%

2
$

%1

1$
%
%

4%

5 1 9%

$
$$

BEYOND THE NUMBERS

INDIAN HOTELS COMPANY LIMITED

COMMUNICATION ON PROGRESS

2011-2012

HIGHLIGHTS

2.3%
R E D U C T I O N I N T O TA L E N E R G Y C O N S U M P T I O N, PER ROOM NIGHT

120%
INCREASE IN R E N E W A B L E E N E R G Y.

CO2

10%
D E C R E A S E I N T O TA L CO2 EMISSIONS, PER ROOM NIGHT

3%
DECREASE IN W AT E R C O N S U M P T I O N, PER ROOM NIGHT

54
H O T E L S S I LV E R C E R T I F I E D BY EARTHCHECK

2385
U N D E R- P R I V I L E G E D YO U T H T R A I N E D F O R E M P LOYA B I L I T Y

24

TABLE

OF

CONTENTS

from the md's desk

company profile

corporate governance

people management

environment management

10

community development

16

ungc content index

24

summary of gri index

25

f r o m t h e m d s d e s k

Dear Readers, The Indian Hotels Company has been proudly associated with the United Nations Global Compact from the year 2001. Since then, we have embraced, supported and enacted, within our sphere of influence, the UNGC principles on human rights, labour standards, the environment and anti-corruption.

This report gives a brief overview of our communication on progress on the ten UNGC principles and our performance on sustainability indicators defined in the Global Reporting Initiative's G3.1 guidelines on sustainability reporting. This sustainability update has been effectively divided in to four main sections in the report across aspects of corporate governance, people management, environment management and community development. In each section, we have attempted to give a balanced view of how we have performed.
The Euro zone debt crisis continued in 2011-12 dampening the global economic recovery, high inflation and depreciation of the Indian Rupee. This also translated in to a moderate growth in the tourism industry. The international tourists arrival grew by 4.4 percent worldwide, while in India the foreign tourists arrival and domestic traffic increased by about 9 percent over last year. Amidst this, we continued to pursue the completion of ongoing builds, both in the domestic and international market, under various brands to achieve sustainable and profitable growth. In 2011-12, our inventory stood at 112 hotels with 13,629 rooms. The Tata Code of Conduct continues to articulate the values, ethics and business principles that should be adhered to by our employees, as part of our philosophy on Corporate Governance. We have extended the purview of our governance mechanisms to encompass guest and associate satisfaction, interactions with vendors and suppliers, business relations with JVs and partners, commitment to quality and brand standards, accountability, transparency and business ethics. Continuing from the previous years, we have focussed on internal redeployment of human resources as an effective way of optimising our operations. This year, we also implemented several other projects aimed at building a high performance work culture. Through project 'Vidya', we aim to achieve 100% computer literacy across IHCL, while through 'MiUniversity' an online learning

management system, we aim to provide impetus in skill and knowledge development among all levels of employees. In 2011-12, we introduced flexible compensation architecture on Cost to Company principles allowing our executives to enhance value of their existing remuneration. We also continued our efforts towards building leadership capability across all levels through dedicated programmes. Safety and security of associates and guests have been an integral component of our business and we have defined systems and processes to ensure awareness and training along with regular safety and security performance reviews. We are conscious of our environmental impact across our operations and strive to reduce consumption. We continue to certify our hotels under EarthCheck, which is an extensive assessment and audit of individual hotels by independent assessors across indicators ranging from energy use, water consumption, waste management to sensitivity exhibited vis-a-vis social and cultural dimensions. We are also focussing on reducing our dependency on fossil fuels by increasing the use of renewable and alternative energy sources. Our hotels are also working towards effective water management. We have achieved a zero discharge status for 33 hotels, while 17 hotels have active rain water harvesting systems. We have deployed innovative waste management systems across hotels to optimise resource usage. In some of the hotels, we have installed a bio-gas plant to effectively dispose kitchen and horticulture waste. We are conscious of bio-diversity preservation in eco-sensitive areas where our hotels operate. Building sustainable livelihoods continues to be the foundation of our social responsibility agenda. Most of our projects are designed to extend our core competencies of food and beverage service, hospitality, wellness and spas. We work alongside the national and state systems towards evolving realistic and sustainable solutions for national challenges like malnutrition, unemployment and gaps in vocational training and education. Our association with the rich heritage of India enables us to provide a platform to showcase indigenous art and culture to the world, while encouraging and benefitting the craftsmen who create it. We encourage our associates, vendors and partners to volunteer their time, knowledge and resources for identified causes and social projects for not just reaching out to the beneficiaries, but also to enrich their personal lives. We have renewed our commitment to promote the spirit of volunteering through our campaign 'Give Back' and are keen to open up opportunities for volunteering to our guests as well in years to come. The Taj Public Service Welfare Trust continues to receive support from well-wishers in India and abroad. The Trust provides support to victims affected by natural and man-made disasters. Till date, the Trust has reached out to over a thousand families across the country. I appreciate and acknowledge the support extended by our stakeholders to ensure success of our initiatives and projects. Our constant endeavour has been to be ahead of the curve and to be the leader in our field. Your constructive feedback will help us in improving our performance and leading by example.

R AY M O N D B I C K S O N

Managing Director

company profile

and its subsidiaries are collectively known as Taj Hotels Resorts and Palaces. We are globally recognized as one of the finest hospitality companies with 112 hotels in 55 locations across India and 16 international hotels in the Maldives, Malaysia, Australia, UK, USA, Bhutan, Sri Lanka, Africa and the Middle East.
INDIAN HOTELS COMPANY LIMITED

Spanning across the country, gracing important industrial towns and cities, beaches, hill stations, historical and pilgrim centres and wildlife destinations, we operate in the luxury, premium, mid-market and value segments of the market. Each Taj hotel offers luxury and superior service, the apogee of Indian hospitality, vantage locations, modern amenities and business facilities. IHCL operates in the luxury, upper upscale, upscale and value segments of the market through the following:

(luxury full-service hotels, resorts and palaces) is our flagship brand for the world's most discerning travellers seeking authentic experiences given that luxury is a way of life to which they are accustomed. Spanning world-renowned landmarks, modern business hotels, idyllic beach resorts, authentic Rajput palaces and rustic safari lodges, each Taj hotel reinterprets the tradition of hospitality in a refreshingly modern way to create unique experiences and lifelong memories. The Taj Group is defined by the emotional and unique equity of its iconic properties that are authentic, non-replicable with great potential to create memories and stories. Taj Khazana is a chain of luxury lifestyle stores with six boutiques located in luxury properties across India. These boutiques sell merchandise created by indigenous artisans, be it textiles or art forms in paper, metal, wood, marble or iron.
LUXURY

TA J E XOT I C A

(luxury leisure resort and spas) is found in the most exotic and relaxing locales of the world. The properties are defined by the privacy and intimacy they provide. The hotels are clearly differentiated by their product philosophy and service design. They are centered around high-end accommodation, intimacy and an environment that allows its guest unrivalled comfort and privacy. They are defined by a sensibility of intimate design and by their varied and eclectic culinary experiences, impeccable service and authentic Indian spa sanctuaries.

TA J

(wildlife resorts) allow travellers to experience the unparalleled beauty of the Indian jungle amidst luxurious surroundings. They offer India's first and only wildlife luxury lodge circuit. Taj Safaris provide guests with the ultimate, interpretive, wildlife experience based on a proven sustainable eco-tourism model.
SAFARIS

(upper upscale hotels) offers options for the work-hard-play-hard traveller across metropolitan cities, other commercially important centres and some of the best-loved vacation spots. Stylish and sophisticated, Vivanta by Taj delivers premium hotel experiences with imagination, energy and efficiency. It's the flavour of contemporary luxury, laced with cool informality and charming Taj hospitality. Created for the cosmopolitan global traveller and bon vivant, Vivanta by Taj - Hotels and Resorts create experiences that will amuse, invigorate and inspire guests.
V I VA N TA BY TA J

THE

(upscale/mid-market full service hotels and resorts) is a pan-India network of hotels and resorts that offers business and leisure travellers a hotel designed keeping the modern nomad in mind. At The Gateway Hotel, we believe in keeping things simple. This is why our hotels are divided into seven simple zones - stay, hangout, meet, work, workout, unwind and explore.
G AT E WAY HOTEL

(smart basics ) is a revolutionary concept in hospitality, created for the value segment. Intelligently designed facilities, consistency and affordability are hallmarks of this brand targeted at travellers who value simplicity and self-service. These hotels have created a new category in the domestic hospitality landscape.
GINGER
TM

Taj Hotels also promise a whole new experience in tranquility and total 'wellness', through J I V A S P A S a unique concept, which brings together the wisdom and heritage of the Asian and Indian philosophy of wellness and well-being. Rooted in ancient Indian healing knowledge, Jiva Spas derive inspiration and spirit from the holistic concept of living.

IHCL also operates T A J S A T S Air Catering Ltd., the largest airline catering service in South Asia, as a joint venture with Singapore Airport Terminal Services, a subsidiary of Singapore Airlines. The company provides in-flight catering in Mumbai, Delhi, Chennai, Kolkata, Amritsar, Goa and Bangalore and manages Airport Lounges in Mumbai and Chennai.

corporate governance

We have been practicing the highest standards of corporate governance even before Securities Exchange Board of India (SEBI) made it a mandatory requirement from 2001. Out of over 5,000 companies listed with the Bombay Stock Exchange, IHCL is categorized as an A Group Company which comprises only 200 companies and the criteria for selection is based on market capitalization, liquidity, industry representation, listed history and track record of compliance. We also comply with the provisions of Clause 49 of the listing agreement of the Stock Exchange. Our Board of Directors comprises Executive, Non-Executive as well as Independent Directors. Independent Directors comprise more than half of the Board with experience in domains such as banking, finance and hospitality to social service and architecture. Being a TATA Group company, we go beyond the mandatory requirements of Corporate Governance and conduct business in a fair and transparent manner, as per the conditions of the comprehensive Tata Code of Conduct* (TCoC). IHCL maintains good investor relationships and endeavours to deliver consistent quality services.

THE COMPOSITION OF THE BOARD OF DIRECTORS IS AS FOLLOWS :

NAME OF DIRECTOR
Mr R N Tata (Chairman) Mr R K Krishnakumar (Vice Chairman) Mr. K. B. Dadiseth Mr. Deepak Parekh Mr. Jagdish Capoor Mr. Shapoor Mistry Mr. Nadir Godrej Ms. Anu Aga* Mr. Raymond N. Bickson Mr. Anil P. Goel Mr. Abhijit Mukerji Mr. Mehernosh S. Kapadia** *resigned w.e.f. 6 June, 2012 **w.e.f. 10 August, 2011

S TAT U S
Promoter; Non-Executive Promoter; Non-Executive Independent; Non-Executive Independent; Non-Executive Independent; Non-Executive Independent; Non-Executive Independent; Non-Executive Independent; Non-Executive Executive Executive Executive Executive

We have four committees that overlook the entire functioning of the company and provide direction and guidance. These committees are: Audit committee, Share Transfer & Shareholders'/Investor Grievance committee, Remuneration committee and Safety, Health and Environment (SHE) committee. Our Corporate Governance Philosophy derives from the values of Integrity, Excellence and Responsibility. It emphasises wealth creation for society, protection and interest enhancement for all stakeholders, without compromising the environment and health of society at large. Today, we have extended our footprint to five continents across the globe and share global best practices. We have adopted the Tata Business Excellence Model which pushes the boundaries of excellence, enabling innovative ideas and promoting indigenous methods to improve business.

*The Tata Code of Conduct can be found here: http://www.tata.com/aboutus/articles/inside.aspx?artid=NyGNnLHkaAc=

people management

In the hospitality industry, where quality of interaction with guests determines our success, it is no exaggeration to state that our employees are our backbone and the key to our sustained growth. We take concerted efforts to ensure employee well-being and have adopted the TCoC to ensure fair, honest, open and transparent dealings with all our employees.

158

associates of our workforce have been with us for over 35 years, of which 4% have grown from entry level to top management in their career span.

In the hospitality industry, which experiences one of the highest attrition rates among all sectors, this is an indication of our commitment to employee welfare and growth.

AG E A N D G E N D E R-W I S E B R E A KU P O F O U R E M P LOY E E S :

GROUP

< 29

30 - 49

> 50

DIRECTOR

EXECUTIVE

698

307

1,597

352

396

56

TAS, STAFF & SUPERVISOR

1,359

239

3,134

134

890

23

FTC

3,191

669

738

76

37

13

APPRENTICE & TRAINEE

431

95

UNCLASSIFIED, CONSULTANT & EXPAT

16

26

TOTAL

5,681

1,311

5,486

566

1,353

99

Additionally, between TajSATS and Ginger, we have 1,954 employees. 7

B R A N D -W I S E B R E A K U P O F E M P LOY E E S 2 0 1 1 - 2 0 1 2

LU X U RY I N D I A

V I VA N TA H OT E L S

665
G AT E WAY C O R P O R AT E

2,094

6,172

5,576

In the reporting year, out of 5,529 new associates, the attrition was 26.6%. Overall, in 2011-12, the attrition rate was 34.23% (3,918 male and 1,045 female associates). In order to enhance the skill-sets of our associates, we provide a number of training programmes across diverse areas. We spent 1,255,417 man-hours on employee training in the year, of which 102,812 man-hours were on training on EHS performance management and improvement and 27,105 man-hours were on training on the TCoC and adherence to the same.

DISCOVERING THE JOY OF GIVING BACK

Volunteering has long been part of the culture of the Taj Group. Each hotel carries out a plethora of social responsibility initiatives ranging from livelihood projects to programmes supporting local enterprise and art and craft promotions to environment conservation activities. An example of one such initiative was the participation of a 75-member Taj team who ran the Mumbai Marathon in January, 2012. Led by the Managing Director, Mr. Raymond Bickson, the team at Taj came together to support DEEDS (Development, Education, Empowerment of the Disadvantaged in Society) an NGO which works with the hearing and speech-impaired. The ' G I V E B A C K ' campaign was launched as a part of the marathon felicitation ceremony by Mr. Bickson. Give Back is an employee volunteering programme aimed at engaging staff members and their families working in the Taj corporate offices and Mumbai hotels. Through this program, volunteers

can spend a minimum of five hours a month in supporting a social initiative of their preference. Currently, there are 90 employees who have registered to support causes of their choice from nine causes outlined under this programme.

SAFETY
Safety for associates and guests is an integral component of our culture at the workplace. We have defined systems and processes to ensure awareness, training and we regularly review our performance. Safety training is conducted for all hotels, using qualified consultants. This year, we have engaged Tata Consulting Engineers to audit our safety systems and processes, so as to ensure the highest level of focus is constantly maintained with regards to safety. Our safety performance is given alongside:

NEAR MISS CASES (NMC) FIRST AID CASES (FAC) MEDICAL TREATMENT CASES (MTC) RESTRICTED WORK CASES (RWC) LOST TIME CASES (LTC) LOST DAYS FATALITIES MILLION MAN-HOURS WORKED

1,218 10,573 2,753 109 613 4,946 2 62.11

S A F E G U A R D I N G O U R M O S T I M P O R TA N T A S S E T: P E O P L E

SAFETY FIRST

The Taj Falaknuma Palace, Hyderabad, conducted a self defence class for its female associates in order to equip them with basic skills in self-security. Also, its security team has placed a box in each department, which gives the associates information on how to react during an evacuation procedure, in case of any emergency. The box also tells them about their departmental responsibilities and gives them directions to the assembly area.

The Taj Mahal Hotel, New Delhi, organised 'Safety Week', for its associates to heighten their awareness about the safety procedures that the hotel has in place. During this week, a number of activities were organised in the hotel, in co-ordination with the security department of the hotel and other departments. Similar safety initiatives have been carried out at every property of our group of hotels to ensure safety of our guests and associates.

environment management

Caring for and protecting the environment is an essential part of our corporate ethos.

We have implemented the EARTH programme - Environment Awareness and Renewal at Taj Hotels, a project which is focussed on energy conservation and other sustainability initiatives.
We have been publishing our Sustainability Reports based on GRI Guidelines for the past 8 years. We also continue to voluntarily participate in the globally recognized Carbon Disclosure Project (CDP). We have also joined the internationally recognized EarthCheck benchmarking and certification system as an extension of our existing environmental initiatives.

We recognize that as a leader we have a responsibility to demonstrate our commitment towards managing our carbon footprint. The monitoring and improvement report detailed by EarthCheck for each of the hotels audited year on year enables us to work on areas of improvement. All our Luxury, Vivanta and Gateway hotels have been included in the EarthCheck certification process.

54

H OT E L S H AV E AC H I E V E D S I LV E R C E R T I F I C AT I O N A N D T H E R E S T ARE BRONZE CERTIFIED.

Across the world, our hotels participate in the Earth Hour initiative. By observing the Earth Hour, we enhance the image of our company as an environmentally friendly organization and increase awareness amongst our associates and guests.

DOING OUR BIT TO SAVE THE SEA TURTLE

One of the wonderful experiences of walking along the beach by V I V A N T A B Y T A J F I S H E R M A N ' S C O V E , C H E N N A I is that you get the unique opportunity to spot Olive Ridley sea turtles nesting their eggs by the sea. Every year from December to March, thousands of these sea turtles make their way to the sands of the Bay of Bengal to lay their eggs. Unfortunately, due to lack of a protected environment, the eggs get savaged. As a result, the survival rate of the sea turtle hatchlings is only 0.2 percent. Looking at this dismal survival rate, the associates of Vivanta by Taj Fisherman's Cove, Chennai started a unique initiative as part of their environment conservation and awareness program. To enhance the survival rate of these endangered species, the associates protect the eggs and hatchlings, and release them safely into the sea with the help of the guests, who are only happy to help.

In the last cycle, the associates released close to a 1,000 hatchlings into the sea. Till date, the hotel associates, along with the hotel guests have released 15,000 baby sea turtles into the sea.

10

ENERGY AND EMISSIONS MANAGEMENT

RENEWABLE ENERGY CONSUMED

180000

174,567

We are conscious of the environmental impact of our operations and strive to reduce consumption. We regularly measure and record our direct and indirect energy usage and related emissions of green house gases. This year, our total energy consumption i.e. direct and indirect energy use was 1,097,008 and 1,247,019 GJ respectively.

160000 140000 120000 100000

GJ

79,424 80000 60000 40000 20000 0 2008-09 2009-10 2010-11 2011-12 42,899 54,909

Our renewable energy consumption for 2011-12 was 174,567 GJ, thus helping reduce carbon emissions.

DIRECT ENERGY CONSUMPTION 2011-2012 (GJ)

6,056 366,477

25,470 34,294 184,706 32,525 2,570

444,911

HIGH SPEED DIESEL

LIGHT DIESEL OIL

FUEL OIL

LIQUEFIED PETROLEUM GAS

C H A R C OA L

PETROL

PIPED N AT U R A L GAS

CHAFF FUEL

11

ENERGY CONSUMED PER ROOM NIGHT FOR LUXURY, SAFARI, VIVANTA, GATEWAY AND GINGER HOTELS

DIRECT ENERGY CONSUMED PER ROOM NIGHT

INDIRECT ENERGY CONSUMED PER ROOM NIGHT

0.60 0.50 0.50

GJ/ROOM NIGHT

0.40

GJ/ROOM NIGHT

0.40

0.30

0.30

0.20 0.3862 0.10 0.00 2009-10 2010-11 2011-12 0.3326 0.3162

0.20 0.4977 0.3827 0.3826

0.10 0.00

2009-10

2010-11

2011-12

GREENHOUSE GAS EMISSIONS PER ROOM NIGHT FOR LUXURY, SAFARI, VIVANTA, GATEWAY AND GINGER HOTELS

DIRECT GREENHOUSE EMISSIONS PER ROOM NIGHT

INDIRECT GREENHOUSE EMISSIONS PER ROOM NIGHT

0.0300 0.0250

0.1200 0.1000

t C O 2/ R O O M N I G H T

0.0200

t C O 2/ R O O M N I G H T

0.0800

0.0150 0.0255 0.0222 0.0212

0.0600 0.1088 0.0800 0.0711

0.0100

0.0400

0.0050 0.0000 2009-10 2010-11 2011-12

0.0200 0.0000 2009-10 2010-11 2011-12

120.00 97.74 100.00 79.40 80.00

TONS

AIR EMISSIONS IN 2011-2012

60.00

53.39

40.00

20.00

0.00 SPM SOx NOx

12

W E H A V E U N D E R TA K E N A N U M B E R O F E N E R G Y O P T I M I Z AT I O N AND EFFICIENCY MEASURES LIKE:

Increasing capacitor banks to maintain power factor.

Replacing halogen lamps with LED lamps. Installing occupancy sensors.

The utilization of building management systems (BMS) for automatic control of airconditioning units in public areas. Heating swimming pool water with the help of return steam from the laundry. Replacing old light fittings with energy efficient ones. Installing humidity sensors in the laundry drier, thereby saving drying time. Replacing older pumps with newer, energy efficient ones.

A L L T H E S E I N I T I AT I V E S H AV E L E D TO E N E R G Y S A V I N G S O F 3 0 0 , 9 4 6 G J.

HARNESSING ENERGY FROM THE SUN

We have focussed our efforts towards increasing the proportion of renewable energy component in our energy use. In 2011-12, 7.45% of our total energy consumption was from renewable sources, a 120% increase over previous year. Some of our hotels have tie-ups with wind and hydro energy providers and many generate their own solar energy. Solar energy is used in many of our hotels, namely:
NEW DELHI: TAJ MAHAL, TAJ PALACE AND VIVANTA BY TAJ, AMBASSADOR MUMBAI: WELLINGTON MEWS BANGALORE: TAJ WEST END JODHPUR: VIVANTA BY TAJ, HARI MAHAL HYDERABAD: VIVANTA BY TAJ, BEGUMPET COCHIN: VIVANTA BY TAJ, MALABAR CHENNAI: VIVANTA BY TAJ, FISHERMANS COVE AHMEDABAD, NASIK AND SURAT: THE GATEWAY HOTELS

13

WAT E R M A N AG E M E N T
WATER WITHDRAWAL IN OUR HOTELS
3.00 2.65 2.50

KL/ROOM NIGHT

2.07 2.00 2.00 1.50 1.00 0.50 0.00 2009-10 2010-11 2011-12

We work on effective water management through re-use, recycling and rainwater harvesting.

This year, we created 43,002 KL of rainwater harvesting potential across our hotel locations.

WAT E R W I T H D R AWA L BY S O U R C E I N 2 0 1 1 - 1 2 ( K L )

MUNICIPALITY SUPPLY 3,200,097

DESALINATED WATER 97,202 RIVER/LAKE WATER 1,824 HARVESTED RAINWATER 13,246

BOREWELLS/GROUND WATER 2,294,252

TANKERS 1,116,023

WA S T E WAT E R D I S C H A R G E D BY D E S T I N AT I O N ( K L ) 2 0 1 1 - 2 0 1 2

MUNICIPALITY SEWERS 2,447,957 RIVER/LAKE 88,720

SEA 163,388 LAND 34,361

14

EVERY DROP COUNTS

The Gateway Hotel, Khajuraho has been active in rainwater harvesting as a part of its corporate responsibility towards environment protection. The project was initiated in 2008. Today, there are 18 rainwater harvesting pits spread across the hotel property. The project has helped increase the ground water level and this water is being used for cultivating vegetables, as well as for horticulture. Before this project, municipal water was being used for these purposes, thanks to rainwater harvesting, ground water is now utilized for the same. Additionally, the project has resulted in approximate savings of INR 0.24 million annually.

M AT E R I A L S A N D WA S T E M A N AG E M E N T
We have taken steps to use eco-friendly materials, wherever possible. We use leaf plates and earthenware in order to minimize consumption of plastic and thermocol in many of our hotels. We also ensure that our waste is managed in an environment-friendly manner and all hazardous waste is disposed of to vendors registered with the respective State Pollution Control Boards. This year, 19 of our hotels undertook composting of food and horticultural waste, while 2 hotels have installed bio-gas plants. 11.2% of our organic waste was composted this year.
WASTE MANAGEMENT FOR A BETTER WORLD Vivanta by Taj, Kovalam, Trivandrum, successfully started producing bio-gas in September 2009. All bio-degradable waste like food waste, dry leaves, grass cuttings, animal waste, paper, etc is processed to produce bio-gas (which typically contains methane, carbon dioxide and smaller quantities of other gases), used for cooking purposes. The bio-gas plant can process 500 kilograms of organic wastes and produces 40 cubic meter of gas per day (this is equivalent to a commercial LPG cylinder costing about INR 950 per day). The digested waste which is pushed out from this bio-gas plant is around 40 kgs per day which is used as manure in our own garden. The manure produced is of high quality and odourless.

15

community development

We cherish the symbiotic relationship that we share with our target communities. Our CSR theme of B U I L D I N G S U S T A I N A B L E L I V E L I H O O D S has emerged out of the confluence of United Nation's Millennium Development Goals, Prime Minister of India's Social Charter and our business core competencies. We define our target communities based on societal challenges that we can contribute to, by extending business core competencies. Our target communities include:
Less-privileged youth and women. Women self-help groups/income generation projects of NGOs. Indigenous artisans, culture groups/NGOs and networks promoting revival of traditional

art and culture. Organizations/networks working for training and development of the differently-abled.

O U R K E Y P R O G R A M M E S A N D I N I T I AT I V E S I N C LU D E :

H O S P I TA L I T Y S K I L L T R A I N I N G S F O R YO U T H W H O A R E S C H O O L D R O P O U T S , F R O M R U R A L A R E A S , B E LO W T H E P O V E R T Y L I N E , F R O M S C H E D U L E D C A S T E S A N D T R I B E S A N D T H E D I F F E R E N T LY - A B L E D.

We have set up over 30 skill training centres across locations in India, in partnership with reputed National NGOs, like-minded Corporates and Foundations, as well as with government ITIs. We have offered support in terms of curriculum design, awareness material for mobilizing village

youth, training of trainers, on-the-job training for students and joint certification. Our focus is on reaching out to the youth from remote areas who find it difficult to have direct access to marketrelevant skill training which, in turn, leads to immediate employability.

16

H E L P I N G P E O P L E H E L P T H E M S E LV E S

The team at The Gateway Hotel in Vadodara is driven to help the underprivileged as well as the differentlyabled to live a sustainable life through a series of hospitality skill training workshops in partnership with local a Non-Profit Organization called Don Bosco Snehalaya. The candidates are not only happy to be working at a Taj Hotel, but also aspire to do more

for their family as well as for themselves. Babul, for example, is a differently-abled associate, who works in the Housekeeping Department and eagerly aspires to be a Housekeeping Manager some day. He was elected Partner of the Month in December 2011 for having returned guest money found while doing laundry.

Taj Club House, Chennai builds livelihood for differently-abled people; I am in safe hands today, says Rakesh, who works in the laundry department at Taj Club House, Chennai. Rakesh was born with a hearing disability in an underprivileged family. Prior to Taj, Rakesh worked part-time as a delivery boy at a restaurant, where he had a hard time making ends meet. Today, Rakesh is one of the key performers in the laundry department of the hotel. This is one such story among several others of differently-abled candidates, who have been trained and incorporated into the heart of the house at Taj Club House in Chennai.

Currently, the hotel has 10 differently-abled candidates, 5 of whom have been with the company for the past one year. Across all Taj Hotels, over 100 differently-abled youth have been trained through various skill training programmes.

17

P R O M OT I N G I N D I G E N O U S A R T S, C R A F T S, C U LT U R E AND DEVELOPMENT OF THE LOCAL ECONOMY

We work towards facilitating awareness and revival of indigenous arts, enhance visibility and provide a platform for exhibition and sale of artefacts, performances by local artisans/craftsmen and culture troupes. We encourage purchase of 'quality' gift-

items, products for business-use from artisans, small-scale entrepreneurs and NGOs. We keenly support income-generation projects run by smallscale entrepreneurs, self-help groups, NGOs and facilitate product development and ancillary services.

Madhukar Gawai lives by the philosophy of Never giving up. Madhukar is the man behind the beautiful Bidriware products that grace the lobby of Taj Residency, Aurangabad. Bidri work, a long-forgotten tradition, which traces its origins to 2,000 years ago, first originated in Damascus, Syria. The tradition was introduced in India by the Mughals to the city of Bidar, after which, it flourished in cities such as Hyderabad and Lucknow. Today, an age-old custom is being kept alive by Madhukar, who came close to giving up Bidri work, a few years ago. When Madhukar was having second thoughts about giving up his business, he was introduced to Paramparik Karigar, an NGO which works towards reviving art and craft in various locations around India. This preamble which took place in 2005 changed his life. Paramparik went on to introduce Madhukar to Taj Residency, Aurangabad, who gave him a counter in the lobby of the hotel to display and sell his products. Within a span of 3 years, Madhukars earnings multiplied manifold and he now looks forward to a brighter future.

18

TRAINING AND SUPPORT FOR NUTRITION PROGRAMMES

We have developed training content on nutrition, cooking and personal hygiene, low-cost, delicious and diverse nutritious recipes for children in partnership with government and identified NGOs.

I M PAC T O F K E Y P R O G R A M M E S

We have trained and certified over 7,500 youth, since 2008, in partnership with NGOs and ITIs across identified locations in India, with more than 300 youth from Scheduled Castes and Tribes from remote areas. We have reached out to more than 100 differently-abled youth through skill training in our hotels. We support income generation programmes of various NGOs and local self-help groups by sourcing articles for business use like table mats, newspaper bags, table napkins, shoe bags, mops, candles, pickles, cafeteria snacks, gift items for guests/associates and other daily consumables.
OUR HOTELS AND OFFICES ACROSS THE COUNTRY HAVE SOURCED GOODS WORTH INR 200 MILLION F R O M C A U S E - B A S E D O R G A N I Z AT I O N S O V E R T H E LAST 3 YEARS.

organizing performances, procuring guest gift items and so on.

O U R PA L A C E S , R E S O R T S A N D H O T E L S S U P P O R T O V E R 3 0 0 A R T I S A N S A N D C U LT U R E T R O U P E MEMBERS, YEAR AFTER YEAR.

We have also partnered with Integrated Child Development Scheme, Government of Maharashtra, selected anganwadis (creches) in our neighbourhoods as well as NGOs working on supplementary nutrition programmes to train creche workers and mothers in food diversification, cooking and personal hygiene We recognize the potential of our 'connect' with discerning national and international clientele and the opportunity to drive ideas and initiatives for 'Sensitive Hotel-Stays'. We have initiated projects related to bee-keeping, single origin honey harvesting, organic kitchen gardening and continue to facilitate nutritional support programmes in identified areas.

We also support indigenous artisans and culture troupes by providing a venue for showcasing artefacts,

19

PROMOTING BIO-DIVERSITY THROUGH BEE-KEEPING

Bee-keeping or apiculture is defined as the maintenance of honey-bee colonies in an organized and scientific manner to promote pollination, bio-diversity and to collect honey and other related products. In partnership with a local resource organization called Under The Mango Tree, Taj Safaris lodge near Bandhavgarh, Madhya Pradesh took up this initiative with a view to promote and revive the tradition of barter system, where the honey-bees get a protected environment for their growth and in return, help the farmers improve their crop yield and produce honey as a by-product.

The Bee-keeping initiative was undertaken in 3 neighbouring villages with 27 beneficiaries receiving training and a total of nine active bee-boxes. Farmers such as Mastram Baiga who used to earlier break open the hives for honey have learnt that with training, they can domesticate bees, just as they domesticate cows and other farm animals. Bablu Singh Gond, a farmer from the village of Dobha bordering Bandhavgarh National Park says, The entire village comes all the way to my backyard to have a look at the bee-box. All of them are keen to participate in the training so that they can keep their own boxes.

TOWARDS A SMOKELESS ENVIRONMENT

According to the Forest Department, Madhya Pradesh consumes fuel wood worth approximately INR 25 million. Fuel wood is also a major cause of accidental encounters between man and wild animals. Therefore, Taj Safaris encouraged nearby villages to replace traditional stoves with smokeless ones. A traditional stove has only one burner, it consumes a lot more fire wood and is also unhealthy for the womenfolk as they inhale a lot of smoke in the process. The smokeless stove makes space for two burners and therefore, two items can be cooked at the same

time without using any additional fuel wood. The hand blower pumps the required air to keep the fire burning and maintain the required temperature for cooking. The conduit pipe acts as an exhaust for the stove. This is a boon for the womenfolk who faced respiratory problems with the smoke released from the traditional stoves. The initial figures are highly encouraging; consumption of fuel wood has gone down by as much as 40-45% with a significant reduction in cooking time, while also ensuring a far healthier, smokeless environment.

20

TA J P U B L I C S E R V I C E W E L FA R E T R U S T

The Taj Public Service Welfare Trust was established immediately after the Mumbai 26/11 terror attack in 2008. As in the previous years, the Trust continues to receive unstinting support from well-wishers in India and abroad. The Trust has actively extended its help and support to the victims of terror and natural calamities.
2 6 / 1 1 T E R R O R AT TA C K V I C T I M R E H A B I L I TAT I O N

The focus was on long-term rehabilitation initiatives like support for micro-enterprise or to impart a vocational skill whereby the affected family can become self-sustainable. Apart from this, ongoing support with monthly sustenance, education and medical assistance continues to be provided.

1 3 / 7 M U M B A I B O M B B L A S T V I C T I M R E H A B I L I TAT I O N

On 13th July 2011, bomb blasts occurred in Dadar, Zaveri Bazaar and Opera House areas in Mumbai. The Trust immediately responded and is today working with 149 families and supporting them with programs like monthly sustenance, medical re-imbursement, education and prosthetics support. The Trust will soon introduce measures to impart hospitality/related skill training and endeavour to make these affected families self-sustainable.

INDUSTRIAL TRAINING INSTITUTE (ITI) LONAVALA

Man-made/natural calamities can occur without warning. Dependents of the victims of such calamities are left to face the consequences long after such incidents. The Trust was keen to provide a long lasting means of extending support to those affected families in making them economically independent.

Towards this, The Trust planned to partner with ITI Lonavala to set up a state-of-the-art Centre of Excellence (COE) for Hospitality with support from the government of Maharashtra and the World Bank under the Public Private Partnership scheme. This will include hostel/residential facilities for 50 youth.

21

H E L P I N G U N S U N G H E R O E S O F T H E N AT I O N

In September 2011, the Taj Palace hotel in Delhi conducted a charity fund raising event called Black Tie. Various corporates supported the event and INR 2.2 million thus got raised. In consultation with Army headquarters in Delhi, it was decided that this fund be used to support jawans (soldiers) of the Indian armed forces who have become paraplegic in the line of duty. This fund will support their needs like higher education for their children, setting up of a micro enterprise to become self sustainable and athletic

training. As there are more jawans whose needs have yet to be met, Black Tie will now be an annual fund-raising event.

SUPPORTING VICTIMS OF THE SUNDERBANS FLOOD

The Trust has initiated work to support families affected by natural disasters in the Sunderbans region of West Bengal, by restoration of their livelihood options.

HELPING SHAPE A BETTER LIFE

I am very happy here. I love working at The Gateway Hotel, Vadodara. Ive learnt a lot here.
-Surinder
Communicated in sign language, since Surinder is hearing and speech impaired.

22

TA J C O R P O R AT E SOCIAL RESPONSIBILITY PARTNERSHIPS

B U I L D I N G S U S TA I N A B L E L I V E L I H O O D S

JAMMU & KASHMIR

Srinagar

DELHI

Dadri

RAJASTHAN
Jaitaran Kishengarh Luni Sawai Madhopur Udaipur

ASSAM
Guwahati

NAGALAND
Dimapur

MEGHALAYA
Umram

GUJARAT
Chandkheda Kodinar Mithapur Vadodara

JHARKHAND MADHYA PRADESH

Bhopal Kolabera WEST BENGAL Kolkata Mirpara Monsuda Tangra

CHHATTISGARH MAHARASHTRA
Borivali Chinchwad, Pune Khultabad Lonavala Mulund Nashik Oros Sindhudurg Satara Dhamtari

ANDHRA PRADESH
Hyderabad Vijayawada

KARNATAKA
Bengaluru Channarayapatna Mangalore

TAMIL NADU
Chennai

KERALA
Calicut

23

ungc content index

UNGC PRINCIPLE

NAME OF THE SECTION

HUMAN RIGHTS

Businesses should support and respect the protection of internationally proclaimed human rights.
PRINCIPLE 1:

Corporate Governance Corporate Governance

Make sure that they are not complicit in human rights abuses.
PRINCIPLE 2:

LABOUR
PRINCIPLE 3:

Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining. The elimination of all forms of forced and compulsory labour. The effective abolition of child labour .

Employee Welfare

PRINCIPLE 4:

Employee Welfare

PRINCIPLE 5: PRINCIPLE 6:

Employee Welfare Employee Welfare

The elimination of discrimination in respect of employment and occupation.

ENVIRONMENT

Businesses should support a precautionary approach to environmental challenges.

PRINCIPLE 7:

Environment Management Environment Management Environment Management

Undertake initiatives to promote greater environmental responsibility.

PRINCIPLE 8:

Encourage the development and diffusion of environmentally friendly technologies.

PRINCIPLE 9:

ANTI-CORRUPTION
PRINCIPLE 10:

Businesses should work against corruption in all its forms, including extortion and bribery.

Corporate Governance

24

summary of gri index

SECTION NAME

I N D I C ATO R S COVERED
1.1, 1.2 2.1, 2.2, 2.3, 2.4, 2.5, 2.6, 2.7, 2.8, 3.1, 3.6, 3.7, 3.8, 4.12

FURTHER COMMENTS

S TAT E M E N T F R O M M D C O M PA N Y P R O F I L E

2.8 Aspects of scale are addressed in relevant sections of the report 3.2 Our previous report was for the financial year 2010-11 3.3 Reporting cycle is annual 3.9 Assumptions made, if any, are mentioned in relevant sections of the report 3.10 Restatements are explained wherever applicable 3.11, EN27, SO10 Not applicable 3.5, 4.13 4.17, SO5 Please refer IHCL Corporate Sustainability Report 2010-11 for further information. EC1 EC4 - Information is available in our Annual Report 2011-12. EC7 While we do not have a specific policy on local hiring, we do prefer to employ persons from the communities in which we operate

S T R AT E GY A N D ROADMAP

C O R P O R AT E GOVERNANCE EMPLOYEE WELFARE

4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7, 4.8, 4.9, 4.10 LA1, LA2, LA7, LA10, LA8, HR3 LA15 In 2010-11, 340 employees availed parental leave of which 279 returned to work, and 143 continue to work in our organization LA4 All our employees have the freedom of association and collective bargaining LA5 We follow all laws of the land regarding notice periods for significant operational changes LA14 We are an equal opportunity employer, and everything else being equal, the ratio of salaries of men to women is 1:1 HR1 All our investment contract mandate adherence to the TCoC which includes clauses on human rights HR2, HR10 While none of our operations have been screened for human rights assessments, all our hotels and suppliers are mandated to follow the TCoC which includes clauses on human rights HR5 None of our suppliers have been identified as those prohibiting the freedom of collective bargaining HR6, HR7 All our hotels prohibit the employment of child labour and forced labour. All employees, including contract employees, are screened to ensure that no child is employed in our premises HR4 There have been no incidents of discrimination reported in the reporting year HR11 There have been no grievances related to human rights filed in the reporting year EN1, EN2 Being a service industry, we do not have a final product that we produce. Hence, these indicators are not applicable to us EN17 Partially reported EN19 We used 392 kgs of ODS in the year for HVAC purposes EN23 There were no significant spills (spills greater than 159 litres or one barrel) in the year EN28, SO8, PR9 There were no monetary or non-monetary sanctions levied on us in the reporting year for any non-compliance with laws and regulations SO9 During our studies in and around our locations of operation, we did not come across any potential or actual negative impact on local communities due to our presence SO3 All our employees are trained on the TCoC, which includes clauses on anti-corruption SO4 No incidents of corruption were reported in 2011-12 PR1 Considering that we are in the hospitality industry, we continuously monitor the safety and air quality of our hotels to ensure the safety of our guests and employees PR3 We follow all laws of the land regarding service information required PR6 We adhere to all mandates of the Advertising Standards Council of India regarding our marketing communications

ENVIRONMENT MANAGEMENT

4.11, EN3, EN4, EN8, EN16, EN20, EN21, EN22, EN26, EN11, EN12, EN13, EN14, EN15

COMMUNITY DEVELOPMENT

EC8, SO1, EC6

GRI INDEX

3.12

Detailed information on these indicators is available in our Annual Report 2011-12. The link to the same is: http://www.tajhotels.com/About-Taj/Investo Relations/Annual-Reports.html The IHCL 2010-11 Corporate Sustainability Report can be accessed here: http://www.tajhotels.com/About-Taj/CompanyInformation/8th-Corporate-Sustainability-Report.pdf

25

I N D E P E N D E N T A S S U R A N C E S TAT E M E N T O N I N D I A N H O T E L S C O M P A N Y L I M I T E D ' S 2 0 1 1 - 1 2 C O M M U N I C AT I O N O N P R O G R E S S

KPMG India was engaged by Indian Hotels Company Limited ('IHCL', 'the Company') to provide assurance on IHCL's 2011-12 Communication on Progress ('the Report') on the ten principles of United Nations Global Compact (UNGC).

W H AT W A S I N C L U D E D I N T H E S C O P E O F O U R A S S U R A N C E E N G A G E M E N T ?

The scope of assurance covers data and information on IHCL's approach towards and performance on upholding the ten principles of the UNGC presented in the Report for the financial year 2011-2012.
WH I C H A S S U R A N C E S TA N D A R D S D I D W E U S E ?

We conducted our work in accordance with ISAE 3000 {Limited Assurance requirements of ISAE 3000 (Revised), Assurance Engagements Other Than Audits or Reviews of Historical Financial Information by International Federation of Accountants' (IFAC) International Standard for Assurance Engagements}. We conducted our engagement in compliance with the requirements of the IFAC Code of Ethics for Professional Accountants, which requires, among other requirements, that the members of the assurance team (practitioners) as well as the assurance firm (assurance provider) be independent of the assurance client, including not being involved in writing the Report. The Code also includes detailed requirements for practitioners regarding integrity, objectivity, professional competence and due care, confidentiality and professional behaviour. KPMG has systems and processes in place to monitor compliance with the Code and to prevent conflicts regarding independence.
S P E C I F I C L I M I TAT I O N S T O O U R W O R K I N C L U D E D T H E F O L LO W I N G :

For the locations that were not visited, we have relied on the information provided by the hotels and have only studied the consolidation of the data for accuracy. We have not been engaged to determine which, if any, recommendations should be implemented; act on behalf of management in reporting to the Board of Directors, or Audit Committee; develop/prepare source documents on transactions; verify financial performance indicators. We have also not been engaged to provide assurance over any prior year data or information presented in the Report.
W H AT A R E O U R C O N C L U S I O N S ?

Based on our review, nothing has come to our attention to indicate that the information contained in the Report is inconsistent with the findings of our work as described below:
IHCL is governed by the Tata Code of Conduct (TCoC). The TCoC provides the guidelines by which IHCL conducts

its business and also enacts the seven principles of the UNGC in the areas of human rights, labour standards and anti-corruption IHCL's SHE committee has Board level representation and is responsible for all key decisions related to upholding the three principles of the UNGC in the area of environment management IHCL has processes in place to collect, collate and monitor performance data related to the implementation of the ten principles of the UNGC IHCL has mapped the contents of the Report to relevant parameters of the GRI G3.1 Guidelines. The information provided and indicators addressed are aligned to the requirements of A Application Level of the GRI G3.1 Guidelines. A detailed GRI G3.1 content index has been incorporated at the end of this report.

26

W H AT D I D W E D O T O R E A C H O U R C O N C L U S I O N S ?

We planned and performed our work to obtain all the evidence, information and explanations that we considered necessary in relation to the above scope. Our work included the following procedures using a range of evidencegathering activities which are further explained below: An evaluation of the existence and operation of the systems and methods used to collect, process and aggregate the selected performance data presented in the Report. We also tested the reliability of underlying data and information for the selected performance data within the scope of our assurance for the sites visited A review of the draft Report to ensure there are no disclosures that are misrepresented or inconsistent with our findings Conducting visits to domestic hotels and conference calls with international hotels as follows:
SITE VISITS:

Agra - The Gateway Hotel, Fatehabad Road Bangalore - Taj West End, The Gateway Hotel - Residency Road, Vivanta by Taj - M G Road Chennai - Taj Club House, Taj Coromandel, Vivanta by Taj - Fisherman's Cove, Vivanta by Taj - Connemara Mumbai - Corporate Office - IHCL, Corporate Office - Ginger, Taj Mahal Palace, Taj Lands End, TajSATS, Taj Wellington Mews, Vivanta by Taj - President New Delhi - Ginger - Vivek Vihar, Taj Mahal, Taj Palace Hotel, TajSATS, Vivanta by Taj - Ambassador
CONFERENCE CALLS:

Malaysia - Rebak Island Resort, Langkawi Maldives - Vivanta by Taj - Coral Reef South Africa - Taj Cape Town USA - Campton Place, San Francisco
RESPONSIBILITIES

The Management of IHCL is responsible for preparing the Report and the information and statements within it. The Board is responsible for defining commitments with respect to performance and for establishing and maintaining appropriate performance management and internal control systems from which reported information is derived. Our responsibility is to express our conclusions in relation to the above scope. We conducted our engagement with a multi-disciplinary team including specialists in ISAE 3000, stakeholder engagement, auditing environmental, social and financial information and with experience in similar engagements in the hospitality sector. This report is made solely to IHCL in accordance with the terms of our engagement. Our work has been undertaken so that we might state to IHCL those matters we have been engaged to state in this report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than IHCL for our work, for this report, or for the conclusions we have reached.

Arvind Sharma Director KPMG, India

29th August, 2012

27

NEW HOTELS LAUNCHED IN 2011-12

T H E G A T E W A Y H O T E L G I R F O R E S T, S A S A N G I R

V I V A N T A B Y T A J - D A L V I E W, S R I N A G A R

28

NEW HOTELS LAUNCHED IN 2011-12

V I VA N TA BY TA J - S U RYA , C O I M B ATO R E

V I V A N T A B Y T A J - B E G U M P E T, H Y D E R A B A D

V I VA N TA BY TA J - Y E S H WA N T P U R , B A N G A LO R E

V I VA N TA BY TA J - B E KA L

29

Indian Hotels Company Limited (IHCL) is a member of United Nations Global Compact, a UN initiated network mobilizing business and organisations for a sustainable world. This report serves as our Communication on Progress on how we have fulfilled our commitments to the ten principles of the United Nations Global Compact in the year 2011-12. We have also mapped this report to the Global Reporting Initiative (GRI) G3.1 guidelines.
COVER THEME

At The Indian Hotels Company, we nurture the culture of going beyond the numbers. Our theme for this report is an attempt to reflect the very heart and spirit of what makes the Taj; our rich legacy of business for a purpose, our committed people, monumental structures, the fine art of hospitality, our passion for transcending standards, our pioneering strides in food and beverages and the intricate fabric of what makes Taj what it is today and what it strives to be.

We welcome feedback on our 2011-12 Communication on Progress. Please contact: Mr. Vasant Ayyappan Director - Corporate Sustainability Tel: +91 22 66651000 Email: vasant.ayyappan@tajhotels.com

REGISTERED OFFICE:

The Indian Hotels Company Limited, Mandlik House, Mandlik Road, Colaba, Mumbai 400 001. Tel: +91 22 6639 5515, Fax: +91 22 2283 4922 www.tajhotels.com

g3.1 c o n t e n t i n d e x
A P P L I C AT I O N L E V E L A+
STANDARD DISCLOSURES PART I: Profile Disclosures 1. Strategy and Analysis
ASSURED BY

KPMG

Profile Disclosure 1.1 1.2

Description Statement from the most senior decision-maker of the organization. Description of key impacts, risks, and opportunities.

Reported Fully Fully

Cross-reference/Direct answer Page 2,3 Please refer our Annual Report 2011-12 for further information (page 14,26,27). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100

2. Organizational Profile

Profile Disclosure 2.1 2.2 2.3 2.4 2.5 2.6 2.7

Description Name of the organization. Primary brands, products, and/or services. Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. Location of organization's headquarters. Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. Nature of ownership and legal form.

Reported Fully Fully Fully Fully Fully Fully

Cross-reference/Direct answer Page 1 Page 4, 5 Information is available at our website at: http://www.tajhotels.com/About-Taj/Investor-Relations/corporate information.html Page 30 Please refer our Annual Report 2011-12 for further information (page 50). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100 Please refer our Annual Report 2011-12 for further information (page 47). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100 Please refer our Annual Report 2011-12 for further information (page 50). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100 Aspects of scale are addressed in relevant sections of the report Please refer our Annual Report 2011-12 for further information (page 2,4,5,11,12,15-18). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100 Please refer our Annual Report 2011-12 for further information (page 33,34,35). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100 Further information is also available at our website at: http://www.tajhotels.com/Press-Room/Awards.aspx

Markets served (including geographic breakdown, sectors served, and types of customers/ beneficiaries). Scale of the reporting organization. Significant changes during the reporting period regarding size, structure, or ownership. Awards received in the reporting period.

Fully Fully Fully

2.8 2.9

2.10

Fully

3. Report Parameters

Profile Disclosure 3.1 3.2 3.3 3.4 3.5

Description Reporting period (e.g., fiscal/calendar year) for information provided. Date of most recent previous report (if any). Reporting cycle (annual, biennial, etc.) Contact point for questions regarding the report or its contents. Process for defining report content. Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance. State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope). Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations. Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols. Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g.,mergers/ acquisitions, change of base years/periods, nature of business, measurement methods). Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. Table identifying the location of the Standard Disclosures in the report. Policy and current practice with regard to seeking external assurance for the report.

Reported Fully Fully Fully Fully Fully Fully Fully Fully

Cross-reference/Direct answer Page 1 Our previous report was published for the year 2010-11. It can be accessed at: http://www.tajhotels.com/About-Taj/Company-Information/8th-Corporate-Sustainability-Report.pdf Reporting cycle is annual Page 30 Please refer IHCL Corporate Sustainability Report 2010-11 (pages 30 - 31). It can be access here: http://www.tajhotels.com/About-Taj/Company-Information/8th-Corporate-Sustainability-Report.pdf Page 4, 5 Specific limitations (if any) pertaining the performance indicators reported have been detailed in the individual sections Page 4, 5

3.6 3.7 3.8

3.9

Fully

Relevant explanations have been provided in the individual section where necessary

3.10

Fully

Re-statements of information, if any, have been reported in the relevant sections

3.11

Fully

Hotels that have opened in 2011-12 in the Luxury, Safari, Vivanta, Gateway and Ginger brands have been included in the report scope. Further details about the same are available in our Annual Report accessible here (page 15,16,17): http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100 Page 25 Page 26, 27

3.12 3.13

Fully Fully

4. Governance, Commitments and Engagement

Profile Disclosure 4.1 4.2 4.3 4.4 4.5

Description Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight. Indicate whether the Chair of the highest governance body is also an executive officer. For organizations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members. Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance). Processes in place for the highest governance body to ensure conflicts of interest are avoided.

Reported Fully Fully Fully Fully Fully

Cross-reference/Direct answer Please refer our Annual Report 2011-12 for further information (page 36-39). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100 Page 6 Page 6 Please refer our Annual Report 2011-12 for further information (page 38, 39). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100 Please refer our Annual Report 2011-12 for further information (page 39). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100 Please refer our Annual Report 2011-12 for further information (page 43 - whistle blower policy). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100 Please refer our Annual Report 2011-12 for further information (page 43). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100 We are governed by the Tata Code of Conduct in all our dealings. The link to the same is: http://www.tata.com/aboutus/articles/inside.aspx?artid=NyGNnLHkaAc=

4.6

Fully

4.7

Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity. Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.

Fully

4.8

Fully

4.9

Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. Explanation of whether and how the precautionary approach or principle is addressed by the organization. Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: *Has positions in governance bodies; * Participates in projects or committees; *Provides substantive funding beyond routine membership dues; or *Views membership as strategic. List of stakeholder groups engaged by the organization. Basis for identification and selection of stakeholders with whom to engage. Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.

Fully

Please refer our Annual Report 2011-12 for further information (page 36,37). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100 Information is also available in our 2010-11 Corporate Sustainability Report (page 16). It can be accessed here: http://www.tajhotels.com/About-Taj/Company-Information/8th-Corporate-Sustainability-Report.pdf Please refer our Annual Report 2011-12 for further information (page 36,37). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-2011-2012.pdf#zoom=100 Page 10-15 We subscribe to the United Nations Global Compact Taj representatives hold positions in varied capacities across associations ranging from Travel & Tourism, InterCountry Associaitons, Chambers of Commerce & Industry, State associations, advertising societies, conventions networks and so on. Further details are provided under indicator SO5 Please refer IHCL Corporate Sustainability Report 2010-11 (page 27-29). It can be accessed here: http://www.tajhotels.com/About-Taj/Company-Information/8th-Corporate-Sustainability-Report.pdf Please refer IHCL Corporate Sustainability Report 2010-11 (page 27-29). It can be accessed here: http://www.tajhotels.com/About-Taj/Company-Information/8th-Corporate-Sustainability-Report.pdf Please refer IHCL Corporate Sustainability Report 2010-11 (page 27-29). It can be accessed here: http://www.tajhotels.com/About-Taj/Company-Information/8th-Corporate-Sustainability-Report.pdf Please refer IHCL Corporate Sustainability Report 2010-11 (page 27-29). It can be accessed here: http://www.tajhotels.com/About-Taj/Company-Information/8th-Corporate-Sustainability-Report.pdf

4.10 4.11 4.12 4.13

Fully Fully Fully Fully

4.14 4.15 4.16 4.17

Fully Fully Fully Fully

STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)

G3 DMA DMA EC Aspects

Description Disclosure on Management Approach EC Economic performance Market presence Indirect economic impacts Disclosure on Management Approach EN Materials Energy Water Bio-diversity Emissions, effluents and waste Products and services Compliance Transport Overall Disclosure on Management Approach LA Employment Labor/management relations Occupational health and safety Training and education Diversity and equal opportunity Equal remuneration for women and men Disclosure on Management Approach HR Investment and procurement practices Non-discrimination Freedom of association and collective bargaining Child labor Prevention of forced and compulsory labor Security practices Indigenous rights Assessment Remediation Disclosure on Management Approach SO Local communities Corruption Public policy Anti-competitive behavior Compliance Disclosure on Management Approach PR Customer health and safety Product and service labelling Marketing communications Customer privacy Compliance

Reported

Cross-reference/Direct answer

To be reported in

Please refer IHCL Corporate Sustainability Report 2010-11 (page 27-29). It can be accessed here: http://www.tajhotels.com/About-Taj/Company-Information/8thCorporate-Sustainability-Report.pdf

DMA EN Aspects

Page 10-15

DMA LA Aspects

Page 7-9

DMA HR Aspects

Page 6-9

DMA SO Aspects

Page 16-23

DMA PR Aspects

Page 25

STANDARD DISCLOSURES PART III: Performance Indicators Economic

Performance Indicator

Description

Reported

Cross-reference/Direct answer

To be reported in

ECONOMIC P E R F O R M A N C E EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments. Financial implications and other risks and opportunities for the organization's activities due to climate change. Coverage of the organization's defined benefit plan obligations. Fully Please refer our Annual Report 2011-12 for further information (page 53,59). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-20112012.pdf#zoom=100 Page 10 - 15 Please refer our Annual Report 2011-12 for further information (page 144,145). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-20112012.pdf#zoom=100 We have not received any significant financial assistance from the government

EC2 EC3

Fully Fully

EC4

Significant financial assistance received from government.

Fully

MARKET PRESENCE EC5 EC6 Range of ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation. Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation. Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation. Fully Fully We abide by all national regulations of wage payments and pay equal to or above minimum wage requirements at all our plants. The entry level wage for males and females is equal Please refer our Annual Report 2011-12 for further information (page 53). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-20112012.pdf#zoom=100 While we do not have a specific policy on local hiring, we do prefer to employ persons from the communities in which we operate

EC7

Fully

INDIRECT ECONOMIC IMPACTS EC8 EC9 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement. Understanding and describing significant indirect economic impacts, including the extent of impacts. Fully Not Page 16-23

Environmental

Performance Indicator MATERIALS EN1 EN2 ENERGY EN3 EN4 EN5 EN6 EN7 WATER EN8 EN9 EN10

Description

Reported

Cross-reference/Direct answer

To be reported in

Materials used by weight or volume. Percentage of materials used that are recycled input materials.

Fully Fully

Being a service industry, we do not have a final product that we produce. Hence, these indicators are not applicable to us Being a service industry, we do not have a final product that we produce. Hence, these indicators are not applicable to us

Direct energy consumption by primary energy source. Indirect energy consumption by primary source. Energy saved due to conservation and efficiency improvements. Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives. Initiatives to reduce indirect energy consumption and reductions achieved.

Fully Fully Fully Fully Fully

Page 11 Page 12 Page 13 We are a service industry and hence, this indicator is not applicable to us Page 13

Total water withdrawal by source. Water sources significantly affected by withdrawal of water. Percentage and total volume of water recycled and reused.

Fully Fully Fully

Page 14 No water sources are significantly affected by our withdrawals 791628 KL of water was recycled in the year

BIO -DIVERSITY EN11 EN12 Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high bio-diversity value outside protected areas. Description of significant impacts of activities, products, and services on bio-diversity in protected areas and areas of high bio-diversity value outside protected areas. Fully Fully Few of our hotels are adjacent to areas of high bio-diversity value. We are establishing systems to monitor our impacts and intend to report on the same in the 2013-14 report Few of our hotels are adjacent to areas of high bio-diversity value. We are establising systems to monitor our impacts and intend to report on the same in the 2013-14 report. Details of some initiatives taken have been mentioned in our previous report accessible at (page 61): http://www.tajhotels.com/About-Taj/Company-Information/8th-Corporate-SustainabilityReport.pdf

EN13 EN14

Habitats protected or restored. Strategies, current actions, and future plans for managing impacts on bio-diversity.

Not Partially While we do not have a specific policy for bio-diversity, we do undertake initiatives to promote the same at all our locations of operations. Details of these initiatives have been mentioned in our previous report accessible at (page 61): http://www.tajhotels.com/About-Taj/Company-Information/8th-Corporate-SustainabilityReport.pdf

EN15

Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk.

Not

EMISSIONS, EFFLUENTS AND WASTE EN16 EN17 EN18 EN19 EN20 EN21 EN22 EN23 EN24 Total direct and indirect greenhouse gas emissions by weight. Other relevant indirect greenhouse gas emissions by weight. Initiatives to reduce greenhouse gas emissions and reductions achieved. Emissions of ozone-depleting substances by weight. Nox, SOx, and other significant air emissions by type and weight. Total water discharge by quality and destination. Total weight of waste by type and disposal method. Total number and volume of significant spills. Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally. Identity, size, protected status, and bio-diversity value of water bodies and related habitats significantly affected by the reporting organization's discharges of water and runoff. Fully Fully Fully Fully Fully Fully Fully Fully Fully Page 12 We are enhancing our capacities to monitor other relevant GHG emissions. Other scope 3 GHG emissions are not reported for 2011-12 Page 13 We used 392 kgs of ODS in the year for HVAC purposes Page 12 Page 14 Page 15 There were no significant spills (spills greater than 159 litres-one barrel in a single occurrence of an incident) as a result of our operations in the reporting period We do not import or export any waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII No water body or habitat is significantly affected by our water discharge or runoff

EN25

Fully

PRODUCTS AND SERVICES EN26 EN27 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. Percentage of products sold and their packaging materials that are reclaimed by category. Fully Fully Page 10-15 We are a service industry and hence, this indicator is not applicable to us

COMPLIANCE EN28 TRANSPORT EN29 Significant environmental impacts of transporting products and other goods and materials used for the organization's operations, and transporting members of the workforce. Not The most significant environmental impact of transporting products and materials, and members of the workforce is the associated air emissions. We are enhancing our capacities to capture this data and will report on the same in the future Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with environmental laws and regulations. Fully There were no monetary or non-monetary sanctions levied on us in the reporting year for any noncompliance with laws and regulations

OVERALL EN30 Total environmental protection expenditures and investments by type. Fully This year, we spent INR 90.97 million on environment protection

Social: Labor Practices and Decent Work

Performance Indicator

Description

Reported

Cross-reference/Direct answer

To be reported in

EMPLOYMENT LA1 LA2 LA3 Total workforce by employment type, employment contract, and region, broken down by gender. Total number and rate of new employee hires and employee turnover by age group, gender, and region. Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations. Return to work and retention rates after parental leave, by gender. Fully Fully Fully Page 7 Page 8 Please refer our Annual Report 2011-12 for further information (page 62,63). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-20112012.pdf#zoom=100 In 2010-11, 340 employees availed parental leave of which 279 returned to work, and 143 continue to work in our organization

LA15

Partially

LABOUR/MANAGEMENT RELATIONS LA4 LA5 Percentage of employees covered by collective bargaining agreements. Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements. Fully Fully 100% of our non-management employees have the freedom of collective bargaining We abide by the Industrial Disputes Act, 1947 regarding notice period to be given before any operational change

OCCUPATIONAL HEALTH AND SAFETY LA6 LA7 LA8 LA9 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs. Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender. Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases. Health and safety topics covered in formal agreements with trade unions. Not Fully Fully Not Page 9 Page 9

TRAINING AND EDUCATION LA10 LA11 LA12 Average hours of training per year per employee by gender, and by employee category. Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. Percentage of employees receiving regular performance and career development reviews, by gender. Fully Not Fully All employees on payroll undergo annual appraisals and career development reviews as per their defined job descriptions and Key Result Areas associated with them Page 8

DIVERSITY AND EQUAL OPPORTUNITY LA13 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity. Fully Please refer our Annual Report 2011-12 for further information (page 2). It can be accessed here: http://www.tajhotels.com/About-Taj/Investor-Relations/pdf/IHCL-Annual-Report-20112012.pdf#zoom=100

EQUAL REMUNERATION FOR WOMEN AND MEN LA14 Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation. Fully Everything else being equal, the ratio of basic salary of men to women is 1:1

Social: Human Rights

Performance Indicator

Description

Reported

Cross-reference/Direct answer

To be reported in

INVESTMENT AND PROCUREMENT PRACTICES HR1 HR2 HR3 Percentage and total number of significant investment agreements and contracts that include clauses incorporating human rights concerns, or that have undergone human rights screening. Percentage of significant suppliers, contractors and other business partners that have undergone human rights screening, and actions taken. Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained. Fully Fully Fully All our investment agreements and contracts mandate adherence to the TCoC, which includes human rights clauses While none of our operations have been screened for human rights assessments, all our hotels and suppliers are mandated to follow the TCoC which includes clauses on human rights Page 9

NON-DISCRIMINATION HR4 Total number of incidents of discrimination and corrective actions taken. Fully Tata Code of Conduct governs the capture and addressal of concerns in this area. All valid concerns are assessed and closed in stipulated time frames. A total of 33 concerns were raised and closed in 2011-12

FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING HR5 Operations and significant suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and actions taken to support these rights. Fully All of our operations provide the freedom of collective bargaining to our non management employees

CHILD LABOR HR6 Operations and significant suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute to the effective abolition of child labor. Fully All our hotels prohibit the employment of child labour and forced labour. All employees, including contract employees, are screened to ensure that no child is employed in our premises

FORCED AND COMPULSORY LABOUR HR7 Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor. Fully All our hotels prohibit the employment of child labour and forced labour. All employees, including contract employees, are screened to ensure that no forced labour is employed in our premises

SECURITY PRACTICES HR8 Percentage of security personnel trained in the organization's policies or procedures concerning aspects of human rights that are relevant to operations. Not

INDIGENOUS RIGHTS HR9 ASSESSMENT HR10 Percentage and total number of operations that have been subject to human rights reviews and/or impact assessments. Fully All of our operations are subject to reviews to ensure adherence to TCoC, which includes clauses on human rights Total number of incidents of violations involving rights of indigenous people and actions taken. Not

REMEDIATION HR11 Number of grievances related to human rights filed, addressed and resolved through formal grievance mechanisms. Fully There were no cases filed related to human rights violations this year

Social: Society

Performance Indicator

Description

Reported

Cross-reference/Direct answer

To be reported in

LOCAL COMMUNITIES SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs. Operations with significant potential or actual negative impacts on local communities. Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities. Fully All of our hotels, except the properties set up in 2011-12,have implemented local community engagements. The new properties are in the process of establishing community engagement programs and will be reporting on the same in the next financial year. During our community engagement programs and assessments, we have not witnessed any negative impacts on the community due to our presence in the area Not applicable

SO9 SO10

Fully Fully

CORRUPTION SO2 SO3 SO4 Percentage and total number of business units analyzed for risks related to corruption. Percentage of employees trained in organization's anti-corruption policies and procedures. Actions taken in response to incidents of corruption. Fully Fully Fully 100% of our business units are analysed for risks related to corruption as per our corporate governance norms All our employees are trained on the TCoC, which includes clauses on anti-corruption Actions are taken in response to corruption as per the Tata Code of Conduct. There have been no incidents of corruption this year.

PUBLIC POLICY SO5 Public policy positions and participation in public policy development and lobbying. Fully We contribute to policy development through various bodies of which we are members: Indian Merchants Chamber Bombay Chamber of Commerce and Industry CII The Indian Society of Advertisers All India Association of Industries and many more. We have not made any financial contribution to any political party or politician

SO6

Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country.

Fully

ANTI- COMPETITIVE BEHAVIOR SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes. Fully There have been no legal actions against us for anti-competitive behaviour, anti-trust, and monopoly practices

COMPLIANCE SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations. Fully There were no fines imposed on us for any non compliance with laws and regulations in the reporting period

Social: Product Responsibility

Performance Indicator

Description

Reported

Cross-reference/Direct answer

To be reported in

CUSTOMER HEALTH AND SAFETY PR1 Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures. Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes. Partially Considering that we are in the hospitality industry, we continuously monitor the safety and air quality of our hotels to ensure the safety of our guests and employees. All our hotels conform to indoor air quality standards as required by the law. There have been no incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products during their life cycle

PR2

Fully

PRODUCT AND SERVICE LABELLING PR3 PR4 PR5 Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements. Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes. Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. Fully Fully Not We follow all laws of the land regarding service information required There have been no incidents of non-compliance with regulations and voluntary codes concerning product and service information and labelling

MARKETING COMMUNICATIONS PR6 Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship. Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes. Fully We adhere to all laws, including those related to marketing, communications and advertising, as defined by Advertising Standards Council of India. The TCoC governs our advertising and marketing communications, and ensures our compliance to all related laws There have been no incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship

PR7

Fully

CUSTOMER PRIVACY PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data. Not

COMPLIANCE PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services. Fully There have been no fines imposed on us for non compliance with laws regarding use of our products