Corporate Responsibility Report FY 2020 - 21
Dalmia Bharat Sugar and Industries Limited
Catalysing
Transition
Green Growth

Corporate Responsibility Report
FY 2020 - 21

About The Report
Catalysing Green Growth Transition I 08 , Scope And Boundary I 08
Reporting Period I 07 , Contact Us I 08
Overview
About The Company I 09 , Company History & Geographic Presence
I 11 Our Business Segments I 13 , Business Risk Management I 14 ,
Economic Performance I 15 , Responsible Marketing I 15 
Sustainability Approach
Determining Material Topics I 18 , Commitment To Building
A Green Future I 21 , Conducting Business Ethically I 23
Stimulating Green Growth
Enhancing Resource Efficiency I 26 ,
Catalsying Green Energy And Managing Footprint I 28
Managing Water & Waste I 33
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Responsible, Forward-Thinking Farming
Empowering Our Employees
And Communities
Soil Integrity And Crop Residue I 40 , Technology Lead Innovation I 41
External Initiatives And Memberships of Association I 41 , Quality At
Every Stage I 42, Engaging With Farmers I 42
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GRI Index
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Talent Management & Retention I 43 , Safety of Our Employees I 48
Managing Labour Relations I 54 , Protecting Our Communities I 54
Fight Against COVID - 19 I 60
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Letter To The Stakeholders
From the Managing Director’s Desk I 03 , From the Wholetime
Director’s Desk I 04, From the CEO’s Desk I 05 ,
Awards & Recognition I 06

Dalmia Bharat Sugar and Industries Limited I 03
Dalmia Bharat Sugar and Industries Limited I 04
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From the Managing Director’s desk
Dear Stakeholders,
Sustainable operaƟons are becoming an increasingly decisive factor for the 
future of any business. Our goal is to harmonize economic prosperity with 
environmental acƟons and human development, parƟcularly in the 
communiƟes in which we operate.
I am excited to present our second report, the Corporate Responsibility Report 
FY 2020-21. We aim to provide our stakeholders with an update on our 
sustainability progress and future roadmap. At Dalmia Bharat Sugar, 
sustainability is governed by the desire to innovate and push our boundaries to 
address today’s criƟcal environmental challenges. We ﬁrmly believe that 
integraƟng sustainability is a crucial ingredient to the success of our business. 
We are commiƩed to creaƟng long-term value for our stakeholders while 
meaningfully contribuƟng to sustainable development of the industry. 
Even aŌer the ongoing challenge of Covid-19, which is sƟll aﬀecƟng countries 
all around the globe, we are ceaselessly maintaining business growth across 
our diversiﬁed porƞolio, i.e., sugar producƟon, disƟllery, and co-generaƟon. 
The implementaƟon of best pracƟces in the value chain provided us with 
ﬂexibility and diverse opportuniƟes. With our dedicated eﬀorts, solid operaƟng 
eﬃciency, and human capital, our revenues conƟnued to grow at a Compound 
Annual Growth Rate (CAGR) of 26% to INR 2,739 Cr. In comparison, net proﬁt 
evolved at a CAGR of 36% to INR 270 Cr. over the three years.  We have further 
increased our sugar producƟon from 5.58 Lakh MT in FY'20 to 6.01 Lakh MT in 
FY'21. 
Furthermore, due to superior cane variety and a sturdy cane management 
system, our UƩar Pradesh unit and Maharashtra unit have achieved a record 
sugar recovery of 12% and 13% respecƟvely. Our ethanol producƟon has 
climbed from 240 KL per day to 305 KL per day, catalyzing tremendous growth 
for us. Furthermore, this year, we expanded our business segment and 
launched a segment for hand saniƟzer under ‘Dalmia Sanjeevani’ and sold 
about 25 Lakh Litres of saniƟzer. 
As we move forward in our green growth journey, we strive to conƟnuously 
improve our environmental, social, governance, and economic performance. 
On this front, we reviewed our materiality and grouped diﬀerent material 
topics into the pillars of ESG focus areas, namely - Empowering People, 
Responsible ConsumpƟon, Responsible Growth and Business Ethics, and 
Sustainable Business PracƟces. AddiƟonally, we have introduced key 
performance indicators and targets in the respecƟve focus areas to record and 
monitor our progress. 
Sustainability is and will conƟnue to remain 'work-in progress' at DBSIL. We 
have introduced the ESG strategy, streamlined our targets, and have a long way 
to go. We invite you to be a part of this journey and help us navigate the terrain 
more eﬀecƟvely through your conƟnued feedback and support.
-Gautam Dalmia
From the WholeƟme Director’s desk
Dear Stakeholders,
We are commiƩed to creaƟng sustainable impact for all our stakeholders and 
progressively striving for superior social, economic, and environmental 
performance. As we intensely focus on long-term business viability, we are 
dedicated to conducƟng our operaƟons sustainably. This report reﬂects our 
performance demonstraƟng our sustainable operaƟons.
This report aƩempts to ensure that our systems and pracƟces are transparent 
and that we have a thoughƞul plan to maintain our status as an integrated 
sugar manufacturer by embedding economic, environmental, and social 
aspects in all that we do. With our diligent eﬀorts and commitment to green 
growth, we enhanced our approach to sustainability this year by launching ESG 
mission, objecƟve, and roadmap for our company. We are guided by its 
approachacross our value chain - from sugarcane procurement, eﬃcient 
operaƟons, waste reducƟon, and opƟmal energy use to community outreach. 
We strongly believe the sustainability roadmap will advance our pace our green 
growth journey.
The pandemic has been challenging. However, amidst the volaƟle outlook and 
constantly evolving environmental landscape, we had an enƟre season of 
operaƟons because sugar is a vital commodity andcould conƟnue manufacture 
throughout the lockdown. We sustained producƟon across our sugar, 
co-generaƟon, and disƟllery operaƟons while ensuring workers' and 
employees' good health and well-being.
Sustainability is an essenƟal enabler of our ﬁnancial performance, and I am 
pleased to report that FY’21 was a year of record proﬁt delivery for DBSIL. 
Sustainably achieving this was of paramount importance to us. I would like to 
thank every one of our stakeholders. I am deeply grateful for your ongoing 
commitment to our business.
Finally, as we look to the year ahead, we are well-posiƟoned to build upon the 
gains made in 2021, and we believe 2022 will be a year of progress and further 
growth for DBSIL.
- Bharat Bhushan Mehta

Dalmia Bharat Sugar and Industries Limited I 05
From the CEO’s desk
Awards and RecogniƟon
Dear Stakeholders,
We create value by building trust and taking responsibility for the people who 
work with us. Our disclosures are complete, transparent, and meet the 
expectaƟons of all our stakeholder groups. Our performance reﬂects not only 
staƟsƟcs but also the economic, environmental, and social value generated. In 
an era of global warming, we are working to decrease our carbon footprint and 
thereby helping to build a beƩer future. Our societal commitments are and will 
conƟnue to be consistent with our vision.
We are constantly striving to enhance our processes to create more with less 
while leaving a smaller environmental imprint. We recognize the importance of 
farmers in our supply chain and take several iniƟaƟves to improve soil ferƟlity, 
strengthen producƟon processes, and invest in modern equipment. Our cane 
management has beneﬁted many sugarcane growers. We maintain 
engagement eﬀorts and iniƟaƟves to build connecƟons with farmers by 
providing Ɵmely and fair payments. Every site has at least four Kisan Seva 
Kendras (Farmer Service Centres) to provide ferƟlizers, agrochemicals, and 
seeds. We aim to develop robust and high-yielding cane varieƟes that generate 
sustainable incomes for farmers.
While we are aware of the devastaƟng eﬀects of global warming on agricultural 
output, we have developed several measures for energy and water-saving at 
our operaƟons to enhance our resource eﬃciency conƟnually. DBSIL's plants 
have achieved Zero Liquid Discharge (ZLD). We intricately recognize the 
importance of green electricity in lowering GHG emissions and use bagasse in 
our co-generaƟon faciliƟes to generate green power. For this reason, we have 
four co-generaƟon plants with a total of 119 MW installed capacity that 
enables us to meet our energy requirements and earn revenues from the 
surplus power sold to the grid.
With the evolving challenges of Covid-19, we have uƟlised the downƟme 
during lockdowns to mentor and upskill our people and partners through 
various digital intervenƟons. The health and safety of our people conƟnue to 
take precedence over other business factors. 
We have signiﬁcantly increased our social work for the communiƟes 
surrounding our plants, as evident by growing CSR investments over the years. 
We have leapt our eﬀorts in themaƟc areas: Livelihood, Climate AcƟon, and 
Social infrastructure. We are commiƩed to addressing society's most pressing 
issues through our meƟculous corporate responsibility approach.
- Pankaj Rastogi
Dalmia Bharat Sugar and Industries Limited I 06
DBSIL (Wind Farm) received top
honour at 24th IWPA General Meeting
DBSIL was conferred for signiﬁcant achievement in corporate social responsibility
DBSIL Nigohi Sugar Unit received
top honour for helping government in
 eradication of Tuberculosis

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Dalmia Bharat Sugar and Industries Limited I 07
Dalmia Bharat Sugar and Industries Limited I 08
Catalysing green growth transiƟon
We are pleased to present our second sustainability report. This report covers data of Dalmia Bharat Sugar 
for the period of 1st April 2020 to 31st March 2021 (hereaŌer referred to as ‘ReporƟng Period’). This report 
is developed in accordance with the Global ReporƟng IniƟaƟves (GRI) Standards framework. We endeavour 
to conƟnue our journey to success by moving ahead with our commitment to“Green growth”. This 
commitment forms the bedrock of our company. We pledge to communicate our sustainability progress 
with utmost transparency to our stakeholders. In this report, the terms “our”,“we”, “DBSIL” and “Company” 
refer to Dalmia Bharat Sugar and Industries Limited. 
This report provides a holisƟc view of our environmental, social and governance performance and explains 
how we strive to advance in your journey by producing quality sugar and green energy. The sugar 
producƟon process involves cane-crushing which generates molasses (a by-product) and bagasse (waste). 
Molasses is used to produce ethanol, a green fuel, while bagasse is used to generate clean power. 
Therefore, we are proud to say that our product comes with a green footprint. 
At our disƟlleries, we mix bagasse with the spent wash to generate green energy. The co-generaƟon plants 
located at our sugar mills are generaƟng clean and green electrical energy. These plants have the capacity 
that caters in surplus to our energy requirements. The excess electrical renewable energy is being exported 
to distribuƟon companies. In line with the previous years, this year we could export about 60% of generated 
renewable electricity to distribuƟon companies. Furthermore, we have invested in several energy eﬃciency 
measures to opƟmize our energy. 
Scope and boundary
Our Corporate Responsibility Report FY 2020-21 has been developed in accordance with “core” criteria of 
the Global ReporƟng IniƟaƟve (GRI) standards. The GRI standards, Sustainability AccounƟng Standards 
Board (SASB) guidelines, and peer company analysis have been used to idenƟfy the most signiﬁcant aspects 
or material issues of DBSIL for disclosure in the report. The scope of this report includes sugar mills, 
disƟlleries, and co-generaƟon faciliƟes located in UƩar Pradesh and Maharashtra. In UƩar Pradesh, we have 
Ramgarh, Nigohi, and Jawaharpur and in Maharashtra, we have Kolhapur and Sangli and the Corporate 
oﬃce in Delhi, unless stated otherwise. In addiƟon, we have other businesses such as Magnesite division, 
Electronic division, Windfarm, and Govan travel, which are not considered in the scope of this report.
ReporƟng period
This report explains DBSIL sustainability performance and acƟviƟes during the ﬁnancial period of 1st April 
2020 to 31st March 2021. This is our second report, and we are commiƩed to publishing our sustainability 
disclosures annually in the sustainability secƟon of the website.
Contact us
We hope you ﬁnd this report informaƟve, engaging, inspiring and useful. We endeavour to keep improving 
our internal systems and reporƟng methodology. To this end, your comments and suggesƟons are welcome 
and will assist us in conƟnuously improving our reporƟng processes. You may send your comments to 
sustainability@dalmiasugar.com

Vision and Values
Dalmia Bharat Sugar and Industries Limited I 09

About the Company
Low Cost
Since we made our foray into the sugar business, we have been the fastest-growing sugar producer in India and rank among the top 
companies in the sugar industry. Our journey began in 1994 when we set up our ﬁrst 2,500 MT of Cane per Day(TCD) in Ramgarh, a 
village in the Sitapur district of UƩar Pradesh. Currently, we are running at 36,500 MT of Cane per Day of total cane crushing capacity.  
With our growing ability, we have reached a turnover of INR 2,739 Cr. in FY’21.
More than a decade ago, in the year 2006-07, we made a remarkable shiŌ from only manufacturing sugar to producing ethanol as well 
and cogeneraƟng green power from bagasse. AddiƟonally, in the same year, we embarked on our growth trajectory by seƫng up two 
greenﬁeld plants at Jawaharpur (Dist. Sitapur, UƩar Pradesh) and Nigohi (Dist. Shahjahanpur, UƩar Pradesh) and expanding exisƟng 
faciliƟes at the Ramgarh unit. ConƟnuing our growth, we have achieved success in the Business to Business (B2B) segment. Moving 
ahead, starƟng this year, we will be focusing our eﬀorts on expanding our footprint in the Business to Consumer (B2C) segment.
The sugar industry will evolve in the coming years, and DBSIL will conƟnue to make necessary eﬀorts to leverage sustained compeƟƟve 
advantage. We foresee tremendous potenƟal in the sugar industry and strive to be among India's top ﬁve sugar producers. 
Furthermore, we are also commiƩed to creaƟngvalue for each of our stakeholders. We strive to work with our stakeholders respecƟng 
our vision and mission without compromising inherent values, thus building a beƩer society.
Our average cost of manufacturing 
is very compeƟƟve in the sector.
Diversiﬁed Business
Presence across the value chain 
including sugar producƟon, ethanol 
producƟon and co-generaƟon.
Integrated Plant
Fully integrated plants ensure 
maximum uƟlisaƟon of by-prod-
ucts, reducing transportaƟon costs 
and improving eﬃciency.
Strategic LocaƟon
Presence of our mills in cane-rich 
states: Maharashtra and UƩar 
Pradesh.
Sustainability
Expanded ethanol producƟon 
capacity.
Quality
Robust quality systems - 5S 
iniƟaƟves are taken across all 
units.
RelaƟonship
Strong equity among the cane 
farming community.
Green Power 
Use bagasse-based cogeneraƟon 
to generate green power
Dalmia Bharat Sugar and Industries Limited I 10
Vision
To unleash the 
potenƟal of everyone 
we touch.
Values
• Integrity: Be true to yourself 
and others.
• Commitment: Always deliver 
against a promise.
• Humility: Be open to accept 
and willing to learn. 
• Trust & Respect: Believe in 
one another and hold each 
other in high esteem.
Mission
To be among countries top ﬁve 
sugar companies. In respect of 
total revenue coupled with 
strong impetus on value 
creaƟon to drive the highest 
Return on Capital Employed 
(ROCE) in the industry.

Dalmia Bharat Sugar and Industries Limited I 11
Units
Sugar
(MT of cane
per day)
7,500
7,500
9,000
9,000
3,500
36,500
0
120
110
75
0
305
25
33
29
28
4
119
Ethanol
(KL per day)
Co-generaƟon
(MW)
Ramgarh
Jawaharpur
Nigohi
Kolhapur
Sangli
Total
Dalmia Bharat Sugar and Industries Limited I 12
As of 31st March 2021, we have ﬁve sugar plants, of which 
three are in UƩar Pradesh, and two are in Maharashtra.  We 
have a combined capacity of 119 MW from our co-genera-
Ɵon plants. In addiƟon, our disƟlleries at Jawaharpur, Nigohi, 
and Kolhapur have a licensed power capacity of 305 KL per 
day.
In FY’21, our raw sugar processing faciliƟes enabled us to 
export to the Far East, Middle East, Africa, and SAARC 
countries.
Company history and geographic presence
Geographical presence
ProducƟon Capacity FY 2020-21
Ramgarh
Plant
Jawaharpur
Plant
Nigohi Plant
Sangli
Plant
Kolhapur
Plant
1994
2000
2012
2017
2020
2007
2015
2019
• First Sugar Plant in Ramgarh, 
2,500 TCD capacity.
• DBSIL started commercial 
producƟon at Ninaidevi 
plant from 30th November 
2015.
• Jawaharpur and Nigohi units were 
commissioned.
• Commissioned Co-generaƟon plants at 
Ramgarh, Nigohi and Jawaharpur in UP 
with a total capacity of 79 MW.
• 80 KLPD DisƟllery commissioned at 
Jawaharpur.
• Jawaharpur disƟllery capacity 
increased to 120 KLPD.
• DisƟllery capacity at 60 KLPD.
• Capacity at Sangli & Kolhapur units is 
10,700 TCD.
• Ramgarh plant capacity 
increased to 5,000 TCD
• DBSIL purchased assets of 
Kolhapur unit in September 
2012
• Commissioned disƟllery unit in 
Kolhapur Maharashtra.
• DBSIL started manufacturing of 
alcohol based hand saniƟsers as per 
WHO recommendaƟons under 
brand name of ‘Dalmia Sanjeevani’
• Present day disƟllery capacity 
stands at 110 KLPD.
Historical Summary
*TCD is MT of Cane per Day

Dalmia Bharat Sugar and Industries Limited I 13
Dalmia Bharat Sugar And Industries Limited I 14
We have improved our sugar producƟon with an increase of 8% from 5.58 Lakh MT in FY’20 to 6.01 Lakh MT in FY’21. In our UƩar 
Pradesh sites, we reported a record increase in sugar recovery of 12% while in our Maharashtra sites, we recorded a sugar recovery 
of 13%. We achieved this recovery due to superior cane variety and a sturdy cane management system. Our moderate producƟon cost 
has enabled us to remain constant with scheduled and Ɵmely payment to our cane farmers. 
In line with the rapidly changing business environment, DBSIL endeavours to conƟnually sharpen its risk management systems and 
processes. We have developed a holisƟc risk management mechanism and framework that seeks to idenƟfy, monitor and miƟgate a 
host. The risk mechanism includes risk idenƟﬁcaƟon, mapping, assessment, control, review, and alignment. This process ulƟmately 
results in the miƟgaƟon of the idenƟﬁed risks. 
Businesses today need to earn the trust to operate from various stakeholders like local communiƟes, government and regulators, 
NGOs, and more. By consciously reducing the environmental and social impacts of our operaƟons, and creaƟng posiƟve impacts in 
socieƟes, DBSIL has earned this trust in the communiƟes.
The idenƟﬁed risks and the corresponding miƟgaƟon methodologies have been provided in the table below.
Our business segments
Business risk management
A clean and reliable source of 
energy
Reduces dependency on the 
power grid
Diﬀerent composiƟon of biomass 
can be used in co-generaƟon 
plants
Sugar business
Our co-generaƟon business has advanced our commitment to sustainability. We are producing electricity in our plants using an on-site 
co-generaƟon through a waste to heat recovery approach. These plants cater to our requirements in surplus. While we consume a 
porƟon of the power generated for the company operaƟons, we dispense a vital porƟon to power distribuƟon companies. Of the total 
power generated, we uƟlized 40% in-house during FY’21 and the exported remaining to the grid. The power generated in FY’21 is 49 
Cr. units and the revenues earned from surplus power exported stood at INR 141 Cr.
Co-generation business
Our combined eﬀorts with the government have helped us to grow tremendously in the disƟllery segment. Moreover, the availability 
of in-house raw materials has enabled the eﬃcient and Ɵmely producƟon of ethanol. In FY’21, our cumulaƟve disƟllery capacity stood 
at 305 KL per day. We possess the capacity to produce diﬀerent grades of alcohol (ethanol, recƟﬁed spirit and extra neutral alcohol), 
thereby addressing diﬀerent user segments.
Distillery business
Recently, DBSIL began producing hand saniƟzers under the brand name Dalmia Sanjeevani at our disƟlleries in UƩar Pradesh and 
Kolhapur. We distributed our saniƟzers free of charge to government hospitals and the police force. The revenues earned from 
saniƟzers stand at INR 25 Cr. during the year under review. 
Hand Sanitizer
Industry
Risk
Policy
Risk
Raw Material
Resource Risk
Exposed Risk
The cyclic nature of the sugar business, risk of 
ﬂuctuaƟons in price and availability of 
sugarcane, raw sugar and energy prices can 
impact revenues and proﬁtability adversely.
Frequent changes in government policies 
can aﬀect the sugar industry and thereby 
impact our performance.
• Inadequate availability of raw materials 
can have a tremendous impact on sugar 
producƟon and our proﬁtability.
• DBSIL works with farmers to improve 
their ﬁnancial liquidity, provides them 
training to enhance yield by focussing on 
soil enhancement, inter-cropping for 
nitrogen ﬁxaƟon, green manuring and 
vermicomposƟng. Project UnnaƟ was 
launched to address the ineﬃciencies of 
convenƟonal farming pracƟces and to 
achieve a recovery of more than 10%.
Risk MiƟgaƟon
Our integrated business model helps to 
reduce the risks across our businesses. We 
use combinaƟons of forward contracts, 
hedging on exchanges, etc. to minimize 
the price ﬂuctuaƟon in sugar. 
We focus on de-risking our business by 
producing quality products, having a 
strong markeƟng network, improving 
process 
eﬃciencies, 
beƩer 
cane 
management 
system 
and 
increasing 
disƟllery producƟon.
• Monsoon vagaries can impact cane 
growth and related proﬁtability as farmers 
have a high dependence on water.
• DBSIL is planning to undertake the 
development of new cane varieƟes which 
consume less water and can be culƟvated 
within nine months. In addiƟon, trench 
planƟng and other methods are used for 
water conservaƟon.

Dalmia Bharat Sugar and Industries Limited I 15
Dalmia Bharat Sugar and Industries Limited I 16
Strong economic performance and robust growth strategies are the cornerstones of our company. We respect the interests of our 
shareholders, investors and strive to ensure that we provide a solid and accurate balance sheet that serves as the foundaƟon of 
sustainable business. We endeavour to stay ahead of our peers and keep our brand image intact in the market with conƟnuous and 
vigorous eﬀorts. Primary revenue streams for the Company are from our fully integrated business involving sugar, ethanol, and 
co-generaƟon business. 
Our units are established in the sugarcane-rich states of Maharashtra and UƩar Pradesh. We seek to retain our posiƟon as a respected 
industry player among the leading integrated sugar manufacturers and reﬂect to generate the highest return on capital employed.
One idenƟﬁed risk to our economic performance is our dependence on sugar cane seed variety ‘CO-0238’. The risk is being miƟgated 
through research and development eﬀorts to idenƟfy diﬀerent cane varieƟes. We also conduct benchmarking exercises periodically 
across peers to ensure opƟmum performance on selected parameters.
*IRR – Internal Rate of Return
*For more informaƟon on shareholding paƩern please refer Dalmia Bharat Sugar Annual Report 2020-21
One of the most
eﬃcient sugar
producer
Possesses the
capacity to 
produce diﬀerent 
grades of alcohol
Among ten largest 
Indian sugar 
manufacturers
Possesses adequate 
capacity to cater to 
100% of its power 
reequirement
Economic performance
Units
Sugar Cane crushed
MT
MT
KL
INR Cr.
INR Cr.
Lakh units
50,29,000
6,13,000
45,000
2,105
187
6,020
47,98,000
5,58,000
68,000
2,172
198
5,490
52,67,534
6,00,747
84,000
2,739
270
4,930
Sugar produced
Ethanol produced
Co-generaƟon
ProducƟon
Revenues 
Proﬁt 
FY 2018-19
FY 2019-20
FY 2020-21
Our Focus
Areas
Capacity
Expansion
AcquisiƟon of
stressed asset
New project
with IRR in the 
range of 12-20%
The shareholding paƩern reveals the distribuƟon paƩern of the Company’s equity shares to the public and promoters. We have our 
shares listed and acƟvely traded both on the Bombay Stock Exchange and NaƟonal Stock Exchange. As of 31st March 2021, the market 
capitalizaƟon of the company was INR 1,509 Cr. and promoters owned 74.92% of the equity.
Promoters and
Promoters Bodies Corporate
Individuals / Others
IEPF
Bodies Corporates
Others
Shareholding pattern
Even during the challenging and demanding Ɵme of the Covid-19 Pandemic, we maintained our business performance. As ease of 
doing business in India has improved, we foresee increased foreign investments. Our revenues evolved at a CAGR of 26% to INR 2,739 
Cr., while net proﬁt evolved at a CAGR of 36% to INR 270 Cr. over the last three years. With our growing proﬁt period-on-period, there 
has been a signiﬁcant increase in ethanol producƟon.
Economic value generated and distributed
74.92%
20.85%
1.73%
1.15%1.35%

Dalmia Bharat Sugar and Industries Limited I 17
Dalmia Bharat Sugar and Industries Limited I 18
We have achieved proﬁtable economic growth in FY’21 because of our sustainable operaƟons and diverse income streams. Over the 
years, our green growth commitment has helped us in strengthening our balance sheet. Despite the overriding structural shiŌ in sugar 
cane availability in India, we have been able to capitalize ethanol producƟon through the B-heavy molasses route that subsƟtutes the 
sugar output. 
The capabiliƟes of our disƟllery and co-generaƟon plants drive our business sustainability and contributes to pre-tax proﬁts. We strive 
for a concrete posiƟon across markets with our integrated operaƟons to meet the booming demand for high-quality sugar and 
biofuels.
Engaging and collaboraƟng with stakeholders is key for developing the business strategy. To build a meaningful and transparent 
relaƟonship, we engage with our stakeholders to form long-term relaƟonships based on trust and a willingness to collaborate. 
We deﬁne our stakeholders as individuals, groups, or organizaƟons who have a material inﬂuence on or are materially inﬂuenced by 
the way we perform our acƟviƟes. At DBSIL, we engage with our stakeholders periodically through various channels and proacƟvely 
communicate relevant informaƟon to our stakeholders through mulƟple channels such as meeƟngs, annual report, CSR report, 
sustainability report, press releases, etc. We strive to ensure that it is a two-way communicaƟon process. Feedback from our 
stakeholders is welcome so that we can learn how we as a company can improve.
The following table menƟons diﬀerent modes through which we engage with our stakeholders and concerns discussed with them.
Banking on opportunities
We conƟnuously explore opportuniƟes for innovaƟon in our day-to-day operaƟons. We at DBSIL believe that digiƟzaƟon is the way 
forward, and we are trying to learn new ways of implemenƟng technology in day-to-day work and increase eﬃciency. Our implemen-
taƟon of SAP is a crucial step towards innovaƟon and technological development. The capabiliƟes and technology of SAP support all 
sale-related acƟviƟes. The sales and dispatches are monitored daily through reports generated on SAP-linked plaƞorms and shared 
with top management. Further, most of the documentaƟon is digital, including sales invoices. At DBSIL, we have a license for SAP Plant 
Maintenance (SAP PM), which we use to manage projects, track schedules, and measure maintenance costs.
Technology and marketing
	
Engagement with stakeholders 
KEY
STAKEHOLDERS
Employees
Media
Community
Investors
Customers
Suppliers
CompeƟtor
Government 
& Regulatory 
Body
Industrial 
AssociaƟon

Employees
Engagement Type
Stakeholders 
• Training and skill upgradaƟon programs
• CelebraƟon of fesƟvals
• Awards ceremony
• Workshops to boost cultural philosophy
Key Concerns
• Work life balance
• Skill development
• Career growth
Government &
regulatory bodies
• Periodic compliance report
• Statuary Audits 
• Disclosures as required by norms
• PolluƟon control and prevenƟon
• Compliance to laws & regulaƟons
CompeƟtors
• Analysis of best pracƟces 
adopted by peers
• Sector performance of peers
• Healthy compeƟƟon
Suppliers
• Regular supplier meets
• Vendor assessment and review
• Timely payment for suppliers
• Transparency in payment process
Media
• Senior Management interview 
• Press conference
• Transparency in company  
   communicaƟon
• Regular InteracƟons
Industrial
AssociaƟons
• Tie ups with industrial associaƟon
• Regular CommunicaƟons
Customers
• Regular feedback from customers
• Customer saƟsfacƟon survey
• Pricing strategy
• Quality of product
• Product CerƟﬁcaƟon
Investors
• Quarterly ﬁnancial reports
• Annual general meeƟng
• Periodic conferences
• Press releases
• Dividends given by company
• Increase in market share
• Performance improvement
Community
• CSR reports
• Skill development program
• Blood donaƟons program
• Health iniƟaƟves
• Water and soil conservaƟon
    awareness program
• Employment to local youth
• Community infrastructure development
• Livelihood and Skill development program
Dalmia Bharat Sugar and Industries Limited I 19
Dalmia Bharat Sugar and Industries Limited I 20
Responsible growth and 
business ethics :
• Risk management
• Market presence
• Economic performance
• Compliance
• Corporate governance
Empowering People :
• Training and educaƟon
• Health and safety
• Local communiƟes
• Diversity and inclusions
• Labour pracƟces
Sustainable farming pracƟces :
• Soil health
• Crop residue management
• Research and development
Responsible
ConsumpƟon
• Raw materials
• Energy and emissions
• Water and eﬀulents
• Solid waste
In this rapidly changing environment, we are adapƟng and responding to the issues that maƩer most to our stakeholders and our 
business. We are constantly working on understanding these issues as they help us deﬁne our strategic prioriƟes and report on the 
issues that are of most interest to our stakeholders. To idenƟfy and subsequently validate the material issues of DBSIL, last year we 
ﬁrst created a bucket list of potenƟal material aspects by analyzing the material issues of peer companies, the Sustainability 
AccounƟng Standards Board (SASB), and Global ReporƟng IniƟaƟve (GRI). Furthermore, we engaged with diﬀerent stakeholder groups 
to understand their views and concerns on the idenƟﬁed material issues.
As a part of the materiality process, we engaged with the senior management of DBSIL. It helped us in deﬁning these material aspects 
and fabricaƟng a path for long-term value. Furthermore, through this assessment, the material elements were shortlisted, prioriƟzed, 
and grouped under four pillars: Empowering People, Responsible ConsumpƟon, Responsible Growth, and Business Ethics, and 
Sustainable Business PracƟces. This year, we have reviewed our materiality issues and analysed the iniƟaƟves to manage them.
Determining material topics
Sustainability
Pillars

Sustainability is ingrained in our business, projects, iniƟaƟves, pracƟces, and mindsets. As our commitment to environmental, social 
and governance advances every year, we delve deeper, spread wider, and aim higher to posiƟvely impact our stakeholders and 
society. The Company has reached a new milestone to accelerate its sustainability eﬀorts and introduced its ESG roadmap this year. 
Our sustainability roadmap has goals and acƟon plans deﬁned to improve our year-on-year sustainability performance. This roadmap 
is foundaƟonal to our company and is part of changing market expectaƟons. It aligns with the Company’s green growth commitment 
hence, known as the green growth strategy. The roadmap was created with an emphasis on four focus areas, each aligned with our 
commitment. We have grouped material topics into the pillars of ESG focus areas. Our focus areas are - Empowering People, Respon-
sible ConsumpƟon, Responsible Growth and Business Ethics, and Sustainable Business PracƟces. The respecƟve focus areas have 
their key performance indicators and targets. As targets support streamlining prioriƟes, we advance our sustainability agenda to 
meet the challenges of tomorrow. Following this roadmap, we will be maintaining and monitoring our sustainability performance and 
idenƟfying opportuniƟes for improvement. 
Our mission is to ensure sustainable sugar producƟon which creates value for farmers 
and the community while sustaining a business ecosystem.
Our approach to sustainability is earmarked by the eﬀorts that we carry out under 
diﬀerent aspects of water conservaƟon, energy use reducƟon, resource eﬃciency, 
waste minimizaƟon, impacƟng lives and conducƟng business responsibily.
Commitment to building a green future
Mission
Our mission is to ensure sustainable sugar producƟon which creates value for the farmers and the community while sustaining a 
business ecosystem.
We constantly endeavour to integrate the sustainability / triple-boƩom-line principles into our daily operaƟons thus minimizing our 
impact on the environment and maximizing the value of all our stakeholders.
 
Objective
Our approach to sustainability is earmarked by the eﬀorts that we carry out under diﬀerent aspects of water conservaƟon, energy use 
reducƟon, resource eﬃciency, waste minimizaƟon, impacƟng lives and conducƟng business responsibly. 
We designed our sustainability mission and objecƟve which is as follows:
Sustainability policy
The policy spells out the Company's philosophy towards the sustainability commitments and lays down the approach to manage 
environmental, social and governance aspects for eﬀecƟve planning, implementaƟon and monitoring of our sustainability iniƟaƟves.
Sustainability mission and objective
Dalmia Bharat Sugar and Industries Limited I 21
Dalmia Bharat Sugar and Industries Limited I 22

Dalmia Bharat Sugar and Industries Limited I 23
Dalmia Bharat Sugar and Industries Limited I 24
A strong ethical foundaƟon is criƟcal to our business success. The corporate governance system at our Company encompasses 
various policies, commiƩees of the Board and checks and controls to enhance Board involvement and eﬀecƟveness. These systems 
and procedures allow us to guide our business pracƟces, manage, and create a posiƟve impact on society.
We have established an appropriate governance frameworkto work responsibly to maximize stakeholders’ value. In addiƟon, we 
recognize the importance of a diverse Board comprising Directors who we select from a wide range of experience, skills, and 
experƟse in the industry. Consequently, the Company has consƟtuted a perfect blend of Board of Directors, who performs acƟviƟes 
responsibly and ensures transparency and a discipline that is trusted not only by investors but also by diverse stakeholders. We have 
an acƟve and well-informed group of Independent Directors who comply with the SEBI independence standards. 
ConducƟng business ethically
To uphold the trust of stakeholders, our Board of Directors comprises professionals from the industry, ﬁnance, bureaucracy, and 
administraƟve funcƟons that fulﬁl the required core competencies. The Board members at the Company have strong experƟse and 
capability of eﬀecƟvely contribuƟng to business and policy decisions. They oversee the management and protect the long-term and 
short-term interests of the stakeholders. They have been vested with the requisite powers and authority to fulﬁl their duƟes and 
responsibiliƟes, operaƟng within the framework of a responsibility matrix.
Organisation structure
The Audit CommiƩee is mainly entrusted with supervising and monitoring our internal controls and ﬁnancial reporƟng process. Its 
role is to recommend for appointment, remuneraƟon and terms of appointment of auditors of DBSIL and payment for any other 
services rendered by them. They review and monitor the independence and performance of the auditors in addiƟon to overlooking 
the eﬀecƟveness of the audit process. They also oversee the Company’s ﬁnancial reporƟng process, review quarterly and annual 
ﬁnancial statements. The auditor’s report is sent to the Board for approval to ensure ﬁnancial statements are accurate, suﬃcient and 
credible.
Audit Committee
The NominaƟon and RemuneraƟon CommiƩee is responsible to develop board diversity policy and formulate criteria for performance 
evaluaƟon of Directors. The commiƩee helps to idenƟfy and recommend a candidate to the Board of Directors’ appointment, reviews 
human resource policies and succession planning. 
Nomination and Remuneration Committee
DBSIL operates in an ethical, compliant and transparent way. Our commitment starts at the top and ﬁlters to all levels, with good 
governance of every aspect of the business. For this purpose, the Company has formed commiƩees with clearly deﬁned roles. The 
commiƩees are consƟtuted under the formal approval and supervision of the Board. They meet at regular intervals and take the 
necessary steps to perform their duƟes. There is a seamless ﬂow of informaƟon as the commiƩees report their recommendaƟons and 
opinions to the Board, which in turn supervises the execuƟon of the respecƟve responsibiliƟes of each commiƩee.
Board-level committees
ComposiƟon of Board of Directors (as on March 31, 2021)
S. No.
Name
DesignaƟon
1
2
3
4
5
6
7
P. Kannan 
Late Jai Hari Dalmia (VC & MD)
Gautam Dalmia (Managing Director)
Bharat Bhushan Mehta
Rajeev Bakshi
Amita Misra
T. Venkatesan
Chairman
ExecuƟve Director
ExecuƟve Director
WholeƟme Director
Non-ExecuƟve and Independent Director
Non-ExecuƟve and Independent Director
Non-ExecuƟve and Non-Independent Director
Audit CommiƩee
Board-Level
CommiƩees
01.
Risk Management
CommiƩee
02.
Corporate Social
Responsibility
CommiƩee
06.
Finance
CommiƩee
05.
Stakeholder
RelaƟonship
CommiƩee
04.
NominaƟon &
RemuneraƟon
CommiƩee
03.

Dalmia Bharat Sugar and Industries Limited I 25
Dalmia Bharat Sugar and Industries Limited I 26
The prime responsibility of this commiƩee is to resolve grievances of security holders and review measures taken for the eﬀecƟve 
exercise of voƟng rights by shareholders. The commiƩee reviewed adherence to service standards adopted in respect of services 
being rendered by the registrar and share transfer agent. The commiƩee also reviewed measures for reducing the quantum of 
unclaimed dividends and ensuring Ɵmely receipt of dividend warrants/annual reports/statutory noƟces by shareholders.
The Board and sound governance pracƟces support in conducƟng operaƟons ethically. We have put several policies and frameworks 
in place that ensure ethical conduct of our business, both amongst employees and business associates. We follow the Code of 
Conduct stemming from Dalmia Bharat Group. All Board members and designated senior management of the company strictly 
adhere to it.
Stakeholder Relationship Committee
Pursuant to the provisions of SecƟon 135 of the Companies Act, 2013, Corporate Social Responsibility CommiƩee was consƟtuted for 
formulaƟng and recommending Corporate Social Responsibility Policy to the Board and monitoring it from Ɵme to Ɵme.
Corporate Social Responsibility Committee
We strive to ensure that all the employees and the Board members strictly comply with all the policies. In FY’21, there were zero 
incidents of non-compliance. AddiƟonally, there were no cases of corrupƟon during the year under review. Furthermore, there were 
zero incidents where employees were disciplined for corrupƟon.
Codes, standards and governing policies
Principle of
Code of Conduct






Corporate
opportuniƟes
Honest
and ethical
conduct
ProtecƟon and proper
use of company’s assets
Compliance with
laws, rules
and regulaƟons
ConﬁdenƟality
Conﬂict
of interest 
Whistle
Blower Policy
Codes of Fair
Disclosure of UPSI
Corporate
Social Responsibility Policy 
Sustainability Policy  
Policy on Related
 Party TransacƟons 
NominaƟon and
RemuneraƟon Policy 
Policy for
DeterminaƟon of
Materiality of Events
Policy for
PreservaƟon of
Documents 
Policy on
Material Subsidiaries 
Dividend
DistribuƟon Policy

Dalmia Bharat Sugar and Industries Limited I 27
		

At DBSIL, we have experienced a signiﬁcant and dynamic transformaƟon towards Green Growth. We endeavour to conƟnuously 
reshape our operaƟonal strategies in the direcƟon of our commitment. We strive to evolve through the iniƟaƟves guided by 
prevenƟon, conservaƟon, and preservaƟon principles to reduce the environmental impact that is majorly generated from our two 
primary acƟviƟes, sugar producƟon and co-generaƟon. We have minimized our environmental impact by regularly monitoring 
environmental performance, implemenƟng an environmental management system, and adopƟng the most eﬃcient pracƟces. We 
undertake projects and soluƟons that bring greater eﬃciency to our operaƟons and help us contribute to the 2-degree scenario. We 
adhere to all applicable environmental rules and strive to go above and beyond the requirements.
Our approach to sustainable growth has always been to reduce the environmental consequences of our acƟons by supporƟng energy 
consumpƟon, water consumpƟon, and waste and emission generaƟon throughout all our plants. We are also taking various iniƟaƟves 
to reduce the environmental impact throughout our supply chain. As a responsible organizaƟon, we have implemented water 
conservaƟon techniques to oﬀset consumpƟon of water by sugarcane. In addiƟon, we are lowering our reliance on crude oil imports 
by generaƟng ethanol in-house.
The protecƟon of natural resources is essenƟal from both an ecological and social perspecƟve. Considering our industry’s cyclical 
nature and reliance on external forces outside our control, we uƟlize every available resource to its highest potenƟal.
Since sugar producƟon is a conƟnuous process, it requires an uninterrupted supply of criƟcal raw material, which is sugarcane. For 
this purpose, we have adopted cost opƟmizing iniƟaƟves that have increased eﬃciencies in our business funcƟons, ranging from 
procurement to markeƟng of the ﬁnished products. Extensive tech adopƟon in our operaƟons has further enhanced manufacturing 
eﬃciencies. In FY’21, we recorded a sugar recovery of 12% from UƩar Pradesh and 13% from Maharashtra.
For the beneﬁt of farmers and our business, we have undertaken various cane development iniƟaƟves. We aim to ensure higher cane 
producƟon and lower cane rejecƟons by supporƟng farmers with high-yielding seeds and educaƟng them about innovaƟve farming 
techniques. To ensure higher sugar recoveries, we embarked on a sizeable operaƟonal standardizaƟon project. Our sugar recoveries 
have increased signiﬁcantly over the previous 3-4 years, parƟcularly across all mills in UƩar Pradesh.
Packaging Material ConsumpƟon
Units
Number
MT
FY 2018-19
91,64,657
4.8
FY 2019-20
1,10,00,658
12.1
FY 2020-21
1,22,68,007
6.3
PP Bags
SƟtching thread
Dalmia Bharat Sugar and Industries Limited I 28
Improving energy eﬃciency and opƟmizing energy use is vital towards our green growth journey. Our eﬃcient producƟon process, 
modern equipment, and energy management system are outstanding and enable us to reduce our energy consumpƟon. Further-
more, we also undertake various energy-saving iniƟaƟves that reduce our energy consumpƟon. Bagasse, a by-product of sugar 
producƟon, is uƟlized in our cogeneraƟon plants to produce green power. In other words, 100% of the energy generated is used from 
renewable energy resources only. We have also taken many iniƟaƟves to spread green energy footprint among our stakeholders, i.e., 
farmers installing solar water pumps, solar lights, and solar RO.
At our disƟllery, only 5% of energy is generated from coal used as fuel for the boiler, and the rest 95% is uƟlized from slop i.e. ﬁnal 
disƟllery eﬄuent & bagasse. Over the year, the coal consumpƟon at the facility is reduced with some modiﬁcaƟons in boilers. To seek 
a change in operaƟonal parameters for opƟmized operaƟons, a few innovaƟve changes were applied.
We have four co-generaƟon plants, with a total 119 MW installed capacity that enables us to meet our energy requirements and earn 
revenues from the surplus power sold to the grid. Presently, about 60% of the total power generated is supplied UƩar Pradesh and 
Maharashtra grid. 
'Total energy consumpƟon has increased between FY’20 and FY’21. However, with our opƟmal energy eﬃciency measures, we have 
managed to decrease energy intensity from 2.47 GJ/MT to 2.36 GJ/MT.'
Catalysing green energy and managing footprint
Green energy consumption
5,029,000
FY 2018-19
4,798,000
FY 2019-20
5,267,534
FY 2020-21
Cane Crushed (MT)

Dalmia Bharat Sugar and Industries Limited I 29
Units
Direct Energy ConsumpƟon
GJ
GJ
1,36,33,351
11,050
1,30,24,063
11,535
1,35,19,697
10,928
Indirect Energy ConsumpƟon
GJ
13,82,400
12,02,400
10,94,400
Electricity Sold
GJ
1,22,62,001
1,18,33,198
1,24,36,224
Total Energy ConsumpƟon
FY 2018-19
FY 2019-20
FY 2020-21
FY’21 Indirect Energy
10,928 GJ
Energy Intensity (GJ / MT)
2.44
FY 2018-19
2.47
FY 2019-20
2.36
FY 2020-21
FY’21 Direct Energy
1,35,19,697 GJ
Note : Intensity is calculated per MT of cane crushed.
FY’21
Scope 1 Emissions
1,68,435 TCO2e
FY’21
Scope 2 Emissions
2,397 TCO2e
Our Company is commiƩed to progressively reducing greenhouse gas (GHG) emissions by idenƟfying signiﬁcant emission sources and 
implemenƟng plans to minimize the carbon footprint. We take a proacƟve and vigilant approach towards tackling issues of climate 
change. As part of this, we develop greenhouse gas (GHG) emissions inventories to map our impacts and idenƟfy opportuniƟes for 
improvement.
From FY’20 to FY’21, our Scope-1 emissions have increased from 1,45,210 TCO2 in FY’20 to 1,68,435 TCO2, due to our expansion 
projects, while scope 2 emissions have decreased from 2,659 TCO2 to 2,397 TCO2. As part of our overall green growth commitment, 
we progressively endeavour to focus on bringing down our CO2 emissions.
Scope 1 (TCO2e)
FY 2018-19
1,01,077
1,45,210
1,68,435
2,548
2,659
2,397
FY 2019-20
FY 2020-21
Scope 2 (TCO2e)
Dalmia Bharat Sugar and Industries Limited I 30

Dalmia Bharat Sugar and Industries Limited I 31
Dalmia Bharat Sugar and Industries Limited I 32
GHG Emission Intensity TCO2e/MT
0.021
FY 2018-19
0.031
FY 2019-20
0.032
FY 2020-21
Note : Intensity is calculated per MT of cane crushed.
We have undertaken the responsibility of conƟnually monitoring and managing the levels of our air emissions as part of our 
environmental responsibiliƟes. We are dedicated to reducing the environmental eﬀect of our acƟviƟes by reducing and maintaining 
SOx, NOx, and dust emissions within the permissible level. This is accomplished by monitoring and regulaƟng the major pollutants 
released from our combusƟon and other operaƟons via electrostaƟc precipitators (ESPs) and baghouse ﬁlters, allowing us to comply 
with local requirements in the locaƟons where we operate through eﬀecƟve operaƟonal management. 
For capturing the sugar dust, we have installed a dust collecƟon system at a suitable place in our plant. Along with this, we also do a 
regular sprinkling of water which helps to suppress the dust. We have also taken the necessary iniƟaƟve to reduce the dust emissions 
by construcƟng the concrete roads, within the plant, installing a closed-loop ash handling system, and installing a covered fuel handling 
system. 
ParƟculate MaƩer (MT)
451
FY 2018-19
583
FY 2019-20
465
FY 2020-21
With growing serious concerns over air polluƟon, 
Government regulaƟons are becoming more stringent 
for eﬄuent treatment, disposal, and air polluƟon 
reducƟon. Our facility at Kolhapur has a fully funcƟonal 
Environment Health and Safety Management Cell. For 
managing the air polluƟon from the three boilers 
installed, two boilers at co-generaƟon power plant and 
one boiler at the disƟllery, we have installed Electro-
staƟc Precipitator (ESP). In addiƟon, our online 
monitoring system track polluƟon and conƟnuously 
transfers data to Central PolluƟon and Control Board 
(CPCB) and Maharashtra PolluƟon and Control Board 
(MPCB) server. 
		
	

2016-17
2017-18
2018-19
2019-20
2020-21
With a focus on green growth and protecƟon of the environment, the Company has conducted the largest tree transplantaƟon 
exercise on its premises. Green belt development aims to improve the region's air quality, maintain the microclimate of the region, 
etc. It is an important tool that aims at an overall improvement in the environmental condiƟons of the region. We have developed the 
Green Belt in and around the factory premises. Around 8,000 + trees are planted and maintained. Every year we take a massive tree 
plantaƟon program.
Green belt development
FY’21
Surface Water Withdrawn 
3,95,909 m3
FY’21
Ground Water Withdrawn
9,18,672 m3
This year, at our UƩar Pradesh facility, through our iniƟaƟves in crushing season, we have achieved the lowest groundwater
extracƟon, that is, approximately 759 KL/day and a lower eﬄuent generaƟon capacity of approximately 870 KL/day.
FY'21
Water recycled or reused within plant
3,33,199 m3
FY'21
Water treated and provided to farmers for
irrigation 8,01,910 m3
FY’21
Total water withdrawal 
13,15,205 m3
Water Withdrawal (m3)
FY 2018 - 19
14,35,458
15,10,379
1,96,914
1,60,677
FY 2019 - 20
13,15,205
3,33,199
FY 2020-21
Water Recycled or Reused (m3)
Note:
1. Intensity is calculated per MT of cane crushed
We understand the signiﬁcance of watershed and water harvesƟng methods. The rainwater harvesƟng approach has conserved 
signiﬁcant amounts of water in and around our plants. In Maharashtra and UƩar Pradesh, we implemented various water conserva-
Ɵon iniƟaƟves and constructed several village ponds near our plants to increase the availability of freshwater for the local community. 
DBSIL encourages the use of drip irrigaƟon and borewell recharge structures. AddiƟonally, we have brought several acres of land 
under drip irrigaƟon at Jawaharpur, Nigohi, and Ramgarh.
0.29
FY 2018-19
0.33
FY 2019-20
0.25
FY 2020-21
Water is crucial to our acƟviƟes, from farms to industries. It is a valuable resource that we share with the communiƟes in which we 
operate. Simply put, we understand that without a safe and secure water supply, civilizaƟon and hence business cannot survive. 
Currently, with an ever-increasing demand for water and widespread water stress in India, major Indian ciƟes are on the verge of 
running out of freshwater supplies. To deal with this problem eﬃciently, we have taken several iniƟaƟves to minimize water 
consumpƟon.
We have commenced our journey towards water posiƟvity. We have been taking iniƟaƟves by building rainwater harvesƟng capaciƟes 
and construcƟng borewells for an eﬃcient water use approach. We have developed 75 borewells that helped us save 6.96 Lakh m3 MT 
of water.
Furthermore, to decrease our environmental impact, we have invested in ETPs and achieved Zero Liquid Discharge (ZLD) at all our 
plants. We use the treated water for green belt development in our plants. It is also supplied to the farmers. The condensate water is 
reused in process and cooling applicaƟon as well as green belt development.
To date, with our consitent eﬀorts in UƩar Pradesh plants - Ramgarh and Jawaharpur, we have acheived 4.12 Ɵmes water posiƟvity. In 
addiƟon, we are aƩempƟng to establish water recycling and reusing processes at our Maharashtra plant.
Managing water and waste
Dalmia Bharat Sugar and Industries Limited I 33
Dalmia Bharat Sugar and Industries Limited I 34
863
950
905
990
870
1057
1028
963
804
759

Wastewater reuse or water recycling is the use of 
treated wastewater for a beneﬁcial purpose. One of 
the key advantages of recycling water is to protect 
water resources by reducing water polluƟon 
discharges. For this purpose, we at DBSIL, reuse the 
wastewater aŌer treatment in E.T.P. for irrigaƟon, 
which will reduce the groundwater extracƟon. We 
are reusing treated water for mulƟple purposes 
including spraying on bagasse. 
In addiƟon, to maintain the ecological cycle, ﬁsh are 
raised in a lagoon which is maintained by our 
factories. We are also reducing raw water 
consumpƟon by uƟlizing and recycling excess hot 
condensate water. The cleaning and trial tesƟng of 
equipment is done by excess cooled condensate.
As a step towards water preservaƟon, we have installed a BIOPAQ 
Internal  CirculaƟon (ICX) system of capacity 2,000 m3 in our UƩar 
Pradesh units and Nigohi site . The BIOPAQ system commissioning 
is useful to treat total eﬄuent generated from sugar processes and 
disƟllery. The system encompasses anaerobic eﬄuent treatment 
with high overall biomass levels and concentraƟon. In this system, 
the treated water is recycled for process and other miscellaneous 
purposes that reduce the groundwater extracƟon and help in 
achieving Zero Liquid Discharge (ZLD) status. The system supports 
in dealing with high volumetric loading rates for industrial 
wastewater that further enables to comply with eﬄuent discharge 
limits and produces biogas at the same Ɵme.
In addiƟon, we have Sewage Treatment Plant commissioned to 
treat all sewage water. This treated water is used in power plant 
and disƟllery as raw water and also, for watering and 
miscellaneous purpose. Moreover, the remaining treated water is 
sent to the farmers for irrigaƟon purposes. 
To maintain the ecological cycle, we have raised rabbits, ducks and 
ﬁshes in the facility-maintained lagoon.
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Dalmia Bharat Sugar and Industries Limited I 35
Dalmia Bharat Sugar and Industries Limited I 36
We are working towards reducing polluƟon load from our plant through water treatment and water reuse. 
Cleaning of ﬂoors is done using a controlled quanƟty of water. The organic load of the waste is also reduced 
with proper control of operaƟons.
 
We have provided well equipped Eﬄuent Treatment plant with primary, secondary, and terƟary treatment. 
All the eﬄuent generated from the Sugar Plant and DisƟllery CPU reject is treated and eﬄuent is disposed 
of for irrigaƟon purposes on 76 Acres of land of nearby farmers and Green belt development.
In our factory premises, we have planted various types of plants like bamboo, mango, fennel, coconut etc. 
They used the treated water. The sludge that is produced in our ETP is used in the ferƟlizaƟon of our 
grounds and provided to the farmers for its use as manure.We have a wet scrubber for air polluƟon control 
in the factory as well asﬂy ash generated from our plant. We use it for farming and brick manufacturing.
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At our sites we are reusing the excess water generated from the sugar plant which is cooled and then is 
uƟlized in chemical preparaƟon. We are conƟnually monitoring water leakages at our plants. Wastewater 
generaƟon from sugar plant is brought down to 62 Liters per MT of cane crushing. We are also using power 
plant cooling tower blow down water for gardening. In disƟllery all the spent lease generated is used for 
molasses diluƟon purpose. All the condensates generate in MME is treated in CPU and reused for Cooling 
Tower make up water. 
Also, we have provided the lagoons for the rainwater harvesƟng purpose. The harvested rainwater is used for 
the iniƟal startup of the plant. Total volume of rainwater harvested is 17,040 m3
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Dalmia Bharat Sugar and Industries Limited I 37
Dalmia Bharat Sugar and Industries Limited I 38
With the aim of sustainable growth, we prioriƟze decreasing the quanƟty of waste created by our plants. We aim to monitor, reduce, 
reuse, and recycle our waste wherever feasible. At our sites, we observe both hazardous and non-hazardous waste. Our disƟlleries 
and co-generaƟon business units generate addiƟonal revenue for the organizaƟon while adding value to the by-products of the sugar 
producƟon process. We strive to ensure that bio-composƟng is done at our disƟlleries from waste created aŌer sugarcane juice 
extracƟon. This bio-compost is soil-friendly manure that is further given to farmers. Farmers are our primary consumers of organic 
manure. Press-mud is turned into compost and supplied to farmers at low costs for agricultural use.
The hazardous waste generated at our plants is disposed-oﬀ following the local legal requirements. Non-hazardous waste mainly 
consists of PP bags (used in packaging) and plasƟc drums, is disposed of through authorized recyclers. In FY’21, with appropriate 
waste management techniques, we can achieve zero waste to landﬁlls and incineraƟon. Also, we are planning to start reporƟng on 
waste reused/ recycled.
Non-Hazardous (MT)
Financial Year
2018-19*
19,804
17,964
13
7
2019-20*
18,229
11
2020-21
Hazardous (MT)
*Non-hazardous waste values for FY’19 and FY’20 is updated on the basis of revised calculaƟons and change in scope.
FY’21
Total Non- hazardous
Waste 18,229 MT
FY’21
Total Hazardous
Waste 11 MT

Sustainable
Agricultural
Practices
Organic
farming
Intercropping
with pulses
Organic
ferƟlisers
from
bio-compost
CDA
program
Kisan Seva
Kendra
Trench
planƟng
We at DBSIL collaborate with farmers to develop sustainable agriculture methods and strengthen our Green Growth approach. We 
leverage organic acƟviƟes, provide subsidized ferƟlizers, and train farmers to adopt approaches for increasing agricultural 
producƟon. Several techniques have promoted sustainable farming pracƟces, such as soil  intercropping for nitrogen ﬁxaƟon, green 
manuring, and vermicomposƟng.
At DBSIL, we promote the growth of an addiƟonal crop with sugarcane, and the gross producƟvity of the land per unit area increases, 
which generates an extra income for the farmers. We use a drought-resistant variety of cane in areas with signiﬁcantly less water 
availability. Also, we are using water-eﬃcient techniques of cane producƟon in areas with low water availability of water along with 
the drip irrigaƟon method for its advantage of less water consumpƟon.
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Dalmia Bharat Sugar and Industries Limited I 39
Dalmia Bharat Sugar and Industries Limited I 40
At DBSIL, we are conƟnuously focusing on improving the soil quality and involving the farmers in the land preparaƟon method. We have 
adopted a conservaƟonist approach which helps us to reduce soil disturbance by prevenƟng soil contaminaƟon and erosion. Furthermore, 
we undertake necessary steps which help us to maintain soil integrity and preserve soil ferƟlity. 
As we strive to explore new methods of improving soil health and enhancing the quality of sugar cane, we use the vermicomposƟng method 
at our faciliƟes. This helps to improve soil structure, texture, porosity, water holding capacity, drainage, aeraƟon, and reduce erosion. 
Moreover, it also enhances plant growth by enabling the development of new shoots and leaves, thereby increasing producƟvity and 
helping in neutralizing the pH of the soil. Currently, we have 250 vermicompost pits and our farmers are generaƟng and applying compost 
in their ﬁelds. 
Furthermore, to ensure soil health, we undertake soil sampling and then recommend measures to improve the soil's quality. 
RecommendaƟons are provided to farmers based on the nutrient requirements for diﬀerent types of soil. To reduce the usage of chemical 
ferƟlizers, we are promoƟng the usage of organic maƩer and increasing the area for substanƟal use of organic maƩer.
We at DBSIL, are conƟnuously working towards the conservaƟon of agriculture and protecƟng the environment. For this purpose, we 
support our farmer’s agricultural ﬁelds through crop management. It enables us not only to improve soil producƟvity but is also very helpful 
in enhancing crop producƟvity. We conduct various awareness sessions to apprise farmers on crop residue management techniques. We 
focus on promoƟng the on-farm uƟlizaƟon of residue among our cane farmers. Along with this,during the year under review, we have also 
increased the number of ﬁeld days to address their issues.
We use residual leaves in the mulching process and fodder for the caƩle instead of burning the leaves. It not only helps reduce polluƟon but 
also helps us remain aligned with our Green Growth commitment. In FY’21, DBSIL introduced ‘Trash Mulchers’ on command areas for 
eﬀecƟve management of leaves as mulching of sugarcane ﬁelds signiﬁcantly improves the ferƟlity of the soil and reduces water 
consumpƟon.
Soil integrity and crop residue

Quality at every stage
Engaging with farmers
DBSIL is rigorously working towards delivering high-quality products to our customers. To achieve excellence in product quality, we 
have developed our in-house scienƟﬁc research team and collaborated with reputed insƟtutes.
 
It is helping us remain commiƩed to our brand image and provide best-in-class sugar to our customers.
Our Nigohi site enables us to meet the needs of our internaƟonal customer base and export the highest quality of sugar to other 
countries. We have also implemented quality management systems at every facility to ensure products are safe and meet desired 
quality standards.
 
Quality at our Company is maintained in the enƟre supply chain from culƟvaƟon to consumpƟon, i.e., ‘from farm to food.’ We ensure 
high-quality cane varieƟes throughout our procurement process. We adhere to the highest level of industry standards. AddiƟonally, 
our Kolhapur unit has received BONSUCRO cerƟﬁcaƟon implying collecƟve eﬀorts to implement sustainable sugarcane pracƟce.
At DBSIL, we are determined to support our suppliers and stakeholders through our meaningful commitments to create a sustainable, 
lasƟng, transparent network. As a top sugar producer in India, farmers are our primary stakeholders. The culƟvaƟon and harvesƟng of 
sugarcane directly impacts our proﬁtability and eﬃciency. The farmers are not seen as a diﬀerent unit; instead, they are considered 
an essenƟal part of our value chain. We support the farmers by providing wide-ranging experƟse regarding soil treatment, seed 
selecƟon, plant protecƟon, and soil ferƟlity. We strive to expand farmers' awareness through periodic meeƟngs to develop farm 
usefulness further. Through such commitments, we teach farmers to forƟfy cane development, reduce cane loss, improve sucrose 
content of cane, and improve overall producƟvity to generate sustainable income.
CommunicaƟng with farmers
We have created several forums and plaƞorms to communicate with farmers about our commitment to Green Growth. These forums 
help us spread awareness among farmers and ensure their welfare. With the ongoing eﬀort to enrich farmers' knowledge on 
agriculture pracƟces, we conduct “Farmers meeƟng” in diﬀerent villages, where farmers are made aware of issues like seed 
treatment, seed selecƟon, best pracƟces, reducƟon of cut to crush Ɵme, etc. Furthermore, more than 200 producers gather at our 
plants every quarter to address agricultural concerns as part of the ‘Kisan Gosthi' program. AddiƟonally, we make audio 
announcements in cane yards by staƟonary speakers and mobile E-rickshaws in villages to spread awareness. We also provide LED 
displays and wall painƟngs to ensure eﬀortless communicaƟon of informaƟon to farmers. Other modes like SMS, leaﬂets, roadshows, 
dramas, etc. are used to spread awareness. We have also created a Whatsapp group to keep farmers updated with vital informaƟon 
about the cane ﬁelds.
Local Procurement
FY 2018-19
85%
FY 2019-20
85%
FY 2020-21
83%
Percentage expenditure of our
procurement budget on local suppliers
Farmer’s welfare
We acƟvely support farmers through various subsidized services. Newly developed seeds in research staƟons are distributed to 
farmers while the cost of procurement, harvesƟng, loading, and transportaƟon of seeds is borne by us. Since ﬁeld based agricultural 
acƟviƟes are labour intensive, farmers are provided trench openers at subsidized rates to execute acƟviƟes eﬃciently. To enrich the 
quality of the soil, we distribute press mud and organic manure at subsidized rates to the farmers. In addiƟon, we also encourage 
farmers to use the bio-composƟng approach.
Local procurement from farmers 
We, at DBSIL, are commiƩed to creaƟng value for all our stakeholders and supporƟng the local communiƟes as much as possible. 
We strive to hire most of our employees from the local communiƟes and procure materials and services from local suppliers.  Most 
of our sugarcane is purchased from local farmers.
Research in farming techniques
External iniƟaƟves and memberships of associaƟons
Dalmia Bharat Sugar and Industries Limited I 41
Dalmia Bharat Sugar and Industries Limited I 42
As we move ahead in our green journey, we are geƫng constant support from UƩar Pradesh Government. The nuclear seed producƟon 
program is conducted and supported in collaboraƟon with the UƩar Pradesh Council of Sugarcane Research (UPCSR). To increase the yield and 
ensure the high-grade quality of sugar producƟon, we have introduced two new varieƟes of cane i.e. Co 15023 released from SBI Karnal and 
CoLk 14201 released from IISR Lucknow. These varieƟes of cane are high-yielding and disease resistant. This year, in FY’21, we have invested 
INR 57 Lakh in Research and Development acƟviƟes. 
In addiƟon, we are collaboraƟng with ICAR-Sugarcane Breeding InsƟtute, Regional Centre, Karnal and have plans to associate with the Sugar 
Technology AssociaƟon of India (STAI) for “UƟlizaƟon of Sugarcane and Sugar Industry Wastes for Sustainable Sugarcane ProducƟon”. These 
iniƟaƟves save a signiﬁcant number of chemical ferƟlizers at our UƩar Pradesh units. During FY’21, through our iniƟaƟves, 23,887 MT of 
farmyard manure, 3,228 MT of vermicompost and 43,268 MT of press mud, was produced thereby leading to a saving of 199 MT of Urea 
(N-ferƟlizer), 383 MT of DAP (P-ferƟlizer), and 558 MT of MOP (K-ferƟlizer). In addiƟon, 23,616 MT of Bio-compost and 15,194 of K-ash was also 
produced.
During FY’21 through our iniƟaƟves, 23,887 MT of farmayard manure, 2,204 MT of vermicompost, 55,708 MT of press mud, 23,616 MT of 
Bio-compost and 15,194 MT of K-ash were produced and given to the farmers. Thus, leading to savings of 1,185 MT of Urea (N-ferƟlizer), 1,300 
MT of DAP (P-ferƟlizer), and 2,571 MT of MOP (K-ferƟlizer).
Bonsucro
All India DisƟllers’ AssociaƟon (AIDA)
Co-generaƟon AssociaƟon of India
Indian Sugar Mill
AssociaƟon (ISMA)
West Indian Sugar Mills
AssociaƟon (WISMA)
U.P. Co-generaƟon AssociaƟon
UƩar Pradesh Sugar
Mills AssociaƟon
(UPSMA)
The Sugar Technologists’
AssociaƟon of India
(STAI)

Dalmia Bharat Sugar and Industries Limited I 43
­
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Human capital is the backbone of our business. Our strength lies in people and leaders who set a posiƟve example, celebrate our 
achievements at DBSIL and work together each year to achieve our business goals. We must retain an engaged staﬀ to develop a 
high-performing ﬁrm. The primary focus of our people management techniques is on recognizing and developing our employees. As we work 
in a volaƟle environment with frequent interrupƟons, such as the current Covid-19 Pandemic, adaptability, on the other hand, is in our 
employees' DNA which made it easier for us to overcome this challenge eﬃciently.
The cultural philosophy of DBSIL is widely established and stated as part of the Dalmia Bharat Group's ideology. We conduct regular workshops 
to strengthen the cultural philosophy among our employees. Training and awareness workshops are held regularly to ensure that our 
employees know our policies, Code of Conduct, whistle blower mechanism, safety approach, etc.
Dalmia Bharat Sugar and Industries Limited I 44
Talent management and retenƟon
Talent management
Talent management is a constant process that involves aƩracƟng and retaining high-quality employees, developing their skills, and conƟnuously 
moƟvaƟng them to improve their performance. The primary purpose of talent management is to create a moƟvated workforce who will stay 
with our company in the long run and will stay commiƩed to us. 
Our success depends on the complexwork workforce. To conƟnue growing and building a high-performing company, we focus on aƩracƟng and 
retaining skilled individuals by creaƟng an engaging workplace, where everyone can reach their full potenƟal. Our primary goal is to recruit 
talent and improve employee skill sets through skill up-gradaƟon programs, allowing them to realize their maximum potenƟal. We are providing 
a beƩer work environment, career growth opportunity, and harmonious family environment for employees. To keep our employees moƟvated 
we have increased communicaƟon with employees to cope with rouƟne issues.
Our talent engagement philosophy is more than just geƫng individuals to parƟcipate in exciƟng projects. Instead, the programs drive them to 
a higher purpose: physical, emoƟonal, and spiritual well-being. Therefore, we operate a wellness program called WIN that works with the 
employee's mind, body, and spirit.
The WIN Model
Work
The
Body
Inspire
The
Mind
Nourish The
Soul
Work The Body
Programs that infuse and track
health, vitality and vigor in your
body thus ensuring that the
body is ﬁt to acƟon a good
thought.
Nourish The Soul
Programs that help you carry
forward your spirit to reach the
higher order of consciousness
thus experiencing peace.
Inspire The Mind
Programs that ﬁre up the spirit
of leadership and invoke the
right thoughts.

Dalmia Bharat Sugar and Industries Limited I 45
As our organizaƟon grows and evolves, aƩracƟng and hiring the appropriate personnel remains a top focus. We want to hire and keep 
individuals that are talented, honest, and hardworking. We recruit people that believe in our goal of “Catalysing Green Growth 
TransiƟon.” We search for people that go the addiƟonal mile, have a posiƟve aƫtude, and love giving back to the community.
Currently, we are using an Oracle-based plaƞorm that is assisƟng us in digitalizing our HR systems. With an ongoing eﬀort and shiŌ 
towards digitalizaƟon, we have also started to use social media sites to aƩract staﬀ. It allowed us to decrease recruitment costs and 
reach a larger pool of applicants. The company implements innovaƟve technological iniƟaƟves to facilitate the work of our employees, 
therefore boosƟng employee happiness and overall producƟvity. We are using an online recruitment system for the ExecuƟve 
category. During the pandemic, we have provided faciliƟes for our employees the ﬂexibility of work from home. We have approved a 
sancƟoned workforce budget for the year ﬁnalized aŌer discussion with higher management.
Furthermore, we are working on supporƟng work-from-home opportuniƟes. The Dalmia Way of Life (DWL) HR policy is being followed 
to provide maximum support to talents while working in the organizaƟon. Flexi-Ɵme and work from home for non-technical funcƟons 
have been implemented.
We feel immense pleasure to announce that our aƩriƟon rate is 5.23% compared to the last three years. AddiƟonally, we maintain the 
employee saƟsfacƟon index to ensure that employees meet their needs and desires while working towards the organizaƟonal goal.
As of 31st March 2021, the number of permanent employees, including management employees, non-management employees and 
permanent workers, from all units and corporate, is 2,008. The total number of contractual employees is 871. The below table shows 
our enƟre workforce by gender, aƩriƟon rate, and new hires.
Dalmia Bharat Sugar and Industries Limited I 46
AƩriƟon (%)
6.13
FY 2018-19
7.44
FY 2019-20
5.23
FY 2020-21
Diversity and inclusion are criƟcal to fostering the dynamic cooperaƟon required to help our company ﬂourish. Our employees inspire 
us to celebrate our cultural diversity. We want to establish a workplace where everyone feels appreciated and respected. In this environ-
ment where people can be themselves while working together to achieve mutual goals. The more we cooperate and respect diﬀerenc-
es, the closer we will be to working in a truly inclusive community. 
At DBSIL, we are commiƩed to fostering a diverse and inclusive work environment that empowers everyone to be their individual and 
unique selves. We strive to ensure that our employees face discriminaƟon based on gender, age, color, religion, race, or naƟonality. We 
hire employees based on experience, skills, qualiﬁcaƟon, talent, and performance concerning the assigned role. We are fully commiƩed 
to diversity and believe in fostering an inclusive culture where everyone is encouraged to perform their best. Furthermore, we also 
endeavour to eliminate the gender pay gap throughout our organizaƟon.
The worldwide talent compeƟƟon is conƟnuing, parƟcularly in developing and emerging economies. We work hard to ﬁnd new team 
members who have the talents we need now or whom we may need in the near future. We also prioriƟze the growth of our exisƟng 
workforce by oﬀering extensive and appropriate training and development opportuniƟes. It keeps them interested, updated on the 
skills they require and moƟvated to achieve their professional goals. 
In FY’21, we have spent over INR 2 Lakh on the training and development of our workforce. On average, an employee has spent 11 hours 
in FY’21. This year also we conƟnued with our BoƩom-up approach in training. We conƟnued our collaboraƟon with the external agency 
‘Nalanda LLC.’ They help us to idenƟfy the learning needs of employees and help in designing learning programs. With our ﬂagship 
program, ‘Lakshay’ launched a few years ago, we conƟnue to idenƟfy and train future leaders. AŌer the training, focussed career paths 
of trainees were idenƟﬁed. We strive to build in-house learning and development capability through our Nalanda team.
This year with the ongoing Covid-19 pandemic, we introduced E-learning programs as it was diﬃcult to conduct face-to-face training. 
Throughout our plants, online training sessions have been organized for the skill development of the employees as a way of coping with 
pandemic situaƟons. This year it has been observed that there is a signiﬁcant decline in-classroom training. In FY’21, DBSIL’s constant 
focus is on providing safety training to our employees to ensure an eﬀecƟve and eﬃcient work environment. 
Employee engagement is a combinaƟon of saƟsfacƟon, loyalty and pride. Engaged employees take pride in their work and see 
company success as their success. We connect and stay engaged with our employees to earn their trust and align them to our values. 
Our talent engagement iniƟaƟves include workshops, events, fesƟval celebraƟons, outbounds, etc., to boost the company’s cultural 
philosophy. We understand that humans are social creatures, and due to the pandemic, everyone is working from home. To overcome 
this challenge, we organized ‘Employee Get Together,’ where everyone got the chance to interact, share their feelings, and relieve the 
mental stress that happened due to lockdown. We also organized ‘Crushing starƟng pooja’ to seek the blessings of God. Furthermore, 
we also celebrated ‘Women's Day and organised ‘Poster and slogan compeƟƟon’ during the safety week celebraƟon. 
Employee engagement
Indicator
Unit
Male
Female
2020-21
Permanent Employees 
Senior management
Number
Number
Number
Number
Number
Number
Number
Number
28
174
222
424
316
1265
1581
869
0
0
0
0
0
3
3
2
Middle Management
Junior Management
Staﬀ and Workers
Staﬀ
Workers
Temporary Employee
Temporary Workers
Total
Total

Dalmia Bharat Sugar and Industries Limited I 47
Dalmia Bharat Sugar and Industries Limited I 48
Average Training Hours per Employee
DesignaƟon
Unit
Hours
FY 2019-20
10.4
Management Workers
Hours
4.4
Staﬀ & Workers
Hours
8.9
FY 2020-21
11.1
11.3
9.7
Temporary Workers
HR Team idenƟﬁes training 
needs for every performance 
year aŌer the annual 
performance review based on 
business and individual 
requirements.
Inputs from various sources, 
including supervisors, regulatory 
and environmental requirements, 
technological improvements and 
individual requests are also taken 
into account to consolidate the 
training requirements.
The training calendar is a dynamic 
document. It is periodically 
revisited to accommodate 
emerging business responsive 
requirements and revised 
accordingly.
Finally, the inputs are 
prioriƟzed based on 
organizaƟonal requirements, 
resource availability and other 
factors as may be required 
from Ɵme to Ɵme, to 
incorporate into the annual 
training calendar.
Safety Dashboard
Type of Injuries
Units
Number
FY 2018-19
Zero
FataliƟes
Number
0.59
LTFIR
Number
6
FY 2019-20
Zero
Zero
75
FY 2020-21
Zero
0.51
409
Near Misses
To strengthen the culture of accountability and drive performance, we have implemented a system for performance management. To 
evaluate an employee's performance, a balanced scorecard technique has been introduced and implemented. We have templated Key 
Responsibility Areas (KRA) for mulƟple roles. Every permanent employee in the ﬁrm receives an annual performance evaluaƟon. 
Furthermore, to ensure the performance of our execuƟve category we have implemented the PMS system for the execuƟve category, and 
it is reviewed based on the Goal seƫng performance. At our Kolhapur site, we have a Performance appraisal management system and 
policy.
We encourage regular input from our employees to beƩer understand their needs and ambiƟons. Senior management frequently engages 
with the talent to provide an overview of the company’s goals. Employees are recognised regularly for their excepƟonal performance. The 
Company has begun a 360-degree feedback program for employees to submit input to seniors.
At DBSIL, the health and safety of our employees are crucial aspects and remain our top priority. To ensure this, we invest signiﬁcantly 
in training, workplace resources, and leading systems and processes to ensure the responsible management of our plants. We strive to 
provide the health, safety, and general well-being of our employees, workers, and those involved in DBSIL’s operaƟons. It is not only a 
fundamental right, but it also guarantees that we have a healthy, moƟvated, and producƟve workforce. We are also focusing on 
increasing Employee Welfare acƟviƟes, and we are striving to go beyond the required safety measures. 
With our aim to insƟlthe zero accidents culture in all our plants, we are conƟnuously adhering to our safety-ﬁrst approach. We feel 
immense pleasure to state that this year also, in FY’21, we have zero fataliƟes. To ensure the well-being of our employees, we conduct 
third-party safety audits. Also, we adopt the resulƟng recommendaƟons prescribed by them. We have also appointed Line supervisors 
who are accountable for implemenƟng safety programs at the sites. Furthermore, to ensure a safe and healthy environment for our 
employees, farmers, clients, visitors, contractors, we have also established the Safety Management cell at the site. The Safety 
Management cell helps assess the potenƟal risks/ hazards to the Safety, Health, and Environment, of employees within the plant and 
ensures monitoring and implemenƟng the safety systems in the plant like the use of PPE’s, monitoring and maintenance of ﬁreﬁghƟng 
system, plant inspecƟon.
 
The ﬁre department conducts emergency, mock, and ﬁre exercises at our sites once a month. This year in FY’21, we have successfully 
undertaken the drill irrespecƟve of the pandemic. We also provide monthly safety reports for near misses, ﬁrst aid cases, lost Ɵme 
injury, and fatal injuries and take more proacƟve safety management approaches. We are commiƩed to maintaining high health and 
safety standards.
Evaluating performance
Safety of our employees

Dalmia Bharat Sugar and Industries Limited I 49
Dalmia Bharat Sugar and Industries Limited I 50
Our employees are trained regularly in safety awareness programs. We ensure the safety and protecƟon of our workers by providing 
appropriate Personal ProtecƟve Equipment (PPE) hand gloves, safety helmets, nose mask, earplugs, safety shoes, aprons, goggles, 
safety belts, etc. We also provide uniforms to every employee and ensure their appropriate use for the acƟviƟes they are undertaking. 
Display signages have been used throughout our faciliƟes for proper usage of PPE. They are trained as per the job and instructed to 
follow the guidelines and use proper PPE. A ﬁreﬁghƟng system is in place throughout the facility, and ﬁre exƟnguishers and sand 
buckets are posiƟoned as needed.
 Safety issues at the facility level are highlighted on the board to raise awareness and prevent their recurrence. Every year, safety week 
is observed from the 4th to the 10th of March, and safety awareness events are carried out.  
On March 04, 2021, the 50th NaƟonal Safety Day was celebrated at the Jawaharpur, Nigohi and Kolhapur faciliƟes. AcƟviƟes like mock 
drills, safety talks and ﬁrst-aid training were conducted. A drawing compeƟƟon around the theme ‘safety’ was organised for children. 
To propagate awareness among workers, an event on “Sadak Suraksha” (road safety) was conducted. An exhibiƟon showcased PPEs 
and other equipment related to ﬁrst aid and ﬁreﬁghƟng. Training for employees on the use of ﬁre exƟnguishers also was driven by VNS 
Fire Service, Kolhapur. A safety slogan and poster compeƟƟon were organized for employees in which over 100 employees (and their 
children) parƟcipated. 
Furthermore, our employees at the execuƟve and above levels get safety training as part of their inducƟon procedure. Safety training 
is imparted to each secƟon on a fortnightly basis. In the pandemic situaƟon, the classroom training was suspended. All the training 
was conducted on the ﬁeld, maintaining social distance. The training is mandatory for all the workmen. Workers get on-the-job 
training as well as safety brieﬁngs once a week from their respecƟve departments.
Every new employee receives a health check-up, and regular employees receive a yearly check-up. DBSIL organizes 4-5 health 
check-up camps in a year. The Company has set up a health centre at each facility which comprises a doctor and nurse. Furthermore, 
we also have an in-house occupaƟonal health dispensary containing three beds. We have Ɵe-ups with Ashter Aadhar Hospital 
Kolhapur, which conducts health sessions for our employees for a beƩer lifestyle.
Safety training and development
Safety Training (Hours)
16,043
FY 2018-19
10,286
FY 2019-20
12,568
FY 2020-21
We have established a safety commiƩee at both the plant and corporate levels. The safety commiƩee is chaired by senior 
management of DBSIL and comprises a 50:50 representaƟon of employees and management. The safety commiƩee meets regularly 
to assess safety concerns and suggest steps to improve safety procedures at our plants. All events involving safety are invesƟgated and 
remedial acƟons are put in place. The safety commiƩee strives to ensure that employees are trained on accident prevenƟon and 
control while using the safety appliances. The commiƩee helps assist and cooperate with the management in achieving the aims and 
objecƟves outlined in the “Health and Safety Policy”.
 AddiƟonally, the commiƩee also helps carry out health and safety surveys to idenƟfy unsafe working condiƟons/pracƟces, which 
causes the accident in the plant to ensure the safety of the employees. The workers are free to raise their health and safety concerns 
in the open forum. Furthermore, we also have an HSE management system that is governed by a safety commiƩee that comprises 50 
% of workers and 50 % of Management. A well-qualiﬁed health and safety oﬃcer is deployed to ensure the proper implementaƟon of 
a health and safety management system. We also involve the acƟve parƟcipaƟon of workers with our safety commiƩee. They help us 
ensure a safe working environment and enable us to create safety awareness that helps us improve safety culture and reduce risk at 
the workplace.
Safety committee
At DBSIL we have a prime focus on idenƟfying the risk hazards, managing them and taking steps to minimize the risk. For this purpose, 
our dedicated team visits the sites regularly to idenƟfy the hazards. AŌer idenƟﬁcaƟon, risk assessment is done. The workers are 
briefed on the safe working method in the form of Toolbox Talk prior to their deployment. During the plant round, we also meet 
workers for the safety talk. For this purpose, we have appointed a qualiﬁed Safety Oﬃcer who is cerƟﬁed by RLI Kanpur. Then each 
incident is invesƟgated by a team of secƟonal heads, involving the job supervisor and the working crew for a beƩer understanding of 
the scenarios. AddiƟonally, we have also done the HAZOP Study and risk assessment and conducted a 3rd party safety audit from Ɵme 
to Ɵme with government approved competent persons.
Safety risk management

Dalmia Bharat Sugar and Industries Limited I 51
Dalmia Bharat Sugar and Industries Limited I 52
To miƟgate the risk hazards, we have added each staﬀ member in a WhatsApp group to highlight any safety issues aƩended 
immediately by respecƟve departments. We also take regular follow up to ensure compliance in a minimum Ɵme frame. We have 
provided access to workers so that they can give their feedback through the safety commiƩee. If the workers raise the issue or report 
it then we address it on WhatsApp or by mail. Finally, the ﬁndings are documented, and the prevenƟve measures are implemented 
throughout the unit.
We also provide HSE score which is aligned with the KRA of each person. Periodically we arrange mock drills and HSE training to make 
employees aware of safety norms. We strive to ensure maximum parƟcipaƟon from the front-line workers.
Fire is a major hazard, and we make proper arrangements to miƟgate it by providing a Fire Hydrant System, Fire ExƟnguishers, Smoke, 
and Fire Detectors in the plant. For risks generated from bagasse dust and rotaƟng parts of machinery, regular water sprinkling is done 
to suppress the bagasse’s dust. Also, awareness is spread to ensure all employees appropriately use that mask. All rotatory parts are 
guarded to avoid entanglement.
The safety of our employees is our primary focus, and we are working to minimize and manage health and 
safety risks. Keeping this in mind,we have introduced a safety booklet as a part of building safety culture.
We have launched Dalmia's Safety Booklet Volume-1 (Shri DuƩa Sakar Karkhana- Kolhapur) on Republic 
Day (26th January 2021). 

Every year we celebrate Safety Week to create safety awareness and imbibe a safety culture in the plant. 
During the year under review, we had organized various compeƟƟons like Best Safety Poster and Slogans, 
Inter department Housekeeping compeƟƟon, Safety equipment exhibiƟon.


Mock drills are conducted periodically for the worker to test the eﬀecƟveness of the training program from 
Ɵme to Ɵme and the way to react in case of emergency.


Dalmia Bharat Sugar and Industries Limited I 53
Dalmia Bharat Sugar and Industries Limited I 54
We conduct the First Aid Training programme for the employees to provide immediate help in case of 
emergency situaƟons. Well-equipped First Aid Boxes  are provided in each secƟon of the factory.
	

Fire safety measures are incorporated within the factory premises. All the ﬁre exƟnguishing media such 
aswater, dry chemicals, CO2, sand, foam etc. are always kept ready and easily available in vital locaƟons. Fire 
Hydrant system is also available in all the locaƟons in the plant.
	
DBSIL recognises the necessity for employees to join trade unions in order to eﬀecƟvely express their objecƟves to senior 
management. We have employee trade unions in our Maharashtra plants that cover about 90% of the workforce. However, we don’t 
have employee unions in our UƩar Pradesh faciliƟes. InteracƟons between top management and labour unions take place on a regular 
basis. CollecƟve bargaining is conducted in Maharashtra factories through labour unions. CollecƟve bargaining is carried out at UƩar 
Pradesh factories through an authorised ‘Sugar wage Board.' When it comes to operaƟonal modiﬁcaƟons, the minimum noƟce Ɵme 
is 21 days.
Managing labour relaƟons
We understand the value of partnering with the communiƟes we operate and recognize that thriving and resilient communiƟes are 
essenƟal for a sustainable future. Community engagement immensely beneﬁts our company and supports our mission to be a 
responsible industry leader. We are proud that our operaƟons have a posiƟve economic, social, and environmental impact on our 
communiƟes. We remain focused on generaƟng systemaƟc and sustainable improvement for local communiƟes surrounding our 
plants and project sites.
We have pivoted eﬀorts for community engagement with the Dalmia Bharat FoundaƟon (DBF), We believe in the engaged in the 
concept of giving back and sharing with the underprivileged secƟons of the society. With the joint eﬀort, we have idenƟﬁed three CSR 
focus areas i.e., Livelihood, Climate AcƟon, and Social infrastructure.
Human Rights provide universal acknowledgement of every individual's inherent dignity, making them one of the essenƟal values we 
maintain. As India's largest sugar producing company, we employ individuals from many ethnic backgrounds and engage with a 
diverse variety of cultures and communiƟes. We at DBSIL, take the responsibility to safeguard human rights extremely seriously.
The human relaƟons and compliance department of DBSIL collaborates with the units to guarantee that no human rights violaƟons 
occur. In the event of a violaƟon, the oﬀender faces stringent punishment. DiscriminaƟon on any basis is not permiƩed, and workers 
are urged to follow the Code of Conduct. Our plants and sites are inspected on a regular basis to ensure that no violaƟons of human 
rights occur. It is ensured that no child or forced labour occurs on the grounds, parƟcularly in the case of contractual employees. There 
were no incidents of child or forced labour at our operaƟons in ﬁscal years FY’21. We also encourage our suppliers and vendors to 
uphold the universal human rights principle and work in accordance with our Code of Conduct. AddiƟonally, we also encourage our 
labour to adhere to 100% legal compliance. We are planning to start reporƟng on training on human rights.
ProtecƟng our communiƟes

Dalmia Bharat Sugar and Industries Limited I 55
Dalmia Bharat Sugar and Industries Limited I 56
Through the livelihood programs, we have facilitated the marginalized communiƟes to secure livelihood opportuniƟes, enhance 
related skills, increase income in rural and urban India, and generate sustainable livelihoods. Our livelihoods projects help 
unemployed youth acquire new skills and upgrade their exisƟng skills in the farming, and non-farming sectors. Our iniƟaƟves in skill 
development beneﬁƩed 2,018 families, resulƟng in an average increase of INR 60,000 per year for each beneﬁciary. 
We implemented four major Livelihood projects: DIKSHa, Self-help groups, Moonj craŌ, and Dairy development project. All these are 
in line with the Sustainable Development Goals of the United NaƟons (UN SDGs) as reﬂected below
Livelihood
DIKSHa (Dalmia InsƟtute of Knowledge and Skill Harnessing) is a skill training program that aims at boosƟng the livelihood condiƟons 
of local communiƟes living in and around the locaƟons. We have provided small-duraƟon skill courses that helped build capacity, 
foster community links, and promote small businesses with this program. It focussed primarily on rural youth who are unemployed or 
employed only during the speciﬁc part of the year. DIKSHa has been working with conƟnuous passion to skill India’s youth and set 
them on a path to a brighter future. During the year under review, 261 trainees completed their training, and 210 trainees were 
undergoing training. The number remained low in FY’21 because of the closure of Centres for a few months due to the Covid-19 
Pandemic. 137 trainees have been successfully placed and others are in the process of placement. The starƟng salary of our trainees’ 
range between INR 8,000 and INR 10,000 per month. 
DIKSHa

Climate AcƟon : 
Water : HarvesƟng and conserving water for producƟve 
use.
Energy : 
Ensuring access to clean cooking and lighƟng soluƟons.
Livelihood : 
Transforming households, inlcuding adding unemployed 
youth into the skilled workforce for enhanced income.
Social Infrastructure : 
Addressing basic health, educaƟon, rural infrastructural 
needs of the local community.
    	           
Partnership for DIKSHa
NaƟonal Bank for Agriculture
and Rural Development
NaƟonal Backward Classes
Finance and Development
CorporaƟon
NaƟonal Scheduled Castes Finance and
Development CorporaƟon
BOSCH
Schneider Electric
“I had completed Paramedic training under Bridge program from Dalmia InsƟtute of 
Knowledge & Skill Harnessing, Shahjahanpur, UƩar Pradesh in March 2021. AŌer 
compleƟon of the training, I got a job asa healthcare worker at Satyanand Hospital, 
Shahjahanpur. During the Covid-19 pandemic, from April 2021 to July 2021, I earned 
INR 40,000/-.
I would like to thank DIKSHa and Dalmia Bharat FoundaƟon for providing this 
opportunity in crises. ”  
- Naincy

Dalmia Bharat Sugar and Industries Limited I 57
Dalmia Bharat Sugar and Industries Limited I 58
Partnership with Dairy development project
To improve the livestock's quality and producƟvity, the company has engaged with a professional organizaƟon to work with the 
villagers in operaƟonal projects in the districts of Sitapur and Shahjahanpur in UƩar Pradesh.  A 5-year long project is currently being 
that is implemented in 42 villages of UƩar Pradesh. The dairy development project focused on improving arƟﬁcial inseminaƟon, 
livestock, and beƩer animal husbandry pracƟces. In FY’21 3,847 cows and buﬀaloes were arƟﬁcially inseminated, 1,241 calves were 
born, which included 627 female calves and 614 male calves. AddiƟonally, 41 awareness camps were arranged, 158 households were 
given awareness training and session on beƩer fodder development like Makhan and Napier grass, 415 kgs of micro-nutrients were 
distributed and 3,533 animals were dewormed. All these eﬀorts increased the cost of livestock assets created for the community to 
INR 3.21 Cr. It also helped to increase the monthly income from the sale of milk to INR 52.67 Lakh.
Dairy development project
This project enables women to be ﬁnancially independent and secure their lives through seƫng up Self-Help Groups (SHGs) and 
opportuniƟes. The key objecƟve behind this iniƟaƟve is to reach out to communiƟes and help women take up income-generaƟng 
acƟviƟes and enhance their household incomes. During the year under review, about 60 SHGs women members across 3 locaƟons in 
UƩar Pradesh received the contract to sƟtch 46,000 school uniforms from District EducaƟon Department. One SHG in Nigohi bagged 
a contract for a year to run Dhakia Tiwari Panchayat’s RaƟon-shop. We supported three SHGs in Jawahapur for income generaƟon 
acƟviƟes like supplying precast cement informaƟon boards and sculpƟng clay products. Currently, each women member has been 
enabled to earn around Rs 3,000/- per month from their respecƟve acƟvity.
Self-help groups
Mrs. Pooja Devi, who is a member of Dagraha Baba SHG and resident of Bargadiya, 
Ramgarh, has been selected as the Bank Sakhi by NRLM. Holding this posiƟon, she will 
now act as the bank aggregator for the Korona Gram Panchayat. In addiƟon, she will 
facilitate and represent the panchayat in all bank related works including withdrawal 
and deposit of money. 
Pooja says “I am personally grateful to the DBF team for supporƟng me in preparing 
for the online exam and interview. Also, helping me in ﬁlling the applicaƟon form 
including submission of documents”.
- Mrs. Pooja Devi
BAIF research and development foundaƟon
Partnership with 2030 Water Resource Group (2030WRG)
We have worked with rural women at Ramgarh in UƩar Pradesh to promote the tradiƟonal Moonj craŌ and enabled these women to 
generate income from it. To advance this iniƟaƟve, we have signed an MOU with the MonAmi FoundaƟon to boost the skillsets of 
Moonj craŌsmen in UƩar Pradesh. We provided them with training on capacity building, designing of products, and strategies to 
create market connecƟons. Women also received enough training on design, paƩern, and packing. Aside from local handicraŌs or 
related fairs, Moonj arƟsts took part in the handicraŌ fesƟval Shilp Kumbh, which provided them with an opportunity to demonstrate 
their abiliƟes and build their network. 60 women were gainfully employed and conƟnue to earn an average salary of around INR 4,000 
per month.
Moonj craft
Climate change leads to depleƟng water resources and excess rainfall, reiteraƟng the importance of water conservaƟon. We repaired 
34 village ponds, saving about 2.56 Lakh m3 of water and beneﬁƟng over 2,010 people. To achieve eﬀecƟve run-oﬀ water 
management, we inter-connected nine village ponds in Mahsui and Korona Villages in Ramgarh. Drip irrigaƟon was installed on 69.25 
acres, helping 85 people in Kolhapur and Sitapur districts. This also saved 2.70 Lakh m3 of water and led to an increase in earnings by 
INR 14,000 per acre.
Furthermore, our project maintained 20,000 m3 of water harvesƟng capacity by creaƟng two taluks at Salem, Tamil Nadu. We also 
converted 75 defunct bore wells into bore well recharge structures. Besides this, plantaƟon of 2,850 saplings of mixed fruit-bearing 
saplings and local species, with an intent to increase the green cover in common land, strengthening of village pond bunds & also add 
to nutriƟonal security of communiƟes.
Water Conservation / Harvesting initiatives
The key objecƟve is to enable Indian farmers to improve soil quality and provide water for producƟve use like agriculture and milch 
animals. We have worked towards solving the soil and water issues in our project areas. Extensive work on water harvesƟng 
structures, water storage capaciƟes, micro-irrigaƟon pracƟces such as drip irrigaƟon, and sustainable and producƟve agriculture 
pracƟces were undertaken during the year under review.
Water ConservaƟon/HarvesƟng iniƟaƟves, sustainable sugarcane iniƟaƟves, and access to clean energy projects are some of our chief 
projects with communiƟes for climate acƟon. All these are in line with the Sustainable Development Goals of the United NaƟons (UN 
SDGs) as reﬂected below.
Climate Action
­

Through this project, 2030 WRG and Dalmia Bharat FoundaƟon are working jointly on a mulƟ-stakeholder 
plaƞorm to ensure water  security in the Gondlamau Development Block of Sitapur District.
Geo-hydrological surveys are underway to complete the water budgeƟng of the selected Gram Panchyats 
in the Gondlamau Block.

Dalmia Bharat Sugar And Industries Limited I 59
Dalmia Bharat Sugar And Industries Limited I 60
The sustainable sugarcane iniƟaƟve is a pilot project to improve sugarcane culƟvaƟon at Sitapur in UƩar Pradesh. The project aims to 
share knowledge of best pracƟces among sugarcane planters and build up demonstraƟon plots for pracƟcal learning and replicaƟon 
among farmers. The company chose 100 farmers from 20 communiƟes to work on speciﬁc deliverables based on sustainable 
sugarcane growing. We have set up 153 vermicomposƟng and 305 farmyard manure units to apply organic manure to around 1,650 
acres of land. AddiƟonally, we took the iniƟaƟve with 450 sugarcane culƟvators to enhance the sugar cane quality.
Sustainable sugarcane initiative
Social infrastructure project allows rural communiƟes to ﬁnd their fooƟng in a constantly changing world. DBF acƟviƟes and iniƟaƟves 
in health, sanitaƟon, educaƟon, rural infrastructure, and awareness generaƟon are carried out with the assistance of communiƟes, 
local government agencies, and business partners. Through this project, we were able to set up 2 community-owned RO Plants in 
Kolhapur having the potenƟal to cater to 3,200 households of 2 villages. Currently, around 73,000 Liters of water are sold per month 
from these plants. Convergence has been done with Agriculture, HorƟculture, MNREGA & various other Govt schemes like Pension, 
KISHAN Saman Nidhi, Migrant labor, Widow Pension to leverage beneﬁt of INR 1.79 Cr for the community.
World on Wheels, open defecaƟon-free villages, happy school projects and observing naƟonal and internaƟonal days are some of our 
chief projects for social infrastructure. All these are in line with the Sustainable Development Goals of the United NaƟons (UN SDGs). 
World on Wheels project
In collaboraƟon with HP India, we assisted roughly 130 villagers in Maharashtra and UƩar Pradesh. We reached out to students, 
children, women, farmers, and older persons, taught them digital literacy, provided job-related aspects and techniques for improved 
agricultural pracƟces.
Open defecation-free villages
We collaborated closely with local oﬃcials and communiƟes in UƩar Pradesh allowing the building of 18 ISLs, which helped around 90 
villages.
Happy School project
We worked with 46 insƟtuƟons, including both schools and ‘Anganwadis’ to improve their infrastructural facility. We have also 
re-layered enƟre roof of a Government School in Kolhapur. This iniƟaƟve enabled the school to have a strength of 210 children from 
classes 6-10. AddiƟonally, we undertook the Seekho Sikhao, a pilot project in partnership with the Seekho Sikhao FoundaƟon, to 
transform educaƟon in Sitapur district, UƩar Pradesh, India. The vision of the project was to “nurture an environment of learning” and 
enable children to realize their potenƟal and dreams.
Observing national and international days 
We conducted regular awareness programmes to educate the community about the days of social importance. This included 
providing them knowledge about important naƟonal and internaƟonal days.
Access to clean energy
We iniƟated an access to clean energy program for providing renewable energy soluƟons to vulnerable rural communiƟes. Our clean 
energy soluƟons (clean cooking and lighƟng) in rural areas include fuel-eﬃcient cookstoves, liquiﬁed petroleum gas (LPG) 
connecƟons, biogas plants, and solar lighƟng systems such as lanterns, streetlights, study lamps, and home lighƟng systems. Through 
this iniƟaƟve, we assisted 1,358 families in purchasing solar-powered baƩery sprayers. AddiƟonally, we built solar-powered pumping 
systems in two locaƟons in UƩar Pradesh during the previous ﬁscal year, which conƟnue to assist more than 250 villagers in irrigaƟng 
and culƟvaƟng their land. This eﬀort has resulted in an INR 10,000 boost in incomes for the recipients.
Social infrastructure 

AŌer the World Health OrganizaƟon (WHO) declared 
the Covid-19 pandemic in March 2020, the world faced 
a social and economic crisis. Throughout the pandemic, 
we collecƟvely worked together to remain steadfast in 
these challenging Ɵmes. It is our priority to protect the 
health and safety of our employees, as it is one of the 
key drivers in ensuring higher producƟvity across all our 
plants.
To miƟgate the impacts of the Covid-19 pandemic, we 
have implemented the most stringent precauƟons to 
ensure that we funcƟon in the safest manner possible. 
Our ﬁrst and foremost goal in this "new normal" has 
been to guarantee that our employees are exposed to a 
safe working environment when they return to our 
premises. Keeping this in mind, our dedicated teams 
have veriﬁed that every safety need is met and have 
deﬁned safety rules across all sites and faciliƟes to raise 
awareness.
Covid-19 measures
With the pandemic likely to remain with us for the 
remainder of 2021, it has become imperaƟve that team 
members are provided with every opportunity to 
receive a Covid-19 vaccinaƟon. For this purpose, we 
iniƟated the vaccinaƟon drive where our employees are 
vaccinated, and the villagers and family members of 
employees are provided with the vaccine shots. We 
oﬀered the vaccines free of cost to all our employees, 
their family members, and the community. We set up 
the vaccine camps and recorded the detail of every 
individual to whom the vaccine has been given.
We strive to ensure that all the employees and the local 
communiƟes receive Ɵmely medical care during these 
challenging Ɵmes. For this purpose, we have 
established Covid-19 Care Centre. We also converted 
our Kolhapur and Sangli factories into isolaƟon wards to 
deal with the pandemic situaƟon. We also arranged 
food for our contractors and farmers. 
We conducted daily yard meeƟngs at our cane yards to 
spread awareness among the villagers and farmers 
during the crushing season. Furthermore, we also 
organized various cane development acƟviƟes, which 
also enabled us to spread awareness. To inform the 
villager about the various Covid-19 precauƟons, we 
made announcements. 
As our acƟviƟes involve the engagement of farmers and 
employees at our sites, we have taken various iniƟaƟves 
to ensure their health and safety. Our CSR team 
distributed masks in our mill area village and moƟvated 
the employees and villagers to wear masks. To ensure 
the safety of our workers at the factories, we saniƟzed 
the factories and the mill areas thoroughly. To reduce 
the spread of infecƟon, we also adopted the pracƟce of 
hand saniƟzaƟon of our farmers and workers. 
AddiƟonally, we also maintained social distancing at our 
cane yards and in our factories. For the welfare of our 
communiƟes, we also conducted village saniƟzaƟon.
Fight against Covid-19

Dalmia Bharat Sugar And Industries Limited I 62


General standards: Core opƟon
GRI Standard
Title
Name of the organisaƟon
AcƟviƟes, brands, products,
and services
LocaƟon of headquarters
Company history and
geographic presence
LocaƟon of operaƟons
Ownership and legal form
Company history and
geographic presence
About the company
Our business segments
Economic performance
Reference secƟon / 
InformaƟon
Page Number
09
08
20
08
13
11
11
15
42
OrganisaƟonal proﬁle & strategy
Ethics and Integrity
Governance
Stakeholder engagement
102 - 41
102 - 43
102 - 45
102 - 42
102 - 44s
102 - 1
102 - 2
102 - 3
102 - 4
102 - 5
102 - 7
102 - 9
102 - 11
102 - 13
102 - 12
102 - 14
102 - 16
102 - 8
102 - 10
102 - 6
102 - 18
102 - 40
Markets served
Quality at  every stage
Scale of the organizaƟon
InformaƟon on employees
and other workers
Talent management
and retenƟon
Supply chain
Engaging with farmers
Signiﬁcant changes to the
organizaƟon and its supply chain
PrecauƟonary Principle
or approach
External iniƟaƟves
External iniƟaƟves and
memberships of associaƟons
Membership of associaƟons
External iniƟaƟves and
memberships of associaƟons
Statement from senior
decision-maker
LeƩer to the stakeholders
Values, principles, standards,
and norms of behaviour
Governance structure
List of stakeholder groups
Engagement with stakeholders
Engagement with stakeholders
Engagement with stakeholders
CollecƟve bargaining agreements
IdenƟfying and selecƟng
stakeholders
Key topics and concerns raised
Engagement with stakeholders
EnƟƟes included in the
consolidatedﬁnancial statements
Refer annual report
Approach to stakeholder
engagement
Managing labour relaƟons
ConducƟng business ethically
ConducƟng business ethically
SƟmulaƟng
green growth
No signiﬁcant changes
List of material topics
ReporƟng period
Date of most recent report 
About the report
ReporƟng cycle
Contact point for quesƟon
regarding report
ReporƟng period
Determining material topics
Scope and boundary
ReporƟng period 
Contact us
102-46
Deﬁning report content
and topic Boundaries
GRI 205 AnƟ-corrupƟon
GRI 301 Materials
GRI 302 Energy
302-3
303-3
GRI 303 Water and eﬄuents
GRI 305 Emissions
303-4
102-47
102-50
102-51
102-52
102-53
102-55
Management approach
GRI 201 Economic performance
GRI 204 Procurement pracƟces
201-1
205-3
102-56
103-2
102-54
301-1
302-1
Claims of reporƟng in accordance
with the GRI standards
Scope and boundary
GRI content index
GRI Index
External assurance
Not going for
external assurance
The management approach
and its components 
Direct economic value
generated and distributed
Economic value generated
and distributed 
204-1
Procurement pracƟces
Responsible, forward-thinking
farming
Conﬁrmed incidents of
corrupƟon and acƟons taken
Materials used by
weight or volume
Energy consumpƟon within
the organizaƟon
Green energy consumption
Managing water and waste
Energy intensity
Water consumpƟon
Managing water and waste
Water withdrawal
305-1
305-2
Green energy consumpƟon
Energy indirect (Scope 2)
GHG emissions
Green energy consumpƟon
305-4
Emissions intensity
Green energy consumpƟon
Direct (Scope 1) GHG emissions
Green energy consumption
SƟmulaƟng Green Growth
Codes, Standards and governing 
policies
InformaƟon given for
each material topic
Dalmia Bharat Sugar And Industries Limited I 61
09
43
42
27
41
41
03
23
23
18
54
18
18
18
About the company
08
08
08
08
61
16
39
25
27
28
28
33
33
28
28
28

Dalmia Bharat Sugar And Industries Limited I 63
Waste directed to disposal
Managing water and waste
Non-compliance with
environmental laws and
regulaƟons
Green energy consumpƟon
Codes, Standards and
governing policies
305-7
Nitrogen oxides (NOX), sulphur
oxides (SOX), and other
signiﬁcant air emissions
GRI 306 Eﬄuents and waste
GRI 401 Employment
306-5
GRI 307 Environmental Compliance
307-1
401-1
GRI 402 Labour/Management RelaƟons
402-1
New employee hires and
employee turnover
Talent management 
and retenƟon
Minimum noƟce periods
regardingoperaƟonal changes
Managing labour relaƟons
GRI 403 OccupaƟonal Health and Safety
GRI 408 Child labour
GRI 409 Forced or compulsory labour
403-5
Worker training on occupaƟonal
health and safety
Safety training
and development
404-3
Percentage of employees
receiving regular performance
and career development reviews
Safety training
and development
GRI 404 Training and EducaƟon
404-1
408-1
OperaƟons and suppliers at
signiﬁcant risk for incidents
of child labour
Managing labour relaƟons
409-1
OperaƟons and suppliers at
signiﬁcant risk for incidents
of forced labour
Managing labour relaƟons
GRI 413 Local CommuniƟes
413-1
OperaƟons with local community
engagement, impact assessments
and developing programs
ProtecƟng our communiƟes
Average hours of training
per year per employee
Safety training
and development
403-9
Work related injuries
Safety of our employee
31
38
25
43
54
49
48
49
49
54
54
54

11th Floor, Hansalaya Building 15 Barakhamba Road, New Delhi - 110001
Phone : 011-23310121/23/24/25
Email  : investorerelaƟons@dalmiabharat.com I corpcom@dalmiabharat.com