Human capital is the backbone of any industry. In an organization with the provision of good working conditions, employees are highly likely to be more positive, more motivated, and therefore more productive. Other benefits include higher employee retention rates, reduced instances of employee unrest, fewer grievance claims, etc. However, even today, many companies across the world fail to recognize even the most basic employment rights, and use labour practices, including child labour and forced labour, which would be considered abhorrent within any modern society. JSW has taken various efforts and initiatives to promote healthy and safe work environment for all its employees through focus on prevention of occupational accidents and diseases.

Occupational Health & Safety

Occupational Health & Safety is a material topic for us at JSW, and safety of its employees is fundamental, both for their welfare and to the reputation and performance of our Company. Thus, safety is of prime importance and highest priority is accorded to the principle of prevention.  

Our OHS management system’s coverage is as per ISO 45001:2018 system. The systems ensure that incidents of work-related injuries, ill health, and diseases are reported timely, investigated for root causes and the lessons learned are deployed across the group companies. We also seek constructive feedback from our employees on a regular basis to understand the gaps with respect to our health and mental wellbeing initiatives.

Health and safety are our priorities, and we uphold the highest standards across our value chain. Health and safety criteria form a part of our contracts with all suppliers and contractors, and we ensure they fulfil the contractual requirements. Additionally, as part of our responsible procurement practices, we ensure that our suppliers maintain safe and healthy working conditions for their workforce. Before the onboarding of vendors/ suppliers a PQA-Prequalification assessment form is filled by our procurement team and the vendor. Only suppliers/vendors scoring more than 50% are eligible for the supplier selection process and to enter a contract with JSW Energy.

We have established an emergency response plan at the plant level, and this SOP allows us to prepare for and respond to emergent situations, such as fire, earthquakes, floods, etc. We train the workforce on the emergency response plan and conduct mock drills for critical activities.

We conduct Hazard Identification and Risk Assessments for its safety management systems. All our four major power plants identified high risk scenarios numbered 20 to 25. These high-risk scenarios were then mitigated through our BHM tool (Barrier Health Management) where new safety systems/processes and controls were added so as to bring down its Risk Rating to below 5 (minimal risk). A total of 25 such high-Risk scenarios have been covered over the past three years across all these plants. In order to address these risks, we have prioritised and integrated detailed action plans. These action plans are linked to our below mentioned targets.

In line with our commitment to improving OHS performance, we have set a target to achieve the LTIFR across JSW Energy below 0.29 for FY 2025-26. These targets allow us to reduce health and safety-related risks as the Apex health and safety committee meets monthly to evaluate our progress on these targets and take corrective actions accordingly.

We have established a comprehensive safety governance structure in all the plant locations which includes safety committees, safety systems and safety related policies which the stakeholders must abide by. Being ISO 45001 certified takes great measures with respect to occupational health and safety to ensure a zero-incidence scenario. There are many safety systems and tools being utilised to achieve ‘Zero Harm’ and building a Safe Work Environment at all the plants.

The Major Safety Systems being used at JSW Energy are as follows:

1. Safety Governance Structure
2. Hazard Identification & Risk Assessment. (HIRA)
3. Barrier Health Management (BHM)
4. Quantitative Risk Assessment (QRA)
5. Job Safety Analysis (JSA)
6. HAZOP
7. Safety Inspections
8. Safety Audits – Internal & External
9. Safety Observation System
10. Lone Worker Safety
11. Safety Observation System
12. Contractor Safety Management
13. Barrier Health Management (BHM)
14. Permit to Work,
15. Electrical Safety System - Lock out & Tag Out

Talent Attraction and Retention

At JSW Energy, we make significant efforts to hire the best in-class talent, at the same time we provide several opportunities to our employees to accelerate their career. We hired 904 employees in the reporting period.

During the reporting period, the total turnover rate stood at 10.46%, and 100% of the employee turnover was voluntary.

Employee Engagement and Benefits

Our employees form the backbone of our organisation. We are constantly striving to support our employees through various initiatives and benefits. In terms of financial benefits, we reward our employees through our ESOP scheme. We have 2 ESOP schemes for our employees- JSWEL Employees Stock Ownership Plan – Samruddhi 2021 and the JSWEL Employees Stock Ownership Plan – 2021. Cumulatively, these programs cover 100% of our employees. To be eligible for the ESOP, the employees must meet the KRAs. The KRAs include certain sustainability-related components like safety performance across the organisation as well as other plant-specific parameters (e.g., specific energy consumption, specific water consumption, air emissions, GHG emissions, waste management, etc.).

We have also established several employee well-being programs, including sports and mental health initiatives. We provide flexible working hours for our employees through our "flexi time" provision. Our policy requires employees to be present during core working hours and allows them to start their day 1.5 hours before or after the standard time. During the reporting period, we also introduced the short leave at all corporate offices, which allows employees to avail a total of 4 hours of leave split across two days per month. We provide parental benefits, including maternity (primary caregiver) leave for 26 weeks and paternity (non-primary caregiver) leave for one week. All parental leaves are provided in addition to the normal paid leaves (sick leave/paid time-off) available to other employees and are applicable to adoption, surrogacy, and fostering a child. We have also set up a creche facility at all our plant locations, which includes separate rooms for lactation for new mothers. Additionally, for our employees at the corporate office, we provide financial support to parents specifically to pay for childcare services to take care of their children during working hours.

We conducted an employee satisfaction survey during the reporting period, and the survey included assessing employees on various parameters - including job satisfaction, a sense of purpose, happiness at the workplace, and managing stress at the workplace, among others.

Performance Management

At JSW Energy, we provide support to our employees to accelerate their career progression through our performance management system. The assessment is held once a year (year-end), while the feedback process is held twice a year.

Management by Objectives: We employ a comprehensive performance appraisal process based on Key Result Areas (KRA). This structured approach helps employees and their managers evaluate individual performance regularly. The process begins with Performance Planning, where goals and objectives are set at the start of the year. Mid-year Reviews take place halfway through the year to assess progress and provide feedback. The year-end assessment is a two-fold process, where employees and their manager reviewers evaluate performance individually, followed by a Calibration process that ensures consistency across the organisation. Lastly, as part of the 'Rewards Planning' process, we determine the variable pay and annual increments based on organization as well as individual performance for the financial year, providing employees with a clear understanding of their achievements and areas for growth.

Agile Conversations: Employee-manager feedback was conducted from time to time throughout the year. The feedback sessions focused on receiving feedback on achievements, developmental needs, re-addressing the objectives, barriers to performance, shortfalls and ways to bridge the gaps. The sessions were conducted at the discretion of the manager or the employee. We also introduced a new initiative called the 5-star manager, in which we asked the employees to nominate their managers if they had fruitful conversations/feedback sessions with them. We got a great response from the employees, which is a testament to a successful PMS process at JSW Energy.

Multi-dimensional Appraisal: We have a multidimensional performance appraisal system for selected levels, including feedback from multiple sources and cross-functional teams. Further, we have a reward and recognition portal named Spotlight, where employees can recognise the contributions of their subordinates/peers/supervisors/other employees throughout the year.

Team-Based Performance Appraisal: At JSW Energy, we believe maintaining the highest safety standards is imperative and is the responsibility of the respective teams at each site. As part of our performance management system, we have set team goals for each plant to ensure that there are zero fatalities at the site. In case this target is not achieved at the site, all employees at the site are assessed as a team, and the variable pay is impacted for each team member at the site.

Training and Development

We support our employees to develop their careers through our employee development programs. We provided an average of 29 hours of training per employee and spent INR 14,381 per employee on training and development.

At JSW Energy, coaching interventions are strategically designed to empower leaders, enhance performance, and build a future-ready workforce that aligns with the organisation’s growth ambitions. These initiatives form a vital part of our talent development strategy, driving both individual and organisational transformation. Our executive coaching programme offers personalised sessions with certified external coaches, focusing on strategic thinking, stakeholder management, and change leadership for senior leaders. For mid-level leaders, managerial coaching helps strengthen people leadership, foster a feedback-driven culture, and improve team management skills, delivered through a blend of internal and external coaches.

We also run tailored coaching journeys for high-potential individuals identified as future leaders, with an emphasis on cultivating a growth mindset, executive presence, and business acumen. Additionally, feedback-driven coaching is offered based on insights from 180-degree feedback, engagement surveys, and performance reviews, targeting specific development areas to maximise impact. These coaching efforts are expected to result in higher leadership effectiveness, stronger bench strength, and improved alignment between personal growth and business goals. They also promote greater accountability, emotional intelligence, and resilience, while reinforcing a culture of continuous learning and people development.

At JSW Energy, employee resource groups play a vital role in fostering inclusion, collaboration, and community across the organisation. The Diversity & Inclusion (D&I) Council serves as a strategic forum to promote equitable workplace practices, drive inclusive leadership, and ensure representation across all levels. Complementing this, the Women Network provides a dedicated platform for women employees to connect, share experiences, and access mentorship and development opportunities that support career growth and empowerment. In addition, we also encourage informal engagement through social media groups for Graduate Engineer Trainees (GETs), Safety teams, corporate functions, and Care initiatives.