ENERGY SUSTAINS LIFE

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S U S T A I N A B I L I T Y R E P O R T 2 0 1 1 - 1 2

C O N T E N T S

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About the Report 4

Message from Managing Director 5

Company Profile 8

Our Philosophy 14

Awards and Accolades 16

Corporate Governance 18

Stakeholder Engagement 22

Sustainability Agenda 28

Economic Performance 32

Environmental Performance 36

Workforce Management 42

Health & Safety 48

Community Development and Engagement 52

GRI Content Index 60

A B O U T

T H E R E P O R T

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This is the sustainability report of CLP India Private Limited for the financial year 2011-12. This report is

aligned to the requirements of the Global Reporting Initiative’s (GRI) G3.1 Guidelines on Sustainability

Reporting along with the GRI Electric Utility Sector Supplement (EUSS).

Performance related to the economic, safety, human resources and community development areas reflect

the consolidated performance for all our assets in India. We have presented the environmental performance

for our Paguthan plant and partly for wind farms. The first unit of our Jhajjar plant was operational for just

three days during the reporting period and hence, its environmental performance has not been reported this

year.

This report conforms to the requirements of GRI application level ‘B’. KPMG has assisted us in developing

this report.

M E S S A G E F R O M

M A N A G I N G D I R E C T O R

M E S S A G E F R O M

M A N A G I N G D I R E C T O R

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Dear Stakeholders,

I am pleased to present to you CLP India’s Sustainability Report for the financial year 2011-12. In the last ten

years, we have grown from a single asset presence in Gujarat to a balanced portfolio of conventional and

non-conventional energy based assets spread across six states. We are proud to be the largest wind IPP in

India and the largest foreign investor in the Indian power sector. We see India as a very promising market

and will continue to pursue growth opportunities here.

During 2011-12, the Paguthan plant was the primary contributor to our earnings followed by our wind based

power projects. With the commissioning of the Jhajjar plant in Haryana, Andhra Lake wind farm in

Maharashtra as well as operational stabilisation of our other wind projects, we are expecting an increase in

our revenue during 2012-13. Earnings from the coal and gas plants will depend on the availability of fuel,

which has been a matter of concern for the Indian power sector in general. In addition, affordability of fuel

is also important in order to enable sustainable consumption of electricity. Thus, we have identified ‘long

term fuel supply at an affordable rate’ as the focus area for our business sustainability. We are actively

working with the Government, industry associations, fuel suppliers and distribution companies (our

customers) to address this challenge and we expect improvement in the fuel situation in the coming years.

As a means of reducing the carbon footprint of our business whilst also reducing the reliance on finite

natural resources in the long run, we see economic and strategic value in growing our renewable energy

business with the primary focus on wind, solar and run of the river hydro power projects. During 2011-12

the operating capacity of our wind farms increased to 481.80 MW from 361.80 MW in the previous year.

New committed investments of 203.20 MW will increase our portfolio size to 721.80 MW. We will continue

to expand our wind portfolio in a steady and disciplined manner and expand the fuel mix by exploring

investment opportunities in the solar energy space as well as run of the river hydro power projects.

Safety remains a key focus area for CLP India. The Paguthan plant continued to deliver excellent safety

performance with no lost time injury case since Sep 2005 and achieved 97% score in NOSA audit. The plant

also received the prestigious NOSCAR award within a very short period of 5 years from our first

participation in NOSA in 2005 due to its impressive safety systems and performance. During 2011-12,

we achieved commissioning of first unit (660 MW) of the Jhajjar plant ‘on time - within budget’ and

demonstrated our commitment to operational excellence. However, we had three regrettable incidents, one

at Jhajjar plant and two at Andhra Lake wind farm, resulting in four fatalities among contractual labour

during the year. We have enhanced our safety management, focusing on safety practices followed by our

contractors, through various initiatives targeted at achieving best-in-class safety standards during

construction period.

Lack of access to electricity for a large portion of Indian populace and poor reliability of power supply

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continue to offer tremendous opportunities for power sector companies like us. However, at the same time,

the sector is facing significant challenges such as fuel shortage, financial health of off-takers, land

acquisition and time-consuming approval processes. These challenges must be addressed to ensure

sustainable development of the nation and to make the power sector economically viable for private

investors. We are playing an active role in addressing some of these issues through engagement with PMO.

The recent measures taken by the Government of India to improve coal supply and improve financial

health of off-takers are welcome initial steps towards improving the Indian power sector in general, and

reducing the risks for our business in particular.

We strive to reduce the environmental impact of our operations by deploying latest technologies going

beyond the regulatory requirements. Our renewable energy portfolio and overall emission intensity of 0.36

tCO2e/MWh clearly demonstrate our strategic alignment to environmental stewardship. The flue gas

desulphurization equipment incorporated within the Jhajjar plant design, which is not mandated by

applicable regulations, exemplifies our efforts to provide reliable and affordable base load power and reduce

environmental impact of coal project. We have also replaced old turbine blades with latest Si3D for one of

the turbines at Paguthan plant. This replacement is expected to further improve efficiency of the plant.

We believe that well-being of the communities around us is an integral part of our commitment to grow

responsibly. Communities surrounding our plants face challenges such as lack of good healthcare services,

quality education, financial independence for women, etc. By assisting in addressing some of these

challenges, our effort is to create a long term positive impact. Our community investment programs are

focused on health, education and empowerment of women. Some of the key initiatives include providing

pre/post-natal nutritional food supplements to women and school children, making healthcare accessible to

rural poor by organising medical health camps and creating health infrastructure, delivering education

initiative programs and empowering women through self-help groups, etc. We deliver these initiatives in

partnership with credible agencies and NGOs. The difference these small contributions make in the lives of

people is beyond the monetary measures. In fact, these investments are more than worthwhile and are

essential for a sustainable business. The transformational impacts of our initiatives are gratifying and serve

as a source of inspiration for us. To structurally strengthen these efforts in delivering our social

commitment, we have incorporated the CLP India Foundation in 2011-12.

I am confident that we are making progress in the right direction to create enduring value for all our

stakeholders and to become a sustainable enterprise. We have attempted to provide a transparent account of

our sustainability impacts and performance. Your open and frank opinion on the report is valuable for us

for further improvement and we are look forward to hearing from you.

Rajiv Ranjan Mishra

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C O M P A N Y

P R O F I L E

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We, CLP India Private Limited, established our business presence in India in 2002 with the acquisition of

a 655 MW gas based power plant at Paguthan, Gujarat. Over the last decade, we have grown to over 2,696.8

MW capacity spread across gas, coal and wind assets. We are one of the largest foreign investors in

the power sector in India and also the country’s largest wind Independent Power Producer (IPP) player.

CLP India Private Limited is a wholly owned subsidiary of CLP Holdings Limited which is one of

the largest investor-owned power businesses in Asia-Pacific. CLP Holdings Limited has operations in

Hong Kong, Chinese Mainland, Australia, India, Southeast Asia and Taiwan and is listed on the Hong

Kong Stock Exchange.

Our 655 MW gas-fired combined cycle power plant is located near Paguthan village, in the Bharuch district

of Gujarat. This state-of-the-art plant has set a benchmark in the industry for its highest levels of safety,

environmental and efficiency standards. The plant had won the Prime Minister's award for best performing

combined cycle gas turbine (CCGT) in 2006. It has also achieved NOSA 5-Star accreditation for complying

with internationally accepted safety standards and is also an ISO 14001 certified facility. During the year, it

received the prestigious NOSCAR award for robust safety management systems and consistent and

impressive safety performance with no lost-time injury recorded since September, 2005.

Paguthan Plant

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Organisational Structure

CLP Power India

Private Limited

CLP Wind Farms

(India) Private

Limited

CLP Wind Farms

(Khandke) Private

Limited

CLP Wind Farms

(Theni-Project II)

Private Limited

CLP India

Foundation

Jhajjar Power

Limited

CLP India Private Limited

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Jhajjar Plant

Our Jhajjar plant is a 1,320 MW greenfield project located near Khanpur village in the Jhajjar district of

Haryana. During the year we have successfully commissioned the first unit (660 MW) of the plant.

The on-time and within-budget commissioning of the first unit is a testimony of our commitment to

operational excellence. We have also commissioned the second unit during the first quarter of 2012-13. The

plant is a coal-fired power plant based on super critical technology. 90% of its energy output is contracted

for supply to the Haryana DISCOMs, while the remaining 10% will be sold to Tata Power Trading

Company Limited.

Wind Farms

Our investments in renewable energy projects are driven by the overall strategy to have a balanced portfolio

contributing to low-carbon growth. We have invested in 721.8 MW of wind power projects in India, of

which 481.80 MW is currently operational. We own majority of our wind farms through CLP Wind Farms

(India) Private Limited. All our wind farm operations are certified for ISO 9001:2008 quality standard.

We are also reviewing the prospects of developing solar energy projects and ‘run of river’ hydro projects in

India. As an initial step towards developing solar projects, we have started monitoring solar resources at

three locations to capture more reliable site specific solar radiation data.

Generation Capacity 655 MW

Technology Dual Fuel Combined Cycle Power Plant

Fuel Primary: Natural Gas

Alternate: Naphtha

Number of Generating units 3x135 MW Gas Turbines

1x250 MW Steam Turbine

Key Customer Gujarat Urja Vikas Nigam Limited

Generation Capacity 1,320 MW

Technology Supercritical Coal Based Power Plant

Fuel Coal

Number of Generating units 2x660 MW

Key Customers Uttar Haryana BijliVitran Nigam Limited

Dakshin Haryana BijliVitran Nigam Limited

Tata Power Trading Company Limited

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Wind Farm Capacity Operational Status Key Customers

Khandke, Maharashtra 50.4 MW Fully Maharashtra State Electricity

Distribution Company Limited

Samana, Gujarat 100.8 MW Fully operational Torrent Power Limited,

Gujarat Urja Vikas Nigam Limited

Saundatti, Karnataka 72.0 MW Fully operational Bangalore Electricity Supply

Company Limited

Andhra Lake, 106.4 MW Fully operational Maharashtra State Electricity

Maharashtra Distribution Company Limited

Theni, Tamil Nadu 99 MW Fully operational Tamil Nadu Electricity Board

Harapanahalli, 39.6 MW Fully operational Bangalore Electricity Supply

Karnataka Company

Sipla, Rajasthan 50.4 MW 13.6 MW commissioned Jodhpur Vidyut Vitran

and expected to be fully Nigam Limited

operational by March 2013

Tejuva, Rajasthan 100.8 MW Expected to be commissioned

by March 2013 --

Bhakrani, Rajasthan 102.4 MW Expected to be commissioned --

by March 2013

operational

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O U R

P H I L O S O P H Y

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CLP India was born in 2002 with the promise of delivering:

Economic Value to our capital providers - shareholders and lenders

Social Value to our employees and to the society in which we operate

Environmental Value to our surroundings and our resources

Our philosophy is to become the benchmark for excellence in India

The three values that help CLP India stay true to its Philosophy are -

It means that . . .

Every individual in CLP India constantly works to set new benchmarks for himself or herself, every

single day

We do not aim to surpass industry standards alone, but also our own

It means . . .

Responsibility towards our employees by creating growth and development opportunities

Responsibility towards our stakeholders by creating lasting value

Responsibility towards the community and environment by being aware of our actions

It means . . .

As human beings we are all the same, irrespective of seniority, age, ethnicity or religion

We honour our ethics and expect the others to do the same

Our Values

Operational excellence

Sustainability through responsibility

Respect for all

•

•

•

•

•

•

•

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A W A R D S A N D

A C C O L A D E S

• CNBC TV 18’s Infrastructure Excellence Award for the year 2012 in the main category of Energy &

Power. The award was recognition of our outstanding achievements on the Jhajjar Thermal Power

Plant

The World Institute of Sustainable Energy’s (WISE) Award for Best Wind Power Independent Power

Producers

The annual achievement award, NOSCAR from NOSA Integrated Five Star System, for excelling in

the fields of occupational health, safety and environment risk management. The award was given for our

Paguthan Combined Cycle Power Plant

•

•

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C O R P O R A T E

G O V E R N A N C E

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We believe that good Corporate Governance is not just about policies and procedures, but is also about

adopting it as part of our organisational culture. Our efforts are to imbibe corporate governance as an

integral part of the way we operate and make it every individual’s responsibility to act with integrity.

We are guided by the CLP Code of Conduct and Corporate Governance Framework to ensure that we

conduct our affairs in an honest, transparent and accountable manner. The Code of Conduct consists of

a set of requirements that guide the employees to do what is right. Every employee is expected to adhere to

the Code of Conduct without exception. Our Code of Conduct sets out requirements for:

• Respect for People

• Ethics and Business Integrity

• Avoiding Conflicts of Interest

• Making Political Contributions

• No Bribery

• Moderation in Gifts and Entertainment

• Compliance with Laws & Regulations

• Abiding by our Company Policies & Procedures

• Compliance with Financial Controls & Reporting Requirements

• Protecting our Information, Records and Assets

• Representation on Behalf of the Company

• No Alcohol and Drug Abuse

• Meeting our Responsibilities

• Prompt Response to Incidents and Obligations to Notify

• Compliance with the Code and Obligation to Report

Complete Code of Conduct available at

Our Corporate Governance Framework defines the principles for how we set out company policies and

procedures and covers every aspect of our business. The policies and systems contained in the Code and

necessary checks and balances help us to ensure that our behaviour is consistent with our vision, mission

and values. The code is regularly reviewed at CLP Group level to reflect our experience, regulatory changes,

international developments and stakeholder expectations. We are committed to disclosing our corporate

governance principles and practices, openly and fully, and adopt evolving practices and standards in

the area of corporate governance.

Complete Code on Corporate Governance available at

https://www.clpgroup.com/SiteCollectionDocuments/CLP_Code_of_Conduct_EN.pdf

https://www.clpgroup.com/ourcompany/corporategovernance/framework/

codespoliciesandguidelines/Documents/CLP%20CG%20(hyberlink)%20E_1725%20finish.pdf

Name Position*

Mr. Andrew Brandler Chairman

Mr. Rajiv Mishra Managing Director

Mr. Mark Takahashi Director

Mr. Peter Littlewood Director

Mr. Samir Ashta Director

Mr. Peter Greenwood Director

Name Position*

Mr. Rajiv Mishra Managing Director

Mr. Naveen Munjal Director - Business Development (Conventional)

Mr. Mahesh Makhija Director - Business Development (Renewables)

Mr. Samir Ashta Director - Finance & Chief Financial Officer

Mr. Daniel B. Dexter Director - Technical

Mr. Gopinath Govindan Director - Human Resources

Governance of Sustainability Performance

The Sustainability Committee is a Board level function at CLP Holdings Limited that oversees CLP's

position and practices on sustainability issues, principally in relation to social, environmental and ethical

matters affecting key stakeholders. Mr. Andrew Brandler, CLP India Chairman and Group CEO, chairs

the committee which comprises executive and independent non-executive Directors of the Board of

CLP Holdings Limited. The Committee's key functions are to recognise business opportunities to advance

the Group’s sustainability agenda and also ensure that sustainability risks are properly identified and

mitigated.

Our senior management regularly reviews the performance through:

• Executive Committee meetings: These are weekly meetings that are attended by senior executives and

other relevant functional heads to discuss and analyse various performance parameters

• Operational reviews: These are periodic review for our assets by senior executives and relevant

functional heads to discuss detailed performance of each of our assets i.e. Paguthan, Jhajjar and

Wind Farms

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The Board of CLP India Private Limited

The Board is supported by an experienced and diverse team of senior executives, as mentioned below, to execute our strategy and operations.

*As on 31st March, 2012

• Board Meetings: Quarterly reviews of the performance of the company by the Board.

We have emergency response and crisis management systems in place and we conduct regular plant level

activities to manage disaster and emergency situations. We also conduct root-cause investigations and

analysis for all emergencies and other irregularities, communicate to the relevant government authorities

and take necessary actions.

Apart from the above mentioned management practices, we follow CLP Group practices especially

regarding aspects of Anti-Corruption/Anti-Fraud. Key management personnel issue General

Representation Letter (GRL) to the Group certifying compliance of themselves and their subordinates to

a range of key internal control systems, disciplines and procedures. At the Group level, the Group CEO and

CFO issue GRLs to the Audit Committee.

We create awareness among employees on our Code of Conduct through induction training and regular

communication on updates in the Code. The Code covers principles of anti-corruption including

maintaining strong ethics and business integrity, avoiding conflicts of interest, no bribery, and moderation

in gifts and entertainment. We have also adopted the Group Anti-Fraud Policy which clearly defines

the roles and responsibilities of employees and auditors in developing and carrying out specific programmes

to detect, prevent and report fraud.

All potential violations of the Code of Conduct are investigated by Group Internal Audit (other than

Human Resources related potential violations that are investigated by Group Human Resources).

Management’s proposed disciplinary action is reviewed for consistency by the Group Code of Conduct

Committee.

Code of Conduct sessions are conducted once every four years and the last one was conducted in the year

2011 for all employees. The objective of these sessions is to enhance awareness and understanding of

the Code of Conduct and how it applies to all employees in their work environment and to review work

practices to assure compliance with the Code.

Business Process Controls

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S T A K E H O L D E R

E N G A G E M E N T

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Our stakeholder engagement process is a multi-level dialogue and interaction process. Different

departments / functions interact with various groups of stakeholders. Public Affairs team drives

engagement related to policy and corporate communication while the Human Resources team addresses

internal stakeholders such as employees and also participates actively in community development

engagements. The general practices we follow while conducting our stakeholder engagement is depicted in

the diagram below.

We have a structured employee engagement process guided by our Human Resource policies and practices.

We communicate with our employees through various formal and informal mechanisms. Formal employee

engagement surveys are conducted every alternate year to assess employee engagement levels, reinforce our

Engagement with employees

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Actively involvingour stakeholders

Learning from theirfeedback and responding

Process of Engagement

Our Core Values

Ou

r StrategyB

usi

nes

s O

utl

oo

k

Issues andconcerns mapping

Feedback andreporting

ObjectivesAssessments

Creating Value for our Stakeholders

Engagementactivities

Stakeholdersidentification

Communicationsand engagement

plans development

Business Objectives

Feedback

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strengths and identify opportunities for improvement. The Open House forum provides a platform for all

employees to directly interact with our senior management. Our contractors are also engaged in matters

concerning their safety and welfare. We participate in various group initiatives that help our employees

collaborate with their counterparts at other CLP locations

Majority of our customers are state-owned power off-takers. Our business performance and growth is

closely linked to the performance of our customers, which includes their financial health. We proactively

engage with our customers on financial and technical matters in an open and transparent manner.

Our production capabilities rely heavily on the robustness of the machines we operate and their

maintenance and efficiency determine our power outputs. Majority of our equipment suppliers are Original

Equipment Manufacturers (OEMs). We regularly engage with them on matters of equipment efficiency

and maintenance. We also regularly engage with fuel suppliers to ensure fuel availability for our plants and

plan our operations accordingly. Our Vendor Code of Conduct delineates our expectations from vendors

and suppliers to ensure compliance with all legal and voluntary requirements pertaining to our transactions

with them. We are in the process of implementing a responsible procurement policy statement to further

extend our value framework to the supply chain.

We engage with governmental and regulatory authorities on power sector issues and actively participate in

industry associations to promote power sector reforms and sustainable growth. Some of the significant

issues on which we engage with government and industry associations include fuel availability at an

affordable price, renewable energy policy formulation and tariff related consultation.

We promote inclusive growth through our community engagement programs focusing on building

capacities and empowering communities. The community development teams at our plants engage with

the communities regularly and our interventions reflect the needs of the people. Our community

development agenda primarily focuses on the areas of health, education and women empowerment.

We associate with NGOs and governmental schemes to deliver some of our key initiatives.

Engagement with customers

Engagement with vendors and suppliers

Engagement with regulators and industry associations

Engagement with communities

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Q & A with Dr. R K Pachauri, Director – General, TERI

Q. What according to you are the key focus areas for

companies engaged in the electricity generation

businesses from sustainability perspective?

A. Companies engaged in electricity generation must focus

crucially on protecting the environment. This would

relate to air pollution at the local level, emissions of

greenhouse gases and the need for planting trees as

compensation for their own carbon footprint and any

green cover that they displace. It would also be

useful for power generation companies to start looking at the challenge of energy access for the poor

through specific model projects that they could support and initiate. Additionally, they should be

employers who provide their staff with some training and awareness on environmental issues.

Q. CLP India has been running its electricity business in India since 2002 and has developed a portfolio of

wind, gas and coal based power projects. As a key stake holder, would you consider CLP India on

the right path towards developing a sustainable power business in India?

A. I have high regard for CLP India, and it would be very helpful if they would expand their portfolio to

cover solar energy, and possibly even initiate work in this area through a hybrid project that could use

solar thermal technology in conjunction with gas. I believe the future supply of electricity in India

would depend more and more on using renewable energy sources. Hence, CLP’s portfolio which

includes wind is a very good beginning, and this could be expanded strategically giving it a lead in

the area of renewable energy based energy production.

Q. Do you see value in assigning certain weightage to environmental credentials in competitive bidding

for new power plants, especially if the measures proposed by a bidder are significantly higher than

the ones required as per Indian standards? Is there any policy movement on this?

A. It would certainly help if weightage is provided to environmental credentials in competitive bidding

for new power plants, because after all society bears the costs of environmental damage and

degradation. Hence, if we explicitly take into account the social benefits of cleaner power plants,

providing weightage to this aspect would be perfectly logical.

Q. Post the Durban meet and in the run-up to 2015 COP meeting, what shape in your opinion, will India’s

policies related to emission cuts take? Will the need for growth take precedence over emission targets?

A. It is important for India to pursue a path of development which is low in energy intensity. I cannot see

any merit in a blind aping of patterns established in the developed countries. Hence, while India cannot

possibly bring about cuts in emissions, it may certainly consider cut its emissions intensity of

development.

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Q. Dismal prices of CERs and uncertainty of CDM have negatively impacted investor sentiments.

Do you foresee global consensus on stringent emission cuts and improvement in CER demand in

the near future?

A. It is difficult to predict how the market for CERs and the development of CDM will take place. A great

deal will depend on progress in arriving at global or regional agreements such as Europe has introduced.

However, I believe you will see great importance being placed on actions at the local level, which could

lead to the development of markets on a national or regional basis.

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S U S T A I N A B I L I T Y

A G E N D A

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Our sustainability agenda is focused on achieving responsible growth by taking into consideration

stakeholder expectations and attempting to address some of the key sustainability challenges of

the industry. We engaged with various stakeholders through formal and informal channels to map their

expectations. We interviewed suppliers and contractors, held discussions with customers and lenders,

collected employee feedback and interacted with community members. The stakeholder expectations were

also mapped with our business and CLP Sustainability Framework goals, and discussions with senior

management were held to arrive at the material issues which are of significance to both our stakeholders

and us.

Availability of fuel is a critical concern for our business continuity. Gas supply in the country is severely

affected by the challenges faced in the domestic gas fields to enhance its production. Also, the power sector

has to compete with other priority sectors like fertilizer for gas supplies. There are significant coal reserves

in India but inadequacies in mining and transportation lead to shortage of fuel, both in terms of quantity

and quality, to run our Jhajjar plant. These issues are affecting the entire power sector in India and are

a serious roadblock in delivering affordable power to the end consumer and providing required return to

shareholders. We have reached out to concerned ministries and authorities such as the Ministry of Power,

the Ministry of Petroleum and Natural Gas, the Ministry of Coal and the Central Electricity Authority to

voice our concerns. We are also a part of an industry consortium that represented the power sector at Prime

Minister’s Office (PMO). We welcome some of the initiatives taken by the government to address

the concerns of the power sector and expect improvement in the fuel supply situation in the medium to

long term. In order to manage fuel risk we are focusing on projects that have dedicated fuel supply.

We have also expanded our renewable energy portfolio through investments in wind and are exploring

opportunities in solar and hydro power.

We sell majority of our output to state owned off-takers which are responsible for distribution and sale of

power to the end consumer. Owing to higher technical and commercial losses, some of the off-takers are

facing severe financial difficulties. Our business is susceptible to risks related to delay or default in payment

by power off-takers.To protect the interests of our shareholders, we are comprehensively evaluating

the credit risk of the off-takers before committing to new investments. Recent initiatives taken by Central

and State Governments to improve the financial health of the state owned power off-takers are expected to

yield positive returns in the long term.

Availability of fuel at an affordable price

Financial health of our customers

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Health and Safety

Talent Retention

Community Development

Climate change and Environmental Impact

‘Respect for all’ is one of our core values and we honour every individual’s right to work in a safe

environment. Safety is also a key focus area for us to avoid any operational disruption due to poor safety

management systems. In pursuit of becoming a benchmark for excellence, we strive to implement

the highest standards of health and safety practices. We focus on creating an organizational safety culture,

making safety everyone’s responsibility. This also contributes to a satisfied workforce and enhanced

productivity.

We cannot succeed without a stable, loyal and experienced workforce. Their combined talent, skills,

knowledge and commitment shape the company’s long-term success. India’s power sector has been

expanding rapidly with private sector participation and aggressive capacity addition targets set by

the Government. However, there is gap in the experienced talent pool required to cater to this growth.

Also, the existing manpower training infrastructure is inadequate to supply entry level talent. Talent

management and retention is a critical focus area for us. We strive to provide an enabling and challenging

environment for our workforce to achieve their potential and advance their careers.

Supporting the well-being of surrounding communities is an integral part of our commitment to growing

our business responsibly. We strive to create a positive impact on the communities around our operations

by addressing some of the key societal challenges they’re faced with; these are lack of access to quality

education, health and sanitation, and income generation opportunities. Our community development

agenda, therefore, is designed around the areas of health, education, livelihood restoration and women

empowerment. In order to effectively implement our community development agenda, we will continue to

focus our efforts on programs that address specific needs of communities around our operations and help

improve the overall quality of their lives.

Climate change is a material issue for us owing to the nature of our business. We have adopted

CLP Group’s Climate Vision 2050 as well as CLP Group Environment Policy Statement to guide our

efforts in reducing environmental impacts. We continually strive to minimize our impacts through:

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• Preparing for future climate regulations by proactively investing in cleaner technologies focused on

reducing the environmental impacts of our investments

• Setting higher environmental performance standards, in some cases even exceeding the applicable

regulatory norms

• Strictly adhering to set environmental standards through internal processes, audits and use of

appropriate monitoring technologies

• By increasing our base of cleaner and renewable energy projects

• Continually improving our operational performance through energy efficiency

The objective of our participation in public policy development activities is to responsibly articulate and

take-up issues affecting the sector’s growth with Governments and agencies concerned, and sustain efforts

towards favourable resolutions. To achieve this objective, we play an active role on Power and Renewables

Committees representing organizations such as Confederation of Indian Industry (CII), Federation of

Indian Chamber of Commerce & Industry (FICCI), and TERI-Business Council for Sustainable

Development. Some of the key industry issues that we focus on through participation in these associations

include:

• Availability of fuel, especially scarcity of coal for generation of power in the country

• Issues of common interest affecting power transmission and distribution companies

• Hurdles affecting power producers in the development and setting up of operations in India

• Availability of land for power projects and financial health of power off-takers

Public Policy Development

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E C O N O M I C

P E R F O R M A N C E

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We create direct and indirect economic value for our stakeholders by generating power which is a critical

element for economic and social development. Power sector is a capital intensive sector. It takes 3-5 years to

build a large scale power project and subsequently generate power and earnings. To grow substantially

we need to invest continually in power projects while generating returns for shareholders and maintaining

a fair balance for staff compensation.

We are not listed on the stock exchanges in India and hence are not required to publically disclose our

financial performance. However, CLP Holdings Limited reports CLP India earning details in its annual

report which follows calendar year (CY) reporting cycle. Key highlights of our financial result for CY 2011,

as reported in annual report of CLP Holdings Limited, are given below:

The earnings from our Paguthan plant increased from HK$ 247 million in 2010 to HK$ 391 million in 2011

attributed to the effects of foreign exchange protection under its Power Purchase Agreement and lower

maintenance expense. Our Jhajjar plant recorded a loss of HK$ 223 million in 2011 compared to a loss of HK$

108 million in the previous year. This was mainly due to start-up costs and the exchange loss on the Euro

and USD retention payables of construction work at the closing rate as well as amortisation of forward

points premium of forward foreign exchange contracts relating to the U.S. dollar loan. During this period,

wind farms made a profit of HK$ 21 million compared to a profit of HK$ 10 million in the last calendar year.

During 2011, Samana II and Harapanahalli wind farms began commercial operations and resulted in

increased earnings for wind farms but this was partly offset by the adverse impact of lower than expected

wind resources and grid restrictions at the Theni wind farm.

We manage our finances and investment decisions in accordance with our Company Management

Authority Manual (CMAM). Our fiscal discipline also includes management of cash flow, liquidity risks,

credit risks, interest rate risks, foreign exchange risks, fuel price variability, under-funded pension

obligations, counterparty risks and financial consequences of emerging environmental regulations.

The diversity of our financial partnerships has enabled us to obtain sufficient, cost effective funding for

long-term growth. The strong and rewarding relationship we maintain with our key lenders is

demonstrated by the fact that more than 80% of our lenders have been working with us for more than

a decade.

Our investments can represent a significant boost to local economy, especially in remote regions of

Our Performance

33

Parameter 2009 2010 2011

Revenue 2,786 2,578 2,923

Taxes Paid 251 81 198

Profit 446 141 154

Earnings attributed to shareholder 446 141 154

Amount (HK$ million)

34

the country. We aim to be fair to our suppliers and currently do not choose them explicitly based on

location. Additionally, most of our equipment comes from Original Equipment Manufacturers (OEMs).

However, we engage with local suppliers and support them through a process of hand-holding and intend to

use these suppliers in future to increase procurement from local sources.

This plant still represents the primary source of earnings for our operations and has continued to perform

well. Availability of the plant increased to 91.64% in 2011-12 compared to 91.12% in 2010-11, but the availability

of fuel at affordable price is a major concern of us as well as for our customer.

The Jhajjar plant has been under construction since 2008 and in March 2012 we have commissioned the first

unit (660 MW) of this plant. Coal availability remains a key concern and we are working with Coal India

Limited in order to secure coal supply for stable operation of the plant.

Our wind energy portfolio in India has grown to 721.8 MW and we remained India’s largest IPP player in

wind energy. We commissioned our largest wind farm - Andhra Lake (106.4 MW) in March 2012 and it is

expected to contribute significantly to our financial performance. We continue to exercise greater discipline

and analyse extensively before investments in new projects to ensure wind resources meet our expectations.

During 2011-12, we made new investments in development of 153.6 MW wind assets in Rajasthan.

In pursuing further growth of our business, we will consider bidding for Ultra Mega Power Projects

(UMPPs), in addition to continued expansion of our existing wind energy portfolio. Our focus areas for

2012-13 include:

• Commissioning of second unit (660 MW) of Jhajjar plant on schedule and within budget and achieve

stability in coal supplies

Paguthan plant

Jhajjar plant

Wind farms

Outlook

Local vendor development

Most of the critical equipment for our plants is supplied by OEMs. To reduce cost and to

contribute to local economic development, we are constantly evaluating alternate vendors to

OEMs who provide us with refurbishment services without compromising on the quality.

Towards this end, we working with local vendors for MPR bank refurbishment and critical

pumps shaft and bearing refurbishment at Paguthan plant. This will also result in cost savings as

these services cost 25% to 30% of OEM cost.

• Commissioning of our wind projects at Sipla, Tejuva and Bhakrani

• Securing long-term gas supply contracts for Paguthan plant

• Improving our wind resource estimation and project execution capabilities for new wind projects to

match the original investment case

• Pursuing new large coal-fired power projects, likely to be in the form of a UMPP, either on our own or

through joint venture

• Continuing existing efforts to diversify our portfolio by ‘run of the river’ hydro and solar projects,

although such projects will be considered only on selective basis having a regard to critical issues such as

land acquisition, reliable technology and a supportive tariff regime.

35

E N V I R O N M E N T A L

P E R F O R M A N C E

36

37

We are aware of the environmental impacts of our operations and constantly endeavour to minimize such

impacts to the best extent possible. Our Environmental Policy covers aspects of environmental compliance,

responsible use of resources, monitoring and reporting of key environmental performance indicators,

employee training, knowledge-sharing on environmental aspects with different stakeholders and supporting

Government / Industry efforts in development of environmental policies. Our environmental performance

is reviewed periodically by the Executive Committee. Our environmental expenditure for Paguthan plant

during the year was around INR 4.76 million.

We have adopted CLP Group’s Climate Vision which delineates carbon dioxide emissions intensity

reduction targets at the group level. We have set an ambitious target of reducing group level emissions

intensity to 0.2 kgCO2/kWh by 2050 from baseline emissions of 0.84 kgCO2/kWh (2007). We have

achieved an emission intensity of 0.8 kgCO2/kWh at the group level in 2011 and 25% of this reduction is

attributed to CLP India’s operations. To achieve our 2050 targets, we have identified four focus areas –

renewable energy, natural gas, clean coal technology, and energy efficiency and conservation.

Our wind portfolio significantly contributes to lower emissions intensity at both group level and India

level. We have invested in 721.8 MW of wind power projects, of which 481.8 MW is operational. During

the year, 21% of total electricity generated by us was from our wind portfolio. This represents a 37% growth

in wind based electricity generation compared to last year. We will continue to carefully expand our wind

portfolio. We are also exploring opportunities in solar power projects and ‘run of the river’ hydro power

projects.

Natural gas will contribute to meeting the growing demand of electricity through cleaner sources.

Our Paguthan plant exported a total of 3,041 GWh of electricity during the year compared to 3,612 Gwh

last year. The plant maintained a higher availability of 91.64 % compared to 91.12 % last year. However

the electricity generation was impacted due to lower availability of gas.

Coal will continue to contribute to most of the capacity addition in India. We will invest in clean coal

technologies like super-critical technology to reduce our emissions intensity. The first unit (660 MW) of

our super-critical technology based Jhajjar power plant was commissioned during the year.

At operational level, we focus on energy efficiency and conservation to reduce our emissions intensity.

We regularly upgrade our technologies to better and efficient available technologies. During the year, our

Paguthan plant completed the major overhaul of one gas turbine (GT) on completion of 100,000 equivalent

hours of operation. We have utilised the overhaul to upgrade to superior Si3D (Siemens innovative 3

Energy and Climate Change

Renewable energy:

Natural gas:

Clean coal technology:

Energy efficiency and conservation:

Other emissions – 2009-10 2010-11 2011-12Paguthan plant

SO2 Tonnes 18.54 14.76 12.43

NOx Tonnes 784.61 577.87 466.27

ODS kg CFC-11 eq Not measured Not measured 2.2

GHG emissions (Scope I) – 2009-10 2010-11 2011-12 Paguthan plant

CO2 Tonnes 1,875,446.63 1,517,833.82 1,280,983.67

CH4 Tonnes 30.89 27.53 23.39

N2O Tonnes 3.1 2.78 2.36

Sf6 Tonnes 0.01 0.01 0.04

Direct energy consumption – 2009-10 2010-11 2011-12Paguthan plant

Diesel kl 736.81 834.77 883.39

Petrol kl 424.96 289.21 113.12

Wind GWh - 2,842.89 2,366.10

Electricity used onsite GWh 281.65 251.56 226.43(Auxiliary consumption)

38

dimensional design) technology for turbine blades and vanes. Subsequent to the implementation of Si3D

upgrade, the GT efficiency improved by approximately 1.48%, provided additional output of 4.2 MW and

reduced the CO2 emissions by approximately 2 kg/MWh. The overhaul was also used to conduct life time

extension / residual life analysis studies for various components to identify opportunities to further

enhance operational efficiency. During the year, we implemented energy conservation projects in various

areas of plant operations at Paguthan resulting in 237.77 MWh of energy savings and 109 tCO2 emission

reductions .

Net electricity generated 2009-10 2010-11 2011-12

Paguthan plant GWh 4,541.24 3,612.41 3,041.24

Windfarms GWh 196.30 527.72 831.57

Total GWh 5,065.68 4,140.13 3,872.81

Fuel consumed for generating 2009-10 2010-11 2011-12electricity – Paguthan plant

Gas TJ 37,347.94 30,238.34 25,692.24

Oil TJ 0.17 100.28 80.87

Material Stewardship

Our material management practices are aimed at increasing our resource efficiency, and reusing and

recycling the waste. Most of our raw materials are fuels which are used in generation of electricity. For

other types of materials, we have put in place policies and practices that help us use them most efficiently.

We focus on resource optimization to reduce the waste generated. Some of the key resource conservation

measures at Paguthan plant include:

• Reduction of use of consumables for routine/ outage maintenance

• Reduction of use of raw material by promoting repairs / refurbishment of components like old shafts,

mechanical seals, damaged valves, sleeves, spare parts etc

• Maximum life from components before scrapping

• Repairs of fuel oil burners for our Gas Turbines

• Tool box talks to continuously educate the working staff on importance of resource conservation

• Reduction of consumption of spares and thereby saving capital / revenue expenditure

To reduce the waste generation, we have arrangements for buy-back of printer cartridges, chemical

containers, air filters and refurbishment of the used items from the equipment. We recycle valves through

external agencies. We also recycle plastic fins waste generated from the cooling tower to make benches for

the township lawns. Food waste from the township and our canteens is vermi-composted and majority of

packaging materials are re-used. In order to ensure reduced paper consumption, we are implementing

EDMS (Electronic Data Management System) in phase-wise manner to track all technical documents,

quotations, etc.

39

Energy conservation – 2009-10 2010-11 2011-12Paguthan plant

Energy conservation MWh 192.07 315.25 237.77

GHG Emission reductions due tCO2 87 128 109to energy conservation

Chemicals consumption – 2009-10 2010-11 2011-12Paguthan plant

Hydrochloric Acid Tonnes 82.89 117.05 113.04

Caustic Soda Lye Tonnes 47.4 78.33 68.6

Sulphuric Acid Tonnes 407.84 325.03 251.09

Chlorine Tonnes 47.7 52.2 47.7

Non Ferric Alum Tonnes 193.53 214.9 195.44

Ammonia Tonnes 2.04 2.4 2.35

Hardness Stabilizer Tonnes 15.48 18.83 15.49

Waste recycled – Paguthan plant 2009-10 2010-11 2011-12

Waste oil kl 2.71 18.72 15.82

Metal drums No. 0 0 392

Waste generation – 2009-10 2010-11 2011-12 Paguthan plant

Waste oil kl 2.72 19.31 16.63

Prescribed solid waste Tonnes NA 30.66 29.38

Ferrous waste Tonnes NA 325.03 251.09

Wood Tonnes NA 10.25 8.1

Glass Tonnes NA 1.22 0.71

Other metal (e.g. copper, etc.) Tonnes NA 0 0.9

Paper Tonnes NA 0.90 1.78

Water withdrawal – 2009-10 2010-11 2011-12Paguthan plant

Surface water - cooling kl 5,239,653 4,452,538 3,740,792

Surface water – non-cooling kl 707,525 538,800 638,523

Water recycled/reused – 2009-10 2010-11 2011-12Paguthan plant

Water recycled/reused kl 30,995,631 26,446,623 22,140,827

Water discharged – 2009-10 2010-11 2011-12Paguthan plant

Water discharged – cooling kl 758,894 576,048 483,030

Water discharged – non-cooling kl 101,150 93,250 91,377

At our Paguthan plant we withdraw water from the Narmada river which is about 25kms from our plant.

This water is used for both the cooling towers make-up water and for domestic purposes. The water used

for condenser cooling system is recirculated to optimize the make-up water requirement.

Water Management

40

We manage waste water in an environmentally sound manner. The site run-off at Paguthan plant is

collected and reused wherever possible. The waste water is treated to a quality that is in compliance with all

41

the discharge requirements. Leakages and spills, if any are cleaned and contained. The treated water from

the Paguthan plant township sewage disposal system and from the cooling water blowdown is used for

horticultural purposes. The treated water from cooling water blowdown contributes to 20% of water

requirement for horticulture purposes. We also harvest rainwater at Paguthan plant by collecting the roof-

top rainwater and diverting it to raw water reservoir for reuse.

Apart from the local legal requirements on biodiversity management, we assess the projects based on

CLP Group standards and internationally accepted guidelines such IFC Performance Standards and

Equator Principles. We endeavour to comply with such stringent requirements on biodiversity

management. We have put in place suitable biodiversity management programs at all our assets. At

the Paguthan plant, we formally documented variety of flora and fauna present in and around the plant

with the help of an independent expert in 2008 and conducted a follow up survey in 2011. The results of this

second survey will soon be published. A recent tree census in 2011 at Paguthan campus recorded 34,250 trees

in addition to beautiful lawns in the campus, making the campus lush green and scenic. The green habitat

has undoubtedly attracted many new species of fauna recorded during follow-up study.

Biodiversity

42

W O R K F O R C E

M A N A G E M E N T

Employees are at the core of our performance and success. We work towards creating an enabling and safe

work environment that promotes operational excellence, teamwork, fairness, diversity and respect for all.

As an equal opportunity employer, we provide opportunities to all without any discrimination on the basis

of gender, race, nationality, religion, or family status. Our people practices are aimed to attract and retain

the best talent in the industry and contribute to their professional and personal growth.

Our employee strength as on March 31, 2012 was 382. We also had a contract workforce of 3,396.

We encourage employment of local residents in our power plants depending upon the availability of roles.

43

As on 31 March 2012, 7% of our Managerial and Professional Staff and 17% of our Administrative and

Support Staff were women. 71% of the 78 new recruits in the last Financial Year were less than 30 years of

age and 10% of the new recruits were women.

We had a voluntary turnover rate of 6.8% amongst our employees in the financial Year 2011 - 2012. 19% of

the employees who left were less than 30 years of age and 12% of the exiting employees were women.

Workforce Age Profile

250

100

50

<30 years

150

200

30-50 years >50 years

131

35

35

121

46

239

Administrative and

Support Staff

Managerial and

professional Staff

Senior Management

6,000

5,000

4,000

3,000

2,000

1,000

2009-10 2010-11 2011-12

2,780

5,376

3,396

217 330 382

Contract workforce

CLP Employees

Workforce Profile

44

Management Development and Succession Planning:

Learning and Development:

Management Development and Succession Planning:

Campus Hiring:

Competency Framework:

Learning and Development:

Management Development and Succession Planning:

Campus Hiring:

Competency Framework:

Our learning and development framework is aimed to build capabilities to meet current and future business

needs and develop leadership skills to make the business future ready. This critical function is also a means

of ensuring that we reinforce our core values and desired behaviours. Learning and development initiatives

are identified and planned based on the gaps identified during the performance evaluations as well as inputs

from business leaders. Development plans for employees are based on the 70:20:10 principle - 70% learning

through on-the-job learning, 20% through learning from seniors and others and 10% through formal class-

room training programmes. The average training man-days as on March 31, 2012 was 4.77 days.

We had organized a day-long session for our women colleagues on Interpersonal Effectiveness. This session

was conducted by Prof. Neharika Vohra, a professor at IIM-Ahmedabad in the area of Organizational

Behaviour. The focus of the session was on the following areas:

• One's patterns of behaviour and its impact on others

• Discovering one's potential

After the session, Prof. Vohra facilitated a discussion between the participants on working towards setting

up a Women’s Forum within the organization.

Our management development and succession planning as well as talent review processes ensure that

critical positions are evaluated for availability of successors and appropriate actions are taken from a long-

term perspective. This is in line with our commitment to facilitate development of employees as well as

helps mitigate the business risk arising from employee turnover in critical positions.

The Graduate Engineer Trainee(GET) program grooms a set of future leaders to take up technical roles

in the organisation. Considering the limited pool of qualified technical personnel in the power sector,

our GET program was revamped to select engineering graduates from premium engineering institutes

like the National Institutes of Technology (NIT) in the states that we operate in. They are then put

through a customized six month training at National Power Training Institute, Nagpur, followed by

a six month on the job training at our assets before they are formally inducted.

The Management Trainee (MT) program introduced last year focussed on grooming a new generation

of leaders by attracting talent from select B-schools. During the 12 month structured programme,

the trainees went through cross functional stints before they were absorbed in a function.

We believe that ‘how’ an employee achieves his or her target is as important as ‘what’ is achieved. Towards

this end, in early 2012, we launched the CLP India Competency Framework. The framework details five

behavioural competencies which an employee is expected to demonstrate at work. These competencies are:

• Collaboration

• Developing Self and Others

• Shared Vision and Strategic Thinking

• Operational Excellence

• Respect for People

Specific behaviours, against each of these competencies, have been spelt out for each level of employees and

workshops were held across the organization to ensure a common understanding. This framework has also

been integrated with the Performance Management System.

Continuing our efforts on the leadership development front and to create a culture of giving and receiving

feedback, we initiated a 360 degree feedback exercise in 2011 for the senior management team. The feedback

covered observed behavior around CLP leadership competencies and our values framework. The exercise

resulted in a Personal Development Plan for each participant to further strengthen the leadership

competencies.

Senior level employees are also provided with an opportunity to participate in international programs

organized by the group aimed at developing general management and leadership skills. Examples include

the consortium program at IMD, Switzerland and the Windsor Leadership program.

While we track training man-days provided, we recognize that development is driven by our employees and

their supervisors on the job. We also ensure that due attention is paid to the relevance of training programs

and effectiveness of the same.

It is well known that successful companies are built on strong teams. The CLP Group Challenge is a great

platform for employees to exhibit and hone people skills such as communication, time management,

resource allocation, and decision making under pressure. The Challenge focuses on exposing

the participants to different environments and conditions through a series of physical and mental

challenges. Teams from across the CLP group participate in this event that consists of five separate stages.

Each stage is designed to test a specific skill, in both the individual and in the team. The top performing

teams go ahead to represent CLP group at the Hong Kong Challenge.

We have put in place a variety of forums and platforms to ensure on-going two way communication.

Every six months, the Managing Director addresses employees at each of our locations. This is in addition

to periodic business updates sent to all employees on email. Some of the other communication mechanisms

are:

360 Degree Feedback:

CLP Group Challenge:

Communication:

45

a. Intranet: The intranet was formally launched as a means of strengthening communication during

the last year. Announcements and policies are updated on a regular basis, keeping employees abreast

with latest developments and changes.

b. Employee Engagement Surveys: Employee Engagement Surveys are conducted every alternate year

through reputed third party agencies. The last such survey was conducted in 2010. All employees across

locations and across levels are encouraged to participate in such surveys. The feedback is analysed and

action plans are made to address employee feedback.

c. Special Task Forces (STF’s): We have employed the collaborative decision making approach where

employees in cross functional groups deliberate on live issues and arrive at solutions. Some of the STF

assignments are: Work Safe, Plant Stabilization – Mission 1320 MW, High Plant Upkeep Standards,

Enhancing Township environment and maintenance standards, Coal Handling Plant Stabilization to

name a few…

Central to CLP Group’s success over the past century has been the firm commitment to a set of business

principles and ethics that help drive the Company forward. The CLP Code of Conduct provides the guiding

principles for all company employees to do what is right, behave with integrity and honesty, treat people

fairly, respect diversity, obey all laws, accept accountability, communicate openly, and always behave in

a way that is beyond reproach. The Company expects all employees to observe and apply these principles in

the conduct of the company’s business. We care how results are obtained, not just that they are obtained.

To deepen the understanding of this code, awareness and reinforcement programmes are carried out

regularly in a structured manner.

Our employee benefits including medical and life insurance, HRA / accommodation, leave etc. are

benchmarked to be best in class. Our efforts in creating a culture of ‘Whole Brain Thinking’ and

appreciating differences using the HBDI model as well as collaborative decision making was the subject

matter of a presentation at the annual conference of ASTD as well as a case-study.

Overall as an organization our value proposition to our employees is a career with an organization with

a balanced portfolio where growth goes hand in hand with environmental commitment and financial

discipline, where work life balance is as important as individual performance and above all, where respect

for each individual is paramount.

Code of Conduct:

46

Quest: A suggestion scheme was piloted at our Paguthan plant. Suggestions are invited from

employees on improvements in productivity and quality. The suggestions received are evaluated

and those deemed fit are implemented. The selected suggestions along with the name of

the employee making that suggestion are recognised and appreciated.

47

48

H E A L T H & S A F E T Y

Safety Management

Safety is always our top priority and we make every effort in providing our staff, including contract staff,

a safe working environment. We work towards maintaining the highest standards of occupational health

and safety management at all our operations and share best practices across the Group. We have adopted

our group safety policy to steer our efforts in safety management. The safety performance is periodically

reviewed by the Executive Committee. Our Group Director-Operations is the chairman of the Group

Safety and Health Committee. He is the steering head of our safety initiatives and reports directly to

the Group CEO and CLP Holdings Board.

There are five subcommittees under the Group Safety & Health Committee responsible for reviewing best

safety practices across our portfolio as well as across the power industry. At CLP India, we have a Safety

Health & Environment (SHE) apex committee through which the senior management discusses and

reviews our SHE systems and performance. This committee is advised by other forums like SHE

coordinators committee, SHE representative committee, Contractor SHE forum, off-the-job SHE

committee, Internal Ergonomic Advisory Committee (IEAC) and SHE walks carried out by the senior

management. We have Operational Emergency Preparedness plans at our plants.

We have implemented NOSA (National Occupational Safety Association, South Africa) integrated five

star SHE management system at the Paguthan plant. All incidents, near misses and injury cases are

investigated through the Group Safety Information System (GSIS) and we use these investigations to

improve our systems and processes. In recognition of our robust safety management systems, the Paguthan

plant received the prestigious NOSCAR award in 2010-11.

As a safety initiative, all departments conduct periodic toolbox talks (TBT) involving employees and

contractors. It is a continuous learning forum wherein all the participants are encouraged to discuss work

related observations/incidents/ near misses with a view to prevent recurrence. The toolbox talks are

planned to cover various SHE practices and safe working procedures. The talks also cover qualitative and

technical aspects of the job so as to improve the technical standard of the work. During the year,

we provided 21,674 man hours of training on safety covering 2,172 employees and 12,403 contractual workers.

Safety management for a project of the scale of Jhajjar plant is a challenge, especially in the construction

phase. We have taken numerous initiatives to enhance the occupational health and safety standards at

the project site. Site senior management are directly involved in safety inspections of the site through

Corporate Walk Down. Our temporary electrical installations are kept safe through well developed

procedures and guidance issued for use, making it one of the best temporary electrical installations for

construction across the industry. A unique drive, Project Sunflower was launched this year and

implemented in order to continually improve the on-site safety conditions.

We regret to report two fatalities of contractual labour at our Jhajjar plant involving an incident of

suffocation in a confined space. Based on findings of the incident investigation, we have taken a number of

49

necessary steps to prevent such an incident in the future. We are constantly evaluating and identifying

confined spaces at the site and have developed a comprehensive response system for any confined space

emergencies. We also had two separate incidences at Andhra Lake wind farm which resulted in total two

fatalities of contractual labour. Complex site terrain, tough weather condition and inadequate transport

safety systems at the wind farms were identified as root causes of these incidences at Andhra Lake.

We have reviewed the contractor safety system and suggested additional measures to prevent unsafe

practices and events.

We care for our contracted workers the same way as we do for our employees. We assist our contractors to

attain the same level of occupational health and safety standards as that of our own and provide safety skill

and induction training to contractors at our sites. We have created a SHE Contractor Forum Committee

which organises regular meetings as a platform for communication. The committee also prepared SHE

Contractor Guidelines that were circulated to all contractors. These guidelines introduced SHE key

performance indicators to the contract awarding process, thus effectively promoting the value of safety

considerations at the early stage of service procurement.

Safety management of our investments in wind farms is part of the O&M contract with the operator.

We review the safety management systems adopted by the wind farm operators at regular intervals.

The safety performance of wind farms is also presented to Executive Committee for monthly reviews.

We operate 24-hour Occupational Health Centre (OHC) at Paguthan and Jhajjar plants. OHCs are well

equipped with facilities to handle general medical cases and most of the emergency cases.

Acute emergencies requiring additional medical support are referred to nearby medical facilities competent

to handle such situations. Annual medical check-up is arranged for all staff and all contractual labour is

Health Management

50

Paguthan Plant Jhajjar Wind Farms

CLP Contractors CLP Contractors CLP Contractors

Lost time injuries No. 0 0 0 13 2 10

Fatalities No. 0 0 0 2 0 2

Lost days Days 0 0 0 597 2 104

First aid cases No. 0 2 1 126 0 15

Near miss cases No. 22 2 2 124 0 58

Manhours worked Manhours 227,271 1,418,942 468,054 11,598,982 117,816 1,332,740

Lost time injury rate 0 0 0 0.22 3.40 1.50

Lost day rate 0 0 0 10.29 3.40 15.61

Safety Parameter

subjected to pre-employment medical check-up. Training on occupational health topics such as personal

health & hygiene, ergonomics, hearing conservation, first aid, health hazards in various work groups, work

related stress management etc., are provided through TBTs. Health awareness is also created among

employees through posters and email communication.

A cross-functional IEAC is formed at Paguthan plant to assess and address issues relating to workplace

ergonomics and also promote healthy lifestyle. A Wellness Program was designed at Paguthan plant to

address complete health care needs and enhance awareness and understanding on health topics of our

employees and their families. We have a first aid training program that extends not only to our employees

but also to their families and local school teachers. We have a HIV awareness program for our contract

workers aimed to spread awareness about modes of transmission and prevention of HIV/AIDS. We also

conduct programs to create awareness on some critical diseases like tuberculosis, malaria, cardiac

emergencies etc. We have taken steps towards improving the health and sanitation at labour camps near

Jhajjar project area by conducting regular pest control and ensuring safe potable water through our water

treatment plant to prevent water borne diseases. We also have in place a waste disposal system at the labour

camp in order to prevent health hazards from rotting garbage.

Fitness of fire and security services is critical in managing emergency situations. With a view to enhance

and sustain their physical fitness, round the year, we launched a program of ‘Inter Services Sports’ (ISS)

for these teams. Under the ISS, we are organizing different sporting events across the year.

51

C O M M U N I T Y

D E V E L O P M E N T

A N D E N G A G E M E N T

52

53

The CLP India value framework aligns our commitments to

the community with the overall organizational goals. We care for

the communities and work towards their betterment by investing in

opportunities for social development and empowerment of under-served

sections. Through our community interventions, we aim to be a social

enabler by creating opportunities for communities leading to a self-

sustaining and long term improvement in their quality of life.

Our community development agenda focuses on addressing some key

societal challenges such as access to quality education, health and

sanitation, and income generation opportunities. We organise our programs in a manner where

the members of the local communities directly benefit from either our programs or through our NGO

partners. We also support and encourage governmental programs designed to uplift the under-served.

While measurable benefits for the community are important, it is the way in which we engage that makes

us stand out compared to others. We have mechanisms in place to understand community issues. We work

to address these in a way which builds on the strengths of the community as well as the company. We have

dedicated community development teams at our Paguthan and Jhajjar plants.

Over the decade, we have invested significantly in the surrounding communities of our Paguthan plant.

We focus our activities around 10 villages within a 6 to 7 km radius of the plant and have wider engagement

beyond these villages as well. These villages have a total population of around 25,000. Paguthan plant’s

community investment focuses on Health, Education and Environment with a cross-cutting focus on

empowerment and building sustainable livelihood.

Our community engagement at Jhajjar plant focuses primarily to cover the 4 villages affected by our plant

namely Khanpur Khurd, Khanpur Kalan, Wazidpur & Jharli. These villages are located within 5 km radius

of the plant and have a combined population of 8,000. Jhajjar plant continues to distribute annuity to

the land outsees in line with R&R policy of Government of Haryana. A social impact study was carried out

by a third party, ERM to identify the needs of the communities. We plan our interventions on the focus

areas, given below, derived as an outcome of this study.

• Education

• Health

• Environment

• Employment

• Income generation

We encourage employees and their spouses to take part in community development activities, inculcating

in each of them a sense of responsibility towards the communities. At Paguthan plant, Joy of Giving Week

54

Celebration in the month of October, 2011 saw 224 items being donated by employees to needy people and 20

HIV affected/infected children were invited to the township for a day’s picnic. Paguthan plant employees

and their families volunteered a total of 282 hours for our various initiatives during the year.

The impact all these initiatives have created to positively affect the lives of people is beyond monetary

measure. This is a great source of inspiration for us to continue to engage with the communities and work

even harder to contribute to their prosperity.

We believe that education is a key tool that can help alleviate poverty and bring about prosperity in rural

India. Since 2004 we are engaged with Pratham, a NGO to roll-out an education program in surrounding

areas of the plant and select urban slums. The overall objective is to universalise primary education and

improve the ability to read among 2,700 students in 10 selected villages and four urban slums in Bharuch

district. These students are taught by 50 tutors. Informal educational evening classes are organised by

the Extension Volunteers in these villages. Currently, over 200 children in the age group of 6-14 are enrolled

for this initiative and a remarkable improvement is observed in reading abilities of these students.

In 2011, we organised an educational tour which involved 2000 students aged 6-18 years and took them to

visit a ship-breaking site. Games and activities were conducted during the tour including talks on topics

such as health and safety. We also are supporting educational initiatives of Government and have direct

contact with officers who can assess our achievements.

Our Young Power Program (YPP) is a unique initiative to engage students to embrace sustainability.

The theme for YPP 2011 is ‘KISS the world’, where ‘KISS’ stands for ‘Keep It Sustainable and Strong’.

We have chosen eight teams to be part of YPP 2011 which were selected from 20 teams representing eight

schools in Gujarat. The selected 8 teams underwent a four-week activity-based learning program under

the guidance of CLP mentors. The program focused on aspects like team work, leadership skills, power

industry, environmental issues and social responsibility. The outcome of the program is expected to help

the students develop novel sustainable solutions to combat climate change at societal, organisational and

governmental level.

Education

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Activity center, Educational initiative program with PRATHAM,

Educational Support to Poor students, School Enrollment

Campaign, Informal education classes, Installation of playground

equipment at Anganwadi, Best School of the Year Award Scheme

2011-12

Education initiaives Number of beneficiaries

4,100+

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We identified health and education as focus areas for our Jhajjar plant community development agenda.

We intend to roll-out structured educational initiatives in the surrounding communities. Currently, we are

providing clean drinking water to the government aided schools in Khanpur Kalan benefiting about 1,000

children.

Our health programs at Paguthan plant include maternal and child health support, HIV support program,

medical camps and vaccinations. We have partnered with Sewa Yagna Samiti, a local NGO that helps

ensure the poorest and most vulnerable have access to health care in the district. Since 2003, there have been

improvements in basic nutrition for approximately 1,100 children and 250 women who are provided with

health supplements at 17 anganwadis in 10 villages. A survey conducted by CSR Asia in 2010 to assess

the effectiveness of the program revealed that 94% respondents have seen an improvement in their child’s

health as a result of the program and 99% responded that their children do not get as frequently sick as

before. We have observed improvements in the CD4 cell count for about 80% of the HIV infected children

who are served through our HIV support program.

At Jhajjar plant, general health, eye check-up and immunisation camps have been organised for the near-by

villages. We have organised 10 eye camps in nearby villages where 902 patients were treated for ocular

problems.

As part of our health initiative we have commissioned a mobile health clinic in collaboration with

Wockhardt Foundation. The mobile health van visits all the villages every alternate day ensuring complete

coverage and availability of health services to everyone. Since September 2011, more than 7,600

consultations were carried through the mobile clinic. We also have plans to set up a 50 bed hospital close to

our Jhajjar plant which will benefit the surrounding communities.

Health

57

Health Initiatives Number of beneficiaries

5,600+Nutrition program, Fruit Distribution, Support to Pulse Polio,

Support to Poor Patients - Sewa Yagna Samiti , Nutritional kit

distribution to HIV infected / affected children, CRE Training

Program, Blood Donation Camp, First-aid orientation training

(for school Teachers), “Mother Moments” Campaign, Medical Camp

(Kothi Village), Jeevanshailee Program, Eye Camp (Khanpur Kala

Village)

Environment

Empowerment

Providing a clean and healthy environment for our communities is priority area for us. We have made

considerable improvements to sanitation and general environment of surrounding communities. We have

built 108 toilet blocks as part of Total Sanitation Campaign in the surrounding villages of Paguthan plant in

year 2008. We regularly arrange various environment awareness events, engaging village youth, students,

women and village leaders. We have made significant efforts to engage local community members in

contributing to the CLP Group wide tree-planting programme. A biodiversity survey of the area in and

around the plant was conducted with the help of an expert. The results of the survey will be soon

published as a book and it will serve as a source of information on local biodiversity.

We have helped establish 14 women self-help groups (SHGs) in the surrounding villages of Paguthan plant.

These SHGs serve as a platform for women empowerment through livelihood generation, benefitting 190

women. We help mobilise women to form SHGs, support them in accessing bank loans and provide skill

development trainings. Most of these SHGs are engaged in producing nutritional kits for our nutrition

initiatives. The bank balance of these SHGs has increased over the years to INR 6,85,420 as on end of

2011-12.

The SHGs have played a significant role in transforming the lives of these women. The income generation

activities of SHGs not only supplement the income source of their families but also help them earn respect

of the family as an earning member. These women have been a source of inspiration to other women in

near-by villages, leading to greater women empowerment. The new found respect within the family and in

the village has boosted the confidence of these women to freely express their views and also actively

participate in village development activities. We anticipate that, over the years, this will contribute to

a greater societal change towards self reliability of women.

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Engaging College students for Environment awareness ( Presentation

on Antarctica Expedition by Cool Captain India 2011), Collaborating

with CEE (towards green future), World Environment Day

Community Event 2011, ‘A Day with Botanist’ program

Number of beneficiaries

10,300+

Environment Initiatives

At Jhajjar plant, the surrounding villages are primarily agrarian based and heavily dependent on monsoon.

In order to enhance the economic condition of these villages and to help them supplement their major

income source, we started training programs for the villagers on agriculture-like activities such as vegetable

cultivation and animal husbandry. An exposure visit for the farmers was organised to help them improve

their farming skills and impart scientific cattle management skills. We have also organised nine veterinary

camps to train farmers on animal husbandry practices and 542 animals were vaccinated and treated at this

camp.

59

Ms. Vrunda Patel joined our community development program as an extension volunteer in 2001.

She regularly conducts informal education classes in her village and is a popular mother-mentor

among adolescent boys and girls. She later became a member of “Jagruti” SHG and is now

an active member of the group. Participating in SHG activities has helped increase her family’s

income through her earnings. Her financial independence has increased her respect in the society.

This has enhanced her confidence levels to involve herself in other social activities. Her active

participation in social activities also helped her become the role model for other aspiring women.

Her gradual transformation to a role model prompted her to take up a more active role in village

development activities. In recent village elections (2011), she was elected to be a member of Gram

Panchayat, the village governing body.

“After joining CLP’s community work as an extension volunteer, my life has changed.

With improved self-confidence, I now actively take part in village development

activities”

- Vrunda Patel

G R I C O N T E N T I N D E X

60

This index provides references to reporting of standard disclosures and performance indicators of GRI G3.1

(2011) guidelines including the Electric Utilities Sector Supplement (EUSS).

61

About the report 4 3.1,3.5,3.6,3.7,3.8 3.2-This is our first sustainability

report in the public domain. Our

earlier sustainability for 2010-11

was limited to internal

circulation.

3.3- Reporting cycle is annual

3.4 – Cover Page (Back)

3.9 - Relevant explanations have

been provided in the individual

section where necessary

3.10 - Not Applicable

3.11 - Not Applicable

3.13 – This report is not assured by

an external agency

Message from Managing 5-7 1.1,1.2

Company Profile 8-12 2.1,2.2,2.3,2.5,2.6,2., EU9-We do not have

power sites in India

Our Philosophy 14-15 4.8

Awards and Accolades 16 2.10

Corporate Governance 18-21 4.1,4.2,4.3,4.4,4.6,4.

8,4.9,DMA SO,

HR10,EU19,SO2

governance standards.

SO3 - All our employees are trained

in our anti corruption policies.

SO4 - There have been no instances

of corruption detected in the

reporting period.

SO6 - We have not made any

Director

any nuclear

7,2.8,2.9,EU1 DMA

EC,EU10

SO2 – All our business units are

analysed for risks related to

corruption as per our corporate

Report Section Page Numbers GRI Reference Additional information/remarks

financial contribution to any

political party or politician.

SO7 - There have been no legal

actions against us for anti-

competitive behaviour, anti-trust,

and monopoly practices.

SO8 - No monetary fine or non

monetary sanction has been imposed

on us for non compliance with laws

and regulations in the reporting

period.

PR4 - There have been no incidents

of non-compliance with regulations

and voluntary codes concerning

product and service information and

labelling.

PR6 - We adhere to standards

defined by the Advertising

Standards Council of India for all

our marketing communications.

PR 7 - There have been no incidents

of non-compliance with regulations

and voluntary codes concerning

marketing communications,

including advertising, promotion,

and sponsorship.

PR8 – Not applicable

PR9 - No monetary fine or non

monetary sanction has been

imposed on us for non compliance

with laws and regulations

concerning the provision and use of

products and service in the reporting

period.

Stakeholder Engagement 22-26 4.4,4.14,4.15,4.16, PR3 - The product of our company

is electricity. We supply

information about the same as

directed by the Ministry of Power

and the State Electricity Boards.

4.17,PR5

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Sustainability Agenda 28-31 1.2,3.5,4.13,EC2,EU6, 4.12 - Currently, we do not subscribe

to any external environmental or

social charters. We have our

Climate Vision which lays stringent

targets for carbon reduction and we

strive to meet the same.

Economic Performance 32-35 2.8,DMA EC,DMA EC3-Total Gratuity Fund Valuation

for the year was INR 43.23 million.

EC4-We have not received any

significant financial assistance from

the government during the reporting

period

EC6-During the year, we procured

10.21% goods and supplies from local

supplier at Paguthan plant, wherein

local is defined as India.

EU8 – CLP Group promotes research

and development activity aimed at

providing reliable electricity and

promoting sustainable development.

Additional information on CLP

Group’s R&D initiatives and CLP

Technology Roadmap can be found in

the Group Annual Report 2011

accessible at https://www.clpgroup.

com/sr2011/eng/full/index.html.

HR1 - All our investment agreements

and contracts mandate adherence to all

laws of the land, including those on

human rights. We are in the process of

rolling out our Group’s Responsible

Procurement Policy Statement which

addresses aspects of Human Rights in

the supply chain.

HR2 – Currently, we do not have a

formal process in place to screen our

contractors with respect to human

rights issues. We are in the process of

rolling out our Group’s Responsible

EU7,SO5

PR,EC1,EC6,LA13

63

Procurement Policy Statement which

addresses aspects of Human Rights in

the supply chain.

Environmental 36-41 EU2,4.8,DMA

environment management policies

and practices

EU11- The thermal efficiency of our

Paguthan plant was 46.79% for the

month of March, 2012.

EN2-Our key raw materials are fuels

used to generate electricity which

cannot be recycled

EN9-None of our water sources are

significantly affected by our water

withdrawal

EU13,EN15-None

EN17-We have not calculated our

other indirect greenhouse gas

emissions. We aim to report the same

in the future.

EN23-There were no major spills

(greater than one barrel i.e. 159 litres)

associated with our operations in the

reporting year

EN24-We do not import or export any

waste deemed hazardous under the

terms of the Basel Convention Annex

I, II, III, and VIII

EN25-No water body or habitat is

significantly affected by our water

discharge or runoff

EN27-By virtue of the nature of our

EU4,EU12,EU23,EU24,EU26,EU27,

Performance EN,EC2,EN1,EN3, EU28,EU29-Not applicable as we are

EN4,EN5,EN6,EN7, not into power distribution business

EN8,EN10,EN11,EN12, EU5-There have been no allocation

EN13,EN14,EN16, of CO2e emissions allowances in

EN18,EN19,EN20, the reporting period

EN21,EN22,EN26, 4.11 – Precautionary approach is

EN30,EU30 implicit in our climate change and

64

65

products, we do not use any packaging

materials

EN28-No monetary fines or non-

monetary sanctions have been levied

on us for non compliance with

environmental laws in the reporting

period

Workforce Management 42-46 DMA LA,DMA

assets.

The entry level wage for males and

females is equal.

EU15- 5 of our senior management are

eligible to retire in th e next 5 years

and 4 senior management, 2

Managerial and professional staff and

2 Administrative and Support Staff

are eligible to retire in the next 10

years

LA4,LA9,HR5-Our Paguthan plant does

not have an union and our wind farms

are managed through O&M contracts.

LA5-We work in accordance with all

laws of the land regarding significant

operational changes that may take place

and the notice period for informing the

employees on any such changes

LA14 – Everything else remaining same,

the basic salary and remuneration of

women and men are same

HR4 - There have been no incidents of

discrimination in the reporting period

HR6, HR7, HR8 - None of our

operations employ any child or forced

labour. Our security personnel are

trained to prevent child labour from

entering our premises. We are in the

process of rolling out our Group’s

EC5-We abide by all national

HR,EC7,EU14,LA1, regulations of wage payments and

LA2,LA3,LA15,LA10, pay equal to or above minimum

LA11,LA12,HR3 wage requirements at all our

66

Responsible Procurement Policy

Statement which addresses aspects of

Human Rights on the supply chain.

HR9 – There have been no recorded

incidents of violations involving rights

of indigenous people during the year.

HR11 - In the reporting period, there

have been no grievances filed related to

human rights.

Health & Safety 48-51 DMA LA,EU16,EU17,

safety committees.

PR1 - Currently, we have not studied

the health and safety impacts over the

life cycle of our product (electric

power).

PR2 - There have been no incidents of

non-compliance with regulations and

voluntary codes concerning health and

safety impacts of products during their

life cycle.

EU25 - There have been no injuries and

fatalities to the public involving

company assets in the reporting period.

Community Development

and Engagement

none of our land acquisitions involve

physical displacement of people.

EU21 – The total number of people

economically displaced due to our

Jhajjar project is 2,300. The land

for the project was acquired through

and the compensation is disbursed in

accordance with local Rehabilitation &

Resettlement process.

GRI Content Index 60-66 3.12

La6-All our workforce is represented

Management EU18,LA7,LA8,EU21 through joint management-worker

52-59 DMA EC,DMA EU20 - Till date, we have purchased

SO,EC8,EC9,SO1 land only from the Government and

Glossary

AIDS – Acquired Immuno Deficiency Syndrome

AMC – Annual Maintenance Contract

BPR – Business Practices Review

CCGT – Combined Cycle Gas Turbine

CCR – Central Control Room

CDM – Clean Development Mechanism

CEE – Centre for Environment Education

CEO – Chief Executive Officer

CER – Certified Emission Reduction

CFO – Chief Financial Officer

CFC – Cholorofluoro Carbons

CFL – Compact Florescent Lamp

CII – Confederation of Indian Industry

CMAM – Company Management Authority Manual

COP – Conference of Parties

CMAM – Company Management Authority Manual

DCP – Dry Chemical Powder

DCS – Distributed Control System

DHBVNL – Dakshin Haryana Bijli Vitran Nigam

DISCOMs – Distribution Companies

ECG – Electrocardiogram

EDMS – Electronic Data Management System

EPP – Environmentally Preferable Purchasing

EUSS – Electric Utility Sector Supplement

FGD – Flue Gas Desulphuriser

GHG – Green House Gas

GI – Galvanised Iron

GoI – Government of India

GPEC – Gujarat Paguthan Energy Corporation Private Limited

GRI – Global Reporting Initiative

GSIS – Group Safety Information System

GT – Gas Turbine

GUVNL – Gujarat Urja Vikas Nigam Limited

GWh – Giga Watt hour

HGPI – Hot Gas Pass Inspection

HIV – Human Immunodeficiency Virus

KH$ - Hong Kong Dollar

HoDs – Heads of Departments

HPBFP – High Pressure Boiler Feed Pump

HR – Human Resources

HRSG – Heat Recovery Steam Generator

HVAC – Heating, Ventilation and Air Conditioning

IEAC – Internal Ergonomic Advisory Committee

IFC – International Finance Corporation

IPP – Independent Power producer

ISS – Inter Services Sports

ISO – International Organization for Standardization

67

JPL – Jhajjar Power Limited

kl – Kilo Litre

kms – Kilo Metres

kWh – Kilo Watt Hour

kgCO2 – Kilograms of Carbon Dioxide

LBG – London Benchmarking Group

LCD – Liquid Crystal Display

LED – Light Emitting Diode

LNG – Liquefied Natural Gas

MW – Mega Watt

MWh – Mega Watt hour

N2O – Nitrous Oxide

NGO – Non Governmental Organizations

NIT – National Institute of Technology

NOSA – National Occupational Safety Association, South Africa

NOx – Nitrogen Oxides

NPTI – National Power Training Institute

O&M – Operations and Maintenance

ODS – Ozone Depleting Substances

OEMs – Original Equipment Manufacturers

OHC – Occupational Health Centre

PEM – Paediatric Emergency Medicine

PHC – Primary Health Centre

PMS – Performance Management System

PMO – Prime Minister’s Office

PPA – Power Purchase Agreement

PPE – Personal Protective Equipment

PRC – People’s Republic of China

R&R – Resettlement and Rehabilitation

RLA – Residual Life Assessment

RLNG – Regasified Liquefied Natural Gas

SAP – Senior Authorized Persons

SEBI – Securities and Exchange Board of India

SF6 – Sulfur Hexafluoride

SHE – Safety, Health and Environment

SHEMS – Safety, Health and Environment Management System

SHG – Self Help Group

Si3D – Siemens Innovative 3 Dimensional

SO2 – Sulphur Dioxide

SOX – Sarbanes–Oxley Act

ST – Steam Turbine

tCO2e – Tonnes of Carbon Dioxide Equivalents

TBTs – Tool Box Talks

TPL – Torrent Power Limited

TSC – Total Sanitation Campaign

UHBVNL – Uttar Haryana BijliVitran Nigam Limited

UMPP – Ultra Mega Power Project

VAT – Value Added Tax

WBT – Whole Brain Thinking

YPP – Young Power Programme

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We seek your feedback to ensure continual improvement in our endeavour to be a sustainable organisation. Please send in your valuable feedback to;

CLP India Private Limited,15th Floor, Oberoi Commerz, Off Western Express Highway, Goregaon (East), Mumbai - 400 063Tel: +91-22-6758 8800 Fax: +91-22-6758 8811E-mail: dipjay.sanchania@clpindia.in