Our Vision

Sustainability has risen to be one of the defining issues of today, demanding an efficient business response. We at JSW, have also identified that our businesses do have an impact – environmentally, socially, and ethically. In addition to that, we also contribute through opportunities which may have an unfavourable effect on people, in terms of health and safety.

Having said that, we also recognise and have immense pride in the fact that our business is, and can continue to be, a force for good, bringing prosperity to our workers and to the communities in which we operate. We’re doing so by delivering economic returns to those who choose to invest in our businesses, enabling wider national benefits through the taxes that we pay to governments, and providing technical innovations and improvements in how we operate which can actually help to mitigate those negative impacts which are an inevitable result of what we do.

While we at JSW acknowledge the negative impact of our businesses, we have also thoughtfully provided solutions in order to bridge the gap between achieving the business vision and incorporating sustainability.

Our Vision Statement

‘It is our Vision here at JSW that we are able, both now and in the future, to demonstrably contribute in a socially, ethically and environmentally-responsible way to the development of a society where the needs of all are met, and to do so in a manner that does not compromise the ability of those that come after us to meet the needs of their own, future generations.’

Our Commitment

We at JSW, from across businesses and the different levels of hierarchy, are committed to transforming our Sustainability vision into reality.

In fact, by endorsing and placing in-depth data in the public domain, our Chairman and Managing Director, Mr Sajjan Jindal, has given his commitment to both our Vision and to the Sustainability Strategy through which we aim to make that Vision a reality.

This commitment can, and will, be cascaded down throughout all levels of the JSW Group and across our supply chains as part of our Sustainability Strategy, providing the impetus to create, implement and then maintain the systems and structures that will be needed to not only deliver our Sustainability Strategy in the short-term but to embed it for the future into everything we do.

Our Sustainability Strategy

Our sustainability strategy is designed based on 7 key elements. In order to achieve our ultimate objective, we are building a strategy that will develop a structure which can be then applied across the JSW Group. A systematic structure will ensure consistent implementation of these crucial factors, which will then continue to operate effectively.

Strategy is based on a number of key elements


Throughout our organisation, we will 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, whilst we have within our business a wealth of knowledge regarding sustainability, we do not know everything. Hence, each part of our business will, regularly, be required to identify and then 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 then accordingly build our Strategy that successfully fulfills them.


Frequent and effective communication, both within our business and to our stakeholders, is seen as critical to ensure that everyone understands our Vision, our Strategy, and their role in making these things happen. Within our Strategy, we will define how communication is to be managed from site level up to Group level.

Additionally, we’ll also establish 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 interrogated.


The broad range of issues covered by 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, where it is located, the specific concerns of local stakeholders, etc.

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

Once each site understands the issues that affect them, they will be required to plan their activities in such a way as to deliver the specific aims of our business in relation to those issues.


In addition to identifying the key issues for each site and deciding how best to manage them, our Strategy will also require our sites to explore all the potential opportunities to improve. 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 will 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.


We at JSW have recognised that none of our efforts with regards 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 immense emphasis on identifying, from site to Group, the key performance measures through which we, and our stakeholders, can monitor our progress.


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 to 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 regards to our Sustainability Strategy can, and will, deliver the Vision we have.



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