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sustainability report 2014-15

Corporate Social Responsibility Policy of Tata Housing Development Company Ltd

The Company believes that the primary purpose of business is to improve the quality of life of people in the community it serves. Our triple-bottom-line (social, economic and environmental) perspective to business places people, planet and profit at the core of our business strategy. We believe in integrating our corporate values and business needs to meet the expectations of our customers, employees, partners, investors, communities and public at large.

In this regard, the Company will volunteer its resources to the extent it can reasonably afford, but not less than the regulatory requirements, so as to sustain the environment and to improve the quality of life of the people of the communities in which it operates.

It will not only comply with the relevant regulations relating to environment, but also constantly upgrade technology and apply state-of-the-art processes and practices that will comprehensively address issues related to climate change and global warming including water and energy conservation. We will continue to serve our communities by constantly protecting ecology, demonstrating our responsibility towards and sensitivity to biodiversity and the environment in which we operate by conserving, restoring and enriching it systematically.

The Company will continually endeavor to prevent pollution, ensure optimum use of resources and minimize harmful impacts on society and environment during construction processes and materials movement and its delivery throughout its supply chain. It will encourage its partners and service providers to adopt responsible business policies, business ethics and abide by its code of conduct.

In line with the above social responsibility and commitment towards the community as a whole, the Company shall contribute actively through Tata Affirmative Action Programme(TAAP) for the development of SC & ST, and support & undertake activity(ies) for promotion of education and employability enhancement of people other than SC & STs, environmental sustainability, community infrastructure development, construction of toilets for individual families, Children health and managing of developmental disorders in children, Promoting gender equality and empowering women, combating disease and hygiene and sanitation initiatives etc as outlined in Schedule VII of the Companies Act, 2013.

The management will commit all the necessary resources required to meet the goals of Corporate Sustainability/Corporate Social Responsibility as and when required.

10/06/2014 (Brotin Banerjee)Mumbai Managing Director & CEO

Contents

Message from MD & CEO 03

Reporting Process 07

Our Business 08

Governance 11

Sustainability Approach 14

Environmental Sustainability 22

Socio-economic Development 42

Employee Delight 48

Health & Safety 55

Customer Centricity 59

sustainability report 2014-15 01

Sustainability Vision


We would build sustainability into everything we do so that our profitable growth helps reduce inequality and rejuvenates the environment. This inequality would mean the disequilibrium of all kind including social and economic.

Brotin BanerjeeManaging Director & CEO

02/04/2012


Message from MD & CEO

Dear Stakeholders,

Tata Housing has been and would continue to lead the residential housing segment as a ‘responsible developer’. We understood the business sense of ‘disrupt or be disrupted’ way back in the year 2007, when we decided to walk on a lonely path of constructing only ‘green buildings’; and when we embarked upon our journey to develop low cost-high value housing called ‘Shubh Griha ’and ‘New Haven’ for the lower and middle income consumers. It was a disruption in the marketplace, we led and others followed. I am thankful to all of you, for your support and help. The trust and confidence of our dear customers, employees, suppliers, vendors, contractors and also local

communities’ neighbourhood helped us achieving many rare distinctions. Amongst other awards, the Company was also conferred CII-ITC Sustainability Award 2014 for its Outstanding Accomplishment in Sustainability.

We understand that the traditional interpretation of financial statement does not adequately capture the non-financial business drivers. So we track our ESG (environmental, Social and Corporate Governance) indicators regularly for sustained business performance. Based upon the findings of our materiality analysis done last year, we have been focusing upon vocational skill development of youth in construction sector, carbon abatement, water conservation and employee volunteering as the four crucial sustainability goals of the organisation. We aspire to provide vocational skill training to one hundred thousand youth by 2024. We have become carbon neutral gate-to gate basis as on 31st March 2015 and have aspirational plans to become neutral including embedded carbon and water positive in the next three years.

We are committed to customer empowerment through research and dissemination of knowledge. Towards achieving this goal, we have been investing in Life Cycle

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Assessment Studies and Post Development/Occupation Studies of our IGBC certified Green Buildings to understand the extent of their positive impact on the environment as well as health and well-being of the occupants, vis-à-vis traditional buildings. We will build up on our studies and develop a repository of information for all to avail.

This is the fourth year of our sustainability reporting and third year of getting independent assurance of our triple-bottom-line performance. Like last year, this year too we have reported our sustainability performance in line with Global Reporting Initiative (GRI) G4 guidelines (‘in Accordance” Core criteria) as published in this report. M/s KPMG was retained by us to provide independent assurance and I am happy that KPMG’s multi-disciplinary team has assessed our triple-bottom-line performance and given us the required Assurance.

Brotin Banerjee

MD & CEO07 October 2015Mumbai


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New Ribbon Walk, Chennai

Peenya, Bengaluru

Primanti, Gurgaon

Promont, Bengaluru

Santorini, Chennai

Shubh Griha & New Haven, Boisar, Mumbai suburbs

Shubh Griha & New Haven, Vasind, Near Mumbai

Reporting ProcessReport BoundaryThis is Tata Housing’s fourth consecutive Sustainability Report for the period from 1st April 2014 to 31st March 2015. We have adopted the most recent Global Reporting Initiative (GRI) G4 Sustainability Reporting Guidelines, as per the ‘In Accordance’ Core criteria. The GRI Guidelines which are the most widely adopted non-financial reporting framework in the world. It helps in communicating our sustainability performance and encouraging transparency and accountability. The report is also aligned to the nine principles of Ministry of Corporate Affairs' National Voluntary Guidelines on Social, Environmental and Economic responsibilities of business (NVG-SEE) and the ten principles of United Nations Global Compact (UNGC). This report is externally assured by KPMG. The assurance statement has been attached in this report.

The boundary for each material aspect in this report is limited to Tata Housing Development Company Limited’s projects/ locations referred in the scope of report.

Scope of ReportProjects / Locations

Amantra, Mumbai

Arabela, Gurgaon

Ariana, Bhubaneswar

Avenida, Kolkatta

Gurgaon Gateway, Gurgaon,

La Montana, Pune

Mulund, Mumbai

Myst, Kasauli

New Heaven Compact, Ahmedabad

Offices - Corporate & Regional

Ahmedabad

Bangalore

Chennai

“To be India’s largest home provider”

“To delight our customers by providing quality life spaces through continuous innovation”

Customer Focus | Integrity | InnovationAgility | Leadership | Sustainability(Quality, Safety, Climate Change & Community Care)

Tata Housing Mission

Tata Housing Values

THDC Vision

TVHL Vision

“To be the most preferred Brand in the premium housing segment”


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This page covers GRI G4 General Standard Disclosure G4-20 & 21

Delhi

Kolkata

Pune


Our Business

Tata Housing has integrated sustainability into its business planning and decision making process. Throughout its value chain from project acquisition to society formation and handover to customers, the Company has thoughtfully and strategically balanced the social, economic and environmental considerations. It has proactively managed change in the business environment by going green and by adopting state of the art cutting edge technologies capable of creating value across the social, economic and environmental spectrum. Therefore the Company envisions growth which is sustainable, balanced and equitable. It has been taking continued efforts to build sustainability into everything it does so that it’s profitable growth educes inequality and helps rejuvenate the environment. The Company is one of the top real estate players in India in the

residential segment and this has been possible because of its adherence to sustainability principles across the value chain of the organization. Integration of sustainability has resulted in identification of material issues across the value chain and addressing them effectively. The Company fosters a culture of strong performance orientation based on individual accountability and ownership. The organization is conscious that construction sector poses a major challenge to the environment and consumption of natural resources such as energy, raw materials, and GHG emissions are issues that need serious consideration. So it follows processes and practices that ensure optimum and environmentally conscious utilization of resources. It maps its carbon footprint and undertakes measures aimed at carbon abatement and specific carbon footprint reduction. With more than

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Shubh Griha, Vasind, Near Mumbai

This page covers GRI G4 General Standard Disclosure G4-17

Tata Housing Development Company is a closely held public limited company, which commenced its real estate operations in the year 1984. The Company is a 99.86 % subsidiary of Tata Sons Ltd. The year 2007-08 was a turning point in its history. Since FY 08, Tata Housing has established itself as a high growth pan India sustainable residential developer with the largest IGBC (Indian Green Building Council) registered green building footprint in India. The Company has grown its turnover 28 times from Rs 36 Cr in FY08 to Rs 1025 Cr. in the year 2014-15 with a CAGR of 27 % in the last 5 years.

70 million square feet of IGBC registered green building footprint, Tata Housing is one of the largest green building developers in India. All its houses are either silver or gold pre-certified. It has aspirational plans to become carbon neutral (including embedded carbon) by the year 2017-18 and it also aspires to become water positive by 2017-18. It has already become carbon neutral of its operations. Strengthening the construction eco-system by providing vocational skill training to


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This page covers GRI G4 General Standard Disclosure G4-17

construction workers, developing entrepreneurs and contractors capable of meeting the emerging challenges particularly in relation to adapting newer technologies and helping the industry improve its safety practices have been the other business orientated sustainability practices of Tata Housing. This is the only developer in India to have adopted a Supply Chain Diversity Policy, through which it has defined a set of processes to encourage scheduled caste and scheduled tribe entrepreneurs to do business in its value chain. The objective is to increase the number of SC/ST vendors, contractors, sub-contractors, suppliers etc who do business with the Company or within its value chain so that the poor, and socially backward first generation entrepreneurs are able to participate in the growth story of the organisation.

Going by the Tata ethos and vision, Company gives importance to serve the people at the bottom of the pyramid. In this regard, Tata Housing pioneered the concept of low-cost high value housing under the brand name Shubh Griha. The

Company has received various industry recognitions for its landmark projects and contributions in real estate sector across all its product segments - value, affordable, premium and luxury. Company believes in business ethics and transparency. The leadership of the organization is committed to the highest standard of integrity and transparency at all levels of management. Company follows Tata Code of Conduct and has whistle-blower policy too. The organization is a signatory to various declarations such as United Nations Global Compact, CII Code on Affirmative Action and India Business & Biodiversity Initiatives etc.

Impeccable financial credibility of Tata Housing has led to international credit agencies giving favourable ratings. The organization enjoys strong confidence from investment bankers for its track record of sustained growth as a responsible developer. This can be seen from “AA” credit rating by international agencies such as ICRA and CARE consecutively for four years in

2011-12, 2012-13, 2013-14 and 2014-15. Company cares for its communities and spends more than early 3 % of its net profit on CSR initiatives annually. It follows a very structured approach with stakeholder mapping and community need assessment done at each project locations for prioritizing CSR interventions. This is followed by community satisfaction survey and impact assessment survey at the end of the year post implementation of CSR projects. Its CSR spends are much higher than the regulatory requirements.

The Company’s sound sustainability strategies, strong stakeholder engagement mechanisms, sustainable supply chain, unflinching commitment to safety, and very systematic training and capacity building methods has resulted in it being a vibrant, dynamic and highly efficient sustainable organization in its segment in India. The Company management professes the spirit of “A step ahead of competition and a step closer to communities”

Our ProjectsResidential DevelopmentsPresent Projects• Amantra, Mumbai• Arabela, Gurgaon• Ariana, Bhubaneswar• Avenida, Kolkata• Gurgaon Gateway, Gurgaon,• La Montana, Pune• Mulund, Mumbai • Myst, Kasauli• New Heaven Compact, Ahmedabad• New Ribbon Walk, Chennai• Peenya, Bengaluru• Primanti, Gurgaon• Promont, Bengaluru

• Santorini, Chennai• Shubh Griha & New Haven, Boisar,

Mumbai suburbs• Shubh Griha & New Haven, Vasind,

Near MumbaiPast Projects• Sherwood Bangalore• Green Acres, Cochin• Villa Paradiso, Goa• Peregrine, Mumbai• Merwanjee Cama Park, Mumbai• Falcon's Crest, Mumbai• Aashiana, Mumbai

• Glen Eagle, Mumbai• Symphony, Mumbai• Condor Gardens, Mumbai• Petit Towers, Mumbai• Emeralde Court, Mumbai• GlenDale, Mumbai• TATA House, NCR• Blue Hills, Pune• Inora Park, Pune• Aquila Heights, Bangalore• Raisina Residency, Gurgaon• Eden Court, Kolkata

Tata Housing

Tata Value Homes

PremiumValue & Affordable

Shubh Griha, Vasind

Shubh Griha,Ahmedabad

La Montana, Talegaon

New Heaven, Bengaluru

New Haven Ribbon Walk, Chennai

New Heaven Compact, Ahmedabad

Arabela, Gurgaon

Primanti, Gurgaon

Boisar, Mumbai Inora Park, Pune

Promont, Bengaluru

Ariana, Bhunaneshwar

Amantra, Mumbai

Mulund, MumbaiRiva, Bengaluru

Gurgaon Gateway, GurgaonPrive, Lonavala Myst, Kasauli

Santorini, Chennai

Kolkata

Bhubaneswar

Chennai

Gurgaon

Ahmedabad

LonavalaTalegaon

Bengaluru

Mumbai

Pune

Kasauli

Awards# Name of Award / Name of Awarding / Year Theme of the Award* Rating / Certification Rating / Certifying Organisation

1 CII ITC Sustainability Award - CII 2014-15 Sustainability Outstanding Accomplishment

2 Golden Peacock Golden Peacock 2014-15 Sustainability Sustainability Award

3 Construction Times Construction Times 2014-15 CSR CSR Award

4 CII-Exim Business Excellence CII 2014-15 Business Excellence Award-Significant Achievement

5 “Global Performance Asia Pacific Quality Organization 2014-15 Business Excellence Excellence Award -2014

6 Climate Change World CSR Organization 2014-15 Sustainability Leadership Award

7 Responsible Business of World CSR Organization 2014-15 Sustainability the Year Award

8 CII award for Excellence CII 2014-15 CSR Community Engagement Practices

10 sustainability report 2014-15


Governance

The leadership of the organization is committed to the highest standard of integrity and transparency at all levels of management. The following is the governance structure of the organization and the major committees of Board of Directors.

# Name of Company Director Designation Category Member of Board-level Committee/s

Board of Directors1 Mr. Brotin Banerjee Managing Director Managing Director & Member Chief Executive Officer

2 Mr. Santhanakrishnan Sankaran Director Independent Director Member Non-Executive Director

3 Mr. Sanjay Ubale Director Non Independent Member Non-Executive Director

4 Mr. K. Venkataramanan Director Non Independent Member Non-Executive Director

5 Mr. Dileep Choksi Director Independent Director Member Non-Executive Director

6 Ms. Sucheta Shah Director Independent Director Member Non-Executive Director

Audit Committee of the Board1 Mr. Santhanakrishnan Sankaran Director Independent Director Chairman



Executive Committee of Directors1 Mr. Santhanakrishnan Sankaran Director Independent Director Chairman

2 Mr. Brotin Banerjee Managing Director Managing Director & Member Chief Executive Officer

3 Mr. Sanjay Ubale Director Non-independent Member Non-executive Director

Corporate Social Responsibility Committee of the Board1 Mr. Santhanakrishnan Sankaran Director Independent Director Chairman

2 Mr. Brotin Banerjee Managing Director Managing Director & Member Chief Executive Officer

3 Mr. K. Venkataramanan Director Non Independent Member Non-Executive Director

Nomination & Remuneration Committee of the Board1 Mr. Santhanakrishnan Sankaran Director Independent Director Chairman



11

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The following are the roles and responsibilities of the various Board-level Committees:

Audit Committee (AC): The terms of reference of the Audit Committee inter alia includes recommend the appointment, remuneration and terms of appointment of auditors of the company; review and monitor the auditor’s independence and performance, and effectiveness of audit process; examine the financial statement and the auditors’ report thereon; To approve or any subsequent modification of transactions of the company with related parties;

scrutiny the inter-corporate loans and investments; Valuation of undertakings or assets of the company, wherever it is necessary; evaluation of internal financial controls and risk management systems; monitor the end use of funds raised through public offers and related matters.

Committee of Directors (COD): The Committee of Directors (COD) has been constituted by the Board of Directors in view to bring operational efficiency in the day to day matters of the Company. The Committee of Directors considers

and approves the development of the proposed projects, deployment of temporary surplus funds of the Company, terms and conditions of borrowings from banks/financial institutions, etc. and also decides, approves and confirms such other matters of operational nature.

CSR Committee: The CSR Committee formulates and recommends to the Board, a Corporate Social Responsibility Policy, recommend the amount of expenditure and monitor the Corporate Social Responsibility Policy of the Company from time to time.

Stakeholder Identification& Prioritization

Employees Recruitment process

Customers Customer & market segmentation

Supplier / Vendors / Contractors / Partners Contractors qualification and empanelment

Vendor qualification and empanelment process

Community Key community 10kms of radius around project sites

Community mapping is done and prioritized scientifically through external agencies such Partner in Change, TISS, NIMMS etc.

Regulators & Civil Society During Stakeholder mapping and Risk Workshops

Stakeholder Engagement

Method Mode Frequency

Employees Surveys External- third party Once in year

Customers 1. Surveys 1. External- third party 1. Once in a year

2. Senior management meeting 2. one to one interaction 2. As per customer visit plan depending on handover

Vendors / Partners 1. Meetings 1. one to one meeting 1. Quarterly

2. Annual function 2. Gathering in presence

of MD & senior executives

Community 1. Need assessment survey 1. External – third party 1. Annual

2. Community mapping 2. External – third party 2. Annual

3. Community need satisfaction 3. External – third party 3. Annual survey 4. One to one 4. Need based

4. Informal meeting 5. Online 5. 24 x 7

5. Access to senior management through emails

12 sustainability report 2014-15This page covers GRI G4 General Standard Disclosure G4-24, G4-25, G4-26, G4-27


Ethical behavior is promoted and assured through the management of business ethics process. The process is supported by an Ethics structure headed by the MD & CEO, Head HR as the Ethics Councilor and Regional Ethics Councilors. Extensive awareness about Tata Code of Conduct, Whistleblower Policy, and Prevention of Sexual Harassment Policy is given to all employees and associates through various forums.

The Real Estate industry is highly regulated through

Inter nal Review of Finance, Legal, BD & Engg

rocess cor

Compliance tracking updates in checklist, based on Norms, Act,

Law, By-laws, Amendments,P rection and improvement

Anticipating changes and preparingaction plan to surpass the standard

requirement

Assurance to chairman/ BOD on legalframework & compliance

Quarterly report to MD & CEO and BODthrough Company Secretary

Pro-active auditsInter nal audits, Statutor y audits External

Process audit task force

Audit Repor ts and cor rective actionproposed by respective group

Review by Audit committee

Financial - CFOCourt cases & Changes - Head LegalDue Diligence - Head Legal & Head BD

Statutory Compliance - Head Engg/ CHP & Head HR

Statutory & Legal compliance structure

BODMD & CEO

Process of Legal Compliance

licensing regime by authorities at local, state and central level. Our regulatory environment is governed by four levels: 1) Local Bodies (Gram Panchayats, ZillaParishads, Corporations, etc.) for licenses and permissions, 2) State level policies for resources like water, energy. 3) Statutorily applicable laws to run our business in the form of Central and State Acts and Laws. The company has well defined process to ensure the legal compliance at all levels.

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This page covers GRI G4 General Standard Disclosure G4-24, G4-25, G4-26, G4-27

Stakeholders Key topics and Concerns

JD/ JV Partners Addressing environmental issues, community concerns

Suppliers / Contractors Delivery performance, Partner Satisfaction Rating, Reduction in Rejection, Quality Rating, Safety Rating, green procurement, Affirmative action deployment-increase in No. of SC/ST entrepreneurs and SC/ST workers

Architects / Consultants Efficient Techno Economic and environment friendly (Green Building) Design, Implementation of Design Intent in the Final Product, Creating Design Differentiators for the products, Approvals of the Projects

Brokers Higher Velocity, Identification of consumer needs & requirements, Promotion of green buildings

Other Consultants Quality, Cost, Delivery performance, People Capability, Green Building Certification

0

3

6

9

12

15 14

11

9

14

11

9

Complaints Recevied (NO’s) Complaints Resolved (NO’s)

FY13 FY14 FY15

Sustainability Approach

Tata Housing adheres to Tata Group values. The Tata Group has always sought to be value driven organization. These values continue to direct the Group’s growth and businesses. The six core TATA values underpinning the way we do business are:

Customer focus: Managing expectations of stakeholders and driving customer centricity in the organization, internal and external customer and supplier relationship.

Innovation: Continuous improvement to differentiate our products / services

Agility: Speed of decision making & execution

Integrity: Deliver what is promised

Leadership: Be the best in what you do.

Sustainability: Ability to ensure business continuity. Quality, Safety, Climate Change.

The Tata Housing Board has consciously embedded sustainability into the organisational functioning. The Sustainability Vision adopted by the board, sets the leadership direction, integrating sustainability into the growth strategy of the Company. The board believes in an integrated approach of sustainability across the value

Sustainability Vision of Tata Housing

We would build sustainability into everything we do, so that our profitable growth reduces inequality and rejuvenates the environment. This inequality would mean the disequilibrium of all kind including social and economic.

chain of the organisation and the same is evident in the Corporate Sustainability (CS) Policy that was adopted by the board way back in 2010. The Managing Director role models in creating value based organisation driven by triple-bottom-line approach.

The sustainability elements are ‘building sustainability’, ‘profitable growth’, ‘reducing inequality’ and ‘rejuvenating environment’. The vision ingrains sustainability into the growth strategy of the Company. It envisages profitable growth of the Company by sustainable means such as fair wage, fair labour practices, optimal use of resources, product responsibility, and responsible supply chain etc; which will generate reasonable profit for the shareholders after addressing the needs of all other stakeholders including communities. The growth fuelled by sustainability will eventually reduce inequalities in all spheres-the social, economic and environmental. There will be money to spend under CSR budget for creating employment and development in communities (social dimension), fair business practices including paying taxes on time, developing low cost and affordable housing across India for people at the bottom of the pyramid will lead to economic d e v e l o p m e n t ( e c o n o m i c

dimensions) and also reduce regional inequalities. Green buildings through sustainable construction and other ecological initiatives will of course rejuvenate the environment.

Materiality analysis

The materiality analysis of Tata Housing was originally done in the year 2013-14 with the professional help of Ernst & Young LLP. The continual relevance of the same was further discussed and debated in internal forums such as Climate Change Champions Group, Corporate Sustainability Champions Group, CS Taskforce Committee, Project Review Meetings etc . It was felt that the ‘material issues’ have not changed in the year 2014-15. The structured analysis of the material issues resulted in zeroing upon 4 focused long-term sustainability goals such as a) Vocational skill development of 100 thousand youth by 2024, b) Carbon Neutral (including embedded carbon) by 2017-18 c) Water positive by 2017-18 and d) Social service volunteering by 100 % employees. The material issues mentioned in this report have been revisited and finalised taking into consideration the industry environment, evolving regulatory expectations, changing customer paradigms and our believe that sustainability will remain as the key differentiator of our success vis-à-vis competition.

14 sustainability report 2014-15This page covers GRI G4 General Standard Disclosures G4-18 & 19

The five prioritized material aspects are briefly described below and detailed performance disclosures on these aspects are provided in the subsequent chapters of this report.

Environmental Sustainability: Green products and environmental sustainability is an integral part of the sustainability policy adopted by Company. In this respect, all the building projects developed by the Company are Green Buildings. All the housing projects in Luxury and Premium segments are designed in accordance to the IGBC Platinum or Gold rating and all the housing projects in Affordable and Value Homes Segments are designed in accordance to the IGBC Silver rating. Thus environmental sustainability is integrated into the business processes, leading to sustainable construction and reduction of environmental impact during the entire life cycle of the buildings. With more than 70 million square feet of IGBC registered green building foot print, Tata Housing is one of the largest green building developers in India. As part of

environmental sustainability, we have adopted policies and management systems focusing on the carbon abatement, natural resource conservation, water use efficiency in construction, waste reduction and energy efficiency.

Social-economic Development: As part of our commitment to encourage socio-economic development within our local communities, we have adopted CSR Policy, Affirmative Action Policy and Supply Chain Diversity Policy. The CSR policy provides two levels of CSR budgeting- one at the corporate level and the other at the projects (construction sites) level. At the corporate level, 1 % of the net profit of the preceding year is earmarked as CSR budget. At the project level, Rs 6 per square feet of saleable area in case of premium and luxury housing and Rs 4 per square feet of saleable area in case of affordable and value housing, divided by the project span in years, is kept aside as annual CSR budget. While the corporate CSR budget is aligned to profit (shareholder value), the project level CSR budget is to be spent every year, irrespective of

profit or loss (stakeholder value). In this manner, the CSR spend every year, on an average is more than 3 % of the net profit of the Company. The CSR committee headed by the Managing Director & CEO reviews the CSR performance on a quarterly basis. The Company’s Board reviews the CSR performance on a yearly basis. Providing low cost & affordable housing and procuring from locally based vendors are two other significant ways in which we promote socio economic development in the society. This has approach has been suitably modified effective from 1st April 2014, keeping in mind the regulatory environment on CSR.

Employee Delight: “People” is an important element of sustainability and an enlightened, engaged, empowered and motivated employee base is critical to the sustainability of business. Employees are our most significant assets. The organizational efforts are aimed at making the employees delighted by anticipating & addressing their needs and by proactively providing solutions& supports to them. Apart from competitive benefits, the organizationprovides an envious learning environment and has a very unique employee value proposition.

Health & Safety: The promotion and maintenance of the highest degree of physical, mental and social well-being of workforce has been one of the priority focus areas of the organization. Safety excellence is a never ending journey and we are committed to work untiringly to realize the ultimate goal of ‘Zero Accident’.

Mr. Brotin Banerjee, MD & CEO receiving CII-ITC Sustainability Awardfrom Mr. Prakash Javadekar, Hon’ble Minister (MoEF), Govt. of India


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This page covers GRI G4 General Standard Disclosures G4-18 & 19

Mission &VisionOur turnaround, numerous achievements over the years in every sphere, the awards, accolades and recognitions achieved are the outcome of the elements of sustainability ingrained in the vision, strategic direction and drive of the leadership.

The SLT (MRC members and Functional heads)takes a lead role in driving the organization through 9 step Leadership System to set the direction, to communicate and align the entire organization to achieve the sustainability Vision and Goals.

The mission of the organisation is “To delight our customers by providing quality life spaces through continuous innovation”. The sustainability elements are ‘customer delight’, ‘quality life spaces’ and ‘continuous innovation. The Company has been continuously innovating towards developing eco-friendly houses in Luxury, Premium, Affordable& Value segments catering to the needs of different strata of the society capable of delighting customers. Our continuous innovation leads to

creation of quality life spaces which results in delighting customers and sustainable business.

Our mission of providing quality life spaces are embedded in the operations which impact health, safety and environment asshown below

Business Operations Health & Well-being Safe Workplace Environment

Buildings in Use Enhanced cross ventilation, Designed safely for differently CFC-Free Equipments, lux levels and ambient air abled, firefighting systems, Minimum Energy Performance, quality, fitness centres, emergency preparedness Energy efficient and water efficient isolated smoking zones plans buildings, Landscaping with native tree species, effect, waste water Organic Waste Management

Building while Health care centres at Strengthen safety governance Climate Change policy, EHS policy, being constructed construction sites with by- OHSAS certification of all Corporate Sustainability policy – Dedicated Medical new projects, Safety review by Reduction in carbon emissions, Practitioners, first aid CHP, RHE & PH/Safety walk carbon abatement, energy savings, provisions, Dedicated through, MRC Safety visits, etc Ambulance for emergencies, BBS on pilot basis, safety Tie ups with hospitals sensible planning at design stage & safety sensible contracting

Equipment Safe practices for operating Use of highly energy efficient equipments as per OHSAS equipments like pumps with more certification than 60% efficiency and motors with more than 75% efficiency

Materials & Low VOC paints and Use of green materials - rapidly Natural materials, Less energy renewable wood, fly ash, AAC Resources intensive, Less Polluting blocks, porotherm blocks, gypsum plaster, Conservation of natural resources like soil conservation, rain water harvesting, solar water heater, solar street lights, tree planation, Materials with Recycled Content

Customer Centricity: Customer Centricity is the focus area of our approach. We believe in walking a step ahead of competition and a step closer to customer and deliver him the unique brand

experience. We understand, Companies that can shift their focus from commodity to customer will have the strategic advantage. We are building a customer-centric organization by

recognizing actionable market segments, implementing segment-specific strategies, responsible products and expanding market share.

16 sustainability report 2014-15This page covers GRI G4 General Standard Disclosures G4-18 & 19

SN Name of the Policy Sustainability elements

1 Corporate Social Aligned to triple bottom line – Social, economic & environmental dimensions – integration Responsibility Policy into business, meeting stakeholder expectations, beyond compliance, climate change, energy & water conservation, protecting ecology, sensitivity to biodiversity, conserve, restore & enrich environment systematically, optimum use of resource during construction, business ethics

2 Affirmative Action Aimed at social equity- equal footing for socially and economically disadvantaged Policy sections of the country at large and specifically the Scheduled Caste and Scheduled Tribe communities - Social dimension

3 Climate Change Adopting environment-friendly technologies, business practices and innovation, while Policy pursuing their own growth aspirations and the enhancement of shareholder value – Environmental Dimension

4 Quality Policy Continuous improvement, ethical practices, engagement with internal & external stakeholders (Employees, suppliers & customers) , surpassing regulatory & statutory standard – Economic dimension

5 Employee Engaging with employees for social & environmental causes – Social dimension Volunteering Policy

6 Environment, Health Workplace Health & safety responsibilities, high standards of protection of our employees, & Safety Policy environment, properties, equipments. Exceeding recognised standards on EHS practices – Social, economic & environmental dimensions

7 Information Security Safe guard vital data and information - Economic dimension Policy

8 Gift Policy Ethical business practices – Economic & social dimensions

9 Whistle-blower Policy Ethical & good Governance practices – economic & social dimensions

10 Tata Code of Conduct Ethical practices and value based business- social, economic & environmental dimensions

11 Policy on Prevention Create and maintain a healthy, safe and productive work environment, free from Sexual Harassment discrimination and harassment – Social dimension

12 United Nation Human Rights, Labour practices, environment, Anti-corruption – Economic, social and Declaration on environmental dimensions Global Compact

13 Supply Chain Responsible sourcing, social equity, gender equity - Economic, social and environmental Diversity Policy dimensions

14 Sustainability Charter Ethics & governance, stakeholder engagement & risk management, sustainability direction, green operations, eco-friendly & disable friendly designs, landscape protection, green procurement, water & energy efficiency, emission, effluent & waste management, health & safety, labour relations, biodiversity, community care - Economic, social and environmental dimensions

Policies

Mr Brotin Banerjee, MD & CEO reviewingAA Initiatives in the presence ofMr Milind Kamble, Chairman,Dalit Indian Chambers of Commerceand Industries (DICCI)


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The various approaches undertaken by Tata Housing in support of its policies and strategies are given below

Area Elements FY 11-13 FY 13-15 Result

Environmental Environmental a) Green products & a) 16 Business linkage Carbon abatement Wellbeing sustainability through services as a part of green initiatives launch Green Building carbon footprint project cycle (Ex - Use (Ex - Usage of Tree Plantation mapping & abatement of Fly Ash, Use of Aluminum Form work Green Procurement a) Green Products & diamond wire cutter instead of wood) Services b) Bio-diversity for excavation etc.,) b) Partnership with conservation b) Tree Plantation WWF - Red Panda / Tiger conservation, Wetland development etc., in Arunachal Pradesh, Sikkim & other part of India; Partnership with Gujarat Govt to develop Thol Bird Sanctuary. c) Snow Leopard conservation campaign. d) Water footprint mapping and conservation.

Social General/SC-ST - Launch of a) TAAP CSR - SAMARTH Wellbeing Community SYNERGIZERS (Ex-Entrepreneurship SRIJAN, SWACHH

a) Education Tata Housing with EDI-Ahmedabad, & SPARSH

b) Employability Employee Remedial coaching

c) Entrepreneurship Volunteering Vasind) b) SAMARTH -

d) Employment Initiatives Skill Development

e) Toilet & Sanitation Ex –Partnership

f) other Infrastructure (with Pipal Tree, support Labournet & Udyogvardhini) c) SRIJAN - Educational Development (Partnering with schools) d) SPARSH - Community Care (Ex - Community Hall at Boisar). e) SWACHH - Schools & Neighborhood Sanitation (Ex - Sanitation drive & construction of toilets Environmental Sanitation Institute (Ahmedabad)

f) Synergizers – 94% of the employees are volunteers (2014-15)

Economic 1) Low cost and a) Shubh Griha a) Partnership with Vendor Wellbeing affordable housing housing for the lower Habitat for Humanity development solutions 2) Economic strata of the society India for housing empowerment of local b) Sourcing from solutions for the poor. communities local communities b) Developing local 3) Economic Value (Sand & aggregates) entrepreneurs in enhancement c) Rise of property & construction related Income level trades (Ex - Training enhancement for program in local community. Bhubaneswar, Chennai, Ahmedabad and Nasik).

Sustainability Approaches & initiatives


Sustainable TechnologiesThe Company believes in adopting latest eco-friendly technologies in construction. It is one of the few in India to have taken many technological initiatives aimed at eco-friendly construction. Over the years, Tata Housing has adopted newer and greener technologies in line with its mission of providing quality life spaces through continuous innovation.


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Innovation in eco-friendly technologies for the various product segments adopted byTata Housing over the yearshave been summarized below.

• Use of Pre-cast & RCB technology for structure which reduces cement, steel and improves quality and speed

• Use of sustainable technology in infrastructure like Terrazyme

Community interactions atVadsar Village, Gujarat

Scaling up - Technology

roads, Graviloft and Gabion retaining walls and bio-char

• Use of AAC blocks, Fly ash Blocks along with readymade cement free bonding material and plaster for masonry across sites

• Use of cut and bend rebars and welded wire rebars

• Use of Rapid wall technology.• 3D Precast

2008

2011

2013

2014

2015

Monolothic Construction,

Plasswall

Boisar, Vasind

RCB,Bio-enzyme for

Roads

Ahmedabad

Pre-cast,Fully ventilated

One Pipe System,

Peenya,Bengaluru

Rapid Wall System, LGS -

Aerocon Structure

Mambakkam -Boisar 2

3D Precast

Pilot -Boisar 2


Brotin BanerjeeMD & CEO

Date: 01/04/2012

Environmental Sustainability

Efficient Resource use is an inherent element of green building construction. Green design and construction are also important elements of the company’s core strategy.

The energy efficiency measures includes following:

Our Environmental Sustainability commitment includes actions to implement comprehensive environmental management system, resource conservation, energy conservation, carbon abatement, waste management and reduction, water efficiency, water conservation, and enhanced environmental performance.

Resource use efficiency

Passive Design Measures: Energy efficiency

Solar Light Fixtures - Solar street lights Minimum 60% efficiency for pumps of capacity greater than 3 HP andISI rated pumps for others

Use of solar water heaters Minimum 75% efficiency for motors of capacity greater than 3 HP and ISI rated motors for others

Efficient Luminaries & Lighting Power Density Use of BEE star rated appliances (ACs, computers, etc.)

Level controllers in overhead water tanks Use of CFL/LED/T5 in lieu of normal tube light at site office buildings

Energy efficient lifts with group control Optimizing use of DG set - Inverter Provision for eliminating usage during night time DG


Rooftop Solar Water Heater Panels inone of the Project Sites

The company has a robust Environmental Management System and Environmental Sustainability is one of the focused CS intervention areas. We have adopted various environmental processes and pracices both within and outside the value chain.

GHG Emissions Management

Resource efficiencyOur resource conservations measures involve the following:

More than 70% of the materials (by cost) used Use of fly- ash in concrete and Gypsum plastering, are local materials transported within 500kms resulting in reduction of cement consumption.radius. The recycled content of the materials isat least 20% of the total materials by cost.

Materials with Recycled Content Use of Couplers eliminating lap lengths resulting in savings of steel consumption.

Local Materials within 500kms radius Use of Mivan Technology resulting in reduction of cement, sand and water consumption.

Waste ManagementWaste Reduction during Construction - The Organic Waste Management - The organic waste construction waste at sites is reused at site generated during construction and post construction will only. About 75% of the waste generated is be converted to manure using organic waste convertors avoided from sending to landfills. at sites.

Tata Housing is committed to do the following while pursuing its growth aspiration and creation of shareholder value:

• Set challenging goals for adopting green technologies and set goals for innovation

Water efficiencyThe water efficiencymeasures includes following:

Rainwater Harvesting at least 50% of total Water-efficient Irrigation management systemsexposed roof area - Ground water recharging

Water efficient Flow fixtures - Low Flow fixtures Grey Water Treatment- use for construction, flushing and irrigation

Minimum Turf area in total landscaped area STP water being used for Construction Purpose after treating the same to Tertiary level at site.

Plantation of Drought Tolerant Species on at Usage of Curing compound for vertical curing for reduction least 25% of total landscape area in water usage

Tata Housing initiated water footprint accounting in FY13-14 and the validation of water

footprint of Tata Housing by external assurance agency is under process. In line with water

management strategy, the company has taken various initiatives to conserve water.

• Reduce carbon footprint • Lead in advocacy and shaping

of regulations in realestate sector

Tata Housing is conducting its carbon footprint since last 4 years.The carbon footprint is

Absolute Emissions tCO2e

Scope 1 Scope 2 Scope 3 Total

512 3,702 5,480 9,694

Scope wise Carbon Footprint Year 2014-15

carried out as per the WRI/WBCSD Guidelines. The emission sources included in the carbon footprint of organization are Scope 1, Scope 2 & Scope 3.


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Carbon Abatement MeasuresTata Housing has taken target to abate the carbon footprint of previous year by 10% year on year basis. The following measures are taken to achieve carbon abatement target

Carbon abatement drivers Total FY14-15

Car Pooling while coming to office / meetings 109.5

Bus / Railway Travel while coming to office 63.9

Video Conferencing 84.8

Rail travel instead of air travel 5.8

Use of star rated appliances / energy savings 46.4

Use of CFL/LED in lieu of tubelights 32.6

Use of solar lamps at project sites 0

Diesel saving 6.4

Light off policy during lunch & 7.30pm 5.4

AC's at 24, Optimising of tubelights 16.8

Tree Plantation 100

Paper Saving (e-billing, sms, scanning) 1.2

Fly ash, Gypsum / GGBS use (Cement saving) 5785.5

Steel couplers use (Steel savings) 92.2

Cement savings (Concrete savings) 7006

Total 13356.5

Carbon Abatement drivers and the carbon abated (tCO2e Saved)

Carbon Footprint (tCO2e) Year 2013-14 10594

Carbon Abatement (tCO2e) Year 2014-15 13356.5

% Achievement in Carbon Abatement Over last year 126%

Description

Direct (Scope - 1) emissions

Diesel used in DG for generating electricity for site office

Diesel consumed by company owned car

Indirect (Scope - 2) emissions

Purchased electricity from Electricity board

Indirect (Scope - 3) emissions

Diesel consumed in Grading by contractor

Diesel consumed in Excavation by contractor

Diesel consumed in Concreting by contractor

Diesel consumed in DG set (Structural Fabrication) by contractor

LPG consumed during gas cutting (Structural Fabrication) by contractor

LPG used in canteen/pantry for cooking by contractor

Diesel consumed in Travel – Contractor

Diesel consumed for Cement transportation by THDC (inbound)

Diesel consumed for Steel transportation by THDC (inbound)

Diesel used for Water transportation by tanker by contractor

Diesel used for Internal transportation of material (cement/steel) using trucks by contractor

Employee Business Travel (Air & Car travel )

Employee Travel to office from home by various mode


Tree Plantation Employees Planting Trees

Nursery development at sites

Reduce transport by procurement of local sand, Reuse materials to reduce transport of virgin materials materials aggregates, etc

Reduce transportation materials by optimizing materials Rail travel instead of air travelconsumption - steel, cement & concrete

Reduce use of transport within site by optimizing use of Reduce travel through use of audio - video conferencingRMC, planning of material handling (5S)

Reduce material handling by use of fly ash and AAC blocks Use of efficient equipments

Reduce transportation of fresh soil by conserving top Use audio & video conferencingsoil layer

Reduce transportation for reclamation materials by usingdebris generated for backfilling

Measures to reduce Carbon footprintTata Housing has taken target to reduce specific carbon footprint by 2% year on year basis. It has identified and focused on the carbon footprint reduction measures as below:


HOUSINGN

o of

Tre

es p

lant

ed

FY 10 FY 11 FY 12 FY 13 FY 14 FY 15

50340 477

5033 50805324

0

1000

2000

3000

4000

5000

6000

Water FootprintParameter FY13 FY14 FY15

Absolute Water footprint 49494 61968 61702(cubic meter)

The company has studied its direct water footprint across project sites. It has used the methodology developed by Water Footprint Network. The water footprint is calculated based on the design mix parameters.

Water Conservation

Wat

er in

Tho

usan

d Li

tres

FY 13 FY 14 FY 15

52617 56212

76336

0

10000

20000

30000

40000

50000

60000

70000

80000


Materials & Resource Management

Green Building Certification

Material consumption (Year 2014-15)

We are mitigating various environmental impacts through implementation of green building norms.

Material Unit of Measure Quantity

Cement Tonnes 5,88,683

Steel Tonnes 25,372

Following are some of the green initiatives undertaken as part of our materials and resource management:

• More than 70% of the materials (by cost) used are local materials transported within 500 kms radius.

• The recycled content of the materials is at least 20% of the total materials by cost.

• Local Materials within 500kms radius

• Use of fly- ash in concrete and

Note: As an improvement in data monitoring, the scope of direct energy has been revised. The sources of energy considered in direct energy consumption are the fuel consumption by company owned equipments and machineries. Hence, there is variation in energy consumption from previous year.

Gypsum plastering, resulting in reduction of cement consumption.

• Use of Couplers eliminating lap lengths resulting in savings of steel consumption.

• Use of Mivan Technology resulting in reduction of cement, sand and water consumption.

• Screening & reusing of mortar debris at site

EnergyEnergy Consumption

Year Direct Energy (GJ) Indirect Energy (GJ) Total Energy (GJ)

2014-15 6922 13606 20529

Project/Site Certification Agency Certification statusAhmedabad IGBC Pre-Certified- GoldAmantra, Mumbai IGBC Pre-Certified- GoldAvenida, Kolkata GRIHA 3 STAR RatingAquila Heights, Bangalore IGBC Certified- GoldAriana, Bhubaneswar IGBC Pre-Certified- GoldAveza, Mumbai IGBC Pre-Certified- GoldBoisar, Mumbai IGBC Pre-Certified- GoldCrescent Lake Homes, Chennai IGBC Pre-Certified- GoldEden court, Kolkata IGBC Applied for Final CertificationGurgaon Gateway IGBC Pre-Certified GoldInora Park, Pune IGBC Certified- GoldLa Montana, Pune IGBC Pre-Certified- GoldMyst, Kasauli IGBC Pre-Certified- GoldNew Ribbon Walk, Chennai IGBC Pre-Certified- SilverPeenya, Bangalore IGBC Pre-Certified- SilverPrimanti, Gurgaon IGBC Pre-Certified- GoldPrive, Lonavla IGBC Pre-Certified- PlatinumPromont, Bangalore IGBC Pre-Certified- GoldRaisina, Gurgaon IGBC Applied for Final CertificationSantorini, Chennai IGBC Pre-Certified- SilverVasind, Mumbai IGBC Pre-Certified- Gold

• Bio-char technology for organic waste

Top Soil Conservation and Reuse in Landscaping at Site

Red Panda conservation

We through our conservation partner WWF-India covered around 40 plots in Pangchen Lumpo Muchat Community Conserve Area (PLUMCCA) in Tawang district in Arunachal Pradesh to assess presence & absence of red pandas. This was the last field trip in Zemithang valley to complete data collections on red panda. The valley is home to some of the important habitat of red panda. The initial step was an awareness program on biodiversity and conservation issues, conducted in association with Divisional Forest Officer (Shergaon) & Circle Officer (Shergaon) where our conservation partner WWF-India’s plans for the proposed CCA in Shergaon were announced. Subsequently, extensive household surveys were carried-out throughout in May-June, 2015 in the entire division to understand the livelihood and socio-economy patterns as well as perceptions regarding wildlife presence. We covered more than 200 households to assess people’s perception on forests and wildlife.

Management of garbage at Gurudongmar and villages

downstream in Kanchanjunga Landscape (KCL) in Sikkim

We conduct stakeholder meetings for planning on participatory management and provide support in developing garbage management system in Lachen and Gurudongmar Lake. A planning meeting was conducted with the Pipons and Lachen Tourism Development committee (LTDC) members at Lachen to discuss on the on-going garbage management practices and on how it could be improved further. At this meeting, the responsibility of household fee collection and the garbage

vehicle was handed over to LTDC by Pipons of the Lachen Dzumsa. There was general agreement on enhancing participation of women members of the village for sustainable waste management in the village and to have regular programmes targeted for women’s groups. A meeting of the garbage monitoring committee was also planned to be organized in the coming months, but the road towards Lachen being blocked from end of May has hampered any follow up action in the village. However, a meeting with core LTDC members was organized in

Bio-diversity Conservation by Tata HousingGangtok to develop an action plan for the coming months and action implementation has started.

Strengthening initiatives for Tsomgo Lake management with Pokhri Sanrakshan Samiti (PSS) in Sikkim

Tata Housing through its partner WWF-India provided technical support to the XVIII Executive Board meeting of Tsomgo Pokhri Sanrakshan Samiti (TPSS) which was convened at Denzong Regency, Gangtok. The executive board meeting was chaired by the Joint Director/ Member Secretary, State Environment Agency (SEA)/Forest Environment and Wildlife Management Department, and attended by executive members of PSS, including Panchayat President, OC – Police Department, WWF – India and other Forest Department Officials. The main objective of the meeting was to present on the progress of work implemented during the period between 2013 to 2015, under the Annual Lake Conservation plans, to apprise the members regarding the financial status of Tsomgo Pokhri Sanrakshan Samiti, and also to finalise the Annual Lake Conservation Plan for the year 2015-2016. The office secretary of PSS presented on the activities of PSS till date and also gave a summation of the financial status. Following this the Annual Lake Conservation Plan for the year 2015-2016 was finalized which inputs from community insultations had organised earlier with wide range of stakeholders of Tsomgo Lake such as shopkeepers, drivers, yakwalas,

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Case Study

Cleanliness drive in BWC


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etc. The Annual Lake Conservation Plan was developed for conservation, awareness events and environment education, infrastructure development and management, tourist services and recurring expenses.

Pokhri Sanrakshan Samitee organized World Environment Day celebration. The event was organized mainly targeted at tourists who visited the Tsomgo Lake, and also for the shopkeepers. PSS took the support of the Zero Waste Himalaya Group, for putting up a poster exhibition on zero waste that talked about importance of garbage management near the lake side. The exhibition was visited by around 100 tourists as well as local community members, who were sensitized about the increasing garbage problem, and how it impacted biodiversity.

Support to Government on monitoring of on-going spring shed programme in Sikkim towards strengthening springshed conservation

Our conservation partner WWF-India in collaboration with the Rural Management and Development Department (RMDD), had identified 22 springs in east, west and south districts respectively and the same is being

regularly monitored. Discharge measurement of these springs is being monitored for this year too; the monitoring is being done every month by the respective field facilitators of that area. Long term comparative data of these springs shall show impact of the springshed conservation work undertaken by RMDD.

Initiation of springshed conservation programme in Darjeeling hills of KCL- Capacity building and training of key persons in the field:

With our support, four persons from Darjeeling, including WWF- India staff and members from Lanku Village, where the springshed work is being piloted, attended a training of trainers’ course at People’s Science Institute, Dehradun on ground water management. The training consisted of various sessions in the form of presentations, practical exercises combined with field visits. The practical session on units of measurement helped in understanding the calculations required to find out the flow/discharge of springs and watersheds and also in understanding the importance of units during the calculations. Sessions on topo-sheet map reading, mapping gave ideas

about the various types of map and the importance of maps in ground water conservation. Participants were also given information on basics of ground water that talked about various kinds of aquifers and the nature of mountain aquifers, and the importance of rock formation. To impart more practical knowledge on the topics that were covered the trainees were taken for a field visit to Maldevta and Bandhanwali, which gave a precise knowledge about the various rock types on the spot, about the geological and hydrogeological mapping, various types of springs and also on the discharge measurement of the spring.

Tsomgo Lake-AfterTsomgo Lake-Before


Participants of AGM at Tsomgo PSS

World Environment Day Celebrations by Tsomgo PSS

Sensitisation for the Drivers organised by PSS

The tiger (Panthera tigris), holds a very special place in Indian culture. Since ages, it has been the symbol of magnificence, power, beauty and fierceness and has been associated with bravery and valour. The tiger also has a significant place in Hindu mythology as the vehicle of Goddess Durga in certain manifestation. In the old times, hunting of tigers was considered to be one of the highest acts of bravery by kings and noblemen. Even today, the tiger is used to depict power by corporate organizations to promote products and services. Ecologically, the tiger is a flagship animal which plays a pivotal role in the health and diversity of an ecosystem. It is a top predator and is at the apex of the food chain. Therefore, the presence of tigers in the forest ecosystem is an indicator of the well being of that ecosystem.

WWF-India has partnered with TATA Housing to enhance support towards its work for tiger conservation. Under this partnership, the project ‘Support Initiative Fund’ for tiger conservation has the following objectives:

1. Planned support towards strengthening protection in WWF-India tiger landscapes within Tiger Reserves, National Parks, Sanctuaries and Reserve Forests.

Strengthening protection in tiger landscapes is essential to reduce poaching and other types of wildlife offence within tiger habitats and corridors. There are gaps in the protection regime in a number of Tiger Reserves, National Parks, Sanctuaries, and more so in the

Reserve Forests which are attributed to insufficient funds for infrastructure and inadequate capacity among frontline staff with the state Forest Department. WWF-India works towards bridging these gaps by providing the required assistance, after critically reviewing the need on ground through its field teams based in each of the tiger landscapes.

2. Emergency support to the Forest Department in tiger habitats within Tiger Reserves, National Parks, Sanctuaries and Reserve Forests in WWF-India tiger landscapes towards natural calamities.

Natural calamities such as floods, cyclones, earthquakes, landslides and drought, not only affect human lives, but have a severe impact on forests as well as the wild animals thriving in those forests. In such emergency situations, the state Forest Department of affected areas require immediate support to bring the situation under control. Helping the Forest Department overcome exigencies has been an important component of WWF-India’s work for wildlife conservation.

1. Planned support:

a) Patrolling vehicle to Satpuda Tiger Reserve:

We have provided a patrolling vehicle (Mahindra Bolero Camper) to the Satpura Tiger Reserve on August 18, 2016 at Hosangabad.

Mr. Singh appreciated TATA Housing and WWF for the crucial

Support Initiative Fund for Tiger conservation

support provided to the park and said “This is going to help our patrolling unit’s mobility in times of need”.

Satpura Tiger Reserve is one of the high conservation priority protected area due to its magnificent flora and fauna owing to its geographic position as a bridge between Western Ghats and Malayan Peninsula through eastern Himalaya (Hora, 1944& 1949). The most charismatic of all species found in Satpura hill ranges is the tiger. Satpura Tiger Reserve has still existing forest linkages with Pench Tiger Reserve in south east and Melghat Tiger Reserve in south west. The forest complex around Satpura TR hosts around 43 tigers whereas Melghat and Pench TRs have 35 and 65 tigers respectively.

Besides, its connectivity with these tiger reserves, there are chances of tiger dispersing into Ratapani WLS in Vindhya hill range. If monitoring and management of wildlife, especially tigers and wild habitat is enhanced through coordinated support from government and non government conservation agencies, Satpura

Case Study

On behalf of Tata Housing Mr. Maikal Landscape ofWWF-India handing over one patrolling vehicle toMr. R. P. Singh, Field Director Satpura Tiger Reserve.

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TR can prove to be a healthy source tiger population for nearby sink areas.

Conservation challenges, potential actions and role of civil societies: Rapid infrastructure development, recent increment in mining and industrial activities, human population growth and modernization and commercialization of agriculture has forced conservation agencies to apply advance conservation management techniques and tools to meet out ever-growing conservation challenges. These challenges can broadly be considered of two types i.e. wildlife and habitat management related and protection and law enforcement related. Towards the latter case, there is not more than 200 field staff for implementing enforcement measures across the tiger reserve and this little force is responsible for the protection of more than 2100 km2 area. In addition to routine park-patrol and wildlife as well as habitat monitoring, staff has to manage the huge rush of tourism in Pachmarhi as it is one of the top tourist destinations in Central India. To effectively discharge their duty in such a huge area with arduous terrain, there is handful of field vehicles. The state forest department has effectively supported park management to tackle these challenges in last few years. Alongside several NGOs, WWF India has stepped in to build the technical and infrastructure capacity of the park management to better address wildlife monitoring and patrolling across the tiger reserve.

As part of this initiative, WWF-India agreed to a request from the Forest department to replace their three old unusable patrolling vehicles. One vehicle has already been provided by WWF-India from its sources, while two still remained to be provided. Under the current Tata Housing-SIF support, one of the remaining two committed vehicles - a Mahindra Bolero Camper Pick up truck was provided to the Satpura Tiger Reserve.

b) Providing solar lanterns to 73 households of a key village in Kanha - Achanakmar corridor, central India

The 73 solar lanterns (Sun King Pro All night) have been purchased and dispatched on the for distribution.

Bangla Dadar is a village of Kanha-Achanakmar wildlife corridor and is located in the border of Madhya Pradesh and Chhattisgarh and is just adjacent to Achanakmar Tiger Reserve. Kanha Achanakmar corridor is one of the important corridors of the Satpuda Maikal Landscape with respect to movement of large carnivores from Kanha TR to Achanakmar TR along with the movement of other wildlife. The villagers of this village are crucial stakeholders for WWF-India in conservation of the area. The village has been selected on the basis of the following aspects

1. There is no electricity in the village with 99% tribal population consisting of mainly Baigas and Gonds.

2. Situated just adjacent to the core of Achankamar Tiger Reserve.

3. High Human Wildlife Conflict: Crop raiding issues are high due to wild herbivores. Cattle lifting cases by predators are also very prominent with an average of 1 cattle loss per 1.5 months. There is also conflict with Sloth bears.

Through the Tata Housing-SIF fund WWF-India is providing a solar lantern to each of the 73 households of the village. This would help them in protecting their crops in the night their mobility will increase during night children would be able to study relatively comfortably and there would be reduced health hazards as compared to kerosene lamps emitting smoke. All these are expected to secure enhanced buy-in for wildlife conservation from the villagers.

c) Support to Western India Tiger Landscape:

Kuno -Palpur WLS in Madhya Pradesh and Ramgarh Vishdhari WLS in Rajasthan plays significant role in conservation of tigers through acting as juncture for dispersal of tigers from RTR. Both these PAs are corridors for Ranthambhore and connects Madhav NP in MP and Mukundra TR in Rajasthan respectively. Kuno Palpur WLS had lost all its tigers around 2006 and Ramgarh lost its tigers in 2000. Both the losses were due to active poaching and habitat destruction. To curb the illegal activities in these two PAs there is an urgent need to strengthen capacity of frontline forces through infrastructural and

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tactical support. Based on this need, WWF-India and TATA Housing has provided 225 patrolling shoes, 100 winter jackets and 10 wireless communication systems to Kuno Palpur WLS to enhance patrolling in the park. Ramgarh WLS is a first stop for tigers during dispersal. This park needed instruments and WWF-India and TATA Housing has provided 3 GPS, 9 wireless handsets and 6 camera traps to the park for monitoring and securing dispersing tigers.

d) Support to Phen WLS (Madhya Pradesh)-

WWF-India had received written request for support from Sri PK Verma, Asst. Director Phen WLS (PWLS), Mandla, Madhya Pradesh. PWLS is a satellite core of Kanha Tiger Reserve which also plays a role as stepping stone for the wildlife dispersing from Kanha to Achanakmar and thus is a crucial part of the Kanha- Achanakmar corridor. PWLS has recently raised a Special Tiger Protection Force (STPF) to protect the tiger through intensive patrolling effort. Thus WWF-India endorsed the support to Phen Wildlife Sanctuary and that through funding support of TATA Housing.

Accordingly, during the closing ceremony of the wildlife week, equipment and articles to strengthen the capacity of frontline staff of the Phen wildlife sanctuary was handed over to the Special Tiger Protection Force in presence of the Chief Conservator of Forests (CCF) and Field Director of Kanha Tiger Reserve Shri JS Chauhan.

Emergency support items being handed over by Tata Housing to Forest Officials

Patrolling vehicle being handed over

The provided kits have several necessary gears -light weight tents, sleeping bags and essential cooking utensils that are crucial for the special force during camping in the remote areas and conducting effective patrols to ensure the protection of the tiger and other wild life. Besides, patrolling and monitoring essentials namely uniform including dress, belt, cap and hunter shoes, rain coat, winter jacket, digital camera, binoculars, anti-riot helmets and rechargeable torches were provided. Shri Chauhan, in his address thanked WWF India and Tata Housing for th support offered and said that he’s sure that the well equipped STPF will be able to protect not only the tigers but will also raise over all protection level of this important protected area and the corridor.

e) Terai West Forest division (Uttarakhand)-

In Terai west forest division of Uttarakhand under Terai Arc Landscape (TAL), 150 nos. of atrolling shoes and six nos. of searchlights have been provided to the frontline protection staff. Out of the 150 pairs, 120 pairs have

been provided through Tata Housing funds. The staff is regularly using these articles during patrolling.

f) Forest department (Uttar Pradesh)

A patrolling vehicle was provided to the Uttar Pradesh forest department through partial funding of TATA Housing.

2. Emergency support

Towards assisting the forest department and the local communities (our important conservation stakeholder) for flood related rescue and protection activities towards wild animals and relevant people, WWF-India with Tata Housing funds has provided


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the following items to the Kaziranga Karbi Anglong landscape. The items were decided upon based on discussions with the Divisional Forest Officer (DFO)-Karbi Anglong East and DFOKaziranga National Park.

The items are inflatable rubber boat (01), rain gear (100), water bottle (100), torch lights (100) and search lights (10).

Dr. Rabha appreciated TATA Housing and WWF for thecrucial support provided to the forest department of Karbi Anglong and said “This support will strengthen the capacity of our front line staff for patrolling along the foot hills of Karbi Anglong in the fringe of Kaziranga Tiger Reserve”.

Dr. Bora, also handed over the Inflatable rubber boat to Mr. M.K. Yadav, IFS, Field Director, Kaziranga Tiger Reserve in the presence of Mr. S.K. Seal Sarma, the DFO, Eastern Assam Wildlife Division in Kaziranga. Both the Director and the DFO appreciated TATA Housing and WWF for this support and said “This boat will help our patrolling unit’smobility inside the Kaziranga National Park during flood and also in any emergency river patrolling”.

Flood relief in Terai Arc Landscape: WWF-India with funding support from TATA Housing provided flood relief support to two important stakeholders-the Forest department and the local communities around the Pilibhit Tiger Reserve and Dudhwa Tiger Reserve in Uttar Pradesh.

Relief was provided mainly through providing rations during the floods to selected affected families and post floods, through organizing medical camps for health checkups.

a) Pilibhit TR: We distributed grocery items (3kg rice, 1kg Potato, 500gm pluses, 1packet salt, 1plastic sheet & 100ml cooking oil), from 22nd July to 26th July to 55 households of Naujalha Nakta village, one of the worst affected by the floods and who were also important stakeholders for WWF-India’s conservation initiatives in the Pilibhit TR. In this village we also organized a general health check up camp for the flood affected families where 198 villagers underwent relevant health checkups and provided appropriate medication as necessary.

b) Dudhwa Tiger Reserve: Tata Housing provided ration packets (Rice – 2 Kg, Atta – 5 Kg, Cooking Oil (mustard) – 1 Lit., Salt – 1 Kg, Pulses - 1 Kg, Potato – 2 Kg, Onion – 1 Kg) to 60 staff of Dudhwa National Park and 82 staff of Katerniaghat WLS. We also provided medical kits to 24 flood affected forest posts of Katerniaghat WLS and Dudhwa NP.

Tata Housing also distributed 150 joint less fabricated (JLF) tripol (plastic sheets) with a size of 15 X 12 ft, to the affected families of village Rampurwa Matehi of Nishangarha range and village Bhawanipur of Katerniaghat range of Katerniaghat WLS. The villagers are important stakeholders for conservation in the area.

Medical camps: Two medical camps were organized one is in ‘Chandan chawki’ of Dudhwa National Park and another in ‘Kaanp Tanda’ of Kishanpur WLS, both areas situated in remote locations, lacking basic medical services. These areas were also severely affected by floods, necessitating providing of medical facilities in this area on priority basis. A total of about 1600 people underwent health checkups and free medicines were distributed to the patients. The doctor’s team consisted of some senior doctors (specialists & surgeon) of Balrampur Govt. Hospital, Lucknow & King George Medical College, Lucknow.

Frontline Forest staff with the support itemsgiven by Tata Housing

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Aquila Heights by TATA Housing Development Co. Ltd. in Bangalore has earned Certification under the IGBC green homes certification program by successfully implementing design measures to achieve energy efficiency and enhance living conditions. Few of the sustainable features in this residential project of three apartment buildings are on site water treatment for re-use, organic waste management, water efficient fixtures, reflective roof and non-roof surfaces, natural ventilation and daylight in all dwelling units. Tata Housing appointed an external auditing agency to conduct ‘Green Building Certification - Post Occupancy audit’ of Aquila Heights. The purpose of this audit was to validate the benefits (savings) claimed while implementing Green Building certification norms.

The savings achieved are described as “potential energy saved” which was by responding to favourable site conditions and IGBC credit requirements. These savings are the earnings by implementing design measures and which could alternatively have been lost if certification requirement and attentive design decisions were not undertaken.

The project has realised savings by reducing the need for artificial

lighting and fan forced ventilation, use of energy efficiency equipment for operations of the facility, use of lighting controls in external lighting fixtures and use of reflective material on built surfaces. Similarly water savings have been achieved by use low flow water fixtures, on site waste water treatment and reuse and efficient irrigation equipment. Other operational savings from the project is by use of fertilizers generated as a by product from organic waste composting on site.

Design evaluation concludes that the project has realised substantial savings from the combined influence of certification requirements and from responsive architectural design, favourable site conditions and local development bye laws. Observations from Post occupancy survey reflect that occupants appreciate energy efficiency in projects and take measures to reduce energy use in their homes too. However large numbers of occupants are not informed of the certification awarded and would like to learn more of the project’s achievements in promoting sustainability. Efforts should also me made in closing the missing information gap of the project’s achievements with prospective customers. Additional efforts have been directed to draw relation between design and occupant experience with the intent to provide decision makers a guide to cater occupant needs better in future projects and are shared further in this report.

Post Development Assessment of Aquila Heights, BengaluruProject background

Aquila Heights is a residential project built in Bengaluru, India by TATA Housing and certified GOLD by the IGBC green homes certification program. The project of three residential apartment buildings offers 352 units of 5 different unit types of 2 and 3 bedroom apartments with a combined built up area of 70,200 m2 featuring a clubhouse, swimming facility, banquet and open play areas.

GOLD certification exemplifies the company’s commitment to build and promote sustainable housing development and offer enhanced living conditions. In the endeavour to build better and with greater performance the company’s design team are now engaged in investigating the benefits achieved from IGBC certification at post occupancy stage and also evaluate the performance of certification program as a tool for sustainable development. Observations and conclusions made from this post development investigation are focused to help identify and justify perusal of IGBC certification program as a positive or a negative method to achieve sustainable development and also explore additional measures to better customer experience in future projects of the company.

A collated study of savings from various energy factors that influence design and observations from occupant engagement are presented in a format that would serve as a guide and provide insight to decision makers and highlight areas where return on efforts have not been realised.

Case Study


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Introduction

The implications of a certification program are primarily on energy conservation but also on coast of a project. To justify the cost implications potential energy saved from each credit of a certification program should be quantifiable and enha ncement in living conditions realizable. This evaluation would help decision makers to invest in meeting credits that promise highest energy and cost returns.

The general perception, due to the lack of accurate and thorough financial and economic information, is that the introduction of sustainable construction practices will increase costs and reduce profit (Kats, 2003). Indeed, sustainable buildings generally incur a green premium above the costs of standard construction, but, they also provide an array of financial and environmental benefits that conventional buildings do not (Kats, 2003) these benefits, such as energy savings,

should be looked at through a life cycle cost methodology, and not just evaluated in terms of upfront or initial costs. However with constant progress in manufacturing practices, costs of newer sustainable construction technologies are now almost with traditiconstruction technologies. It would therefore be difficult to identify a realisable cost difference between certified project and a non certified project.

On many occasions’ non certified projects been costlier to build and operate than a comparative green certified building catering to similar occupancy profile, function and built up area. The reasons for this are many and are not limited to material costs, local taxes and incentives, cost of construction, type of construction, building program and planning, choice of material, labour costs, project schedule etc. Indian construction and building material industry have responded to the growing demand and awareness of building sustainably. New materials now have higher recycled content, less toxicity and are offered in the same competitive cost range as their traditional counterparts. It would rather than not always be suitable to draw cost comparatives between certified projects and non-certified projects.

Site Conditions And Neighbourhood Development

The linear 2.5 hectare site is rectilinear in shape with the longer side facing east west. All structures and amenities in the project are placed along a central

linear axis oriented north to south. The three buildings are the tallest structures in a 4 kilometre spherical region and surrounded by military cantonment development, the central Metro depot and residential development.

Low density development surrounding the site allows abundance of free unobstructed wind and sunlight. Energy saving forecasts influenced by local site conditions can now render formidable conclusions because development surrounding the site is relatively certain.

Dense vegetated areas in the North east and North West regions of the site reduce impacts of low flowing wind gusts during the rainy period and pre cool prevailing winds flowing over the site during the summer months. This vegetation also help reduce water content levels, reduce particulate matter and increase oxygen levels in this wind reaching the open areas and dwelling units of the project. This prevalent situation is beneficial for lower floor units located close to urban street activity unlike dwelling units at higher levels which receive unobstructed relatively cleaner air at all times.

The effect of surrounding

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vegetation resulted in an average 30C drop in internal room temperatures and an average 18% reduction in the humidity levels.

IGBC green homes certification requirement does not mandate site specific environmental measures and development impact assessment studies, however it is important to realise the importance of local site and development conditions as they contribute to realise benefit from IGBC directed building performance indicators of daylight, ventilation, heat island effect and indoor air quality.

Building Planning & Organization

Surrounding site conditions and distance between the buildings allow unobstructed wind and sunlight to reach all dwelling units

of the project. Negative impact of shadow from tall building on open spaces and lower floor dwelling units is minimal as the spacing between buildings is optimum.

Distances between the buildings were determined by the shape of the nd the local bodyguidelines which require “Minimum of half the height of the taller building”. Designers further extended this minimum distance with the intent to provide more privacy and respond to available site climate factors for achieving daylight and ventilation.

Building organisation, spacing and planning are directed by site shape, local development laws and local climate conditions. These building planning requirements are not addressed by any of IGBC credit requirements because of which enhancement in energy preservation and living conditions cannot be credited as a benefit achieved by meeting certification requirement. Site planning decisions and design have however helped achieve

ventilation and daylight which are also addressed by IGBC credits. Design decisions influenced by local site conditions and IGBC daylight requirement’s have positive impact in the project. These design conditions are sometimes co dependent.

Site Area Division, Landscape And Urban Heat Island Effect.

On site landscaping, use of light colour paving material for open parking and driveways, use of reflective paints on exposed roof areas were measures to reduce the negative impact of urban heat island.

Landscape area on the ground is approximately 23% of the total site area, 8% more than the minimum requirement of open space. Meets IGBC credit requirement of minimum landscape are and urban heat island effect. Similarly use of high SRI material for 76% of exposed roof areas and tree plantations along all open paved parking area further reduce effect of urban heat island in the surrounding region.

All dwelling units receive direct wind and sunlight all year long. No building in the project cast

wind and sun shadow for extended time period on any

building in the project.

ExternalTemperature Humdity

Internal0

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umdity

Difference between external and internal temperature and relative humdity.

35.331.7


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All these measures have a positive impact on the micro climate of the region and were undertaken to mitigate effects from new development. The positive impact of this measure cannot be precisely evaluated as urban heat island effect generation is not solely dependent on surface materials.

IGBC requirement of reduction in heat island effect and landscape area have influenced increase in vegetation in the neighbourhood and contain impact on micro climate from the new development. The impact on micro climate from new development is realised when no temperature differences are recorded between open areas of the site and areas.

Daylight

All spaces in the dwelling units receive daylight. The minim%um daylight requirement of 108 lux, mandated by for certification, has been met in all dwelling units and the recorded daylight levels are at an average 260 % higher than this minimum requirement.

Energy required to provide artificial light in these spaces have been saved by daylight harvesting. 76 Kw of energy; during the 10 sunlit hours of the day barring the four monsoon months of over sky conditions; is estimated to have been saved annually by achieving the minimum daylight level of 108 lux.

Measures undertaken by new development help reduce

negative impacts from heat island effect by 56%

The benefits of daylight harvesting reflects as an annual savings of 44% from artificial lighting in dwelling units, designed to meet Lighting power density of 5.0 W/m2 from a Fluorescent luminaire type 470 KW of artificial lighting energy saved in the project reflect’s as cost saving of Rs.7900 in each dwelling unit.

Mandatory IGBC requirement for daylight have lead to energy saving from artificial lighting and also improved the occupant spatial experience. These savings reflect on occupant’s energy bills as well as led the design team to appropriate choice of window glazing.

The glazing allows 65% of daylight to penetrate while restricting direct solar heat gains by 33%. These glazing properties provide daylight at comfortable internal temperatures and help avoid over heating during the summer months of a moderate climate. Lower heat gains from glazing reduce time required for active cooling.

Natural Ventilation

Natural ventilation is the process of providing air for ventilation purposes inside habitable spaces without the use of any mechanical ventilation systems. All regularly

occupied spaces in the project have the potential to meet their ventilation needs completely from natural ventilation for different times of the year.

Ventilation requirements of all the dwelling units in the project, which include units at lower floors and at low wind speeds, are met naturally prompting use of fan forced ventilation for only approximately 22% time of the year. Other than local climatic conditions natural ventilation is also dependent on window opening sizes which were guided by local body regulations, Fire fighting regulations and aesthetic needs of the building. IGBC recognizes the advantage of natural ventilation however the project did not pursue points under this credit.

Each dwelling unit type saved approximately Rs. 8 lakh annually by reducing dependency on fan forced ventilation by 78% time of the year.

Although the project team did not pursue IGBC credit points under the ventilation category, saving

achieved by ventilating the project naturally have conserved energy and enhanced occupant comfort.

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Both local body regulations and IGBC ventilation requirements mandate minimum opening sizes to meet different intents. As the project team did not apply for credit points under ventilation the benefit of energy conservation cannot be directly attributed to IGBC certification requirements. But it can be maintained that IGBC does propagate the motive of saving energy by ventilating naturally.

Energy Efficient Equipment And Lighting Controls

Energy required for operation of the facility has been saved by increasing the standard efficiency of pumps and motors from 50% to 60% and 75 % respectively.

Motors and pumps operate daily for serving flushing, domestic water to dwelling units, swimming pool purification, irrigation water and general site maintenance and their use constitutes to approximately 44% of the total energy consumed by the facility. Higher efficiency pumps consume take less time to produce desired output than traditional 50% efficient pumps & motors while drawing similar power.

30 hours of operational time is saved which is reflected as 17% in energy savings and a combined saving of Rs. 2.2 lakhs annually by use of efficient pumps and motors.

Light fixtures installed on podium and driveways are integrated with dimmable switches which save energy by lowering the fixture’s luminaire output when sky conditions provide acceptable

diffused daylight. As sky conditions change from season to season dimmable switches and lighting controls save energy by switching off the luminaire output at times when it’s not required.

Dimming and timer based controls integrated with external lights reduce energy requirement by 36% and saves Rs. 1.8 lakhs annually.

IGBC certification requirements recognise the benefits from use of efficient equipment and integration of control devices. The project has reduced operational and maintenances cost of the project by meeting the related IGBC credit requirements

Water Saving

The project treats 100% of supplied and generated waste water from the project on site by water treatment plants and sewage treatment plant respectively. Treated waste water is used from irrigation and flushing purposes. Domestic water supplied by the city and on site bore wells is treated on site before supplying to dwelling units. Landscape water requirement has been reduced by restricting turf area and use of low flow water fixtures reduce water demand by 22% from baseline expected water

requirement by using tradition water fixtures. In addition 75% of captured rainwater further reduced the total water demand by 4%.

The project has the capacity to save 207 KLD of waste per day but however saves only 118KLD. The enhanced savings can be realised by using balance available treated waste water for domestic use after treating it from the water treatment plant installed on site.

The project has reduced its total water requirement by 43% and each dwelling unit saves Rs. 2650 annually with the potential to further save Rs.1500.

IGBC certification requirements address use of treated waste water, promote on site water

treatment, reduce landscape water requirement and use of low flow plumbing fixtures to attain water efficiency and reduce fresh water requirement. Certification requirement has guided the project to achieve self sufficiency in its irrigation and flushing waster requirement and thereby reducing pressure on fresh water resources.

Waste Disposal And Re-use

The projects waste generative

Conventional building

water requirement

Aquila Heights water

requirements(Current)

Aquila Heightswater

requirements(recommended)

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ost

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Cost saved from water bills.


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potential of approximately 2.1tonnes per day with wet waste fraction of about 0.2 tonnes is from 0.75kg generated from each unit in a day. Almost 90% of the waste generated by the occupants is segregated at source into wet and dry fractions which consist of organic waste, recyclable waste & inert waste. The wet waste and gardening waste is composted using organic waste converter that produce compost to can be used for gardening purposes on site while the dry waste is sent to landfill through municipal collection vehicle. On site composting reduce adverse impacts from dumping waste in landfills and could generate revenue of Rs.1,70,000 annually from production on compost used for gardening. The project at current occupancy generates Rs. 90,000 annually by use of organic waste compositing on site.

The benefits could be further enhanced by sale of selling the recyclables segregated at source to recycling facilities that would result in diverting 90% of the waste away from landfill and annual revenue generation of approximately Rs. 8, 90,000. The reduction in waste reaching landfills would further account to annual saving of Rs.7, 48,000.

Occupants could annually save Rs. 2127 and generate revenues of Rs. 3011 by segregating waste at source and reduce impact on fresh dump sites.

IGBC certification requirement mandates the provision of separate collection bins for wet

and dry waste fractions to promote segregation of waste at source and also requires the installation onsite organic waste treatment system. IGBC certification requirements have resulted in significant cost savings from waste management expenditures and could be further improved by promoting enhanced segregation and recycling by the occupants.

Project Green Performance And Design Evaluation

Energy conserved by use of efficient fixtures, daylight harvesting, natural ventilation, reduction in water use, site planning, building organisation and waste management on site have direct and indirect impact on the environment.

Larger parts of these savings were achieved at early design stage by pursuing IGBC credit requirements and by responding to site conditions. These savings are therefore categorised as ‘potential energy savings’ that the project is estimated to have saved. These savings reflect on reduced operational costs, lower maintenances costs, lower light bills and lower water bills for occupants and the facility. Impacts of lower heat island effect, waste management and reduced water use have benefitted the local region along with the project.

‘The pursuits to meet certification requirements have led to substantial energy savings. These requirements have led to reduction in the project’s base energy and water demand and not merely engaged its intent as an augmentation to the project

without rendering any quantifiable output.

The potential energy saved in the project is however not only by pursuing certification requirements but these requirements influence decision making process as a catalyst to pursue energy conservation proactively.

In addition site and climatic conditions have influence in project performance and to maximise benefits from these factors would require an integrated project delivery approach in future projects.’

In course of this evaluation it can also be argued that potential energy saved cannot be attributed to certification program only, but savings are also met from other factors of architectural intent, site surroundings, local climate and influence of local body regulations on dwelling unit design (area of opening and minimum room areas).

Occupant Well Being And Enhanced Living Conditions

IGBC credit rating systems were developed from the core principles of energy efficiency and occupant well being. The response of occupants in an IGBC certified

WastaeRedection

9%1.8

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Naturalventilation

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Daylight44%28.2

Savingcost saving

in lakhsEnergy on KW/Day Water in

KL/DayWaste inKg/Day

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project would be necessary to understand the impact of energy efficiency measures on well being. This evaluation would serve as a feedback to design decisions made in perusal of IGBC credit requirements and experience of users as a result of these design decisions.

The evaluation was performed by conducting a post occupancy survey wherein all current residents were presented 28 questions. The question were categorised into different sections similar to categories recognized by IGBC credit rating system. The categories were:

• Site and infrastructure.

• Energy Efficiency.

• Indoor Environmental Quality.

• Water efficiency.

• Education and Awareness.

The response to all questions were categorised as three options with the intent to keep the survey simple, engaging and limit the time to complete all survey questions. The response options for most part of the survey were “Yes”, “No” and “Not Sure” and the numeric rating system of evaluation were intentionally rejected.

188 units are currently occupied out of which only 29 units responded. The inferences made from the survey results are therefore a representation of only 15% of current occupancy. Due to which recommendations and observations cannot be held absolute in its conclusiveness. But this limited representation offers information of awareness trends and general opinion of occupants that can serve for future endeavours.

Site And Infrastructure

Occupants are aware and appreciate areas reserved for landscape and vehicular movement. It can be presumed that these spaces are actively used by occupants for different activities.

The number of occupants not satisfied and who wish to seek improvement in visitor parking capacity is high. This feedback can prepare the facility management team for increase in this requirement when occupancy increases.

Energy Efficiency

In general all occupants appreciate use of efficient equipment at home and support use of efficient equipment to support project operations.

Awareness among occupants of energy efficiency is growing and it can be presumed that occupants are aware of benefits from energy conservation on their utility bills.

Indoor Environmental Quality

All dwelling units receive sunlight and free flowing wind because of which almost all occupants use curtains to keep away sunlight and find their homes well ventilated respectively. It can also be presumed that solar heat gains during afternoon period must be high because of which windows in afternoons are not kept open and it is during this period in which curtains are drawn on windows. Temperature recorded during this time of the day range between 320 to 340 C


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86%

14%

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62%

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41%

10%

48%

Do you think the true / lawn area in

tour socitey is adequate?

Do you use any electric vehicles?(Y/n) if you have any,

how many hours did you charge it for?

Do you use find your building/socitey

handicap/disable friendly?

How do you rate pavement area and

road area design?

Are you happy with visitor parking space

provided by the Developer?

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

93%

7%

90%

3%

3%

3%

would you prefer propertywhich has eco-friendly

equipment installed?

do you use energy effienct appliances?

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Water Efficiency

Occupants are comfortable using on site treated water. Water supply is adequate however treated waste water from sewage treatment plant can be treated by the water treatment plant for reuse.

Half of the occupants are satisfied with the flow rate from plumbing

97%

3%

34%

66%

93%

93%

41%

41%

3%

3%

do you use curtains to keep away sunlight?

how occasionally do you use lights during the day?

are you happy with theventilation in your house?

what time of the day do youkeep your windows open?

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

59%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

are you aware of therainwater harvesting system

installed in your society ?

Are you comfortable reusingin-house treated water ?

Are you aware of the solar water heating system in the building ?

How often do you face water

shotage ?

Do you gysers in the house ?

Are you satisfied with thewater flow rate from your

plumbing features ?

LessAdequateNeed more

28%

14%

76%

3%

21%

28%

52%

7%

17%

76%

86%

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fixtures installed in their units. The flow rate form these fixtures can also vary due to maintenance issues in the building supply system, fixture quality and method of use by occupants.

Education And Awareness

Few of the residents are tenants and not owner’s because of which some

of the questions in this section were not relevant for this section of occupants. The number of occupants that were influenced by certification achievements of the project at of purchase reflects the appreciation buyers have for green projects and also their wish to associate with sustainable development schemes.

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Tata Housing in partnership with WWF India has launched Project Save Our Snow Leopards (SOS) by unveiling the SOS online crowd funding platform on 10th January 2014 and most part of the crowd funding activity was undertaken during 2014-15. In addition to this crowd funding, Tata Housing every year provides additional fund support for snow leopard conservation.

In order to assess the distribution and relative abundance of snow leopard and its prey and the threats faced by these species in Arunachal Pradesh and Ladakh in India, Tata Housing through its conservation partner conducted a detailed reconnaissance surveys in the month of June 2014 in the high altitude Trans-Himalayas in Sikkim and Arunachal Pradesh to identify areas for detailed studies on snow leopards.

Several existing and emerging threats to the snow leopard habitats were also noted. We also

utilized this opportunity to interact with local communities and get their opinions on the issues surrounding human wildlife conflict, wildlife conservation and livelihoods. Based on these reconnaissance surveys, we designed the large scale study on snow leopards that we undertook in the peak of winters in January 2015. We have also designed social surveys that will run concurrently with the biological survey and help us devise better frameworks for stakeholder participation, conflict management and promoting co-existence of people and wildlife.

In order to undertake measures for managing snow leopard human conflict we have developed predator proof cattle-pens in Kargil. Three corrals/livestock stocking pens were built in partnership with the local community and the Department of Wildlife Protection

Tata Housing-WWF India Partnership for Snow Leopard ConservationCase Study

Predator proof Cattle Pen in Hemis in Ladakh Villagers of Hemis in Ladakh stand before the Corrals

Participants of Snow Leopard Conservation Conclave

Government of J&K. Taking into consideration the local knowledge, these corrals are also designed to be energy efficient and improve the quality of livestock management by keeping the interiors warm especially during winters when the temperatures go down to – 30 degrees Celsius. Except for the door and wire mesh, only the locally available material has been used in building the corrals. We will be monitoring these corrals to see whether they help in preventing livestock depredation by wolves and snow leopards which brings these endangered carnivores in conflict with local people. Retaliatory killing of snow leopards by local people is one of the key threats to their survival. Snow leopard is one of the important species in balancing the ecosystem in snow clad mountains. Only around 400-700 snow leopards are estimated to be found in India and around 7000 world-wide.


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Socio-economic Development

It creates sustainable livelihoods and builds communities through social outreach programs in education, employability, entrepreneurship development and also by community infrastructure development with special focus on scheduled caste and scheduled tribe communities. It leverages its employee volunteering programme to harness these social development initiatives.

Tata Housing has defined 10 km radius as the key-community of each projects and 5 km radius as core

The Company believes that the primary purpose of the

business is to improve the quality of life of

people in the community it serves.

The Company’s triple-bottom-line

(social, economic and environmental)

perspective to business places people, planet

and profit at the core of its business strategy.

The Company believes in integrating its

corporate values and business needs to

meet the expectations of its customers,

employees, partners, investors, communities

and public at large.

key-community. However in case of affirmative action towards development of scheduled caste and scheduled tribe people, it considers whole of India as its key community. It follows an Integrated Community Engagement Practice (ICEP) across the lifecycle of each project. It is an approach of informing, consulting, involving and collaborating with communities by way of stakeholder mapping, community need assessment, engagement& communication and need satisfaction through CSR intervention.


CSR Strategy Matrix

Social & Environmental Challenges

Unemployment among SC/ST youth

School drop-outs from among SC/ST children

Rapid urbanization in city outskirts, resulting in unemployment & social unrest

Lack of quality teaching and inadequate school infrastructure

Depletion of water tables

Human-animal conflict

Drying up of water systems

Endangered species

Under-developed public infrastructure like roads, sewage system , unhygienic public defecation etc.

Business Challenges

Shortage of construction workers-both skilled & unskilled

Lack of household services(salon, drivers, tailors etc.) in new projects

Shortage of skilled & unskilled labor

Social license to operate

Delay in getting environmental clearances

Unfavorable public perception about construction companies

Sluggish property appreciation due to in-adequate public infrastructure in the vicinity and sanitation issues

Strategic Objectives/Social Opportunities(integration of Business & Social challenge)

Skill training in construction trades generating employment among SC/ST and helping business.

Skill training in non-construction services generating employment among SC/ST and helping business

Skill training in construction and non-construction trades, helping business & generating employment

Providing quality education, there by gaining community confidence

Partnering with reputed brands like WWF; there by getting favorable perception and solving environmental problems

Rainwater harvesting, for long-term sustainability in construction

Developing infrastructure leading to economic development, community support and faster appreciation of property

Focused Interventions

Tata Affirmative Action Program-Employability, Education, Entrepreneurship, Employment(TAAP)

Skill Development(SAMARTH)

Educational Development(SRIJAN)

Environmental Sustainability(Beautiful is Green-BIG)

Community infrastructure development including toilets (SPARSH & SWACHH)

BudgetAllocation

Stakeholdermapping

CommunityNeed Assessment

Community NeedSatisfaction Survey

CSR ProgramImplementation

Action plan as perCSR strategy Mix

Governance, Learning& Improvement

We try to understand our stakeholders more deeply during stakeholder mapping process. Corporate Sustainability is about seeing business as an integral part of the society, the global community and the environment that supports it. A business does not exist in isolation. It relies on a multitude of relationships with customers, employees, suppliers, communities, investors and others - in other words, stakeholders. After mapping stakeholders it is important to know the issues and challenges faced by them/community to strategize the

community initiatives for sustainable holistic development which could make an impact and contribute to the development of the people in and around the project site. Before planning the initiatives we try to understand what already exists and is available so that company initiative can be innovative instead of a replication of another agency. Thus this study of stakeholder mapping and need assessment is key to understanding the need of the people and to make the initiatives measurable and participatory

So in the process we:

1. Identify and map the stakeholders (who could influence business or be influenced by the business) for mutual understanding and smoothness and efficiency of the project

2. Identify and assess the needs of the community to design activities for their development by understanding the local issues and challenges

3. Find synergies between the business model and the needs of the community


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Women Entrepreneurs at Peenya trained by Tata Housing

Mr. Brotin Banerjee, MD & CEO with children in ablind school in Mumbai

Skill development training in progress in Igatpuri

A batch of 30 hearing impaired youth completedvocational skill training in House Painting at Nashik

Employee volunteers building home for the poor

An employee volunteer interacting with the tribal students ofSant Gadge Maharaj School, adopted by Tata Housing

Urinals forchildren of Anna Saheb Jadhav Vidyala, Bhiwandi

Chandrakant Pawar of Igatpuri - a successfulentrepreneur trained by Tata Housing

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types of housing project; the project CSR budget is irrespective of the profit or loss. The total CSR budget for the year is corporate CSR budget plus project CSR budget or 2 % of the average net profit of last three years, as stipulated by law, whichever is higher.

CSR Spend 2014-15: While on a consolidated basis as per regulatory requirement, Tata Housing was supposed to spend Rs 4.50 crore, actually Tata Housing spent Rs 5.76 crore on various CSR initiatives.

2012-13 2013-14 2014-15

No of Students touched 6400 10000 11000

No of Schools Covered 34 35 39

Budgeting Principle: We have unique CSR budgeting principle-Corporate CSR budget and Project CSR budget. The corporate CSR budget is 1 % of the net profit of previous year and project CSR budget is Rs 6 per square feet or Rs 4 per square feet of saleable area, depending upon the

development of students through various extra-curricular activities. From play school to engineering, Tata Housing intervenes across the educational spectrum based upon the need of the beneficiaries. Tata Housing National Scholarship for Meritorious Girls is one of the flagship initiatives of the Company

and it was launched in 2014-15. Under the scheme, 20 high value scholarships were given to girl students studying engineering/architecture/construction project management; 40 such scholarships will be given during the year 2015-16.

Srijan-Intervention around educational development of socio-economically backward

During the year 2014-15, Tata Housing has reached out to 11 thousand students of 39 schools through various interventions, such as remedial coaching, infrastructure development and personality

to youth partnering with various non-government organizations, government institutions and professional bodies like LabourNet Services, Pipal Tree, Sambhav Foundation, NIIT Foundation, Jay Bharat Foundation and Udyogwardhini etc. Samarth provides training in construction-related trades including masonry, carpentry, bar bending, construction supervisor, RCC etc as

well as non-construction job-oriented trades such as computers and retail sales and tailoring etc. More than 60% of people trained under Samarth have been gainfully employed or have started their own enterprises, post training. The Company plans to train one lakh youth by 2024 and 10 thousand youth in the year 2015-16.

Samarth: Vocational Skill Development training to socio-economically backward youth

Tata Housing understands that skill training is not just a means to ensure employment but also to create sustainable livelihoods and aims to achieve this through its SAMARTH initiative. Under this initiative, Tata Housing has been providing vocational skill development training

CSR Spend of Tata Housing (consolidated): SN Project Score Surveyor Organisation

1 Kasauli 4.8 Shaitan Singh NMIMS, Mumbai

2 Promont 3.2 Akriti Kalra NMIMS, Mumbai

3 Kuthambakam 4.59 Nitin K NMIMS, Mumbai

4 Mambakam 4.08 Nitin K NMIMS, Mumbai

5 Sec-113 4.8 Abhishek Gupta NMIMS, Mumbai

6 Mulund 4.6 Jhalak & Shweta NMIMS, Mumbai

7 Kalyan 4.79 Jhalak & Shweta NMIMS, Mumbai

8 Vasind 4.87 Jhalak & Shweta NMIMS, Mumbai

9 Mumbai 4.61 Jhalak & Shweta NMIMS, Mumbai

10 Sohna 4.68 Yash Sharma NMIMS, Mumbai

11 Peenya 4.72 Sindhu NMIMS, Mumbai

12 Primanti 4.43 Saumya Jindal NMIMS, Mumbai

Company Avg 4.51

The following table is showing results of communitysatisfaction survey for the year 2014-15

This is in a scale of 1 to 5, one being lowest and five highest

CSR Spend of Last 3 years

2012-2013 2013-2014 2014-2015

2.5

0.250 0

0.72

5.76

0.56

4.5

0.32

0

1

2

3

4

5

6

7

CSR Spend(in Rs Crore) % of Turnover CSR Spend mandotory(as per law) in Rs Crore


A batch of entrepreneurs being trainedby partner NGO Udyogwardhini at Nashik

Mr. Sunil Singh, Project Head, Primanti with Ms. Kiran Bedi

Happy Students - Supported by Tata Housing

Masonary skill development trainees inVaghachiwadi village near Igatpuri

Bus Stop at Kuttumbakkam, Chennai A Toilet beneficiary in Motibhoian village in Gujarat

Creche at Gurgaon Gateway

On the job construction skill training for backward youth

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Skill development training has been integrated with entrepreneurship development, making the people at the bottom of the pyramid becoming first generation entrepreneurs.

Entrepreneurship Development Training:

During the year 2014-15, the Company provided entrepreneurship development training to 120 socio-economically backward youth. 70 of them have already started their own small enterprises.

Tata Affirmative Action Programme (TAAP)

Tata Housing believes in positive discrimination and social equity. It adheres to the principle of equal opportunity irrespective of caste whether in recruitment or career advancement within the organization. The Company is committed to directly conducting or supporting initiatives to ensure an equal footing for social and economically disadvantaged sections of the country at large and specifically the scheduled caste and scheduled tribe communities.

The Company has been undertaking various initiatives towards the betterment of scheduled caste and scheduled tribe communities through five intervention areas Employment, Entrepreneurship, Education, Employability and Essential Amenities. TAAP expenditure mentioned in this report is part of the overall CSR expenditure, the skill and educational beneficiaries figure are also part of overall total skill and educational beneficiaries number of Tata Housing.

During 2014-15, a total of 4500 SC/ST students were supported under TAAP, similarly 2453 SC/ST youth were provided with skill development training. Under entrepreneurship development programme, Tata Housing trained 90 SC/ST youth in entrepreneurship development. It has also given a business of Rs 12.27 crores to 45 SC/ST

vendors/suppliers/contractors under its Supply Chain Diversity Policy.

Toilets and Sanitation: As a part of Swachh initiative, the Company created sanitation awareness for a large number people in Gujarat and Haryana constructed 700 toilets/urinals.

Employee Volunteering:

Engaging employees in socially useful activities and there by delivering unique brand experience to employees is the objective of our Employee Volunteering Programme. Around 94 % of our employees have participated in employee volunteering during the year 2014-15.

2012-2013 2013-2014 2014-2015No of Youth Trained

869

3982 4081

0

750

1500

2250

3000

3750

4500

0

25

50

75

100

125

150

63

36

60

31

120

70

Entrepreneurship DevelopmentNo Trained No started Enterptise

Employee Volunteering

No of Volunteers Volunteers Hours2012-2013 2013-2014 2014-2015

50 55

7886

110

166TAAP Expenditure in Lakh

Plan Actual

0

35

70

105

140

175

536

4958

713

7223

811

94/9

0

2000

4000

6000

8000

10000


Employee Delight

Our HR strategy is formulated to support the culture of high performance aligned with our VMV and an effective, safe and secure working environment for achieving Short Term & Long Term organizational goals in line with the 3 strategic themes - Customer Centricity, Operational Excellence and Employee Engagement. This gets deployed through the HR System in the form of initiatives that are aimed at driving Employee Engagement & Turnover per employee and their impact is monitored through efficiency and effectiveness of process KPIs, e.g. revamping PMS led to improving the process on PMS

Employees are our valuable assets and key stakeholders. The organization understands that a contended and motivated employee has a higher probability of making significant contributions to the organization’s sustainability and growth. Development, engagement and welfare of employees constitute one of the important aspects of Tata Housing’s Strategic Planning Process.

Employee Engagement, Operational Excellence and

We create a high performance work culture, which is mutually beneficial, value adding for each employee and strategy of the organization. A supportive culture, engaging workforce promotes ethics, fairness, equality and care for people. It not only build commitment but also builds capacity and capability for sustainability.

Customer Centricity have been the core intervention areas during the year 2013-14 and the focus on them would remain in the coming years too.

Equal Opportunity Employer: In keeping with the Tata ethos, we are an equal opportunity employer and do not discriminate on gender, caste, creed, community, nationality or any other criteria. However, keeping in view to our commitment to the Affirmative Action, we believe in positive discrimination in employment to the people from Scheduled Tribe and Scheduled Caste communities. With a young, vibrant and diverse workforce of 867 numbers of employees, as on

31st March 2015, the organization i s on a fas t t rack o f g rowthand prosperity.

Employee Remunerationand Benefits: Periodic compensation benchmarking exercises are carried out by external agencies as well as within the Tata Group to track the competitiveness of the compensation philosophy.

We follow total reward philosophy (Advantage Me) which includes not just salary, incentives but also benefits like holiday home, Girl Child education, post retirement Medical benefits. Medical Cover for dependents till age of 80. Employee benefits with recent improvements are listed ahead:

Developinginternal Talent

Pipeline

BenchmarkEngagement

Retention ofEmployees

ManpowerOptimization

Attracting righttalent

EmployeeCommunicationTo foster healthy climate,

provide better facilities and tohave regulatory compliance

HR Strategy

Enhance EmployeeProductivity &

Enhancing EmployeeEngagement


Culture of Innovation and Learning: We promote culture of improvement and innovation by putting challenging goals which inspire people to think new & better. Employees are encouraged to attend various best practice sharing forums and seminars like QIMPRO, DDCB, TBEM assessment etc. We also support national /international visit like visit to China for understanding world’s largest real estate companies and Mexico to understand Precast Construction. We encourage our employees to participate in award applications and present our case. Visit to other companies including group companies are facilitated to bring best practices to our company. We have a structure of BE champions in all functions and sites to encourage employees articipate in innovationand improvement

Work life balance: The company has multiple practices to promote healthy work life balance like:

a) Optional Off / compensatory off policy for employees on a 6 day work week., b) Lights off Policy encourages employees to wrap up work by 7.30 pm, c) Dinner and taxi fare policy for working beyond 8.30 d) BMI incentive for DGM and above, Pedometers to Project Heads, e) Hardship allowance, f) bachelor accommodation, g) common pickup h) Medical Check up facility for all employees above 30.

Employee diversity: In keeping with the Tata ethos, the company is an equal opportunity employer and does not discriminate on the basis of gender or any other criteria.

We have an ICC (Internal Complaints Committee)

committee at the Apex level in corporate office, Mumbai and with regional point of contacts that represent the regions and projects. The committee meets at regular intervals and conducts awareness campaigns about prevention of sexual harassment. Our recruitment polices are also designed to take maximum intake of people from the region that the projects are located. This also adds to the diversity of employees in the company.

Our TAAP program focuses on positive discrimination for SC /ST to encourage the diversity and strengthen the community. We have recently got our initiatives audited and secured a 48% rating on the same making us one of the few Tata Group companies with such a high score. We also recruit differently abled people for specific roles.

Employee benefits with recent improvements

Category Benefit Segment

Work related

Minimum Wages, Working Hours, Payment of Bonus, etc.Maternity Regional Holidays Productivity AllowanceGift chequeOption of opting out of Superannuation (FY12)Hardship Allowance (FY14)

Contractual staffExpectant mothersRegional workforceWorking 6 days a weekNewly wed employeesAll employees Engg

Leave

employees working on specific projects

Work life balance

Paternity LeaveHoliday Home PackageLights off policy (FY12)Comp. Off Policy amended (FY13)

New fathersAll employeesOffice employeesSite employees

self and dependents. up

Employees interested in upgrading their knowledge/skillNon - executive cadre

All employees

Confirmed post 1 yrRetired employees till 80 years

EducationStudy Leave and Education Aid

Medical/Insurance

Personal Accident Insurance for self and Medicalinsurance for Health checkMedical insurance

Reimbursement of school education expenses of girl child (FY11)

Education Level Profile Total % Level wise Total %Graduate / Diploma (Engineering) 396 45.67 Non - executive144 16.6Graduate / Diploma (Others) 96 11.07 Executive 723 83.4PG (Enginnering) 81 9.34 Affirmative ActionPG (Others) 156 17.99 Affirmative Action Nos. %Professional Courses 26 3.00 SC/ST 43 5.0%Under Graduate 112 12.92 OBC 172 20%Age Profile Nos. % Others incl. not wishing to declare 652 75%Upto 25 years 36 4.2


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Employee Engagement: The Company’s supportive, learning oriented, employee friendly policies have helped retaining talents in the organization and have contributed to enhanced productivity and increased turnover per employee. It not only ensures compliance with labour laws but goes beyond compliance and has been a pioneer of best employment practices in the industry. A fulfilled engaging environment has been encouraging employees to deliver their best. It participates in the Great Place to Work Survey

(GPTW) regularly and raises its bar voluntarily year after year and looks for ever increasing engagement and satisfaction level of employees. Engagement surveys are also conducted in-house to judge the level of satisfaction and engagement of contractors’ workmen of all project sites.

Tata Housing Culture Vision-Our Ten Tenets

Individual Level1. A very strong Can Do and Will

Do attitude 2. A culture of strong individual

accountability, ownership and

responsibi l i ty-Achievement before ambition

3. A culture free from politics and back biting, focus on candor and building trust between team members

4. Strong sense of right and wrong and doing what is correct at all times irrespective of profit and business requirements

Company Level5. Open and transparent culture6. Focus on strong

performance orientation(higher than industry)

7. Focus on a strong profit orientation (better than industry average profits)

Education Level Profile Total % Level wise Total %26 - 35 years 446 51.4 Gender Nos. %36 - 45 years 277 31.9 Men 785 90.46 and above 108 12.5 Women 82 10

Workforce Profile - Segments & Diversity

ITEM 2014 – 2015

1 Number of employees

• Permanent (Nos.)

• Contract (Nos.) 110

•

• Other – Contractors workers (Nos.) 11243

2 Number of management (or executive / officer) grade employees (Nos.) 780

4 Segmentation of employees by gender

• Male (Nos.) 785

• Female (Nos.) 82

Segmentation of top management by gender

• Male (Nos.) 89

• Female (Nos.) 4

6 Employee turnover (%) 19

7 New Joinees Turnover (%) 9

8 Learning [or Training] opportunities (hours per employee / year) 25.0

#

Workforce

3

5

867

Nil

12220

20

Daily wage workers (Nos.)•

Total (Nos.)

Ratio of non management cadre to management cadre employees-

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8. High focus on sharing of wealth to build stronger communities/marginal sections of society

9. Keeping customers central to our business and building a profitable business around their requirement and interests

10. Building a very strong, diverse and capable team

Employee Value Proposition: We have conducted focused group discussions, surveys and interviews among our employees to find out what they think of their organization. According to our employees, Tata Housing is a collaborative, progressive, flexible, accessible, communicative, creative, established and experienced organization.

Our Reward Framework1. The Performance Mix • Variables pay outs up to 150%

of actual• Performance based Promotions• Reward & Recognition –

M.E.R.I.T.**• Regular capability

enhancement through trainings**M.E.R.I.T: Motivate Encourage

Reward Incentivize Tool: The following the awards given to employees under this scheme.

1. Golden Hands Award - This award is also called the individual achievement award. It is given out by the MD at the Town Hall. The Team Head/ Group Head or any other employee can send the nomination to the Head HR Group for this.

2. Instant Recognition - An employee is eligible to receive this award from his / her Team Head or Group Head any time / any number of times during the year.

3. Team Achievement Award - It is given out by the MD at the Town Hall. The Team Head/ Group Head or any other employee can send the nomination to the Head HR Group for this.

4. Stars – This award is also called Employee of the year Award. Nominations by Group Heads are invited for this award before the annual day. All MRC members will debate on the nominations received and choose the Stars.

5. Green Belt Awards for Safety6. Qualitas7. BE Awards

2. The Diversity Mix • Girl Child Education: Company

reimburses the educational expenses of girl children of the employees

• Maternity / Paternity leave• Celebration of festivals• Encouragement to Sports

3. The Tenure Mix • Long Service Award• Gratuity• Post-Retirement Medical cover

for self

4. The Responsibility Mix• Work Exposure• Autonomy• Medical Cover• Perquisites

5. The Base Pay Mix• Basic salary• Reimbursements – mobile,

newspaper, toll, car wash• Cash recognition• Car facility• Blackberry handsets• Superannuation

6. The Work Culture andCare Mix

• Pick up & Drop facility• Bachelor accommodation• Wedding Gift• Holiday Home• Medical cover – self, parents,

spouse & children• Annual Medical Checkup• Sick Leave bank• Merit based promotion culture• Culture of Ethics & Trust

Workforce Capability & Capacity: The organization has grown rapidly since the last few years and this has been supported by enhancing capacity and capability, recruitment through referrals, job rotation & enhancements, improving recruitment time cycle & quality, customized training and enhancing induction effectiveness contributing to increased productivity and lower attrition vis-à-vis industry standards.

Parameters FY-13 FY-14 FY-15

Pay and Benefits 53.00 71.00 76.

Employee Engagment Perception scoresdrivers Avg. scores

Performance Management 65.00 76.00 75

Rewards & Recognition 60.33 65.00 78

Role in Value Generation 73.00 84 80

Support and Cooperation 68.30 81 71

Workplace Safety and Hygeiene 68.30 81.00 71

Parameters FY-13 FY-14 FY-15

Career Opportunities 70.00 81.00 76.00

Employee Engagment Perceptionscores drivers Avg. scores

Diversity 75.75 84.00 84

HR Pollicies and Practices 58.50 80 81

Leadership Effectiveness 75.28 80 82

Learning and Development 68.50 86.00 87

Organization Commitment 77.80 82.00 82

Organizing Work 65.53 65.00 73


Culture Element

High focus on sharing of wealth.... 92

Strong sense of right and wrong.... 88

Keeping customers central to business.... 87

Focus on strong profit orientation.... 84

Open and transparent culture. 82

A very strong Can Dp & Will Do attitude.... 81

Building a strong diverse and capable team. 78

A culture free from politics and backbiting.... 76

Focus on strong performance.... 75

A Culture of strong individual accountability.... 72

Scoore

Employee EngagementOverall Culture score

Employees celebrating Independence Day

EngagementContract workers (overall)

0

15

30

45

60

75

FY-12

66

8076

82

FY-13 FY-14 FY-1570

75

80

85

90Loyalty Score

In P

erce

ntag

e

74 7475

86

FY-12 FY-13 FY-14 FY-15

0

10

20

30

40

50

60

70

80

90

100

61

80 8293

Health Check up% of eligible of employees covered

FY-12 FY-13 FY-14 FY-150

10

20

30

40

50

60

70

80

90

100

8085

9393

Health Check up contact workman% coverage pre-emplyoees check up

FY-12 FY-13 FY-14 FY-15

Equal Opportunity Employer -Women Employees (in nos.)

Junior (below Sr. Mgr)

Middle (Sr. Mgr gm)Senrio (AVP & above)Total

FY-135271 1

60

558

832

65

757

FY-14 FY-151.0

21.5

42.0

62.5

83.0

Junior (below Sr. Mgr) Middle (Sr. Mgr gm)

Senrio (AVP & above) Total

0

15

30

45

60

75

FY-12

16

6771

52

FY-13 FY-14 FY-15

Reward and RecognitionCoverage(%)

% coverage Numbers recognized

0

90

180

270

360

450

540

630

720

810

900

77

424

532

882

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Our Learning and development process for workforce is focused on supporting high performance through various approaches driven by the HR, BE, CS, QA/QC, Safety and Technical Training Teams along with subject matter experts, training vendors, tie-ups with institutes for training our workforce on several factors for both employees and contract workmen.

Career development section of our appraisal process is aimed at understanding employee’s aspirations and making individual developmental plans for them to ensure that they are supported in the same. Employees are provided the opportunity to move horizontally and develop new skill sets through internal job postings and internal transfers. For eg module head in design after

undergoing project management training takes responsibility of project head.

Career Path helps in mobility and improved employability in the future by virtue of increased exposure, this involves identifying

High Potential Employees and defining a career path for them as a means of their development and a tool for retention. A&R on Learning and development Process is shown as below

Training & Capacity Building

Core CompetenciesLT/ ST Action Plans

TechnologyRoad Map

CompetencyRequirement

CareerProgression Needs

360 deg. feedback

Individual aspirations

TrainingNeed Identification

Internal Training -HR, BE, Tech

External TrainingTraining/ Workshop

Improvementin TrainingModules

KM Platforms

EffectivenessCheck

Consolidate

Y

N

Learning & Development System

Trainning PDP compliance %

LeadershipExecutiveNon-ExecutiveTHTarget

FY-13FY-12

9191.5

80 90 90

90

9092

92

8080

8558

838387

FY-14 FY-15

Leadership Executive Non-Executive TH Target

0

18

36

54

72

90

Leadership Executive Non-Executive

Trainning programs - Numbers

FY-13FY-12 FY-14 FY-15

2131

5665

6070

120 120

0

16

32

48

64

80

96

112

128

144

160

90

100

121

135

Trainning coverage (in%)

LeadershipExecutiveNon-ExecutiveTH

FY-13FY-1298

98

98

999999

999999

97

9999

FY-14

Leadership Executive Non-Executive

95

96

97

98

99Sustainability trainning (numbers)

TAAPWater mappingCC ChampionsCS ChampionsCarbon FootprintingCII-ITC Sustainability

FY-13FY-122

2

4

4 45

5

1919 20

2020

19190

FY-14 FY-15

TAAP

CC Champions

Carbon Footprinting

Water mapping

CS Champions

CII-ITC Sustainability

0

4

8

12

16

20


Drawing competition for employees’ kids

Carrom competition for employees

Employees enjoying happy momentafter planting trees

Employees enjoying food in an event

Clay comeptition for employees on Independence Day


Tata Housing lays significant emphasis on environment, health & safety practices as they have a direct impact on people, planet and profit. Health & Safety culture has taken definite shape in the company with the implementation of International Environment Health &Safety standards i.e., ISO 14001:2004 and OHSAS 18001:2007, Behaviour Based Safety, Benchmarking and

adapting to Health & Safety best practices from across the globe. Safety conscious Planning, Safety Sensible Contracting & Safety Inclusive Execution are three verticals of EHS management inthe company.

The Company focuses on delivery of safe products, building safety features right from the design stage, creation of safe environment

FY10-11 FY11-12 FY12-13 FY13-14 FY14-15

Consolidation Safety Culture

FY09-10

Progression BusinessIntegration

EHS Mgmt.System

ContinualImprovement

Establishing EHS Function

Monitoring & Review of safety

Internal Safety Audit & Rating

Independent Audit by external experts

Clause 14 (GCC)

Safety Training

Strengthening EHS Organiztion at CO & Project

EHS Process Manual & Technical Manual

EHS Outreach Workshop

Multilevel Safety Reviews

EHS Induction Film Improving infrastructure

(Induction Room, OHC) EP&RP

OHSAS 18001 Certification

BBS Pilot Project Safety Budgeting Safety Conscious

Planning Safety Sensible

Contracting Safety Responsive

Execution GPOHS Award NEBOSH Training EHS Plan Safety Governance Benchmarking

Safety as core value Zero Harm Policy Zero Tolerance Policy Standards on critical

activities Felt Leadership

workshop & commitment from SLT members

Constitution of ASSC & RSIC

BBS Standard implementation

Safety - Line organization function

Continual improvement in EHS MS

ISO 14001 Certification

BBS Project & Film MoU & co-Production

of 3 Safety Films with NSC

Occupational Health Improvement Project

Environment Management system implementation

Certified Training to Eqpt. Operators

E- course of BSC Influencing Change in

the eco - system

in its offices and sites, rigorous induction, need based on the job and special training. In addition we carry out pre-employment and periodic health check-up and have empoweredworkforce to identify and highlight At Risk Behaviour and unsafe condition. This helps them correct the situation and promptly respond to any emergencies.

The company has signed MoU with National Safety Council of India with an objective of technical co-operation and exchanges between the two organizations. Under this partnership, Tata Housing has produced 3 safety films and released it for the benefit of the Construction Fraternity on 4th March 2014.

Mr. Brotin Banerjee, MD&CEO, Tata Housing along with V B Sant, DG, NSC andJt. Labour Commissioner, Maharashtra & Goa releasing the safety films at NSC Head quarters

Health and Safety Performance


Health facilities for workforce at projects

We have adopted following modes of communication to sensitize our employees on OH&S related concerns:

Type Mode of communication Target Group

Safety Briefing One to one interaction induction and All employees, contract workers at site and explanation, Tool box meeting all visitors

Safety park Display of PPEs at project sites All employees, contract workers at site and all visitors

Safety awareness Available on Intranet, also shown Employees, contract workers at siteFilm (EHS Induction during inductionfilm; Key toBehavioural safety;Electrical safety;Scaffold safety;Lifting Equipmentsafety)

Safety Pledge At the beginning of every meeting Attendees in meetings

Safety Quiz Physical & online Employees and contract workers

Safety awards Annual Get Together, Town hall meetings Employees and contract workers

Safety tips Newsletters & magazines Employees

Safety instructions Notice boards, banners, visitor passes Employees and contract workers and visitors

Safety week Physical & online activities Employees and contract workers

Safety Governance systemSafety management is governed by our EHS Beliefs, EHS Cardinal Rules and EHS Policy within the framework enunciated by Tata Code of Conduct. Our EHS Man-agement Systems are aligned to international standard OHSAS 18001:2007. Transportation facili-

ties are provided for needy loca-tions and for late working hours post 9:00 PM as per policy. Special initiatives such as Behaviour Based Safety, Benchmarking KPIs, engaging entire workforce, build-ing EHS capacity amongst contractors etc. are taken towards

continual improvement in EHS performance. Safety training is conducted for employees. Improvements made in workforce environment has resulted in improved employee satisfaction.

Well equipped Occupational Health Centre at project site Availability of First Aider round the clock Full time experienced doctors (8 hours per day) Availability of life saving drugs like Atropine and Adrenaline Sanitation & hygiene maintained in and around work area & camp Environmental nuisance (dust & noise) under check

Tie up with local hospitals for ambulance services & emergency medical aids Own ambulance in all large projects

Pre-employment health check up of operators Regular health screening of workforce including need based Identification of occupational health issues and correction Wellness programs - AIDS awareness, Tobacco awareness, HIV Test, Tetanus Shot

Healthsurveillance

EmergencyMedical Aids

Necessary infrastructurefacility in place


Attributes Initiatives till FY12 Initiatives in FY13 Initiatives in FY15Health a) Established Occupational Health a) All initiatives of 2010-11 & 2011-12 Office air quality monitoring. Centre (OHC) at site b) Tie up with continues as these are not one time state-of-art local hospitals c) Round initiatives. the clock trained First Aider at sites b) KSS on Health issues c) First Aid BMI Policy. d) Hygiene & sanitation in labour Training to employees at offices & camps e) Health Camps - AIDS sites d) Sharing health tips and Awareness, Blood Donation etc. counseling of workers f) Sending reminders to employees for Health Check-ups Safety a) EHS Function strengthen at CO & a) Capacity building of EHS Team - DuPont Safety based initiatives Project Site by inducting EHS NEBOSH Certification, BBS Training, in process of implementation. professionals; Safety in KRA of Engg. Internal Auditor (OHSAS & EMS) Staff b) OHSAS 18001 implemented Training b) OHSAS 18001 implemented in CO & 4 Projects c) Robust in all eligible projects c) Safety walk Emergency Preparedness & through at project sites by senior Response Plan developed & leadership team d) Pilot project on deployed at sites d) Induced EHS BBS to reduce/eliminate At Risk competitiveness amongst project by Behaviours e) Safety Sensible instituting Green Belt Awards e) First Contracting further strengthened by time in Indian real estate evolved rewriting Clause 14, developing EHS Safety Benchmarks -CIDB (Malaysia) Ready reckoner & Penalty Matrix & CONCOS (Singapore) f) EHS Sensible Contracting initiated g) Tata Group Office Safety Protocol implemented Security Security at the sites and offices is managed through professional agencies and monitoring done by admin for offices and sites by PHs

Environment a) Systematic Bi-annual Environment a) Implementation of environment Replacement of conventional Monitoring [noise level, ambient air mitigation plan - consent to establish, lighting systems with LED quality, waste water and drinking consent to operate, reporting systems. water] through govt. recognized b) Carbon foot-printing ratification by Train travel to locations with time agency third party and establishing a baseline of 6 hours distance. b) Carbon foot-printing exercise done c) Water Harvesting in-house and awareness creation

Approaches & Initiative related to EHS

Behavioural Based safety plays an important role in achieving safety goal. Tata housing has implemented Behavioural Based safety program to increase the awareness and address the behavioural issues of workforce. A video on “Key to Behavioural safety” is also screened to the workforce. Scaffolding job is inherently associated with high risk. To improve the safety practices on

scaffolding, an initiation was taken through organising unique extensive training program on the Scaffolding Erectors and Inspectors that was conducted on January ’15 at Mumbai for Western Region. Similar training is also planned for all the other regions in FY ’15-16.Different awareness program was planned and observed during National and Local events like the National Safety Day, World

Environment Day, World Health Day, National Fire Week etc. Various competitions and other EHS improvement activities were carried out during these events and a full – hearted participation from the workers have been observed. Key features of these programs viz. Skit on EHS and social issues like HIV/AIDS, Women empowerment during the Women’s Day etc.

Behavioural Based safety


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Emergency Preparedness Plan

Safety Performance

We have in place an elaborate Emergency Preparedness and Response Plan (EPRP) for manmade and natural emergency situations and risk for each project location. Corporate EHS Department issues guidelines in the form of template to projects for formulating EPRP plan. Project

team develops EPRP in concurrence with primary contractors which is reviewed by Corp. EHS Head and released for implementation. Emergency management involves 5 prong approach:- Prevention, Preparedness, Response, Recovery & Mitigation.

Mr. Brotin Banerjee, MD & CEO at Safety Walk Through

Medical check-up facility for labours - Eye check-up

KPI’s UOM REFERENCES TARGET ACTUAL

TARGET ACTUAL FY 14-15 FY 14-15

FY 13-14 FY 13-14

Near misse Factor [NM per 100 Number 8.00 6.18 5.75 3.53workforce/ month

First Aid Case Factor [FA per 100 Number 7.50 5.67 5.75 3.69workforce/ month

Medically Treated Injuries Frequency Ratio 0.30 0.03 0.20 0.16Rate [MTIFR]

Loss Time Injuries Frequency Ratio 0.20 0.12 0.20 0.11Rate [LTIFR]

All Injuries Frequency Ratio 0.50 0.21 0.40 0.29Rate [AIFR]

Fatalities Number 0 2 0 1


Customer Centricity is the focus area of our strategy. Tata Housing is committed to delivering the Customer Promise by clearly enunciating its commitment for the various segments it operates in Customer Centric Culture guides all the customer related processes and initiatives as detailed below.

In order to effectively deliver our customer promise, the current customer lifecycle is defined in 3 stages which facilitates deep understanding of their unique needs

a)Pre-Sales-including potential customer, till sales is concluded

b) Post Sales-Period after sales to handover of unit

c ) P o s t - H a n d o v e r - F a c i l i t y management till handover to customer society.

As a key element of customer centricity, we have various touch points to listen/interact and observe customers which enumerates actionability on product quality, customer support and transactions across different segments. The difference in listening mechanisms for customer segment lies in qualitative and quantitative to understand segment specific

needs. Tata Housing brand is No.1 (Comparison in Real Estate) on Facebook having close to 1.6 lakh fans. Various innovative engagement programs for Fans, help us in getting leads and referrals (55% and 25% of sales comes through online media for TVH and TH respectively). Teams for Sales, Customer Care and Facility Management are deployed for each project to en-sure follow-up and deliver customer support during sales, after sales and handover. Each project is attached to a sales office and we also have a dedicated email id ([email protected]) to which the customers can address queries which are monitored by the Customer Care team. The customers across segments have an opportunity to interact with the sales teams via meetings, telephone and e-mails. We also have a dedicated person at the Corporate Office who monitors the feed-back received from various offices which is presented at the MRC and in M&S review on a monthly basis for necessary actions.

Brand Management:

Tata Housing has been carefully nurturing its brand as an

Customer Centricity

Socially responsible Environment friendly Value for money with quality life spaces

Care for the community Green /Eco friendly construction Affordable housing-New Haven

Fair wage & fair labour practices Responsible sourcing Value home – Shubh Griha

Ethical & transparent Environmental footprint accounting Luxury homes –Biophilic architecture (Myst)

Employee volunteering Resource conservation

Biodiversity conservation

Brand Management

environment friendly, community conscious and quality life space provider. Tata Housing conducts “brand health study” each year through Nielsen and evaluates the brand image across its various attributes and undertakes improvements on its brand communication strategies through-out the segmentation, targeting and positioning process.

To assess the reputation and image, a third party Brand Equity Survey is conducted on an annual basis.The Brand Equity survey indicates that Tata Housing has maintained leadership position in terms of BE score on a pan India basis over the last four years in all the segments. We have continuously improved our scores year on year as a result of various initiatives taken at corporate level marketing like White Santa, BIG, Mumbai Wall Book, Race Course event & Award and Pan India presence in top 8 cities.

Our brand management promotes green & social initiatives for positioning our products in various segments. Some of the initiatives in this regard are white Santa, BIG – Beautiful is Green, Mumbai Wall Book, Limca book of records.


Handing over house keys to the customer

Mechanisms Value Segment Affordable Segment Premium Segment Luxury Segment

Brochure/Leaflet Leaflet for mass Creative revolves Creative focuses Emphasis is on distribution and creating around “THE FAMILY”, on Features and creating the emotional connect Vibrancy and well being Amenities for Experience through Aspirational lifestyle exclusive imagery that communicates the product for the Elite

Call Center Staff with Multi Lingual Staff with Multi Lingual People specifically People specifically skills and focus on AHT skills and focus on AHT selected and trained selected and trained (Average Handling Time) xx (Average Handling Time) to handle enquiries to handle enquiries focusing on quality of assistance provided

Customer Segment-wise communication of the attributes of the brand

Leadership team communicates and engages with stakeholders to deploy vision and values. Tata Housing takes leading role in communicating about its new

products like senior living, smart housing and creating thrust on regulatory requirements, paving the way for policy advocacy to the stakeholders. Corporate

communication effectively manages the brand presence through increase in positive and decrease in negative media communication.

Mechanisms Value Segment Affordable Segment Premium Segment Luxury Segment

ATL (Print/Outdoor/ Regional and Mainlines Mainlines focusing on Targeting premium Niche publications to Radio/TV) targeting Mass audience, Reach and Awareness readership base to build imagery and Focusing on reach and obtain effective reach Awareness, Premium awareness, Local within and Awareness, and Silo hoardings with the catchment area Premium and large innovations like 3D flex, Sites Non Cluttered cutouts, LED’s, TV ads locations

Public Relations News about launches News about launches News about feel good News about exclusivity and Handover and Handover factors like awards selected and trained of project and and lifestyle to handle enquiries

Website Multi lingual (English, Hindi Simple, light and easy to Feature rich, Higher Experiential / and regional Language) browse, lower internet Internet Bandwidth, Engagement led Focusing on awareness bandwidth, Emphasis Emphasis on Visuals – Simulation on Text.

BTL (Events, Online Multi lingual (English, Hindi Focusing on Reach and Limited to select sites Restricted to select sitesDisplay and Google/ and regional Language) and Awareness targeting sites targeting premium targeting niche profiles/Google analytics targeting specific customers, with mass appeal, categories, Equal segments, More Marketing) Reorganize and optimize Reorganize and optimize focus on RI/ NRI emphasis on NRI marketing spend and marketing spend and markets to spread markets with limited content as per profile xx content as per profile Awareness focus on RI markets to generate Awareness


HOUSING

Areas

Building Materials

Renewable Energies /Conservation of Energy & water

Efficient Lighting

Impact

Initiatives towards Product Responsibility

a)Fly Ash products as Bricks / blocks, b) Reduction of cement by 25-30% by using Fly Ash in concrete. c)Gypsum Plaster, d)Insulated Glazing and high efficiency Glass, e)Roof Insulation, f) Mortar less masonary, g) GGBFS, h) AAC blocks, i) porotherm blocks

a) Geopolymer concrete without the use of Portland cement, thus reducing the carbon footprint of buildings by 90%. ,b)Use Fly Ash in the concrete for piling works has reduced the overall cement consumption & hence the reduction in Carbon emission., c) The new technology such as Plaswall is being used for the Row Houses at BOISAR which has considerably reduced the overall timelines in the completion & the savings in the usage of sand & the brick/block masonry , cement etc. d) Gabion wall technology, RCB technology,

Conservation of Energy: a) Solar water Heating, b)Solar Street Lighting, c) Use of Energy efficient regenerating lifts. Conservation of Water : a) Use of efficient CP/Sanitary Fixtures as per IGBC Norms reduce water consumption by 20 %., b) Efficient methods for Irrigation of Landscape areas eg Drip Irrigation. c) Reduction of Turf /Grass Areas during Landscape designs to reduce water consumption, recycling of treated water for plants and landscape d) use of curing compound, e) rainwater harvesting & ground water recharging, f) pervious concrete & bio-enzyme roads

Efficient BEE rated light fixtures, Use of CFL, Timer based light systems, dimmers

Green procurement

IGBC pre-certified buildings

Specific carbon emissions, Carbon abatement initiatives; Tree plantation and water conservation.

Examples of green sustainable development (Segment wise and project wise being done)

IGBC Pre-Certified Buildings

No

of p

roje

cts

FY 12 FY 13 FY 14 FY 15

12

19

16

22

10

12

14

16

18

20

22

24

Product Responsibility:All our product offerings are green buildings adhering to IGBC norms. Gold rating for Luxury & Premium projects and Silver rating for Affordable and Value homes projects. Tata Housing Housing is one of the major contributors in achieving 1.51 Billion sq.ft of footprint in the country. Tata Housing has over 70 million Sq.ft

of registered green building footprint, of which 12 million Sq.ft have already been certified. Our initiatives towards product responsibility are given below. In addition to that we take care that our products are value for money products and we design products based on customer insight. New segments are validated through sustainability checks and

alignment to Mission & Vision, Financial and market attractiveness, the requirements for product and services is then met through product development process. Informatively we have created new segments like Senior Living at Bengaluru, which is aligned to social dimensions.

HOUSING


Customer Satisfaction: As a key element of customer centricity, we have various touch points to listen/interact and observe customers whichenumerate action ability on product quality, customer support and transactions across different segments. The difference in listening mechanisms for customer segment lies in qualitative (eg-Ethnography study, Investor study, Focus Group) and quantitative (eg-U&A studies, C-Sat, Brand Equity) to understand segment specific

needs. Tata Housing brand is No.1 (Comparison in Real Estate) on Facebook having close to 100,000 fans.

Various innovative engagement programs for Fans, help us in getting leads and referrals (20% of sales comes through online media). Teams for Sales, Customer Care and Facility

Management are deployed for each project to ensure follow-up and deliver customer support during sales, after sales and

handover. Each project is attached to a sales office,we have a dedicated email id ([email protected]) to which the customers can address queries which are monitored by the Customer Care team. We also have a dedicated person at the Corporate Office who monitors the feedback received from various offices which is presented at the MRC & in M&S review on a quarterly basis for necessary actions.

Customer Satisfaction and Engagement is determined for all our customer segments on the products and services. To understand fulfilment of customer promise at all touch points, the surveys are conducted across the lifecycle of the customer– presales, post sales and post handover. Brokers’ Meet is done

once in a year where the feedback from brokers is obtained. A relationship manager is also attached to the broker to enhance engagement. Tatacare has been centralized and outsourced to ensure timely log-in of complaints. These help us in building relationships with them and address negativity if any.

The methodology involves identification of key drivers and attributes impacting satisfaction and engagement, followed by arriving at levels of satisfaction on our offerings and extent of engagement.

Criteria

Avenues that enable customers to seek information and support

Executing various tie ups that enable customers to conduct their business with us

Enabling and capturing feedback for our current & future products

Avenues for determining customers' support requirements

Pre Sales

Marketing Communication : ATL and BTL Avenues, Website, Brochure, Leaflet, Emailer, Walkthrough, Sales Gallery, Social Media , Internet and Mobile Applications, Print Ads, Outdoor hoardings, Events and Exhibitions Broker Tie ups, Sales Teams, Call Center Road Shows & exhibition, Extended Hours of call centre. 3 toll free nos for NRIs

Micro Finance Tie Up for Value Segment, Tie-ups with banks for NRIs / HNI’s in the Luxury Segment, Broker Empanelment, Tie up with Financial Institution for easy Loan, collaboration with wealth manager for better reach to HNI, Online payment gateway, Collaboration with wealth managers for a better reach

P – SAT / Concept Testing / Product Testing / Consumer Panels / Site and Sales Office Feedback form / Mystery Shopping ,Customer profiling

Site and Sales Office Feedback form / Mystery Shopping / Sales Personnel / Call Center / Website and Social Media

Post Sales

Meetings with Sales / Customer Care Team / Welcome Kit / Newsletters / Construction Updates / Query Management Invitation for Inspection of Apartments

Reference Schemes for all projects, Tie-up with Home related stores for better value to customer, Outsourcing of back end services

C – SAT / Site and Sales Office Feedback form / Mystery Shopping ,SD Automation

Sales Personnel / Customer Care/Surveys /Meetings

Post-Handover

Meetings with Customer Care / Estates Team /, Offer of Soft Possession, Possession Kit - Dos and Don’ts

Property Services Team to Facilitate re - sale. Concierge service tie-ups

Product and Service Satisfaction Survey

Customer Care / Facility Management/Surveys/Meetings

Customer Life Cycle


TriggerFacilitation for customers to ease buying

Improve service levels

Engage and support

Need to give accurate product pricing to maximize profits of the organizationImprove customer experience during visits (office/site), Call center and handovers

Support customers after handover

Improvement done Call center introduced, Micro finance for value home customer, Tie ups with many banks to facilitate loansOnline marketingMobile promotionsOn Line payment gatewayMystery shopping doneSAP CRMComplaint Escalation MatrixLead Escalation Matrixa) Usage of Social Mediab) Blog & ForumsDedicated call center executive for premium and luxury customerStrengthening of Product Development Prelim filter with robust competitive analysis to provide accurate pricing and specificationsTooglea) Implementing customer experience designb) Customer Profile based engagement c) Regular Training to call Centre on variety of products d) Separate division of TH and TVHL for product development and marketing a) Revamp of Call taking mechanismb) Post Call feedback via IVRa) Creation of experience centre for 2nd home buyersb) Blog & Forumsc) Extended call centre time for NRIsd) 3 toll free Nos introduced for NRIs to call up-USA/UK/GCCe) e-Mailing Construction updates to customers apart from uploading on websitef) Outsourcing of backend services a) Separate company for facility management formed b) Tie-up with local vendors for needs after handover like furniture, Satellite TV, Plumbing etca) Concierge Services at Prive

Result Revenue

Pre-Sales Satisfaction

Service Satisfaction

Estate Services.

A & R on product offering and customer support

YearFY11toFY15

FY12toFY15

FY13FY15FY12toFY15

FY12toFY 15

FY13FY15

Year Trigger Improvement done Result Impacted

FY12 a) Enhanced competition in a) Sharing of IPC/Broker Revenue real estate,b) Incorporating feedback during PDTF and Price Premium feedback from IPC/Broker CDTF b) Setting consumer meet,c) Providing unique panels, decision taken to features & design obtain potential customer

data by rotation across target cities

FY13 a) Need to regularly keep tab a) Commissioning of U&A Price Premium on changing customer needs study for min. of 2 cities Referrals to improve our product c) Beautiful Is Green (BIG) Increase in Facebook offerings b) Connect initiative launched Fans, customers on corporate d) C-Sat of customer after Sales Order sustainability every call by call centre, New design

e) Ethnography and Investor Features Qual, f) Surveying Social Media for product improvement

FY14 Handing over projects a) Customer feedback on New design Features, product quality captured Standard specification and design changes

HOUSING


A & R on Customer Listening

Tool / Mechanism Type of Customer Information Sought Usage for Improvement in (Listen/Interact and Product, Customer Support Observe) and Transactions

Public Relations Current/Potential Feedback on strategy, Launch of premium housing (panel discussions public perception of product project in Mumbai, Luxury product etc) in Gurgaon

Sales / Site Office Current/Potential Feedback on Product Customer Support-Improve/ Sample Flat and Service site/sales office visit experience Feedback for all projects for eg Enhancing customer experience by use of tech like Aerial view, Driving video

Broker / IPC and Potential/Former Checking for competitive Product-a) Inputs into PD PrelimWealth Managers selling rates & upcoming Filter in terms of competitive Feedback potential of an pricing, potential of area area by talking to property b) Inclusion of Helipad in Myst brokers & IPCs (Kasauli) Transaction-Luxury product selling to HNIs which requires advocacy like Promont

Online - Website Potential/Current Product / Marketing Customer Support - Increasedand Social Media Campaign Feedback Brand Awareness / Engagement

based on no of hits / followers / likes for eg White Santa, La Tomatina, Love You My Home, Mumbai & Delhi Wall book taking it to Limca book of records 2013, Equine Racing Event

Tool / Mechanism Type of Customer Information Sought Usage for Improvement in Product, (Listen/Interact and Customer Support and Transactions Observe)

P-Sat and Design Potential/ Feedback on Service, Customer Support-Highlighting USPs likeQuality Rating Competitors’ Product, Pricing, Elevated 14th Floor Jogging track in Location, Features, Amantra, Product-Larger size of unit Design in Aveza

Exhibitions, Potential Customer contact details Transaction-Capture of EnquiriesInternational /Competitors and their requirements / from National and International Seminars preferences Customers for eg NRI customers in Primanti and CLH

IRS /Google Pot./Comp. Consumer Media Transaction-Media Planning andAnalytics Habits Selection for targeted segments

U&A Study Potential a) Insights on Product a) Revising product /Competitors consumer attitudes specifications for each segment towards lifestyle, housing, b) New features, amenities sought by the desired features & customer which can be incorporated and amenities b) Detailed hence give quantitative analysis competitive edge in market like Temperature Controlled swimming pool in Aquilla c) Introduction of conjoint analysis to introduce in between product features & price to have realistic customer choices and their trade offs

Brand Equity Potential/Comp. Brand Awareness, Product-Launch affordable housing in Preference, Bengaluru, Efficient Design becomes Selection, Loyalty USP

Customer Listening (Potential, Current, Competitor and Former Customers)-Illustrativefor all Segments and Markets


GRI G4 Content Index - 'in accordance' Core

GENERAL STANDARD DISCLOSURES

General Standard Disclosures Page Number (or Link) External Assurance

STRATEGY AND ANALYSIS

G4-1 3 Yes

ORGANIZATIONAL PROFILE

G4-3 8 Yes

G4-4 9 Yes

G4-5 Back cover page Yes

G4-6 10 Yes

G4-7 8 Yes

G4-8 9 Yes

G4-9 50 Yes

G4-10 50 Yes

G4-11 48 to 51 Yes

G4-12 47 Yes

G4-13 8 to 10 Yes

G4-14 58 Yes

G4-15 7 Yes

G4-16 9 Yes

IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES

G4-17 8 & 9 Yes (pg no. 4 & 5)

G4-18 14, 15 & 16 Yes (pg no. 4 & 5)

G4-19 14, 15 & 16 Yes (pg no. 4 & 5)

G4-20 07 Yes (pg no. 4 & 5)

G4-21 07 Yes (pg no. 4 & 5)

G4-22 No restatements Yes (pg no. 4 & 5)

G4-23 No significant changes Yes (pg no. 4 & 5)

STAKEHOLDER ENGAGEMENT

G4-24 12 & 13 Yes (pg no. 4 & 5)

G4-25 12 & 13 Yes (pg no. 4 & 5)

G4-26 12 & 13 Yes (pg no. 4 & 5)

G4-27 12 & 13 Yes (pg no. 4 & 5)

REPORT PROFILE

G4-28 7 Yes

G4-29 http://www.tatahousing.in/csr/pdf/sr_imprints_2013_2014.pdf Yes

G4-30 7 Yes

G4-31 Back cover page Yes

G4-32 7 Yes

G4-33 7 Yes

GOVERNANCE

G4-34 11 Yes

ETHICS AND INTEGRITY

G4-56 16, 17, 18, 19 Yes

HOUSING


SPECIFIC STANDARD DISCLOSURES

DMA and Indicators Page Number Identified Reason(s) for Explanation for External (or Link) Omission(s) Omission(s) Omission(s) Assurance

CATEGORY: ENVIRONMENTAL

MATERIAL ASPECT: MATERIALS

G4-DMA 22 Yes

G4-EN1 23 Yes

G4-EN2 23 Yes

MATERIAL ASPECT: ENERGY

G4-DMA 22 Yes

G4-EN3 25 Yes

G4-EN4 25 Yes

MATERIAL ASPECT: WATER

G4-DMA 23 Yes

G4-EN8 25 Yes

MATERIAL ASPECT: EMISSIONS

G4-DMA 22 Yes

G4-EN15 23 Yes

G4-EN16 24 Yes

G4-EN17 24 Yes

G4-EN19 24 Yes

MATERIAL ASPECT: EFFLUENTS AND WASTE

G4-DMA 22 Yes

G4-EN22 23 Yes

MATERIAL ASPECT: PRODUCTS AND SERVICES

G4-DMA 22 Yes

G4-EN27 61 Yes

CATEGORY: SOCIAL

SUB-CATEGORY: LABOR PRACTICES AND DECENT WORK

MATERIAL ASPECT: EMPLOYMENT

G4-DMA 14,15,16 Yes

G4-LA1 50 Yes

G4-LA2 51 Yes

MATERIAL ASPECT: OCCUPATIONAL HEALTH AND SAFETY

G4-DMA 14,15,16 Yes

G4-LA7 58 Yes

MATERIAL ASPECT: TRAINING AND EDUCATION

G4-DMA 14,15,16 Yes

G4-LA9 53 Yes

G4-LA10 53 Yes

SUB-CATEGORY: SOCIETY

MATERIAL ASPECT: LOCAL COMMUNITIES

G4-DMA 14,15,16 Yes

G4-SO1 43 Yes

SUB-CATEGORY: PRODUCT RESPONSIBILITY

MATERIAL ASPECT: CUSTOMER HEALTH AND SAFETY

G4-DMA 14,15,16 Yes

G4-PR1 61,62 Yes


Printed and published by Corporate Sustainability

Cell of Tata Housing Development Company Ltd

for internal and private circulation only. All rights

reserved. No part of the report can be utilized by

anyone for any purpose without written

permission from the General Manager - Corporate

Sustainability, Tata Housing Development

Company Limited, Times Tower, 12th Floor,

Kamala Mills Compound, Senapati Bapat Marg,

Lower Parel (West), Mumbai 400 013. INDIA.

Tel: +91 22 66614444 | Fax: +91 22 - 66614452

Web: www.tatahousing.com

Email: [email protected]

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