GUIDED BY

BY RESPONSIBILITY GROWTH

INSPIRED

CORPORATE RESPONSIBILITYREPORT 2009-10

3

Contents

Letter from the Chairman 5

Vision & Mission 6

Organisation profile 8

Products 12

Stakeholder Engagement 14

Economic Capital 16

Quality 19

Human Assets 24

Environmental Management 27

Labour Practice and Decent Work 29

Labour Relations 38

Corruption 39

Social Assets 42

5LETTER FROM THE CHAIRMAN

“I believe sustainability is also about creating a successful business. We see sustainability initiatives as a critical aspect of our business and not as an add-on. Using sustainability principles we try to ensure the success of our company, for the benefit of our customers, our suppliers, our shareholders, our employees and the larger stakeholder community."

Dear Stakeholders,

We present you our third Corporate Responsibility Report. As you already know, the year 2009-10 was a turbulent year across the

world which left us with many thoughts. One that took centre stage amidst all of it was how to strengthen our tech- manufacturing

capacities in a manner that is sustainable, clean, and innovative and is also admired. It is increasingly going to become difficult for

companies across the world to pretend that sustainability is not central to their business processes. In fact, I believe that the most

commercially resilient companies will now recognise sustainability as one of the key business imperatives.

Towards this we at Moser Baer India have inculcated "sustainability" as an innate element of our DNA in all that we do - our

processes, services and thinking. We are deeply committed towards adhering to all such steps which will help us meet the needs

of the present and the future generations. In essence, we have not only made it one of our core values but we are also making

efforts to understand how social components of sustainability will affect us as a company? What are the limitations of our

resources that we are using? And what are the carbon footprints that we are leaving behind and what needs to be done? For, we

understand that if the society around us fails we too will not succeed in real sense.

We have begun the entire process by first evolving and adhering to the Code of Corporate Governance to ensure best practices

within the Company. I believe sustainability is also about creating a successful business. We see sustainability initiatives as a

critical aspect of our business and not as an add-on. Using sustainability principles we try to ensure the success of our company

for the benefit of our customers, our suppliers, our shareholders, our employees and the larger stakeholder community.

Additionally while pursuing our business goals, we remain committed to protecting the environment and ensuring safety and

security of our employees. Safety is intrinsic to our work culture and is evident in all our operations and product development. We

have put in a strong Environment, Health and Safety (EHS) framework at Moser Baer. Each year, we achieve our stringent goals

through EHS objective driven targets, which are set to reduce injuries, prevent accidents, and reduce wastage and our carbon

footprint into the environment.

All these goals are integrated into our annual business plans so that they remain central to our plans, as important as sales and

profits.

We also continue to make efforts to internalize the ten guiding Principles of the United Nations Global Compact in the areas of

Human Rights, Labour, Environment and Anti Corruption into our organizational policies, operations and culture.

Moser Baer is leading actively in mutual aid scheme jointly with local administrative authorities and fire brigade to help

neighbourhood in case of emergency. We are also member of National Disaster Management Authority (NDMA).

In this report, you will read about the progress made by the Moser Baer Trust especially in the field of healthcare, education and

livelihood and how we remain committed towards achieving the Country Development Goals and Millennium Development Goals

in our spheres of influence especially near our plant sites in Noida and Greater Noida respectively.

Our main focus is on doing integrated community development in the villages around our plants using innovative CSR practices

which are participatory and inclusive in nature. Our focus remains on sustainable socio economic development programs which

empower the community to assert their rights and prepare them to take charge of their lives.

We release this report every year to inform and engage better with all our stakeholders. It showcases our efforts, learning, failures

and success and is our sincere attempt towards initiating a dialogue with all our customers, with employees, with shareholders,

Government, NGOs and the communities at large. I am confident that we at Moser Baer India will continue to keep up with

sustainability ethos and keep you informed.

Deepak Puri

CMD, Moser Baer India

16 Dec 2010

VISION & MISSION6

We will drive growth through our excellence in mass manufacturing. We will move up the value chain through rapid development of technology, products and services. We will leverage our relationships, distribution, cost leadership and “can do” attitude to become a global market leader in every business

V I S I O N

M I S S I O N

Touching every life across the globe through high technology products and services

7

ORGANISATION PROFILE8 G O V E R N A N C E

The concept of “governance” is not new and is definitely not

something that is unique. It is as old as human civilisation.

Since governance is the process of decision making and its

implementation, we believe that management is only a

trustee of the shareholders’ capital.

We consider that ‘Corporate Governance’ is integral to the

processes and structure by which the business and the

affairs of the company are directed and managed. The

objective is to enhance long term shareholder value through

sustained corporate performance and accountability whilst

taking into account the interest of all the stakeholders.

Moser Baer practices true Corporate Governance where

transparency, integrity and accountability are hallmark of all

its activities. As we believe that good governance is perhaps

the single most important component for sustained

development, we encourage a process driven approach to

meet our Vision statement.

The Corporate Governance philosophy of the company is

based on the following principles:

Satisfaction of the spirit of the law through ethical

business conduct;

Transparency and a high degree of disclosure levels;

Truthful communication about how the company is run

internally;

A simple and transparent corporate structure driven

solely by the business needs;

Strict compliance with Clause 49 of the Listing

Agreement as amended from time to time;

Establishment of an efficient corporate structure for

the management of the company’s affairs;

Management is the trustee of the shareholders’

capital and not the owner.

The company has also evolved the Code of Corporate

Governance to ensure the best practices of governance

within the company. An active, well-informed and

independent board is necessary to ensure the highest

standards of corporate governance. Our Board exercises its

fiduciary responsibilities in the widest sense. As

independence of the board is critical for ensuring that the

board fulfils its oversight role objectively, Moser Baer

maintains an appropriate mix of executive and independent

directors on its Board. This has allowed the company to

progress from a single entity business to a diversified

business conglomerate globally.

9

Particulars As on 31st March, 2010 As on 31st March, 2009

Authorised

Equity Share Capital

207,500,000 Equity Shares of Rs.10 each

aggregating to Rs. 2,075,000,000.

207,500,000 Equity Shares of Rs.10 each

aggregating to Rs. 2,075,000,000.

Preference Share Capital 750,000 Preference Shares of Rs.100 each

aggregating to Rs. 75,000,000

750,000 Preference Shares of Rs.100 each

aggregating to Rs. 75,000,000

Total 2,150,000,000 2,150,000,000

Issued, Subscribed and

Paid-up

168,306,104 Equity Shares of Rs.10 each fully

paid aggregating to Rs. 1,683,061,040

168,306,104 Equity Shares of Rs.10 each fully

paid aggregating to Rs. 1,683,061,040

BOARD OF DIRECTORS

EXECUTIVE DIRECTORS (THREE) NON- EXECUTIVE DIRECTORS (NINE)

Seven Non-Executive Directors of the Company are independent.The Non- Executive Directors bring independent judgement in the Board’s deliberations and decisions.

Top Ten Shareholders of the Company as on 31st March, 2010

1. Woodgreen Investments Ltd. 22050000 13.10

2. Mr. Ratul Puri 16143753 9.59

3. International Finance Corporation 15076791 8.96

4. Electra Partners Mauritius Ltd. 9960345 5.92

5. Ealing Investments Ltd. 9600000 5.70

6. Bloom Investments Ltd. 9600000 5.70

7. Randall Investments Ltd. 9600000 5.70

8. Winterfall Ltd. 5849572 3.48

9. Mr. Deepak Puri 5762973 3.42

10. ELM International Limited 5634855 3.35

SHARE CAPITAL STRUCTURE

The Board is responsible for constituting, assigning, co-opting and fixing terms of service for the Committee Members of various Committees and delegates these powers to the Committees. Recommendations of the Committees are submitted to the Board of Directors for approval.

BOARD COMMITTEES10

To evaluate the current composition, organisation and governance of the Board and its Committees, as well as determine future requirements and make recommendations in this regard to the Board for its approval.

CORPORATE GOVERNANCE COMMITTEE

To direct capital expenditure keeping in view the increasing requirements of the equipments and machinery for the company and its subsidiaries.

CAPEX COMMITTEE

Identify the fund based and non fund based requirements of the Company.

BANKING AND FINANCE COMMITTEE

Identifies various options for restructuring the liabilities of the Company, including existing debt through various initiatives such as early redemption/ repurchase/ resetting the conversion price of the outstanding FCCBs of the Company through private arrangements or tender offers or a combination thereof.

PROJECT DEZIRE COMMITTEE

Redressal of shareholders’ and investors’ complaints like transfer of shares, non-receipt of Annual Reports, non–receipt of dividend and allied matters.

INVESTORS’ GRIEVANCE COMMITTEE

Monitor and provide effective supervision of the management’s financial reporting process with a view to ensure accurate, timely and proper disclosures and transparency, integrity and quality of financial reporting.

AUDIT COMMITTEE

Reviews and approves annual salary, finalises performance parameters for the Executive Directors of the Company and administers the ESOP and DSOP schemes of the Company.

COMPENSATION COMMITTEE

Responsible for setting the CSR objectives and goals to be achieved.

CORPORATE SOCIAL RESPONSIBILITY COMMITTEE

For reference please see- http://moserbaer.com/overview_leadership.asp

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Top Line Left to Right - John Levack, Ratul Puri, Prakash Karnik, Frank E. Dangeard, Viraj Sawhney Left to Right Bernard Gallus, Nita Puri, Deepak Puri, Dr. Vinayshil Gautam

Not in picture:Virendra Nath Koura, Arun Bhrat Ram and Rajesh Khanna

PRODUCTS12

SOLAR PHOTOVOLTAIC

Needless to say 2009 was a challenging year for the PV

(photovoltaic) industry globally wherein, the financial

collapse of the Western world threw the demand-supply

economics into total disarray. However, the next few years will

be sunshine years for the solar sector and Moser Baer with its

tech manufacturing capabilities and capacity will be at the

helm of this journey in India. The National Solar Mission and

government supported programmes (mainly Feed-in-Tariffs)

is providing the requisite boost to the solar industry in India.

Our mantra 'Sustainability through Innovation' has ensured

that we have been able to lead the solar business curve in

India and bridge the gap between India and other advanced

countries in this realm. Today, Moser Baer is the leading

Indian player in the global PV sector and has successfully

introduced newer benchmarks and higher quality for its

entire value chain. Our continued focus on 'Sustainability

through Innovation' has strengthened our unique business

model which is capable of designing large systems from

design concept to commissioning and beyond. Our strategy,

Thin Film for India and Crystalline Silicon for Europe is now

paying rich dividends as the current solar installations are

generating energy beyond the assured level. We continue to

work to sustain the growth in the Indian solar PV industry

through our R&D initiatives in increasing the efficiencies of

the modules and bring down the costs.

Jawaharlal Nehru National Solar Mission (JNNSM) policy

announced in January 2010 has already started propelling

the solar industry in India. Our nation with over 300+ clear

sunny days and a high solar incidence provides us with the

option to meet our energy needs in a sustained clean and

green manner.

Owing to our capabilities, we are now uniquely positioned to

take advantage of our home market and establish our

position as a significant player in the global market as well.

We are the only integrated player in India with large volume

manufacturing in multiple technologies, field experience in

"concept to commissioning" and alliances which make us a

highly cost efficient player.

OPTICAL STORAGE MEDIA

The company continues to manufacture the entire spectrum

of optical storage media products including Recordable

Compact Discs (CD-R), Rewritable Compact Discs (CD-RW),

Recordable Digital Versatile Discs (DVDR), Rewritable Digital

Versatile Discs (DVD-RW) and Blu Laser Discs (Blu-Ray).

Although DVD-R is slowly phasing CD-R, there are still some

niche high end professional customers who continue to stick

to the CD-R.

Creating an 'environment' is a way of life at Moser Baer. We

had taken rapid steps to build the Solid State Media business

in the country in a sustainable fashion. The year saw

evolution of this category from a storage device to a handy

style statement, due to our ability to develop, introduce and

successfully market new products. With backward

integration into manufacturing of USB and Micro SD

products, Moser Baer will now offer content loaded Micro SD

Cards, new casings, USB with video content and USB with

capacity ranging from 2Gb to 16Gb. If 2008 witnessed the

emergence of Blu-Ray as the relevant media for the high

definition format, 2009 established Blu-Ray's presence in

more evolved markets. We believe with our strong supply

chain and market presence Blu-Ray could be the next big

wave in developing countries also.

CONSUMER PRODUCTS

'Premium products at the right price' that is how our peers,

contemporaries and consumers know us in the market. We at

Moser Baer have a strong distribution network which helps us

in reaching a wide range of consumers in the market. We

have been redefining the game in the Indian "Consumer

Electronics" segment with our ready-to-use and innovative

technology. Following the vision of 'Sustainability through

Innovation', Moser Baer has now set up a highly competent

design and testing centre and assembling of its LCD TVs from

its own plant.

Moser Baer offers a wide range of consumer electronic

products like LCD TVs, including Full HD models, stylish MP3

players, portable DVD players, DVD players, digital photo

frames, Home Theatre systems, multimedia speakers and

colour televisions.

The website www.moserbaer.in has also made us reach a

wider audience, even the ones in remote and suburban

locations. The company believes in weaving elements of

innovation sustainably which is leading the demand curve

and getting reflected in our product portfolio.

HOME ENTERTAINMENT

With a view to sustain the 'Home Entertainment' segment,

Moser Baer has come up with unique business model. We

offer high quality and large variety of content at a reasonable

price for the Indian consumers. Today, we are the largest

company in the home entertainment segment in India having

rights to more than 10,000 titles. The market demands will

propel our future expansion into other languages in the

coming years.

The successful model being adopted by Moser Baer in

Kerala is being replicated in other states to achieve better

results. The new price model in Kerala has dominated the

market and has achieved profitability in the launch month

itself for each of its new films.

• We are trying to concentrate on two different income

groups so that we can cater to their different needs. In

order to wean away the consumers from pirated

products, we have introduced a 3-in-1 film format

Super DVDs. As the cost of this super DVD is as same

as the pirated DVDs, we have been able to promote the

consumers to use the original content at the same

price point.

• Secondly, we offer very premium products at an

appropriate price range for the upper segment of the

market at very select outlets, in order to maximise

realisation per unit sold.

• The company has also started releasing its films on

Blu- Ray format and has attracted the attention of the

consumers. Consumers can currently access the

Moser Baer entertainment products through:

• Traditional Audio-Video stores, key retail outlets

selling entertainment products and mobile

services.

• Non-traditional stores like departmental, grocery,

stationery and gift stores in select cities etc.

• Online stores www.moserbaerhomevideo.com

Moser Baer entertainment offerings are widely appreciated

and are retailed all over the country. It offers a cache of

movies classified according to its unique attributes in various

languages to attract new customers. Moser Baer's Gold

Collection, a collection of 50 "must see films" in Hindi was

highly appreciated. Its "Platinum Collection", "Block Buster",

"Children Special", "Comedy Classics", "Ever Green

Collection", "Classics Collection", "Artiste based Collections"

in all key languages has been well appreciated.

Moser Baer in the Film Business

Moser Baer has produced and released movies in Hindi,

Tamil & Malayalam. This production of the movies was done

strategically to increase the presence of the company and

brand it as a company with 360 degree capabilities. The

movies in Hindi was well received by the critics whereas the

Tamil and Malayalam movies received both critical as well as

box office acclaim.

On the front of piracy, we have systematically worked with

film producers and reduced the release window to 10 days for

certain titles.

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STAKEHOLDER ENGAGEMENT14We sincerely believe that value can be created only through a strong and serious relationship building exercise with stakeholders

and segments most relevant to the business. Further, we place great emphasis on the ethical way of conducting business with our

stakeholders to build mutual trust and guarantee long term relationships.

Dialogue and interaction with the stakeholders is a continuous and a high priority process at Moser Baer.

Team SustainAblers, our cross functional team of more than 40 members across various levels continue to work on identifying,

addressing and integrating various sustainability issues in their respective functions. The present report is also based on their

continuous efforts to identify and engage with the stakeholders, materiality assessment and prioritising sustainability issues for

integration into various business processes.

We believe that our operations affect our stakeholders which include our investors, shareholders, competitors, statutory

authorities, employees, vendors and suppliers, customers, local communities and society.

Both formal and informal systems are used to understand and assess the expectations of these stakeholders. Moser Baer

endeavours to ensure that all these issues and concerns are addressed.

The following matrix reflects our business engagement process with various key stakeholders.

Moser Baer is a technology driven and customer oriented organisation, and we now supply to all the top 12 major global tech optical media brands of the world.

We at Moser Baer strongly believe that ‘Brands’ are built from the inside out and employees form the core of Moser Baer.

Shareholders, investors and lenders play a crucial role for initiating and implementing the growth and development plans of the organisation.

For knowing and servicing our customers better we make use of processes such as interfacing with the marketing department and Customer Satisfaction Surveys, Assessment by OEM Customers, Customer Complaint Resolution Systems, Customer visits/ meetings for line and product approval.

We believe in providing avenues for healthy interaction between employees and the top management so that the employees get a fair say in the decision making process through forums such as Open House, Know Your Policy sessions, News Boards and numerous Employee Committee meetings.

Annual Reports, Emails, Conference Calls etc. are used for engaging our shareholders in the decision making process and we have also set up an Investor Grievance Cell and Investor Service Centre for looking into specific issues.

KEY STAKEHOLDERS

The vendors are our valued partners in business development and we work with them in a spirit of mutual co-operation to meet our business objectives.

The technology providers play a vital role in bringing about new products and technology, which always translates into good business models.

At Moser Baer, we believe that Corporate Social Responsibility (CSR) is the way to conduct business that achieves an integration of economic, environmental and social imperatives while at the same time addressing stakeholder expectations

We organise regular vendor visits and audits and also host vendor meets which allows both s ides to unders tand each o ther ’ s requirements better and work accordingly.

We engage with our Technology Providers through Joint Development Program (JDP) wherein we work together to develop new product lines and also have periodic review of work and interactions with them.

Extensive stakeholder dialogue with local panchayats, government bodies and other civil society representatives like community based organisation, district, national and international level NGOs and local schools, healthcare providers etc

CUSTOMER

EMPLOYEES

SHAREHOLDERS

VENDORS

TECHNOLOGY PROVIDERS

SOCIETY AND COMMUNITY

15MATERIALITY

The following continue to be the material issues for us:

Product & process innovation, quality of product & services, fiscal prudence of our products, Workplace conditions, organisational

culture & values, conservation of natural resources, product safety, employee engagement & development, relationship with the

community and society at large.

We feel that these are fundamental and persistent values of our business operations and would continue to influence our market

value positively. In the following pages, we have tried to explain as to how we are continuously striving and sincerely working

towards these key issues that we have as identified material issues.

REPORT PARAMETERS

Our third sustainability report comprehensively presents the data pertaining to various aspects of sustainable development

practices. Through this report we aim to report on the issues that are of utmost concern to our internal and external stakeholders.

Since our reporting cycle is annual, this report covers the data on our performance during the period 1st April 2009- to 31st of

March 2010. There is no significant change from previous report in terms of the scope, boundary, or measurement methods

applied in the report.

The report covers our Optical Media & Photovoltaic businesses since these are fully operational businesses. The locations

covered therefore are our manufacturing locations at NOIDA, Greater NOIDA and Head office at New Delhi.

This report covers the performance of our OMG and PV business in all areas including production processes, engineering,

logistics, marketing, sales and finance, procurement, human resources, CSR etc.

Moser Baer as a business is persistently striving towards excelling in triple bottom line i.e. economic, social and environmental

parameters.

The data on the economic as well as on some other relevant performance areas have been drawn from our Annual Report. The

details on financial performance, corporate governance, products and environment etc can be viewed on our website at

http://moserbaer.com/investor_areport.asp

Data related to the Environment, Health and Safety is compiled from the EHS performance data maintained by the company.

The social performance is based on the record of our performance on workforce, human resource development, community, etc.

For further queries/details about the report,

Ranu Kulshrestha, Head, CSR can be contacted at ranu.kulshrestha@moserbaer.in

FINANCIAL PERFORMANCE

Revenue Analysis

The gross revenues in fiscal year 2009-10 decreased by 6.9%

over the previous year to INR 20,518 million and declining

margins resulted in loss after tax of Rs. 362.07 million. The

Company EBITDA (including other income and after

exceptional items) increased by 16.7% to INR 6348.6 million

from INR 5,440.6 million in FY 09. Despite current industry

conditions, the Company was able to hold its operating

margin through production efficiencies, cost reduction,

control on working capital, helped by effective hedging. Fully

diluted earnings per share for FY 2009-10 were INR (2.15)

against INR (8.96) in FY 09. The Company generated Rs. 4,439

million net cash flow from operations in FY 2009-10.

Capital Structure

There is no change in the capital structure of the Company

and paid up equity capital remained at INR 1,683.1 million as

on 31st March, 2010.

Reserves

The Company’s reserves stood at Rs. 15237.1 million in FY 10

against INR 15,150.7 million in FY 09. As on 31st March, 2010,

securities premium account comprised 53.6% of the total

reserves. There are no re-valuation reserves as on 31st

March, 2010.

Loans

Over the years, the Company has part funded its ongoing

expansions and investment programme through loans

raised aggressively at lower costs. The Company has also

built a prudent basket of currency cover within its highly

probable net revenue to hedge against currency risks and

assured revenues. During the year the company made a net

debt repayment of Rs. 1,503.4 million. The company’s net

total debt on equity ratio declined during the year from 1.4 to a

healthy 1.3 with interest service cover ratio of 3.6.

Financial objectives, initiatives and achievements

The Company continued to focus on efficient working capital

management to release cash into the system, generating INR

4,439 million of cash from operations as against INR 5,099

million in the previous year. Foreign Exchange has been

particularly volatile in the year, and the ongoing foreign

exchange risk management policy has been further

strengthened to assure that there is no adverse impact of

volatile exchange rates beyond agreed upon tolerance

levels. The Company implemented the statutory option of

Accounting Standard 11, notified by the Ministry of Corporate

Affairs vide notification dated 31st March 2009, whereby the

Company has been able to insulate its income statement

from interim foreign exchange volatility and at the same time

ensure that its balance sheet position is protected.

Interest

The company has maintained its effective interest cost as

percentage of the average debt at 8.25 per cent in a year of

hardening interest rates. The outflow on account of interest

and finance charges decreased to INR 1,868.3 Million in FY 10

from INR 2,053.2 million in FY 09.

Capital Expenditure

Gross block of the Company decreased by INR 3,765.3

million during FY 10 to reach INR 43.8 billion, mainly due to

transfer of assets on financial lease to its subsidiaries. The

Company made Capital expenditure of INR 718 million

during FY10 to develop capabilities to create new generation

formats by effective conversion of existing capacities.

Depreciation

Depreciation decreased by 1% in FY 10 (from INR 4,971.4

million to INR 4,918.9 million). Due to the flexible nature of the

asset base and the relatively long life-cycle of the products in

the industry, we believe that the risk of the asset base

becoming obsolete is low.

Loans and advances

In FY 10, loans and advances increased to INR 7,567.1 million

against INR 3,391.6 million in FY 09, mainly due to lease

receivables from its subsidiaries.

Capital employed

The capital employed stood at INR 38,754 million, a decrease

by 3.7% over FY 09 level. The decrease is mainly on account of

reduction in net block of fixed assets.

ECONOMIC CAPITAL 16

17

MANAGEMENT OF SURPLUS FUNDS

Short term surpluses were invested mainly in bank deposits

or low risk financial instruments that optimised return and

protected the invested principal.

1. Revenue recognition

Revenue from sale of goods is recognised on transfer of

significant risks and rewards of ownership to the customer

and when no significant uncertainty exists regarding

realisation of the consideration. Sales recorded are net of

sales returns, rebates and trade discounts and price

differences and are inclusive of duties. Theatrical revenues

from films are recognised as and when the films are

exhibited. Revenue from other rights such as satellite rights,

music rights, overseas assignment rights etc. is recognised

on the date when the rights are available for exploitation.

Service income of SEZ Division is recognised as and when

services are rendered. Interest is accounted for based on a

time proportion basis taking into account the amount

invested and the rate of interest.

Dividend is recognised as and when the right of the company

to receive payment is established.

2. Inventory Valuation

Finished goods, work in progress, goods held for resale, raw

material, stores and spares are valued at lower than cost or

net realisable value. Cost of raw material, other than for

exports, is accounted upon completion of manufacture.

Inventories of under production films and films completed

and not released are valued at cost. The cost of released

films is amortised using the individual film forecast method.

The said amortisation pertaining to theatrical rights, satellite

rights, music materials, goods held for resale, packing

materials and stores and spares, is determined on the basis

of the weighted average method. Cost of work in progress

and finished goods is determined by considering direct

material, labour costs and appropriate portion of overheads.

Liability for excise duty in respect of goods manufactured by

the company other than for exports is accounted upon

completion of manufacture, inventories of under production

films and films completed and not released are valued at

cost. The inventory thus comprises of unamortised cost of

such movie rights. These estimates are reviewed periodically

and losses, if any, based on revised estimates are provided in

full. At the end of each accounting period, such unamortised

cost is compared with net expected revenue. In case of net

expected revenue being lower than actual unamortised

costs, inventories are written down to net expected revenue.

The purchase cost of the rights acquired in released films is

apportioned between satellite rights and other rights

(excluding home video rights) based on management’s

estimates of revenue potential.

3. Fixed assets

Tangible fixed assets are stated at cost less accumulated

depreciation. Cost includes all expenses, indirect

specifically attributable to its acquisition and bringing it to its

working condition for its intended use. Expenditure pending

allocation are allocated to productive fixed assets in the year

commencement of the related project. Intangible assets are

slated at cost less accumulated amortisation. The cost

incurred to acquire “right to use and exploit” home video

titles, are capitalised as copyrights/ marketing and

distribution rights where the right allows the company to

obtain a future economic benefit from such titles.

Impairment, if any, in the carrying value of fixed assets is

assessed at the end of each financial year in accordance

with the accounting polity on “Impairment of Assets”.

4. Depreciation and amortisation

Depreciation on tangible fixed assets is provided under the

straight-line method on a pro-rata basis and in the manner

specified in Schedule XIV of the Companies Act, 1956. In

respect of assets whose useful life has been revised,

unamortised depreciable amount is charged over the

revised remaining useful life. In case the historical cost of an

asset undergoes a change due to an increase or decrease in

related long term liability on account of foreign exchange

fluctuations, the depreciation on the revised unamortised

depreciable amount is provided prospectively over the

residual useful life of the asset effective from 1st April, 2007.

Intangible assets other than copyrights/ marketing and

distribution rights are amortised on an equated basis over

their estimated economic life not exceeding 10 years.

Copyrights/ marketing and distribution rights are amortised

from the date they are available for use, at the higher of the

amount calculated on a straight line basis over the period the

intangible asset is available, not exceeding 10 years, and the

number of units sold during the period basis. Leasehold land

any improvement to the leased premises are amortised over

the period of the lease. The assets taken on finance lease are

depreciated over the lease period.

5. Taxation

a) Current Provision is made for current Income Tax liability

based on the applicable provisions of the Income Tax Act,

1961, for the income chargeable under the said Act and as

per the applicable overseas lows relating to the foreign

branch.

b) Deferred Tax Assets (DTA) and liabilities are computed on

the timing differences at the balance sheet date between the

carrying amount of assets and liabilities and their respective

tax bases. DTA is recognised based on management

estimates of reasonable/ virtual certainty that sufficient future

taxable income will be available against which such DTA can

be realised. The deferred tax charge or credit is recognised

using the tax rates and tax laws that have been enacted or

substantively enacted by the balance sheet date.

18

19PRODUCT RESPONSIBILITY

Moser Baer has demonstrated unparalleled leadership in

quality by continually creating world class quality products

through innovative use of latest technologies, committed

human resources and extensive use of advanced statistical

tools and techniques. It is because of this continual

improvement that now we have achieved manufacturing with

product defect ratios approaching Six Sigma levels.

Our commitment for delivering the best quality is reflected

from the fact that besides maintaining our excellent record of

supplying to major OEM customers of Optical Media and

Photovoltaic across globe; we now have a phenomenal

presence in the Non OEM segment across Latin American

countries like Brazil and Argentina and West Asian countries

like Iran etc. Our consistent quality performance has

recorded a new high after we have recently started exporting

BOM advance formats like Blu Ray Recordable (BDR) and Blu

Ray Rewritable (BDRE) to American, European and Japanese

markets.

It has been our constant endeavour to improve our customer

satisfaction. For this, we carry out comparative

benchmarking against international players on our product,

packaging items, processes, manpower etc. After this, the

best practices identified across the globe are adopted which

help us to improve continually.

To incorporate "Quality" in each and every

function at Moser Baer, we have continued

with our tradition of carrying out massive

training of all associates under the head

"Manufacturing Reliability Training". This

has gone to next level of instilling multiple

skills in our associates where they are

deputed to work in other departments for six

months towards receiving cross-functional

training that leads to their inclusive growth

and better efficiencies.

"Total Quality Management Portal" accessible

to every associate has all the information on

'Integrated Management System', 'EHS

Management Sys tem ' , 'Document

Management System' etc. This ensures

transparency and uniform communication

across the organisation by reducing

asymmetric information, which in turn leads

to better process and time efficiency. This has

also led to Moser Baer going paperless since

every crucial instruction and information is

just a click away.

MBIL has taken standardisation of instruments to a new level by launching an "Online Calibration Portal System" which ensures on

time and proper calibration of all the instruments. This ensures quality output and an enhanced customer satisfaction.

QUALITY

THE SHINING STAR

20

Moser Baer's solar business, Moser Baer Solar Limited (MBSL), during the year has emerged as the leading Indian solar player

globally and our vision has ensured that we are driving the best technology for Indian climatic conditions. Our environment

Health, Safety and Social focus has ensured that we became a member of "PV-Cycle", a global voluntary take back and recycling

programme for end-of-life modules and to take responsibility for PV modules throughout their entire value chain.

Our solar business had another feather in its cap when we attained the prestigious 5-star rating for "Quality" by TUV Rheinland. We

became the first and only solar organisation globally to receive this prestigious rating.

21

MBSL was declared as the winner of the "Trident Quality Pioneer" award during 2009-10. The award

was won by the Team comprising of Mr. Gresh Kumar (Cell Line) and Mr. Manoj Sharma (TQM) at Mohali

(Chandigarh). The award was presented to the Team members by the Finance Minister of Government of

Punjab, Mr. Manpreet Singh Badal.

Moser Baer Solar Limited has also been awarded the Qimpro Quality Qual Tech prize in September 2010. The award was given in Mumbai at the 22nd

Qimpro convention to MBVP (Moser Baer Photo Voltaic Limited), The Six-Sigma Project that won MBPV this national accolade has significantly

improved the yield of photovoltaic cells. MBPV is the first organisation to operate a fully automated

mass production facility for solar-cells in India.

We operate in a highly competitive, global solar-photovolatic market and this calls for a high degree of technological and process orientation coupled with an ongoing quality improvement to stay- ahead in the business with the leading global players. This award bears testimony to our endeavour and is due recognition to our quality focused processes.

V.C. Agerwal, CEO (Operations), MBPV

Moser Baer Solar has a strong “Supplier Quality Assurance” function to carry out the Supplier Upgradation programme. Three of our suppliers have been accredited the “DOL” status during 2009-10.

22SIX SIGMA

In the quest to achieve business excellence and superior Return on Capital Employed (ROCE), MBIL has been steadily adopting

the Six Sigma methodology which has been yielding excellent results.

Currently in OMG 90% of all our associates have been certified as yellow belts. Hundreds of Green belts and many Black belts

have been trained to carry out the projects leading to enhanced process efficiencies.

2009 –10 has emerged as a year where lot of action was seen at the six sigma front. In the Optical storage media Group; three

black belt projects got materialised. Two projects aimed at increasing the productivity of the production lines yielded a combined

annualised saving of Rs. 3.7 Crores. Another project which was aimed at reducing GPPS raw material consumption in production

of Slim Case/ Jewel Box yielded a realised saving of Rs. 2.16 Crores above the Annual Business Plan targets.

On the Photo voltaic end, an annualised saving of Rs. 14.25 Crores took place where Thin Film module’s output (electricity in watts)

got increased due to increased conversion efficiency. Thus the customer would get 40W of extra power from the thin film module

priced at the earlier price only.

REALISED SAVING FROM DECREASED GPPS CONSUMPTION

BELOW TABLE SUMMARISES THE BLACK BELT ACHIEVEMENTS IN THE FY 2009 - 10

sept’09

savi

ng

s (

rs. in

la

kh

s )

oct’09 nov’09 Dec’09 Jan’10 Feb’10 March’100

10

20

30

40

50

60

S.No Business ProjectTitle Savings

1 BOM GPPS usage reduction by 10% per JC/SC over Mar'10 Rs. 2.16 Crores

ABP consumption by weight reduction

2 BOM Increase in productivity of Challenger - II lines by reducing Rs. 1.73 Crores

the cycle time of the lines from 2.1 seconds to 1.85 secs

3 BOM Increase in productivity of Challenger - I lines by reducing Rs. 2.04 Crores

their cycle time from 3 seconds to 2.5 secs

40 PV Establish average stable conversion efficiency (Eff. %) Rs. 14.2 Crores

of 6.5% for thin film a-Si module

23SUPPLY CHAIN MANAGEMENT

We at Moser Baer consider our vendors as strategic and

valued partners in our business development. We work

closely with our vendors to meet our business objectives.

A team of highly experienced professionals handle vendor

development, procurement and strategic sourcing. We have

a transparent and well-defined system in place for vendor

selection, development and ratings. We keep our vendors

engaged through vendor visits, audits, training and

organising vendor meets throughout the year.

Our packaging vendors are well connected through online

vendor portal, which is connected to our ERP system.

Through vendor portal our vendors can check the data of

specifications, their current order copies, material

movements, payments and feedback if any.

We procure materials from most competent and competitive

suppliers across the world. Preference is given to local

vendors (who are in the vicinity of our plants) who meet our

vendor selection procedure and criteria. Local vendors are

preferred to minimise environment impacts and support to

local economy. The vendors are imparted trainings on RoHS

i.e. Restriction of Hazardous Substances directive which has

led to increased awareness and knowledge of the local

vendors.

We are SA 8000 certified company and hence follow all the

requirements laid down under it. SA 8000 audits are

conducted during selection procedure of vendors. Regular

audits and training are imparted to all vendors on SA 8000.

For 2009-10 we coducted audits for 15 vendors and found

compliance to SA 8000. Our vendors made a lot of

improvements due to these regular audits, training and

feedback and also acknowledged the benefits to Moser Baer

team.

Continuing with our tradition of maintaining integrity, we wish

to report that there has been no incidence of non-compliance

to health and safety standards reported so far and we aim to

keep that standard high. There have also been no complaints

of breach of customer privacy and loss of customer data that

has been reported . There has been no incidence of any

monetary fine for non-compliance of laws and regulations

related to our products and services.

Supplier’s Excellence Award 2009-10: M/S Packwell Packaging

Thanks for this great surprise, all this has only been possible due to MB's own effort & attitude towards their vendors. MB is the only client which personally takes enormous interest in developing their vendors, gives them enough time to understand & sustain. I really thank the whole team for their patience with us, for the trainings that have been given to us from time to time, opportunities provided to us by the purchase team & tremendous support in times of trouble.

Thank you for your kindness during my stay in India. I felt the levels of your technology, mass production control and quality control were wonderful.

We would like to thank the entire Quality Team which encouraged and morally boosted us to achieve the improved position. We acknowledge our appreciation for technical support and co-operation provided by Moser Baer India Ltd.

We really appreciate your support. We thank you very much.

Mr. Hemant Kumar, New Star Packaging

Mr. Hisashi Yamaha, Maxell

Amit Thakur, Packwell Packaging

Hisaki Miyamoto, Panasonic

APPRECIATION MAILS

Towards Positive Safety Culture

All our manufacturing locations have well established EHS

(environment, health and safety) management systems with

designated responsibilities, competent resources, best-in-

class infrastructure, state of the art fire detection & protection

systems, customised automatic sensors and detectors with

latest control systems etc. Employees actively involve

themselves in the safety committees, mock fire drills,

evacuation exercises, and safety promotion activities.

• Hazard Identification: We proactively engage in the

identification of potential hazards and their

elimination with the help of external agencies.

• Occupational health and safety (OHS) reporting

system is in place in Moser Baer and all incidents and

OHS concerns are thoroughly investigated to identify

the root cause.

• The findings and recommendations are discussed in

safety committee meeting and circulated in all

departments for implementation and also sent across

to all manufacturing locations.

• Safety Audits: The EHS team ensures full compliance

of Moser Baer’s EHS policy in all the new projects from

the beginning.

Our strength in developing positive safety culture is as

follows:

1. Leadership

Leadership is that trait in a personality that enables

great things to be achieved. At Moser Baer, we look to

all employees to lead by example for EHS

improvement. Proactive leadership is a necessary

and key element for the EHS to succeed.

2. Hazard Identification and Risk Analysis (HIRA)

Management of hazards at the workplace is the key

component for the prevention of incidents or near-

misses.

3. Statutory Compliance

In most cases compliance means conformity with the

applicable EHS regulations from the governmental

agencies that govern our business activities, and

complying with the EHS specifications of our

customers.

4. Engineering

The best way to cure an EHS problem is to engineer

the hazard out of the work process.

5. Supply Chain Management

At Moser Baer we try to keep our supply chain systems

clean and ethical. We try and provide inputs to our

service providers and make it point to check that the

systems are strong and secure.

6. Communication

No other element is more important than good

communication in the prevention of incidents and safe

performance at work.

7. Adhering to rules

All work sites, offices and facilities are operated and

maintained at a level that ensures EHS objectives are

met.

8. Human Resources

The most valuable asset Moser Baer has are its people.

Relentless effort is taken to look after each valued and

significant member of the Moser Baer family.

9. Emergency Preparedness & Response

The values of Moser Baer (TIPS) mandates that when

responding to an emergency situation the individual

shall be cared for first and foremost, thereafter, the

company’s physical assets will be looked after.

10. Incident Investigation and CAPA

The main purpose of all incident and near miss

investigations is to prevent a similar recurrence.

24

LEADERSHIP

ENGINEERING

COMMUNICATION

ADHERING TO RULES

HUMAN RESOURCES

EMERGENCY PREPAREDNESS & RESPONSE

HUMAN ASSETS

For us, employees' health and safety is of primary importance

as a healthy workforce is an important stakeholder of our

strategic planning. We have a fully equipped Medical Room

which is manned 24 hours by experienced medical

practitioners. In-house ambulance service is also available

at all our manufacturing locations. For creating greater

awareness among employees, we regularly organise health

camps and awareness sessions on health and safety related

issues.

• Our Medical Services Department circulates need

based medical bulletins on relevant matters, like

HIV/AIDS, to educate and create awareness about

these diseases among workforce.

• All our manufacturing locations maintain high

hygiene standards, adequate lighting, proper

ventilation (Air Handling Units) and effectively control

noise and dust in accordance with national and

international standards.

• Employees are medically examined on regular

intervals to identify any symptoms or trends of

occupational illnesses and wherever required

appropriate remedial action is promptly taken to

eliminate or restrict any adverse health risks.

• All our employees undergo regular medical check-up

which includes everything from a blood test to other

tests for HIV* and Hepatitis-B.

*Employees are informed and prior consent is taken from the

concerned employees before the test.

25

WELLNESS AT WORKPLACE

26

Moser Baer proactively promotes a culture of safety among all its employees in the work place wherever we operate worldwide

and at customer end too.

• We ensure that all our employees wear the requisite personal protective equipments (PPEs) to reduce any work related

hazard and we have a structured mechanism to identify, control and reduce the occupational hazard.

• We accord top priority to the safeguarding of our environment and it forms a part of the Functional Score Card of the top

management at all our manufacturing locations.

• We also take into consideration safety and health parameters in all our policy decisions, which include the purchase and

maintenance of plant equipment, machinery and materials etc.

EHS bulletin at regular intervals are circulated across the Group to update all employees about new technologies and risks

associated with any new system or process.

Accident Rate

Accident Rate and Lost Time Injury (LTI) are key measures

used internationally and as per requirements of the Indian

Standard IS: 3786 to assess the safety performance of a

company.

During 2009-10, which is our reporting period, no reportable

Lost Time Injuries occurred in any of the manufacturing

location.

The records of the accident rate for PV Business are available

since 2007-08 since PV is a new entity. The acceptable limit for

Weighted Accident Rate was 4.40 for the reporting year 2009-

10. We had targeted a 10% reduction in all type of accidents

including first-aid (as per guidelines of OHSAS 18001:2007)

cases with reference to March 2009 (160 cases) in the next

reporting period. Which we have achieved more than 30%

(only 112 cases in this reporting year.)

EHS Training Rate

Based on the EHS training need identification (TNI)

3 hrs/employee/year is mandatory in addition to the

orientation / induction of all new joinees including

contractors.

OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT

2005-06

13.4

2.73.44 3.54

4.67

6.33

8.1

5.974.57

3.58

2006-07 2007-08 2008-09 2009-10

2005-06 2006-07 2007-08 2008-09 2009-10

27ENVIRONMENTAL MANAGEMENT

Moser Baer is committed to Sustainable Development where we continually strive to meet the needs and expectations of all our

stakeholders while at the same time being responsible towards the environment. We realise that development and protection of

our natural environment must go hand -in-hand.

• We have a well defined EHS (Environment, Health & Safety) Policy and we have proper environmental management

systems in place which are certified by leading international certification bodies.

• A robust EHS audit, both internal and external is carried out periodically to ensure continual improvement in our

environment, health and safety standards.

• In case of bulk-supply of our products, we reclaim and reuse hundred percent of the wooden pallets and we also advise our

end users to dispose off the products in an environment friendly manner.

• We comply with all governmental, legal and all applicable regulations and multilateral agreements enacted with respect to

environment.

Driven by our commitment to conserve the natural environment, we have taken certain concrete steps. Some of which are:

EHS INITIATIVES

28

We produced 748.00 Giga Watt hours of energy in 2009-10

(against 847.01 Giga Watt hours in 08-09). This decrease was

due to significant action taken using HFO to maximise our

machine efficiency and optimum utilisation of the plant. The

commercial production of our newly commissioned plant

(Thin Film) was started during this year. PV Business is also

included in the year 2007-08.

DIRECT ENERGY GENERATION BY PRIMARY SOURCE (HFO)

ENERGY CONSUMPTION IN TERA JOULE

We utilised 2822.99 Terra Joules (TJ) of energy in 2009-10

(against 3049.25 TJ in 08-09). This decrease was due to

significant action taken to maximise our machine efficiency

and optimum utilisation of the plant. The commercial

production of our newly commissioned plant (Thin Film)

started during this year. PV business is also included in the

year 2007-08.

GREEN INITIATIVES

ENERGY SAVING DATA IN MILLION UNITS

In our endeavour to become an energy efficient organisation

we have saved a total energy 30.46 million units in 2009-10

against 25.70 million units of energy in 2008-09. It has been

achieved by introducing new engineering solutions and by

enhancing the efficiency of machines through optimum

utilisation. Operation in PV Business for power generation

has also been started this year

WATER

Moser Baer has taken note of the concern over climate

change and how it affects industry in developing countries

and being a leading and responsible world citizen; we have

taken concrete steps to increase the optimisation of water

storage, usage and replenishment.

• The company has commissioned initiatives to save

precious water through eco-friendly methods such as

Rain Water Harvesting.

• We also have a proactive approach to save water

through re-use of DI & Raw water through which we

have saved more than 30000 KL water.

• We have installed 16 rain water harvesting systems

each with a capacity of 12m3/ hour.

MATERIALS RECYCLED

We have recycled in-house 486.20 tonnes of solvent @

95.24% yield in 2009-10. While in case of our key raw material

(Polycarbonate) we have recycled 3227.887 tonnes @ 94.4%

yield. We did not have significant spills of any hazardous

chemicals, oils and hazardous waste in the reporting year.

BIODIVERSITY

All our manufacturing locations are located in Government

approved industrial areas and therefore none of our

operations have any direct impact on the biodiversity of the

region.

• We have been able to save 17,187 Keekar (Acacia

Nilotica) trees which is an important local

vegetation of arid regions, by reclaiming and reusing

wooden pallets used as packaging material (since

October 2004).

• We at Moser Baer have come up with an environment

friendly alternative in the form of heat treatment

system that uses heat for complete and dependable

pest control.

• While manufacturing Photovoltaic Cells, a byproduct

is produced called Ca (OH)2 which has been

successfully used in Ceramic industries and for this

we have also received the Golden Peacock Award for

“Eco-Innovation”.

BIO GAS PLANT

We have successfully commissioned the kitchen waste

based Biogas Plant in the close vicinity of our cafeteria Satkar

w.e.f.14 Jun 08. In this endeavour we have produced 10790 cm

Bio gas which is being used for water heating. It is producing

biogas equivalent of two LPG cylinders from kitchen waste on

daily basis.

At Moser Baer, to merely state that people are our biggest

asset is not enough - we believe that they are the drivers of our

growth and the real reason for our success. The power of the

human capital is reflected in everything we do, whether it is

improving process efficiencies, re-engineering equipment,

lowering costs, enhancing productivity, launching new

products or improving shareholder value.

On the basis of the nature of employment, the workforce at

Moser Baer is classified into two broad categories.

29LABOUR PRACTICE AND DECENT WORK

OUR WORKFORCE STRENGTH

Associates on direct payroll of

the organisation.

Off Roll contractual employees.

They have been hired through

Contractors on third party payroll

on temporary basis.

30GEOGRAPHICAL REPRESENTATION OF WORKFORCE

Here the Human resource function plays a critical role of creating an environment where the employee & the business needs converge. As the interface HR plays different roles from being a strategic partner contributing to business growth through strategic initiatives to sometimes being an administrative expert.

HR VISION

The HR vision is aligned to the organisation vision:

“To provide pride of association to our associates by having

meaningful professional life and joy of association through

work-life balance”.

Our HR activities are designed to fulfill the above said HR

Vision and continuous efforts are made towards their

improvement and benefits for employees.

The intent of the HR vision is that we proactively become

business partners and through our HR systems and human

capital, continue enhancing our competitive edge across

levels and locations. Some of the main themes of our work

include the following important aspects:

NEW HIRE ORIENTATION

Moser Baer is a growing organisation with great

opportunities for motivated and talented people. The scale

and volume of operations create ever increasing demands

for new recruits. The induction program therefore, is of

immense importance to ensure that new employees are

given a warm welcome and adequate knowledge about the

business to help them quickly settle down in their new

environment.

• The induction programme is conducted for all

employees across the business, with the commitment of

the senior leadership and is a memorable experience

for the new employees.

• Leadership interaction is an integral part of the

programme wherein Moser Baer Vision & Values

framework is conducted by different people from the

top management.

• An informal session over refreshment is organised at

the end of the programme with directors and

leadership members to make the new joinees

comfortable.

An HR one on one discussion is also held during the end of the

6 month to check the experience of the new joinees.

VALUES BASED CULTURE

Our culture is based on our core values that provide the very

foundation of our existence. Our values TIPS (Teamwork,

Integrity, Passion & Speed) are the guiding lights for years to

come. To encourage individuals to practice our core values,

we have an award scheme, ‘TIPS for Success’. The objective

is to celebrate the spirit of upholding and role modeling MBIL

values by rewarding those who consistently live out MBIL

core values.

We expect people to:

31

Building leadership-pipeline to ensure

availability of talent internally.

Linking employee-growth & development

aspirations with organisation needs.

Facilitate Co-ownership- Line managers to

enhance engagement for their respective

teams.

Empowered line-managers to manage

talent-related challenges, align systems with

required competencies.

All of this begins with the first touch point that we establish

with our associates.

32HR - BUSINESS INTEGRATION MODEL

Rewarding & Reinforcing the Right Behaviours

Moser Baer is sensitive towards the need of appreciation and recognition among its employees. Therefore, it has a strong

culture of recognising and motivating good performers and value driven employees. It is this understanding which fosters a

strong 'reward and recognition structure' which is process oriented, well aligned and covers different aspects of performance

- related to efficiency, man management, personal effectiveness, longevity and value based behaviour, business leadership,

teamwork, innovation.

The beginning:

The conception of the ‘Reward and Recognition’ model at Moser Baer has had the invaluable contribution of the senior

leadership. After long deliberation and discussion, we came up with key behaviors which the leadership team wanted to be

reinforced. All the schemes are aimed at reinforcing these behaviours in one way or the other.

• All awards have pre-defined criteria based on which the nominations are collected and screened.

• We try and improve the process every year, after taking a feedback from all the employees. It is a measure of under

standing the perception of the employees.

NURTURING & GROWING

It is of increasing importance for companies to ensure they

have the right talent who can guide future business success.

Therefore it is a business imperative for any organisation to

identify such talents who demonstrate the capability of the

next generation leader and can contribute towards the

business growth. We are committed to investing our time and

efforts in providing growth and development opportunities to

our employees.

• It all begins with a robust and objective PMS process

which encourages people to set up stretched targets

enabling us to clearly demarcate high performers from

average performers.

• We follow the balanced score card methodology

to cascade the organisation goals to the last

individual in the system.

• We organise extensive training programs especially for

the senior management covering various business

aspects.

• Our competency framework forms the basis of all our

key HR systems and practices and this framework

comprises 10 competencies.

We have devised several schemes at various bands to

address their development needs.

Fast Track Growth Opportunities:

The employees working at technician level have a limited

career growth due to their limited initial qualification. But

some of them show remarkable performance.

• The star performers at the technician level are

put through a three –step selection process i.e.

written test, group discussion and personal interview.

• Besides technical aspects, positive behaviours on

values, recognition under the R&R schemes are

assessed by the panel while making the final decision.

• Employees selected are put on 6 month probation and

then inducted appropriately

• Such selected employees are also encouraged for

higher studies- for which 50% contribution is given by

the organisation.

Key Resources/Star cases:

• High performers are identified every year based on

certain predefined criteria.

• A detailed competency profile for each individual is

developed based on the performance of the

individual.

• Based on the performance potential matrix, the star

cases are identified, their individual development

needs are chalked out and linked to training

progression.

33

360 degree feedback:

To provide the leaders an opportunity to reflect on themselves

a 360 degree feedback is organised for our senior

management every year and report is shared with them to

help them identify gap areas and work on them.

Mentorship Program:

To facilitate the development of our key resources, they are

allotted mentors who are senior people from functions other

than the incumbent’s own function to provide guidance and

support to individuals and help them develop.

Training & Development:

It is mandatory for every body to go through at least 2 days of

competency based training and this is to be considered over

and above any other training that is imparted. We have an in

house training facility and capability to manage these

trainings for a large base of several hundred people.

Training Needs Analysis

A robust Training Needs Analysis (TNA) methodology is used

to assess our organisation’s training needs. The root of the

TNA is the gap analysis. This is an assessment of the gap

between the knowledge, skills and attitudes that the people in

the organisation currently possess and the knowledge, skills

and attitudes that they require to meet the organisation’s

objectives.

The scope of the TNA is it to determine training needs in

following spectrum -

• Organisational thrust areas

• Essential trainings

• Behavioural needs

• Process improvements needs

• Functional / Technical needs

Constructing a Training Calendar

Training needs of all associates are taken by following

processes:

• Performance appraisal discussion

• Individual training need discussion in TNI form

• Balanced score card – Corporate and Functional

• Skill gaps Assessment to enhance Manufacturing

Reliability

• Customer complaints

• Engagement survey

34TRAINING HOURS PLANNED VS. ACHIEVED IN FY’09-10

(in MAN HOURS/ EMPLOYEE / YEAR)

In the AM & above category, for the behavioural/managerial

skills alone we have achieved 2.64 mandays training per

person or 22.55 manhours per person.

INTERNAL TRAINING CAPABILITY

• In Moser Baer we have strongly created and

strengthened our team of internal 130 trainers to cater

to the various training needs of the organisation.

• Train the Trainer refresher sessions were also

organized covering 114 associates.

• We also organise other specific trainings from time to

time for instance Management Development Program

for key resources every year, Executive Management

Programmes for Senior/Top management through IIM

A, ISB etc.

• We also encourage people to take external education

courses for which we sponsor 40% education fees.

Management Trainee (MT) Development:

To bring in fresh blood and new ideas, we have a

Management Trainee (MT) scheme. With a view to expose

them to the corporate world and assimilate them smoothly

into Moser Baer family, we have a comprehensive

Orientation & Induction Program.

• They are provided an opportunity to see &

experience various parts of the organisation, covering

Production Facilities, Sales & Marketing stints,

interactions with the top Management etc.

• To ensure that these MTs are on a continuous mode of

learning and development, MTs go through 6 monthly

and yearly reviews where senior business leaders

provide feedback.

CARING

Our employee policies have been designed through an

employee committee comprising cross functional people

who interacted with a set of employees and the management

team to come out with some of the very unique and employee

friendly schemes. These are reviewed on a periodic basis to

align it with the emerging needs.

Some of the unique schemes are highlighted below:

Joining expenses:

At the time of joining, all employees with the designation of

Asst. Manager and above are eligible for payment/

reimbursement.

Group Medical and Personal Accident Insurance:

To protect against any unforeseen medical expenses we

have covered all our employees through the Group

Mediclaim Insurance policy.

Financial assistance in case of Death:

In the event of death of an employee, the family of the

deceased is provided financial assistance, wherein the

employees contribute along with a matching contribution

from the company.

Salary Advance:

Employees have an option of taking salary advance,

recoverable in interest free installments.

Happy & sad occasions:

The Company becomes a part of the happy or sad occasions

of its employees.

Flexi timing:

To ensure a balanced work-life, we offer flexi timing benefit to

our associates at Head Office.

Global help desk:

A global help desk is set up to help employees take care of

their day to day domestic/ personal chores.

Tie ups with hospitals:

Moser Baer has established tie ups with a few hospitals to

enable the executive health check up package for

employees.

Medical Facilities:

A full time Company Doctor is always available in the

premises to look after all First Aid cases / general diseases.

Tuck Shop:

The Company employees can buy company made products

at discounted prices at the Tuck shop.

Transport:

Moser Baer has provided pick and drop transport facility for

all employees. The transport service is available round the

clock for all employees in all shifts at concessional rates.

Uniform:

All employees at the manufacturing locations are provided

two full sleeve shirts every year.

Subsidised Lunch:

We have cafeterias at each of our locations to provide

subsidised food to our associates.

ENGAGING EMPLOYEES’ FAMILIES

Family visits & Get-together:

To bond with our employees we invite their family members to

visit the state of the art manufacturing facilities.

Meritorious Children Award:

We recognise and reward meritorious school going children

of employees who excel in academics, with suitable cash

prize and Certificate of Merit.

Girl scholarship policy:

To promote higher education and to support girl students to

realise their education goals, we assist our employees’ girl

children for their education expenses through the Student

Scholarship Policy.

FUN AT WORK

Fun at work is an essential part of the work life of MBites. Also

to us it means creating an environment where people feel

free to be themselves. These are some of the ways by which

we encourage camaraderie amongst our employees:

Festivals/Occasions all the year around are celebrated

with same vigour.

Sporting Activities Several competitions are

organised every quarter both for on roll and contract

employees.

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Knowledge Management & Sharing

Moser Baer has developed an online knowledge

management repository. It is the central point of all

information on Moser Baer’s businesses and products. It

contains industry reports and analysis, Competitor reports,

Technology reports and products information, corporate

profile and financial information.

36HR -TWO WAY COMMUNICATION

We believe in the culture of Participative Management. The Company practices ‘Open Door Policy’ for all associates wherein each

employee has access to the highest level of management to register their concerns. The forums are open to all associates and

cover 100% of our population. The meetings of these forums are taken up separately at respective locations.

Moser Baer strongly believes that communication is an important element of an organisation’s success. The Multiple forums as

mentioned above are provided to facilitate tow-way communication between the employees and management.

1 KNOW YOUR POLICY PROGRAMME WEEKLY 53 13 66

2 TOWN HALL MEETINGS FORTNIGHTLY 104 2 106

3 ADDRESS BY PLANT HEAD MONTHLY 24 NA 24

4 COMMUNICATION MEETING MONTHLY 47 19 66

5 TRANSPORT COMMITTEE MEETING MONTHLY 24 12 12

6 CAFETERIA COMMITTEE MEETING MONTHLY 23 12 11

7 SPORTS COMMITTEE MEETING AS AND WHEN 10 3 13

8 RAINBOW COMMITTEE MEETING MONTHLY 24 3 24

9 PLANT SAFETY COMMITTEE MEETINGS MONTHLY 24 22 12

10 APEX EHS COMMITTEE MEETING MONTHLY 36 9 45

11 NEWS BOARDS MONTHLY 36 12 48

12 PANORAMA MAGAZINE QUARTERLY 4 4

13 ADDRESS BY SENIOR LEADESHIP TEAM QUARTERLY 3 3 6(OPEN HOUSE)

S.NO.

TOTAL

FORUMS FREQUENCY

NO. OF MEETINGS TAKEN UP IN FY'09-10

OMGBUSINESS

MBPV

14 MAILERS BY CORPORATE COMMUNICATION TEAM TEAM ONGOING

GRIEVANCE HANDLING PROCEDURE

Objective:

The grievance handling procedure intends:

• To provide employees with a solution in a

transparent manner.

• To settle the grievance of the employee/s in the shortest

possible time.

• At the lowest possible level of authority.

• To provide various stages so that the employees can

escalate when not satisfied with the previous stage

response.

HR HELP DESK

To promptly address, capture and evaluate the concerns of

the employees we have HR & ADMN HELPDESK through

intranet.

Objectives:

1. To help employees approach for their daily and routine

problems.

2. This is launched to save the production time wasted in

going to different departments to solve their problems.

3. We have our champions for solving the problems raised

through HR Help Desk within the service level agreement

time frame.

4. This is a trustworthy and the reliable source of solving

most of the problems and all should approach through

this media.

LIVE HELP DESK

This Help Desk has been exclusively instituted to listen,

record and give constructive solution to any query/issue of

the associates within the stipulated time frame. In order to

give it an identity “May I Help You” logo would be made to

display at the Help Desk.

KIOSKS AT SHOP FLOOR

We have provided adequate number of kiosks in each

department/ Tea Rooms & other various locations.

Employees can update themselves on day-to-day

attendance, OT, leave balances, salary slip, cafeteria menu,

company policies, and classifieds.

QUERY WINDOW IN TIME-OFFICE

To listen and resolve the day-to-day queries of the associates

related to time office function such as attendance, overtime,

missing punches, production incentive, ESI card, salary

arrears on the spot, a query resolutions window has been set

up.

ANTI – HARRASMENT POLICY

Moser Baer is committed to providing a work environment

wherein all employees are treated with respect and dignity

without there being any type of discrimination and conduct

which can be considered harassing, coercive, or disruptive,

including sexual harassment.

Engagement Index

In order to tap improvement areas on an ongoing basis, we

conduct employee engagement survey for all employees,

every year which helps us to understand:

1. The progress over the action items over the last year and;

2. The focus areas for the present year.

Each manager is also provided with a manager score card

reflecting the team engagement score of his team. Based on

the score card the manager sits with his team to have a

healthy dialogue to identify reasons for low/high scores in his

division.

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38 LABOUR RELATIONS

We are proud to say that we are one of the most legally compliant organisation in all respects. Our philosophy behind the HR

policies and labour practices are to avoid any kind of harassment of workforce. Below are the policies of HR Practices that

company follows and ensures that their violations are met with affirmative actions.

CHILD LABOUR

We do not employ anybody who is less than 18 years directly / indirectly with Moser Baer.

FORCED LABOUR

We do not practice forced labour, in any form, for any reason whatsoever. Applicants are allowed to take back original certificates / testimonials / passport once they are verified.

DISCRIMINATION POLICY

“We believe in Equal Opportunity Employment and Affirmative action”.

We will not discriminate against or harass any employee or applicant for the employment on the basis of race, colour, and creed, religion, national origin, sex and sexual orientation, disability, age, marital status or status with regard to public assistance.

CHILD REMEDIATION PLAN

We have never come across any case of Child Labour till date and we have formulated Child Remediation Plan with the future perspective that if under any bleak circumstance any person below 18 years of age is found in the company premises then the organisation should make its best efforts to prevent him with any kind of economic & physical harassment and social exploitation. We also aim to provide a conducive ambience to the child for his healthy and complete growth as a future citizen.

We have a systematic disciplinary system looked after by the Business location ER / HR – Departments. Our disciplinary system prohibits monetary harm or physical coercion to the employees. All disciplinary actions are taken as per the Law of the Land.

All above discussed policies and other HR policies are visibly and transparently shared with our associates. Each associate has access to all policies in their respective intranet portal account wherein all important information is uploaded.

ATTRITION SNAPSHOT

39Running a business requires adequate consideration to a number of issues outside the traditional scope of making money, of

which building an ethical and values based culture is most certainly one. As our business continues to grow, we impact the lives

and circumstances of people in ways we can only imagine – including customers, employees, suppliers, dealers and many such

other stakeholders. We firmly believe that business ethics if not up to scratch can leave one with a bad reputation, alienating our

stakeholders. We therefore, lay a lot of emphasis on ethical way of conducting business with our stakeholders to build mutual trust

and guarantee long term relationships.

In the light of the above we ensure that we leave no stone unturned in creating a value-based culture where every individual of the

organisation is aligned towards our corporate ethical policy and our core values.

CORRUPTION

GUIDELINES AS PER OUR ETHICS POLICY

• Uphold the service condition rules and regulations as applicable.

• Regard service to the customer (internal or external) as his/her mission and always place service to the

customer higher than service to self.

• Treat all employees with respect, courtesy, empathy, concern and responsiveness, and never

discriminate by dispensing special favours or privileges to anyone based on caste, religion or gender.

• Give a full day’s work for a full day’s pay, and give earnest effort to the performance of assigned duties

as efficiently and economically as possible.

• Accept no special favours, privileges, benefits or gifts offered by vendors, suppliers, customers, etc.

doing business with Moser Baer or seeking to do business with Moser Baer. However, on certain

occasions acceptance of gifts, e.g. Pens, Diaries, sweets, and other small gifts ( for value not exceeding

Rs. 500/-) may be considered as exception.

• Use no company property, funds or time for personal purposes.

• Disclose no information, such as technical know-how, details of manufacturing process, customer data

base and trade/ business secrets, etc. gained in the performance of company duties as a means of

making private profit/ seeking favours or otherwise.

• Engage in no activity, either directly or indirectly, which is inconsistent with the conscientious

performance of Moser Baer duties.

• Demonstrate the highest standards of personal integrity, honesty and conduct in all activities in order to

inspire management confidence and its trust in employees.

• Expose corruption, misuse of official authority or any action, which could harm the Moser Baer interest

wherever and whenever discovered.

• Moser Baer has official spokespersons responsible for interfacing with the outside world.

RISK ASSESSMENT FOR BUSINESS UNITS

We have built strong systems and processes that enable us to

proactively identify or rectify occurrence of any malpractice/

unethical behaviour, thereby, creating a corruption free

environment. Some of these processes are as follows:

Robust Audit Process:

We have an internal audit team which works towards

ensuring that all processes and systems are adhered to.

Antecedent verification process:

To ensure that we hire people who are in line with our core

principles we have also tied up with professional agencies

wherein reference checks are done on from residential

address verification to police record verification.

Values committee:

We have people from the top management representing the

committees at the business level and corporate level. The

role of these values committee is as follows:

• Address concerns or apprehensions on lack or

absence of compliance to our values

• Evaluate and provide impartial and ethical

solutions/directions to any sort of dilemma, conflict,

concerns in the organisation

• Take responsibility for values enforcement in their

business units

Anti sexual harassment committee: Moser Baer is committed

to providing a work environment wherein all employees are

treated with respect and dignity without there being any type

of discrimination and conduct which can be considered

harassing, coercive, or disruptive, including sexual

harassment.

Vigilance officer: We have a dedicated Vigilance officer for

all manufacturing locations. The vigilance officer has the

following responsibilities:

• To proactively setup vigilance and information

gathering mechanism across all manufacturing units.

• To identify operational area that may be prone to

malpractices / lapses resulting in direct / indirect harm

to organisation’s interests.

• To carry out Vigilance investigations in cases referred

by higher formation or through local inputs.

AWARENESS OF OUR PRINCIPLES

By way of workshops and sessions during the launch of

Values we have already trained over people about our core

values, explaining them the context, meaning and ways of

handling conflicting situations. To continue on this process,

all fresh recruits are taken through the session on our ethics

policy and values to align them to our culture.

IMPLEMENTATION OF OUR VALUES

It is critical that our Values/ Ethics Policy is implemented

throughout the business. All MBIL lines of business are

required to comply with these and each has a designated

values committee having the responsibility of ensuring

alignment with our values. It all begins with the top

management including our directors who strongly believe in

leading by example thereby, encouraging people to follow

the footsteps. Therefore, all their actions are strongly linked

to Integrity.

BEST PRACTICES

We have also linked our values with various systems and

processes to ensure reinforcement of these behaviours on a

day to day basis. Some illustrative ways in which the values

have been linked across are given below:

MBIL also has an organisation wide ‘TIPS for Success’

reward scheme to recognise individuals who uphold Moser

Baer values and become our ambassadors.

We have a 360 degree leadership survey for all our senior

management employees which has specific questions on

values.

While these practices encourage employees to adhere to

values, we also take strict actions on any value violation to

send a strong message to the team.

Not abiding by our values warrants a strict management

action, irrespective of level, position or designation. During

the last financial year, quite a few employees were dismissed

on account of unethical behaviour. The following were the

illustrative reasons for dismissals:

Fudging expense bills

Accepting money from partners/vendors

New hires being dismissed for fudging their

documents pertaining to experience certificate

/degree certificate/ salary slip etc.

40

PUBLIC POLICY AND LOBBYING

We meet regularly with government officials and regulators to discuss issues and legislation that affect our business. Some of the

associations that we are a member of are CII, FICCI, World Economic Forum and other several trade associations and

manufacturing association where we participate from time to time to present industry view points on issues affecting our business.

• We participated in a campaign organised by FICCI in 2010 wherein the Indian film industry joined hands with Hollywood

counter piracy. The initiative was in alliance with prominent Indian media companies such as Yash Raj Films, Vishesh Films,

Reliance Big Entertainment, Moser Baer, UTV, Eros International and Studio 18. The coalition aims at addressing all form of

piracy, physical and online.

• Moser Baer is also a key member of the Indian Semiconductor Association (ISA) which is the premier trade body

representing the Indian Electronic System Design and Manufacturing ESDM industry. We are the member of one of the

core initiative group of Solar PV cells which aims to :

To facilitate sustained growth of the domestic solar PV industry

Be the primary support resource to the Government for the sector

To help position ISA as the pre-eminent trade body for the solar PV companies in the country

• We are also a member of CII which has been taking up comprehensive causes and trying to create awareness about the

importance of protecting the environment, taking steps to create and use technologies that can help in avoiding

environmental degradation.

• In another initiative Moser Baer has partnered with TERI as one of the technology partners in supporting their initiative of

‘Lighting a Billion Lives’ enabling a billion lives to access light from solar technologies. Through this initiative Moser Baer is

primarily focussing on installation and commissioning of Solar Lantern Charging Station. The Campaign aims to bring light

into the lives of one billion rural people by replacing the kerosene and paraffin lanterns with solar lighting devices with solar

lanterns that have CFLs (compact fluorescent lamps) as well as LEDs (light emitting diodes) for dual purposes.

41

42PROJECT TALEEM

Project Taleem was initiated in June 2008 with an aim to make education accessible to women and girls. The outreach of Taleem

centres has been 176 girls and the curriculum for teaching in Taleem Centres has been provided by State Resource Centre, Jamia

Millia Islamia under the National Literacy Mission. Key initiatives of Project Taleem can be captured as under:

• Satellite Centre: The Satellite Centre prepares these children for schooling by using innovative teaching methods/ aids.

• Adult Literacy Programme (ALP): Due to mobility barriers many women could not come out of their villages to study at our

centres. The ALP programme was started in Kakrala village when a group of 10 women expressed their desire to study. The

ALP classes are conducted at one of these beneficiaries home at a convenient timing.

• Opening a community library - Ujjawal Pustakalaya in Kakrala & Aagar villages in order to promote reading habits and use

of free time constructively amongst the people especially youth.

• As a part of the admission drive in formal schools, a total of 64 children were enrolled. Importantly 48 of these admissions

were at the primary level.

• Organising street theatres, rallies and puppet shows to sensitise the community about the importance of education and

schooling.

• The MBT team has collaborated with the District Education Department and Basic Shiksha Adhikari (BSA) in order to

advocate people's concerns regarding the infrastructural deficiencies and poor quality teaching at government schools.

VOCATIONAL TRAINING

Moser Baer Trust’s Vocational training centre is an endeavour to provide the youth an opportunity to develop various skills for

making girls/women self reliant and confident. These courses have been accredited by Jan Shikshan Sansthan, Ministry of HRD.

In total, 105 girls from two villages have benefited from the programme during the year.

This vocational training centre has facilitated training in three vocations:

- Dress Making

- Mehendi application and

- Beauty Culture and Health Care (BCHC).

SOCIAL ASSETS

43NAYEE ROSHNI

Moser Baer Trust operates on the principles of sustainability and community ownership of its programmes. Considering the

dynamic nature of the communities and its increasing demand for social interventions in various areas, MBT conceptualised a

unique programme Nayee Roshni wherein the community can be self-reliant once MBT has partially phased out from the

community.

• Nayee Roshni aims to develop a cadre of “Peer leaders” who would become potential “Change Makers” in their

communities. These peer leaders are engaged in perspective building, skill enhancement and action based learning

exercises.

• As part of the dual goal of engaging Peer Leaders into community action and giving them an on-job exposure, 5 peer

leaders were given the charge of the two community libraries (on a rotation basis) on an honorary basis. The aim was to

instill a feeling of ownership, self sustenance and responsibility towards these libraries.

SELF HELP GROUPS

Moser Baer Trust is committed towards women empowerment through Self Help Groups (SHGs). We have 12 functional SHG’s

covering 146 marginalised women in the surrounding villages of our manufacturing unit. The objective of promoting these groups

is to create a bond between communities so that they can raise their voice for their rights.

44DISHA

Disha “EK MOUKA” was a livelihood programme aimed at creating around 1000 jobs annually in the region of our operations. The programme was implemented in two phases and it reinforces the crucial link that social empowerment is not possible without economic empowerment and vice versa.

• The comprehensive training module consisted of theoretical knowledge, skill practice and personality development.

• The comprehensive training module consisted of theoretical knowledge, skill practice and personality development.

• The students were also acquainted with basic spoken English courses, basic computers and customer relations and sales.

• DISHA has proved to be a grand success with placement of over 2100 trainees (77%) from 118 villages in various companies such as McDonalds’s, Idea cellular and Ansal Plaza etc.

• The beneficiaries are earning respectable salaries between Rs. 4000/- to Rs. 8000/- per month and significantly contributing in their family income.

SWASTHYA UTTHAN

Project Swasthya Uthaan was launched with an objective to provide preventive and limited curative health care services to villagers who lack access to such basic services. Poor hygiene in the villages was also one of the factors contributing to deterioration of health. However, there was very little initiatives taken to improve the hygiene and sanitation amongst villagers. Taking this into account, MBT initiated a two-fold project with a focus on preventive and curative care.

• At preventive level, the focus was on bringing a positive change in the behaviour of the villagers by generating awareness on health issues through awareness meeting, magic shows, one to one talks and through rallies.

• Secondly, health related issues were addressed by establishing an Out-Patient-Department (OPD) in the area. In the past year, Moser Baer Trust ran four OPDs in four different villages, which are in the vicinity of any of the company’s plant areas.

DIGITAL LITERACY

Digital Literacy is a unique initiative of MBT to expand computer literacy among school students of under-privileged backgrounds.

• The programme runs in four schools of Uttar Pradesh. A total of 750 children have been trained so far and 325 students are currently enrolled under this programme.

• The new structure of the programme introduces inclusion of computer literacy in the school curriculum.

• These centres have been renamed as Nasscom foundation -Moserbaer Trust Knowledge Centres.

SOCIAL ASSETS

45PAPER RECYCLING PROJECT

This project is an attempt to promote eco-friendly alternatives and practices to conserve paper and thereby the green cover, and

work towards reducing the imbalance created by excessive pressure of development in the ecosystem.

• The unit, established in Badripur, near Dehradun utilises small-scale labour intensive technology.

• The unit engages 12 women from four villages who have been trained into paper recycling and product making.

• The products are marketed in Delhi-NCR and unit is financially self-sustained.

CINE ART

Cine Art is convergence of cinema and art for social change.

A joint venture of Moser Baer Trust and PVR Nest, "Cine Art"

successfully brought young minds closer to their city and

heritage by providing creative expressions to their dreams,

ideas, feelings and imaginations.

• For this, the participants of the two phases of Cine Art

have been trained in different aspects of film making,

like story formation, scripting, dialogue writing, and

technical aspects of film production.

• Cine Art has worked with 21,500 children from

different schools and NGOs by sensitising them

towards the impending needs of our nature.

• These socially relevant documentaries are screened

at PVR and launched through Home Video series of

Moser Baer.

EMPLOYEE VOLUNTEERING

During the year Moser Baer Trust has taken the first steps in promoting employee volunteerism. The participation and involvement

of employee volunteers is an excellent example of the zealous workforce of MBIL.

• International Volunteering Week gave employees an opportunity to share their knowledge and skills with the villagers of

nearby communities.

• Mission HOPE: The programme was held on 4th and 5th December 2009 and aimed at increasing awareness and

understanding of Clean Water and Water Conversation in the villages.

• At Career Development Centre, the employee volunteers have been giving coaching to students including digital literacy

and English speaking classes.

• The Medical Intervention Team of MBIL organised camps in villages on the subject of early marriage and health issues.

• EHS Dept organised an Awareness Session on promoting safety culture at homes and schools.

• The Employee Theatre group of MBIL regularly organises street plays on various social issues such as HIV, Girl Child

Education etc.

• Donation Drives: MBT has been organising donation drives where our employees and management have donated old

books and clothes in large numbers. The books are used in Community Libraries set-up by MBT and old clothes, after

proper cleaning and ironing, are sold to poor population at nominal price.

PROJECT DRISHTI

A special mission towards National Blindness Control, Project Drishti works on the issue of control and management of

preventable blindness in the project areas. Through Project Drishti over 4337 elderly people have been screened for cataract and

1170 have undergone cataract corrective surgery covering almost 186 villages in Noida and Greater Noida. Apart from this, vision

test and refractive test treatment has been given 2424 school children across 23 schools. During the current financial year the

project aims at 400 cataract surgeries of elderly.

46 STAKEHOLDERS WORDS ABOUT OUR CSR INITIATIVES

Moser Baer Trust (MBT) has been conducting social initiatives in the village Nagla Charandas for last 2 years. The

village has benefitted immensely due to those programmes. The O.P.D. that is handled by the Moser Baer Trust has

provided the villages with free medical care and along with it the womenfolk of the village get jobs and training

through training institute Aakar. The whole process is instrumental in providing social and financial support and

development of these people. We at the village urge Moser Baer to keep supporting us through their endeavour.

Mr. Bimlesh Pradhan, Gram Panchayat, Nagla

MBT has been providing computer education to children in the school. The school was facing lack of power supply but

because of the solar power facility commissioned by Moser Baer, the children are able to attend the computer classes

regularly. Because of the centre, the children of the school are being benefitted since the last 2 years and would

continue to be benefitted in the future.

Mr. Tarachand, Principal, Shaheed Bhagat Singh School

It has been a mutually satisfactory partnership with Moser Baer Trust during the last one year. NF has supported the

MBT digital knowledge centres with content and certification and the centres have taken up a lot of initiatives on their

own to ensure sustainability. This partnership opened its first solar powered centre in Surajpur, Greater Noida. I have

no doubts that after a project cycle of 2 years these centres shall be community owned and operated.

Mr. Shubhrajyoti Bhowmik

Manager: Programs, NASSCOM Foundation.

47

Corporate and Head Office : 43B, Okhla Industrial Estate, New Delhi- 110020, India

Tel +91 11 40594444, +91 11 26911570 -74, Fax +91 11 41635211, +91 11 26911860

www.moserbaer.in | email:info@moserbaer.in

www.bouncedesign.net