Dear Members,
The Directors present the Annual Report together with the audited
Balance Sheet and the Statement of Profit and Loss and other financial statements of RSWM
Limited for the year ended March 31, 2024.
Company's Performance
Your Company's performance during the year 2023-24 is summarized
below:
Financial Results (C in Crore)
Particulars |
2023-24 |
2022-23 |
Turnover |
|
|
| Export |
1,162.25 |
937.14 |
| Domestic |
2,894.95 |
2,851.76 |
TOTAL |
4,057.20 |
3,788.90 |
| Profit before Interest & Depreciation |
131.65 |
339.53 |
| Less: Interest/Finance Cost |
92.13 |
73.95 |
| Profit before Depreciation & Amortisation |
39.52 |
265.58 |
| Less: Depreciation & Amortization |
149.59 |
127.30 |
| Profit/(Loss) before exceptional items &
tax |
(110.07) |
138.28 |
| Exceptional Items |
137.76 |
- |
| Profit/(Loss) before Tax |
27.69 |
- |
| Less: Current Tax |
5.74 |
24.48 |
| Tax of earlier years provided (written back) |
(2.79) |
(20.66) |
| Deferred Tax Liability/(Asset) |
(10.18) |
24.85 |
| Profit/(Loss) after Tax |
34.92 |
109.61 |
| Add: Opening Balance |
768.49 |
716.58 |
| Dividends & Others |
(22.70) |
(57.70) |
| Profit available for appropriation |
780.71 |
768.49 |
Number of Meetings of the Board
The particulars of the meetings held during the year along with the
details regarding the meetings attended by the Directors form part of the Corporate
Governance Report.
The composition of the Board and its committees is in the report on
Corporate Governance.
Dividend and other Appropriations
Keeping in view the financial position of the Company during the
financial year under review, your directors do not recommend any dividend on the equity
shares of the Company for the year ended the March 31, 2024.
No amount is proposed to be transferred to General Reserve. The amount
of C780.71 Crore has been carried over to next year.
Your Directors have adopted the Dividend Distribution Policy in line
with the Regulation 43A of SEBI (Listing Obligations and Disclosure Requirements)
Regulations, 2015 and the same forms part of this Annual Report and is also available on
the website of the Company.
Operational Performance
Your Directors present the operational performance of your Company for
the financial year ended 31st March, 2024. Your Directors inform the members
that the financial year under review started under the shadow of recessionary conditions
in the Europe & West and inflationary pressures which prevailed in the United States
rendering the exports to these countries severely impacted. These conditions continued to
prevail largely throughout the year under review. Your Directors inform the members there
were some positive signals in the fourth quarter giving hopes of better performance in the
next financial year. Domestic markets were also under pressure owing to excess capacity,
higher input costs and lower margins. However, your Directors are pleased to inform the
members that your Company focused on consolidating its operations and used this
opportunity to acquire the Chhata Unit comprising of Spinning, Knitted Fabric and
Processing facilities from M/s. Ginni Filaments Limited to enable itself to expand its
capacities to take the maximum benefit when the normalcy returns. The Chhata Unit
comprises of 80,016 spindles, 720 Rotors, 12 tons per day of Knitting and Processing
capacity. This capacity addition is expected to add about C600 Crores to the Turnover of
the Company on full year basis. Your Directors are hopeful that with this capacity
addition, your Company would be able to take further strides and boost its overall
operations.
Your Company kept its continuous focus on cost reduction measures to
make its operations cost effective and also operated on optimum capacity to minimize its
losses during difficult periods. Your Company also focused on realizing its outstanding
dues as also to keep its inventories lower to be able to sustain its operations. Yours
Directors inform the members that after difficult business conditions which prevailed
throughout the year, some signs of improvement are visible towards the end of financial
year giving some hopes of recovery and better future prospects.
Your Company recorded a turnover of C 4057.20 Crore as against a
turnover of C3788.90 Crore recorded in the previous year. This includes the full year
operations of the Knits Unit at Mordi, Banswara and M?lange Unit at Kharigram and partial
operations of newly set up Kapaas Unit at Lodha, Banswara, which commenced its operations
in the second quarter of the year under review and Chhata Unit acquired towards the end of
financial year under review. In view of the business conditions explained above, the
operating profit of the Company declined to C131.65 Crore from C339.53 Crore recorded in
the previous year. Profit before depreciation also declined to C39.52 Crore against
C265.58 Crore recorded in the previous year and the profit after tax also decreased to
C34.92 Crore against C109.61 Crore in the previous year.
The analytical review of the Company's performance and its
businesses, including initiatives in the areas of human resources and information
technology, has been presented in the section on Management Discussion and Analysis of the
Annual Report.
Working results of last three financial years 2021-22 to 2023-24
are given in Annexure – I and form part of this report.
Expansion and Modernization
Your Directors are pleased to inform the members that during the year
under review the Company completed its capital expenditure program at Lodha, Banswara
comprising of 51,072 Spindles at a capital outlay of C 315.00 Crore. Your Directors
further inform that an outlay of C117.36 Crore was incurred as capital expenditure on
Modernisation and Balancing Equipment's across all locations during FY23-24.
Your Directors inform the members that though the above stated capital
expenditure programs were completed during the previous year, the Company could not take
the full advantage of the above programs due to depressed market conditions which
prevailed throughout the financial year. Some improvement was witnessed in the last
quarter giving rise to the hope of better business prospects in the current financial
year.
Your Directors in their previous report had mentioned that the Company
keeps evaluating opportunities for inorganic growth apart from the organic expansion of
its capacity as and when any such opportunity come across. Your Directors gladly inform
the members that your Company was able to identify the one such opportunity and acquired
Chhata Unit from M/s. Ginni Filaments Limited comprising of Spinning, Knitting and
Processing division at an Enterprise Value of C142.21 Crore. The acquisition process was
completed on 15th February, 2024 and made effective from 16th
February, 2024. Your Directors are drawing the modernisation needs of these facilities and
would take necessary steps in this regard. Your Directors are hopeful that with the
addition of these facilities there would be significant improvement in the topline and
bottom line of the Company in subsequent year(s).
Subsidiary Companies, Joint Ventures & Associates
Your Directors in their previous report had informed the members that
upon completion of 100% shareholding in M/s. BG Wind Power Limited (BGWPL) it became
wholly owned subsidiary of your Company. Your Directors inform the members that the
Company had been receiving wind power supply from BGWPL for its various Units. Your
Directors inform the members that the restoration work of all the wind mills had been
completed during the year under review and the Company had been receiving the supply of
long term uninterrupted clean power from the operations.
Your Directors during the year carried out a review of the status of
investment by the Company in Bhilwara Energy Limited (BEL). Your Directors after review
were of the opinion that continuation of Shri Riju Jhunjhunwala as a representative of the
Company on the Board of BEL was no longer necessary in view of growth in BEL, a
comfortable level of stability having been achieved in its operations, tremendous emphasis
being put on renewables, potential for future growth and the significant reduction in the
Company's investment exposure in respect of BEL. In view of the above the arrangement
whereby Shri Riju Jhunjhunwala was nominated to represent the Company on the Board of BEL
was brought to an end and the Company continued to remain a financial investor in BEL
without having significant influence over it. Accordingly, Your Directors rescinded the
arrangement of representation of Shri Riju Jhunjhunwala on the Board of BEL as nominee of
the Company. As a consequence, during the year under review, BEL ceased to be an Associate
of the Company.
Your Directors in their previous reports had been mentioning about the
investment of the Company in M/s. LNJ Skills & Rozgar Private Limited which is
involved in skill development related activities. Your Directors inform the members that
during the year under review, your Company continued to hold 47.30% of total shareholding
in LNJ Skills & Rozgar Private Limited at an investment of C11.80 Crore and therefore
it is continuing as Associate of your Company. Your Directors feel pleasure that by virtue
of this investment, your Company is continuing to contribute its bit in enhancing the
skill levels of manpower of our country.
A statement containing the salient features of the financial statements
of M/s. BG Wind Power Limited and M/s. LNJ Skills & Rozgar Private Limited is annexed
as Annexure – II in the prescribed format in Form AOC-1.
Contribution to the Exchequer
Your Company has contributed an amount of C385.13 Crores in terms of
taxes and duties to the Exchequer.
Corporate Social Responsibility
Your Directors feel pleasure to inform the members that your Company
has been on the forefront to fulfil its obligation towards the society at large and
accordingly made its contribution in various activities viz. sanitation and safe drinking
water, eradicating hunger, poverty and malnutrition, promoting education, skills
development, empowering women, ensuring environmental sustainability, ecological balance,
protection of national heritage, help to armed forces veterans and promotion of rural
sports etc. During the financial year 2023-24, your Company has incurred C2.06 Crore on
account of CSR activities which includes health care, sanitation & safe drinking water
C0.40 Crore; promoting education, skills development C 0.68 Crore; ensuring environment
sustainability, ecology balance C0.06 Crore, protection of national heritage, culture
C0.89 Crore and towards empowering women, help to armed forces veterans & training to
promote rural sports C0.03 Crore.
Your Directors inform the members that the Corporate Social
Responsibility Committee comprising of Shri Arun Churiwal, Shri Riju Jhunjhunwala and Shri
Amar Nath Choudhary monitors the expenditure incurred on the CSR activities and formulate
an Annual Budget for these activities. Your Directors also review the progress
periodically.
The Annual Report on CSR initiatives undertaken by the Company as per
the Companies (Corporate Social Responsibility Policy) Rules, 2014 is annexed as Annexure
III forming part of this report.
Energy Conservation, Technology Absorption and Foreign Exchange
Earnings and Outgo
Your Directors inform the members that your Company endeavors to look
continuously for energy conservation measures in all areas of operation across its various
Units. Similarly, your Company endeavors to lookout for upgradation and absorption of
technology. Your Company also spends continuously on Research and Development. Your
Directors are glad to inform the members that your Company is a net foreign exchange
earner. The relevant details as required to be disclosed with respect to Energy
Conservation, Technology absorption and Foreign Exchange Earnings and
Outgo pursuant to Section 134(3)(m) of the Companies Act, 2013 read
with the Rule 8(3) of the Companies (Accounts) Rules, 2014 are given in Annexure – IV
forming part of this report.
Annual Return
In terms of Companies Act, 2013 as amended, the Annual Return is
available on the website of the Company at the following link:
https://rswm.in/wp-content/uploads/2024/07/Annual-Return-2023-24.pdf
Directors & Key Managerial Personnel
Shri Ravi Jhunjhunwala and Shri B. M. Sharma, Directors retire by
rotation and being eligible offer themselves for reappointment.
Your Directors further inform the members that Shri Surya Kant Gupta
who was inducted on the Board as an Additional Director in the category of Independent
Director with effect from 10th August, 2023 was appointed as an Independent
Director of the Company with effect from 10th August, 2023 for a term of 5
years by the Shareholders at the last Annual General Meeting held on September 15, 2023.
Shri Surya Kant Gupta brings with him vast experience in the field of textile industry.
Your Directors further inform the members that the term of Shri B. M.
Sharma as Joint Managing Director of the Company is due for completion on 6th
August, 2024. Your Directors upon commendation of Nomination and Remuneration Committee
approved the reappointment of Shri B. M. Sharma for a further period of two years w.e.f. 7th
August, 2024 after the completion of his present term on 6th August, 2024. The
proposal with regard to his reappointment shall be put up at ensuing Annual General
Meeting for approval of the Members.
Your Directors further inform the members that declarations have been
taken from the Independent Directors at the beginning of the financial year stating that
they meet the criteria of independence as specified under sub-section (6) of Section 149
of the Companies Act, 2013 and Regulation 16(1)(b) of the SEBI (Listing Obligations and
Disclosure Requirements) Regulations, 2015.
During the year, Shri Riju Jhunjhunwala, Chairman & Managing
Director and Chief Executive Officer, Shri B. M. Sharma, Joint Managing Director, Shri
Avinash Bhargava,
Chief Financial Officer and Shri Surender Gupta, Company Secretary have
acted as Key Managerial Personnel.
Directors' Appointment and Remuneration Policy
Your Directors inform the members that a Nomination and Remuneration
Policy as amended from time to time in view of regulatory changes had been in place for
the appointment of Directors and Senior Management and fixation of their remuneration. The
Nomination and Remuneration Policy as framed is annexed as Annexure-V and forms part of
this report.
Your Directors inform the members that the Nomination and Remuneration
Committee as well your Directors endeavor to follow the policy and all appointments at
Board and Senior Management are considered at the meetings of the Committee and the Board.
Annual Evaluation by the Board
Your Board of Directors, during the financial year under review,
carried out annual evaluation of its own performance as well as its Committees and also of
the individual Directors in the manner as enumerated in the Nomination and Remuneration
Policy in accordance with the provisions of Companies Act, 2013 and SEBI (Listing
Obligations and Disclosure Requirements) Regulations, 2015. Your Directors feel pleasure
in informing the members that the performance of the Board as a whole and its members
individually was rated satisfactory.
Public Deposit
During the year under review, your Company has not accepted any public
deposit under Companies Act, 2013.
Particulars of Loans, Guarantees or Investments
Details of Loans, Guarantees and Investment is given in the Notes to
the Financial Statements at appropriate places.
Particulars of Contracts or Arrangements with Related Parties
All contracts/ arrangements/ transactions entered into by the Company
during the financial year with the related parties are on arm's length basis and in
the ordinary course of business. During the financial year, there were no material
contracts or arrangements entered into by the Company with any of the related party. Your
Directors draw attention of the members to Note No.39 to the financial statement, which
contain particulars with respect to transactions with related parties.
The policy on dealing with the related party transactions as amended
from time to time in view of regulatory changes and as approved by the Board of Directors
is disclosed on the website of the Company under the following link:
https://rswm.in/pdf/policy/Related_Party_Transaction_Policy.pdf
Significant and Material Orders Passed by the
Regulators or Courts
During the year under review, no significant and materials orders were
passed by the Regulators or Courts.
Risk Management Policy
Your Directors in their previous report informed the members that a
detailed Risk Management Policy was framed in line with SEBI stipulations along with the
framework for identification of internal and external risks faced by the Company as well
as measures for risk mitigation including systems and processes for internal control of
identified risks. Your Directors periodically review the risks associated with the
business which can threaten the prospects of the Company along with the measures for
mitigation of such risks.
The Risk Management Committee met periodically to monitor, review and
evaluate the identified risks as per Enterprise Risk Management Policy.
Internal Control Systems
Your Directors inform the members that your Company has put in place
strong internal control systems which commensurate with the size of the Company and ensure
that all assets are properly safeguarded and also that all the information provided to the
management is reliable and the obligations of the Company are properly adhered to.
As reported in previous reports, your Directors place the utmost
importance on continuous strengthening of internal control systems and inform the members
that in pursuit of strengthening internal control systems, your Company has put in place a
system whereby all areas of the operations of the Company are reviewed by the internal as
well as external professionals and independent audit firms. Your Company takes adequate
measures with respect to gaps, if any, reported. The Audit Committee of your Company
regularly monitors the annual operating plans, risk assessment and minimization procedures
as well as mitigation plans and discuss reports by the independent audit firms on internal
audit findings.
Your Directors endeavor to continuously improve and monitor the
internal control systems.
Particulars of Employees
The information pursuant to Section 197 read with Rule 5 of the
Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014, of the
employees is annexed as Annexure –VI.
Further, pursuant to Rule 5(2) of the Companies (Appointment and
Remuneration of Managerial Personnel) Rules, 2014, the relevant statement is annexed as
Annexure - VII.
Auditors
Statutory Auditors
Your Directors inform the members that M/s. Lodha & Co. LLP,
Chartered Accountants (Firm Registration No.301051E/ E300284), were reappointed as Joint
Statutory Auditors of the Company for second term of five years from the conclusion of 61st
Annual General Meeting of the Company held on 6th September, 2022 till the
conclusion of 66th Annual General Meeting of the Company in accordance with the
provisions of Section 139 of the Companies Act, 2013.
Your Directors also inform the members that M/s. S S Kothari Mehta
& Co. LLP, Chartered Accountants (Firm Registration No.000756N/N500441) Joint
Statutory Auditors of the Company, who were re-appointed at the 58th Annual
General Meeting of the Company held on 11th September, 2019 for a second term
of 5 years would be completing their second term at the ensuing Annual General Meeting of
the Company and shall not be eligible for re-appointment pursuant to Section 139 of the
Companies Act,2013 and rules made thereunder.
The observations of the Auditors, if any, are explained wherever
necessary, in the appropriate notes to the accounts. The Auditors' Report does not
contain qualification, reservation or adverse remark.
Internal Auditors
Your Directors, during the year under review, appointed M/s. BGJC &
Associates LLP, Chartered Accountants (Firm Registration No.003304N) and M/s. V Sankar
Aiyar & Co., Chartered Accountants (Firm Registration No.109208W) to act as the
Internal Auditors of the Company for the financial year 2023-24 pursuant to section 138 of
the Companies Act, 2013 read with the Companies (Accounts) Rules, 2014.
Secretarial Auditor
Your Directors, during the year under review, also appointed Shri
Mahesh Kumar Gupta, Practicing Company Secretary (Membership No. FCS 2870 and CP No.1999)
Proprietor of
M/s. Mahesh Gupta & Company, Company Secretaries, Delhi as the
Secretarial Auditor of the Company for the financial year 2023-24 pursuant to Section 204
of the Companies Act, 2013 read with The Companies (Appointment and Remuneration of
Managerial Personnel) Rules, 2014. The Report of Secretarial Audit is annexed as
Annexure-VIII.
Cost Auditor
Your Directors inform the Members that Pursuant to Section 148 of the
Companies Act, 2013 read with The Companies (Cost Records and Audit) Rules, 2014, Textile
Companies are required to get their cost records audited. In this connection, the Board of
Directors of the Company on the commendation of Audit Committee had approved the
appointment of M/s. N. D. Birla & Company, Cost Accountants, (Firm Registration
No.000028), Ahmedabad as the Cost Auditor of the Company for the year ending March 31,
2024.
Corporate Governance
Report on Corporate Governance along with the Certificate of Auditors
M/s. S S Kothari Mehta & Co. LLP, Chartered Accountants (Firm Registration No
000756N/N500441), Plot No-68, Okhla Industrial Area, Phase III, New Delhi -110020 and M/s.
Lodha & Co. LLP, Chartered Accountants (Firm Registration No.301051E/E300284), 12,
Bhagat Singh Marg, New Delhi – 110001 confirming compliance to conditions of
Corporate Governance as stipulated under SEBI (Listing Obligations and Disclosure
Requirements) Regulations, 2015, form part of the Annual Report.
Whistle Blower Policy
Your Directors inform the Members that with the objective of pursuing
the business in a fair and transparent manner by adopting the highest standards of
professionalism, honesty, integrity and ethical behavior and to encourage and protect the
employees who wish to raise and report their genuine concerns about any unethical
behavior, actual or suspected fraud or violation of Company's Code of Conduct, the
Company has adopted a Whistle Blower Policy. Policy adopted by the Company contains a
framework whereby the identity of the complainant is not disclosed. The policy has been
disclosed on the website of the Company, the link of which is given hereunder:
https://rswm.in/pdf/policy/Whistle_Blower_Policy.pdf
Management Discussion and Analysis Report
Management Discussion and Analysis Report as required by SEBI (Listing
Obligations and Disclosure Requirements) Regulations, 2015, forms part of the Annual
Report.
Business Responsibility and Sustainability Report (BRSR)
In terms of the Regulation 34 of the SEBI (Listing obligations and
Disclosure Requirements) Regulations, 2015 the Business Responsibility and Sustainability
Report forms part of the Annual Report.
General a) The Company being a Textile Company falls under the
prescribed class of Companies and maintain Cost Accounts and Records which are subject to
audit conducted by the Cost Auditor. b) In line with the provisions of Sexual Harassment
of Women at the Workplace (Prevention, Prohibition and Redressal) Act, 2013, the Company
has in place a Policy framed at Group level and also set up an Internal Complaints
Committee (ICC) to deal with any such reported matter. During the year the ICC did not
report receipt of any complaint with regard to sexual harassment. c) The Company is in
compliance of all applicable secretarial standards issued by The Institute of Company
Secretaries of India from time to time.
Directors' Responsibility Statement.
Pursuant to Section 134(3) (c) of the Companies Act, 2013, the
Directors state that:
(a) In the preparation of the annual accounts, the applicable
accounting standards had been followed along with proper explanation relating to material
departures;
(b) They had selected such accounting policies and applied them
consistently and made judgments and estimates that are reasonable and prudent so as to
give a true and fair view of the state of affairs of the Company at the end of the
financial year and of the profit and loss of the Company for that period;
(c) They had taken proper and sufficient care for the maintenance of
adequate accounting records in accordance with the provisions of this Act for safeguarding
the assets of the Company and for preventing and detecting fraud and other irregularities;
(d) They had prepared the annual accounts on a going concern basis; and
(e) They had laid down internal financial controls to be followed by
the Company and that such internal financial controls are adequate and were operating
effectively.
(f) They had devised proper systems to ensure compliance with the
provisions of all applicable laws and that such systems were adequate and operating
effectively.
Acknowledgements
Your Directors take this opportunity to thank Customers, Members,
Suppliers, Bankers, Business Partners/Associates,
Central and State Governments for their consistent support and
co-operation extended to the Company. We also acknowledge the significant contribution
made by the employees by their dedication and hard work and trust reposed on us. We look
forward to have the same support in our endeavor to help the Company to grow faster.
WORKING RESULTS
Particulars |
UOM |
2023-24 |
2022-23 |
2021-22 |
I. Production |
|
|
|
|
Yarn |
In MTs |
|
|
|
| Own |
|
1,59,014 |
1,38,934 |
1,31,849 |
| Job Spinning from outside (Domestic) |
|
- |
- |
- |
|
|
1,59,014 |
1,38,934 |
1,31,849 |
Fibre |
In MTs |
44,785 |
43,745 |
42,217 |
|
|
44,785 |
43,745 |
42,217 |
Fabric and Denim |
In thousand meters |
|
|
|
| Own |
|
30,011 |
28,377 |
29,526 |
| Job Weaving from outside (Domestic) |
|
- |
- |
2,630 |
|
|
30,011 |
28,377 |
32,156 |
Knitted Fabric |
In MTs |
|
|
|
| Own |
|
2,610 |
1263 |
- |
| Job Weaving from outside (Domestic) |
|
- |
- |
- |
|
|
2,610 |
1,263 |
- |
II. Turnover |
C in Lakh |
|
|
|
Yarn |
|
|
|
|
Domestic |
|
|
|
|
| Grey Yarn |
|
1,64,878 |
1,66,990 |
1,13,836 |
| Dyed Yarn |
|
84,936 |
78,974 |
73,046 |
| Job Spinning |
|
489 |
919 |
931 |
Total (Domestic Yarn) |
|
2,50,303 |
2,46,883 |
1,87,813 |
Export |
|
|
|
|
| Grey Yarn |
|
63,513 |
52,061 |
84,679 |
| Dyed Yarn |
|
34,158 |
28,361 |
35,862 |
Total (Export Yarn) |
|
97,671 |
80,422 |
120,541 |
Total (Domestic and Export Yarn) |
|
3,47,974 |
3,27,305 |
3,08,354 |
| Less: Inter Unit/ Division Transfer/ Job
Receipt/ Incentives, Discounts |
|
42,931 |
41,912 |
27,015 |
| & Rebate Claims as per Ind AS |
|
|
|
|
Net Turnover (Yarn) |
|
3,05,043 |
2,85,393 |
2,81,339 |
Fibre |
|
|
|
|
| Domestic |
|
33,497 |
39,500 |
34,569 |
| Export |
|
662 |
238 |
80 |
Total (Fibre) |
|
34,159 |
39,738 |
34,649 |
| Inter Unit/ Division Transfer/ Discounts
& Rebate Claims as per Ind AS |
|
32,662 |
37,982 |
31,643 |
Net Turnover (Fibre) |
|
1,497 |
1,756 |
3,006 |
WORKING RESULTS (Contd..)
Particulars |
UOM |
2023-24 |
2022-23 |
2021-22 |
Fabric and Denim |
C in Lakh |
|
|
|
| Domestic |
|
72,642 |
71,785 |
51,187 |
| Export |
|
18,050 |
13,098 |
21,437 |
Total (Fabric and Denim) |
|
90,692 |
84,883 |
72,624 |
| Less: Inter Unit/ Division Transfer/
Discounts & Rebate Claims as per |
|
13 |
16 |
406 |
| Ind AS |
|
|
|
|
Net Turnover (Fabric and Denim) |
|
90,679 |
84,867 |
72,218 |
Weaving and Processing Charges |
|
|
|
|
| Weaving Charges |
|
55 |
- |
19,343 |
| Processing Charges |
|
- |
338 |
699 |
Total (Weaving and Processing Charges) |
|
55 |
338 |
20,042 |
| Less: Inter Unit/ Division Transfer |
|
- |
- |
273 |
Net Weaving and Processing Charges |
|
55 |
338 |
19,769 |
Skill Services |
|
2,535 |
2,442 |
1,628 |
Waste |
|
|
|
|
Domestic |
|
|
|
|
| Yarn |
|
6,747 |
5,367 |
4,693 |
| Fabric and Denim |
|
747 |
585 |
418 |
|
|
7,494 |
5,952 |
5,111 |
| Less: Inter Unit/ Division Transfer |
|
|
|
|
| Yarn |
|
1,583 |
1,858 |
1,329 |
| Fabric and Denim |
|
- |
- |
- |
Net Waste Sales |
|
5,911 |
4,094 |
3,782 |
Net Turnover |
|
4,05,720 |
3,78,890 |
3,81,742 |
Annexure II To Directors' Report
Form: AOC-I
Statement containing salient features of the financial statement of
subsidiaries/associate companies/joint ventures (Pursuant to first proviso to sub-section
(3) of section 129 read with rule 5 of Companies (Accounts) Rules, 2014) Part – A:
Subsidiaries
1 Name of the subsidiary |
BG Wind Power Limited |
2 Reporting period for the
subsidiary concerned, if different from the holding company's reporting period |
06.04.2023 to 31.03.2024 |
3 Reporting currency and
Exchange rate as on the last date of the relevant financial year in the case of foreign
subsidiaries |
N.A. |
| 4 Share capital |
|
| Authorized Share Capital |
C34 Crore |
| Paid Up Share Capital |
C 22.05 Crore |
| 5 Reserves & surplus |
C (7,899.30) Lakh |
| 6 Total assets |
C 5,740.67 Lakh |
| 7 Total Liabilities |
C11,434.97 Lakh |
| 8 Investments |
Nil |
| 9 Turnover |
C 888.94 Lakh |
| 10 Profit/Loss before taxation |
C (1,256.79) Lakh |
| 11 Provision for taxation |
Nil |
| 12 Profit/Loss after taxation |
C (1,256.79) Lakh |
| 13 Proposed Dividend |
Nil |
| 14 % of shareholding |
100% |
Note: No subsidiary has been liquidated or sold during the financial
year.
Part - B : Associates
1 Name of Associate |
LNJ Skills & Rozgar Private Limited |
| 2 Latest audited Balance Sheet Date |
March 31, 2024 |
| 3 Shares of Associate held by the Company on
the year end |
|
| Nos. |
11,80,000 |
| 4 Amount of Investment in Associate |
1,180.00 |
| 5 Extent of Holding % |
47.30% |
| 6 Description of how there is significant
influence |
Holding more than 20% |
| 7 Reason why the associate is not
consolidated |
N.A. |
| 8 Net worth attributable to shareholding as
per latest Balance Sheet |
1,319.01 |
| 9 Profit/(Loss) for the year |
189.34 |
| i. Considered in Consolidation |
89.81 |
| ii. Not Considered in Consolidation |
100.07 |
1 Names of Associates or Joint Ventures which are yet to commence
operations. – N.A
2 Names of Associates or Joint ventures which have been liquidated or
sold during the year- N.A
Annexure – III to Directors' Report
Annual Report on Corporate Social Responsibility (CSR) activities for
the financial year 2023-24
1. Brief outline on CSR Policy of the Company: The brief outline
of CSR policy has been enumerated in the Board Report under the para Corporate Social
Responsibilities.
2. Composition of CSR Committee
Sl. No. Name of
Director |
Designation / Nature of
Directorship |
Number of meetings of CSR
Committee held during the year |
Number of meetings of CSR
Committee attended during the year |
| 1 Shri Arun Churiwal |
Chairman of the Committee |
4 |
4 |
| 2 Shri Riju Jhunjhunwala |
Member |
4 |
2 |
| 3. Shri Amar Nath Choudhary |
Member |
4 |
4 |
3. Web-link where Composition of CSR committee, CSR Policy and CSR
projects/activities approved by the Board are disclosed on the website of the Company.
https://www.rswm.in/RSWM CSR POLICY
4. Provide the executive summary along with web-link of Impact
assessment of CSR projects carried out in pursuance of sub- rule (3) of rule 8 of the
Companies (Corporate Social Responsibility Policy) Rules, 2014, if applicable: Not
Applicable
5 a) Average net profit of the company as per section 135(5): D11,956.18
Lakh b) Two percent of average net profit of the company as per section 135(5): D239.12
Lakh c) Surplus arising out of the CSR projects or programmes or activities of the
previous financial years: N.A. d) Amount required to be set off for the financial
year, if any : D34 Lakh e) Total CSR obligation for the financial year {(b+c)-(d)}:
D205.12 Lakh
6 a) Amount spent on CSR Project :-
? Ongoing Project : Not Applicable
? Other than Ongoing Project : D206.36 Lakh b) Amount spent in
administrative overheads: Nil c) Amount spent on impact assessment, if applicable: Not
Applicable d) Total amount spent for the financial Year (a+b+c): D 206.36 Lakh
e) CSR amount spent or unspent for the financial year:
|
Amount Unspent |
Total Amount Spent for the
Financial Year. (in D Lakh) |
Total Amount transferred
to Unspent CSR Account as per sub-section (6) of section 135 |
Amount
transferred to any fund under Schedule VII as per second proviso to sub-section (5) of
section 135(5). |
|
Date of Amount. transfer. |
Name of the Fund |
Amount |
Date of transfer. |
| C206.36 |
Not Applicable |
|
Not Applicable |
|
(f Excess amount for set off, if any: )
Sl. No. Particular |
Amount (D in Lakh) |
| (i) Two percent of average net profit of the
company as per section 135(5)* |
239.12 |
| (ii) Total amount spent for the Financial
Year |
206.36 |
| (iii) Amount required to be set off for the
financial year |
34.00 |
| (iv) Excess amount spent for the financial
year [(iii+ii)-(i)] |
1.24 |
(v) Surplus arising out of the
CSR projects or programmes or activities of the previous financial years, if any |
Nil |
| (vi) Amount available for set off in
succeeding financial years |
1.24 |
* During the year the Company was required to spend C239.12 Lakh on CSR
activities and the Company spent an amount of C206.36 Lakh under review. The excess amount
of C 34.00 Lakh of previous year was available for set off which the company utilised
fully for set off for meeting its CSR obligation for the year under review. C1.24 Lakh of
previous year is available for set off in the next financial year.
7. Details of Unspent CSR amount for the preceding three financial
years:
Preceding Financial Year |
Amount transferred to
Unspent CSR Account as per section |
Balance Amount in unspent
CSR account under sub- section (6) |
Amount spent in the
reporting Financial Year |
Amount
transferred to any fund specified under Schedule VII as per second proviso to section
135(5). Amount / Date of transfer |
Amount remaining to be
spent in succeeding financial years (in D) |
Deficiency, if any |
|
135(6) |
of section 135 |
|
Amount (in D) |
Date of transfer |
|
|
| 2020-21 |
N A |
N A |
N A |
N A |
N A |
N A |
N A |
| 2021-22 |
N A |
N A |
N A |
N A |
N A |
N A |
N A |
| 2022-23 |
N A |
N A |
N A |
N A |
N A |
N A |
N A |
8. In case of creation or acquisition of capital asset, furnish the
details relating to the asset so created or acquired through CSR amount spent in the
financial year: Not Applicable If Yes, enter the number of Capital assets
created/acquired Furnish the details relating to such assets (s) created or acquired
through Corporate Social Responsibility amount spent in the Financial Year:
Sl. No. Short
particulars of the property or assets(s) including complete address and location of the
property |
Pincode of the property
or assets (s) |
Date of creation |
Amount of CSR amount spent |
Details of
entity/Authority/ beneficiary of the registered owner |
(1) (2) |
(3) |
(4) |
(5) |
(6) |
|
|
|
|
CSR Registration Number,
if applicable |
Name |
Registered address |
|
|
N.A. |
|
|
|
|
9. Specify the reason(s), if the company has failed to spend two
percent of the average net profit as per section 135(5).
Not Applicable
Annexure – IV to Directors' Report
Particulars of Energy Conservation, Technology Absorption and Foreign
Exchange Earnings and Outgo required under the Companies (Accounts) Rules, 2014.
Energy conservation measures demonstrate a company's commitment to
operating efficiently by reducing power consumption and mitigating global warming effects.
During the fiscal year 2023-24, the company implemented several significant steps in this
direction.
A. YARN BUSINESS a. Various ways of energy conservation adapted,
amongst them major were as under-
1. Installation of Variable frequency Drive (VFD)-
A t Lodha, variable frequency drives installed. One
11 KW supply air fan motor in Mill-8's blow room tower, to adjust power
usage based on atmospheric conditions, resulting in daily savings of 18 units and another
at supply and return air fan motors (7.5 KW) in the humidification plant of the New
Product Development (NPD) department, optimizing power usage and saving 20 units/day.
Similar, VFD also installed on the supply air fan motor in the
humidification plant at Rishabhdev unit, resulting in a savings of 48 units/day.
The starter of the 11 KW motor for the Draw line
-2 RHS dryer blower switched from a Direct on Line (DOL) to a Variable
Frequency Drive (VFD). Saving 120 units/day and the starter for the 30 KW chilled
water pump motor upgraded from Direct on Line (DOL) to Variable Frequency Drive (VFD),
resulting in a savings of 123 units/day at Ringas unit.
2. Replacements of old power consuming equipments-
The suction fan in the Carding machine modified, resulting in a daily
saving of 435 units and humidification plant fan also replaced with more energy-efficient
model, saving 220 units/day at Kharigram.
At Lodha, the conventional 75 KW main centrifugal fan motor of the
carding waste collection system replaced with IE-4 motors, saving 118 units/day.
Some equipments at Rishabhdev unit were replaced thereby saving 232
units/day- old 86-watt ceiling fans in the staff colony with 26-watt Brushless Direct
Current
(BLDC) energy-efficient ceiling fans, high 36-watt fluorescent tube
lights with 22-watt LED tube lights in residential areas for enhanced illumination and
pneumatic accessories were replaced with mechanical parts in spinning production line.
A 22 KW energy-efficient motor installed for the were TFO,
resulting in a daily savings of 58 units/day at Ringas-spinning.
3. Rewound motors replacements- the Rewound motors in the Ring
Frame and Two for One (TFO) machines replaced, achieving a daily saving of 155 units at
Kharigram.
At Lodha, energy-efficient 45 KW motors (IE4/Opti power) replaced
repeatedly rewound motors in the LR-6/S Ring Frame machines, saving 165 units/day as well
as an Eco Pneuma inverter system was installed on a KTTM ring-frame suction fan motor as
recommended by the OEM, saving 103 units/day.
4. System automation
Automation system implemented at newly acquired Chhata unit resulted in
395 units daily savings. These were- Relative Humidity regulation in Ring Frame and
Autoconer towers no 3, 4, 12, 13, 14 and 16.
5. Enhancing compressor performance
A Compressor heat recovery unit (HRU) is in place, which is now saving
144 units/day at Ringas unit and new valve block installed in Autoconer to prevent air
leakage, which saved 60 units/day at Chhata unit.
6. Process modification-
A process modification involved removing the conveyor belt, which saved
16 units/day and a pneumatic operated sliding valve installed, saving 98 units/day at
Ringas unit. They also removed offline Label Scrapper output conveying belt resulted in a
daily savings of 18 units.
7. Energy generation-
A 5.5MW Solar PV Plant installed on both the rooftop and ground,
generating 17,970 units of solar energy per day at Chhata unit.
8. Improving power factor-
At Chhata, LT power capacitors enhanced the factor to 0.994, saving 30
units/day.
9. Boilers conversion-
The share of bio mass fuel consumption in boilers increased at Chhata
unit, Mathura (U.P.) from 20% to 44%, saving 485 units/day.
B. MELANGE YARN BUSINESS
1. Installation of Variable frequency Drive (VFD)-
Optimized frequency in drives at Fibre Deposit Plant (FDP) without
affecting quality, saving 87 units/day at Kanyakheri unit.
Blower Cubic Meter per Hour (CMH) optimized at Kharigram unit by
installing drive on blower in Air Handling Unit (AHU) and saved 92 units/day.
2. Replacements of old power consuming equipments-
Installed one 5.5 KW, 2900 RPM motor in DC fan at Mandpam unit, against
2 X 4 KW motor in Carding Waste Collection System (WCS), saved 40 units/day, similarly
they replaced old conventional ceiling fan to BLDC energy efficient ceiling fan in labour
colony average saving is 35 units/day.
All unused lights removed at Kharigram unit, that saved, 67 units/day
3. Process modification-
Optimized running Humidification plants by maintaining required RH
percentage, saved 100 units/day at Kanyakheri unit.
At Kharigram unit, various process optimization steps power taken to
save 591 units/day. These steps were- CLC machine duct modified in Blow room, maintained
required suction pressure even after stopped fan and frequency in Supply Air Fan (SAF) and
Return Air Fan (RAF) of humidification plant of entire unit, based on outside temperature
optimized.
Modifications were also done in pressure at Sample Ring frames and
suction fan intensity in Speed Frame Machines.
4. Energy generation-
Steps taken to utilise alternate sources of energy by installing 1.6 MW
ground mounted solar panel at Kanyakheri unit.
C. DENIM BUSINESS
1. Enhancing compressor performance
Connected Denim Compressor house (Atlas copco) to Spinning Phase 3
Compressor House (Kaeser) through
8 Inch Line, for Air CFM and Pressure balancing and optimum utilization
of compressor's capacity, it saved 725 units/day.
D. KNIT BUSINESS
1. Process modification-
Pressure switch installed is softening water line, now pumps are
running as required and rest of this pump saved energy, 50 units/day likewise a timer
installed in lighting timer, saved 5 units/day
Summary of energy saved in the year 2023-24 -
Sr. No. Name of unit |
Capital investment on
energy saving ( D In Lakh) |
Energy saving (Lakh units) |
Amount of energy saving (D
In Lakh) |
| 1 Kharigram (Bhilwara) |
17.74 |
2.01 |
14.00 |
| 2 Lodha (Banswara) |
21.43 |
0.56 |
3.79 |
| 3 Rishabhdev (Udaipur) |
6.19 |
0.36 |
2.40 |
| 4 Ringas - Spinning (Sikar) |
4.22 |
0.27 |
1.66 |
| 5 Ringas - Fibre (Sikar) |
3.00 |
1.36 |
10.32 |
| 6 Chhata (Mathura) |
24.00 |
2.90 |
20.59 |
| 7 Mandpam (Bhilwara) |
3.50 |
0.85 |
5.86 |
| 8 Kanyakheri (Bhilwara) |
0.00 |
0.64 |
4.42 |
| 9 Melange (Kharigram, Bhilwara) |
0.30 |
2.70 |
20.49 |
| 10 Denim (Mordi, Banswara) |
28.00 |
1.53 |
10.67 |
| 11 Knits (Mordi, Banswara) |
0.04 |
0.21 |
1.35 |
(b) Energy conservation plan for 2024-25
A. YARN BUSINESS
1. Installation of Variable frequency Drive (VFD)-
A Variable Frequency Drive (VFD) will be Kharigram unit, on the boiler
feed water pump following recommendations from the Energy Audit team. This improvement,
requiring an investment of C1.50 Lac, will result in energy savings of 0.30 lac
units/year.
To optimize power consumption of suction fan waste collection system
motors used in ring frame machines for collecting bonda waste, VFD will be installed. This
involves four motors, each of 11 KW & 15 KW and is expected to save 250 units/day at
Lodha as well as an Eco Pneuma inverter system will be installed on eighteen KTTM make
Ring-Frame machines to save power, which will result in a savings of 720 units/day.
Likewise, 682 units/day will be saved by installing various VFDs at
different requirements in RCPF, these will be-
- The motor starters for the heat exchanger blowers of wash lines 1 and
2, each 18.5 KW, will be converted
- The 15 KW motor starters for the eddy current in wash lines 1 and 2
upgradation
- The motor starter for the 37 KW thermo pack oil circulation pump
conversion
- Updates to motor starters for the 18.5 KW heat exchanger blowers in
wash lines 1 and 2
- Updates to the 15 KW motor starters for the eddy current in wash
lines 1 and 2
- The conversion of the 37 KW motor starter for the thermo pack oil
circulation pump to VFD
In the KTTM make Ring Frame through the installation of an inverter in
the suction fan motor will lead to a daily savings of 674 units and installing inverters
for the 2x75 KW steam fan motors in the Carding WCS at Chhata unit will also save energy.
The variator drives in the LR6 Ring Frame will be replaced with
inverter drives.
2. Replacements of old power consuming equipments-
Eight humidification plant fans are set to be replaced with new
energy-efficient models. This upgradation, costing C12.80 Lac, projected to save 1.56 lac
units of
energy annually at Kharigram unit. Similar to this, high
energy-consuming old ceiling fans will be replaced with a hundred new generation
energy-saving fans. This replacement, with an investment of C 3.0 Lac, will lead to at an
energy saving of 0.15 lac units annually.
At Lodha, old air conditioners will be replaced with 5-star rated units
and old ceiling fans with BLDC ceiling fans, similar work will be done at Chhata unit as
well.
Mono block pumps in the pump room shall be replaced with new
energy-efficient centrifugal type pumps, each with a capacity of 15 KW, resulting in a
daily savings of 24 units and mono block pumps used for negative suction shall be replaced
with 15 KW energy-efficient centrifugal type pumps, achieving an additional daily savings
of 24 units at Rishabhdev unit.
3. System optimization
Optimizing the suction pressure at Comber WCS below 150 Pa and in
carding through FU & pressure transducers, as per the SITRA report, will save 322 and
333 units/day respectively at Chhata unit.
4. Enhancing compressor performance
Air leaks in the spinning mill and process house will be arrested as
indicated in the SITRA report that will save 761 units/day at Chhata unit.
5. Process modification-
Power consumption for the humidification plant will be optimized
through an air audit conducted by the original equipment manufacturer (OEM) and
fine-tuning by an engineer from M/s Luwa India at Lodha
A Waste Collection System (WCS) heat recovery system at Ringas unit is
set to be installed, which is projected to save 96 units/day.
By some modifications in RCPF plant at Ringas unit like- removing
flange heater in vacuum cleaner and rotary gate valve in dryer section in place of rotary
motor will save 187 units/day.
6. Boilers conversion-
Fuel savings will be achieved by replacing the existing 2x3 TPH boilers
with a more efficient 8TPH boiler.
B. MELANGE YARN BUSINESS
1. Installation of Variable frequency Drive (VFD)-
A Variable Frequency Drive (VFD) will be Mandpam unit, on the boiler
feed water pump following recommendations from the Energy Audit team. This improvement,
requiring an investment of C 1.50 Lac, will result in energy savings of 0.30 lac
units/year.
2. Replacements of old power consuming equipments-
R O booster pump BM17A-16 N will be changed energy efficient CRN 10-12
B, it will save 92 KWh/day at Mandpam unit.
3. System optimization
Power will be saved by optimization of suction
70% to 50% in suction fan motor in Draw Frame machine and suction fan
frequency.
Optimizing, plant and colony light. These changes will save 521
units/day at Kharigram unit.
4. Enhancing compressor performance
Audit of air leakages and its rectification have target of 196
units/day power saving at Mandpam unit.
C. DENIM BUSINESS
1. Replacements of old power consuming equipments-
Old ten 7.7 KW Mono-block pump will be replaced with energy efficient
pump at (Effluent Treatment Plant) ETP Plant for water supply at Denim, investment will be
of C8.5 Lac, it will save 156 units/day.
2. System optimization
Power will be saved by optimization of suction
70% to 50% in suction fan motor in Draw Frame machine and suction fan
frequency. These changes will save 449 units/day at Mordi unit (Banswara).
D. KNIT BUSINESS
1. Replacements of old power consuming equipments-
Conventional celling fan of 80 watts will be replaced with BLDC
26-28-watt fan; it will save 34 units/day. Two 5.5 KW single stage vertical pumps for Uf
feed and second stage feed will be replaced, this will save 20 units/day.
c) Water conservation measures taken
FY 2023-24
A. at Y ARN BUSINESS
1. Replacements of old more water consuming machines-
Old dyeing machines replaced with new ones that low liquor ratio to
conserve water.
2. Reusing water-
Water drained from the Yarn Conditioning Plant (YCP) by recycled for
use in the humidification plant.
Sewage water treated through a Sewage Treatment Plant
(STP) and reused for gardening to reduce fresh water consumption.
Water discharged from the YCP collected in an underground tank for use
in gardening and rejected water from domestic Reverse Osmosis (RO) systems utilized in the
fire hydrant tank.
3. Arresting leakages-
Underground hydrant lines prone to leakages relocated above ground.
4. Process modification-
The batch size for fibre dyeing increased by loading more fibre into
existing vessels.
B. MELANGE YARN BUSINESS
1. Reusing water-
R O water saved by reuse of boiler RO rejected water preparation of
chemical solution at old ETP, saving 30 KL per day and STP water used for plantation,
through drip irrigation and sprinklers
2. Process modification-
Banas water used in place of RO water for chemical preparation at new
ETP saving of 15 KL RO water and optimized the process RO in air washer tank.
C. DENIM BUSINESS
Replacements of old more water consuming machines-
Installed new technology 4th stage RO plant of 250 KLD with
hardness removal plant. It is saving 125 KL per day likewise commissioned a new Multi
Effect Evaporator (MEE) with Agitated Thin Film Dryer (ATFD) plant of 200 KL per day,
saving 150 KL water/day.
D. KNIT BUSINESS
Process modification-
Hot water sent to RO to ETP for retreatment and separation of effluent
done from process – separating high TDS stream from plant, after its implementation
RO efficiency improved Summary of water saved in the year 2023-24
Sr. No. Name of Unit |
Capital investment on
water saving (D In Lakh) |
Water saving (KL) |
Amount of water saving)(D
In Lakh) |
| 1 Kharigram (Bhilwara) |
138 |
10,500 |
10.50 |
| 2 Lodha (Banswara) |
NIL |
20,148 |
0.927 |
| 3 Rishabhdev (Udaipur) |
Nil |
59,043 |
3.54 |
| 4 Ringas (Spinning) |
NIL |
318 |
0.38 |
| 5 Chhata (Mathura) |
4 |
18,000 |
1.80 |
| 6 Mandpam (Bhilwara) |
Nil |
15,750 |
18.90 |
| 7 Kanyakheri (Bhilwara) |
Nil |
48 |
0.83 |
| 8 Melange (Kharigram, Bhilwara) |
Nil |
15,098 |
6.19 |
| 9 Denim (Mordi, Banswara) |
861 |
73,000 |
102.2 |
| 10 Knits (Mordi, Banswara) |
102 |
21,564 |
28.93 |
(d) Water conservation plan for 2024-25
A. YARN BUSINESS
1. Replacements of old more water consuming machines-
Two dyeing machines will be upgraded to models with a lower liquor
ratio to save water and explorations will be made into installing an RO plant at the new
project site to reduce water usage by decreasing the drain frequency of air washer tanks
in humidification plant.
2. Arresting leakages-
Rusted underground hydrant lines will be replaced and relocated above
ground.
3. Enhancing water harvesting facility
A water harvesting system will be installed to recharge the underground
water table.
4. System modification
Existing urinals will be replaced with water-efficient and waterless
models and taps will be fitted with aerators to conserve water.
The feasibility of adopting a shorter dyeing cycle using Nicca Smart
Dyeing technology will be evaluated.
B. MELANGE YARN BUSINESS
1. Replacements of old more water consuming machines-
In RFD and bleach, one bath saving (four bath will be used in place of
three bath). Means there will be 6.7 litre per kg saving. (150 tons per month), polyester
dyeing will be done with smart process with - Nicca Chemicals, by this way in dark shades,
two bath will be saved. There will saving of 13.4 litre per kg.
2. Enhancing water harvesting facility
Rainwater harvesting units will be installed at dead bore wells
C. DENIM BUSINESS help System modification
By Indirect heating system, condensate recovery will be improved on
process machine it will reduce 60-65 % water requirement
D. KNIT BUSINESS
System modification
Reusable Water (RFD Drain) will be separated directly from machine
where TDS is only up to 1000 and double dyeing will be done from single bath it will
reduce water consumption.
(e) New products developed during the FY 2023-24
A. YARN BUSINESS
1. New fibre introduced in manufacturing
- RSWML Recycled Biodegradable Polyester
- Natural Banana fibre
- Natural Hemp fibre and
- Jute Fibre
2. New yarn collection launched-
- Exclusive Bamboo dyed yarn collection A24A launched in market.
- Home Linen Collections H23A, H2-4A & H24B (Biodegradable PET)
launched.
- Woven dyed collections W24A launched.
- Dyed Yarn Knit wear collections K23A launched.
- Dyed Yarn Active wear collections A23A & A23B (Sustainable Yarns)
launched.
3. Cut through development
- Seasonal fleece products developed in open-end machine.
4. Specific developments
- 2/24' s FR for garment
- 12's PV and 16's PV 90/10 (with Optical polyester)
- 4/17's and 4/20's SHT Siro yarn
- 20'sPV50/50withgreengold305andEcolivaviscose
- 3/13's SHT on dye tube
5. Development in fibre manufacturing
- Biodegradable (CIClO) polyester fibre
- Dope-dyed (Black) 2.5 dn TBL
- 1.2 dn Grey fibre
- 1.4 dn off white
- Supreme black fibre in high colour depth
B. MELANGE YARN BUSINESS
1. Specific developments-
- P okolbin: Cotton/Recycle Poly/Linen
- Joy: Organic Cotton/ Ecovero
- Tri Blend Fancy: Organic Cotton/ Recycle. Polyester/Acrylic
2. Azure Sea Range: Lenzing Dope Dyed Indigo Modal & their
blends a. 100% Lenzing Modal b. Lenzing Modal/Org Cotton c. Lenzing Modal/Hemp 80/20
d. Lezning Modal/Linen 80/20 e. Lenzing Modal/Org Cotton/Wool 50/35/15 f. Lenzing
Modal/Sparkle Poly 98/02
3. Novelty yarn-
- Novelty Yarn (NPD-0010): FT Organic Cotton/ Recycle Poly 60/40
- Novelty yarn (NPD-0011): BCI Cotton/ Recycle Poly 60/40
4. Special effect based -
- Ecolin Effect: Organic Cotton/ Ecovero/ Linen 40/40/20
- Ecolin Effect: Organic Cotton/ Ecovero/ Linen 50/40/10
- Special Effect (NPD-0012): Organic Cotton/ Recycle Poly/ Viscose
50/38/12
C. DENIM BUSINESS
1. Developments by weave
A new dobby design developed in shirting fabric looks like a jacquard
weave and having an extra ordinary 3D effect after wash down.
2. Sustainable product development
Sustainable denim developed, using Tencel / Hemp Lycra in the weft,
which has UV protection, good absorption resistance, durability and anti-microbial
qualities. Introduced NUCYCL?, a novel fiber for denim that offers superior performance
in all applications and can be formed and reformed TM with less water, chemicals,
pesticides and methane emissions. It is also naturally softer, absorbent and more robust
than virgin cotton and polyester. Because produced goods emit 25,000 tons less CO2E year,
they are also sustainable.
Developed clean core concept in indigo dyed fabric. It also allows
saving significant amount of water and energy throughout the manufacturing process from
fabric to garmenting.
3. Comfort specific development
Developed product with use of LYCRA? ADAPTIV fiber in which have high
stretch, excellent recovery, shape retention and durable.
Used Cotton Tencel (50/50) warp, which has a high tenacity profile,
effective moisture management, tenderness to skin, wrinkle resistance and non-allergenic
qualities.
D. KNIT BUSINESS
1. Cutting-Edge Materials-
Introduced Polyester and Polyester/Spandex, setting new benchmarks in
fabric innovation
2. Nylon-based fabrics-
Displayed advanced durability and versatility in developed specific
fabrics.
3. Sustainable Blends –
Explored sustainable blended fabrics, crafted from eco-conscious
materials such as Bamboo, Sarona, Modal, Sea cell, renew cell, Linen, Wool, Coffee, and
Recycled PES & CTN, embodying our commitment to environmental stewardship.
4. Exceptional work (NPD textile innovation):
401 meticulously constructed samples unveiled under New Product
Development (NPD) during FY 2023-24.
(f) New process, process optimisation, quality upgradation, waste
reduction, cost and manpower reduction measures taken in FY 2023-24
A. Y ARN BUSINESS
1. Process optimisation-
Recycle cotton up to 50 % adopted at Lodha as new product for new
market capacity, enhanced to 250 MT per month and reutilized BDCD up to 30% via recycling.
Similarly recycle polyester direct bale feeding started under process optimisation at
Ringas unit, they also installed 10 more Cyclone in mixing at Ringas unit. This has led to
better blending of fibre, less fly generation and ease of work to the worker.
One Ring frame's lift up gradation from 170 mm to 160 mm with
existing spare availability, so we are getting 4% more productivity and two Ring frames
Drafting stands height reduce by 30 mm, this led to increased productivity by 3% at
Chhata.
2. Quality improvement-
New TC-12 card material diverted for 30's quality improvement at
Rishabhdev unit, they also did trial on plastic tube in SHT count to see dyeing variation
issues and result found ok.
3. Manpower reduction-
A t all locations through workload study done by
4. Waste reduction-
A t all locations.
5. Cost reduction-
Precitex and Inarco make perforated aprons (Lattice apron) used in
place of imported aprons at Chhata Unit. To reduce cost they changed waste purchasing,
earlier waste purchased from outside agency for open end mixing. Now they are using
in-house waste to prepare mixing for open end.
Some more changes made at Chhata unit to optimise cost like- conversion
of cone size in Eli twist yarn saving of packing cost, use of dia cots bigger in KTTM make
ring frames.
B. MELANGE YARN BUSINESS
1. Process optimisation-
Low temperature soaping started in fibre dyeing so one bath reduced and
temperature down by 200 centigrade and Bio scouring started in place of normal scouring so
steam saving done by reducing 15-degree centigrade at Mandpam unit.
At Melange (Kharigram) achieve recovery in
Carded process over all year- 77.39% and 66.77 % in Comber process.
2. Quality improvement-
Compact spin attachment procured and installed in
10 Ring frame machine for reducing hairiness index resulting less
pilling in fabric stage in Mandpam, Quantum 3 EYC also installed in three Auotconer
machines for better quality at there.
3. Manpower reduction-
Through studies by NITRA.
4. Cost reduction-
Cost saving in RO C water 18.90 by lacs per annum at Mandpam unit.
C. KNIT BUSINESS
1. Process optimisation
ABS for Double dyeing done without pre-treatment in navy and black
shade and Bio scouring done in black shade in lesser cost for light GSM fabric
2. Cost reduction-
Various better price dyes and chemicals introduced.
.Pre-treatment done without H2O2 in navy and black shade that saved
cost.
(g) Technology absorption and up during the FY 2023-24
A. Y ARN BUISNESS
1. Technology upgradation for yarn increased productivity and
better quality
Four , LMW make LF-4280A speed frame place of Jingwei speed frame and
Four LMW make double delivery LDB-3 Draw Frame in mill 9 at Kharigram unit. R-37
Semi-automatic machine adopted at Lodha (Banswara) for better yarn quality & higher
productivity. One Blow Room, five TC 12 Cards, one Rieter Draw Frame and Four Speed Frame
LF-4280 installed at Rishabhdev unit.
To Increase flexibility (small lots / different products), improve
quality and increase overall productivity Ringas unit installed- two Chute feed line (LMW
& P& G) in place of Hinatex Lap Scutcher 4 cards. They also installed Four cards
LC 361 chute feed with WCS cards in place of LC 1/3 lap feed card, three Draw Frames, two
Speed frame LF4280 A in place of LF 1400 and two Autoconers. Some machines like - ten
Cyclones in Mixing Bins, Air Dryer to remove moisture from compressed air and Roving Stop
Motion Premier IMS & RSM on RF M-1 8208 spindle installed at Ringas unit.
At Chhata Unit Ring Frame pneumatic suction, fan introduced
(Continuous) in place of old Drum type suction fan. Soft plus cots used in place of normal
cots (Quality improvement under trial) and SB-2 Draw frame machine conversion done.
2. New era testing facility adaption
T o provide top-notch quality yarns we asses it
Uster quantum foreign fibre clearing gauges & latest equipment from
Uster to test fibre to yarn at Lodha unit.
3. Machines upgradation for improved product quality
T o arrest the contamination, total 14 nos. of installed for speed
frame and Four OHTC installed on Ring Frame at Kharigram unit.
4. Introduction to latest manufacturing technology-
New latest 51,070 spindles installed with latest available technology
in world, involving extreme fibre contamination sorter for Jossi in blow room at Lodha
unit.
New plant branded as KAPAAS installed with latest card from
Trutzschler, draw frame from Rieter, Comber from Rieter for excellent combing with highly
efficient Marzoli speed frame & state of art Ring frames from KTTM having autodoffing
with linkconer at Lodha unit.
B. In MELANGE YARN BUSINESS
Technology upgradation for increased productivity and better quality
At Mandpam below upgradation were done-
- Improvement in yarn strength (RKM value) as per market requirement by
introducing compact spin arrangement
- New model LC 361 carding installed for high productivity and less
downtime
- New model Comber LK 69 installed for improvement in productivity and
high nips rate
- New model Draw frame installed high productivity and less down time
- More sensitive EYC installed having both option of optical/
capacitive in quantum 3
- Upgradation done in Multi Effect Evaporator (MEE) plant for Zero
Liquid Discharge (ZLD)
- New model SSM cheese winding installed for getting better density
- Steam flowmeter installed in yarn dyeing for steam monitoring purpose
At Kanyakheri unit three Rotocraft installed (Compact attachment) in Ring frames to
improve quality.
Likewise 5,040 Ring spindles converted from normal to LMW compact (Spin
Pact) at Melange, Kharigram unit from this led to productivity gain of 10%.
C. DENIM BUSINESS
Technology upgradation for increased productivity and better quality
Upgradation done of Draw Frame Sliver Focus Unit- 03 No (Auto Leveller) and energy
efficient Ball Loading Stacker installed to reduce loading time.
D. KNIT BUSINESS
Technology upgradation for increased productivity and better quality
High TDS Water separation from machine affecting efficiency of ZLD System.
(h) New technology adoption plan for 2024-25 betterment of products: -
A. Y ARN BUSINESS
1. Technology upgradation for productivity and better quality
Fibre dyeing machine of 200 kg and 50 Kg capacity with latest
technology will be installed at Kharigram unit along with a hydro extractor.
KAPAAS is also addressing new segments of Slub &
Siro yarns effects by adding two more Ring frame for additional
production in 100% cotton segments.
Heat Recovery system to use hot air from WCS in department in
rainy/winter season to avoid using heating lamp; thereby reducing power consumption will
be installed at Ringas unit.
Two, X-6 Autoconer Winding machines will be installed at Rishabhdev
unit.
Dosser line -1 PLC and drive will be upgraded at RCPF, Ringas Unit.
Because old models spares are not available easily and these are costly. Now this will be
upgrading it to Siemens PLC and drive for less breakdown and better productivity.
Flexi clean (Blow room machine) will be used in place of uniflex for
waste saving purpose at Chhata. Apart from this, some conversion will also take place at
Chhata like- Comber section ratchet wheel conversion, LR section main motor will be
converted from variator belt to timing belt, KTTM section main motor flat belt will be
converted in timing belt and Simplex bottom clearer cloth will be converted in stripper.
2. Technology upgradation environment-
Eighteen MT Multi fuel/ Agro based boiler will replace 12 TPH + 6TPH
Coal fuelled Boilers of RCPF & Spinning division at Ringas unit.
3. New era testing facility adaption
Y arn testing equipment UT-6, UTR-5 & to reach quality segments of
market will be installed at Lodha unit.
At Ring as unit one Spectrophotometer for better shade matching is
being installed
B. For MELANGE YARN BUSINESS
1. Technology upgradation for increased productivity and better
quality
An automatic double head cots grinding machine will be installed to
avoid frequent change of stone for grinding of soft cots and long cots at Mandpam unit.
Five Compact attachment in Ring Frames- Conversion of main motor with
Inverter (34 KW to 37 KW) for Course Count is planned at Kanyakheri unit.
2. Technology upgradation sustainable environment-
Agro fuel based boiler will be installed at Mandpam unit.
C. DENIM BUSINESS
1. Technology upgradation for increased productivity and better
quality
Some planned upgradation in Denim unit are as under-
- Finishing department: upgradation of Coating machine (Zimmer machine)
and Stentor machine
- RO Plant 1: Upgradation of drive & display + sensor + PLC of Ro
plant
- Spinning 1: Ring frame-3 drive & display upgradation from OEM
- Spinning 1: Speed frame-1 drive & display upgradation from OEM
- Spinning 1: New Corolab sensor for open end machine (Model SE-12)
- Upgradation of Lycra Attachment drive & display + sensor - for
Ring frame
- Upgradation in Picanol loom from PB to LEDAC
- Upgradation of OHTC for Picanol loom
2. Technology upgradation sustainable environment-
- New technology AFBC Biomass feed two steam boiler of 16 TPH will be
installed
D. KNIT BUSINESS
1. Technology upgradation for increased productivity and better
quality
Natural dyes adopting for knits fabric dyeing and C/P or PC are Dyeing
in Single Bath instead of Double Bath.
2. Technology upgradation sustainable environment-
Reducing carbon emission by using biofuel based thermic heater.
(i) Expenditure on research and development during the FY 2023-
Sr. No. Particular |
Capital |
Revenue |
Total |
| 1 R&D Expenditure |
1,746.36 |
695.78 |
2,442.14 |
(j) Details of major machines installed during the FY 2023-
S. No Unit |
Details of major machine
installed during the FY 2023-24 |
| Name of machine |
Model/ make |
| 1 Kharigram |
14 Nos. of OHTC for speed frame |
ELGI |
| (Bhilwara) |
4 Nos. of OHTC for Ring Frame |
ELGI |
|
Cots mounting and demounting machine |
Perfect |
|
Ultra violet treatment machine (Burkolising
Machine) |
Perfect |
|
4 Nos. Breaker Draw frame (Double Delivery) |
LDB-3 LMW |
|
4 Nos. of speed frames (120 spindles each) |
LF-4280A LMW |
|
4 Nos. of two way distributor BR2W |
BR2W Trutzschler |
|
23 Nos. of Hi-Tech gold 750a (single deck
TFO) 180 spindles each |
Hi-Tech |
|
2 Nos. of PPW Cheese Winding machine 80
drum-2 ply. |
Reshmi |
|
Cone Winding Machine 24 Drums |
Peas Versa-C |
|
Automatic packing line complete |
ITW |
|
6 Nos. of OHTC for Hi-Tech TFO |
ELGI |
|
2 Nos. of OHTC for Reshmi Cheese Winding |
ELGI |
|
Rewinding Machine PS Versa-C (30 Drums) |
Peass Versa-C |
| 2 Lodha |
Rieter Open End machine |
R-37 (500 Rotors) |
| (Banswara) |
Rieter Draw frame |
D-50 |
|
Linkconer |
AC-X-6 |
|
Carding |
LMW LC-361 |
|
Draw frame |
LMW LDB-3 |
|
Speed frame |
Marzoli |
|
Ring frame |
KTTM |
|
Contamination sorter |
Vishion sheild |
|
Trutzschler |
TC-15 |
| 3 Rishabhdev |
One Blow room line |
Trutzchler |
| (Udaipur) |
5 Nos new Card of TC- 12 |
Trutzchler |
|
One Rieter Draw frame D-45 |
Rieter |
|
4 Simplex frame changed LF 4280 in place of
LF 1400 |
LMW |
| 4 Ringas |
1500 CFM Compressor Dryer |
Make - Kaiser |
(Sikar) |
Autoconers – 4 Nos (Old
from Banswara) to replace Older version of Autoconers |
Make - Orion |
5 RCPF, Ringas |
Safex hoist 1T electric wire
rope |
Kbs-1985/Safex Electromech |
(Sikar) |
Fork lift with attachment 3 ton |
Gx 300 e Uno/Godrej |
|
Steam boiler 12 TPH chain
conveyor |
Kraft Engineers |
|
VP-1 oil closed loop system |
In-house fabricated |
|
Crystalliser Magnet 900x390 |
Jay Krishna Magnetics |
|
Finisher TOV complete set |
Hk-10/Vowa |
|
Single phase welding machine |
Champ Arc 201/ador |
6 Chhata (Mathura - U.P.) |
Mixing bale opener |
HBO -1000 / P&G engineers |
7 Mandpam |
Card -06 |
LC 363/361 /LMW |
(Bhilwara) |
Comber -1 |
LK 69/LMW |
|
Draw Frame 2 |
LDB 3/LMW |
|
Conversion to aero feed from lap
feed -2 |
LA7 /6/ LMW |
|
Air Dryer |
Kaeser |
|
Cheese winding 30 spindles |
SSM |
8 Melange |
Sasu Compact Fan on Ring
Frame-05nos |
Sasu LMW |
(Kharigram) |
Comber -1nos |
E65/Rieter |
|
PP module – 350 drum |
Uster quantum 4 |
9 Denim (Mordi, Banswara) |
New technology 4th
stage RO plant – 250 KLD with Hardness removal. New MEE with ATFD plant – 200
KLD |
Power H2O make Unitop make |
10 Knits (Mordi, Banswara) |
Relax Dryer(Santa Shrink
Progress) |
Belt Dryer/Santex |
(k) Foreign Exchange Earnings and Outgo
1. A ctivities relating to export, initiatives to increase exports,
development of new export markets for product and and export plan.
The Company has continued to maintain focus and avail export
opportunities based on economic consideration. During the year, the Company has made
exports worth C1,092.45 Crores ($133.25 million) on FOB Basis.
2. Total Foreign Exchange Earned and Used
Particulars |
D In Crore |
$ Million |
| Foreign exchange earned in terms of actual
inflows |
1092.45 |
133.25 |
| Foreign exchange used in terms of actual
outflows |
101.55 |
|
Annexure – V to Directors' Report
NOMINATION & REMUNERATION POLICY
Pursuant to Section 178 of the Companies Act, 2013 and Regulation 19 of
SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 as amended time
to time, every Listed Public Company is required to constitute a Nomination and
Remuneration (NRC) Committee with at least three Non-Executive- Directors, out of which
not less than two third shall be Independent Directors.
The Company already had in place a Remuneration Committee which was
made well in line with the above mentioned requirements. The Board has authority to
reconstitute this Committee from time to time. In order to align the policy with the
provisions of the Companies Act, 2013 and the Listing Regulation, 2015 as amended from
time to time, the Board of Directors of the Company at their meeting held on the 22nd
April, 2014, renamed the "Remuneration Committee" as "Nomination and
Remuneration Committee".
The Nomination and Remuneration Committee and NRC Policy being in
compliance with the provisions of Section 178 of the Companies Act, 2013, read with the
applicable Rules and Regulation 19 of SEBI (Listing Obligations and Disclosure
Requirements) Regulations, 2015, applies to the Board of Directors, Key Managerial
Personnel and the Senior Management of the Company.
Key Managerial Personnel (KMP) means and comprise:
? Managing Director & Chief Executive Officer or the Manager,
? Whole Time Director,
? Company Secretary,
? Chief Financial Officer,
? Such other officer not more than one level below the directors who is
in whole-time employment, designated as Key Managerial Personnel by the Board; and
? Such other Officer as may be prescribed.
"Senior Management" shall mean officers/personnel of the
listed entity who are members of its core management team excluding Board of Directors and
normally this shall comprise all members of management one level below the Chief Executive
Officer/Managing Director/ Whole Time Director/ Manager (including Chief Executive
Officer/Manager, in case they are not part of the Board) and Including Functional Heads
and shall specifically include Company Secretary and Chief Financial Officer
Role and Objective of Committee:
1. T o formulate the criteria for determining qualifications, positive
attributes and independence of a Director and recommend to the Board of Directors a policy
relating to the remuneration of the Directors, Key Managerial Personnel and other
employees.
2. The Nomination and Remuneration Committee shall evaluate the balance
of skills, knowledge and experience on the Board for every appointment of an Independent
Director and on the basis of such evaluation, prepare a description of the role and
capabilities required of an Independent Director. The person recommended to the Board for
appointment as an Independent Director shall have the capabilities identified in such
description. For the purpose of identifying suitable candidates, the Committee may:
a) use the services of an external agency(ies), if required; b)
consider candidates from a wide range of backgrounds, having due regard to diversity; and
c) consider the time commitments of the candidates.
3. Identify persons who are qualified to become Directors and who may
be appointed in senior management positions in accordance with the criteria laid down in
the policy.
4. Recommend to the Board the appointment and removal of Directors and
Senior Management.
5. Formulate criteria for effective evaluation of performance of
Independent Directors, Board, its Committees and Individual Directors to be carried out
either by the Board, by the Committee itself or by an independent external agency and
review its implementation and compliance.
6. To devise a policy on Board diversity.
7. To ensure that the level and composition of remuneration is
reasonable and sufficient to attract, retain and motivate Directors of the quality
required to run Company successfully. To ensure the relationship of remuneration to
performance is clear and meets appropriate performance benchmarks.
8. To develop a Succession Plan for the Board and to review it
regularly.
9. To recommend to the Board, all remuneration, in whatever form,
payable to senior management.
10. To perform such other functions as may be referred by the Board or
be necessary in view of the Listing Regulation, 2015 and the provisions of the Companies
Act, 2013 and Rules made thereunder.
11. To recommend whether to extend or continue the term of appointment
of the Independent Director, on the basis of the report of performance evaluation of
Independent Directors.
12. Such other key issues/matters as may be referred by the
Board or as may be necessary in view of the SEBI (Listing Obligations
and Disclosure Requirements) Regulations, 2015 as amended and provision of the Companies
Act, 2013 & Rules thereunder.
Membership:
1. The Committee shall comprise at least three (3) Directors.
2. All members shall be Non- Executive Directors and at least two third
of them shall be Independent Directors provided that in case company will have outstanding
SR equity shares, two third of them shall be independent directors.
3. Membership of the Committee shall be disclosed in the Annual Report.
4. Term of the Committee shall be continued unless terminated by the
Board of Directors.
Chairman:
1. Chairman/Chairperson of the Committee shall be an Independent
Director.
2. Chairperson of the Company may be appointed as a member of the
Committee but shall not Chair the Committee.
3. In the absence of the Chairman/Chairperson, the members of the
Committee present at the meeting shall choose one amongst them to act as Chairman/
Chairperson.
4. Chairman/Chairperson of the Nomination and Remuneration Committee
could be present at the Annual General Meeting or may nominate some other member of the
Committee to answer the shareholders' queries.
Frequency of Meetings:
The meeting of the Committee shall be held at such regular intervals as
may be required. However, the Committee shall meet at least once in a year.
Quorum:
The quorum for a meeting of the Nomination and Remuneration Committee
shall be either two members or one third of the members of the Committee, whichever is
greater, including at least one Independent Director in attendance.
Committee Member's Interests:
1. A member of the Committee is not entitled to be present when his or
her own remuneration is discussed at a meeting or when his or her performance is being
evaluated.
2. The Committee may invite such executives, as it considers
appropriate, to be present at the meetings of the Committee.
SECRETARY
The Company Secretary of the Company shall act as Secretary of the
Committee.
Voting:
1. Matters arising for determination at Committee meetings shall be
decided by a majority of votes of Members present and voting and any such decision shall,
for all purposes, be deemed to be a decision of the Committee.
2. In the case of equality of votes, the Chairman of the meeting will
have a casting vote.
Appointment of Directors / KMP / Senior Management:
While recommending a candidate for appointment, the Committee shall
have regard to:
? Assessing the appointee against a range of criteria which includes
but not limited to qualifications, skills, experience, integrity, background and other
qualities required to operate successfully;
? The experience and knowledge that the appointee brings to the role of
KMP/Senior Management, which, in turn, will enhance the skill sets and experience of the
Board as a whole;
The nature of existing positions held by the appointee including
Directorship and such other relationship and the impact of the same on the Company's
welfare.
Term / Tenure
Appointment of Managing Director / Whole-time Director
The terms and conditions of appointment and remuneration payable to a
Managing Director and Whole-time Director(s) shall be recommended by the Nomination and
Remuneration Committee to the Board for its approval which shall be subject to approval by
shareholders of the Company as per the applicable provisions of the Companies Act, 2013
and rules made thereunder and in compliance of the Listing Regulation, 2015 as amended
tile to time.
Independent Director
An Independent Director shall hold office for a term up to five
consecutive years on the Board of the Company and will be eligible for re-appointment for
a period upto five years or such other period as may be stipulated on passing of a special
resolution by the Company and disclosure of such appointment in the Board's report.
Removal/Retirement
Due to any disqualification mentioned in the Companies Act, 2013, rules
made thereunder or under any other applicable Act, rules and regulations, the Committee
may recommend, to the Board with reasons recorded in writing, removal of a Director, KMP
or Senior Management subject to the provisions and compliance of the said Act, rules and
regulations. The Directors, KMP and Senior Management shall retire as may be recommended
by the NRC and approved by the Board as per the applicable provisions of the Companies
Act, 2013 and the prevailing policy of the Company.
Letter of Appointment:
Each Independent/KMP/Senior Management, Director is required to sign
the duplicate copy of the letter of appointment issued by the Company, which contains the
terms and conditions of his/her appointment.
Policy on Board Diversity:
The Nomination and Remuneration Committee shall ensure that the Board
of Directors has the combination of Directors from different areas/ fields or as may be
considered appropriate in the best interests of the Company. The Board shall have at least
one Board member who has accounting/ financial management expertise.
Remuneration of Directors, Key Managerial Personnel and Senior
Management:
The salaries of Directors, Key Management Personnel and other Senior
Management shall be based and determined on the individual person's responsibilities
and performance and in accordance with the limits as prescribed statutorily, if any.
1. Fixed Pay:
Managerial Person, KMP and Senior Management shall be eligible for a
monthly remuneration as may be approved by the Board on the recommendation of the
Nomination and Remuneration Committee in accordance with the applicable provisions of the
Companies Act, 2013 read with the rules made thereunder and SEBI (Listing Obligations and
Disclosure Requirements) Regulations, 2015 and other applicable provisions, as amended
from time to time. The salary paid need to be competitive and reflective of the
individual's role, responsibility and experience in relation to performance of
day-to-day activities to be usually reviewed on an annual basis;
2. Minimum Remuneration:
If, in any financial year, the Company has no profits or its profits
are inadequate, the Company shall pay remuneration to its Managerial Person in accordance
with the provisions of Schedule V of the Companies Act, 2013 and applicable provisions of
SEBI (LODR) Regulations, 2015, as amended from time to time.
3. Provision for excess remuneration:
If any Managerial Person draws or receives, directly or indirectly by
way of remuneration any such sums in excess of the limits prescribed under the Companies
Act, 2013 or without the approval of members by way of Special Resolution, where required,
he shall refund such sums to the company, within two years or such lesser period as may be
allowed by the company and until such sum is refunded, hold it in trust for the Company.
4. Increment:
Increments to the existing remuneration/compensation structure may be
recommended by the Committee to the Board, which should be within the slabs approved by
the Shareholders in the case of Managerial Person.
5. Sitting Fees:
A director may receive remuneration by way of fees for attending
meetings of Board or Committee(s) thereof unless he/she is not getting any remuneration by
way of Salary. Provided that the amount of such fees per meeting of the Board or
Committees shall not exceed the maximum amount as provided in the Companies Act, 2013 as
amended from time to time.
6. Remuneration/Commission to Non-executive / Independent
Director:
The remuneration/commission to Non-executive / Independent Director
shall be in accordance with the statutory provisions of the Companies Act, 2013 and the
Rules made thereunder for the time being in force.
Except with the approval of the Company in the general meeting by a
special resolution the overall Commission to the Non-Executive Directors (including
Independent Directors) may be paid within the monetary limit approved by shareholders,
subject to the limit not exceeding 1% of the profits of the Company computed as per the
applicable provisions of the Companies Act, 2013 & rules thereto.
Evaluation/ Assessment of Directors/ of the Company:
The evaluation/assessment of the Directors of the Company is to be
conducted on an annual basis and to satisfy the requirements of the Listing Regulation,
2015, as amended from time to time.
The following criteria may assist in determining how effective the
performance of the Directors has been:
? Leadership & stewardship abilities.
? Assess policies, structures & procedures.
? Regular monitoring of corporate results against projections.
? Contributing to clearly define corporate objectives & plans.
? Obtain adequate, relevant & timely information.
? Review achievement of strategic and operational plans, objectives,
budgets.
? Identify, monitor & mitigate significant corporate risks.
? Review management's Succession Plan.
? Effective meetings.
? Clearly defining role & monitoring activities of Committee.
? Review of ethical conduct.
? Assuring appropriate Board size, composition, independent structure,
? Clearly defining roles & monitoring activities of Committee,
? Communication of expectations and concerns clearly with subordinates.
? Direct, monitor & evaluate KMPs, , Senior
Evaluation following the aforesaid parameters will be conducted by the
Independent Directors for each of the Executive/Non-Independent Directors in a separate
meeting of the Independent Directors.
The Executive Director/Non-Independent Directors along with the
Independent Directors shall evaluate /assess each of the Independent Director of the
aforesaid parameters which shall also include the following,
a) performance of the Directors and
b) fulfillment of the Independence criteria as specify in Listing
Regulation as amendment from time to time and their independence from management,
Only the Independent Director being evaluated will not participate in
the said evaluation discussion.
Manner for Effective Evaluation of Performance of Board, its Committees
and Individual Directors:
The Performance Evaluation of Independent Directors, the Board as a
whole, its Committees shall be carried out on Annual Basis and be reported to the Board of
Directors for further evaluation. The Director being evaluated will not participate in
evaluation process.
Performance Evaluation of KMPs/ Senior Management of the Company
The performance evaluation of KMPs/ Senior Management is measured with
regard to the goals and objectives set for the year and increase in compensation &
reward by way of variable bonus is linked to the evaluation of individual's
performance. Additionally, industry benchmarks are also used to determine the appropriate
level of remuneration, from time to time.
Deviations from this Policy:
Deviations on elements of this policy, when deemed necessary in the
interests of the Company, will be made if there are specific reasons to do so in an
individual case. However, this shall be subject to the approval of the Board of Directors
on the recommendation of the Nomination and Remuneration Committee of the Company.
Policy review a. This Policy is framed based on the provisions of
the Companies Act, 2013 and rules thereunder and the requirements of SEBI (Listing
Obligations and Disclosure Requirements) Regulations, 2015 on the subject as may be
notified from time to time.
b. Any such amendment shall automatically have the effect of amending
this Policy without the need of any approval by the Nomination and Remuneration Committee
and/ or the Board of Directors.
Annexure – VI to Directors' Report
Disclosure as per Rule 5(1) of Chapter XIII, Companies (Appointment and
Remuneration of Managerial Personal Rules, 2014
(i) The ratio of the remuneration of each director to the median
remuneration of the employee of the company for the financial year
Median Salary for the Financial Year 2023-24 C1.83 Lakh
Sr. No.. |
Name of the Director |
Remuneration FY 2023-24
(In Lakh) |
Ratio |
| 1 |
Shri Riju Jhunjhunwala (Chairman &
Managing Director and CEO) |
341.79 |
186.77 |
| 2 |
Shri B. M. Sharma (Joint Managing Director) |
288.03 |
157.39 |
(ii) The percentage increase in remuneration of each Director, Chief
Financial Officer, Company Manager, if any in the financial year
S. no. Name of the
Director & KMP |
% Increase in Remuneration |
| 1 Shri Riju Jhunjhunwala (Chairman &
Managing Director and CEO, KMP) |
No Increase |
| 2 Shri B. M. Sharma (Joint Managing Director) |
No Increase |
| 3 Shri Avinash Bhargava (Chief Financial
Officer) |
6.21 |
| 4 Shri Surender Gupta (Company Secretary) |
7.49 |
(iii) The percentage increase in the median remuneration of employees
in the financial year
% increase in the Median remuneration of employees in the FY. -1.61
(iv) The number of permanent employee on the rolls of Company
No. of Permanent Employees as st March, 2024on 31 18,622
(v) Average percentile increase already made in the salaries of
employee other than the managerial personnel in the last financial year and its comparison
with the percentile increase in the managerial remuneration and justification thereof and
point out if there are any exceptional circumstance for increase in the managerial
remuneration;
Salary/Wages of employee other than managerial personnel has marginally
increased
The remuneration to employees and managerial personnel is commensurate
with Industry standards.
(vi) Affirmation that the remuneration is as per remuneration policy of
the company.
Yes, the remuneration is as per the remuneration policy of the Company.
Annexure – VII to Directors' Report
Statement of Particulars of Employees pursuant to Section 197 of the
Companies Act, 2013 read with Rule 5(2) of the Companies (Appointment and Remuneration of
Managerial Personnel) Rules, 2014
A. The name of the top ten Employees in terms of remuneration drawn.
|
|
|
|
|
|
|
|
|
Last Employed |
|
Sr. No. Name of
Employee |
Designation |
Remuneration (D In
Lakh |
Qualification |
Experience (Years) |
Commencement of
Employment |
No. of Shares Held |
Whether Permanent /
Contractual |
Age (Years) |
Organization |
Post Held |
Duration (Years) |
1 Shri Riju Jhunjhunwala |
Chairman & Managing
Director and CEO |
341.79 |
MBA |
23 |
1st May, 2013 |
3,77,000 |
Contractual |
45 |
HEG Limited |
Executive Director |
15 Months |
2 Shri B. M. Sharma |
Joint Managing Director |
288.03 |
FCA |
41 |
15th January, 2011 |
- |
Contractual |
66 |
Kesar Enterprises Ltd |
AVP |
5 |
3 Shri Prakash Maheshwari |
Chief Executive- Corporate
Affairs |
165.27 |
BSC FCA |
47 |
1st April, 2003 |
- |
Permanent |
69 |
HEG Limited |
President |
14 |
4 Shri Suketu N Shah |
Chief Executive- Denim
Business |
159.21 |
BSC DTC |
40 |
3rd December, 2018 |
- |
Permanent |
61 |
Mafatlal Industries Ltd. |
BH & President |
2 |
5 Shri Puneet Anand |
Chief Strategy Officer |
117.19 |
CA CFBA |
16 |
1st April, 2022 |
- |
Permanent |
37 |
E & Y |
Sr. Manager |
10 |
6 Shri Vinod Mehta |
Sr Vice President, Corporate
Commercial |
87.00 |
CA |
35 |
15th March, 2007 |
- |
Permanent |
58 |
HEG Limited |
Sr. Vice President
(Commercial) |
1 |
7 Shri Naresh Kumar Bahedia |
Chief Operating Officer |
86.17 |
ICMA |
34 |
3rd December, 1990 |
- |
Permanent |
56 |
HEG Limited |
GM (Commercial) |
13 |
8 Shri Ashutosh Sharma |
Sr. Vice President Yarn
Marketing |
86.13 |
MBA |
32 |
24th August, 1991 |
- |
Permanent |
54 |
- |
- |
- |
9 Shri Manoj Sharma |
President & CHRO |
81.98 |
MBA LLB (Hons) |
37 |
9th April, 2019 |
- |
Permanent |
60 |
RG Group |
Sr. Vice President CHR &
Business Strategy |
3 |
10 Shri Surender Gupta |
Vice President Legal &
Company Secretary |
73.34 |
M.Com FCS LLB |
35 |
25st January,
1989 |
- |
Permanent |
59 |
- |
- |
- |
B. Persons employed throughout the financial year & paid Rupees One
crore two Lakh P.A. or more
|
|
|
|
|
|
|
|
|
|
Last Employed |
|
Sr. No. |
Name of Employee |
Designation |
Remuneration (D In
Lakh |
Qualification |
Experience (Years) |
Commencement of
Employment |
No. of Shares Held |
Whether Permanent /
Contractual |
Age (Years) |
Organization |
Post Held |
Duration (Years) |
1 |
Shri Riju Jhunjhunwala |
Chairman & Managing
Director and CEO |
341.79 |
MBA |
23 |
1st May, 2013 |
3,77,000 |
Contractual |
45 |
HEG Limited |
Executive Director |
15 Months |
2 |
Shri B. M. Sharma |
Joint Managing Director |
288.03 |
FCA |
41 |
15th January, 2011 |
- |
Contractual |
66 |
Kesar Enterprises Ltd |
AVP |
5 |
3 |
Shri Prakash Maheshwari |
Chief Executive- Corporate
Affairs |
165.27 |
BSC, FCA |
47 |
1st April, 2003 |
- |
Permanent |
69 |
HEG Limited |
President |
14 |
4 |
Shri Suketu N Shah |
Chief Executive- Denim
Business |
159.21 |
BSC, DTC |
40 |
3rd December, 2018 |
- |
Permanent |
61 |
Mafatlal Industries Ltd. |
BH & President |
2 |
5 |
Shri Puneet Anand |
Chief Strategy Officer |
117.19 |
CA,CFBA |
16 |
1st April,2022 |
- |
Permanent |
37 |
E & Y |
SR. Manager |
10 |
C. Persons employed part of the financial year & paidD8.5
Lakh p.m or more
|
|
|
|
|
|
|
|
|
Last Employed |
|
Sr. No. Name of
Employee |
Designation |
Remuneration (D In
Lakh |
Qualification |
Experience (Years) |
Commencement of
Employment |
No. of Shares Held |
Whether Permanent /
(Years) Contractual |
Age |
Organization |
Post Held |
Duration (Years) |
1 Shri Sukesh Sharma |
Business Head Yarn Business |
101.37 |
B. Text. |
41 |
8th February, 2003 |
- |
Permanent |
65 |
Parasrampuria Synthetics Ltd. |
DGM |
5 |
2 Shri Arvind Gupta |
Business Head MYB & Knit |
89.73 |
BE (Chemical), MBA (USA),
EPSCM (IIMC) |
33 |
17th February,
2020 |
- |
Permanent |
58 |
Tolaram Group |
President Director |
4 |
3 Shri Vimal Banka |
President - Corporate Office |
47.05 |
CA |
44 |
1st April, 1990 |
8,083 |
Permanent |
73 |
Shashi Commercial Ltd |
Manager |
4 |
Notes :
1 None of the employee is holding more than 2% of the paid - up capital
of the Company.
2 Shri Riju Jhunjhunwala, Chairman & Managing Director and CEO is
relative of Shri Ravi Jhunjhunwala, Director.
FORM NO. MR-3
SECRETARIAL AUDIT REPORT
FOR THE FINANCIAL YEAR ENDED 31ST MARCH, 2024
[Pursuant to section 204(1) of the Companies Act, 2013 and rule No.9 of
the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014]
To
The Members
RSWM LIMITED
(CIN:L17115RJ1960PLC008216)
Kharigram, P.O. Gulabpura, Distt. Bhilwara, Rajasthan-311021
I have conducted the secretarial audit of the compliance of applicable
statutory provisions and the adherence to good corporate practices by RSWM LIMITED (hereinafter
called the Company). Secretarial Audit was conducted in a manner that provided us a
reasonable basis for evaluating the corporate conducts/statutory compliances and
expressing our opinion thereon.
Based on our verification of the Company's books, papers, minute
books, forms and returns filed and other records maintained by the Company and also the
information provided by the Company, its officers, agents and authorized representatives
during the conduct of secretarial audit; we hereby report that in our opinion, the Company
has, during the audit period covering the financial year ended on 31st
March, 2024 complied with the statutory provisions listed hereunder and also that the
Company has proper Board-processes and compliance-mechanism in place to the extent, in the
manner and subject to the reporting made hereinafter:
I have examined the books, papers, minute books, forms and returns
filed and other records maintained by the Company for the financial year ended on 31st
March, 2024 according to the provisions of:
(i) The Companies Act, 2013 (the Act) and the rules made thereunder;
(ii) The Securities Contracts (Regulation) Act, 1956 (‘SCRA')
and the rules made thereunder;
(iii) The Depositories Act, 1996 and the Regulations and Bye-laws
framed thereunder;
(iv) Foreign Exchange Management Act, 1999 and the rules and
regulations made thereunder to the extent of
Foreign Direct Investment, Overseas Direct Investment and External
Commercial Borrowings;
(v) The following Regulations and Guidelines prescribed under the
Securities and Exchange Board of India Act, 1992 (‘SEBI Act'):-
a) The Securities and Exchange Board of India (Substantial Acquisition
of Shares and Takeovers) Regulations, 2011 b) The Securities and Exchange Board of India
(Prohibition of Insider Trading) Regulations, 2015 and in compliance with the SDD
provisions. c) The Securities and Exchange Board of India (Issue of Capital and Disclosure
Requirements) Regulations, 2018. d) The Securities and Exchange Board of India (Share
Based Employee Benefits and Sweat Equity) Regulations, 2021 -Not Applicable as the
Company has not granted any Options to its employees during the financial year under
review. e) The Securities and Exchange Board of India (Issue and Listing of Debt
Securities) Regulations, 2008–
Not applicable as the Company has not issued any debt securities during
the financial year under review. f) The Securities and Exchange Board of India
(Registrars to an Issue and Share Transfer Agents) Regulations, 1993 regarding the
Companies Act and dealing with client- Not Applicable as the Company is not registered
as Registrars to an Issue and Share Transfer Agents during the financial year under
review. g) The Securities and Exchange Board of India (Delisting of Equity Shares)
Regulations, 2009- Not Applicable as the Company has not got delisted its equity shares
from any stock exchange during the financial year under review.
h) The Securities and Exchange Board of India (Buyback of Securities)
Regulations, 2018- Not Applicable as the Company has not bought back any of its
securities during the financial year under review.
i) The Securities and Exchange Board of India (Listing Obligations and
Disclosure Requirements) Regulations, 2015
We have also examined compliance with the applicable clauses of the
following:
(i) Secretarial Standards issued by The Institute of Company
Secretaries of India
(ii) The Listing Agreement entered into by the Company with National
Stock Exchange of India Limited and BSE Limited and SEBI (Listing Obligations and
Disclosure Requirements) Regulations, 2015
During the period under review the Company has complied with the
provisions of the Act, Rules, Regulations, Guidelines, Standards etc. as mentioned above.
We further report that
The Board of Directors of the Company is duly constituted with proper
balance of Executive Directors, Non-Executive Directors and Independent Directors. The
changes in the composition of the Board of Directors that took place during the period
under review were carried out in compliance with the provisions of the Act.
Adequate notice is given to all Directors to schedule the Board
Meetings, agenda and detailed notes on agenda were sent at least seven days in advance and
a system exists for seeking and obtaining further information and clarifications on the
agenda items before the meeting and for meaningful participation at the meeting.
All decision at Board Meeting and Committee meetings are carried out
unanimously and the views of dissenting members, if any, are captured and recorded as part
of the minutes of Board of Directors or Committees of the Board, as the case may be.
We further report that based on the compliance mechanism established by
the Company and on the basis of the Certificates issued by the Managing Director & CEO
and CFO and taken on record by the Board of Directors at their meeting(s),we are of the
opinion that the management has adequate systems and processes in the Company commensurate
with the size and operations of the Company to monitor and ensure compliance with all
applicable laws, rules, regulations and guidelines.
We further report that during the audit period there is no other major
actions having a bearing on the Company's affairs in pursuance of the above referred
laws, rules, regulations, guidelines, standards etc. above taken place.
Business Responsibility and
Sustainability Reporting
SECTION A: GENERAL DISCLOSURES
I. D etails of the Listed Entity
1. Corporate Identity Number (CIN) of the
Listed Entity |
L17115RJ1960PLC008216 |
2. Name of the Listed Entity |
RSWM Limited |
3. Year of Incorporation |
Date of Incorporation - 17/10/1960 |
|
Year - 1960 |
4. Registered Office Address |
Kharigram, P.O. Gulabpura – 311021,
Distt. |
|
Bhilwara, Rajasthan |
5. Corporate Office Address |
BhilwaraTowers,A-12,Sector-1,Noida–201301(U.P.) |
6. E-mail |
skg@lnjbhilwara.com |
7. Telephone |
Tel.: +91-1483-223144 to 223150, 223478 |
8. Website |
www.rswm.in |
9. Financial year for which reporting is
being done |
April 2023 to March 2024 |
10. Name of the Stock
Exchange(s) where shares are listed |
1) BSE Limited 2) National
Stock Exchange of India Limited |
11. Paid-up Capital |
C47.10 Crore |
12. Name and Contact
details (Telephone, email address) of the person who may be contacted in case of any
queries on the BRSR Report |
Name - Mr. Avinash Bhargava
(Chief Financial Officer) Contact Details: - |
|
Tel.: +91-1483-223144 to 223150, 223478 |
|
Email ID- cfo.rswm@lnjbhilwara.com |
13. Reporting boundary -
Are the disclosures under this report made on a standalone basis (i.e., only for the
entity) or on a consolidated basis (i.e., for the entity and all the entities which form a
part of its consolidated financial statements, taken together). |
RSWML is reporting on
standalone basis. |
14. Name of assurance provider |
No Assurance taken for the reporting year |
15. Type of assurance obtained |
No Assurance taken for the reporting year |
II. Products/Services
16. Details of business activities (accounting for 90% of the
turnover):
Sr. No. Description of
Main Activity |
Description of Business |
% of Turnover of the
Entity |
| 1. Manufacturing |
Textile and Other |
100% |
17. Products/Services sold by the entity (accounting for 90% of the
entity's Turnover):
Sr. No. Product/Service |
NIC Code |
% Of Total Turnover
Contributed |
1. Spinning, Weaving, Knitting
& Processing of Man-made Textile fibers |
2470 |
54.62% |
| 2. Cotton Spinning & Weaving |
2352 |
45.38% |
As a frontrunner in both domestic and global textile sectors, our
forward-thinking mindset and visionary strategies have fostered partnerships worldwide.
Our yarns comply with the highest international standards for organic fibers, encompassing
ecological and social criteria and are certified throughout the entire supply chain.
We strive to produce textiles that are environment friendly,
sustainable and socially responsible. From carefully selecting raw materials to
implementing eco-friendly manufacturing processes, we are committed to reducing our carbon
footprint and conserving natural resources. We prioritize responsible sourcing, recycling
and waste reduction throughout our supply chain to minimize our environmental footprint.
Our dedication to environmental stewardship spans the entire lifecycle
of our products. Our goal is to craft textiles that are resilient, enduring and of
superior quality, thereby reducing the need for frequent replacements and minimizing
waste. We take pride in offering a diverse range of natural and aesthetically pleasing
yarns, featuring an array of hues, textures, blends and innovative compositions.
Our yarn portfolio encompasses a variety of blends, including cotton,
synthetic, core-spun, zero-twist, hollowcore, greige, dyed, fancy, m?lange, eco-friendly
and green yarns tailored for knitting and weaving applications. These versatile yarns find
utility across a spectrum of segments such as suiting, shirting, knits, sewing thread,
home furnishing, carpets and industrial uses.
We are committed to produce quality by which we have earned an
excellent reputation amongst many international and domestic brands.
III. Operations
18. Number of locations where plants and/or operations/offices of the
entity are situated:
Location |
Number of Plants |
Number of Offices |
Total |
| National |
12 |
10 |
22 |
| International |
0 |
0 |
0 |
19. Market served by the entity:
Originating as a modest textile mill in Bhilwara, we have evolved into
a front runner within both the domestic and international textile sectors. Our presence
has played a pivotal role in elevating Bhilwara into a prominent textile hub in India,
distinguished for our innovative strategies and extensive global networks. Our corporate
journey epitomizes resilience, creativity and sustained advancement. From humble roots, we
have been committed to crafting superior textiles and establishing a distinguished brand
within the industry. a. No. of Locations
Locations |
Number |
National (States and Union Territories) |
Across all states |
Name of States and Union Territories |
Andhra Pradesh, Arunachal Pradesh, Assam,
Bihar, Chhattisgarh, |
|
Goa, Gujarat, Haryana, Himachal Pradesh,
Jharkhand, Karnataka, |
|
Delhi, Dadra and Nagar Haveli and Daman and
Diu (Newly Merged |
|
UT), Chandigarh, Kerala, Madhya Pradesh,
Maharashtra, Manipur, |
|
Meghalaya, Mizoram, Nagaland, Odisha,
Punjab, Rajasthan, Sikkim, |
|
Tamil Nadu, Telangana,
Tripura, Uttar Pradesh, Uttarakhand, West Bengal etc.) |
International (No. of Countries) |
75 Countries (In FY 2023-24) |
| Name of Countries |
Algeria, Afghanistan, Argentina, Australia,
Bangladesh, Bahrain, Belgium, |
|
Brazil, Bulgaria, Cambodia, Canada, Chile,
China, Colombia, Denmark, |
|
Dominican Republic, Dubai (UAE), Ecuador,
Egypt, El Salvador, Ethiopia, |
|
Ethiopia, France, Germany, Greece,
Guatemala, Honduras capital, |
|
Hongkong, Indonesia, Ireland, Iraq, Israel,
Italy, Japan, Jordan, Kenya, |
|
Lebanon, Madagascar, Malaysia, Mexico,
Mongolia, Morocco, Nepal, |
|
Nigeria, Oman, Panama, Peru, Philippines,
Poland, Portugal, Romania, |
|
Russia Federation, S. Korea, Saudi Arabia,
Singapore, Slovenia, South |
|
Africa, Spain, Sri Lanka, Sudan, Sweden,
Switzerland, Syria Arab Republic, |
|
Taiwan, Tanzania, Thailand,
Tunesia, Turkey, UK, Ukraine, United Arab emirates, Venezuela, Vietnam, Yemen, Zimbabwe |
b. What is the contribution of exports as a percentage of the total
turnover of the entity?
Exports play a vital role in contemporary economies, providing
businesses with access to diverse markets for their products. Diplomacy and foreign policy
between governments often prioritize fostering economic trade, promoting both exports and
imports to enhance mutual benefits among trading partners.
We firmly believe that export activities and environmental
sustainability can go hand in hand, rather than conflicting. Our dedication lies in
exploring innovative strategies that reconcile economic development with environmental
conservation. By championing environmentally conscious export practices, our goal is to
promote a sustainable future, protect the environment and ensure the long-term prosperity
of our business.
We produce and supply high-quality yarns to some of the most renowned
brands in 75 countries all over the world. Our diverse products are used in many different
markets worldwide.
The total turnover of the entity for the period April 2023 to March
2024 is C4,057.20 Crore, (Previous Year C3,788.90 Crores) and a significant part i.e.,
28.69% is covered by export. RSWML is committed to contribute to nation's growth and
prosperity by exporting its high-quality products all across the world.
c. A brief on types of customers
As a conscientious textile company, we deeply value our customers and
prioritize environmental stewardship. Customer satisfaction is central to our ethos and we
constantly strive to deliver top-notch products and services by actively listening to and
incorporating their feedback.
Simultaneously, we recognize the urgent need to safeguard our
environment. Understanding the environmental implications of our operations, we are
dedicated to mitigating our carbon footprint, curbing waste and championing sustainable
practices across our supply chain. We firmly believe that embracing sustainability is not
just imperative for the health of our planet but also vital for the welfare of our
customers and future generations.
RSWML stands as a premier manufacturer in India, specializing in
top-tier cotton, m?lange, synthetic and novelty yarns, alongside knitting and denim
fabrics. Primarily, our business model revolves around Business-to-Business (B2B)
transactions, as our products undergo further processing before reaching the end consumer.
Our clientele primarily comprises fabric manufacturers and wholesalers, who rely on our
high-quality offerings to meet their production needs.
Export: With a strong foothold in the global market, the Company
boasts extensive export operations spanning multiple countries, including the United
States, Europe, the Middle East and Africa. Overseas clientele primarily comprises
retailers, distributors and wholesalers who appreciate RSWML's dedication to quality,
punctual deliveries and competitive pricing.
This diverse customer portfolio underscores RSWML's adeptness in
serving various industry sectors both domestically and internationally. Leveraging a
quality-centric strategy, coupled with innovative product lines and a steadfast commitment
to customer contentment, the Company has cultivated lasting partnerships with its
clientele throughout its journey.
IV. Employees
20. Details as at the end of Financial Year: a. Employees and workers
(including differently abled):
Sr. No. Particulars |
Total(A) |
No. (B) |
Male % (B/A) |
No. (C) |
Female % (C/A) |
EMPLOYEES |
|
|
|
|
|
| 1 Permanent (D) |
1,694 |
1,613 |
95.22 |
81 |
4.78 |
| 2 Other than Permanent (E) |
13 |
12 |
92.31 |
1 |
7.69 |
| 3 Total Employees (D+E) |
1,707 |
1,625 |
95.20 |
82 |
4.80 |
WORKERS |
|
|
|
|
|
| 4 Permanent (F) |
16,928 |
13,979 |
82.58 |
2,949 |
17.42 |
| 5 Other than Permanent (G) |
1,543 |
1,305 |
84.58 |
238 |
15.42 |
| 6 Total Workers (F+ G) |
18,471 |
15,284 |
82.75 |
3,187 |
17.25 |
b. Differently abled Employees and workers:
|
|
Male |
|
Female |
Sr. No. Particulars |
Total (A) |
No. (B) |
% (B /A) |
No. (C) |
% (C /A) |
DIFFERENTLY ABLED EMPLOYEES |
|
|
|
|
|
| 1 Permanent (D) |
1 |
1 |
100.00 |
0 |
0.00 |
| 2 Other than Permanent (E) |
0 |
0 |
0.00 |
0 |
0.00 |
| 3 Total Differently abled |
1 |
1 |
100.00 |
0 |
0.00 |
Employees (D+E) |
|
|
|
|
|
DIFFERENTLY ABLED WORKERS |
|
|
|
|
|
| 4 Permanent (F) |
0 |
0 |
0.00 |
0 |
0.00 |
| 5 Other than Permanent (G) |
0 |
0 |
0.00 |
0 |
0.00 |
| 6 Total differently abled |
0 |
0 |
0.00 |
0 |
0.00 |
Workers (F+ G) |
|
|
|
|
|
21. Participation/Inclusion/Representation of women
|
|
No. and percentage of Females |
|
Total (A) |
No. (B) |
% (B / A) |
| Board of Directors |
10 |
1 |
10 |
Key Management Personnel
(other than BOD) |
2 |
0 |
0 |
| Other Employees |
1,707 |
82 |
4.80 |
| Workers |
18,471 |
3,187 |
17.25 |
22. Turnover rate for permanent employees and workers (Disclose trend
for the past 3 years)
|
FY 2023-24 |
FY 2022-23 |
FY2021-22 |
|
(Turnover rate
in Current FY) |
(Turnover rate
in previous FY) |
(Turnover rate
in the year prior to the previous FY) |
|
Male |
Female |
Total |
Male |
Female |
Total |
Male |
Female |
Total |
| Permanent |
18.72 |
12.16 |
18.42 |
16.39 |
8.93 |
16.11 |
16.68 |
18.18 |
16.72 |
| Employees |
|
|
|
|
|
|
|
|
|
| Permanent |
55.44 |
62.15 |
56.51 |
73.87 |
86.55 |
75.71 |
57.64 |
58.88 |
57.81 |
| Workers |
|
|
|
|
|
|
|
|
|
V. Holding, Subsidiary and Associate Companies (including joint
ventures)
23. (a) Names of holding / subsidiary / associate companies / joint
ventures
Sr. No. Name of the
holding/ subsidiary / associate companies / joint ventures (A) |
Indicate whether holding/
Subsidiary/ Associate/ Joint Venture |
% Of shares held by
listed entity |
Does the entity indicated
at column A, participate in the Business Responsibility initiatives of the listed entity?
(Yes/No) |
| 1 Bhilwara Energy Limited* |
Associate |
7.56 |
No |
| 2 LNJ Skills & Rozgar Private Limited |
Associate |
47.30 |
No |
| 3 BG Wind Power Limited |
Subsidiary |
100 |
No |
*As of March 31st, 2024, Bhilwara Energy Limited is no
longer our associate company.
VI. CSR Details
24. Whether CSR is applicable as per section 135 of Companies Act,2013:
(Yes/No)- Yes
Particulars |
Amount in D Crore |
| Turnover |
4,057.20 |
| Net worth |
1,309.29 |
VII. Transparency and Disclosures Compliances
25. Complaints/Grievances on any of the principles (Principles 1 to 9)
under the National Guidelines on Responsible Business Conduct:
|
|
|
FY 2023-24 |
|
FY 2022-23 |
Stakeholder group from
whom complaint is received |
Grievance Redressal
Mechanism in Place (Yes/No) (If yes, then provide web-link for grievance redress policy) |
Number of com- plaints
filed during the year |
Number of com- plaints
pending resolution at close of the year |
Remarks |
Number of com- plaints
filed during the year |
Number of com- plaints
pending resolution at close of the year |
Remarks |
Communities |
Yes, Our Corporate Finance
Department is regularly keeping track over the complaints of communities to resolve them
on real time basis. Web link- info.rswm@ lnjbhilwara.com |
0 |
0 |
- |
0 |
0 |
RSWML's Corporate Social
Responsibility (CSR) initiatives are focused on enhancing quality of life and livelihoods
in key priority areas. |
Investors (Others than
Shareholders) |
Yes, the Company has created
a dedicated email id: rswm.investor@ lnjbhilwara.com where the members can send their
grievances and the same are addressed promptly. |
0 |
0 |
- |
0 |
0 |
The RSWML always follows
ethical practices and strong governance, making sure to share information openly and
clearly. We focus on showing how well our business is doing, our profits and how our
company's value may grow over time. |
|
|
|
|
|
|
|
We regularly talk to
investors to understand what they need and quickly take actions to meet those needs. |
Shareholders |
Yes, we have a separate
department. "Secretarial Department" to look over the grievances of shareholders
and resolve them on real time basis. Web link- rswm.investor@ lnjbhilwara.com |
55 |
0 |
- |
74 |
0 |
Frequent meetings and
discussions assist us in comprehending the concerns of our shareholders and promptly
taking necessary actions as needed. |
|
|
|
FY 2023-24 |
|
|
FY 2022-23 |
Stakeholder group from
whom complaint is received |
Grievance Redressal
Mechanism in Place (Yes/No) (If yes, then provide web-link for grievance redress policy) |
Number of com- plaints
filed during the year |
Number of com- plaints
pending resolution at close of the year |
Remarks |
Number of com- plaints
filed during the year |
Number of com- plaints
pending resolution at close of the year |
Remarks |
Employees and Workers |
Yes, Company is having
detailed HR Policy covering different areas including grievance redressal mechanism for
employees and workers. |
|
|
- |
38 |
14 |
Enhancing productivity,
fostering training, facilitating learning and development, promoting career growth,
cultivating a positive work environment and nurturing a strong organizational culture are
key priorities. Regular engagement between senior management and employees at their
respective units plays a crucial role in empowering them to voice their concerns openly. |
Customers |
Yes, Company has sales
policy and standard operating procedure in place to resolve the grievances of its
customers and ensure best level of customer satisfaction. Web link- https://cms.
lnjbhilwara.com/ Complaint/ |
1,068 |
331 |
Quality related complaints |
805 |
105 |
We make sure to solve
problems quickly, understand what people want and how things are changing, share
information about the market and technology and offer solutions that include online
meetings with customers. Even our top managers, including the Joint Managing Director
(JMD), join in these virtual meetings to connect with customers. |
Value Chain Partners |
Yes, we have constituted a
separate department "Corporate Commercial Department" &"Corporate
Finance Department" to look over the grievances and resolve them on real time basis.
Web link- info.rswm@ lnjbhilwara.com |
0 |
0 |
- |
0 |
0 |
RSWML is dedicated to
supporting its partners in the value chain in a sustainable and financially advantageous
way. We regularly communicate with our partners about business matters, quality
enhancements and future plans to ensure mutual success. |
The Company is committed to upholding fairness, transparency and the
highest ethical standards in pursuing its business objectives. We encourage all
stakeholders to voice their concerns openly and ensure their protection. Despite receiving
feedback and complaints from shareholders and customers in recent years, RSWML remains
dedicated to prioritizing customer needs. Through established procedures, we efficiently
address and resolve grievances, fostering mutual benefits for all parties involved.
26. Overview of the entity's material responsible business conduct
issues
Material responsible business conduct and sustainability issues
pertaining to environmental and social matters that present a risk or an opportunity to
your business, rationale for identifying the same, approach to adapt or mitigate the risk
along-with its financial implications:
Sr. No. Material
Issue Identified |
Indicate whether Risk or
Opportunity (R/O) |
Rationale for identifying
the risk/ opportunity |
In case of risk, approach
to adapt or mitigate |
Financial implications of
the risk or opportunity (Indicate positive or negative) |
1 Non-compliance with defined
EHS norms |
Risk |
1. Non-compliance with
defined EHS norms & guidelines as prescribed Factory rules and Environmental Standards
such as Environment (Protection) Act, 1986; The Air (Prevention and Control of Pollution)
Act, 1981; The Water (Prevention and Control of Pollution) Act, 1974, Rajasthan Factories
Rules, 1951 and monitoring thereof. These may include workplace safety. practices, work
zone emissions - e.g. Sulphur emissions, hazardous air including particulate. matters,
oxides of Nitrogen (NOx) & untreated water discharge. |
The company's risk
mitigation strategy includes strict adherence to legal frameworks, continuous monitoring
of workplace safety practices and emissions control as per Environment Protection Acts and
Factory Rules. It demonstrates environmental commitment through advanced water treatment,
zero discharge policies via ETP and RO and sustainable product practices like polyester
recycling. Additionally, robust hazardous waste management ensures operational integrity
without disruptions. |
Negative implications |
| 2 Absence of defined and up to date EHS
Governance Framework including policies, guidelines, standards and procedures, EHS
organization structure with defined roles & responsibilities. |
Risk |
1. Based on the instances of accidents or
near misses during the period attributed to EHS factors, the identified incidents and
their attributed causes underscore the critical need for a robust EHS Governance Framework
encompassing policies, guidelines, standards, procedures and a well- defined
organizational structure with clear roles and responsibilities. Implementing such a
framework can help mitigate risks, improve safety culture and ensure compliance with legal
and ethical standards. |
The company's risk mitigation strategy
for EHS-related incidents includes: Maintaining ISO 9001:2008 and ISO 14001:2004
certifications for quality and environmental standards compliance. Establishing robust
governance policies overseen by senior management, ensuring clear roles and
responsibilities. Having adequate insurance coverage to mitigate financial risks
associated with EHS incidents. These measures enhance the company's EHS governance,
improve safety culture and ensure legal and ethical compliance, thereby reducing risks
from accidents or near misses. |
Negative implications |
| 3 Lack of plan to develop alternate
sources of Procurement/ energy. |
Risk |
1. Identifying the lack of a plan to
develop alternate sources of procurement/ energy as a risk highlights the importance of
strategic planning, resilience, cost management, regulatory compliance and sustainable
business practices for the Company's long-term success and competitiveness. |
The Company has long term plans to
develop/ procure alternate sources of energy such as Wind Power and Solar energy. Energy
conservation measures are also adopted. Alternative sources of power are always explored.
Presently Company has 32 MW of Solar Power capacity and sourcing capacity of 40 MW of Wind
Power from LNJPVL and BG Wind Power Limited |
Negative implications |
SECTION B: MANAGEMENT AND PROCESS DISCLOSURES
This section is aimed at helping businesses demonstrate the structures,
policies and processes put in place towards adopting the NGRBC Principles and Core
Elements.
Disclosure |
P |
P |
P |
P |
P |
P |
P |
P |
P |
Questions |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
Policy and management processes |
|
|
|
|
|
|
|
|
|
1. a. Whether your
entity's policy/ policies cover each principle and its core elements of the NGRBCs.
(Yes/No) |
Yes |
Yes |
Yes |
Yes |
Yes |
Yes |
Yes |
Yes |
Yes |
b. Has the policy been
approved by the Board? (Yes/ No) |
Yes |
Yes |
Yes |
Yes |
Yes |
Yes |
Yes |
Yes |
Yes |
c. Web Link of the Policies,
if available Determination of Materiality of Events Policy Material Subsidiary Policy |
https://rswm.in/wp-
content/uploads/2024/02/ Determination-of- Materiality-of-Events- Policy.pdf
https://rswm.in/ pdf/policy/Material_ Subsidary_Policy.pdf |
|
|
|
|
|
|
|
|
Nomination And Remuneration
Policy |
https://rswm.in/pdf/
policy/Nomination_and_ Remuneration_Policy.pdf |
|
|
|
|
|
|
|
|
Related Party Transactions
Policy |
https://rswm.in/pdf/
policy/Related_Party_ Transaction_Policy.pdf |
|
|
|
|
|
|
|
|
Whistle Blower Policy / Vigil
Mechanism Policy |
https://rswm.in/pdf/
policy/Whistle_Blower_ Policy.pdf |
|
|
|
|
|
|
|
|
Dividend Distribution Policy
Corporate Social Responsibility Policy |
https://rswm.in/pdf/
policy/Dividend_ Distribution_Policy.pdf |
|
|
|
|
|
|
|
|
| Product Quality Control policy |
|
https://rswm.in/pdf/od/RSWM_Economic_Environment_and_
Social_Policy.PDFn |
https://rswm.in/pdf/od/Sexual_Harrasment_Policy.pdf |
https://rswm.in/pdf/policy/Dividend_Distribution_Policy.pdf |
https://rswm.in/pdf/od/Sexual_Harrasment_Policy.pdf |
https://rswm.in/wp-content/uploads/2020/04/RSWM_
sustainability.pdf |
https://rswm.in/pdf/policy/Dividend_Distribution_Policy.pdf |
https://rswm.in/wp-content/uploads/2022/05/RSWM-CSR-
Policy.pdf |
https://apps.lnjbhilwara.com/qms/index.pdf |
2. Whether the entity has
translated the policy into procedures. (Yes / No) |
RSWML is
dedicated to adhering to established policies in all its operations. Top- level management
has disseminated relevant policies throughout all units and departments, ensuring that
tasks are executed in alignment with the entity's |
|
|
procedures. RSWML's commitment
to translating policy into procedures underscores |
|
its adherence to compliance,
accountability and responsible business practices. This |
|
dedication fosters a culture of
integrity and excellence within the organization. |
|
| 3. Do the enlisted policies extend |
RSWML consistently promotes
ecological and social responsibility throughout its |
| to your value chain partners? |
value chain. Operating with
sustainability in mind, the Company adheres to stringent |
| (Yes/No) |
policies and procedures to
ensure its business practices benefit society and the |
|
|
environment. While these
policies currently apply to the Company independently, |
|
RSWML is actively engaging its
partners in the value chain to collaborate towards |
|
environmental and social
progress. |
|
|
|
|
|
|
|
Disclosure |
P P P P P P P P |
P |
Questions |
1 2 3 4 5 6 7 8 |
9 |
| 4. Name of the national |
|
|
| and international codes/ |
|
|
| certifications/labels/ standards |
|
|
| (e.g., Forest Stewardship |
ISO14001:2015 |
|
| Council, Fairtrade, Rainforest |
& |
|
| Alliance, Trustea) standards |
ISO9001:2015 |
|
| (e.g., SA 8000, OHSAS, ISO, |
|
|
| BIS) adopted by your entity and |
|
|
| mapped to each principle. |
ISO 9001:2015 ISO 45001-2018 ISO
14001:2015 SA 8000:2014 Global Recycled Standard (GRS) - Version 4.0 - ISO 14001:2015
& SA 8000:2014 |
|
| 5. Specific commitments, goals |
RSWML is committed to enhancing
both the environment and society. |
|
| and targets set by the entity |
Our dedication extends beyond
legal requirements to include integrating |
|
| with defined timelines, if any. |
environmentally sound practices
into all business decisions. Guided by |
|
|
environmental principles, we
prioritize considering the environment in every aspect |
|
of our operations. The Company
is transitioning its energy sources from coal to |
|
|
biofuel, with a goal to convert
all six boilers at its plants by the end of 2025. |
|
| 6. Performance of the entity |
The Company is dedicated to
fostering sustainability and social responsibility, |
|
| against the specific |
operating with a clear purpose.
Progressing well on Environmental, Social and |
|
| commitments, goals and |
Corporate Governance fronts,
the Company is transitioning its energy sources from |
| targets along-with reasons in |
coal to biofuel, with a goal to
convert all six boilers at its plants by the end of 2025. |
| case the same are not met. |
Currently, half of these boilers
operate on biofuel. We undertake various projects |
|
|
across our locations and value
chain to align with sustainability goals. We focus |
|
|
on reducing carbon footprints,
water consumption and energy usage, investing in |
|
|
energy-efficient products and
processes. Our commitment extends to employee |
|
|
health, supporting
underprivileged communities through CSR initiatives. We |
|
|
prioritize environmental
sustainability through efficient water management, energy |
|
conservation and waste
management. Effluent and sewage treatment plants ensure |
|
responsible water usage, while
efforts to minimize energy consumption are ongoing. |
|
Addressing the plastic pollution
crisis, we've invested in a green fiber unit that |
|
|
processes waste plastic bottles
into yarn, endorsed by global brands for its quality |
|
|
and eco-friendly usage. |
|
Governance, leadership and oversight
7. Statement by director responsible for the business
responsibility report, highlighting ESG related challenges, targets and achievements:
W e recognize the critical importance of sustainable business practices
and their impact on our environment, society long-term success. As a responsible leader in
the textile industry, we are committed to promoting sustainability across all aspects of
our operations.
We manufacture polyester staple fiber from PET bottles, yarn from
recycled polyester staple fiber and fabric from this yarn, emphasizing resource
conservation and waste reduction. Our processes save water in dyeing & processing and
we comply with environmental regulations to protect our planet.
Using recycled polyester over virgin polyester reduces bottles in
landfills, minimizes contamination and mitigates air and water pollution. We recognize the
crucial role of recycled materials in creating a more sustainable textile industry.
RSWML has been investing in environmental preservation for nearly six
decades, making our campuses among the cleanest and greenest in India. Our sustainability
initiatives are not just about compliance but are deeply rooted in our core values.
Our goal is to create a circular economy where materials are recycled,
waste is minimized and ethical sourcing practices are upheld. We prioritize fair labor
practices and sustainable sourcing throughout our supply chain.
We engage with stakeholders, including customers, suppliers, employees
and regulators, in transparent dialogues to drive innovation and address challenges
collectively. Our commitment to sustainability extends beyond legal requirements; it is a
shared responsibility.
Strategic Priorities for Sustainability:
Short-term Priorities: Implementing sustainable sourcing,
minimizing waste and reducing water consumption are immediate focus areas. We are
investing in technologies and processes to achieve these goals.
Medium-term Priorities: Our Ignite 2026 initiative symbolizes our
vision for innovation, collaboration and sustainable growth. We are adopting circular
economy principles, reducing carbon emissions and enhancing supply chain transparency to
align with broader industry trends.
Broader Trends Influencing Sustainability: Climate change, resource
depletion, circular economy principles, consumer demand for sustainable products and
evolving regulations are shaping our sustainability priorities and strategies.
Commitment to Compliance and Excellence: We uphold high standards
of quality, environmental responsibility, health & safety practices and compliance
with legal requirements. Our continual improvement efforts and cost-cutting initiatives
ensure efficiency and excellence across our operations.
At RSWM Ltd., our directorial responsibility encompasses driving
sustainability, fostering growth and building resilience. We believe that by prioritizing
sustainability today, we secure a brighter and more prosperous future for generations to
come.
| 8. Details of the highest
authority responsible for the Business implementation and oversight of Responsibility
policy. |
Name Mr. Avinash Bhargava
(CFO)Telephone +91-1483-223144 to 223150, 223478 Email ID cfo.rswm@lnjbhilwara.com |
| 9.Does the entity have a
specified Committee of the Board/ Director responsible for decision making on
sustainability related issues? (Yes / No). If yes, provide details. |
Yes, the Company has
constituted the Risk Management Committee (RMC) of the board which oversees the
sustainability related issues. RMC meets at least twice in a financial year to discuss and
review business responsibility and sustainability related issues. |
Risk Management Committee
Sr. No. NAME |
DESIGNATION |
DIN |
| 1 Shri Riju Jhunjhunwala |
Chairman |
00061060 |
| 2 Dr. Kamal Gupta |
Member |
00038490 |
| 3 Shri Amar Nath Choudhary |
Member |
00587814 |
10. Details of Review of NGRBCs by the Company:
Subjects for Review |
Indicate
whether review was undertaken by Director / Committee of the Board/Any other
Committee |
Frequency (Annually/
Half yearly/ Quarterly/ Any other – please specify) |
|
P |
P |
P |
P |
P |
P |
P |
P |
P |
P |
P |
P |
P |
P |
P |
P |
P |
P |
|
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
Performance against above
policies and follow up action |
The Company
conducts routine audits and assessments to ensure compliance with its policies and
procedures across all units and offices. These evaluations are carried out internally. |
RSWM Ltd.
conducts thorough quarterly reviews of its performance, progress and objectives. |
Subjects for Review |
Indicate
whether review was undertaken by Director / Committee of the Board/Any other
Committee |
Frequency (Annually/
Half yearly/ Quarterly/ Any other – please specify) |
|
P 1 |
P 2 |
P 3 |
P 4 |
P 5 |
P 6 |
P 7 |
P 8 |
P 9 |
P 1 |
P 2 |
P 3 |
P 4 |
P 5 |
P 6 |
P 7 |
P 8 |
P 9 |
Compliance with statutory
requirements of relevance to the principles and rectification of any non- compliances |
RSWML diligently
ensures compliance with all statutory requirements and promptly addresses any identified
non- compliance. To achieve this, the Company has implemented various controls and checks
in its daily operations to prevent non-compliance issues from arising. |
Taken care on
Day-to-Day basis. Also, an independent agency has been engaged to ensure compliances
through compliance management system. |
11. Has the entity carried
out independent assessment/ evaluation of the working of its |
P 1 |
P 2 |
P 3 |
P 4 |
P 5 |
P 6 |
P 7 |
P 8 |
P 9 |
policies by an external
agency? (Yes/No). If yes, provide name of the agency. |
RSWML is having
mechanism of renewal of policies wherever required as per changing requirements of
internal and external factors affecting the entity. Operation of policies has been
regularly assessed through Internal audits. |
12. If answer to question (1) above is "No" i.e., not all
Principles are covered by a policy, reasons to be stated:
Questions |
P 1 |
P 2 |
P 3 |
P 4 |
P 5 |
P 6 |
P 7 |
P 8 |
P 9 |
The entity does not consider
the principles material to its business (Yes/No) |
|
|
|
|
|
|
|
|
|
The entity is not at a stage
where it is in a position to formulate and implement the policies on specified principles
(Yes/No) |
|
|
|
|
|
|
|
|
|
The entity does not have the
financial or/human and technical resources available for the task (Yes/No) It is planned
to be done in the next financial year. (Yes/No) |
|
|
|
|
N/A |
|
|
|
|
| Any other reason (please specify) |
|
|
|
|
|
|
|
|
|
SECTION C: PRINCIPLE WISE PERFORMANCE DISCLOSURE
PRINCIPLE 1 Businesses should conduct and govern themselves with
integrity and in a manner that is Ethical, Transparent and Accountable Essential
Indicators- Importance to Investors:
Overview / Objective: It illuminates entity values & a
commitment to high standards of ethical conduct. Demonstrating a "good faith
effort" to prevent illegal acts may reduce the financial risks associated with
government fines for ethical misconduct. This principle is aligned with SDG 16- Peace,
Justice and Strong Institutions.
1. Percentage coverage by training and awareness programs on any
of the principles during the year
Overview / Objective: This provides a glimpse into how our company
integrates its policy with pledges for ethical business practices, which encompass a
dedication to upholding human rights, across all facets of its operations. It also
guarantees that all individuals within the Company are informed about these policies and
uphold the principles of human rights.
Segment |
Total Number of training
and awareness programs held |
Topics / principles
covered under the training and its impact |
% of person in respective
category covered by the awareness programs |
| Board of |
0 |
- |
0 |
| Directors |
|
|
|
| Key Managerial |
7 |
1. ESG Strategy & Implementation |
100% |
| Personnel |
|
2. BRSR Compliance |
|
|
|
3. Non-Financial Control Implementation |
|
| Employees other |
159 |
1. Learning for Leap |
>90% |
than BOD and KMPs |
|
2. Training on Prevention,
Prohibition &redressal against Sexual Harassment of Women |
|
|
|
3. Mock drill |
|
|
|
4. Training ISO45001:2018 |
|
|
|
5. Career Planning |
|
|
|
6. Knowledge of Hazardous Waste (MSDS) |
|
|
|
7. Stress Management and many more. |
|
| Workers |
797 |
1. Awareness about IMS (Systems & Hazards
Identified) |
>80% |
|
|
2. SA-8000:2014 & Risk
Assessment 'S' H.K./Kaizen EnMs- 50001:2018 |
|
|
|
3. Electrical Safety |
|
|
|
4. Teamwork /Motivation Bad Habits
(Anti-Tobacco) |
|
|
|
5. Chemical Handling and many more. |
|
2. Details of fines /penalties /punishment/ award/ compounding
fees/ settlement amount paid in proceedings (by the entity or by directors / KMPs) with
regulators/ law enforcement agencies/ judicial institutions, in the financial year, in the
following format (Note: the entity shall make disclosures on the basis of materiality as
specified in Regulation 30 of SEBI (Listing Obligations and Disclosure Obligations)
Regulations, 2015 and as disclosed on the entity's website):
Overview / Objective: This gives insight into the ability of
management to ensure that our company conforms to certain performance parameters and to
enable stakeholders to evaluate the efficacy & scope of enterprise risk management.
|
|
Monetary |
|
|
|
|
NGRBC Principle |
Name of the regulatory/
enforcement agencies/ judicial institutions |
Amount (in INR) |
Brief of the Case |
Has an appeal been
preferred? (Yes/No) |
| Penalty / Fine |
- |
- |
- |
- |
- |
| Settlement |
- |
- |
- |
- |
- |
| Compounding Fee |
- |
- |
- |
- |
- |
|
|
Non-Monetary |
|
|
NGRBC Principle |
Name of the regulatory/
enforcement agencies/ judicial institutions |
Brief of the case |
Has an appeal been
preferred? (Yes/No) |
| Imprisonment |
- |
- |
- |
- |
| Punishment |
- |
- |
- |
- |
3. Of the instances disclosed in Question 2 above, details of
the Appeal/ Revision preferred in cases where monetary or non-monetary action has been
appealed.
Overview / Objective: This gives insight into the ability of
management to ensure that the organization conforms to certain performance parameters and
to enable stakeholders to evaluate the efficacy & scope of enterprise risk management.
Case Details |
Name of the regulatory/ enforcement
agencies/ judicial institutions |
| - |
- |
4. Does the entity have an anti-corruption or anti-bribery
policy? If yes, provide details in brief and if available, provide a web-link to the
policy.
Overview / Objective: It enables the stakeholders to know about the
Company's compliance with the applicable laws relating to bribery and corruption &
illuminates company values & a commitment towards high standards of ethical conduct.
RSWML is committed to providing regular training and awareness programs
on anti-corruption and bribery to all employees, officers, contractors, agents and other
representatives. RSWML is dedicated to maintaining the highest standards of integrity and
ethical conduct in all aspects of its operations. All employees, officers, directors,
contractors, agents and other representatives are expected to comply with this
Anti-Corruption Policy and take proactive measures to prevent corruption in all forms.
Being a responsible organization, RSWML has proactively taken measures
in combating bribery and corruption. As an additional pillar to support the existing
governance mechanism, it has consciously worked towards establishing a robust Anti-Bribery
Management System (ABMS).
Requirements and guidance to achieve these goals were already available
in some form, albeit in different documents. Mainly our HR policy has detailed description
over this to prevent or detect and correct such matters. The Company has also implemented
a compliance management system developed through an independent agency to prevent
non-compliance of policies in place and to prevent any unethical practices.
5. Number of Directors/KMPs/employees/workers against whom
disciplinary action was taken by any law enforcement agency for the charges of bribery/
corruption:
Overview / Objective: It enables the stakeholders to know about
the Company's compliance with the applicable laws relating to bribery & corruption
& illuminates company values & a commitment towards high standards of ethical
conduct.
|
FY 2023-24 |
FY 2022-23 |
|
(Current Financial Year) |
(Previous Financial Year) |
| Directors |
- |
- |
| KMPs |
- |
- |
| Employees |
- |
- |
| Workers |
- |
- |
In addition to the Code of Conduct, RSWML has implemented internal
checks and controls to monitor compliance and mitigate risks. These internal checks may
include regular audits, reviews and assessments to ensure adherence to policies,
procedures and applicable laws and regulations. RSWML also maintains channels for
employees and stakeholders to report any suspected violations or concerns through
whistleblowing mechanisms, which are treated with confidentiality and without fear of
retaliation.
Companies' robust code of conduct and internal check and controls
help in avoiding any of such instances. Ethical business practices and high governance
standards have been the bedrock of our business policies and practices. Efficient conduct
of the business of the Company through complete transparency in discharging its corporate
responsibilities and accurate accountability thereof has resulted in sustained business
excellence and delivering value to all our stakeholders.
6. Details of complaints with regard to conflict of interest:
Overview / Objective: It allows stakeholders to assess the entity's
adherence to relevant laws concerning bribery and corruption, shedding light on the
entity's values and dedication to upholding elevated standards of ethical behaviour.
RSWML remains steadfast in cultivating a culture of transparency,
fairness and ethical conduct. We urge all employees and stakeholders to report any
potential conflicts of interest, thereby ensuring that our business operations uphold the
utmost integrity and comply with all pertinent laws and regulations.
|
FY 2023-24 |
FY 2022-23 |
|
(Current Financial Year) |
(Previous Financial Year) |
|
Number |
Remarks |
Number |
Remarks |
Number of complaints related
to issues of Interest of the Directors |
- |
- |
- |
- |
Number of complaints related
to issues of Interest of the KMPs |
- |
- |
- |
- |
7. Provide details of any corrective action taken or underway on
issues related to fines/ penalties/ action taken by regulators/ law enforcement agencies/
judicial institutions, on cases of corruption and conflicts of interest.
Overview / Objective: It enables the stakeholders to know about the
entity's compliance with the applicable laws relating to bribery & corruption &
illuminates entity values & a commitment towards high standards of ethical conduct.
Not applicable, as the Company has not undergone any such instances.
8. Number of days of accounts payables ((Accounts payable *365)
/ Cost of goods/services procured) in the following format:
|
FY 2023-24 |
FY 2022-23 |
|
(Current Financial Year) |
(Previous Financial Year) |
| Number of days of accounts payables |
26 |
19 |
9. Open-ness of business- Provide details of concentration of
purchases and sales with trading houses, dealers and related parties along-with loans and
advances & investments, with related parties, in the following format:
|
|
FY 2023-24 |
FY 2022-23 |
Parameter |
Metrics |
(Current Financial Year) |
(Previous Financial Year) |
Concentration of Purchases |
a. Purchases from trading
houses as % of total purchases |
42.13% |
38.87% |
|
b. Number of trading houses
where purchases are made from |
1,467 |
1,483 |
|
c. Purchases from top 10
trading houses as % of total purchases from trading houses |
21.45% |
18.40% |
| Concentration of Sales |
a. Sales to dealers / distributors as % of
total sales |
7.50% |
3.97% |
|
b. Number of dealers /
distributors to whom sales are made |
109 |
73 |
|
c. Sales to top 10 dealers /
distributors as % of total sales to dealers / distributors |
44.85% |
57.62% |
Share of RPTs in |
a. Purchases (Purchases with
related parties / Total Purchases) |
1.06% |
1.28% |
|
b. Sales (Sales to related parties / Total
Sales) |
0.64% |
1.32% |
|
c. Investments (Investments in
related parties / Total Investments made) |
4.47% |
- |
|
d. Loans & advances (Loans
& advances given to related parties / Total loans & advances) |
- |
- |
LEADERSHIP INDICATORS (GOOD GOVERNANCE)
1. Does the entity have processes in place to avoid/ manage
conflict of interests involving members of the
Board? (Yes/No) If yes, provide details of the same.
Y es, RSWML's Code of Conduct aims at maintaining highest
standards of business conduct in line with the Ethics the Company, it provides guidance in
difficult situations involving conflict of interest & moral dilemma and ensures
compliance with all applicable laws. It extends to all directors and senior employees of
the Company. They are mandated to read and understand this code and agree to abide by it.
The Directors and Senior Management uphold strict measures to prevent
'conflicts of interest' with the Company. Should a conflict of interest arise, Senior
Management personnel are required to disclose all relevant facts and circumstances to the
Managing Director and obtain prior written approval. Similarly, should a conflict of
interest arise for the Managing Director, full disclosure should be made to the Chairman
of the Board. The Chairman and any Director facing similar circumstances should disclose
fully to the Board. The Code of Conduct is accessible on the Company's website.
Weblink for company's code of conduct is: -
https://www.rswm.in/investors/code-of-conduct/
PRINCIPLE 2 Businesses should provide goods and services in a manner
that is sustainable and safe.
Overview / Objective: This encompasses an organization's backing of
local suppliers or those owned by vulnerable groups, along with an examination of how the
organization's procurement practices, such as lead times provided to suppliers or
negotiated purchasing prices, can potentially generate negative impacts within the supply
chain or the environment. This principle aligns with several Sustainable Development Goals
(SDGs), including Goal 2: Zero Hunger, Goal 3: Good Health and Well-being, Goal 5: Gender
Equality, Goal 6: Clean Water and Sanitation, Goal 7: Affordable and Clean Energy, Goal 8:
Decent Work and Economic Growth, Goal 9: Industry, Innovation and Infrastructure, Goal 10:
Reduced Inequality, Goal 11: Sustainable Cities and Communities, Goal 12: Responsible
Consumption and Production, Goal 13: Climate Action, Goal 14: Life Below Water, Goal 15:
Life on Land and Goal 16: Peace, Justice and Strong Institutions.
ESSENTIAL INDICATORS – IMPORTANCE TO INVESTORS
1. Percentage of R&D and capital expenditure (capex)
investments in specific technologies to improve the environmental and social impacts of
product and processes to total R&D and capex investments made by the entity,
respectively.
Overview / Objective: Measuring expenditure on R&D on
specific technologies to improve the environmental and social impacts: Casts light on
major technological shifts & technological advantages, which also demonstrates how the
entity has been focusing on mitigating its adverse environmental & social impact.
|
FY 2023-24 |
FY 2022-23 |
|
|
(Current Financial Year) |
(Previous Financial Year) |
Details of Improvements
in Environmental and social impacts |
| R&D |
1.05% |
0.00% |
Testing of water and air emission |
Capex |
3.29% |
39.06% |
Expenses For ETP Handling,
improvement of ground water level and energy conservation |
Low carbon footprint, truly sustainable, green, internationally
patented technology (USA, Europe & India) developed after years of R&D, tested to
perfection in technical collaboration with IIT Delhi (Indian Institute of Technology,
Delhi).
2. a. Does the entity have procedures in place for sustainable
sourcing? (Yes/No)
Overview / Objective: By actively managing sustainable sourcing,
companies act in their own interests, the interests of their stakeholders & the
interests of society at large.
The Company does not have specific procedures in place for sustainable
sourcing. However, company sources its raw materials from environment respecting vendors
for its man-made and natural fiber requirements. Man-made fiber is sourced from reputed
corporates that are environmentally conscious and compliant with global environment
standards. For natural fiber, the Company sources its requirements from mandis at fair
market prices. Furthermore, the Company assists cotton growers to enhance their farm
output.
b. If yes, what percentage of inputs were sourced sustainably?
RSWML sources approximately 99.99% of its fiber (other than cotton)
from vendors who are certified to be compliant with social, environmental standards such
as SA 8000, ISO 14001 etc.
3. Describe the processes in place to safely reclaim your
products for reusing, recycling and disposing at the end of life, for (a) Plastics
(including packaging) (b) E-waste (c) Hazardous waste and (d) other waste.
Overview / Objective: Reclaiming involves the collection of products
and their packaging materials at the end of their lifespan for reuse, recycling, or safe
disposal. These items may be collected by the organization itself or by a third-party
contractor.
For instance, in our textile production, typically disposable items are
being repurposed. We are reusing fibers and transforming them into recycled denim fabrics.
With respect to other waste generated, RSWML is following the practice
of selling all waste generated to renowned buyers of such waste and after complying with
all regulations, the buyer will reuse the waste as per their individual requirement.
4. Whether Extended Producer Responsibility (EPR) is applicable
to the entity's activities (Yes/ No). If yes, whether the waste collection plan is in
line with the Extended Producer Responsibility (EPR) plan submitted to Pollution Control
Boards? If not, provide steps taken to address the same.
Overview / Objective: "Extended Producer
Responsibility" means the responsibility of a producer for environmentally sound
management of product until the end of its life. The Uniform Framework for Extended
Producers Responsibility issued by Ministry of Environment, Forest & Climate Change
places responsibility on producers, importers & brand owners to establish a system for
collecting back the plastic waste generated due to their products & submit a plan for
such collection with the relevant Pollution Control Board(s)
The Company sold all its E-waste to environmentally reputed vendors, to
ensure safe disposal of E-waste generated. The Company is also having set norms related to
E-waste and other hazardous waste to ensure that their disposal will result in
environmental degradation. Extended Producer Responsibility is applicable to the company
and application for EPR Authorization has been submitted on 12th October 2023.
As on March 31, 2024, EPR authorization is still in process and targets has not been
assigned to the company.
LEADERSHIP INDICATORS (GOOD GOVERNANCE)
1. Percentage of recycled or reused input material to total
material used in production (for manufacturing industry) or providing services (for
service industry).
Overview / Objective: This can predict the possible overloading on
current waste management facility capacities & provide decision support for designing
strategies to approach resource sustainability.
Recycled or re-used input material to total material Indicate input
material FY 2023-24 FY 2022-23 Current Financial Year Previous Financial Year
Recycled Polyester Fiber (In Spinning) 31.42% 24.43% Plastic Pet
Bottles (In Recycled fiber 100.00% 100.00% manufacturing)
PRINCIPLE 3 Businesses should respect and promote the well-being of all
employees, including those in their value chains.
ESSENTIAL INDICATORS – IMPORTANCE TO INVESTORS
Objective - This Principle encompasses all policies & practices of
an organization relating to the well-being of all employees or its value chain partners,
without discrimination & in an inclusive manner. The principle recognizes that an
employee's well-being includes his/her family's well-being & a positive work
environment. This principle is aligned with SDG GOAL 1: No Poverty, GOAL 2: Zero Hunger,
GOAL 3: Good Health and Well-being, GOAL 4: Quality Education, GOAL 5: Gender Equality,
GOAL 8: Decent Work and Economic Growth, GOAL 10: Reduced Inequality, GOAL 11: Sustainable
Cities and Communities and GOAL 16: Peace, Justice and Strong Institutions.
1. (a). Details of measures for the well-being of employees:
Overview / Objective: This disclosure provides an understanding
of the organization's commitment to its employees and workers by outlining the types and
extent of benefits it provides. The quality of these benefits significantly impacts the
organization's attrition rate. Policies such as gender-neutral maternity and paternity
leave contribute to the recruitment and retention of qualified employees. Providing health
and accidental insurance, as well as daycare facilities, promotes and ensures the mental
well-being of employees and their families.
|
|
|
|
% of employees covered by |
|
|
|
|
Category |
Total |
Health
Insurance |
Accident
Insurance |
Maternity
Benefits |
Paternity
Benefits |
Day Care
Facilities |
|
(A) |
Number (B) |
% (B/A) |
Number (C) |
% (C/A) |
Number (D) |
% (D/A) |
Number (E) |
% (E/A) |
Number (F) |
% (F/A) |
Permanent Employees |
|
|
|
|
|
|
|
|
|
| Male |
1,613 |
1,613 |
100 |
1,613 |
100 |
0 |
0.00 |
0 |
0.00 |
1,613 |
100 |
| Female |
81 |
81 |
100 |
81 |
100 |
81 |
100 |
0 |
0.00 |
81 |
100 |
Total |
1,694 |
1,694 |
100 |
1,694 |
100 |
81 |
100 |
0 |
0.00 |
1,694 |
100 |
Other than Permanent Employees |
|
|
|
|
|
|
|
|
| Male |
12 |
0 |
0.00 |
0 |
0.00 |
0 |
0.00 |
0 |
0.00 |
0 |
0.00 |
| Female |
1 |
0 |
0.00 |
0 |
0.00 |
0 |
0.00 |
0 |
0.00 |
0 |
0.00 |
Total |
13 |
0 |
0.00 |
0 |
0.00 |
0 |
0.00 |
0 |
0.00 |
0 |
0.00 |
The well-being of employees is a top priority for RSWML and we have
implemented several measures to support and promote the physical, mental and emotional
well-being of our employees.
(b). Details of measures for the well-being of workers:
|
|
|
|
|
% of workers covered by |
|
|
|
|
Category |
Total |
Health
Insurance |
Accident
Insurance |
Maternity
Benefits |
Paternity
Benefits |
Day Care
Facilities |
|
(A) |
Number (B) |
% (B/A) |
Number (C) |
% (C/A) |
Number (D) |
% (D/A) |
Number (E) |
% (E/A) |
Number (F) |
% (F/A) |
Permanent Workers |
|
|
|
|
|
|
|
|
|
| Male |
13,979 |
13,979 |
100 |
13,979 |
100 |
0 |
0.00 |
0 |
0.00 |
13,979 |
100 |
| Female |
2,949 |
2,949 |
100 |
2,949 |
100 |
2,949 |
100 |
0 |
0.00 |
2,949 |
100 |
Total |
16,928 |
16,928 |
100 |
16,928 |
100 |
2,949 |
100 |
0 |
0.00 |
16,928 |
100 |
Other than Permanent Workers |
|
|
|
|
|
|
|
|
| Male |
1,305 |
818 |
62.68 |
1,287 |
98.62 |
0 |
0 |
0 |
0.00 |
0 |
0.00 |
| Female |
238 |
142 |
59.66 |
236 |
99.15 |
238 |
100 |
0 |
0.00 |
0 |
0.00 |
Total |
1,543 |
960 |
62.21 |
1,523 |
98.70 |
238 |
100 |
0 |
0.00 |
0 |
0.00 |
The Company is committed to ensure the well-being of its workers
through comprehensive measures that promote a safe, healthy and supportive work
environment, while providing opportunities for growth.
(C) Spending on measures towards well-being of employees and workers
(including permanent and other than permanent) in the following format
|
FY 2023-24 |
FY 2022-23 |
|
Current Financial Year |
Previous Financial Year |
| Cost incurred on wellbeing measures as a % of
total revenue of the |
0.16 |
0.14 |
| Company* |
|
|
*The percentage mentioned above has been calculated from calculations
that specifically encompass expenditures on Insurance Policies and Premium Paid. Salary
expenses have been excluded from these calculations.
2. Details of retirement benefits, for Current Financial Year
and Previous Financial Year:
Overview / Objective: In the interest of employees to provide
security. Offering retirement benefits is a way to promote/ ensure the mental well-being
of the employee & their families as well as the organization's willingness to
have a long-term association with its employees & workers.
|
|
FY 2023-24 |
|
|
FY 2022-23 |
|
|
Current Financial Year |
Previous Financial Year |
Benefits |
No. of employees covered
as a % of total employees |
No. of workers covered as
a % of total workers |
Deducted and deposited
with the authority (Y/N/N.A.) |
No. of employees covered
as a % of total employees |
No. of workers covered as
a % of total workers |
Deducted and deposited
with the authority (Y/N/N.A.) |
| PF |
97.87 |
97.67 |
Yes |
97.50 |
86.48 |
Yes |
| Gratuity |
75.91 |
76.48 |
N/A |
80.35 |
73.85 |
N/A |
| ESI |
8.32 |
93.94 |
Yes |
9.72 |
82.82 |
Yes |
3. Accessibility of workplaces
Are the premises / offices of the entity accessible to differently
abled employees and workers, as per the requirements of the Rights of Persons with
Disabilities Act, 2016? If not, whether any steps are being taken by the entity in this
regard.
Overview / Objective: Accessibility encompasses both physical
and digital aspects. Physical accessibility involves features like wheelchair ramps,
braille signage and accessible restrooms, while digital accessibility ensures that
information and communication technology is usable by all and compatible with assistive
devices. This disclosure on accessibility for differently abled individuals offers
valuable insights into the organization's human capital strategy and the level of
inclusivity provided by management for certain protected employment classes.
RSWML considers its team a most valuable asset. The Company has a
culture of empowerment which values and respects individual potential and helps each one
in achieving it to the fullest. The individual is made to feel like he owns the job and
not just perform it. Also, the Company strive hard to improve the quality of work-life for
total job satisfaction and social harmony of its people.
We are dedicated to fostering an inclusive and accessible workplace
environment for all employees, including those with diverse abilities. To support this
commitment, our premises are equipped with elevators and ramps to accommodate wheelchair
users and we provide accessible restrooms at our plants.
We endeavor to design and maintain our workplaces to provide equal
opportunities and eliminate barriers for differently abled employees and workers.
4. Does the entity have an equal opportunity policy as per the
Rights of Persons with Disabilities Act, 2016? If so, provide a web-link to the policy.
Overview / Objective: Freedom from discrimination is a human right
& a fundamental right at work. Discrimination can impose unequal burdens on
individuals or deny fair opportunities on individual merit basis.
RSWML provides equal opportunity to all people. The Company is
dedicated to fostering an inclusive and diverse workplace and has implemented an equal
opportunity policy in accordance with the Rights of Persons with Disabilities Act, 2016.
This policy ensures that all employees, including those with disabilities, are treated
with dignity, respect and fairness and are provided with equal access to opportunities for
employment, promotion, training and career advancement.
5. Return to work and Retention rates of permanent employees and
workers that took parental leave.
Overview / Objective: This disclosure gives an overview of
whether the entity believes inequitable gender choice for maternity & paternity leave
& also an insight into the work pressure & working system of the entity. Parental
leave refers to maternity & paternity leave.
|
Permanent employees |
Permanent Workers |
Gender |
Return to work rate |
Retention Rate |
Return to work rate |
Retention Rate |
| Male |
- |
- |
- |
- |
| Female |
- |
- |
- |
- |
Total |
- |
- |
- |
- |
6. Is there a mechanism available to receive and redress
grievances for the following categories of and workers? If yes, give details of the
mechanism in brief.
Overview / Objective: This section provides insight into the
availability of channels for employees to address grievances and how the organization
resolves them. It ensures that the organization can address and collaborate in remedying
any negative impacts it has caused or contributed to.
|
Yes/No |
|
(If yes, then give details of the
mechanism in brief) |
| Permanent Workers |
Yes |
| Other than Permanent Workers |
Yes |
| Permanent Employees |
Yes |
| Other than Permanent Employees |
Yes |
RSWML is committed to protecting the interests of its employees and
workers. The management safeguards the interests of the employees and ensures that the
grievances of the employees are attended promptly and effectively within a time frame
defined in the policy.
Grievance redressal at RSWML follows a three-tier mechanism. The
following contact points are at the disposal of employees for reporting their concerns:
? Immediate or Next Supervisor/HOD
? Plant HR Head/Plant Head
? Function Head/Business Head
If the employee is not comfortable resolving the issue with the above
three-tier, can directly report his/her concerns to CHRO. Note: Any grievance raised
beyond HOD, should be intimated to CHRO.
At all units and offices of RSWML, senior level management regularly
interacts with workers and staff members, in case of any issue they can freely report the
same to the senior management and get it resolved on real time basis.
7. Membership of employees and worker in association(s) or
Unions recognized by the listed entity:
Overview / Objective: This provides an understanding of whether the
entity respects employees' freedom of association and collective bargaining. Data from
both the previous and current year enhances comparability and transparency.
|
|
FY 2023-24 |
|
|
FY 2022-23 |
|
|
Current Financial Year |
|
Previous Financial Year |
|
Category |
Total employees/ workers
in respective category (A) |
No. of employees/ workers
in respective category, who are part of association(s) or union. (B) |
% (B/A) |
Total employees/ Workers
in respective category (C) |
No. of employees /Workers
in respective category, who are part of association(s) or Union (D) |
% (D/C) |
Total Permanent |
1,694 |
0 |
0 |
1,599 |
0 |
0 |
Employees |
|
|
|
|
|
|
| Male |
1,613 |
0 |
0 |
1,533 |
0 |
0 |
| Female |
81 |
0 |
0 |
66 |
0 |
0 |
Total Permanent |
16,928 |
15,096 |
89.17 |
14,673 |
13,126 |
89.45 |
Workers |
|
|
|
|
|
|
| Male |
13,979 |
12,231 |
87.50 |
12,544 |
11,014 |
87.80 |
| Female |
2,949 |
2,865 |
97.15 |
2,129 |
2,112 |
99.20 |
8. Details of training given to employees and workers:
Overview / Objective: This disclosure provides insight into the scale
of an organization's investment in training & the degree to which the investment
is made across the entire employee base. Also, to review the current status of the
strategies, processes, & activities used by an organization to control risks to health
& safety. Training on health & safety can include general training on health &
safety as well as training on specific work-related hazards, hazardous activities, or
hazardous situations. It can also include training on mental health. Training programs on
skill upgradation can include both internal training courses & funding support for
external training or education.
|
|
FY 2023-24 |
|
FY 2022-23 |
|
|
Current Financial Year |
|
Previous Financial Year |
Category |
Total |
On Health and
Safety |
On Skill
Upgradation |
Total |
On Health and
Safety |
On Skill
Upgradation |
|
(A) |
No. (B) |
% (B/A) |
No. (C) |
% (C/A) |
(D) |
No. (E) |
% (E/D) |
No. (F) |
% (F/D) |
Employees |
|
|
|
|
|
|
|
|
|
|
| Male |
1,625 |
983 |
60.49 |
848 |
52.18 |
1,543 |
1,239 |
80.30 |
979 |
63.47 |
| Female |
82 |
42 |
51.22 |
47 |
57.31 |
67 |
36 |
53.73 |
22 |
33.33 |
Total |
1,707 |
1,025 |
60.05 |
895 |
52.43 |
1,610 |
1,275 |
79.19 |
1,001 |
62.17 |
Workers |
|
|
|
|
|
|
|
|
|
|
| Male |
15,284 |
6,895 |
45.11 |
6,751 |
44.17 |
13,664 |
9,181 |
67.19 |
9,215 |
67.44 |
| Female |
3,187 |
1,679 |
52.68 |
1,583 |
49.67 |
2,338 |
1,301 |
55.65 |
642 |
27.46 |
Total |
18,471 |
8,574 |
46.41 |
8,334 |
45.11 |
16,002 |
10,482 |
65.50 |
9,857 |
61.60 |
9. Details of performance and career development reviews of
employees and worker:
Overview / Objective: Frequent performance and career
development assessments can boost employee satisfaction, leading to enhanced
organizational performance. These assessments involve evaluating employees based on
criteria familiar to both the employee and their supervisor. This transparency indicates
the frequency with which an organization evaluates employee performance. The employee is
fully aware of and participates in this review process.
|
|
FY 2023-24 |
|
FY 2022-23 |
|
|
|
Current Financial Year |
Previous Financial Year |
|
Category |
Total (A) |
No. (B) |
% (B /A) |
Total(C) |
No.(D) |
% (D/C) |
Employees |
|
|
|
|
|
|
| Male |
1,625 |
1,128 |
69.42 |
1,543 |
818 |
53.00 |
| Female |
82 |
44 |
53.66 |
67 |
36 |
53.73 |
Total |
1,707 |
1,172 |
68.66 |
1,610 |
854 |
53.04 |
Workers |
|
|
|
|
|
|
| Male |
15,284 |
3,453 |
22.59 |
13,664 |
2,184 |
15.98 |
| Female |
3,187 |
678 |
21.27 |
2,338 |
329 |
14.07 |
Total |
18,471 |
4,131 |
22.36 |
16,002 |
2,513 |
15.70 |
10. Health and safety management system:
Overview / Objective: It gives insights into how the quality of
occupational health services is ensured, whether the services are provided by competent
individuals with recognized qualifications & accreditations, & whether it complies
with legal requirements &/or recognized standards/guidelines. It enables an
organization to identify deficiencies in its overall management of occupational health
& safety; address resources, policy, & operational controls; & ensure
continual improvement.
a. Whether an occupational health and safety management system has been
implemented by the
(Yes/ No). If yes, the coverage of such a system?
RSWML has implemented an occupational health and safety management
system to consistently identify and manage its health and safety risks, minimize
incidents, ensure compliance with health and safety regulations and continuously enhance
its performance. This system encompasses safe risk procedures and written instructions,
health and safety training protocols, hazard identification and risk management, premises
and equipment inspections, incident investigations, program administration, occupational
health and safety initiatives and a health and safety committee led by a Safety Officer
and Senior Plant Representatives.
b. What are the processes used to identify work-related hazards and
assess risks on a routine and non-routine basis by the entity?
A t all units of RSWML, the Company has constituted a separate
department named the safety department. The safety department is headed by a Safety
officer (HOD) and the safety officer is entrusted with the task of prevention or detection
and correction of any work-related hazard. The Safety department regularly conducts
training on safety related issues for workers, Workers are instructed to report
immediately to the safety officer in case any safety related issue is noticed. Safety
officers also visit the plant at regular intervals for identification of any work-related
hazard if any. The Company celebrates the 4th of March as safety day and gives
a token of appreciation to all those workers who reported any safety related incident to
the safety officer and helped in saving any major loss on account of that issue.
c. Whether you have processes for workers to report the work-related
hazards and to remove themselves from such risks. (Y/N)
Y es, please refer to the above explanation.
d. Do the employees/ worker of the entity have access to
non-occupational medical and healthcare services?
(Yes/No)
Recognizing human resources as its most valuable asset, the Company
prioritizes safeguarding their interests and rights while striving to offer optimal
working conditions for employees and workers. Consequently, RSWML extends non-occupational
medical healthcare services to its staff.
11. Details of safety related incidents, in the following format:
Overview / Objective: It quantifies the degree of harm experienced by
employees and workers, allowing the organization to identify and address deficiencies in
its Occupational Health and Safety (OHAS) Management. Lost time serves as a gauge of
productivity loss due to work-related injuries or illnesses within an organization. These
injuries and illnesses stem from workplace hazards and are directly linked to the
performance of job-related duties.
|
|
FY 2023-24 |
FY 2022-23 |
Safety Incident / Number |
Category |
Current Financial Year |
Previous Financial
Year |
Lost Time Injury Frequency
Rate (LTIFR) (per one million-person hours worked) |
Employees |
0.03 |
- |
|
Workers |
0.03 |
0.06 |
| Total recordable work-related injuries |
Employees |
- |
- |
|
Workers |
19 |
16 |
| No. of Fatalities |
Employees |
- |
- |
|
Workers |
- |
1 |
| High consequence work-related injury or |
Employees |
- |
- |
| ill-health (excluding fatalities) |
Workers |
- |
- |
12. Describe the measures taken by the entity to ensure a safe and
healthy workplace.
Overview / Objective: This disclosure gives an overview of the
efforts taken by an entity to protect its workers & employees & shows the
commitment of an entity towards the protection & well-being of its employees.
RSWML strives to cultivate a culture of safety and wellness in the
workplace through a range of programs and practices implemented across all its locations.
The primary objective of these safety and health initiatives is to mitigate workplace
injuries, illnesses, fatalities, as well as alleviate suffering and financial burdens. The
Company's safety and health programs aim to:
? Prevent workplace injuries and illnesses.
? Improve compliance with laws and regulations,
? Reduce costs, including significant reductions in workers'
compensation premiums,
? Engage workers more efficiently,
? Enhance their social responsibility goals.
? Increase productivity and enhance overall business operations.
Company strives to achieve the objective of safe and healthy workplace:
? Educate all employees, workers and contractors by conducting
seminars, workshops, training and discussion forums.
? Designing plants with proper and adequate safeguards for ensuring
process safety.
? Following effective use of safe working procedures and practices for
operation, maintenance, inspection and emergency situations.
? Reviewing and updating the system and procedure regularly.
? Conducting all work in a safe manner and to ensure integrity of all
the assets, by providing personal protective equipment, tools and tackles.
? Auditing periodically internal and external work procedure and
practices.
? Investigating all incidents relating to Health and safety, including
minor ones and near misses, followed implementation of corrective measures.
? Communicating learning from investigation of incidents, internal and
external, to all employees and taking steps to prevent such occurrence in its works.
? Identifying and evaluating health risks related to operations and
carrying out pre-employment and periodic medical check-up of its employees.
13. Number of Complaints on the following made by employees and
workers:
Overview / Objective: Gives insights into the attentiveness of the
entity toward the working environment, how effective their grievance redressal system is,
data from both the year improves comparability & transparency.
|
|
FY 2023-24 |
|
|
FY 2022-23 |
|
|
Current Financial Year |
|
Previous Financial Year |
|
|
Filed during the year |
Pending resolution at the
end of year |
Remarks |
Filed during the year |
Pending resolution at the
end of year |
Remarks |
| Working Conditions |
5 |
- |
- |
7 |
2 |
- |
| Health & Safety |
12 |
- |
- |
31 |
12 |
- |
14. Assessments for the year:
Overview / Objective: This indicates the relative
trustworthiness of the sustainability data published by the entity through various
reporting channels.
|
% of your plants and offices that were
assessed |
|
(By entity or statutory authorities or
third parties) |
| Health and Safety Practices |
100% |
| Working Condition |
100% |
RSWML is dedicated to implementing health and safety measures and
offering optimal working environments for its employees. To uphold this commitment, the
Company has established a distinct department known as the "Safety
Department" at each of its manufacturing facilities. The safety
officer within this department is entrusted with ensuring the provision of these optimal
conditions. Moreover, all RSWML manufacturing facilities undergo evaluation by an external
agency through a specialized audit program called the Environment, Health and Safety (EHS)
audit. This audit ensures adherence to the highest standards of health and safety, as well
as favorable working conditions.
15. Provide details of any corrective action taken or underway to
address safety-related incidents (if any) and on significant risks / concerns arising from
assessments of health & safety practices and working conditions.
Overview / Objective: This disclosure gives an overview of the
efforts taken by an entity to protect its workers & employees from health & safety
related risks & shows the commitment of an entity towards the protection &
well-being of its employees.
Due to robust safety control system at its plants, the Company has not
identified any major safety related incident throughout the year, however in case any
issue is identified, the Company deals with such issue in a set manner examined in earlier
questions.
LEADERSHIP INDICATORS (GOOD GOVERNANCE)
1. Does the entity extend any life insurance or any compensatory
package in the event of death of (A) Employees (Y/N) (B) Workers (Y/N).
Overview / Objective: Gives an overview of whether the entity is
concerned about protecting the employees / workmen & their dependents in case they
meet any accident or injury while working in the organization.
Yes, Company's Mediclaim and accidental policies extends to the
event of death of employees and Workers. In case of Death of employees or workers of the
Company, a defined amount is paid to their family members.
2. Provide the measures undertaken by the entity to ensure that
statutory dues have been deducted and deposited by the value chain partners.
Overview / Objective: It gives insights into whether or not the
entity's value chain partners comply with the statutes & legal requirements.
We aim to ensure that all statutory dues are appropriately deducted and
deposited by our value chain partners, by maintaining high standards of compliance across
our operations.
3. Provide the number of employees / workers having suffered
high consequence work- related injury / ill-health / fatalities (as reported
Overview / Objective: It gives insights into whether the entity's
value chain partners comply with the statutes & legal requirements.
|
Total no. of
affected employees/ workers |
No. of
employees/workers that are rehabilitated and placed in suitable employment or whose family
members have been placed in suitable employment |
|
FY 2023-24 |
FY 2022-23 |
FY 2023-24 |
FY 2022-23 |
|
(Current Financial Year) |
(Previous Financial Year) |
(Current Financial Year) |
(Previous Financial Year) |
| Employees |
- |
- |
- |
- |
| Workers |
16 |
28 |
- |
- |
PRINCIPLE 4: Businesses should respect the interests of and be
responsive to all their stakeholders. ESSENTIAL INDICATORS – IMPORTANCE TO INVESTORS
Overview / Objective: This document offers insights into the
strategies employed by an organization to interact with its diverse stakeholders, aiming
to showcase the effectiveness of these engagements. By engaging with stakeholders, the
organization can identify and address both positive and negative impacts it may have. This
principle aligns with several Sustainable Development Goals (SDGs), including Goal 1: No
Poverty, Goal 5: Gender Equality, Goal 11: Sustainable Cities and Communities and Goal 16:
Peace, Justice and Strong Institutions.
1. Describe the processes for identifying key stakeholder groups
of the entity.
Overview / Objective: Gives insight into the organization's
approach to identifying & engaging with various stakeholders.
The Company believes that stakeholder engagement is the greatest source
of input for its development activities and it also broadens the horizon for improving the
Company's sustainability performance. The mapping of internal and external
stakeholders is an outcome of the analysis of issues that have the potential to impact on
the Company's activities as well as that are of critical importance to the
Company's stakeholders.
RSWML interacts with stakeholders frequently through various modes and
ensures prompt actions to meet stakeholder expectations.
The Company's distinguished position in the Indian textile industry can
be attributed, in part, to its collaborative stance with diverse internal and external
stakeholder groups.
RSWML discerns its primary stakeholder groups by evaluating their
influence on the entity's operations, analyzing their requirements in alignment with the
Company's business objectives and subsequently prioritizing the list. Identifying six key
stakeholder groups, RSWML regards each group as significant stakeholders, directly or
indirectly impacted by the Company and holds the responsibility of safeguarding their
interests.
2. List stakeholder groups identified as key for your entity and
the frequency of engagement stakeholder group.
Overview / Objective: Gives insight into how it provides
stakeholders with information that is understandable & accessible through appropriate
communication.
Stakeholders Group |
Whether identified as
Vulnerable & Marginalized Group (Yes/ No) |
Channels of Communication
(Email, SMS, Newspaper, Pamphlets, Advertisement, Community Meetings, Notice Board
website), Others |
Frequency of engagement
(Annually/ Half Yearly/ Quarterly/ Others-Please Specify) |
Purpose and scope of
engagement including key topics and concerns raised during such engagement |
Investors |
No |
Meetings, conferences and
other correspondence. |
Annually |
Demonstration of LNJ
Bhilwara Group's ethical and governance practices, transparent and adequate
disclosure, business and profitability performance and prospects and capital appreciation |
Employees |
No |
Personal/group interactions,
mails and trainings. |
Periodically/ throughout the
year |
Productivity, training,
learning and development, career growth, work environment and culture |
| Suppliers/ Partners |
No |
Meetings and annual report. |
Annually |
Discussion on business issues and
requirements, quality improvements, business plans and information on applicable statutory
requirements and safety standards |
| Customers / Dealers |
No |
Meeting, Survey and Web portal |
Quarterly |
Timely redressal of issues, understand
aspirations and evolving trends, market knowledge and technology exchange, servicing
solutions also include virtual meet with customers by senior management including JMD. |
| Community |
No |
CSR initiatives |
Whenever required |
CSR initiatives and Affirmative Action
(AA) initiatives addressing priority areas of improving lives and livelihood. |
| Government / Regulators |
No |
Industry representations, meetings and
filings |
Whenever required |
Compliance, Ethics, Corporate governance,
corporate citizenship |
PRINCIPLE 5 - Businesses should respect and promote human rights.
ESSENTIAL INDICATORS – IMPORTANCE TO INVESTORS
Overview / Objective: This principle is designed to assist
organizations in showcasing their commitment to integrating human rights values and
principles into fundamental processes and decision-making. It aligns with several
Sustainable Development Goals (SDGs), including Goal 1: No Poverty, Goal 4: Quality
Education, Goal 5: Gender Equality, Goal 8: Decent Work and Economic Growth, Goal 10:
Reduced Inequality and Goal 16: Peace, Justice and Strong Institutions.
1. Employees and workers who have been provided training on
human rights issues and policy(ies) of the entity, in the following format:
Overview / Objective: This disclosure indicates the proportion
of the employees & workers that can reasonably be assumed to have been sensitized to
the importance of human rights. Also, it gives an insight into an entity's policy
commitments for responsible business conduct, including the commitment to respect human
rights.
|
|
FY 2023-24 |
|
|
FY 2022-23 |
|
|
Current Financial Year |
|
Previous Financial Year |
|
Category |
Total (A) |
No. (B) |
% (B /A) |
Total (C) |
No. (D) |
% (D/C) |
Employees |
|
|
|
|
|
|
| Permanent |
1,694 |
0 |
0 |
1,599 |
0 |
0 |
| Other than permanent |
13 |
0 |
0 |
11 |
0 |
0 |
Total Employees |
1,707 |
0 |
0 |
1,610 |
0 |
0 |
Workers |
|
|
|
|
|
|
| Permanent |
16,928 |
0 |
0 |
14,673 |
0 |
0 |
| Other than permanent |
1,543 |
0 |
0 |
1,329 |
0 |
0 |
Total Workers |
18,471 |
0 |
0 |
16,002 |
0 |
0 |
RSWML is dedicated to safeguarding the rights of its employees and
workers. Our comprehensive HR manual encompasses all pertinent policies aimed at
preventing human rights violations and these policies apply to all employees and workers
within the Company. While we have not conducted any formal training programs specifically
focused on human rights issues for our employees and workers, we consistently encourage
them to report any grievances they may have.
2. Details of minimum wages paid to employees and workers, in
the following format:
Overview / Objective: Measuring wages & salaries contributes
in the standardization of an equitable wage & compensation structure, as well as an
understanding of pay disparities across different sections of employees.
|
|
|
FY 23-24 |
|
|
|
|
FY 22-23 |
|
|
|
|
Current Financial Year |
|
|
Previous Financial Year |
|
Category |
Total |
Equal to
Minimum Wage |
More than
minimum Wage |
Total |
Equal to
Minimum wages |
More than
minimum wages |
|
(A) |
No. (B) |
% (B/A) |
No. (C) |
% (C/A) |
(D) |
No. (E) |
% (E/D) |
No. (F) |
% (F/D) |
Employees |
|
|
|
|
|
|
|
|
|
|
| Permanent |
|
|
|
|
|
|
|
|
|
|
| Male |
1,613 |
0 |
- |
1,613 |
100.00 |
1,533 |
0 |
- |
1,533 |
100.00 |
| Female |
81 |
0 |
- |
81 |
100.00 |
66 |
0 |
- |
66 |
100.00 |
Other than permanent |
|
|
|
|
|
|
|
|
|
|
| Male |
12 |
0 |
- |
12 |
100.00 |
10 |
0 |
- |
10 |
100.00 |
| Female |
1 |
0 |
- |
1 |
100.00 |
1 |
0 |
- |
1 |
100.00 |
Workers |
|
|
|
|
|
|
|
|
|
|
| Permanent |
|
|
|
|
|
|
|
|
|
|
| Male |
13,979 |
875 |
6.26 |
13,104 |
93.74 |
12,544 |
1,059 |
8.44 |
11,485 |
91.56 |
| Female |
2,949 |
767 |
26.01 |
2,182 |
73.99 |
2,129 |
182 |
8.55 |
1,947 |
91.45 |
Other than permanent |
|
|
|
|
|
|
|
|
|
|
| Male |
1,305 |
348 |
26.67 |
957 |
73.33 |
1,120 |
111 |
9.91 |
1,009 |
90.09 |
| Female |
238 |
107 |
44.96 |
131 |
55.04 |
209 |
8 |
3.83 |
201 |
96.17 |
3. (A) Details of remuneration/salary/wages, in the following
format:
Overview / Objective: Maintains transparency between the entity
& its stakeholders on Senior Management pay policies & gives insights into whether
or not Remuneration policies further support the organization's strategy &
contribution to sustainable development & align with stakeholders' interests.
|
|
Male |
|
Female |
|
Number |
Median remuneration
Salary/Wages of respective category |
Number |
Median remuneration /
Salary/Wages of respective category |
| Board of Directors |
9 |
15,00,000 |
1 |
12,75,000 |
| (BOD) |
|
|
|
|
| Key Managerial |
2 |
72,43,528 |
0 |
- |
| Personnel |
|
|
|
|
| Employees other than |
1,625 |
4,85,376 |
82 |
3,91,980 |
| BOD and KMP |
|
|
|
|
| Workers |
15,284 |
1,82,638 |
3,187 |
1,83,038 |
Details of Median remuneration/Salary/Wages of the respective category
shown above are annual.
(B) Gross wages paid to females as % of total wages paid by the entity,
in the following format:
|
FY 2023-24 Current
Financial Year |
FY 2022-23 Previous
Financial Year |
| Gross wages paid to females as % of total
wages |
16% |
12% |
4. Do you have a focal point (Individual/ Committee) responsible
for addressing human rights impacts or issues caused or contributed to by the business?
(Yes/No)
Overview / Objective: Indicates the seriousness with which human
rights issues are looked at & investigated.
Yes, at RSWML, complaints are promptly addressed and thoroughly
investigated by the Internal Complaints Committee
(ICC). Any individual who feels aggrieved may submit a written
complaint to the Internal Committee. Additionally, RSWML has established a Human Resources
department at every unit and office, with the department head responsible for addressing
any human rights issues identified at their respective locations. The Head of HR
department actively engages with employees and workers, encouraging them to report any
such issues. Moreover, the Head of HR department conducts various informal training
sessions on human rights.
5. Describe the internal mechanisms in place to redress
grievances related to human rights issues.
Overview / Objective: It enables stakeholders to know how they
can raise concerns about, & seek remedy for, the organization's potential &
actual negative impacts on them, also it shows an organization's commitment to remediate
its negative impacts.
The Company, via its grievance resolution mechanism, guarantees a
healthy and safe workplace environment. Complaints at RSWML are promptly handled and
investigated by the "Internal Complaints Committee" (ICC). Any individual with
grievances may formally submit a complaint in writing to the Internal Committee.
Additionally, the Labour Welfare Officer ensures the provision of essential amenities
essential for a conducive work environment at all manufacturing locations, accessible to
all workers.
Grievance redressal at RSWML follows a three–tier mechanism. The
following contact points are at the disposal of employees for reporting their concerns:
1. Immediate or Next Supervisor/HOD
2. Plant HR Head/Plant Head
3. Functional Head/Business Head
If the employee is not comfortable resolving the issue with the above
three-tier, can directly report his/her concerns to CHRO. Note: Any grievance raised
beyond HOD, should be intimated to CHRO.
Moreover, the plant's senior officials frequently engage with employees
and workers to address their concerns, aiming to uphold a harmonious work environment.
RSWML has been OHSAS 18001 certified by BSI since 2013. Throughout the year, no complaints
regarding human rights violations were reported.
6. Number of Complaints on the following made by employees and
workers:
Overview / Objective: It indicates the workplace culture of the entity.
‘Discrimination' refers to unjust or prejudicial treatment of people, especially
on the grounds of, but not limited to, caste, creed, sex, race, ethnicity, age, color,
religion, disability, socio-economic status or sexual orientation.
'Forced Labour' or 'Involuntary Labour' encompasses work or service
extracted under the threat of penalty. This includes practices like bonded labour and
modern slavery, as well as situations where workers are paid less than the
government-mandated minimum wage.
'Sexual Harassment' denotes unwelcome actions or behaviors, whether
direct or indirect, such as physical contact, advances, requests for sexual favors,
sexually suggestive remarks, displaying pornography, or any other unwelcome verbal or
non-verbal conduct of a sexual nature.
|
|
FY 2023-24 |
|
FY 2022-23 |
|
|
|
(Current Financial Year) |
(Previous Financial Year) |
|
|
Filed during the year |
Pending resolution at the
end of year |
Remarks |
Filed during the year |
Pending resolution at the
end of year |
Remarks |
| Sexual |
- |
- |
- |
- |
- |
- |
| Harassment |
|
|
|
|
|
|
Discrimination at workplaces |
- |
- |
- |
- |
- |
- |
| Child Labour |
- |
- |
- |
- |
- |
- |
| Forced Labour/ |
|
|
|
|
|
|
| Involuntary |
- |
- |
- |
- |
- |
- |
| Labour |
|
|
|
|
|
|
| Wages |
|
|
|
|
|
|
Other human rights related
issues |
- |
- |
- |
- |
- |
- |
Employees are encouraged to resolve the grievance in the workplace at
the earliest possible opportunity and usually with the least possible formality. In case
of an unsatisfactory outcome, we encourage our employees to take the matter to higher
authorities of the Company as per grievance redressal mechanism of RSWML. Due to the
Company's friendly attitude and robust governance system the Company has not
identified any complaints from its employees and workers during the financial year.
7. Complaints filed under the Sexual Harassment of Women at
Workplace (Prevention, Prohibition and
Redressal) Act, 2013, in the following format:
|
FY 2023-24 Current
Financial Year |
FY 2022-23 Previous
Financial Year |
Total Complaints reported
under Sexual Harassment on of Women at Workplace (Prevention, Prohibition and Redressal)
Act, 2013 (POSH) |
- |
- |
Complaints on POSH as a % of
female employees / workers Complaints on POSH upheld |
- - |
- - |
8. Mechanisms to prevent adverse consequences to the complainant
in discrimination and harassment cases.
Overview / Objective: It indicates the workplace culture of the
entity & highlights the mechanisms in place to safeguard the complainants from further
harassment.
Upon the request of the complainant, the senior management at RSWML's
respective units and offices may implement interim measures until a final judgment on the
identified issue is reached. These measures may include transferring the aggrieved party
or the respondent to a different workplace, granting leave to the aggrieved person, or
restraining the respondent from reporting on the work performance of the aggrieved or
writing confidential reports, with such duties potentially assigned to other employees.
9. Do human rights requirements form part of your business
agreements and contracts? (Yes/No)
Overview / Objective: Shows the commitment of an entity to
protect the human rights of its stakeholders.
Y es, all business agreements and contracts specifically mention that
the entity is required to follow all required applicable statutory norms. The Company is
committed to following human rights requirements, as non-compliance of such requirements
is against the Company's ethics and policies.
10. Assessments for the year:
Overview / Objective: Provides insight into the entity's
commitment to protect the well-being & human rights of its employees.
|
% of your plants and offices that were
assessed |
|
(by entity or statutory authorities or
third parties) |
| Child Labour |
100% |
| Forced/ involuntary labour |
100% |
| Sexual Harassment |
100% |
| Discrimination at workplace |
100% |
| Wages |
100% |
11. Provide details of any corrective actions taken or underway to
address significant risks / concerns arising from the assessments at Question 9 above.
Overview / Objective: Provides insight into the entity's commitment
to protect the well-being & rights of its employees. Not applicable, as no such
incidents has been identified during the financial year.
PRINCIPLE 6: Businesses should respect and make efforts to protect and
restore the environment.
Overview / Objective: This Principle underscores the significance
of environmental stewardship in fostering long-term economic prosperity and societal
well-being. It highlights the interconnectedness of environmental issues at local,
regional and global levels, emphasizing the imperative for businesses to address
pollution, biodiversity conservation, sustainable natural resource management and climate
change (mitigation, adaptation and resilience) in a fair, comprehensive and systematic
manner.
Moreover, the principle urges businesses to assess the environmental
impacts of their products and operations and to take measures to reduce and mitigate those
impacts where avoidance is not feasible. It promotes the adoption of environmental
practices and methods that minimize or eliminate the negative effects on their operations
and supply chains.
This principle aligns with several Sustainable Development Goals
(SDGs), including Goal 2: Zero Hunger, Goal 3: Good Health and Well-being, Goal 6: Clean
Water and Sanitation, Goal 7: Affordable and Clean Energy, Goal 8: Decent Work and
Economic Growth, Goal 9: Industry, Innovation and Infrastructure, Goal 10: Reduced
Inequality, Goal 11: Sustainable Cities and Communities, Goal 12: Responsible Consumption
and Production, Goal 13: Climate Action, Goal 14: Life Below Water and Goal 15: Life on
Land.
ESSENTIAL INDICATORS – IMPORTANCE TO INVESTORS
1. Details of total energy consumption (in Joules or multiples)
and energy intensity, in the following format:
Overview / Objective: Energy cost, source, availability, &
resilience directly impact entity's ability to operate. Knowing such details aids
transparency & pushes efficiency over time.
|
FY 2023-24 |
FY 2022-23 |
|
(Current Financial |
(Previous Financial |
Parameter |
|
|
|
Year) |
Year) |
| From renewable sources |
In TJ |
In TJ |
| Total electricity consumption (A) |
290.95 |
454.18 |
| Total fuel consumption (B) |
417.69 |
0 |
| Energy Consumption through other sources (C) |
0 |
0 |
| Total Energy Consumed from renewable sources
(A+B+C) |
708.64 |
454.18 |
| From non-renewable sources |
|
|
| Total electricity consumption (D) |
1,609.17 |
1271.47 |
| Total fuel consumption (E) |
246.71 |
19,482.49 MT |
| Energy Consumption through other sources (F) |
- |
39.20 |
| Total energy consumed from non-renewable
sources(D+E+F) |
1,855.88 |
1310.67+19482.49 MT |
| Energy intensity per rupee of turnover (Total
energy consumed / |
0.0000000632 |
0.0000000466 |
| Revenue from operations) |
|
|
| Energy intensity per rupee of turnover
adjusted for Purchasing |
0.00000000282 |
0.0000000020 |
Power Parity (PPP) (Total
energy consumed / Revenue from operations adjusted for PPP) |
|
|
| Energy intensity in terms of physical output |
- |
- |
Energy intensity (optional)
– the relevant metric may be selected by the entity |
- |
- |
Note: As per the IMF's purchasing power parity (PPP) conversion rate
for India per international dollar is 22.4, we have applied this exchange rate to compute
the adjusted turnover.
Note: Indicate if any independent assessment/ evaluation/assurance has
been carried out by an external agency? (Y/N) If yes, name of the external agency.
No independent assessment/ evaluation/assurance has been carried out by
an external agency; the Company is involved in regular evaluation exercises performed
through its internal technical team to ensure efficient consumption of energy.
2. Does the entity have any sites / facilities identified as
designated consumers (DCs) under the
Achieve and Trade (PAT) Scheme of the Government of India? (Y/N) If
yes, disclose whether targets set under the PAT scheme have been achieved. In case targets
have not been achieved, provide the remedial action taken, if any.
Overview/ Objective: Perform Achieve & Trade (PAT) scheme has been
launched by Bureau of Energy Efficiency under the National Mission for Enhanced Energy
Efficiency (NMEEE). Under the Scheme, certain sites / facilities are identified as
designated consumers & targets are set for such entities in relation to energy
consumption.
RSWML is committed to conducting its operations in a sustainable and
environment friendly manner, we ensure safe disposal of all types of waste that we
generate and also contribute towards betterment of environment through recycling the waste
of others. However, PAT scheme of Government of India is not applicable to the Company.
3. Provide details of the following disclosures related to
water, in the following format:
Overview / Objective: Gives insights into the negative effects of an
organization's activities on the environment i.e water. Also confirms whether the
reporting organization has identified significant water-related impacts in the value
chain, which includes activities carried out by the organization & by entities
upstream & downstream from the organization.
Total water consumption refers to the amount of water utilized by an
organization, which becomes unavailable for use by the ecosystem or local community. This
includes water that has been withdrawn and integrated into products, as well as water that
has evaporated or become polluted to the extent that it is unusable by other users, thus
not returning to surface water, groundwater, seawater, or another party. Additionally, it
encompasses water stored during the reporting period for future use or discharge in
subsequent reporting periods.
|
FY 2023-24 |
FY 2022-23 |
Parameter |
(Current Financial |
(Previous Financial |
|
Year) |
Year) |
Water withdrawal by source (in kiloliters) |
|
|
| i. Surface Water |
7,29,932 |
6,94,725 |
| ii. Ground Water |
8,40,234 |
6,48,905.18 |
| iii. Third Party water |
47,575 |
7,645 |
| iv. Seawater/ desalinated water |
0 |
0 |
| v. Others (Condensate Water) |
35,900 |
0 |
Total Volume of water withdrawal (in
kiloliters) |
16,53,641 |
13,51,275.18 |
(i+ii+iii+iv+v) |
|
|
Total Volume of water Consumption (in
kiloliters) |
16,53,641 |
13,51,275.18 |
Water intensity per rupee of turnover |
0.0000408 |
0.000036 |
(Water consumed/ Turnover) |
|
|
| Water intensity per rupee of turnover
adjusted for Purchasing |
0.00000181 |
0.00000154 |
Power Parity (PPP) (Total
water consumption / Revenue from operations adjusted for PPP) |
|
|
| Water intensity in terms of physical output |
- |
- |
Water Intensity (Optional)
- the relevant metric may be selected by the entity |
- |
- |
Note: As per the IMF's purchasing power parity (PPP) conversion rate
for India per international dollar is 22.4, we have applied this exchange rate to compute
the adjusted turnover.
Note: Indicate if any independent assessment/ evaluation/assurance has
been carried out by an external agency? (Y/N) If yes, name of the external agency.
No independent assessment/ evaluation/assurance has been carried out by
an external agency however the Company is committed to conducting its operations as per
government prescribed norms and standards.
4. Provide the following details related to water discharged:
RSWM Ltd. is committed to sustainable environmental practices,
particularly regarding wastewater management. The company does not discharge its
wastewater into the environment. Instead, it treats all wastewater through a combination
of Effluent Treatment Plants (ETP), Sewage Treatment Plants (STP) and Reverse Osmosis (RO)
plants. This rigorous treatment process ensures that the wastewater is purified to a high
standard, making it suitable for reuse.
The treated wastewater is utilized for watering plants within the
company premises, contributing to water conservation efforts. RSWM Ltd. takes pride in its
approach to wastewater management, ensuring that 100% of the treated wastewater is
consumed beneficially, thus minimizing environmental impact and promoting sustainable
practices.
|
FY 2023-24 (Current |
FY 2022-23 (Previous |
Parameter |
|
|
|
Financial Year) |
Financial Year) |
Water discharge by destination
and level of treatment (in kiloliters) |
|
| (i) To Surface water |
- |
- |
| - No treatment |
|
|
| - With treatment – please specify level
of treatment |
|
|
| (ii) To Groundwater |
- |
- |
| - No treatment |
|
|
| - With treatment – please specify level
of treatment |
|
|
| (iii) To Seawater |
- |
- |
| - No treatment |
|
|
| - With treatment – please specify level
of Treatment |
|
|
| (iv) Sent to third-parties |
- |
- |
| - No treatment |
|
|
| - With treatment – please specify level
of treatment |
|
|
| (v) Others |
- |
- |
| - No treatment |
|
|
| - With treatment – please specify level
of treatment |
|
|
Total water discharged (in kilo liters) |
- |
- |
During the Year we have used 23,36,792 Kilo liters of recycled water.
5. Has the entity implemented a mechanism for Zero Liquid
Discharge? If yes, provide details of its and implementation.
Overview / Objective: A zero liquid discharge system involves using
advanced waste-water treatment technologies to recycle, recover & then re-use the
treated wastewater; towards ensuring that there is no discharge of waste-water to
environment. This question reveals efforts taken by entity to eliminate liquid discharge
& promote recycling & reuse of water.
RSWML produces fabrics dyed using advanced techniques that minimize
water and chemical usage. The Company ensures responsible water management by treating all
post-process water in its effluent treatment plant and further refining it through reverse
osmosis before releasing it back into the environment in a pristine condition.
Moreover, RSWML has installed Sewage Water Treatment Plants at its
operational sites, repurposing treated water for plantation activities. Over time, the
Company has successfully executed various initiatives aimed at reducing fresh water
consumption. RSWML is actively pursuing strategies such as utilizing STP water for
plantation via drip irrigation, employing water drip irrigation methods and repurposing
rejected R.O. water for plantation purposes.
6. Please provide details of air emissions (other than GHG
emissions) by the entity, in the following format:
Overview / Objective: Disclosure of air emissions helps in
assessing the efforts taken to lower its emissions & increases transparency &
comparability. Greenhouse Gas (GHG) emissions are significant determinants of climate
change & global environmental health.
|
|
FY 2023-24 |
FY 2022-23 |
Parameter |
Please specify unit |
(Current Financial |
(Previous Financial |
|
|
Year) |
Year) |
| NOx |
ug/m3 |
46 |
26 |
| Sox |
ug/m3 |
59 |
14.5 |
| Particulate Matter (PM) |
ug/m3 |
76.6 |
80.1 |
| Persistent organic pollutants (POP) |
Microgram/m3 |
<0.5 |
<0.5 |
| Non-Methane Hydrocarbon |
mg/Nm3 |
30 |
25 |
| Oxides of Nitrogen |
ppmv |
290 |
270 |
| Carbon Monoxide |
mg/Nm3 |
140 |
130 |
| Suspended Particulate Matters (SPM) |
?g/m2 |
325 |
310 |
| Sulphur Dioxide |
Mg/Nm3 |
BDL(<2.0) |
BDL(<2.0) |
Note: Indicate if any independent assessment/ evaluation/assurance has
been carried out by an external agency? (Y/N) If yes, name of the external agency.
Y es, the Company conducts routine testing programs in collaboration
with independent agencies to monitor its emissions and ensure a safe and healthy
environment. Mumbai Waste Management Limited and Enviro Tech Services are among the
independent agencies engaged in this endeavor.
These agencies employ various testing methods such as the Gravimetric
Method, Improved West and Greak Method, Modified Jacob and Hochheiser Method, Chemical
Method, IS: 5182-1975, Indophenol Blue Method and AAS Method to assess air quality and
emissions.
7. Provide details of greenhouse gas emissions (Scope 1 and
Scope 2 emissions) & its intensity, in the following format:
Overview / Objective: GHG reporting presents an opportunity for
businesses to demonstrate transparency. Thorough and precise disclosures of GHG emissions
offer stakeholders clearer insights, facilitating informed decision-making and directing
investments towards companies actively addressing their climate change impact.
Greenhouse Gases (GHGs) encompass carbon dioxide (CO2), methane (CH4),
nitrous oxide (N2O), hydrofluorocarbons (HFCs), perfluorocarbons (PFCs), sulfur
hexafluoride (SF6) and nitrogen trifluoride (NF3).
Scope 1 emissions are direct GHG emissions from sources that are
owned or controlled by the entity. Source refers to any physical unit or process that
releases GHG into the atmosphere.
Scope 2 emissions are energy indirect emissions that result from
the generation of purchased or acquired electricity, heating, cooling, & steam
consumed by the entity.
|
|
FY 2023-24 |
FY 2022-23 |
Parameter |
Unit |
(Current Financial Year) |
(Previous Financial Year) |
Total Scope 1 emissions (Break-up
of the GHG into CO2, CH4, N2O, HFCs,PFCs,SF6, NF3, if available) |
Metric tonnes of CO2
equivalent |
- |
- |
Total Scope 2 emissions (Break-up
of the GHG into CO2, CH4, N2O, HFCs,PFCs,SF6, NF3, if available) |
Metric tonnes of CO2
equivalent |
- |
- |
Total Scope 1 and Scope 2
emissions per rupee of Turnover |
- |
- |
- |
|
|
FY 2023-24 |
FY 2022-23 |
Parameter |
Unit |
(Current Financial Year) |
(Previous Financial
Year) |
Total Scope 1 and Scope 2
emission intensity per rupee of turnover adjusted for Purchasing Power Parity (PPP) (Total
Scope 1 and Scope 2 GHG emissions / Revenue from operations adjusted for PPP) |
|
|
|
Total Scope 1 and Scope 2
emission intensity in terms of physical output Total Scope 1 and Scope 2 emission
intensity (optional)– the relevant metric may be selected by the entity |
- |
- |
- |
Note: Indicate if any independent assessment/ evaluation/assurance has
been carried out by an external agency? (Y/N) If yes, name of the external agency.
No independent assessment/ evaluation/assurance has been carried out by
an external agency.
8. Does the entity have any project related to reducing Green
House Gas emission? If yes, then provide details.
Overview / Objective: Apart from disclosing data, the
organization can describe reduction initiatives & their targets when reporting how it
manages this topic.
Not Applicable, as Company is not involved in greenhouse gas emissions.
9. Provide details related to waste management by the entity, in
the following format:
Overview / Objective: Ensuring the availability of valuable
materials for reuse and reducing waste through recycling and reuse processes is vital for
environmental conservation and also opens up new business prospects. This inquiry offers a
comprehensive examination of waste generation and its underlying causes, shedding light on
the efficacy of the organization's waste management practices.
Waste can be "recovered" through various operations that
involve preparing products, product components or materials that have become waste to
serve a purpose in lieu of new counterparts. Processes like preparation for reuse and
recycling exemplify recovery operations.
|
FY2023-24 |
FY 2022-23 |
Parameter |
(Current Financial Year) |
(Previous Financial Year) |
Total Waste generated (in Metric Tonnes) |
|
|
| Plastic Waste (A) |
586.31 |
497.30 |
| E-Waste (B) |
16.92 |
2.36 |
| Bio-Medical Waste (C) |
0.59 |
0.00 |
| Construction and demolition waste (D) |
0.00 |
0.30 |
| Battery Waste (E) |
0.00 |
2.71 |
| Radioactive Waste (F) |
0.00 |
0.00 |
| Other Hazardous waste. Please specify, if
any. (G) |
3,089.17 |
2,753.95 |
| Other Non-hazardous waste generated (H). |
9,029.33 |
9,816.75 |
Please specify, if any.
(Break-up by composition i.e., by materials relevant to the sector) |
|
|
Total (A+B + C + D + E + F + G+ H) |
12,722.32 |
13,073.37 |
Waste intensity per rupee of
turnover (Total waste generated / Revenue from operations) |
0.000000313 |
0.000000342 |
| Waste intensity per rupee of turnover
adjusted for Purchasing |
0.0000000140 |
0.0000000150 |
Power Parity (PPP) (Total
waste generated / Revenue from operations adjusted for PPP) |
|
|
| Waste intensity in terms of physical output |
- |
- |
Waste intensity (optional)
– the relevant metric may be selected by the entity |
|
|
For each category of waste generated,
total waste recovered through recycling, re-using or other recovery operations (in metric
tonnes) |
|
|
Category of Waste |
|
|
| (I) Recycled |
- |
- |
| (ii) Re-used |
- |
- |
| (iii) Other recovery operations |
- |
- |
Total |
|
|
For each category of waste generated,
total waste disposed by nature of disposal method (in metric tonnes) |
Category of Waste |
|
|
| (I) Incineration |
- |
- |
| (ii) Landfilling |
- |
- |
| (iii) Other disposal operations |
|
|
| (Sales of waste generated) |
12722.32 |
13073.37 |
Total |
12722.32 |
13073.37 |
Note: As per the IMF's purchasing power parity (PPP) conversion rate
for India per international dollar is 22.4, we have applied this exchange rate to compute
the adjusted turnover.
Note: Indicate if any independent assessment/ evaluation/assurance has
been carried out by an external agency? (Y/N) If yes, name of the external agency.
No independent assessment/ evaluation/assurance has been carried out by
an external agency.
10. Briefly describe the waste management practices adopted in your
establishments. Describe the strategy adopted by your company to reduce usage of hazardous
and toxic chemicals in your products and processes and the practices adopted to manage
such wastes.
Overview / Objective: Ensuring the availability of valuable
materials for reuse through waste reduction, reuse and recycling is crucial for
environmental sustainability and can also create new business prospects. This inquiry
offers a comprehensive examination of waste generation, its underlying causes and
evaluates the effectiveness of the organization's waste management practices.
RSWML is committed to undertake continuous efforts in reducing the
adverse impact of its products and facilities on the Earth and its environment. The
Company's dedication goes beyond compliance with the law and encompasses the
integration of sound environmental practices into its business decisions.
The Company is dedicated to recycling post-consumer waste fabrics to
create new usable fibers. Plastic/PET bottles pose a significant threat to the Earth, both
on land and in water. While RSWML acknowledges the scale of this issue, it is taking
steps, albeit on a modest scale, to address it. Adopting the practice of converting waste
materials into fiber, we minimize the loss of valuable resources. Discarded PET bottles
are transformed into flakes, which are subsequently processed into fibers of various
deniers and cut for spinning into yarn. By repurposing waste PET bottles that would
otherwise end up incinerated or filling landfills and oceans, we contribute to
environmental preservation efforts. The Company has garnered approval from global brands
regarding the quality of the fiber and its suitability for use in their products.
RSWML uses ecologically favorable inputs and is committed to serve the
society by its environmentally friendly waste management practices.
11. If the entity has operations/offices in/around ecologically
sensitive areas (such as national parks, sanctuaries, biosphere reserves, wetlands,
biodiversity hotspots, forests, coastal regulation zones etc.) where environmental
approvals / clearances are required, please specify details in the following format:
Overview / Objective: Monitoring which activities are taking
place in both protected areas & areas of high biodiversity value outside protected
areas makes it possible for the organization to reduce the risks of impacts. It also makes
it possible for the organization to manage impacts on biodiversity or to avoid
mismanagement.
S.no. Location of
operations/ offices |
Type of Operation |
Whether the conditions of
environmental approval / clearance are being complied with? (Y/N) |
|
|
If no, the reasons thereof
and corrective action taken, if any. |
|
N/A |
|
12. Details of environmental impact assessments of projects undertaken
by the entity based on applicable laws, in the current financial year:
Overview / Objective: An essential component of addressing
environmental impacts on local communities involves conducting assessments and strategic
planning to comprehend both current and potential effects. Furthermore, fostering robust
engagement with local communities is crucial to grasp their expectations and requirements.
Various elements can be integrated into local community engagement, impact assessments and
development programs. This disclosure aims to identify the elements that have been
consistently implemented organization wide.
Name and brief details of
project |
EIA Notification No. |
Date |
Whether conducted by
independent external agency (Yes/ No) |
Results communicated in
public domain (Yes/ No) |
Relevant Web Link |
| - |
- |
- |
- |
- |
- |
13. Is the entity compliant with the applicable environmental law/
regulations/ guidelines in India, such as the Water (Prevention and Control of Pollution)
Act, Air (Prevention and Control of Pollution) Act, Environment protection act and rules
thereunder (Y/N). If not, provide details of all such non-compliances, in the following
format:
Overview / Objective: Non-compliance with laws & regulations can
give insight into the ability of management to ensure that the organization conforms to
certain performance parameters.
Sr. No. Specify the
law / regulation / guidelines which was not complied with |
Provide details of the
non- compliance |
Any fines / penalties /
action taken by regulatory agencies such as pollution control boards or by courts |
Corrective action taken,
if any |
|
N/A |
|
|
The entity is dedicated to conducting its operations with integrity and
in accordance with all legal requirements. To ensure compliance with statutory
regulations, the Company has implemented numerous checks and controls within its internal
systems, aiming to prevent, detect and rectify any non-compliance issues in real-time.
Throughout the current financial year, the Company has adhered to all relevant
environmental laws, regulations and guidelines with no instances of non-compliance
detected.
LEADERSHIP INDICATORS (GOOD GOVERNANCE)
1. Water withdrawal, consumption and discharge in areas of water
stress (in kiloliters): For each facility / plant located in areas of water stress,
provide the following information:
Overview / Objective: Provides an understanding of the adverse
impacts of an organization's operations on the environment, particularly concerning water
resources in areas facing water stress. Additionally, it verifies whether the reporting
organization has recognized significant water-related impacts within its value chain,
encompassing its own activities as well as those conducted by entities upstream and
downstream from the organization.
? Name of the area
? Nature of operations
? W ater withdrawal, consumption and discharge in the following format:
|
FY 2023-24 |
FY 2022-23 |
Parameter |
(Current Financial Year) |
(Previous Financial Year) |
Water withdrawal by source (in kiloliters) |
|
|
| (i) Surface Water |
|
|
| (ii) Ground Water |
|
|
| (iii) Third Party water |
|
|
| (iv) Seawater/ desalinated water |
|
|
| (v) Others |
|
|
Total Volume of water withdrawal (in
kiloliters) |
|
|
(i+ii+iii+iv+v) |
|
|
Total Volume of water Consumption (in
kiloliters) |
|
|
Water intensity per rupee
of turnover (Water consumed/ Turnover) |
|
|
Water Intensity (Optional)
- the relevant metric may be selected by the entity |
|
|
Water discharge by
destination and level of treatment (in kiloliters) |
|
|
| (i) To Surface Water |
|
|
|
N/A |
|
| - No Treatment |
|
|
| - With Treatment-please specify level of
treatment |
|
|
| (ii) To Groundwater |
|
|
| - No Treatment |
|
|
| - With Treatment-please specify level of
treatment |
|
|
| (iii) To Seawater |
|
|
| - No Treatment |
|
|
| - With Treatment-please specify level of
treatment |
|
|
| (iv) Sent to third-Parties |
|
|
| - No Treatment |
|
|
| - With Treatment-please specify level of
treatment |
|
|
| (v) Others |
|
|
| - No Treatment |
|
|
| - With Treatment-please specify level of
treatment |
|
|
Total Water discharged (in Kiloliters) |
|
|
2. Please provide details of total Scope 3 emissions & its
intensity, in the following format:
Overview / Objective: Scope 3 emissions refer to indirect
greenhouse gas (GHG) emissions, which are not accounted for in Scope 2 emissions (energy
indirect GHG emissions) and originate from activities outside the organization. This
encompasses both upstream and downstream emissions. Upstream categories may encompass
purchased goods and services, capital goods, upstream transportation and distribution,
business travel and other related factors.
Downstream categories can include downstream transportation &
distribution, processing of sold products, end-of-life treatment of sold products etc.
|
|
FY 2023-24 |
FY 2022-23 |
Parameter |
Unit |
(Current Financial Year) |
(Previous Financial Year) |
| Total Scope 3 emissions |
Metric tonnes of |
- |
- |
(Break-up of the GHG into CO2,
CH4, N2O, HFCs, PFCs, SF6, NF3, if available) |
CO2 equivalent |
|
|
| Total Scope 3 emissions per rupee of Turnover |
|
- |
- |
Total Scope 3 emission
intensity (optional)– the relevant metric may be selected by the entity |
|
- |
- |
Note: Indicate if any independent assessment/ evaluation/assurance has
been carried out by an external agency? (Y/N) If yes, name of the external agency.
No independent assessment/ evaluation/assurance has been carried out by
an external agency.
PRINCIPLE 7 Businesses, when engaging in influencing that is
responsible and transparent.
Overview / Objective: The organization may play a significant role
within an association or advocacy group when it holds a position on the governing body,
actively participates in projects or committees, or provides substantial funding beyond
regular membership dues. This significance may also be attributed to the organization's
strategic view of its membership as crucial for influencing the mission or objectives of
the association, which are integral to the organization's own operations. This principle
aligns with various Sustainable Development Goals (SDGs), including Goal 2: Zero Hunger,
Goal 7: Affordable and Clean Energy, Goal 9: Industry, Innovation and Infrastructure, Goal
10: Reduced Inequality, Goal 11: Sustainable Cities and Communities, Goal 13: Climate
Action, Goal 14: Life Below Water, Goal 15: Life on Land, Goal 16: Peace, Justice and
Strong Institutions and Goal 17: Partnerships to achieve the Goal.
ESSENTIAL INDICATORS – IMPORTANCE TO INVESTORS
1. a. Number of affiliations with trade and industry
chambers/associations.
Overview / Objective: This provides an understanding of whether
an organization's membership in a specific trade and industry association impacts the
mission or objectives of that association. It also seeks to determine whether the
association's primary goal of assisting businesses in local growth, expansion into new
markets and maintaining competitiveness in a complex and evolving global marketplace is
effectively achieved.
RSWML is a member of several industrial and trade associations and is
certified by 11 trade associations.
b. List the top 10 trade and industry chambers/ associations
(determined based on the total members such body) the entity is a member of/ affiliated
to.
Sr. No. Name
of the trade and industry chambers/ associations |
Reach of trade and
industry chambers/ associations (State/ National) |
| 1 Confederation of Indian Industry (CII) |
National |
| 2 The Denim Manufacturing Association |
National |
| 3 The Cotton Textile Export Promotion Council
(TEXPROCIL) |
National |
| 4 Federation of Indian Exporters Organization
(FIEO) |
National |
| 5 Indian Spinners Association (ISA) |
National |
| 6 Rajasthan Textile Mills Association (RTMA) |
State |
| 7 Synthetic and Rayon Textile Export
Promotion Council (SRTEPC) |
National |
| 8 Rajasthan Employers Association |
State |
| 9 Indian Merchant Chambers (IMC) |
National |
| 10 Northern India Textile Research
Association (NITRA) |
National |
Quality & Other Social Compliance Certifications-
Sr. No. Certification |
Certification Number |
Certification Body |
1 Quality Management System -
QMS ISO 9001: 2015 |
FM-602678 |
BSI |
2 Environmental Management
System - EMS ISO 14001: 2015 |
EMS-602680 |
BSI |
3 Health & Safety
Management System - OHS ISO 45001 |
OHS-602681 |
BSI |
| 4 Social Accountability SA 8000: 2014 |
SA 613026 |
BSI |
| 5 Global Recycle Standard GRS |
CU 812424 GRS-2021-00076685 |
CUC |
| 6 Recycled Claim Standard RCS |
CU812424 RCS-2021-00119385 |
CUC |
| 7 Forest Stewardship Council FSC |
C862424 CU-COC- 01.2021 |
CUC |
Product related certifications
Sr. No. Certification |
Certification Number |
Certification Body |
1 Oeko Tex Raw White (Grey)
& Dyed Oeko Tex 100 |
07.JA.52858 |
Hohenstein, Germany |
| 2 Cellulosic Oeko Tex Oeko Tex 100 |
07.JA.52856 |
Hohenstein, Germany |
| 3 Organic Cotton Oeko Tex Oeko Tex 100 |
21.HIN.45612 |
Hohenstein, Germany |
2. Provide details of corrective action taken or underway on any
issues related to anti- competitive conduct by the entity, based on adverse orders from
regulatory authorities.
Overview / Objective: This disclosure pertains to instances of
non-compliance or failure to adhere to laws and regulations applicable to the
organization. The level of compliance with these laws and regulations can provide insights
into management's capability to ensure the organization conforms to specified performance
standards.
Name of authority |
Brief of the case |
Corrective action taken |
|
N/A |
|
PRINCIPLE 8: Businesses should promote inclusive growth and equitable
development.
Overview / Objective: This Principle acknowledges the importance of
businesses' energy and innovation, encouraging them to contribute to the overall
development of the country, with a particular emphasis on disadvantaged, vulnerable and
marginalized communities, as outlined in Section 135 of the Companies Act, 2013. It also
underscores the necessity of collaboration among businesses, government agencies and civil
society to advance this development agenda in alignment with the Sustainable Development
Goals (SDGs). This principle aligns with various SDGs, including Goal 1: No Poverty, Goal
2: Zero Hunger, Goal 3: Good Health and Well-being, Goal 4: Quality Education, Goal 5:
Gender Equality, Goal 8: Decent Work and Economic Growth, Goal 9: Industry, Innovation and
Infrastructure, Goal 11: Sustainable Cities and Communities, Goal 13: Climate Action, Goal
14: Life Below Water, Goal 15: Life on Land, Goal 16: Peace, Justice and Strong
Institutions and Goal 17: Partnerships to achieve the Goal.
ESSENTIAL INDICATORS – IMPORTANCE TO INVESTORS
1. Details of Social Impact Assessments (SIA) of projects
undertaken by the entity based on applicable laws, in the current financial year.
Overview / Objective: Effectively managing impacts on local
communities involves assessing and planning to comprehend both actual and potential
impacts, as well as engaging with these communities to understand their expectations and
needs. Numerous elements can be integrated into local community engagement, impact
assessments and development programs. This aims to identify which elements have been
consistently implemented organization-wide.
Name and brief details of
projects |
SIA Notification No. |
Date of Notification |
Whether conducted by
independent external agency (Yes/ No) |
Results communicated in
public domain (Yes/No) |
Relevant web link |
| - |
- |
- |
- |
- |
- |
2. Provide information on project(s) for which ongoing
Rehabilitation and Resettlement (R&R) is being undertaken by your entity, in the
following format:
Overview / Objective: This educates stakeholders about an
entity's understanding of its negative effects on the community. It also allows the
business to better prioritize& improve its attention to local communities across the
board.
Sr. No. Name of
Project for which R&R is ongoing |
State |
District |
No. of Project Affected
Families (PAFs) |
% Of PAFs covered by
R&R |
Amount paid to PAFs in
the FY (in INR) |
|
|
N/A |
|
|
|
3. Describe the mechanisms to receive and redress grievances of
the community.
Overview / Objective: Establishing an effective grievance
redressal mechanism that is legitimate, accessible, predictable, equitable, transparent,
rights-compatible and fosters continuous learning is essential for addressing grievances
within an organization.
RSWML is dedicated to enhancing community well-being through its CSR
initiatives. The Company firmly believes that supporting community growth and improving
lives and livelihoods will ultimately contribute to its own growth and development.
Extensive engagement with the community in all phases of program
planning and implementation not only helps in identifying needs of the stakeholders, but
also leads to a greater sense of ownership among the people and better capacity to plan
and manage the program. This ensures continued support for the initiative and adoption of
good practices even after the exit of RSWML from the intervention area.
The Company engages with communities through various interactions,
including meetings with local administration and officials from line departments, to
identify and address their basic needs. It remains committed to supporting the provision
of quality healthcare, including infrastructure development. These initiatives contribute
to fostering a positive perception of the business and earning public goodwill, crucial
for the long-term adoption and success of the programs.
RSWML also encourages regular feedback from the beneficiaries to
continuously improve facilities and services in locations where there is a demand.
4. Percentage of input material (inputs to total inputs by
value) sourced from suppliers:
Overview/ Objective: Ensuring an efficient grievance mechanism
that is legitimate, accessible, predictable, equitable, transparent, rights-compatible and
promotes continuous learning is vital. Additionally, it reflects how an organization
manages grievances.
|
FY 2023-24 |
FY 2022-23 |
Particular |
Current Financial Year |
Previous Financial Year |
| Directly sourced from MSMEs/ small producer |
29.13 |
24.51 |
| Sourced directly from within the district and
neighboring districts |
40.77 |
44.59 |
5. Job creation in smaller towns – Disclose wages paid to
persons employed (including employees or workers employed on a permanent or non-permanent
/ on contract basis) in the following locations, as % of total wage cost:
|
FY 2023-24 |
FY 2022-23 |
Location |
Current Financial Year |
Previous Financial Year |
| Rural |
48.76 |
48.61 |
| Semi-urban |
50.47 |
50.53 |
| Urban |
- |
- |
| Metropolitan |
0.77 |
0.86 |
LEADERSHIP INDICATORS (GOOD GOVERNANCE)
1. Provide the following information on CSR projects undertaken
by your entity in designated aspirational districts as identified by government bodies:
Sr. No. State |
Aspirational District |
Sector in which project
is covered |
Amount spent (In Lakhs) |
| 1 Rajasthan |
Banswara, Bhilwara, Udaipur & Sikar |
Healthcare, sanitation & safe drinking
water |
40.35 |
| 2 Rajasthan |
Banswara, Bhilwara, Udaipur & Sikar |
Promoting education & skills development |
67.69 |
3 Rajasthan |
Bhilwara, Udaipur & Sikar |
Ensuring environment
sustainability and ecology balance |
5.91 |
| 4 Rajasthan |
Banswara, Bhilwara, Udaipur & Sikar |
Protection of national heritage and culture |
89.20 |
| 5 Rajasthan |
Banswara & Bhilwara |
Training to promote rural sports |
3.21 |
2. (a) Do you have a preferential procurement policy where you
give preference to purchase from suppliers comprising marginalized /vulnerable groups?
(Yes/No)
Overview / Objective: Gives insight into the organization's
support for marginalized or vulnerable groups.
No, Company is not having specific written policies in place for
purchase from marginalized / vulnerable group. However, company procure a huge amount of
its input materials from micro, small and medium enterprises to encourage and help small
suppliers to grow and contribute to overall growth and development of the nation.
(b) From which marginalized /vulnerable groups do you procure?
Company procures a significant portion of its input requirements from
MSME vendors.
(c) What percentage of total procurement (by value) does it constitute?
It covers approx. 30% of total procurement.
3. Details of beneficiaries of CSR Projects:
Overview / Objective: Being able to measure & report on your
organization's social impact can ultimately attract investors, retain top talent, boost
reputation, & boost business performance alongside several other potential benefits
Sr. No. CSR
Project |
No. of persons benefitted
from CSR Projects |
% Of beneficiaries from
vulnerable and marginalized groups |
1 Eradicating hunger, poverty
and malnutrition, promoting preventive health care and sanitation (including contribution
to the Swatch Bharat Kosh) and making available safe drinking water; |
1,71,742 |
100% |
2 Promoting education,
including special education and employment enhancing vocation skills especially among
children, women, elderly and the differently abled and livelihood enhancement projects; |
57,435 |
100% |
3 Ensuring environmental
sustainability, ecological balance, protection of flora and fauna, animal welfare, agro
forestry, conservation of natural resources and maintaining quality of soil, air and water |
21,150 |
85% |
4 Protection of national
heritage, art and culture including restoration of buildings and sites of historical
importance and works of art, setting up public libraries, promotion and development of
traditional arts and handicrafts; |
40,850 |
75% |
5 Training to promote rural
sports, nationally recognized sports, Paralympics sports and Olympic Sports; |
30,400 |
75% |
PRINCIPLE 9 Businesses should engage with and provide value to their
consumers in a responsible manner.
Overview / Objective: This principle focuses on customer health and
safety, encompassing an organization's systematic endeavors to ensure health and safety
throughout the lifecycle of its products or services. It also emphasizes adherence to
customer cybersecurity and privacy regulations, as well as voluntary codes. This principle
aligns with several Sustainable Development Goals (SDGs), including Goal 2: Zero Hunger,
Goal 4: Quality Education, Goal 12: Responsible Consumption and Production, Goal 14: Life
Below Water, Goal 15: Life on Land and Goal 16: Peace, Justice and Strong Institutions.
ESSENTIAL INDICATORS – IMPORTANCE TO INVESTORS
1. Describe the mechanism is in place to receive and respond to
consumer complaints and feedback.
Overview / Objective: Provides a comprehensive overview of the
grievance redressal mechanism, including its capability to address privacy-related
concerns and whether users can anonymously report issues.
Customers are the backbone of our business. We prioritize understanding
their needs and offer top-quality products with a strong emphasis on creating memorable
customer experiences. In line with this, RSWML actively participates in various platforms
to gather customer complaints and valuable feedback to facilitate necessary actions.
The Company employs multiple channels to engage with customers and
address their complaints and feedback. Our process for receiving and resolving customer
complaints is outlined as follows:
a) Receive the customer complaints (Letter/Fax/E-mail) & record
details in ERP system after sharing all information with Quality Assurance & Technical
teams. b) Send the Supporting details/samples of the complaints to HOD(QA) & Plant
head along with copy of letter/Fax/ E-Mail from the customer. c) Internal investigation of
complaint by QA team and will be discussed with concerned department Head / plant team as
well as with the Plant Head for Corrective and preventive action. d) If required, the
complaints are investigated at the customer's site by deputing a person for
visit/Discussion with the customer. e) In case Quality Assurance is unable to complete the
investigation or any dispute / un –resolved matter remain between plant and
marketing, the same is discussed at senior management level. Further if required
investigation is done through outside agencies like SITRA, BTRA, ATIRA etc. f) Based on
the findings of the internal/external complaint investigations, necessary corrective &
Preventive action are taken by the plant team. Also, Comprehensive analysis report is
submitted to Marketing team. g) Coordinate through respective CMO/BH/Respective Marketing
Team Member to arrive at mutually agreed redressal with the customer through any of the
following means:
? By paying in claim.
? By Replacing the material
? By Convincing the Customer h) After the above action, the respective
Head of marketing shall close the complaint & get the same updated in ERP system. i)
Redressal of complaints within the maximum period specified in Company SOP from the date
of receipt.
2. Turnover of products and/ services as a percentage of
turnover from all products/service that carry information about:
Overview / Objective: It provides an overview to understand what
potential risks & opportunities in terms of ESG compliances or investment or finance
could be related to any product& its overall impact on the organization's turnover
& financial standing
|
As a percentage to total turnover |
| Environmental and social parameters relevant
to the product |
100% |
| Safe and responsible usage |
100% |
| Recycling and/or safe disposal |
N/A |
3. Number of consumer complaints in respect of the following:
Overview / Objective: This disclosure provides an evaluation of the
success of complaints management systems & procedures relating to them.
|
FY2023-24 |
|
FY 2022-23 |
|
|
(Current Financial Year) |
|
(Previous Financial Year) |
|
|
Received during the year |
Pending resolution at the
end of year |
Remarks |
Received during the year |
Pending resolution at the
end of year |
Remarks |
| Data privacy |
- |
- |
- |
- |
- |
- |
| Advertising |
- |
- |
- |
- |
- |
- |
| Cyber-security |
- |
- |
- |
- |
- |
- |
Delivery of essential services |
- |
- |
- |
- |
- |
- |
| Practices |
- |
- |
- |
- |
- |
- |
| Unfair Trade Practices |
- |
- |
- |
- |
- |
- |
Other (Quality Complaints) |
1,068 |
331 |
- |
930 |
317 |
- |
4. Details of instances of product recalls on account of safety
issues:
Overview / Objective: A product recall entails the retrieval of
defective and/or potentially unsafe goods from consumers. This data serves as a crucial
indicator of the effectiveness of the entity's safety measures.
There were no product recalls during the current financial year,
rendering this information irrelevant.
5. Does the entity have a framework/ policy on cyber security
and risks related to data privacy? (Yes/No) If available, provide a web-link of the
policy.
Overview / Objective: This disclosure can help stakeholders assess an
entity's cybersecurity risk & level of disclosures & provide regulators with
information on whether additional legislative standards are necessary for encouraging
companies to disclose more about their cybersecurity.
Yes, the entity's IT policy encompasses directives concerning
cybersecurity and the management of risks associated with data privacy. This policy serves
as a safeguard to shield our organization from potential data breaches.
RSWML upholds a secure and encrypted database across its value chain
partners, with regular updates to security software. Additionally, the Company offers
various training sessions to its staff members on data security and privacy measures. The
absence of any data breaches thus far underscores the robustness of the Company's IT
system.
6. Provide details of any corrective actions taken or underway
on issues relating to advertising and delivery of essential services; cyber security and
data privacy of customers; re-occurrence of instances of product recalls; penalty / action
taken by regulatory authorities on safety of products / services.
Overview / Objective: This disclosure provides an overview of
the success of management systems & procedures relating to overall customer
satisfaction.
The Company has not encountered any complaints or issues concerning the
advertising and delivery of essential services, cyber security and data privacy of
customers, or the recurrence of product recalls. Moreover, no penalties have been paid to
regulatory authorities regarding the safety of products and services. Nonetheless, the
Company's policies and procedures include clear guidelines for implementing corrective
actions whenever necessary.
7. Provide the following information relating to data breaches: a.
Number of instances of data breaches- Nil b. Percentage of data breaches involving
personally identifiable information of customers- Nil c. Impact, if any, of the data
breaches No such cases during the year.
LEADERSHIP INDICATORS (GOOD GOVERNANCE)
1. Channels / platforms where information on products and
services of the entity can be accessed (provide web link, if available).
Overview / Objective: This disclosure guides various stakeholders on
the nature of products & services provided by the entity.
The Company website provides detailed information about its wide range
of products. Link: https://www.rswm.in/collections/
Also, the Company has a LinkedIn page and handle which are handled by
company officials.
2. Steps taken to inform and educate consumers about safe and
responsible usage of products and/or services.
Overview / Objective: This disclosure provides an overview of
procedures asset up by the entity to raise awareness regarding the nature & use of its
products / services.
RSWML prioritizes customer satisfaction and their values. The Company
actively interacts with customers through various forums to promote responsible product
usage. Information on responsible product usage is shared with customers during
distribution and the Company conducts meetings and seminars to further educate them on
this matter.
3. Does the entity display product information on the product
over and above what is mandated as per local laws? (Yes/No/Not Applicable) If yes, provide
details in brief. Did your entity carry out any survey with regard to consumer
satisfaction relating to the major products / services of the entity, significant
locations of operation of the entity or the entity as a whole? (Yes/No)
Overview / Objective: This disclosure provides investors with valuable
information regarding the overall level of customer satisfaction relating to the
entity's products & services.
RSWML persistently strives to minimize the environmental, health and
safety impacts of its products across their entire lifecycle. The Company ensures
compliance with all regulations concerning product information and labelling. Moreover,
RSWML's marketing communication efforts align with brand standards and guidelines,
emphasizing visual representation, brand promise and relevance to the target audience.
Legal statutes regarding product labeling and display of product information are
rigorously adhered to by RSWML.
Recognizing and meeting customer needs stands as a top priority for
RSWML. The Company employs various methods of customer engagement to gain insights into
their requirements and consistently aims to enhance the customer experience. RSWML
organizes both physical and virtual meetings with customers, facilitating regular
fulfillment of service delivery commitments, adherence to internal standards,
identification of areas for process improvement and comprehension of changing customer
attitudes and behaviors to ensure their needs are met at every stage.