GREEN INDEX REPORT

ON
ROYAL ENFIELD INDIA

ABHISEK KAR(22202002)

BADADEEP SAMANTA(22202020)

DEBADATTA BRAHMA(22202023)

G NIKHIL(22202026)

MUKESH PADHI(22202036)

PRASHANT KUMAR SWAIN(22202040)

 INTRODUCTION
With its headquarters in Gurgaon, Haryana, India, Royal Enfield is a global manufacturer of
motorcycles. The oldest motorbike brand in continuous production worldwide is Royal
Enfield, which also boasts its original English ancestry. In India's Chennai, the business has
manufacturing facilities. The Enfield Cycle Company, located in Redditch, Worcestershire,
England, constructed the first Royal Enfield motorbike in 1901. This company also created
the Royal Enfield Bullet, the longest-lasting motorcycle design in history, as well as the
original models of the other Royal Enfield models. Madras Motors, an indigenous Indian
carmaker, obtained a licence from the original English Royal Enfield, and the business is now
a division of Indian manufacturer Eicher Motors.
VISION: Royal Enfield’s vision is “To be recognised as the industry leader promoting
modernization in biking in India and the developing world." And giving a completely new
experience to people about comfort and luxury.
MISSION: "Aims to consistently increase bike efficiency in expanding markets, including
India. Customers are an essential component of the business, and we strive to unite the
motorcycle community"
VALUES: Culture That Is Transparent, Diverse, And Empowered
We come up with new methods of operation and involve everyone. Our employees have the
freedom and ability to generate a variety of ideas. Ideas, people, and differences are all
respected. Our ethical principles serve as our compass, and our values and ambitions are
congruent. Undefined
A Legendary, Timeless Brand
Since 1901, we have been making straightforward, understated, historically accurate
"motorcycles with British engineering. For our riders, our brand integrates this heritage into
contemporary motorcycle riding, igniting a passion for exploration that lasts alifetime.
Smartly Diverse Individuals
"Our team is out of the ordinary and innovates to new heights. We are inspired to think
creatively and aren't scared to take chances and be ourselves. We are fearless and distinctive
in every manner, and we think the game needs to be changed."
Boundless Possibilities
Our adaptability is what makes us strong. In order to reach our full potential as a team, we
cooperate and co-create. Our globe has no borders, and we are able to use the strength of both
our internal and external communities. As we discover more chances to advance and more
difficult obstacles to overcome, our concentration is on being flexible, adaptable, and
intuitive."
PRODUCTS:" The manufacturer creates bikes with a vintage aesthetic, such as the Royal
Enfield Bullet, Classic 350, Royal Enfield Thunderbird, Meteor 350, Classic 500, Interceptor
650, Continental, and many more. Royal Enfield also manufactures off-roading, adventure
motorcycles like the Royal Enfield Himalayan. Single-cylinder and twin-cylinder engines are
available for their motorcycles".
GEOGRAPHIES: Currently, Royal Enfield operates through 17 company-operated stores
and 496 dealers in all significant Indian cities and villages and exports to more than 50
nations, including the United States, the United Kingdom, numerous European and Latin
American nations, the Middle East, and South East Asia.
PHYSICAL PERFORMANCE: "Royal Enfield didn't develop this engine with
performance stats in mind, but it still accelerates the Classic to 60 kph in 5.25 seconds and
100 kph in 16.23 seconds, faster than the outgoing model's 6.49 seconds and sluggish 25
seconds. According to the fans of RE, these vehicles have an incredibly high build quality
and endure far longer than 100 to 200 cc bikes. If maintained properly, these can easily last
up to 30 years."
FINANCIAL PERFORMANCE:" According to information provided by the Society of
Indian Automobile Manufacturers SIAM), Royal Enfield sold 521,243 motorbikes in India
for the fiscal year 2021–2022. The business sold 734,840 motorcycles in the just finished
fiscal year 2022–2023. This is an increase of 41% compared to the overall two-wheeler
industry's growth of just under 17% the previous year. For the Chennai-based manufacturer,
these are record statistics, and the company's export of more than 100,000 motorcycles
contributed to its success. The manufacturer of the Royal Enfield Classic 350 and Royal
Enfield Himalayan motorcycles, Eicher Motors, announced during market hours on Tuesday
that its quarterly net profit increased by 62.4% year over year to Rs 740.8 crore and its sales
increased by 29.2% to Rs 3,721 crore".
Sustainability for Royal Enfield at EML is fundamental to how we conduct business. The
nation's growth and mobility are closely related to the brands and their products. It has made
several efforts to address environmental, social, and governance issues as it understands the
importance of sustainability.
 We have launched a number of strategic initiatives to integrate sustainability into our
business because we are aware of the effects our actions have on the environment and
society. Additionally, we are committed to including our value chain partners in every
step of our sustainability journey.
 Environmental Management: "Our quest involves developing maturity steadily. We
have been extending the scope and size of our activities through thorough
collaboration with internal and external stakeholders. We have implemented creative
approaches to improve resource efficiency in our production facilities, starting with
the regions with the highest operational control. Implementing energy-efficient
technology, reusing water, and using more recyclable materials in our goods have all
seen significant advancements.
 Our on-rolls and contract employees have access to welfare programmes that cover
topics including recruitment, workplace ethics, health and safety, and freedom of
association. Since the beginning of the company, our interaction with the greater
community has historically been a strategic priority area. We continue to contribute to
the general development of the communities in which we operate through projects in
the areas of education, health, skill development, and energy access, among others."
  Corporate governance: Royal Enfield at EML is driven by a strong ethical foundation. All
our stakeholders require a respectable & ethical working environment.

Royal Enfield developed Sustainability initiative for the following reason:

 Royal Enfield at EML aim to develop a formal sustainability strategy that rests on three
pillars – Product Stewardship, Resource Neutrality & Transparent Disclosures.
 Product stewardship entails integrating social and environmental responsibility at
every stage of the value chain. A responsible supply chain, the use of recycled and
recyclable components, and the responsible use and disposal of our products are the
main focuses of product stewardship.
 The goal of resource neutrality is to reduce resource use and waste through process
and technological improvements in our own operations at our sites.
In addition to this sustainability report, we also want to inform our stakeholders of our
performance through different ESG disclosures (such as investor ESG surveys, the
CDP, etc.).
 In accordance with this sustainability strategy, we shall establish challenging
objectives and precise benchmarks. A strong governance system, which consists of a
yearly roadmap, data collection and management, as well as measures for monitoring,
will be used to carry out these pledges.

Royal Enfield has encountered with following difficulties when implementing sustainability
initiative:
 To improve our ability to respond to hazards, EML thoroughly evaluates each
category of risk for relevance, magnitude, and probability. To ensure business
continuity, top management frequently examines the formal risk management
framework. The Board's Risk Management Committee has extensive authority over
all key risks and effects.
 Significant developments in our industry's regulatory, supply chain, and brand threats,
among others, are continuously monitored. To better understand the risks and
mitigation strategies, we collaborate with a range of stakeholders, including trade
associations, outside consultants, and decision-makers. By working with multiple
function heads, a list of risks and opportunities is kept up to date.
 Natural disasters' impact on operational safety and the ongoing risk of resource
scarcity for operations and the supply chain
The objective of the project work is to grade Royal Enfield Motors on sustainability
initiative.

METHODOLOGY
The Green INDEX calculation is used by the Confederation of Indian Industry (CII) to
"evaluate the sustainability performance of Indian companies across six categories. The
following are brief descriptions of each of these verticals:
• Green Leadership: This vertical evaluates the organization's commitment to sustainability
from the perspective of the leadership, taking into account the adoption of sustainable
practises, the communication of sustainability goals, and the integration of sustainability into
the business plan. Some of the sub-parameters that fall under this vertical are activities
connected to sustainability as well as policy, strategy, reporting, communication, and
training."
• Resource Intensity: This factor assesses the effectiveness with which a corporation uses
resources, including carbon emissions, waste production, and energy and water usage.
Vertical indicators include waste production, carbon emissions, waste consumption, and
energy consumption.
• Green Initiatives: This area evaluates how the business uses green initiatives such eco-
friendly products, sustainable supply chain practises, and the utilisation of renewable energy
sources. Sustainable supply chains, eco-friendly goods, and renewable energy sources are
among the requirements for this vertical.
• Business Value Chain: This area evaluates how effectively the organisation performs in
terms of sustainability throughout each value chain link, including those involving clients,
suppliers, and other stakeholders. One of the prerequisites for this vertical is stakeholder
involvement, along with sustainability of suppliers and customers.
• Compliance & Reporting: This vertical evaluates how well the organisation reports on
issues pertaining to sustainability as well as how well it complies with relevant sustainability
requirements. This category's criteria include corporate governance, sustainability reporting,
and adherence to environmental norms.
Each of these verticals is assigned a weighting based on its significance to sustainability
performance and impact on the company's overall sustainability performance. The Green
INDEX score is then calculated using the weighted average of the scores for each vertical.
Therefore, the calculation of the Green INDEX provides an in-depth evaluation of the
sustainability performance of Indian companies, taking into account their leadership
commitment, resource efficiency, impact on the environment and society, green initiatives,
business value chain, and compliance with relevant regulations.
Therefore, the calculation of the Green INDEX provides an in-depth evaluation of the
sustainability performance of Indian companies, taking into account their leadership
commitment, resource efficiency, impact on the environment and society, green initiatives,
business value chain, and compliance with relevant regulations.
A company is assessed for 6 sectors and 30 factors as part of the Green INDEX calculation,
with the performance of the company being the final consideration. Based on information
submitted by businesses and validated by the Confederation of Indian Industry (CII), scores
for each index are determined. The following steps are involved in determining the Green
INDEX score:
• Data collection: Businesses send CII their pertinent data for analysis. CII has examined this
data to confirm its veracity and accuracy.
• Parameter Scoring: Based on data supplied by the company and validated by CII, scores are
computed for each parameter. Higher scores indicate better achievement; values range from 0
to 20. The CII bases the weight assigned to each indicator on its influence on the industry and
its influence on the performance of the firm.
• Vertical Score: The weighted average of the average scores for each sector constitutes the
score for that sector. The CII determines the importance of each indicator in an industry based
on its applicability to that industry. Each industry is also weighted based on how it will affect
the company.
• Overall Scoring: The company's overall score is determined by the weighted average of the
scores for its six verticals. Based on the significance of each vertical to sustainability
performance, the CII assigns a weight to each one. Each of the six verticals is assigned a
weight of 100.
 RESULT
Parameters Units Value Data options Weightag Score
e
C I W [C/I]*W
(I) Green 20 19.95
Leadership
i. Sustainability Level (board/branch) 100 Yes-100% 2.5 2.5
policy No-0%
ii. Designated CSO Level (director & 50 Director-100% 2.5 2.5
& Sustainability above) Mid-
group management-
50%
Others/no-0%
iii. Expenditure on % of turnover 18.5% >5%-100% 5 5
sustainable 2-5%-50%
development upto 2%-25%
Nil-0%
iv. Employee % of employees 49 >50%-100% 2.5 2.45
sensitizaton and 20-50%-50%
training upto 20%-25%
Nil-0%
v. CSR policy comprehensiveness 100 Yes-100% 2.5 2.5
& effectiveness No-0%
vi. CSR % utilization of CSR 100 >70%-100% 2.5 2.5
expenditure funds/budget 30-70%-50%
upto 30%-25%
Nil-0%
vii. New and significant/ 100 significant-100% 2.5 2.5
proposed measures moderate/ minimal moderate-50%
minimal-0%

(II) Resource 20 18.1620

intensity 09
i. Energy KgOE/ revenue 3.95038E-06 3.59126E-06 5 5.50139
consumption(non KgOE/ capita 276
electricity)
ii. Electricity kWh/ revenue 32.6 41.8 5 3.89952
consumption kWh/capita 153

iii. Water KL/ revenue 3.5 4 5 4.375

consumption KL/ capita
iv. Mineral SEC 29.65 33.8 kg/vehicle 5 4.38609
consumption kg/vehicle 467

(III) 12.5 11.845

Externalities/Impa
ct
i. Pollution-Air significant/ 100 significant-0% 2.5 2.5
moderate/ minimal moderate-50%
minimal-100%
ii. Pollution-Water significant/ 50 significant-0% 2.5 2.5
moderate/ minimal moderate-50%
minimal-100%
iii. Pollution-Land tons/ revenue 18.76 20 2.5 2.345
(waste generation) tons/capita
iv. Carbon footprint TCo2eq/ revenue 45 Percentile on 5 4.5
TCo2eq/capita sectoral
industrial
benchmark

(IV) Green 27.5 15.5813

measures 5
i. water recycling % of total water 19.7 >50%-100% 2.5 1.97
consumption 20-50%-50%
upto 20%-25%
Nil-0%

ii. Rain water % of technically 19.7 >30%-100% 2.5 0.99

harvesting available land area 10-30%-50%
upto 10%-25%
Nil-0%
iii. Clean energy % of total power 19.4 >50%-100% 5 3.88
use (including consumption 20-50%-50%
renewables) upto 20%-25%
Nil-0%
iv. Energy % of energy savings 25% >10%-100% 5 5
conservation 5-10%-50%
upto 5%-25%
Nil-0%
v. green building green rating 0 rating 4&5- 2.5 0
features (GRIHA, LEED) 100%
rating 2&3-50%
rating 1-25%
no rating-0%
vi. Rooftop solar % of technically 19.40% >10%-100% 2.5 0.00485
systems (both PV& available rooftop 5-10%-50%
Thermal) space covered upto 5%-25%
Nil-0%
vii. Biomass % of compostable 0 >30%-100% 2.5 0
compost plants waste utilized 10-30%-50%
upto 10%-25%
Nil-0%
viii. Waste % waste 49.46 >30%-100% 2.5 1.2365
management recycled/reused 10-30%-50%
upto 10%-25%
Nil-0%
ix. Reuse and % of consumables Above 80% >10%-100% 2.5 2.5
recycle (technically possible) 5-10%-50%
upto 5%-25%
Nil-0%

(V) Business value 10 10

chain
i. supply chain significant/ 100 significant-100% 2.5 2.5
sustainability moderate/ minimal moderate-50%
measures minimal-0%
ii. Deliverables/ significant/ 100 significant-100% 2.5 2.5
outreach moderate/ minimal moderate-50%
sustainability minimal-0%
measures
iii. Use of significant/ 100 significant-100% 5 5
information moderate/ minimal moderate-50%
technology minimal-0%
(VI) Compliance 10 8.04275
& Reporting
i. environmental % of projects 21.71 >10%-100% 2.5 0.54275
compliance undertaken 5-10%-50%
(ESIA/EMP) upto 5%-25%
Nil-0%
ii. ISO 14001/ISO Yes/ No 100 Yes-100% No- 2.5 2.5
50001/ Related 0%
standards
iii. Sustainability Yes/ No 100 Yes-100% No- 5 5
reporting- 0%
(GRI.CDP/BSE
Greenex/others)

Total 100 83.58110

9
 INTERPRETATION
1. The scores in the first vertical, which is green leadership, are good (19.95/20).
2. The score for the second vertical's resource intensity is 18.16/20 which is good.
3. The third vertical, which is 11.845/12.5, has positive externalities/impacts on the scores.
4. The score in the fourth vertical, which is green measures, is 15.5/27.5.
5. The score is 10/10 in the fifth vertical, which is the business value chain, which is a good
score.
6. The sixth vertical gives score of 8.04/10 for compliance and reporting, which is pretty
good score.
7. With a total score of 83.5 out of 100, which supports sustainability and environmental
atmosphere.

CONCLUSION
 As we can see that the area of deficiency is in the table is green measures so to
overcome the shortcomings of green measures, the company should consider
implementing the following solutions: -
Improve water recycling: The company should invest in improving its water recycling
capacity to increase the share of recycled water in total consumption. This can be done by
upgrading existing infrastructure and introducing new, more efficient technologies.
Increase rainwater harvesting: The company should increase the proportion of technically
available land used for rainwater harvesting. This can be done by identifying new cropping
areas and installing new systems to collect and store rainwater.
Increase the use of clean energy: The company should increase the share of clean energy
sources in the total electricity consumption. This can be done by investing in renewable
energy such as solar, wind and geothermal energy.
Increasing energy savings: The company must implement measures to increase energy
savings by reducing energy waste and optimizing energy use. This can be done by upgrading
existing infrastructure and introducing new technologies such as energy-efficient lighting and
HVAC systems.
Improve waste management: The company should improve its waste management practices
by increasing the proportion of recyclable or recyclable waste. This can be done by
implementing new recycling programs, reducing waste production and investing in new
technologies that enable more efficient waste management. Implement sustainable supply
chains: The company must implement sustainable supply chain initiatives by working with
suppliers who follow sustainable practices and ensuring that all products and materials used
in the production process are environmentally friendly.
By implementing these solutions, a company can improve its green performance and reduce
its environmental impact, as well as improve its reputation and brand image as a socially
responsible and environmentally conscious organization.

 From the table we can see that area of excellence in which Royal Enfield has
contributed towards society is Business value chain externalities and impact and
remarkably in green leadership parameters.