Sustainabilty report of Ambuja cement 2013

1. ANALYSIS OF
SUSTAINABLE
DEVELOPMENT
REPORT OF
AMBUJA
CEMENT

2. Group -1
o Aadarsh Krishna 14IB301
o Aditi Jaiswal 14IB306
o Amarjeet Kumar 14IB310
o Armaan Singh Dhillon 14IB316
o Girdhar Prawal 14IB325
o Kanika Jain 14IB333

3. ORGANISATION
PROFILE
• Ambuja Cements Limited (ACL) is India’s
leading cement company.
• The organisation in line with its corporate
philosophy of “Sustainable Development”, has
always been in the forefront of environmental
improvement initiatives.
• The ultimate objective of the organisation is to
maintain a proper balance between
environmental protection & social wellbeing
including community development.

5. AMBUJA’S
CEMENT
INITIATIVE
S

6. WATER
MANAGEMENT
Water is a key component of cement
production. Plans were drawn out to
minimise all usage and increase efforts
in conservation and replenishment.
 Through rainwater harvesting large
quantities of water were collected
that would have otherwise gone
unused.
 Company has built over 170 check-dams
and small barriers across the
country to avoid water runoff from
streams and rivers.
 16.6% of total water is recycled and
reused in dust suppression,
gardening and other purposes, after
treatment in water plants.
First Cement
Company in the
World to be
certified as ‘Water
Positive.

7. ENVIRONMENT
 ACL is empowered by the
overarching ‘Corporate
Environment Policy’ along
with unit specific policies.
 A key element of ACL’s
approach to environmental
management is the
Company's environmental
assessment system for the
annual monitoring of a
plant’s environment
performance.
 Environment Meet 2013

8. Initiative towards climate change
Reduction in Clinker factor
 Improving thermal energy efficiency and process
technology
 Optimizing fuel composition, including the
use of wastes as fuel.
 Waste Heat Recovery.

9. ENERGY MANAGEMENT
• Energy contributes to significant proportion of
production costs. With the shrinking conventional
energy sources, company has chosen to proactively
address the challenge by launching a focused
strategy and transformation to drive down our
energy consumption and cost.
• Started a programme called EARN- Energy Activation
Across Regional Networks with an aim to reduce
energy cost by 2015.

11. SAFETY
-TOWARDS “ZERO
HARM”
Occupational Health and Safety
(OH&S) is one of the core values and
company is committed to strive for
“Zero Harm”.
 Process safety audits and “What If
Analysis” has been initiated for all
coal handling and milling system to
improve the safety while handling
coals.
 “We Care” Concept was launched
to drive the OH&S through
“People Power”.
 Fire Fighting Training Program was
organized at Corporate Office.
 Safety Perception Survey was
conducted through DuPont across
ACL in Dec. ’13.

12. Business…
The Company has been able to keep the production cost flat year on year basis by working
on improving operational efficiencies, cost optimization and continued focus on customer
&commercial excellence.

13. CUSTOMERS…
• The Ambuja journey has always focused on their
customers.
Customer Support Group (CSG) offers
• Awareness programs
• Training and Skill Development
• Knowledge Sharing

14. The Ambuja Knowledge Initiative is an endeavor to seek the patronage
and partnership of the Architecture and Engineering Community (AEC)
for the wonderful world of Cement and Concrete.

15. Community…
Corporate Social Responsibility (CSR) has always been an integral part of
Ambuja Cements Ltd. (ACL).
The Company has spent ` 52.57 crores during the year 2013 on CSR activities
which is over 4% of the Company’s net profit.

16. Employees…
Training and Development
Initiatives are directed at enriching leadership,
behavioural, functional and technical skills as well
as bringing about a change in the Attitude,
Knowledge and Skills of the employees.
Leadership Development Programmes
during 2013.
• The Leadership Development Programme
(LDP) for Senior Management Level (SML)
employees was conducted at IIM Ahmedabad.
• 2 batches of the Management Development
Programme (MDP) at NMIMS, Mumbai were
organised for Middle Management Level
(MML) employees.