions
HEALTH & NUTRITION
Vijayanagar
Salem
Tarapur
Dolvi
Vasind
SKILL & LIVELIHOOD
Vijayanagar
Salem
Dolvi
Vasind
AGRI-LIVELIHOOD
Vijayanagar
Salem
Dolvi
Tarapur
EDUCATION
Vijayanagar
Salem
Kalmeshwar
Dolvi
Vasind
Tarapur
WATER
Vijayanagar
Salem
Dolvi
SANITATION
Waste management at Vijayanagar
Waste management at Dolvi
Waste management at Vasind
School sanitation
COMMUNITY EMPOWERMENT
In partnership with Haqdarshak and the district administration, 68,700 applications for various government social welfare schemes were facilitated at seven locations with benefits worth ~`16.93 crore received in over 53,000 cases.