Human capital is the backbone of any industry. In an organization with the provision of good working conditions, employees are highly likely to be more positive, more motivated and therefore more productive.

At JSW Cement, we have Group level H&S policy to ensure safety and well-being of our employees and the integrity of our operations. Our foremost commitment is to achieve a ‘zero harm’ workplace. JSW has taken various efforts and initiatives to promote a healthy and safe work environment for all its employees through focus on prevention of occupational accidents and diseases. Occupational Health & Safety is a material topic for JSW and safety of its employees is fundamental, both for their welfare and to the reputation and performance of the Company. Thus safety is of prime importance for JSW and highest priority is accorded to the principle of prevention.

Additionally we have internal HR policies and programs for employee benefits and their career growth development.

Employee Support Program: We have implemented several initiatives to support and retain our employees. At JSW Cements, we provide non-monetary benefits for employees that include parental leaves and day-care facilities. As per the regulations, 26 weeks of maternity leave and 1 week of paternity leave are provided to all entitled employees. We also provide flexible working hours for our employees and require employees' presence for the core working hours, allowing them to start their day 0.5 hour before or after the standard time. Well being programs also include sports and mental health initiatives as well.

JSW We Care:JSW partnered with 1to1help, takes immense pride in prioritising the well-being of our employees, and our comprehensive programme, JSW We Care, stands as a testament to this commitment. Designed to provide holistic support, our initiative offers access to confidential counselling sessions through a dedicated hotline that operates 24x7. We consistently communicate the availability of these services to all our employees, and encourage them to make use of this invaluable resource at no cost.

At JSW cement,we have platforms to recognise our employees and help them in career growth and their development. Some of them are like:

• Rewards and Recognition:
  #Making a Difference: JSW Spotlight is a thoughtfully crafted Recognition Programme that is anchored in organisation needs that emerged in the Great Place to Work survey and feedback from JSW Leaders, managers and employees.
• Learning/training platforms:
  Percipio: Online learning courses available on this platform for employees in collaboration with Skillsoft to develop project management, team building, communication and other skills.
  Harvard Manage Mentor/Spark: It also provides learning modules as supported by Degreed to develop skill .
• Women Batch Training: The objective of our Managing Director is to integrate women into our manufacturing facility's workforce. In 2021, we initiated this endeavor by employing 11 female graduate trainees who underwent a year-long training program in CCR Operations and Quality Lab. These trainees were also assigned to various production sites. In 2023, we continued this program, hiring 14 more trainees who are now successfully managing their shifts. A total of 24 female trainees have been nurtured through this program, providing them with 2 to 4 plant rotations before assigning them to independent shift responsibilities in CCR operations and Quality Control. ~1% of our Full-Time Employees (FTEs) have participated in this program.
• Sales Training:
  
  • The primary goal of this program was to enable the technical team members to transform into skilled training facilitators. This diverse group consisted of State Technical Heads, Zonal Technical Heads, Area Sales Managers (Direct Sales), Concrete Technologists, Production Managers, Quality Managers, and R&D Managers. Through this workshop, they were trained, assessed, and eventually certified to be training facilitators.
  • Flexibility and Customization: The participants gained valuable knowledge from the program, which they could utilize in their daily tasks, such as team management, imparting training, and enhancing their interactions with both internal and external customers.
  • Fostering a Learning Culture: As trained facilitators, these professionals are now responsible for passing on their knowledge to their subordinates, thereby promoting a culture of continuous learning and development. This approach also ensures the program's scalability and replicability across various departments and teams.
  • Empowerment and Confidence: Although these participants possessed technical expertise, the program focused on enhancing their soft skills and communication techniques, ultimately certifying them as competent training facilitators. In total, ~1.5% of the company's Full-Time Employees participated in this transformative initiative.
• Performance Appraisal: At JSW Cement, we prioritize the professional development of our employees and provide them with the necessary support to accelerate their career progression through our performance management system. This system is designed to foster a culture of continuous improvement and growth for our workforce. 100% eligible employees receive regular performance and career development reviews, and our performance management appraisals are based on Management by Objectives and conducted biannually. JSW Cement encourages regular feedback sessions between employees and their managers to discuss achievements, developmental needs, objective revisions, performance barriers, and ways to address shortcomings. As part of our performance management system, we set team goals. The employee’s performance in the team forms part of their career performance review discussions. This approach encourages collective responsibility among our teams. By implementing these comprehensive performance management practices, JSW Cement is committed to nurturing a culture of growth, collaboration, and accountability among its employees, contributing to the overall success and sustainability of the organization.

Employee Engagement Survey: In FY 2021-22, we conducted our first employee experience survey called Awaaz 2021. 86% of our workforce came forward and participated. The survey covered various topics including but not limited to employee well-being, happiness and satisfaction at the workplace, fulfillment in the job role, and work-related stress. Our focus has been to understand, analyze and strengthen the drivers that keep the employees engaged and going. We plan to conduct an employee engagement survey every two years. To translate outcomes and insights into action, we organised structured ‘Awaaz - Action Planning Workshops' across our sales and marketing zones and manufacturing locations. These interactive sessions brought together employees of diverse backgrounds, fostering collaboration and enabling us to address critical focus areas effectively.

Based on the feedback of the survey, one of the initiatives we undertook for employee development was project Unnati which focussed on people transformation journey. Various modes like one-on-one conversations, focused group discussions, and an online survey were conducted to engage 75% of our employees to gather feedback on various matters.

Among many sub- initiatives implemented under the Unnati banner, ‘Saksham’ is the most significant one. Saksham, as the name suggests, is aimed at understanding core strengths of our teams and help build them to 'exceed expectations'.

Click on this to refer our policy on Employee Health, Safety and Wellbeing

• Employee Turnover : Our total employee turnover rate for FY 2023-24 was 15.7%, while our voluntary turnover rate for FY 2023-24 was 14.15%.
• Health and Safety : We ensure consultation and participation of workers or their representatives on matters related to OHS risks, safe working conditions and other OHS-related issues.

Labour Practice Commitments: JSW Cement is committed to upholding fair, transparent, and ethical labour practices across our operations, contractors, and partners.

• We comply with statutory wage norms and align with international standards, including the Universal Declaration of Human Rights and ILO Core Conventions, to ensure fair and reasonable remuneration. We support the principle of paying a living wage to all employees and workers, informed by assessments that consider essential needs such as food, housing, transport, healthcare, and overall well-being.
• We are committed to managing working hours in compliance with the Factories Act, 1948, and national labour laws, avoiding and reducing excessive overtime along with setting up maximum working hours. Total numbers of working hours for employees across different locations and establishments are within the permissible limits of applicable employment legislation. For offices in India, statutory limit is 48 hours per week (8 working hours per day).
• All employees and workers are entitled to paid annual leave.
• We are committed to providing minimum notice periods prior to significant workforce changes (mass termination).
• We are an equal opportunity employer, committed to equal remuneration for equal work regardless of gender, and we respect the right to freedom of association and collective bargaining.

Labour Management Initiatives: At JSW Cement, we are committed to ensuring that all our employees and workers receive a living wage, that reflect local economic realities and uphold our values of fairness and respect. We actively monitor working hours across our operations to ensure compliance with labor regulations and promote employee well-being. We have systems in place to track regular and overtime hours, aiming to prevent excessive workloads and fatigue. Overtime is managed responsibly, by ensuring that employees are fairly compensated for any additional hours worked.
We place strong emphasis on maintaining open and constructive dialogue with our workforce by regularly engaging with workers' representatives on matters related to working conditions. These engagements serve as a platform to understand employee concerns, gather feedback, and collaboratively improve workplace policies and practices. Through grievance redressal mechanisms and stakeholder engagement, we foster a culture of transparency, consultation, and cooperation, while ensuring a safe and healthy workplace.
We routinely monitor the gender pay gap across our workforce. This is done by regular assessments of compensation data to identify disparities and ensure equal remuneration for work of equal value.
JSW Cement encourages all employees to fully utilize their paid annual leave entitlements as part of its commitment to promoting work-life balance and overall well-being. We actively monitor leave usage to ensure that employees are taking adequate time off for rest and recovery, recognizing that regular breaks contribute to improved productivity, mental health, and job satisfaction.

Workforce Breakdown : GenderJSW Cement is deeply committed to fostering gender diversity and inclusion across all levels of its organization. As part of this commitment, the company has established clear benchmarks to improve the representation of women in its workforce and leadership roles. Currently, women make up 6.1% of the total workforce, with a target to increase this to 10% by 2025, reflecting a strategic push toward more balanced gender participation. Within management roles—including junior, middle, and top tiers—female representation stands at 5.28%. At the junior management level, women currently hold 6.24% of positions. In top management positions—defined as roles within two levels of the CEO—women represent 1.78%, and JSW Cement is actively working to improve this figure through targeted leadership development and inclusive succession planning. In revenue-generating functions such as sales, where women currently account for 5.12% of managerial roles, the company is recognizing the importance of gender balance in core business operations. Additionally, women occupy 6.27% of STEM-related positions, which is a result of mentorship, training, and inclusive hiring practices. These targets are part of a broader organizational strategy to create a workplace where diversity is not only respected but actively cultivated, and where women are empowered to contribute meaningfully across all functions and levels.

Gender Pay Differentials Addressed and Monitored: At the Executive level, the average base salary for men is 186.97 lakhs. When considering base salary plus additional cash incentives at this level, men earn an average of 234.62 lakhs. At the Management level, men receive an average base salary of 20.17 lakhs, compared to 16.99 lakhs for women. Including base salary and other cash incentives, the average compensation rises to 23.63 lakhs for men and 20.13 lakhs for women. At the non-management level, the average base salary for men is 6.12 lakhs, whereas for women it is 5.35 lakhs.

Workforce Training: During the reporting period, following was the average hours of training provided to employees as per age and gender.

Average Hours of Training	Male	Female	Total
Below 30 years	4.59	7.1	5.3
30-50 years	5.97	6.55	5.99
More than 50 years	6.99	8	7
Total	5.94	6.91

The above reflects our strategic focus on nurturing early-career talent, supporting mid-career growth, and enabling continued engagement for experienced professionals.

Employee Development Program: In alignment with our commitment to inclusive growth and workforce resilience, our approach integrates structured learning pathways including coaching and mentorship, immersive cultural education programs that foster cross-cultural awareness and inclusive leadership capabilities.

• Recognizing the significance of life-stage transitions, we extend tailored support to retiring and separated employees, ensuring they navigate career closure with dignity and purpose. This includes initiatives aimed at preserving institutional knowledge, offering pre-retirement guidance, and facilitating career transition planning for those seeking continued engagement or preparing for non-working life.
• We have curated different programs to cater to various needs of our employees. We have also internally developed employee resource group that allows employees to collaborate, learn and develop their skills.
• Our employee development programs cover our entire workforce, including contractual employees, ensuring that all individuals directly engaged by the organization are covered under its scope.

Average Hiring Cost: The average hiring cost per FTE was approximately ₹45,000 during the year reflecting our commitment to efficient recruitment practices while ensuring high-quality talent onboarding.

Staff Turnover Rate: JSW Cement continues to foster a stable and engaged workforce through targeted employee development and retention strategies. In FY 2024–25, our voluntary employee turnover rate was 18.10%.

Employee Well-Being: At JSW Cement, we recognise that a supportive and flexible work environment is essential to employee well-being, productivity, and long-term engagement.
If employees require additional paid leave for family or caregiving responsibilities beyond their parental leave entitlement, they have the flexibility to utilize their annual leave balance. The annual leaves also enable employees to support dependents including children, spouses, partners, parents, or others with physical or mental health conditions. These initiatives are part of our broader strategy to foster an empathetic, resilient, and future-ready workplace.

Employee Performance Appraisal: We have adopted a multidimensional performance appraisal system to ensure holistic and objective evaluation of employee performance. This includes the implementation of All hands Meet feedback mechanisms, where employees receive structured input not only from peers, different functional managers or unit leaders ensuring fairness and consistency. This approach helps identify both strengths and areas for improvement from multiple perspectives. By incorporating diverse viewpoints, the system fosters a culture of accountability, collaboration, and leadership development across all levels of the organization. The feedback is used constructively to guide individual growth plans, training needs, and succession planning, aligning personal development with organizational goals. We also carry out goal setting workshops based on objectives and targets. The appraisal process also takes into consideration unstructured performance conversations and team-based performance while carrying out the review. The above is carried out twice a year which includes mid-year review and annual performance review.

Trend of Employee Engagement: Our annual engagement survey ‘Awaaz’ is designed to capture critical dimensions of workforce sentiment, including job satisfaction, which reflects employees’ contentment with their roles and responsibilities; sense of purpose, which measures the extent to which individuals find meaning and alignment in their work; happiness at work, indicating the prevalence of positive emotional states; and workplace stress, which helps identify factors that may impact mental well-being and productivity. These metrics provide actionable insights that inform our people strategy, enabling us to strengthen leadership practices, enhance workplace culture, and implement targeted interventions that support employee well-being and long-term retention.
JSW Cement is also certified as Great Place to Work (GPTW) for FY 2024-25. This comprehensive tool captures key dimensions of employee well-being, including job satisfaction, sense of purpose, happiness, and stress management. Insights from this survey inform our ongoing efforts to build a resilient, engaged, and future-ready workforce aligned with global best practices.

Health and Safety Systems and Processes: We have adopted a comprehensive and proactive approach to Occupational Health & Safety (OHS) across our operations, aimed at fostering a safe and resilient workplace. Our work-related risk assessment includes Hazard identification and risk assessment (HIRA), Job safety analysis, Hazop study, Emergency response and planning, Hazardous area classification study, Pre-startup safety review, Management of change. Our framework begins with risk and hazard assessments to identify potential sources of harm, followed by the prioritization of action plans with quantified targets to mitigate those risks. These plans are integrated with emergency preparedness protocols to ensure readiness and responsiveness. Progress is continuously monitored through internal inspections and evaluation against health and safety targets, while procedures for investigating work-related injuries, illnesses, and incidents help us strengthen preventive measures. To build awareness and reduce operational risks, we provide OHS training to employees and relevant stakeholders, and we have embedded OHS criteria into procurement and contractual requirements to ensure supplier compliance. Our commitment is further reinforced through independent external verification aligned with ISO 45001 standards, validating our practices against globally recognised benchmarks for health, safety, and well-being.

As part of our annual business plan, we establish internal safety performance targets, including Lost Time Injury Frequency Rate (LTIFR), Total Recordable Injury Frequency Rate (TRIFR), severity rate, and fatalities. Progress against these targets is reviewed monthly during the Cement Group Safety Council Meeting, which is chaired by the CEO. Additionally, performance updates are presented quarterly at the Board meeting to ensure continued oversight and accountability.

Our Approach

• At JSW Cement, we are driven by better everyday and to achieve this we will have to continuously strive to make our workplace better and safer.
• JSW Cement is committed to providing a healthy and safe working environment for the employees, contractors, business associates and visitors on premises and community impacted by our operations. We aim to be compliant with all applicable health and safety legal requirements and the world-class Occupational Health and Safety (OHS) management systems are being implemented and maintained across the group.
• Everyone at JSW Cement has a responsibility for helping to create a healthy and safe working environment. All employees & contractors are expected to take ownership of their safety and are encouraged and empowered to report any concerns.
• Our Leadership team have overall responsibility for ensuring that the correct policies, procedures and safeguards are put into practice. This includes making sure that everyone in the group has access to appropriate information, instruction, training and supervision.
• We are committed to engaging with our employees, business associates, and relevant stakeholders for capacity building & training on aspects of management of quality, environment, OH&S and energy; and driving improvement initiatives across the value chain by ensuring their participation by providing adequate supervision, training, information, and instruction.
• We are committed to consulting with and ensuring participation of workers or workers’ representatives, and taking their views and concerns into account in making relevant decisions; and setting up prioritization and action plans to address risks and emergency situations.

Our Commitments: Safe Operation is the most critical to our success. JSW Group, which includes JSW Cement, is committed to the effective delivery and continual improvement of its Occupational Health and Safety (OHS) management system across all our sites globally and shall ensure that:

• Each of our site develops a culture where all its people and stakeholders take responsibility for the health and safety of themselves and others.
• Appropriate resources shall be provided to meet our health and safety commitments.
• JSW’s leadership, HODs, line management, employees are responsible for ensuring they proactively identify, manage and eliminate hazards and reduce risks in the workplace.
• All OHS risks shall be assessed, managed, recorded, monitored and reported.
• Appropriate information, instruction, training and supervision shall be provided to employees and contractors.
• Employees & contractors shall raise safety issues and concerns through their line-managers/supervisors/HODs.
• OHS performance goals shall be set and met periodically to promote continuous improvement.
• Each of our site shall provide an effective OHS management system that drives continual review and improvement, in-line with ISO 45001.

We have a robust Health and Safety Policy which is aligned with:

• Each of our site develops a culture where all its people and stakeholders take responsibility for the health and safety of themselves and others.
• Compliance with relevant OHS international standards and regulations, voluntary programs and/or collective agreements on OHS.
• Consultation with and participation of workers, and, where they exist, workers’ representatives.
• Setting up prioritization and action plans.
• Establishment of quantitative targets for improving OHS performance metrics.