| Strategy and Analysis |
Performance
Indicator |
Description |
Reported |
Cross-reference /
Direct answer |
If applicable, indicate the part not reported |
Reason for omission |
Explanation |
| 1.1 |
Statement from the most senior decision-maker of the organization. |
Fully |
Executive Speak |
|
|
|
| 1.2 |
Description of key impacts, risks, and opportunities. |
Fully |
The Roadmap. The Journey. |
|
|
|
| Organizational Profile |
Performance
Indicator |
Description |
Reported |
Cross-reference /
Direct answer |
If applicable, indicate the part not reported |
Reason for omission |
Explanation |
| 2.1 |
Name of the organization |
Fully |
Contact |
|
|
|
| 2.2 |
Primary brands, products, and/or services. |
Fully |
Report Boundary |
|
|
|
| 2.3 |
Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. |
Fully |
Report Boundary |
|
|
|
| 2.4 |
Location of organization's headquarters. |
Fully |
Contact |
|
|
|
| 2.5 |
Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. |
Fully |
Global Footprint |
|
|
|
| 2.6 |
Nature of ownership and legal form. |
Fully |
Shareholding Pattern |
|
|
|
| 2.7 |
Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). |
Fully |
|
|
|
|
| 2.8 |
Scale of the reporting organization. |
Fully |
The Mahindra Group
Economic Performance
Annual report of
M&M 7, 40, 64 & 72 |
|
|
Annual report 2010-11
Page 7-Financial highlights,
Page 40- Segment results by businesses
Page 64- Financial position at a glance
Page 72- Balance sheet |
| 2.9 |
Significant changes during the reporting period regarding size, structure, or ownership. |
Fully |
Shareholding Pattern |
|
|
|
| 2.10 |
Awards received in the reporting period. |
Fully |
Awards |
|
|
|
| Report Parameters |
Performance
Indicator |
Description |
Reported |
Cross-reference /
Direct answer |
If applicable, indicate the part not reported |
Reason for omission |
Explanation |
| 3.1 |
Reporting period (e.g., fiscal/calendar year) for information provided. |
Fully |
Report Boundary |
|
|
|
| 3.2 |
Date of most recent previous report (if any). |
Fully |
Report Boundary |
|
|
|
| 3.3 |
Reporting cycle (annual, biennial, etc.) |
Fully |
Report Boundary |
|
|
|
| 3.4 |
Contact point for questions regarding the report or its contents. |
Fully |
Contact |
|
|
|
| 3.5 |
Process for defining report content. |
Fully |
Materiality
Report Boundary
Stakeholder Engagement
|
|
|
We have mentioned about the detailed exercise on materiality that was done in the previous year. Significant stakeholders, material issues and their prioritization have not changed this year. Please refer to pages 3-4 of
Sustainability Report 2009-10. |
| 3.6 |
Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance. |
Fully |
Report Boundary |
|
|
|
| 3.7 |
State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope). |
Fully |
Report Scope Limitations |
|
|
|
| 3.8 |
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations. |
Fully |
Report Scope Limitations |
|
|
|
| 3.9 |
Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols. |
Fully |
Air Quality
Emissions
Energy
Water
Materials
|
|
|
|
| 3.10 |
Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g.,mergers/acquisitions, change of base years/periods, nature of business, measurement methods). |
Not |
|
|
Does not exist |
|
| 3.11 |
Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. |
Fully |
Report Boundary |
|
|
|
| 3.12 |
Table identifying the location of the Standard Disclosures in the report. |
Fully |
GRI Index |
|
|
|
| 3.13 |
Policy and current practice with regard to seeking external assurance for the report. |
Fully |
Independent Assurance |
|
|
|
| Governance, Commitments, and Engagement |
Performance
Indicator |
Description |
Reported |
Cross-reference /
Direct answer |
If applicable, indicate the part not reported |
Reason for omission |
Explanation |
| 4.1 |
Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight. |
Fully |
Governance Framework |
|
|
|
| 4.2 |
Indicate whether the Chair of the highest governance body is also an executive officer. |
Fully |
Board of Directors
|
|
|
|
| 4.3 |
For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. |
Fully |
Board of Directors
Board Committees
Group Executive Board
|
|
|
|
| 4.4 |
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. |
Fully |
Shareholder Value
Board of Directors
|
|
|
|
| 4.5 |
Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance). |
Fully |
Annual report of M&M pg no. 58, 59, 60 & 61 |
|
|
|
| 4.6 |
Processes in place for the highest governance body to ensure conflicts of interest are avoided. |
Fully |
Policies |
|
|
|
| 4.7 |
Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental, and social topics. |
Fully |
Board of Directors |
|
|
|
| 4.8 |
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. |
Fully |
Core Values
Codes of Conduct
Compliance
Policies
|
|
|
|
| 4.9 |
Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. |
Fully |
Special Purpose Committees
Core Values
Codes of Conduct
Compliance
Policies
|
|
|
|
| 4.10 |
Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. |
Fully |
Board of Directors
Board Committees
Group Executive Board
|
|
|
|
| 4.11 |
Explanation of whether and how the precautionary approach or principle is addressed by the organization. |
Fully |
Environmental Performance |
|
|
|
| 4.12 |
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. |
Fully |
Public Policy Advocacy |
|
|
|
| 4.13 |
Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: * Has positions in governance bodies; * Participates in projects or committees; * Provides substantive funding beyond routine membership dues; or * Views membership as strategic. |
Fully |
Memberships |
|
|
|
| 4.14 |
List of stakeholder groups engaged by the organization. |
Fully |
Stakeholder Engagement |
|
|
|
| 4.15 |
Basis for identification and selection of stakeholders with whom to engage. |
Fully |
Materiality
Stakeholder Engagement
|
|
|
We have mentioned about the detailed exercise on materiality that was done in the previous year. Significant stakeholders, material issues and their prioritization have not changed this year. Please refer to pages 29-33 of
Sustainability Report 2009-10. |
| 4.16 |
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. |
Fully |
Stakeholder Engagement |
|
|
We have mentioned about the detailed exercise on significant stakeholder engagement, including method, frequency of engagement and key results that was done in the previous year which has not changed this year. Please refer to pages 29-33 of
Sustainability Report 2009-10. |
| 4.17 |
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. |
Fully |
Stakeholder Engagement |
|
|
|