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Sustainability

Environmental Social Governance (ESG)

The factsheet represents the ESG performance for Tata Steel Limited, Neelachal Ispat Nigam Limited (NINL), Tata Steel Nederland BV, Tata Steel UK Limited, Tata Steel (Thailand), which account for 90% of our global group turnover.

Tata Steel Limited includes its steel plants (TS Jamshedpur, TS Kalinganagar, TS Meramandali and TS Gamharia), mining locations, upstream (DRI, Iron & Coke, Ferro Alloys, Tata Steel Growth Shop) and downstream units (rolling, tube making, tinplating, wire drawing, bearing production, etc.).

Change in scope of reporting: The scope of Tata Steel Limited is changed in FY2023-24 with the merger of Tata Steel Long Products Limited (TSLP), Tata Metaliks Limited (TML), Tinplate Company of India Limited (TCIL), Tata Steel Mining Limited and S&T Mining Limited with Tata Steel Limited.

UOM

FY20

FY21

FY22

FY23

FY24

Basic information

Production P

Tata Steel Limited@a

MT

13.16

12.19

18.38

18.97

20.12

Neelachal Ispat Nigam Ltd (NINL)

MT

-

-

-

0.20

0.66

Tata Steel UK Limited

MT

3.38

3.27

3.40

2.93

2.99

Tata Steel Nederland BV

MT

6.62

6.07

6.45

6.16

4.81

Tata Steel (Thailand) PCL

MT

0.99

1.09

1.31

1.13

1.12

p Includes crude steel for India, liquid steel for Tata Steel UK and Tata Steel Nederland, and saleable steel for South East Asia operations
Note 1 : The production of Tata Steel Nederland BV is lower in FY2023-24 due to relining of Blast Furnace 6
Note 2 : Consolidated Production for FY2023-24 also includes ~0.24 MT saleable steel from other SEA operations
Note 3 : MT : Million Tonne


Tata Steel Climate Risk

Tata Steel uses the company wide integrated Enterprise Risk Management (ERM) process for managing climate change risks. The process identifies and assesses business risks through bottom up, top down and outside in perspectives so as to ensure comprehensive risk identification and minimise blind spots. Likelihood, impact, and velocity scores are assigned for each of the risks post a due-diligence process including scenario. Appropriate early warning indicators and mitigation strategies are identified for review including by the Apex Risk Committee and Risk Management Committee (RMC) of Board.

We are cognisant of the fact that both transition and physical risks associated with climate change will have an impact on our organisation’s operations, supply chain and financial planning. Stringent climate laws and regulations for accelerating transition to a low-carbon economy, technology disruptions and shifting customer preferences to alternative materials may adversely impact profit margins, more so if our performance in abatement is inferior to our peers. Also, extreme weather events have become more frequent and severe in the recent years. On the other side, climate change also poses opportunities which includes improved resource efficiency resulting in monetary savings, development of new products services and access to newer markets, earnings from voluntary carbon markets, access to larger markets / customers requiring steel of low carbon intensity.

In FY 2018-19 we conducted a third-party assessment to arrive at potential climate change risks and opportunities for our India operations and estimate likely impact of the risks on the company’s strategy and financial planning. This assessment involved a holistic approach comprising of internal stakeholder consultation, literature review, peer comparison and scenario analysis. We envisage that the way in which these risks and opportunities will play out in the future will depend on two fundamental factors, viz, ‘Global Policy Response’ and ‘Technology Innovation’. Hence, we developed 4 scenarios based on these two factors considering various global warming temperature ranges to assess impact of these risks on our business strategy and financial planning. The 4 scenarios are – ‘India Role Model’, ‘Late Forced Transition’, ‘Climate Emergency’ and ‘Technology Breakthrough’. Out of the 4 scenarios, we believe ‘India Role Model’ (where there will be strong policy enablement and extensive innovation & technology advancement) is an ambitious scenario that outlines a technologically, industrially & economically possible pathway forward to restrict increase in global average temperature rise to below 1.5°C. It forms our base scenario for financial modelling and strategic considerations.

Transition Risk:

  1. Development in climate change regulation and disclosure standards reducing access to capital and increase in cost of funding.
  2. Inability to meet publicly announced carbon reduction commitments and compliance to Indian Carbon Market-Carbon Credit Trading Scheme targets leading to loss in profitability and reputational damage.

Transition Opportunities

  • New products and increased revenue: The increasing demand for lightweight and carbon-efficient steel products in the mobility space creates potential for high-strength steel grades, opening new market opportunities for steel manufacturers.
  • Green infrastructure: new opportunity created as steel is essential to green electricity generation, storage, and transmission. It is used in wind turbines, transmission and distribution infrastructure, hydropower, nuclear power plants, battery manufacturing, and transportation of green fuel (e.g., green hydrogen pipelines).
  • Cost reduction and optimisation opportunities: Reduction of fossil fuel in production processes and improvement in energy efficiency to reduce emission intensity creates avenues for cost reduction.

Physical Risks

  • Operational disruption in steelmaking facilities due to extreme climate (physical) events leading to loss in profitability.

Tata Steel’s Approach to Offsetting Residual Emissions

As part of its ambitious commitment to achieving net-zero carbon emissions across global operations by 2045, Tata Steel recognizes the importance of addressing residual emissions that may persist despite aggressive decarbonization efforts within its value chain.

While the company’s primary focus remains on reducing Scope 1 and 2 through technological transformation—

  • Installation and commissioning of a modular scrap-based EAF plant in Ludhiana, Punjab.
  • Increase in the proportion of renewable energy.
  • Incorporation of higher scrap in basic oxygen furnace (BOF).
  • Reduction in coal usage by switching to biochar and natural gas.
  • Scaling up breakthrough technologies like HIsarna and EASyMelt.
  • Introduction of alternative iron-making technologies
  • Enhanced gas injection into blast furnaces to reduce coal and coke consumption.
  • Expansion of pilot projects for Carbon Capture, Utilisation, and Storage (CCUS).
  • Development of value-added products from captured carbon.

Tata Steel acknowledges that certain emissions may be unavoidable in the near term. To address this, the company is evaluating credible offsetting strategies including Offsetting, e.g., purchasing carbon credits and permanent carbon removal projects that complement its internal abatement measures.

Nature-based Solution (NbS): Tata Steel is investing in ecosystem restoration, afforestation, and biodiversity enhancement projects that offer co-benefits for climate resilience and community development.

Tata Steel created and meticulously maintains premier green spaces—the 37.75-acre Jubilee Park and the prominent Sir Dorab Tata Park—as key urban carbon sinks and biodiversity hubs. The company manages the Zoological Society and the Nature Trail to conserve local ecology, which helps in CO2 sequestration, complementing its industrial efforts in carbon reduction. Its other shining initiatives include Miyawaki plantation at Khopoli, Kakudia dump restoration of Sukinda mine, etc.

To read more about them these refer here: - 

  1. TNFD report (Shining case section) -  Click here
  2. Jamshedpur guide park section - Jamshedpur Brochure
  3. Nature trails - Nature Trail

Tata Steel also carries out several afforestation programmes in compliance to the regulatory requirement in all types of sites such as mines, steel making , etc.

Tata Steel’s offsetting approach is designed to be complementary to its core decarbonization strategy, not a substitute. The company remains committed to prioritizing emissions reductions within its operations and supply chain, while leveraging offsetting as a transitional tool to bridge gaps and accelerate progress toward its net-zero goal.

 

 

 

UOM

FY 2021-22

FY 2022-23

FY 2023-24

FY 2024-25

Emissions in Tata Steel Limted

 

CO2 emissions– steel plants (worldsteel user guide V9.5, with slag credit)

 

Absolute emissions -Scope 1 for all sites

tCO2e

57,900,000

58,000,000

59,400,000

61,000,000

Absolute emissions - Scope 2
(Location based)for all sites 1.a

tCO2e

4,080,000

4,570,000

4,250,000

4,100,000

Absolute emissions - Scope 2
(Market based)for all sites

tCO2e

3,430,000

3,830,000

4,190,000

4,300,000

Absolute emissions - Scope 3

tCO2e

22,000,000

23,000,000

24,000,000

27,000,000

1. Purchased Goods and Services

tCO2e

-

-

7,400,000

2. Capital Goods

tCO2e

-

-

1,100,000

3. Fuel-and-energy-related-activities (not included in Scope 1 or 2)

tCO2e

-

-

4,700,000

4. Upstream transportation and distribution

tCO2e

-

-

1,200,000

5. Waste generated in operations

tCO2e

-

-

10,000

6. Business travel

tCO2e

-

-

10,000

7. Employee commuting

tCO2e

-

-

30,000

8. Upstream leased assets 1.b

tCO2e

-

-

300,000

9. Downstream transportation and distribution

tCO2e

-

-

2,300,000

10. Processing of sold products

tCO2e

-

-

300,000

11. Use of sold products 1.c

tCO2e

-

-

6,400,000

12. End of life treatment of sold products

tCO2e

-

-

1,400,000

13. Downstream leased assets

tCO2e

-

-

2,000

14. Franchises

tCO2e

-

-

200,000

15. Investments

tCO2e

-

-

800,000

16. Other upstream

tCO2e

-

-

10,000

17. Other downstream

tCO2e

-

-

10,000


1.aAdditional Scope 3 emissions assessed in FY2023-24:

  1. Electrical T&D Losses under Scope 3 category 3 Fuel- and Energy-Related Activities, Not Included in Scope 1 or Scope 2 and
  2. combustion of coal byproducts sold to 3rd party under Scope 3 category 11 Use of Sold Products.

Note : FY2022-23 emissions revised based on FY2023-24 boundary to present comparable information. For information, four key subsidiaries were merged with parent company - Tata Steel Limited during the reporting year (FY2023-24).
- Details of insignificant Scope 3 categories (emissions < 0.01 Mn tCO2e/year) not included above (e.g., Franchises, Downstream leased assets, Others (Downstream), Business travel, Others (Upstream). In our corporate disclosures for FY24, emissions of Investment category missed for FY23 only.

1.bAccounting practices changed for FY2023-24, following 3rd party audit as some 3rd party assets were considered own asset till FY23 (e.g., ASU 1290TPD in TSJ).
1.ccapture emissions due to use of coal byproducts sold from Collieries / Washeries.

To view Assurance statement of GHG inventory of Tata Steel Limited - click here

Waste

 

Tata Steel Limited

 

UOM

FY 2021-22

FY 2022-23

FY 2023-24

FY 2024-25

A) Mineral waste generated – Waste rock

Million metric tons

31.78

33.71

46.81

41.65

B) Mineral waste generated – Tailings

Million metric tons

1.92

2.12

2.37

2.64

C) Mineral waste repurposed/reused

Million metric tons

1.04

1.05

1.21

1.16

Total mineral waste disposed

Million metric tons

32.66

34.78

47.97

43.13

Target set for Mineral waste disposed

42.8

42.8

Energy

At Tata Steel, energy efficiency and reduction is a cornerstone of our sustainability strategy. External audits play a vital role in supporting Tata Steel’s energy efficiency efforts. Conducted by the Bureau of Energy Efficiency (BEE) specifically for the Perform, Achieve, and Trade (PAT) scheme, these assessments provide independent oversight, identify new opportunities, and set the Company’s targets. These are translated into actionable plans with measurable savings, strengthening alignment with the National Mission for Enhanced Energy Efficiency under the Ministry of Power. The plans include coke oven gas (COG) injection in blast furnaces to increase hot blast temperatures and reduce fuel consumption, and the expansion of waste heat recovery systems. We highlight several energy saving projects and ideas coming in through different Shikhar Impact Centres.

Equally important is fostering a culture of awareness. We provide targeted programmes and campaigns that train employees to reduce energy use in daily operations while also preparing them to become certified energy managers and auditors through the School of Excellence (SoE). Every steel plant has a dedicated certified energy manager or auditors.

In addition, the Tata Steel Group hosts global connects throughout the year to exchange best practices, review energy efficiency initiatives, and track Key Performance Indicators (KPIs) (Energy PIT).

By combining audits, quantified savings targets, and employee training, Tata Steel ensures continuous improvement in energy management and reinforces our commitment to responsible growth.

Water

 

UOM

FY20

FY21

FY22

FY23

FY24

Specific Water Consumption & Discharge Intensity

 

Tata Steel Limited@a

 

Fresh water consumption 4.a

Million m3

40.8

32.9

49.9

49.8

50.9

Specific fresh water consumption

m3/tcs

3.10

2.70

2.71

2.62

2.53#

Effluent discharge volume

Million m3

9.5

8.3

9.5

8.1

6.5#

Effluent discharge intensity

m3/tcs

0.72

0.68

0.52

0.43

0.32#

4.a Numbers reported for FY2023-24 are based on Financial Year; Previous year numbers were based on Calendar Year.
- Water consumption and effluent discharge is for Port Talbot and in FY24, fresh water consumption is total fresh water withdrawal and both fresh water consumption effluent discharge does not inlcude brackish dock water

@ Includes all Steelmaking sites ;
@aTS Jamshedpur, TS Kalinganagar for all years reported, TS Meramandali merged in FY2021-22 and TS Gamharia merged in FY2023-24; @bNINL; @cTata Steel UK Limited includes Port Talbot ; @dTata Steel Nederland BV includes Ijmuiden ; @eTata Steel (Thailand) includes Rayong, Saraburi, Chonburi
# KPIs assured by Price Waterhouse & Co Chartered Accountants LLP

Waste

 

Tata Steel Limited@a

 

UOM

FY20

FY21

FY22

FY23

FY24

Solid waste generated

Thousand tonnes

9,967

9,427

15,041

15,123

15,611

Solid waste utilised

Thousand tonnes

9,967

9,417

14,057

15,559

17,955

Solid waste sent to landfill / incineration

Thousand tonnes

-  

5 

 12

15

15.8

Solid waste utilisation

%

100

100

98

 102.9

115

Tata Steel Limited

 

UOM

FY20

FY21

FY22

FY23

FY24

A) Mineral waste generated – Waste rock

Million metric tons

27.85

28.92

31.78

33.71

46.81

B) Mineral waste generated – Tailings

Million metric tons

2.86

2.46

1.92

2.12

2.37

C) Mineral waste repurposed/reused

Million metric tons

1.14

1.15

1.04

1.05

1.21

Total mineral waste disposed

Million metric tons

29.58

30.23

32.66

34.78

47.97

Target set for Mineral waste disposed

Million metric tons

42.8

@ Includes all Steelmaking sites ;
@aTS Jamshedpur, TS Kalinganagar for all years reported, TS Meramandali merged in FY2021-22 and TS Gamharia merged in FY2023-24; @bNINL; @cTata Steel UK Limited includes Port Talbot ; @dTata Steel Nederland BV includes Ijmuiden ; @eTata Steel (Thailand) includes Rayong, Saraburi, Chonburi
# KPIs assured by Price Waterhouse & Co Chartered Accountants LLP

Energy Intensity

 

UOM

FY20

FY21

FY22

FY23

FY24

Tata Steel Limited @a

 

Energy consumption

GJ

44,43,89,343

493997681#

Energy Intensity

GJ/tcs

24.17

24.11

23.62

23.43

24.55#

Renewable Energy

 

UOM

FY20

FY21

FY22

FY23

FY24

Tata Steel Limited

GJ

22,482

51395#

@ Includes all Steelmaking sites ;
@aTS Jamshedpur, TS Kalinganagar for all years reported, TS Meramandali merged in FY2021-22 and TS Gamharia merged in FY2023-24; @bNINL; @cTata Steel UK Limited includes Port Talbot ; @dTata Steel Nederland BV includes Ijmuiden ; @eTata Steel (Thailand) includes Rayong, Saraburi, Chonburi
# KPIs assured by Price Waterhouse & Co Chartered Accountants LLP

Biodiversity

 

Tata Steel Limited

UOM

FY20

FY21

FY22

FY23

FY24

Total sites covered under Biodiversity Management Plans (BMPs)

Nos.

9

11

13

14

17

Total area covered under Biodiversity Management Plans (BMPs)

Hectares

9,648

11,622

11,725

11,782

12,221

@ Includes all Steelmaking sites ;
@aTS Jamshedpur, TS Kalinganagar for all years reported, TS Meramandali merged in FY2021-22 and TS Gamharia merged in FY2023-24; @bNINL; @cTata Steel UK Limited includes Port Talbot ; @dTata Steel Nederland BV includes Ijmuiden ; @eTata Steel (Thailand) includes Rayong, Saraburi, Chonburi
# KPIs assured by Price Waterhouse & Co Chartered Accountants LLP

Management

 

Tata Steel Limited

 

UOM

FY20

FY21

FY22

FY23

FY24

Workforce (permanent+contract) working in EMS (ISO 14001) certified steel production facilities

%

100

100

100

100

100

@ Includes all Steelmaking sites ;
@aTS Jamshedpur, TS Kalinganagar for all years reported, TS Meramandali merged in FY2021-22 and TS Gamharia merged in FY2023-24; @bNINL; @cTata Steel UK Limited includes Port Talbot ; @dTata Steel Nederland BV includes Ijmuiden ; @eTata Steel (Thailand) includes Rayong, Saraburi, Chonburi
# KPIs assured by Price Waterhouse & Co Chartered Accountants LLP

Scrap recycling

 

Tata Steel Limited

 

UOM

FY20

FY21

FY22

FY23

FY24

Steel scrap recycled (internal & external)

Thousand tonnes

-

1,181

1,330

1,538

1,630

Steel scrap recycled (internal & external)

%

-

5

7

8

8

@ Includes all Steelmaking sites ;
@aTS Jamshedpur, TS Kalinganagar for all years reported, TS Meramandali merged in FY2021-22 and TS Gamharia merged in FY2023-24; @bNINL; @cTata Steel UK Limited includes Port Talbot ; @dTata Steel Nederland BV includes Ijmuiden ; @eTata Steel (Thailand) includes Rayong, Saraburi, Chonburi
# KPIs assured by Price Waterhouse & Co Chartered Accountants LLP

Spend on Climate Change and Environment

 

Tata Steel Limited

 

UOM

FY20

FY21

FY22

FY23

FY24

Spend on Climate Change and  
Environment (Capex)

₹ crore

283

33

554

1437

1568

@ Includes all Steelmaking sites ;
@aTS Jamshedpur, TS Kalinganagar for all years reported, TS Meramandali merged in FY2021-22 and TS Gamharia merged in FY2023-24; @bNINL; @cTata Steel UK Limited includes Port Talbot ; @dTata Steel Nederland BV includes Ijmuiden ; @eTata Steel (Thailand) includes Rayong, Saraburi, Chonburi
# KPIs assured by Price Waterhouse & Co Chartered Accountants LLP


Safety

 

UOM

FY 2021-22

FY 2022-23

FY 2023-24

FY 2024-25

Tata Steel Limited

 

Total Recordable Injury Frequency Rate (TRIFR) - employee

Injuries per million hours worked

2.31

2.08

2.02

1.93

Total Recordable Injury Frequency Rate (TRIFR) - contractor

Injuries per million hours worked

2.24

1.73

1.49

1.55

Human Resource Management

 

 

UOM

FY20

FY21

FY22

FY23

FY24

FY25

 Tata Steel Limited

Nos. of employees

Nos.

32,364

31,189

35,927

36,151

43,263

43,089

New employee hires

Nos.

1,820

2,129

1,704

4,855

3,821

1,715

Employee productivity (steel volume)

tcs/employee/ year

803

745

854

885

900

925

Female employees in workforce

%

6.9

7.4

6.9

7.6

8

8.9

Female employees in management
positions in workforce

%

12

12.6

11.7

11.5

10.4

11.3

Age break-up of the workforce (<30 years)

%

15.5

18

23

19.4

19.5

19.5

Age break-up of the workforce (30 - 50 years)

%

55.3

57

59

56.1

57

58.8

Age break-up of the workforce (>50 years)

%

29.2

25

17

24.5

23.5

21.7

Employee turnover rate (Including Superannuation)

%

6.8

7.5

6.9

8.2

6

7.1

Employee turnover rate (Excluding superannuation)

%

 

1.2

2

2.7

2.8

2.7

Workforce covered through formal trade unions 10

%

87.4

86.1

79.6

91

91

88

Diversity Mix ( % of employees who belong to categories of - Affirmative Action/Women/PWD/LGBT+)

%

19

20

18

19

18.9

20.1

Investment in employee training and development

INR Crore

133

152

159

193.3

240

205

Employee training

Thousand person-days

253

199

413

468

590

657

Employee training

person-days/ employee/year

7.8

6.4

11.5

12.9

13.4

15.2

Share of Women in management positions in Workforce

%

12

12.6

11.7

11.5

10.4

11.3

Share of women in junior management positions, i.e. first level of management (as % of total junior management positions)

%

13.9

15

13.7

13.15

12.2

14.58

Share of women in top management positions in workforce

%

7

7.4

7.1

7.3

8.1

7.7

Share of women in management positions in revenue-generating functions in workforce

%

15.7

17.5

15

14.2

20

17.25

Share of women in STEM-related positions in workforce

%

4.6

6

5.7

6.1

8

9

Diversity Mix (% of employees who belong to categories of - Affirmative Action/Women/ % PWD/LGBTQ+)

%

19

20

18

18.95

18.9

20.1

Affirmative Action (AA) Community
Representation (share in total workforce)

%

-

-

11.9

11.8

11.6

11.75

Affirmative Action (AA) Community Representation
(Share in all management positions, including junior, middle and senior management)

%

3.9

3.6

4.4

4.42

4.7

5.18

Share of People with disability in workforce

%

-

0.3

0.3

0.3

0.3

0.32

Share of LGBTQI+ people in workforce

%

-

-

0.003

0.2

0.2

0.21

Investment in employee training and development

 ₹ crore

133

152

159

193

240.4

205

Average investment in employee training & development

 INR

41095

48735

44256

53387

55574

47576

Employee training

Thousand person days

253

199

413

468

590

657

Person-days/employee/year

7.81

6.38

11.51

12.93

13.4

15.2

Average Hours per FTE

70.29

57.42

103.59

116.44

122.4

136.8

Average Hours per FTE - Officers

-

-

-

94.26

101.7

101.7

Average Hours per FTE - Non-Officers

-

-

-

124.11

128.9

128.9

Technical/ Functional Training

Average Hours per FTE

115

119.7

120.13

Managerial training

Average Hours per FTE

1.44

2.7

4.6

Employee Training - Gender

Male (Thousand person days)

 

 

 

 

601

601

Female (Thousand person days)

 

 

 

 

74.4

74.4

Transgender (Thousand person days)

 

 

 

 

1.8

1.26

Employee Training - Age Group

< 30 years (Thousand person days)

 

 

 

 

236.1

236.1

30 to 50 years (Thousand person days)

 

 

 

 

374.4

374.4

> 50 years (Thousand person days)

 

 

 

 

66.8

66.8

New employee hires – working level

Officers (Nos)

812

575

710

964

900

763

Non Officers (Nos)

1,008

1,554

994

3,891

2921

952

Total Hires (Nos)

1,820

2,129

1,704

4,855

3821

1,715

New employee hires – Gender

Female Hires (Nos)

276

322

395

885

892

440

Transgender Hires (Nos)

-

-

-

134

15

9

Male Hires (Nos)

1,544

1,807

1,308

3,836

2,914

1,266

New employee hires – Age Group

< 30 years (Nos)

 

 

 

 

3,260

1,364

30 to 50 years (Nos)

 

 

 

 

555

312

> 50 years (Nos)

 

 

 

 

6

39

Open positions filled by internal candidates

%

73

67

78

66

58

87

Average hiring cost/FTE

INR

86,626

99,273

67,338

90,401

90,296

90,296

Voluntary Employer Turnover Rate (Resignations)

%

1.1

2

2.7

2.8

2.7

Employee Turnover Rate (Resignations) – Gender

Male (%)

-

-

1.6

2.5

2.6

2.5

Female(%)

-

-

5.8

5.9

5.2

5.3

Employee Turnover Rate (Resignations) - Working Level

Officers (%)

-

-

6.6

6.7

6.3

6

Non Officers (%)

-

-

0.3

0.8

1

1.3

Employee Turnover Rate (Resignations) - Age Group

50+ Years (%)

-

 

0.2

0.3

0.4

0.42%

40-50 Years (%)

-

 

0.5

0.6

1.2

1.03%

30-40 Years (%)

-

 

2.3

3.4

3.5

3.73%

20-30 Years (%)

-

 

4

6.1

5.8

6.68%

<20 Years (%)

-

 

0

0

1.2

0

Employee Turnover Rate (Resignations) -
Affirmative Action

%

 

 

1.9

1.4

1.6

1.4

Engagement Survey Score

%

 

 

72

72

72

72

Data coverage of engagement Survey Score

% of employees who responded to the survey

 

 

81

84

86

86

Engagement Survey Score - Officers

(%)

65

NA

69

72

72

72

Engagement Survey Score - Non-Officers ***

(%)

83

NA

NA

-

74

74

Engagement Survey for Officers – Gender

Male (%)

66

NA

70

73

73

73

Female(%)

61

NA

60

63

59

59

Engagement Survey for Officers – Age Group

60+ Years (%)

86

NA

-

100

75

75

51-55 Years (%)

80

NA

86

83

84

84

56-59 Years (%)

85

NA

86

85

84

84

46-50 Years (%)

75

NA

81

83

80

80

41-45 Years (%)

70

NA

78

80

80

80

36-40 Years (%)

66

NA

68

69

69

69

31-35 Years (%)

55

NA

61

67

66

66

26-30 Years (%)

49

NA

51

57

58

58

18-25 Years (%)

53

NA

51

63

66

66

Engagement Survey for Non-Officers – Gender

Male (%)

85

-

-

-

75

75

Female(%)

86

-

-

-

72

72

Engagement Survey for Non-Officers – Age Group

60+ Years (%)

91

-

-

-

N/A

N/A

51-55 Years (%)

91

-

-

-

85

85

56-59 Years (%)

91

-

-

-

84

84

46-50 Years (%)

89

-

-

-

81

81

41-45 Years (%)

85

-

-

-

76

76

Mean gender pay gap

Officers

-

-

-

-

-

8%

Median gender pay gap

-

-

-

-

-

5%

Mean bonus pay gap

-

-

-

-

-

23%

Median bonus pay gap

-

-

-

-

-

26%

Local EmployeesL share in the workforce

%

 

 

 

62

65

66

Local employees in non-managerial positions

%

 

 

 

68

7

72

Local employees in in all management positions, including junior, middle and senior management

%

 

 

 

49

55

55

Local employees in senior management

%

 

 

 

31

41

37

Executive level (base salary only) - Women

In rupess INR

 

 

 

 

 

9,493,000

Executive level (base salary only) - Men

In rupess INR

 

 

 

 

 

8,840,000

Executive level (base salary + other cash incentives) - Women

In rupess INR

 

 

 

 

 

14,533,000

Executive level (base salary + other cash incentives) - Men

In rupess INR

 

 

 

 

 

13,798,000

Management level (base salary only) - Women

In rupess INR

 

 

 

 

 

1,757,000

Management level (base salary only) - men

In rupess INR

 

 

 

 

 

1,844,000

Management level (base salary + other cash incentives) - Women

In rupess INR

 

 

 

 

 

2,045,000

Management level (base salary + other cash incentives) - men

In rupess INR

 

 

 

 

 

2,190,000

Non-management level - Women Salary

In rupess INR

 

 

 

 

 

886,000

Non-management level - Men Salary

In rupess INR

 

 

 

 

 

1,110,000

L Local Employee refers to Odisha and Jharkhand Domicile Employees where we have our mines and steel manufacturing facilities

10As a % of non-managerial workforce only

Long Term Incentive are paid out based on company performance towards achieving long term directional goals of company. As middle and lower management employees do not have as big a role in changing the strategic direction of company, they will have a higher impact on achievement of short term goals of company, rather than the long term strategic goals. Hence, it would be unfair to have part of their salary at risk (variable pay) linked to long term incentives, when they may not have much control on the result.

Hence, Long Term Incentives are limited to Senior Management.

Long Term Incentive
Type of LTIP – Cash Incentive; The company performance considered for LTIP is a weighted average of individual KPIs of SPG matrix.

Performance measurement matrix – The company specific performance to be measured based on the KPIs identified under the Sustainable-Profitable-Growth (SPG) matrix. The achievement of KPIs averaged over the performance period would be used as the overall achievement against target.

Company Performance based multiplier (% to be considered) – Based on the company performance measurement

Individual performance based multiplier

Individual Performance Multiplier – Based on the cumulative performance rating of the individual

  1. LTIP only for IL2 and above (2.68% of officers)
  2. LTIP payout after 3 years
  3. % of officers below Sr. Mgmt level (officers only) = 97% (IL3 and below)
  4. LTIP is basis SPG Matrix, so yes, sustainability factors such as CSI, Quality Index, Employee Productivity, CO2 emission is considered

Race, ethnicity, nationality and country of origin is nearly uniform in Tata Steel Limited as our locations based out of India. Hence, our employees are nearly of the same Race, ethnicity, nationality and country of origin. We do report based on cultural background such as Affirmative Action (AA) community related disclosures. AA community includes scheduled castes (Socially disadvantaged community) and scheduled tribe (indigenous peoples).

Some data breakups like Age group, Gender, Management level (e.g. junior/low level, middle, senior/top level management), race, ethnicity, nationality, country of origin, cultural background, etc. may not add up to 100% as they have been rounded off for better comprehension.


Board

 

UOM

FY20

FY21

FY22

FY23

FY24

Board of Directors

Nos.

10

10

11

10

10

Female Directors on the Board

Nos.

1

1

2

2

2

Independent Directors on Board

Nos.

5

5

6

5

5

Board Meeting Attendance

%

-

-

-

94.91

100

Board Average Tenure

Nos.

-

-

-

5.6

5.7

Governance

 

Ethics

 

UOM

FY20

FY21

FY22

FY23

FY24

Tata Steel Limited

Category A- Whistle Blower Concerns

Whistleblower cases13- Received

Nos.

881

777

845

303

364

Whistleblower cases13 - Closed

Nos.

602

541

601

158

236

Whistleblower cases13 - Open

Nos.

279

236

244

145

128

Category B- Grievances & others

Grievances & Others cases13- Received

Nos.

-

-

-

875

1,132

Grievances & Others13 - Closed

Nos.

-

-

-

717

1,015

Grievances & Others13 - Open

Nos.

-

-

-

158

117

Sexual harassment cases - Received

Nos.

34

21

22

31

21

Sexual harassment cases - Closed

Nos.

36

15

18

24

16

Sexual harassment cases - Open

Nos.

8

6

4

7

5

Training on Tata Code of Conduct - officers

person-hours

17,064

26,458

31,142

20,472

28,394

Training on Tata Code of Conduct - frontline employees

person-hours

2,763

5,086

14,630

17,656

21,473

Training on Tata Code of Conduct - contract employees

person-hours

24,307

15,380

60,898

1,02,735

2,02,096

Business associates14 trained on Tata Code of Conduct

Nos.

-

1,747

2,114

2,050

1,358

Note: Tata Steel Limited has changed its categorization of concerns into two parts - Whistle Blower Concerns and Grievances & Others. There are no frontline employees at NINL
13 Exclusive of sexual harassment cases
14 Business Associate means suppliers, customers, vendors, dealers, distributors, franchisees, lessors, lessees or such other persons with whom Tata Steel has any business or transactional dealings including the Business Associate’s employees, agents and other representatives.

@ Includes all Steelmaking sites ;
@aTS Jamshedpur, TS Kalinganagar for all years reported, TS Meramandali merged in FY2021-22 and TS Gamharia merged in FY2023-24 ;
@bNINL ; @cTata Steel UK Limited includes Port Talbot ; @dTata Steel Nederland BV includes Ijmuiden ; @eTata Steel (Thailand) includes Rayong, Saraburi, Chonburi
# KPIs assured by Price Waterhouse & Co Chartered Accountants LLP

Supply Chain

UOM

FY 2019-20

FY 2020-21

FY 2021-22

FY 2022-23

FY 2023-24

FY 2024-25

Tata Steel Limited

 

 

 

Active supplier base

Nos.

5,132

5,071

6,264

7,049

8,898

8,026

Local suppliers

Nos.

1,806

1,671

1,944

2,138

2,484

2,831

Critical suppliers

Nos.

-

-

477

466

665

777

Business volume of local suppliers

INR Crore

-

2,397

4,587

7,290

9,324

8,754

Number of Affirmative Action (AA) suppliers

Nos.

70

71

71

75

85

83

Business volume of Affirmative Action (AA)
 suppliers

INR Crore

61

66

69

112

151

230

Suppliers assessed based on safety

Nos.

850

745

1,022

1,423

1,923

2,538

Suppliers trained through Vendor
Capability Advancement Program (VCAP)

Nos.

1,330

844

450

307

1,341

1,800

Critical suppliers made aware
on Responsible Supply Chain Policy

Nos.

-

223

327

235

227

327

No. of supply chain partners assessed
on Responsible Supply Chain Policy

Nos.

-

203

257

211

216

218

No. of supply chain partners re-assessed
on Responsible Supply Chain Policy

Nos.

-

0

0

91

130

10

% spend coverage of suppliers on
Responsible Supply Chain Policy*

%

-

NA

32

68

74

80

Steel Processing Centers (SPC) assessed on 
Responsible Supply Chain Policy15.a

Nos.

31

18

-

5

Distributors assessed on
Responsible Supply Chain Policy15.b

Nos.

106

16

-

37

15.a Steel Processing Centers assessed on Responsible Supply Chain Policy was completed in FY 2022-23 and restarted in Fy 2024-25, so for FY 2023-24 is 0
15.bRSCP assessment that was done for distributors had certain action items emerging from the scores. A period was given for the action to be undertaken by the surveyed entities and no assessment was planned for the period. Hence the number is zero.
* The Responsible Supply Chain Policy came into effect on February 1, 2020.

Responsible Steel Certification - Steel production unit

UOM

FY 2019-20

FY 2020-21

FY 2021-22

FY 2022-23

FY 2023-24

FY 2024-25

Tata Steel Limited @a

 

 

 

 

 

 

No . of sites Certified under Responsible Steel

No . Of Sites

-

-

-

1

3

3

Policy Influence

Tata Steel Limited

 

UOM

FY 2019-20

FY 2020-21

FY 2021-22

FY 2022-23

FY 2023-24

FY 2024-25

Contribution to Industry/Trade associations or tax-exempt groups (e.g. think tanks, chambers of commerce) *

INR

24,493,424

20,387,024

49,994,820

86,681,250

93,433,435

85,488,958

1. Increase per capita consumption of steel through advocacy and collaboration

INR

15,590,000

15,520,000

14,387,000

21,684,000

18,818,750

15,991,500

2. Addressal of issues, concerns and challenges common of the Indian steel industry with government and other stakeholders within all applicable laws and regulations to improve the ease & cost of doing business.

INR

7,805,000

8,631,000

11,800,000

10,000,000

10,000,000

3. Leadership on all major strategic issues impacting the steel industry, particularly focusing on economic, steel demand, environmental and social sustainability

INR

19,645,000

33,084,900

44,128,192

35,376,262

4. Building sustainable steel industry worldwide and fulfill the Indian government’s nationally declared targets

INR

2,817,024

2,952,220

4,927,800

4,974,000

5,035,200

5. Aligning strategies and operation with SDGs (sustainable developmental goals) & universal principles on numerous societal importance. (UNGC,ETC,CWEIC)

INR

357,924

1,553,800

1,590,250

11,251,200

13,955,836

Tata Steel engages with governments and industry bodies to advocate for climate policies that support energy transition and emissions reduction, aligned with our Net Zero 2045 goal.
We monitor our policy engagements to ensure they reflect our climate priorities. Through active participation in associations like the World Steel Association, Indian Steel Association, Eurofer, and others, we drive collective action and report on climate-related positions.
We contribute to key discussions on emissions, carbon pricing, sustainable mining, and resource management, reinforcing our commitment to climate leadership and sustainable development.

Lobbying in any form is not allowed as per Indian law, however as responsible corporate, Tata Steel advocates policy changes through different association for betterment of the industry at large.

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