Intellect Design Arena Limited

Sustainability Report 2023-24

Holistic Sustainability
Holistic Sustainability
Table of Contents

Contents Message from the Chairman & Managing Director

Intellect’s ‘Holistic Sustainability’

About the Report

Chapter 1: Organisation at a Glance

Membership of Associations
01

03

11

13

22

Awards & Accolades 23

Chapter 2: Design for Sustainability 25

• Sustainability Program 26
• Environmental Sustainability 26
• Social Sustainability 27
• Governance Sustainability 27
• Alignment with SDGs 28

Chapter 3: Environment 47
• Water Management 48
• Waste Management 53
• Energy Management 56

Chapter 4: Social 65
• Our People 66
• Community Engagement 97
• Ullas Trust 98
• Mission Samriddhi 102
• School of Design Thinking 110

Chapter 5: Governance 117

• Board of Directors 118
• Board Committees 119
• Our Business Responsibility 120
• Grievance Mechanism 126
• Policies for Transparency / Value Alignment and Accountability 127
• Systematic Risk Management from Technological Disruption 132

Annexure –A Links to Key Policies 137

Annexure –B GRI Content Index 139
Annexure –C Assurance Statement 150
Annexure – D Acronyms 154
 Message from the
Chairman &
Managing Director
As we complete the second year of our journey on
®ƷƣƯñňŪñĎňşňƯǖ͓΁U΁ñŨ΁ƘƛŵƷė΁Ưŵ΁ƣłñƛğ΁Ưłğ΁ƣňĺŪňȌĐñŪƯ΁
progress that we have made towards the vision on
Holistic Sustainability. We have addressed Holistic
Sustainability across 3 spheres viz..

SUSTAINABILITY
WITHIN INTELLECT

SUSTAINABILITY
ACROSS COMMUNITIES

'Can do' spirit in them. Mission Samriddhi and its

SUSTAINABILITY
ecosystem of development accelerators,
ACROSS ECOSYSTEM
implementation partners and government agencies
in ensuring holistic, sustainable development across
Ưłğ΁ȌǏğ΁ėňŨğŪƣňŵŪƣ΁ŵĹ΁ƘğƛƣŵŪñş͓΁ƣŵĐňñş͓΁ğĐŵŪŵŨňĐ͓΁
ecological and institutional development.
1. SUSTAINABILITY WITHIN INTELLECT Our initiatives in this sphere will have a
Initiatives within the organisation across the three spiralling/cascading effect on the communities
dimensions of Environment, Social and Governance ǐňƯł΁ŨƷşƯňƘşňğƛ΁ňŨƘñĐƯ΁ŵŪ΁΁ĎğŪğȌƯƣ΁ñĐĐƛƷğė
towards making a positive impact on the
Environment as well as Social and Business [Link] ACROSS ECOSYSTEM
Ecosystems comprising our Customers, Business UŨƘñĐƯňŪĺ΁Ưłğ΁şñƛĺğƛ΁ğĐŵƣǖƣƯğŨ΁Ďǖ΁ňŪȍƷğŪĐňŪĺ΁Ưłğ΁
Partners, vendors, associates and the communities Thinking process in Policy design and deployment,
around us through sound, equitable and anchored through the School of Design Thinking
transparent Business practices and responsible which collaborates with leaders in Academics,
operations Industry and Government in shaping equitable and
transparent policy frameworks
[Link] ACROSS COMMUNITIES
UŪȍƷğŪĐňŪĺ΁ŵƷƛ΁ñƣƣŵĐňñƯğƣ΁ñŪė΁ƷƣňŪğƣƣ΁ƘñƛƯŪğƛƣ΁ This report documents the progress and shares key
through our Social Impact initiatives driven by Ullas milestones achieved towards the goals that we had
Trust in shaping young minds by developing a set for ourselves.

01
SUSTAINABILITY REPORT 2023-24
As outlined in our maiden report last year, our initiative in February 2024, converging over 300+
Business aims to promote Sustainable Business diverse participants - young Panchayat leaders,
practices in the Financial world by partnering with women leaders and frontline/grass root level
our customers in simplifying operations, reducing ǏŵşƷŪƯğğƛƣ͓΁ȌƛƣƯ΁ĺğŪğƛñƯňŵŪ΁ŨňĐƛŵ΁ğŪƯƛğƘƛğŪğƷƛƣ΁
costs by elimination of wasteful activities and from rural India, apart from Development
conserving resources. Using First principles accelerators and programme partners. It was both
thinking, we had elementalised the Banking domain humbling and gratifying to listen to the stories of
Ưŵ΁ñ΁ȌŪňƯğ΁ŪƷŨĎğƛ΁ŵĹ΁ŨňĐƛŵƣğƛǏňĐğƣ͓΁ğǏğŪƯƣ͓΁
£Uƣ΁ Impact. This was preceded by multiple
with the launch of our [Link] platform last year , engagements with Development accelerators,
so that Banks and Financial Institutions could Government institutions as well as international
leverage these building blocks to eliminate agencies. We have scaled up support and
complexities in their Business. Our technology ğŪĺñĺğŨğŪƯ΁Ĺŵƛ΁Ũŵƛğ΁ƣƘğĐňȌĐ΁ňŪňƯňñƯňǏğƣ΁
enables us to readily leverage the Cloud platform during FY24. The Summit has opened more
Ĺŵƛ΁ñĐłňğǏňŪĺ΁0ĹȌĐňğŪĐǖ͓΁®ğĐƷƛňƯǖ΁ñŪė΁®ĐñşñĎňşňƯǖ͒΁Úğ΁ avenues to extend this engagement and
also seek to propagate Responsible AI that is expand/deepen the impact to the targeted
explainable, traceable, secure and reduces bias. ĐŵŨŨƷŪňƯňğƣ͒΁®ƘğĐňȌĐ΁Ƙƛŵĺƛğƣƣ΁Ũñėğ΁Ďǖ΁sňƣƣňŵŪ΁

ƘñƛƯ΁ĹƛŵŨ΁ėƛňǏňŪĺ΁ğĹȌĐňğŪĐǖ͓΁ŵƷƛ΁ƘƛŵėƷĐƯƣ΁ñŪė΁ Samriddhi across the domains and regions it
platforms also further the Governance agenda in operates is highlighted in detail later in this report.
ensuring transparency, addressing risks, enhancing
security and aiding informed decisions. In the third sphere too, we continue to collaborate
both with Government institutions as well as
Alongside sustainable business practices, we made Academia in instilling a thinking process shift
ƣňĺŪňȌĐñŪƯ΁ƣƯƛňėğƣ΁ŵŪ΁ŵƷƛ΁ƣƷƣƯñňŪñĎňşňƯǖ΁ƘƛŵĺƛñŨƣ΁ amongst the policy makers and administrators,
and initiatives supported by metrics that Faculty and students. The School of Design
demonstrate satisfactory progress and provide »łňŪśňŪĺ΁ƣňĺŪňȌĐñŪƯşǖ΁ğǕƘñŪėğė΁ňƯƣ΁ƛğñĐł΁Ďǖ΁ƣňĺŪňŪĺ΁
assurance that we are on track to achieving our collaborative arrangements with prestigious
medium/long term goals as envisaged. We institutions. The School also hosted a National
ñĐłňğǏğė΁ĹƷƛƯłğƛ΁ĐğƛƯňȌĐñƯňŵŪƣ΁ñŪė΁ñƣƣƷƛñŪĐğ΁şğǏğşƣ΁ conclave for Academicians , converging the
during the year. leadership of Institutions from diverse disciplines.
Here again, exciting opportunities have emerged to
At our largest facility, the Chennai campus, the positively shape the thinking of future
installation of vermicompost for 100% composting generations. We also hosted a series of
of biodegradable waste and programs towards Design Thinking sessions for our customers,
elimination of single use plastic are initiatives entrepreneurs, and students as a part of the
Ưŵǐñƛėƣ΁Ưłğ΁şñƛĺğƛ΁ĺŵñş΁ŵĹ΁ëğƛŵ΁ǐñƣƯğ΁Ưŵ΁şñŪėȌşş͒΁ School's anniversary celebrations.
We have also achieved the two milestones set
towards the goal of 'Net Zero Water' viz achieving We are convinced, more than ever, with the progress
100% rain water harvesting and zero liquid made thus far, that we can make a positive
discharge at our Chennai campus. Our associate difference by being a model of a Sustainable,
retention has improved in FY24 compared to prior Inclusive, well governed Human Corporate. We hope
years. Building the leadership pipeline and to share greater milestones and success stories as
ĺƛŵŵŨňŪĺ΁ǖŵƷŪĺ΁ƯñşğŪƯ΁ƛğĐğňǏğė΁ƣňĺŪňȌĐñŪƯ΁ňŨƘğƯƷƣ΁ we move ahead and count on the support of all our
with assessment, training and development stakeholders - the Board, Leadership teams,
programmes at multiple levels for skills in Associates, Customers, Partners, Investors, Bankers
Technology, Project Management and Leadership. and Regulators in realising this collective vision.
£ğƛ΁ğŨƘşŵǖğğ΁ƯƛñňŪňŪĺ΁łŵƷƛƣ΁ƛğĺňƣƯğƛğė΁ñ΁ƣňĺŪňȌĐñŪƯ΁
increase in FY24. Our corporate governance Warm Regards,
systems and risk frameworks are robust and enable
us to run our operations ethically and responsibly.

In the second sphere, we hosted a nationwide Arun Jain

Summit of Mission Samriddhi, our Social Impact Chairman & Managing Director

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SUSTAINABILITY REPORT 2023-24
 Intellect’s
‘Holistic Sustainability’
Úğ΁ñƛğ΁ñşş΁ĹñŨňşňñƛ΁ǐňƯł΁®ƷƣƯñňŪñĎňşňƯǖ΁ñƣ΁ėğȌŪğė΁Ďǖ΁ alongside Design Thinking. First-Principles Thinking
the 17 Sustainable Development Goals (SDG) enables us to deconstruct complex issues and offers
adopted by all members of the United Nations. At a fresh way of understanding and solving
Intellect, we believe in ‘Holistic Sustainability’. sustainability challenges and designing resilient
Intellect’s lens on sustainability is about building and regenerative systems and practices. Design
capacity and competency in societies and Thinking on the other hand fosters innovative
communities wherein people own the problem and solutions, transcending linear boundaries to yield
solve it themselves. nonlinear outcomes. Considering sustainability
presents a complex set of problems, having
Our success in approaching sustainability in a multiple moving parts, this 2 pronged approach is a
holistic way, stems from our commitment to First winning strategy.
Principles Thinking, deeply ingrained in our DNA,

Personal
Sustainability

D1
Institutional Social
Sustainability Sustainability

Our framework for D5 D2

Holistic Sustainability
is built around
5 Pillars
D4 D3

Ecological Economic
Sustainability Sustainability

Under each of these pillars are programs and initiatives that touch lives, stories that are truly transformational

03
SUSTAINABILITY REPORT 2023-24
 D1 - Personal Sustainability

Ullas Trust (A Polaris Foundation social initiative) was started in 1997, with the primary motive to recognise
academic excellence in students from the economically challenged sections of our society and encourage the
“Can Do” spirit towards chasing their dreams and aspirations. Very early in its evolution, Ullas decided to
focus its energies on students from Class (Grade) 9th to 12th, during the most vulnerable stage in their jouney
- adolescence!

THE ROAD MAP

1. SELECTION OF YOUNG ACHIEVERS

Ullas selects students from Municipal /
Corporation, Government, and
Government-Aided schools every year through
ñŪ΁0ŪƯƛñŪĐğ΁0ǕñŨňŪñƯňŵŪ΁ñŪė΁ñ΁ǐğşşͨėğȌŪğė΁
selection process and brings in the ‘Young
Achievers’ into the fold

2. SEEDING THE CORE THOUGHT

A large-scale Annual Workshop for over 1200+
students – Ullas Young Achievers, is anchored by
our Founder Arun Jain, along with our
volunteers. This workshop focuses on 3 main
objectives: a) Recognise the Young achievers in a
public platform and award merit scholarships b)
“Seed” the thought of looking beyond their
immediate environment and encourage them to
dream big and articulate their dreams with
conviction in a specially-created ‘Diary of
Dreams’ workshop. c) Provide an opportunity to
interact with eminent personalities and role
models

3. IGNITING THE BEST

Ullas created a unique self-enrichment module
called SUMMIT. The Summit program comprises
Personality Development modules, graded as
Level 1 to Level 4, with Level 1 for Class 9th and
ȌŪňƣłňŪĺ΁ǐňƯł΁iğǏğş΁̔΁Ĺŵƛ΁ şñƣƣ΁̑̒Ưł͒΁»łğƣğ΁
sessions are conducted based on specially
crafted lesson plans that encompass
ĐŵŨŨƷŪňĐñƯňŵŪ΁ƣśňşşƣ͓΁ĐŵŪȌėğŪĐğͨĎƷňşėňŪĺ͓΁
memory skills, active teamwork, public speaking
and leadership skills. All the classes are
anchored by employees (and their friends and
families) during the weekends, thus giving the
employees a special opportunity to mentor the
Young Achievers

04
SUSTAINABILITY REPORT 2023-24
4. UNLEASHING THEIR POTENTIAL HIGHER Movement: Talent Quest for India Trust (TQI
EDUCATION SCHOLARSHIPS AND Trust), National Service Scheme (NSS) – NSS
MENTORING PROGRAM volunteers from colleges and Mission Samriddhi:
After the 12th standard, aspirants apply for the Tamil Nadu Cluster Development Program
Higher Education Scholarships and go through a (TNCDP).
formal interview by panels of employee
volunteers, where they build a case of why they IMPACT OF SCHOOL OF DESIGN THINKING
should be awarded the scholarships. This again (SODT) IN THE FIELD OF EDUCATION
gives them a head-start in facing interviews. In Since 2016, School of Design Thinking (SoDT)
parallel, the employees use this interaction to based out of Chennai is working towards
gauge the commitment of the student in creating awareness about Design Thinking as a
pursuing their dreams as well as counsel the ‘Human Centered – Future Focused’ approach, to
ƣƯƷėğŪƯ͓΁ňĹ΁Ưłğǖ΁ȌŪė΁ñŪ΁ňŨƘŵƛƯñŪƯ΁ñƛğñ΁Ĺŵƛ΁ the society at large. It strives to bring the culture
development. of Design Thinking in all aspects of life by
focusing on preparing the Design Mind and help
TRANSFORMATION FROM solve complex challenges as well as create
MENTEE TO MENTOR meaningful and immersive experiences.
The Higher Education scholarship holders are
role-models for Ullas students in classes 9th to DESIGN THINKING IN ACADEMIA
̑̒Ưł͒΁»łğ΁ƣğşĹͨĐŵŪȌėğŪĐğ΁ŵĹ΁ñ΁ƣğŪňŵƛ΁ƣƯƷėğŪƯ΁ SoDT works with educational institutions to
grows manifold if he/she can actively participate prepare outstanding individuals to learn and
in grooming junior students. Putting both adopt Design Thinking through :
objectives together, Ullas trains students
(pursuing higher education) to become
Facilitators for the weekend enrichment sessions
(that is being imparted to the younger students).
This initiative has proved to be a great success Credit
with Transformation from Mentee to the role of
i-Innovate Course
Mentor.

EXPANDING THE FOOTPRINT –

TOUCH THE SOIL
Through the “Touch the Soil “program, Ullas
gives an opportunity to the volunteers to
“re-connect with the roots” and conduct the ‘Can A program for the Design Thinking is
Do’ workshops in the Districts of rural India. This serious potential today integrated as
helps motivate young minds in the rural canvas entrepreneur to utilize a value added
when they get an opportunity to interact with Design Thinking as a course in the
role models who made it big from within their stepping stone for the curriculum of many
environment. The expansion of this rural student's colleges and higher
footprint has seen Ullas evolving into a entrepreneurial education
movement apart from symbolising inclusivity of journey institutions
the social initiatives of the organisation.
DESIGN THINKING PROGRAMS FOR FACULTY
ULLAS – ECOSYSTEM PARTNERSHIPS The Faculty programs by the School of Design
Ullas, strongly believes in partnering with like Thinking have been carefully crafted and curated
minds to be able to reach and ignite as many keeping in focus the unique needs of the
bright young minds as possible. This belief has Academic Faculty, be it enhancing the learning
helped us build a partnership ecosystem with: experience of students, self-development or
exploring new opportunities for the departments
Corporate Partner: Morgan Stanley, NGO
and the institution. In these programs, while they
Partner: Vidyarambam Trust, Youth Volunteer
learn the concepts of Design Thinking, they also

05
SUSTAINABILITY REPORT 2023-24
get hands-on experience in leveraging its EMPLOYEES ENGAGEMENT IN
processes, frameworks and tools for a truly SUSTAINABILITY INITIATIVES
impactful outcome. We constantly engage our associates in
sustainability practices and encourage them to
The immersion is in the form of Faculty take an active role in adopting socially and
Development programs, Train the Trainer and environmentally responsible practices. We
Customised workshops. We have seen great initiate training programs, incentives for
success with reputed educational institutions for sustainable behaviour, and regular
both the Student and Faculty programs, such as communication about sustainability initiatives.
SRMIST, NIET, IIM Calcutta, VIT, BIM, Sairam
Institutions, KREA University, SSN, Crescent, KL Sustainability topics are covered during the
University, SOIL, XIME to name a few. monthly Induction program to make aware the
new joinees about the Sustainable practices
ENGAGEMENT WITH SCHOOL CHILDREN IN followed at Intellect.
RURAL INDIA
Books remain as a tenuous link to our Annual sustainability initiatives such as
imaginations, in this age of digital and visual Sustainability Week Celebrations play a pivotal
media. Through child friendly books and a role in fostering environmental stewardship,
structured framework and monitoring process, social responsibility, and economic resilience
Mission Samriddhi's Ullas library program in 5 within the company and its broader community.
states across 9 districts, brings the joy of reading These initiatives serve as a proactive approach
to the classroom and helps improve reading in towards addressing pressing sustainability
native and English languages in 56 schools, challenges, aligning with global efforts to
covering 10,600 children.. Through the Ullas mitigate climate change, reduce carbon footprint,
Science kit program, Mission Samriddhi focuses and promote sustainable development.
ŵŪ΁ėğǏğşŵƘňŪĺ΁Ưłğ΁ƣĐňğŪƯňȌĐ΁ƯğŨƘğƛñŨğŪƯ͓΁ƣƘňƛňƯ΁
of enquiry and creativity through experiential With an aim to instil the importance of
learning. 6500 school children from 39 schools Reusability (of typical waste products) and
in 5 districts can now access the science kits, unleash the power of collaborative innovation to
ĹŵƣƯğƛňŪĺ΁şŵĺňĐñş͓΁ƛñƯňŵŪñş΁ñŪė΁ƣĐňğŪƯňȌĐ΁ƯłňŪśňŪĺ͒ design new ways of putting waste products
ňŪƯŵ΁ŵĹȌĐğ͟ǐŵƛśƘşñĐğ͟ėŵŨğƣƯňĐ΁Ʒƣğ͓΁ñ΁ĐŵŨƘğƯňƯňŵŪ΁
STREET PLAYS (NUKKAD NATAKS) titled ‘RRR -REPURPOSE-RECYCLE-RECREATE’
TO TACKLE SOCIETAL EVILS was conducted during FY 2023-24 with
In Sonbhadra district of Uttar Pradesh, under the engagement of all associates. A total of 26
auspices of the Banwasi Sewa Ashram, a teams participated to solve an interesting
Mission Samriddhi partner, street play troupes challenge - create something innovative and
have been encouraged to take up social themes. useful using cardboard boxes, used markers,
These “nukkad nataks” have been staged across old dusters, e-waste cables, and used old
multiple gram panchayats to tackle societal evils magazines etc.
like alcohol abuse, child marriages etc.
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SUSTAINABILITY REPORT 2023-24
 D2 - Social Sustainability

Innovation today isn’t only within the contours of corporations, but

is also much needed in the social sector. A society has multiple
stakeholders ranging from the government, social organisations
ñŪė΁uI€ƣ͓΁ƘƷĎşňĐ΁ñƯ΁şñƛĺğ͓΁ƘŵşňĐǖ΁Ũñśğƛƣ͓΁ñėŨňŪňƣƯƛñƯňǏğ΁ŵĹȌĐňñşƣ΁
and many more. Design Thinking is the platform to align all the
stakeholders to resolve core issues of societal impact. The
programs are dedicated to socially-motivated organisations to
create wider and deeper impact – targeting scale and reach. Key
adopters include Panchayats and other stakeholders associated
with Mission Samriddhi, NIRDPR, Banwasi Sewa Ashram, IRA,
SeSTA, PRADAN, Freedom Trust,etc.,

The initiative of introducing kitchen gardens across Wardha district

in Maharashtra was started to improve the haemoglobin levels
amongst women in Wardha. The result - not only did the women
stop suffering from anaemia, but they suddenly found money in
their hands through sales of vegetables which was surplus, plus
Ưłğ΁ĎğŪğȌƯ΁ŵĹ΁ĎğƯƯğƛ΁ñŪė΁Ũŵƛğ΁ŪƷƯƛňƯňŵƷƣ΁Ĺŵŵė͒΁UŪ΁ñėėňƯňŵŪ͓΁Ưłğ΁
Maharashtra State Rural Livelihoods Mission (MSRLM) in Wardha
District along with some NGOS signed a MoU to scale the program
to impact hundreds and thousands of villages across marginalised
communities and this concept has been institutionalised.

D3 - Economic Sustainability

In Sonbhadra district of Uttar Pradesh, Banwasi Sewa Ashram,

with the support of Mission Samriddhi has set up a Mushroom
spawn production laboratory with technical help from ICAR-
Indian Institute of Vegetable Research, Varanasi, to produce 750
kg of spawn per month. 65 farmers have been trained in a skill
that will provide them an additional source of income.
Encouraged by this a Farmer Interest Group (FIG) of 2500
farmers has come forward to get trained in mushroom cultivation
and sell the produce under the registered company.

In Assam, development partner SeSTA (Seven Sisters

Development Assistance) is helping convergence with different
line departments, CSOs, CBOs, in attempts to better implement
MGNREGA so that long term livelihood generating assets are
ĐƛğñƯğė΁Ĺŵƛ΁Ưłğ΁ĎğŪğȌĐňñƛňğƣ͒΁®ƘğĐňȌĐñşşǖ͓΁ñ΁¦ƣ̘͒̑΁şñśł΁ĐñƯñşǖƯňĐ΁
revolving fund from Mission Samriddhi topped up by Rs 33 lacs
by the Assam State Rural Livelihood Mission (ASRLM) over 3
years is facilitating the SUSTAINABLE LIVELIHOODS for 2000
women so that the Household income increases by Rs
50,000/year thereafter, through a portfolio of opportunities such
as pig rearing, poultry, backyard kitchen gardens and pisciculture.

07
SUSTAINABILITY REPORT 2023-24
 D4 - Ecological Sustainability

RIVER REJUVENATION bunding to properly channel the rainwater and

Gramin Samasya Mukti Trust (GSMT), a partner reduce runoff. The overall plan has facilitated the
organisation of Mission Samriddhi, has been establishment of water structures to harvest an
working dedicatedly in the Yavatmal district estimated 200 crore litres of water through farm
towards Natural Resource Management. The ponds, compartment bunding and continuous
‘Nirguda River Rejuvenation Campaign’, contour trenching.
designed and implemented by GSMT with the
support from Mission Samriddhi, focused on the During Wave 2 of COVID-19, UNICEF and
revival of the Nirguda River to increase river Mission Samriddhi worked together in Project
ǐñƯğƛ΁ňŪȌşƯƛñƯňŵŪ͓΁ƛğĐłñƛĺğ΁ĺƛŵƷŪėǐñƯğƛ΁ñŪė΁ Co-Vijay to provide disaster and resilience
harvest rainwater to ensure the supply of water support in over 250 Panchayats in 6 States.
for irrigation. Under the initiative, GSMT and its »łňƣ΁łñƣ΁ĺňǏğŪ΁ÂuU 0H΁ŨƷĐł΁ĐŵŪȌėğŪĐğ΁ňŪ΁
partners revived 16 Km of the river in the upper Mission Samriddhi’s ability to collaborate with
catchment of the river, following the Doha partners on the ground and deliver sustainable
model. At its full potential, the intervention outcomes. Now in 2024, UNICEF is working with
ǐŵƷşė΁ėňƛğĐƯşǖ΁ĎğŪğȌƯ΁ñ΁ƘŵƘƷşñƯňŵŪ΁ŵĹ΁ñƛŵƷŪė΁ us and other stakeholders to provide
9000 across 17 villages by boosting agriculture, path-breaking climate-resilient and
and horticulture and improving the availability of climate-smart agriculture in 75 Gram
ėƛňŪśňŪĺ΁ǐñƯğƛ΁Ĺŵƛ΁Ũŵƛğ΁ƯłñŪ΁̘̑̐̐΁łŵƷƣğłŵşėƣ͒ Panchayats in UP, Bihar and Tamil Nadu over the
next 4 years.
In Yavatmal District, Maharashtra, at Shiratoki
village, Mission Samriddhi has been incubating a In the Jhansi district of Uttar Pradesh,
Holistic Collective farming initiative, where over Mission Samriddhi works closely with the 2030
20 farmers came together to pool their land to WRG (Water Resources Group), an initiative
over 100 acres. Mission Samriddhi assisted them hosted by the World Bank, to enable thousands
in building large farm ponds for storage of water of small farmers, with 90% subsidy for
during the monsoons, as well as in contour micro-irrigation schemes.

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SUSTAINABILITY REPORT 2023-24
 D5 - Institutional Sustainability

In 2022, Dr. [Link], ex-Director General of

the National Institute of Rural Development &
Panchayati Raj (NIRD&PR) was to draw up a
new National Capacity Building Frame (NCBF)
on the request of the Ministry of Panchayati Raj.
Dr. Reddy and his team partnered with Mission
Samriddhi and the School of Design Thinking
(SoDT), along with partner organisations such as
ANODE Governance Lab and Teesri Sarkar
Abhiyaan. Design thinking tools such as Persona
mapping and Empathy mapping were used to
devise effective solutions to understand user
behaviour. The new NCBF 2022 has
recommended the Samriddhi Yatra approach of
taking PRI/Community representatives from the proactive and participative GPDP process for
Gram Panchayat Clusters to visit model better governance which involves strategic
panchayats like Hiware Bazaar and Ralegaon projects in education, gender equality and
Siddhi in Maharashtra and Eraviperoor in Kerala livelihood empowerment.
to ensure that they imbibe the steps taken in the
panchayats to better the lot of their people and Civilian and Societal problems are wicked
bring about a mindset change. problems. In Design parlance, wicked problems
are those complex issues where there are
Department of Panchayati Raj (DoPR), multiple stakeholders with varied interests,
Government of Jharkhand, has been open to changing dynamics of the public, regulations and
adopt several progressive practices such as laws, other societal and civilian constraints, etc.
setting up of Gyan Kendras in about 1500 Gram Our indigenous Design Thinking Process and
Panchayats, initiation of Thematic GPDP crafted Design Tools are instrumental in
planning process, increasing state budget and navigating through such complexities and align
expenditure towards human resources and every stakeholder to address the core issue of
CB&T of PRI members, all in close coordination civilian and social impact. Thus, it becomes
with the State Project Management Unit (SPMU) inevitable to adopt Design Thinking as a
– an initiative of PRADAN supported by India life-skill.
Panchayat Foundation and Mission Samriddhi.
The SPMU along with Jharkhand CSO Forum is SoDT has helped redesign the approach the
supporting the drafting of PESA rules in departments take by adopting User Centricity
Jharkhand as well as building draft using the Human Centric tools of Design
documentation on ‘Own Source Revenue’ Thinking, thus driving enhanced Customer
(Non-Tax Revenue & Tax Revenue) and ‘Effective experience, understanding unstated
Convergence’. Systems change and Design requirements from ‘outside-in’ perspective, and
thinking has helped bring about small changes improving the focus on garnering patterns and
in the power dynamics between the PRI anti-patterns of public services thereby helping
ŨğŨĎğƛƣ΁ñŪė΁ŵĹȌĐňñşƣ΁ŵĹ΁'ŵ£¦͓΁Iŵe͒΁͢UŪȍƷğŪĐňŪĺ΁ them to upscale leveraging Design Thinking and
policy making decisions). effectively execute policies.

In Tamil Nadu, 45 Gram Panchayats have put Our involvement with the Government has been
their faith in Mission Samriddhi through their both at the State and Centre. Some of the key
Gram Sabha resolutions to help facilitate a more departments we have worked with include Niti
Aayog, NIC, AICTE, Startup TN, DIET, SCERT,
GeM, CLRI.
09
SUSTAINABILITY REPORT 2023-24
 This is to design the next-generation
product landscape for the
organisation by knowing what the
user really needs

PRODUCT
DESIGN

Design
leadership and
A program for the
team alignment to
organisation's
the larger purpose STRATEGY
DESIGN leadership to design
of the organisation
Sustainability the next version of
Design the organisation by
for Business: breaking silos and
connecting business,
technology and
CULTURE operations
DESIGN

GTM
DESIGN

To penetrate the market with the

solution and inspire and impact through
value-based GTM strategies

DESIGN THINKING WORKSHOPS FOR FEW CORPORATES

Cavinkare, Sony, BCCL Times group, Sundaram Clayton, Integra,
Trigent, Ashok Leyland, Waaree, Banca Sella, Indian Oil, to name a few

10
SUSTAINABILITY REPORT 2023-24
 About the
Report
This second Sustainability Report of Intellect
Design Arena Limited aims to provide material
Environmental, Social and Governance topics
and the strategy to reduce the impact in the
journey towards a sustainable organisation. The
information disclosed in this Report pertains to
the reporting period from 1st April 2023 to 31st
March 2024 (Referred hereinafter in short as
‘23-24’).

REPORTING FRAMEWORK, REPORTING

PRINCIPLES & APPROACH
This Report contains disclosures on material
topics in accordance with the latest Global
Reporting Initiative (GRI) standards (Universal
standards and Topic standards). The Report has
considered the application of the reporting
principles, i.e. accuracy, clarity, balance,
comparability, completeness, timeliness,
ƣƷƣƯñňŪñĎňşňƯǖ΁ĐŵŪƯğǕƯ΁ñŪė΁ǏğƛňȌñĎňşňƯǖ΁ñƣ΁Ƙğƛ΁Ưłğ΁
GRI Standards. The various sustainability
programs/initiatives and the performance
indicators for these programs are reviewed and
validated by the Sustainability Working
Committee (SWC) and Sustainability Executive
Committee (SEC). Stakeholder relationships and
materiality form the foundation of our reporting
process. The Reporting Cycle is on an Annual
Basis. This Report also references the Annual
Report and Business Responsibility and
Sustainability Report (BRSR), which was
prepared per the requirements of SEBI to
provide insight into environmental, social, and
governance initiatives.

SCOPE AND BOUNDARY

Intellect, serving over 270 customers in 57
countries, has a diverse workforce of solution
architects, and domain and technology experts
ňŪ΁ŨñŘŵƛ΁ĺşŵĎñş΁ȌŪñŪĐňñş΁łƷĎƣ͒

However, from the perspective of material

impact on sustainability, the boundary of this
Report covers the performance, initiatives, and
information on the business activities of Intellect
Design Arena Limited corporate and operational
sites in India, with the intent of expanding the 11
boundary of REPORT
SUSTAINABILITY reporting to subsidiaries and other
2023-24
business entities in future.
€Ʒƛ΁ ŵƛƘŵƛñƯğ΁ŵĹȌĐğ΁ňƣ΁ñƯ΁£şŵƯ΁uŵ͒΁̓͟I͓̓΁®U£ €»΁U»΁£ñƛś͓΁®ňƛƷƣğƛň͓΁ łğŪŪñň΁ͪ΁̖̐̐΁͓̑̓̐΁UŪėňñ͒΁͢łğƛğňŪñĹƯğƛ΁
referred to as “Largest campus of Intellect”)

Enumerated below are the corporate and operational sites

Gurugram
Mumbai 249, Udyog Vihar, Phase – IV,
Gurugram, Haryana, India
̒Ūė͓΁̘Ưł͓΁̙Ưł΁ñŪė΁̑̐Ưł΁ȍŵŵƛ͓΁®ňşǏğƛ΁
Metropolis, Jai Coach, Western
Express Highway, Goregaon (East),
Mumbai-400 063, India Hyderabad
SEEC Towers, Plot No. 6, APIIC Layout,
Unit 35-A, SDF II, Unit 174-C & Hi-Tech City, Madhapur,
175-C, SDF VI, SEEPZ-SEZ, PǖėğƛñĎñė΁ͪ΁̘͓̐̐̐̑̕΁UŪėňñ
Andheri East, Mumbai – 400 096,
India

ÂŪňƯ΁uŵ͒΁
͓̑͟΁̘Ưł΁Hşŵŵƛ͓΁
ƣłñƛ΁U»΁
Park, Road No. 16/Z, Wagle Estate,
Thane West, Mumbai – 400604,
India

Pune
Marisoft III West Wing
Chennai
5th Floor, Marigold Complex,
Kalyani Nagar, Pune-411006, 244, Anna Salai, Chennai – 600006, India.
India
Plot No. 3/G3, SIPCOT IT Park, Siruseri,
Chennai – 600 130, India

ASSURANCE STATEMENT
An independent third-party assurance provider has externally assured this Sustainability Report as per
AA1000 Assurance Standard (AA1000 AS v3) at a Type 2 moderate level of assurance. The assurance
statement can be found in Annexure - C.

FEEDBACK
In alignment with its commitment to Sustainable Development, Intellect Design Arena Limited will
continue to produce its Sustainability Report annually. For your suggestions and feedback, kindly write to
us at sustainability@[Link]

Name of the Contact Person: Ms Sudha Gopalakrishnan

'ğƣňĺŪñƯňŵŪ͔΁ łňğĹ΁
ƣƣƷƛñŪĐğ΁π΁IŵǏğƛŪñŪĐğ΁€ĹȌĐğƛ
Email ID: [Link]@[Link]

INTELLECT DESIGN ARENA LIMITED

244, Anna Salai, Chennai – 600006
Website - [Link]

Certain statements in this Report are aspirational or otherwise forward-looking, and company goals are not guarantees or promises
that all goals will be achieved. Due to unknown risks, uncertainties, and other factors, the actual results, developments, or
performance of the company may vary from our forecasts and announcements.

12
SUSTAINABILITY REPORT 2023-24
ORGANISATION
AT A GLANCE
 Organisation
1 at Glance 2 Design for
Sustainability 3 Environment 4 Social 5 Governance Annexure

UŪƯğşşğĐƯ΁'ğƣňĺŪ΁
ƛğŪñ΁iňŨňƯğė΁͢®0͔΁̘̘͓̓̓̕̕΁ We are the chosen partner for the Top 6 of 10

NSE: INTELLECT) hosts the world's largest North American Banks, Top 9 of 10 European
cloud-native, API-led microservices-based Banks, Top 10 of 15 Middle Eastern Banks, Top
multi-product platform for Global leaders in 13 of 15 Indian Banks and Top 7 of 10 South
Banking, Insurance, and Capital Markets. With East Asia & ANZ Banks. Intellect serves over
over three decades of domain expertise, 270 customers across 57 countries and has a
Intellect is the brand that institutions rely on for diverse workforce of solution architects, domain
digital transformation initiatives. experts, and technology experts in major global
ȌŪñŪĐňñş΁łƷĎƣ͒
We enable global Tier 1 to Tier 3 banks in their
Core Banking, Lending, Wealth, Transaction We pioneered Design Thinking to create
Banking, Trade and Supply Chain cutting-edge products and solutions for
transformation. We have built the largest banking and insurance, with design being the
composable and contextual Open Finance key differentiator in enabling digital
platform - [Link]. ƯƛñŪƣĹŵƛŨñƯňŵŪ͒΁̘̐̑̒΁HňŪ»ğĐł΁'ğƣňĺŪ΁ ğŪƯğƛ͓΁
Ưłğ΁Úŵƛşėͻƣ΁ȌƛƣƯ΁'ğƣňĺŪ΁ ğŪƯğƛ΁ėğėňĐñƯğė΁Ưŵ΁
€Ʒƛ΁ͲȌƛƣƯ΁ƘƛňŪĐňƘşğͳ΁ƯğĐłŪŵşŵĺǖ΁ƣƷňƯğ͓΁ Design Thinking Principles, celebrated its 11th
[Link], is an AI-led comprehensive open ñŪŪňǏğƛƣñƛǖ΁ƛğĐğŪƯşǖ͓΁ƛğȍğĐƯňŪĺ΁ŵƷƛ΁ĐŵŨŨňƯŨğŪƯ΁
ȌŪñŪĐğ΁ƘşñƯĹŵƛŨ΁ŵĹĹğƛňŪĺ΁ĐŵŨƘŵƣñĎşğ΁ƣŵşƷƯňŵŪƣ΁ to continuous and impactful innovation,
Ĺŵƛ΁ĎñŪśƣ΁ñŪė΁ȌŪñŪĐňñş΁ňŪƣƯňƯƷƯňŵŪƣ΁Ưŵ΁ĐƷƛñƯğ΁ addressing the growing need for digital
ñŪė΁ĐŵŪƯğǕƯƷñşňƣğ΁ƘƛŵėƷĐƯƣ΁Ưŵ΁ñėėƛğƣƣ΁ƣƘğĐňȌĐ΁ transformation.
customer’s needs, across verticals like Retail,
Corporate, Wealth. These include platforms for
Retail Banking, Core Banking, Lending for
Retail, SME and Corporate segments, Credit OUR PURPOSE:
Cards, Core Banking for Central Banks, Digital To provide Large Enterprise Grade
Engagement, Wealth Management, Liquidity, Composable and Contextual
Virtual Accounts and Cash Management, solutions driving higher business
Payments, Digital Transaction Banking growth, reducing cost and risk
encompassing Payments, Receivables and on a sustainable basis
Collection, Trade and Supply Chain Finance,
AI-led Data platform and Underwriters
Exchange for Insurance.

1
Intellect
30
Languages

29
Nationalities

14
SUSTAINABILITY REPORT 2023-24
 Organisation
1 at Glance 2 Design for
Sustainability 3 Environment 4 Social 5 Governance Annexure

Our Board of ͓̒̐̒̔΁Ưłğ΁ŵñƛė͓΁ǐłňĐł΁łñƣ΁ĐŵŪǏğŪğė΁ȌǏğ΁ƯňŨğƣ΁

Directors during the reporting period, is composed of

seven members. This includes a Chairman and
Managing Director, a Whole-time Director, a
The Board of Directors of Intellect possess the Non-Executive Director, and four Independent
highest personal and professional ethics, Directors, one of whom is a lady. The Board
integrity, and values. It provides leadership, members bring a wealth of knowledge and
strategic guidance, and objective judgement on ğǕƘğƛňğŪĐğ΁ĹƛŵŨ΁ėňǏğƛƣğ΁Ȍğşėƣ͓΁ğŪñĎşňŪĺ΁ƯłğŨ΁Ưŵ΁
the company's affairs. The Board is fully effectively address the issues raised by the
ĐŵŪƣĐňŵƷƣ΁ŵĹ΁ňƯƣ΁ȌėƷĐňñƛǖ΁ƛğƣƘŵŪƣňĎňşňƯňğƣ΁ñŪė΁ňƣ΁ management and other relevant stakeholders.
committed to representing the long-term
interests of stakeholders. The Board has The Chairman and Managing Director manages
adopted corporate governance principles and the Company's day-to-day affairs under the
continues to be informed, participatory, and Board's supervision. To maintain the Board's
independent in implementing its broad policies independence and separate its governance and
and guidelines. It has also established adequate managerial functions, an appropriate mix of
review procedures. Executive, Non-Executive, and Independent
Directors are employed.
The cornerstone of good corporate governance
lies in the optimal blend of executive and
non-executive directors on the Board and the
degree of their independence. As of 31st March
15
SUSTAINABILITY REPORT 2023-24
 Organisation
1 at Glance 2 Design for
Sustainability 3 Environment 4 Social 5 Governance Annexure

Mr. Arun Jain

Chairman and Managing Director
Nomination, Remuneration & Compensation Committee – Member
Risk Management Committee – Member | CSR Committee – Member

Mr. Anil Kumar Verma

Whole-time Director
CSR Committee – Chairman | Audit Committee – Member
Stakeholders’ Relationship Committee – Member

Mr. Arun Shekhar Aran

Independent Director
Audit Committee – Chairman
Nomination, Remuneration & Compensation Committee – Member
Stakeholders’ Relationship Committee – Member | Risk Management Committee – Member

Mr. Andrew Ralph England

Non-Executive Director
Risk Management Committee – Chairman

Ms. Vijaya Sampath

Independent Director
Audit Committee – Member
Nomination, Remuneration & Compensation Committee – Member

Mr. Abhay Anant Gupte

Independent Director
Nomination, Remuneration & Compensation Committee – Chairman
Stakeholders’ Relationship Committee - Chairman
Audit Committee – Member | CSR Committee – Member

Mr. Ambrish Pandey Jain

Independent Director
Nomination, Remuneration & Compensation Committee – Member
Audit Committee – Member

16
SUSTAINABILITY REPORT 2023-24
 Organisation
1 at Glance 2 Design for
Sustainability 3 Environment 4 Social 5 Governance Annexure

[Link] is a groundbreaking and to ensure customer satisfaction and regulatory

ƯƛñŪƣĹŵƛŨñƯňǏğ΁ƣƷňƯğ΁ėğƣňĺŪğė΁ƷƣňŪĺ΁ͺȌƛƣƯ΁ compliance.
ƘƛňŪĐňƘşğƣͺ΁ƯłňŪśňŪĺ΁Ưŵ΁ƣňĺŪňȌĐñŪƯşǖ΁ƣňŨƘşňĹǖ΁
technology in the banking and insurance sectors. A Business Impact Technology launched for
With its extensive offering of 329 microservices, ĎñŪśƣ΁ñŪė΁ȌŪñŪĐňñş΁ňŪƣƯňƯƷƯňŵŪƣ΁ǐŵƛşėǐňėğ͓΁
535 events, and over 1757 APIs, it serves [Link] helps banks Transform their Growth,
as the most comprehensive Open Finance Operations, Experiences, and Capabilities with
Platform, enabling the creation of the Intellect suite of products, where [Link]
customer-centric solutions instead of traditional is embedded.
product-focused ones.
[Link] Technology leverages the smartness
This suite keeps a bank’s customer in focus, be it of the Cloud to design Bank’s own composable
Retail, HNI, SME, or Corporate, the events in Business Impact solutions based on
Ưłğňƛ΁ȌŪñŪĐňñş΁ŘŵƷƛŪğǖ͓΁ŵƛ΁ğǏğŪƯƣ΁ĐƛğñƯğė΁Ďǖ΁ĎñŪś΁ Event-driven architecture, ready to use deeply
operations or events generated by regulators rich functional Microservices and scores of API
and compliance. Financial institutions on Cloud Headless.
orchestrate their offerings based on these events

329
Microservices
1757
APIs
535
Events

17
SUSTAINABILITY REPORT 2023-24
 Organisation
1 at Glance 2 Design for
Sustainability 3 Environment 4 Social 5 Governance Annexure

Our Lines
of Business
Intellect Global Consumer Banking (iGCB)

iGCB, the Retail and Central Banking Solutions arm architecture with powerful integration capabilities.
of Intellect, offers an end-to-end Contextual iGCB brings to the table a deep knowledge of the
Banking suite for retail and corporate banking ėğǏğşŵƘğė΁ñŪė΁ėğǏğşŵƘňŪĺ΁ȌŪñŪĐňñş΁ŨñƛśğƯ΁ƣƘñĐğ΁
across Core Banking, Lending, Cards, Digital and seeks to be the Innovation Partner for those
Banking, and Central Banking. Its unique blend of who are passionate about transforming the future
integrated functionality and agility is made possible ŵĹ΁ȌŪƯğĐł͗΁ǐǐǐ͒ňĺĐĎ͒ĐŵŨ
Ďǖ΁ňƯƣ΁sňĐƛŵƣğƛǏňĐğƣͨĎñƣğė͓΁
£UͨȌƛƣƯ͓΁ĐşŵƷėͨŪñƯňǏğ΁

Intellect Global Transaction Banking (iGTB)

Consumerisation of Commercial Banking – Offering platform from Intellect Design Arena. With a rich
banks a single global ecosystem of consumerisation suite of transaction banking products, iGTB enables
for liquidity, investments, deposits, cash banks to meet their ambition to be the Principal
management, cash pooling, cash forecasting, Banker to their corporate customers. The
payments, virtual accounts, SME lending, corporate platform is powered by Contextual Banking
''
͓΁Ưƛñėğ΁ñŪė΁ƣƷƘƘşǖ΁ĐłñňŪ΁ȌŪñŪĐğ͕΁ňI»΁ƣƷňƯğ΁ŵĹ΁ eXperience (CBX), a white labelled Digital
transaction banking products is specially designed Engagement Banking Platform that offers a
to enable Corporate Clients to make, move & seamless and contextual user experience for
manage money and prepare Commercial Banks for managing Cash and Trade digital channels. For
a new era of customer-centric services. iGTB is the more information on iGTB, please visit
ǐŵƛşė͵ƣ΁ȌƛƣƯ΁ĐŵŨƘşğƯğ΁IşŵĎñş΁»ƛñŪƣñĐƯňŵŪ΁ñŪśňŪĺ΁ [Link]

̘̑
SUSTAINABILITY REPORT 2023-24
 Organisation
1 at Glance 2 Design for
Sustainability 3 Environment 4 Social 5 Governance Annexure

IntellectAI

UŪƯğşşğĐƯ
U΁ŵĹĹğƛƣ΁ñ΁ƣƷňƯğ΁ŵĹ΁ĐŵŪƯğŨƘŵƛñƛǖ΁ñƛƯňȌĐňñş΁ Our AI cloud native products are known to address

intelligence products and data insights triangulated the most complex business objectives with the
from thousands of sources that take a strategic highest accuracy of outcome. Our skilled technical
approach to tackling the biggest challenges for the experts and data scientists seamlessly augment our
insurance and wealth business. Our underlying customer teams to accelerate their transformation
technology powers sophistication with simplicity journey, easily adapting as business models and
ensuring an engaging and insightful user journey. technology evolves. [Link]

Intellect Digital Technology for Commerce (iDTC)

ğŨƘŵǐğƛğė΁ƯłƛŵƷĺł΁ğs
P͒ñň΁ĐğƛƯňȌĐñƯňŵŪ΁Ưŵ΁ĎƷňşė΁
our solutions across C1 and C2 countries,
Evangelising partners, a peerless network of highly
iDTC, brings end-to-end commerce. We believe that ƛğƣƘğĐƯğė΁Ďŵñƛė΁ŨğŨĎğƛƣ΁ŵĹ΁ĺşŵĎñş΁ȌŪñŪĐňñş΁
commerce is a 24x7 activity and it could lead to ňŪƣƯňƯƷƯňŵŪƣ͓΁śğǖ΁UŪėƷƣƯƛǖ΁UŪȍƷğŪĐğƛƣ΁ñŪė΁Ưłğ΁
high growth while minimising the risks, catering to leadership of our very own customers to help
a commerce canvas of desirability. With changing ĎŵşƣƯğƛ΁ŵƷƛ΁ƘƛŵȌşğ΁ñĐƛŵƣƣ΁ñşş΁ ̑΁π΁ ̒΁ĐŵƷŪƯƛňğƣ͓΁ñŪė΁
customer preferences, it is imperative to reduce ȌŪñşşǖ͓΁'ňƣƯƛňĎƷƯňŵŪ΁ƘñƛƯŪğƛƣ͔΁ñ΁ĐŵłŵƛƯ΁ŵĹ΁ĐñƛğĹƷşşǖ΁
ĹƛňĐƯňŵŪ΁ƘŵňŪƯƣ΁ñŪė΁ğŪƣƷƛğ΁Ưłğ΁ƣŨŵŵƯł΁ȍŵǐ΁ŵĹ΁ nurtured regional boutique consulting partners and
commerce using the latest technology stack led by şŵĐñş΁®Uƣ΁ǐňşş΁łğşƘ΁Ʒƣ΁Đƛŵƣƣ΁Ưłğ΁ȌŪňƣł΁şňŪğ΁ňŪ΁łňĺłşǖ΁
AI. Whether you are in the government, corporate competitive and price sensitive regions.
or retail commerce space, iDTC has the digital
technology for you to grow - providing end-to-end Regional, Cloud, Consulting and GSI partners are the
commerce solutions. With Design Thinking and lifeblood of our dynamic partner program. Achieving
open API-led products, iDTC envisions being at the Top Tier status with Microsoft and being a Global
forefront of innovation in Procurement, Payments & ®ƯƛñƯğĺňĐñşşǖ΁ňŨƘŵƛƯñŪƯ΁ƘñƛƯŪğƛ΁ňŪ΁Ưłğ΁ȌŪñŪĐňñş΁
Retail solutions and aims to revolutionise enterprise services space for AWS, cements us as a Tier 1
procurement, account payables and retail front and ȌŪñŪĐňñş΁ƯğĐłŪŵşŵĺǖ΁ĐƛğñƯŵƛ΁ǐňƯł΁ĺşŵĎñşşǖ΁ėŵŨňŪñŪƯ΁
back-end processes. [Link] Hyperscalers. In the consulting space, we maintain
strong partnerships with the Big Four, Global
PARTNERSHIPS AND ALLIANCES ®ƯƛñƯğĺǖ΁ñŪė΁sñŪñĺğŨğŪƯ΁ ŵŪƣƷşƯňŪĺ΁ȌƛŨƣ΁ñŪė΁
In line with our strategic goal to enhance our global smaller, more country focused, boutique consulting
footprint and drive diverse initiatives, Intellect has ȌƛŨƣ͒΁€Ʒƛ΁ĹñƣƯ΁ĺƛŵǐňŪĺ΁Ưñşşǖ΁ŵĹ΁I®Uƣ͓΁ñŪė΁ƛğĺňŵŪñş΁®Uƣ΁
forged partnerships with leading consultants armed with [Link] knowhow form the backbone
spanning from technology to business consulting of our partner growth strategy. We cannot forget our
domains. The Partnerships Organisation is regional partners, a strong contributor to our growth
committed to building a strong and vibrant partner in both developed and emerging economies.
community across all geographies and partner
personas to fuel Intellect’s growth to new heights. Our esteemed partners encompass industry giants
Partnerships encompass a number of partner types such as Oracle, Red Hat, Broadcom (VMware),
ñŪė΁ƘğƛƣŵŪñƣ͒΁»łğǖ΁ňŪĐşƷėğ΁UŪȍƷğŪĐňŪĺ΁ƘñƛƯŪğƛƣ΁ Microsoft, AWS, Azure, Redis, Elastic, Hewlett
who champion Intellect and the power of our Packard Enterprise, Cisco, NetApp, Trend Micro,
[Link] driven technology in global FSIs across €ƘğŪ»ğǕƯ΁ñŪė΁PñƣƷƛñ͓΁ƛğȍğĐƯňŪĺ΁ŵƷƛ΁ĐŵŨŨňƯŨğŪƯ΁Ưŵ΁
C1 & C2 countries, Implementation partners ĐŵşşñĎŵƛñƯňŪĺ΁ǐňƯł΁Ưłğ΁ĎğƣƯ΁ňŪ΁Ưłğ΁Ȍğşė͒

19
SUSTAINABILITY REPORT 2023-24
 Organisation
1 at Glance 2 Design for
Sustainability 3 Environment 4 Social 5 Governance Annexure

ESG Highlights
Enhancing Green Vegetation
215,000 [Link] 2000
of Greenery at seed balls distributed
Chennai campus to associates (FY 23-24)

Energy Conservation
Radiant cooling system
installed across
65,000 [Link] (30% reduction in air conditioning load)

Green Energy
65.6% ʹ̘̐̑̒΁HňŪƯğĐł΁
Design Center’,
energy requirement from powered by 7KVA
wind energy (at Chennai renewable energy system
campus) (FY 23-24)

Water Conservation
100% 5x
freshwater reduction increase in retention pond capacity
ňŪ΁ȍƷƣłňŪĺ΁Ūğğėƣ΁ (at Chennai campus) (FY 23-24)

100% Zero Liquid Discharge

rainwater harvesting achieved at the largest campus
system (at Chennai campus) of Intellect (Chennai) (FY 23-24)

Waste Management
100% 100%
recycling of paper waste Recycling of Biodegradable waste
(at Chennai campus) through vermicomposting at
NxT LvL, Chennai campus since Sept 23

Other Initiatives (FY 23-24)

12 Electric Vehicles (EV) charging
points (at Chennai campus) 40% ofreplaced
diesel vehicles
with EV
Electric Vehicles (EV) Tractor for
emission-free landscape
maintenance (at Chennai campus)

20
SUSTAINABILITY REPORT 2023-24
 Organisation
1 at Glance 2 Design for
Sustainability 3 Environment 4 Social 5 Governance Annexure

ğƛƯňȌĐñƯňŵŪƣ

U®€΁͔̑̔̐̐̑̒̐̑̕΁ ğƛƯňȌĐñƯňŵŪ΁ŵŪ΁
Environmental Management System
(Chennai)

U®€΁̗͔̒̐̐̑̒̐̑̓΁ ğƛƯňȌĐñƯňŵŪ΁
on Information Management System
(Chennai, Hyderabad & Mumbai)

U®€΁͔̘̔̐̐̑̒̐̑̕΁ ğƛƯňȌĐñƯňŵŪ΁ŵŪ΁
Occupational Health and Safety
Management System (Chennai)

U®€΁̗̗͔̒̐̑̒̐̑̕΁ ğƛƯňȌĐñƯňŵŪ΁ŵŪ΁
information security control for cloud
services (Chennai, Hyderabad & Mumbai

PCIDSS
͢ ƷƣƯŵŨğƛ΁®ƘğĐňȌĐ΁ğŪĺñĺğŨğŪƯƣͣ

ğƛƯňȌğė΁ ssň΁şğǏğş΁̕΁Ďǖ΁ ssU΁ňŪƣƯňƯƷƯğ͓΁

US for its Intellect Global consumer
Banking (iGCB) Business

̗̘͔̙̒̐̑̒̐̑΁ ğƛƯňȌĐñƯňŵŪ΁ŵŪ΁cloud privacy

(Chennai, Hyderabad & Mumbai)

SOC1 & SOC2 ͢ ƷƣƯŵŨğƛ΁®ƘğĐňȌĐ΁͟΁

UŪƣƷƛñŪĐğ΁ƘƛŵėƷĐƯƣ͟΁ şŵƷė€Ƙƣͣ

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SUSTAINABILITY REPORT 2023-24
 Organisation
1 at Glance 2 Design for
Sustainability 3 Environment 4 Social 5 Governance Annexure

Membership
of Associations
UŪƯğşşğĐƯ΁ƘşñĐğƣ΁ƣňĺŪňȌĐñŪƯ΁ğŨƘłñƣňƣ΁ŵŪ΁ňŪƯğşşğĐƯƷñş΁ Additionally, these associations provide a platform
capability when collaborating with industry for Intellect to contribute to furthering the
associations. The company's membership in sustainability agenda in the respective forums.
various associations worldwide allows it to The company's association membership ties play a
conduct business more smoothly with customers pivotal role in its collaboration strategy, enabling it
ňŪ΁ƣƘğĐňȌĐ΁ƛğĺňŵŪƣ΁ǐłğƛğ΁Ưłğ΁ñƣƣŵĐňñƯňŵŪ΁ňƣ΁ Ưŵ΁ğƣƯñĎşňƣł΁ñ΁ƣƯƛŵŪĺğƛ΁ƘƛğƣğŪĐğ΁ňŪ΁ƣƘğĐňȌĐ΁ƛğĺňŵŪƣ΁
present. and build better customer relationships.

1 2
Confederation Madras Chamber of
of Indian Industry (CII) Commerce & Industry (MCCI)

3 4
Madras Management Indo-American Chamber
Association (MMA) of Commerce & Industry

5 6
Indo Japan Chamber Indo-Australian
of Commerce & Industry Chamber of Commerce

Indo-German
7 8
The Indus Entrepreneurs (TiE)
Chamber of Commerce

Federation of Indian Chambers

of Commerce and Industry

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SUSTAINABILITY REPORT 2023-24
 Organisation
1 at Glance 2 Design for
Sustainability 3 Environment 4 Social 5 Governance Annexure

Awards
and Accolades
Our products and technologies are among the best in awards. With a global customer base of over 270, we
the market, and we have received dozens of industry strive to deliver exceptional results to all our clients.
recognitions and accolades.

ÚňƯł΁ŵǏğƛ΁ñ΁ėğĐñėğ΁ŵĹ΁ƣňĺŪňȌĐñŪƯ΁ƛğƣğñƛĐł΁ñŪė΁
development investment, the Intellect suite is the
largest across the Banking, Wealth, Insurance, Capital
Markets, Procurement, and Retail industries.

At Intellect, we are proud to have garnered

recognition from Analysts and received numerous

»łňƣ΁ƣğĐƯňŵŪ΁ƣłŵǐĐñƣğƣ΁ƣŵŨğ΁ŵĹ΁Ưłğ΁ƣňĺŪňȌĐñŪƯ΁ñĐĐŵşñėğƣ΁ƛğĐğňǏğė΁ňŪ΁Hà΁̒̓ͨ̒̔͒

UŪƯğşşğĐƯ΁ňI»ͻƣ΁®ƷƘƘşǖ΁ łñňŪ΁HňŪñŪĐğ΁ňėğŪƯňȌğė΁ñƣ΁i0
'0¦΁ňŪ΁U®ň΁
Supply Chain Finance Platforms, Q4 2023

UŪƯğşşğĐƯ
Uͻƣ΁ßƘŵŪğŪƯ΁͢£π ΁ƷŪėğƛǐƛňƯňŪĺͣ΁΁ňėğŪƯňȌğė΁ñƣ΁i0
'0¦΁ňŪ΁U' ΁
MarketScape: Worldwide P&C Intelligent Underwriting Workbench
Applications 2023 Vendor Assessment.

Intellect iGTB's VAM Platform rated "BEST-IN-CLASS" and ranked

#1 in Datos Insights' Vendor Guide
(formerly Datos Insights Matrix Assessment):
Virtual Account Management Platforms

IntellectAI's implementation at Foresight is featured under Selected

Case Studies: Midsize P/C Insurer Initiatives in Datos Insights' (erstwhile
Datos Insights-Novarica Group's) 'Insurance Technology Impact Awards
Case Study Compendium 2023: Data Initiatives'

iGTB's Cash Management Solution rated "Leading Contender" in Datos

Insights Matrix Report on U.S. Cash Management Technology Providers

IntellectAI recognised as a PROMINENT Traditional Underwriting

Workbench Provider in Datos Insights' report 'P/C
Commercial Underwriting Workbench'

iGTB Co-pilot is recognised as an established platform solution

integrating GenAI Capabilities in Datos Insights' Top 10 Trends in
Commercial Banking & Payments, 2024

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 Organisation
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iGCB's Intellect Digital Core (IDC) won an XCelent award for 'Advanced
Technology' and rated highly amongst Core Banking Platforms targeted
for NA Mid-to-Large Banks in Celent's Report titled 'Retail Banking Core
Banking Systems: North American Mid-Large Bank Edition.

Intellect was named among Sample Vendors for Digitally Engineered

Underwriting in Gartner® Hype Cycle™ for Digital Life and P&C
Insurance, 2023

Intellect was recognised as a Sample Vendor for Application

Composition Technology in the 2024 Gartner® Report on Emerging
Tech Impact Radar: Cloud-Native Platforms

Intellect's - Payment Processing Platform (IDC) has been recognised as

"LEADER" (top 4) in ISG Provider Lens™ Quadrant study for
“Digital Banking Technology and Platforms 2023”

Intellect's - Digital Banking Engagement Platform (DBEP) has been

recognised as "LEADER" (top 4) in ISG Provider Lens™ Quadrant study
for “Digital Banking Technology and Platforms 2023”

Intellect's - Digital Core Banking Platforms (IDC) has been recognised as

"LEADER" (Top 3) in ISG Provider Lens™ Quadrant study for
“Digital Banking Technology and Platforms 2023”

IntellectAI was chosen as the winner in the ‘Best WealthTech Solution

– Overall’ category at the Global Private Banker Awards in Q4

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DESIGN FOR
SUSTAINABILITY
 Organisation
1 at Glance 2 Design for
Sustainability 3 Environment 4 Social 5 Governance Annexure

2.1 Sustainability
Program
Our Sustainability Program is a testament to
our unwavering commitment to environmental,
social, and economic responsibility. Rooted in a
vision of creating positive change, our program
encompasses a holistic approach across all
facets of our operations.

Sustainability is an integral part of our

ŵƘğƛñƯňŵŪƣ͒΁Úğ΁łñǏğ΁ĎğğŪ΁ğĹȌĐñĐňŵƷƣ΁Ďǖ΁ĎğňŪĺ΁
responsive to a rapidly evolving environment
and adopting a sustainable and innovative
strategy - giving equal impetus to people,
ƘƛŵȌƯ͓΁ňŪŪŵǏñƯňŵŪ͓΁ñŪė΁Ưłğ΁ğŪǏňƛŵŪŨğŪƯ͒΁€Ʒƛ΁
Board of Directors reviews and approves
strategic initiatives and considers issues that
drive the Company's long-term performance.
Our board-level CSR Committee, led by Mr Anil
Kumar Verma, governs sustainability. Execution
of various sustainability initiatives is delegated
at multiple levels, such as the Sustainability
Executive Committee (SEC), Sustainability
ÚŵƛśňŪĺ΁ ŵŨŨňƯƯğğ΁͢®Ú ͣ΁ñŪė΁ƣƘğĐňȌĐ΁
initiative-based councils.

We at Intellect see sustainability as a guiding

principle for conducting business and creating
solutions that contribute to changing the
World.

We recognise that our responsibility is to 2.1.1 Environmental Sustainability

ñėėƛğƣƣ΁ƣŵŨğ΁ŵĹ΁ƣŵĐňğƯǖͻƣ΁ŨŵƣƯ΁ƣňĺŪňȌĐñŪƯ΁
shared challenges, including resource scarcity,
access to quality education and economic We are conscious of the rising environmental
opportunity, and data security and privacy. risks and consider them while formulating our
Sustainability is a powerful force for innovation. environmental strategy.
It drives progress toward our business
priorities, from designing and delivering our Úłňşğ΁ǐğ΁ğŪƣƷƛğ΁ňŪĐƛğñƣğė΁ƘƛŵȌƯñĎňşňƯǖ΁ñŪė΁
core products and services to developing new ĎğŪğȌƯ΁Ĺŵƛ΁ñşş΁ŵƷƛ΁ƣƯñśğłŵşėğƛƣ΁ñŪė΁ǐŵƛś΁
business models and solutions that generate towards the overall well-being of the larger
breakthrough technologies. community around us, we strive to minimise
adverse environmental impact through the

ƣ΁ǐğ΁ƛğȍğĐƯ΁ŵŪ΁ŵƷƛ΁ñĐłňğǏğŨğŪƯƣ͓΁ǐğ΁şŵŵś΁
optimum utilisation of natural resources.
forward to a future where Intellect continues to
lead by example, proving that responsible
Úğ΁ğŪƣƷƛğ΁Ưłğ΁ğĹȌĐňğŪƯ΁Ʒƣğ΁ŵĹ΁ƛğƣŵƷƛĐğƣ΁ñŪė΁
business practices are not just a choice but a
augment precious natural resources.
core element of our corporate identity.

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 Organisation
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Sustainability 3 Environment 4 Social 5 Governance Annexure

2.1.2 Social Sustainability 2.1.3 Governance Sustainability

Social Sustainability is at the heart of our We deliver value to our customers ethically by
organisation's ethos. We prioritise the complying with the law and maintaining
well-being of our workforce and actively transparency in our disclosures and
ğŪĺñĺğ΁ňŪ΁ňŪňƯňñƯňǏğƣ΁ƯłñƯ΁ĎğŪğȌƯ΁Ưłğ΁ communication. We have implemented several
communities we serve. By transforming how policies, mechanisms, and frameworks to ensure
people live, learn, and work, we aim to improve compliance as part of operational execution
their quality of life. (Refer to Annexure A—Links to Key Policies).

Our strategy is designed to achieve outcomes During the FY 2023-2024, the Sustainability
that enhance positive engagement, retention, Policy, which outlines our commitment to
diversity, productivity, and customer sustainable practices and promoting
satisfaction. We believe in creating a ğŪǏňƛŵŪŨğŪƯñş΁ĐŵŪƣğƛǏñƯňŵŪ͕΁Ưłğ΁0Ūğƛĺǖ΁
supportive work environment that fosters high Management Policy, aimed at optimizing energy
performance. Our commitment to diversity, Ʒƣğ΁ñŪė΁ƘƛŵŨŵƯňŪĺ΁ƛğŪğǐñĎşğ΁ğŪğƛĺǖ΁ƣŵƷƛĐğƣ͕΁΁
inclusion, and collaboration is central to this the Supplier Code of Conduct Policy, which sets
effort, ensuring that every associate feels ğƯłňĐñş΁ƣƯñŪėñƛėƣ΁Ĺŵƛ΁ŵƷƛ΁ƣƷƘƘşňğƛƣ͕΁ñŪė΁Ưłğ΁
valued and empowered. Environment, Health and Safety Policy, which
ensures a safe and healthy working environment
Our Intellect Learning and Development team for all associates have been brought to the
plays a pivotal role in nurturing the capabilities public domain for increased transparency and
of our associates. Through tailored learning accountability with our stakeholders.
programs for associates across all levels, we
provide meaningful and sustained continuous
learning opportunities. By embracing a
people-centric approach and actively
contributing to our workforce's and
communities' well-being, we strive to be a
socially responsible organisation that makes a
tangible difference in the world.

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2.2 Alignment with the Sustainable

Development Goals
We at Intellect support the United Nations Sustainable Development Goals (SDGs). We have existing
programs that contribute to progress against 12 of the 17 goals and will continue to drive innovations
that help achieve them. This table references sections of this report that relate to each goal.

United Nations
Sustainable Development Goals Intellect Action Areas

Talent Management
Employee Attraction and Retention
Employee Engagement and Satisfaction
Employee Development and Career Growth

Community Engagement

Diversity and Inclusion

Environment and Carbon Management

Energy Management
Water Management
Waste Management

Economic Value Generated & Distributed

Development & Innovation

Corporate Governance
Privacy Protection and Cyber Security
Systematic Risk Management from
Technological disruption

̘̒
SUSTAINABILITY REPORT 2023-24
 Organisation
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1. Supplier Selection
2.3 Sustainable
Value Chain (GRI 204) Potential suppliers must adhere to Intellect's
Supplier Code of Conduct, covering integrity,
ethical practices, legal compliance,
Intellect Design Arena is a global leader in
anti-corruption, data protection, labor rights,
ȌŪñŪĐňñş΁ƯğĐłŪŵşŵĺǖ΁Ĺŵƛ΁ĎñŪśňŪĺ͓΁UŪƣƷƛñŪĐğ΁ñŪė΁
diversity, and environmental safety. Suppliers
ŵƯłğƛ΁ȌŪñŪĐňñş΁ƣğƛǏňĐğƣ͒΁ÚňƯł΁ñ΁ƛňĐł΁ƣƷňƯğ΁ŵĹ΁
must follow Intellect Procurement’s terms,
ȌŪñŪĐňñş΁ƘƛŵėƷĐƯƣ΁ğŪĺňŪğğƛğė΁ñƯ΁UŪƯğşşğĐƯ͓΁
including not employing underage or forced
we enable our customers (Banks, Insurance
labor, ensuring workplace safety, and paying
ƘƛŵǏňėğƛƣ͓΁ȌŪñŪĐňñş΁ňŪƣƯňƯƷƯňŵŪƣͣ΁Ưŵ΁ƛğñşňƣğ΁Ưłğňƛ΁
fair wages. Supplier selection involves
business aspirations through digital transformation
ňėğŪƯňĹǖňŪĺ΁ƚƷñşňȌğė΁ƣƷƘƘşňğƛƣ͓΁ƛğƚƷğƣƯňŪĺ΁
and thereby serve their end customers.
ƚƷŵƯñƯňŵŪƣ͓΁ñŪė΁ğǏñşƷñƯňŪĺ΁ȌŪñŪĐňñş΁ƣƯñĎňşňƯǖ΁
Our value chain partners are a part of our and capability to meet commitments
sustainability journey and an essential part of our through a competitive bidding process
ecosystem. We encourage our value chain
partners to adhere to socially and environmentally
responsible practices. We can increase our positive
impact by rolling out the sustainability agenda
across our value chain. Our suppliers abide by 2. Supplier Assessment
Intellect's code. Some critical suppliers, such as
waste disposal services (e-waste, hazardous Supplier assessment involves evaluating
waste, battery wastes), go through a due diligence new suppliers' potential through
process. We aim to support the local communities background checks on service quality and
in the locations where we operate, thereby ȌŪñŪĐňñş΁ƣƯƛğŪĺƯł͒΁€ŪĎŵñƛėňŪĺ΁ňŪĐşƷėğƣ΁
strengthening economic development and completing statutory documentation,
reducing negative environmental impacts. We regulatory formalities, and familiarizing
undertake additional risk-based checks to identify suppliers with products and services,
elements of modern slavery in our routine supplier establishing a detailed operational
due diligence process. roadmap. This ensures new suppliers
comply with our standards.
Intellect's Sustainable Value Chain aims to create
value for our business, planet, and communities
through strategic partnerships, responsible
sourcing, and continuous improvement. 3. Supplier Evaluation

Supplier evaluation assesses long-term

vendors' performance to improve relations
and performance. This involves monitoring
project management, response to
requests, adherence to schedules, and
safety practices. Periodic feedback is
provided to identify performance issues
and improve quality, health, safety, and
environmental standards.
Audits on statutory regulations and
continuous evaluation conducted to ensure
suppliers meet our expectations.

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1 at Glance 2 Design for
Sustainability 3 Environment 4 Social 5 Governance Annexure

2.4 Stakeholder 2.5 Stakeholder

UėğŪƯňȌĐñƯňŵŪ Engagement
®Ưñśğłŵşėğƛ΁ňėğŪƯňȌĐñƯňŵŪ΁ňƣ΁ñ΁ĐƛƷĐňñş΁ƘƛŵĐğƣƣ΁ At Intellect, our Stakeholder Engagement
for Intellect Design Arena aiming to understand process is a dynamic and inclusive approach to
and engage with its diverse stakeholders. fostering meaningful connections with those
Identifying and understanding the needs, with a stake in our operations. We recognise our
expectations, and interests of various stakeholders' diverse interests and concerns,
stakeholders helps us make the informed including customers, employees, investors,
decisions, build positive relationships, and communities, and regulatory bodies. Our
enhance the overall sustainability performance. engagement process is characterised by open
communication, active listening, and a
®Ưñśğłŵşėğƛƣ΁ñƛğ΁ňėğŪƯňȌğė΁Ďñƣğė΁ŵŪ΁ commitment to understanding and addressing
UŪƯğƛŪñş͟0ǕƯğƛŪñş͓΁iğǏğş΁ŵĹ΁ňŪȍƷğŪĐğ͓΁ňŪƯğƛğƣƯƣ΁ the unique needs of each group. Through regular
and impact on organization. Stakeholder list is dialogues, surveys, and collaboration forums, we
ǏñşňėñƯğė΁ñŪė΁ƛğȌŪğė΁Ďñƣğė΁ŵŪ΁Ưłğ΁ňŪƘƷƯƣ΁ĹƛŵŨ΁ seek to ensure that our stakeholders are
Sustainability Executive Committee (SEC). informed about our business practices and have
Stakeholder inputs are considered into avenues to express their expectations and
decision-making processes, strategic planning concerns. This iterative process allows us to
and sustainability initiatives. integrate valuable feedback into our
decision-making processes and ensures that our
ñƣğė΁ŵŪ΁Ưłğ΁®Ưñśğłŵşėğƛ΁UėğŪƯňȌĐñƯňŵŪ΁ business strategies align with the expectations
process, Intellect gains a comprehensive of our diverse stakeholder community.
understanding of their stakeholders and also
tailor the engagement strategies to meet the We have established a Stakeholder Relationship
diverse needs and expectations of different Committee and implemented systems and
groups. Our regular reviews and updates also procedures to consistently and systematically
ğŪƣƷƛğ΁ƯłñƯ΁Ưłğ΁ƣƯñśğłŵşėğƛ΁ňėğŪƯňȌĐñƯňŵŪ΁ identify, prioritise, and address the needs and
process remains dynamic and responsive to concerns of our stakeholders across businesses
evolving circumstances. and units.
Shareholders
& Investors

Media Customers

Our
NGOs Stakeholders Employees

Government ŵŪƯƛñĐƯŵƛƣ΁͟΁®ƷƘƘşňğƛƣ
͟΁¦ğĺƷşñƯŵƛǖ
Bodies

Community
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We have implemented mechanisms to facilitate

effective dialogues with all stakeholders, identify
material concerns, and resolve them in an
equitable and transparent manner. By
maintaining transparent and responsive
communication channels, we aim to build trust,
enhance mutual understanding, and positively
impact our business and the wider society
we serve.

Intellect's Sustainability Executive Committee

members participate in various internal and
external stakeholders meetings as per the
engagement process. Material topics are
ĐŵŪƣňėğƛğė΁Ďñƣğė΁ŵŪ΁ňƯƣ΁ƣňĺŪňȌĐñŪƯ΁ğĐŵŪŵŨňĐ͓΁
environmental, or social impacts on Intellect's
business, reputation, and operations.
For example, Interactions with Customers are
also done during their visit to present the
Sustainability initiatives followed at Intellect.
Feedback is exchanged during the interaction
process.

Engagement with key stakeholders is summarised here.

Whether
Key Topics and
Stakeholders Description UėğŪƯňȌğė΁ñƣ΁ Channels Frequency Concerns
Vulnerable &
of Engagement Raised During
Marginalised
Such
Group
Engagement
(Yes/No)

Customers We are committed Customer Quarterly Delivery

(external) to meeting our Feedback Customer Commitments
customers' (Net Promoter Feedback
expectations, Score), obtained Product quality
which enables us Website, through NPS,
to capture the Corporate Resolution of
industry pulse and Newsletter, Annual customer
align our strategy No Customer Meet, Corporate complaints
accordingly. This Press Releases, Newsletter,
helps us ensure Newsletters New business
customer from Line of Annual Opportunities
satisfaction, win Business (LOB) Customer
client referrals, and Ticketing Tools Meet
co-create solutions such as Service
to address their Now and JIRA
current and future
needs.

... Continued to the next page

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Whether
UėğŪƯňȌğė΁ñƣ΁ Key Topics and
Stakeholders Description Channels Frequency Concerns
Vulnerable &
Marginalised of Engagement Raised During
Group Such
(Yes/No) Engagement

Employees We aim to provide Surveys, Events, Quarterly, Career develop-

& Contractual our employees Employee - Monthly, ment
Workforce with a safe and Centric weekly, Performance
(internal) diverse work Applications feedback
environment with (iPORT), Quarterly
Fair evaluation
opportunities for Periodicals Surveys,
and compensa-
growth and (Incredible tion
development. Intellect Annual
No Performance A comfortable
Newsletter), organisational
Workshops/ Development
Dialogues culture and
Training, workplace
Websites, Social (PDD),
Learning
Media
Annual Day Opportunities
Platforms, Town
Address by Rewards and
Halls,
Chairman, Recognition
Performance
Development Career growth
Foundation Day prospects
Dialogues Address by
(PDD) Grievance
Chairman redressal
mechanism
Ethics, trans-
parency and
accountability

Shareholders Our shareholders Investor & Annually, Business

& Investors and investors share Analyst Meet, Quarterly, growth
(external) our vision, and Annual General Need-based and stability
we are committed Meeting,
Corporate
to building a Investor Quarterly
reputation
sustainable Conferences & Investor Call,
business and meets, Transparency in
creating long-term Group meetings, Annual Investor corporate
value. No meet, governance
Annual Reports, Financial
Corporate Annual General performance
website and Meeting,
press releases/ Risk
press Need Based - management
conference Third Party Optimising
Investor’s calls operational
costs
Corporate
Governance
... Continued to the next page
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Whether
UėğŪƯňȌğė΁ñƣ΁ Key Topics and
Stakeholders Description Channels Frequency Concerns
Vulnerable &
Marginalised of Engagement Raised During
Group Such
(Yes/No) Engagement

Suppliers, We are committed No Contract Need-based Fair and

contractors & to upholding Agreement, accountable
vendors, sustainable Meeting with transactions
Business procurement Contractors
Partners practices and Transparency
(External) ensuring that in tendering
suppliers and process
vendors are aware
of and adhere to Supply &
compliance Distribution,
standards as Quality and
required. Quantity,
Customer
Satisfaction

Community We engage with No Awareness Need-based Minimum

the broader Programmes, Annual’ CAN environmental
community Community DO’ Workshop, impact on the
through our Meetings Annual Touch communities
innovative Design the Soil,
Thinking practices Recruitment of
Weekends the people from
Summit the community
Programme,
Need-based Supporting the
connect - local economy
School of
Design Corporate
Thinking Social
Responsibility
Initiatives,
Societal
Priorities, etc.

... Continued to the next page

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Whether Key Topics and

Stakeholders Description UėğŪƯňȌğė΁ñƣ΁ Channels Frequency Concerns
Vulnerable & Raised During
Marginalised of Engagement
Such
Group Engagement
(Yes/No)

Government / We engage with a No Meetings, Need-based Legal

Regulatory number of Industry Forum, Compliance
Bodies regulatory Regular
authorities and are Updates Policy
compliant with all implementation
relevant Tamil Nadu review,
regulations and Startup and Apprising the
laws. Innovation Government on
Mission organisation
(TANSIM) plans and
Software progress,
Technology Communicating
Parks of India industry’s
(STPI) challenges and
issues, etc

NGO’s We engage with No Interactions, Monthly, Implementation

civil society groups meetings, Need-based of CSR Projects.
and NGOs through Webinars Partnership for
our CSR activities. sustainability
programs

Media Media help to No Press Release, Need based • Keeping our

disseminate Social Media, Annual stakeholders
information about Media Event, POLESTAR updated about
our products and Magazines, Awards the
services to the Meetings developments in
customers and organised at the company
other key regular interval
stakeholders • Financial and
operational
performance

• Risk
management

• Entry into new

markets
• Corporate
governance and
corruption

şş΁Ưłğ΁®Ưñśğłŵşėğƛƣ΁ŨğŪƯňŵŪğė΁ñĎŵǏğ΁Ƙşñǖ΁ñ΁ƣňĺŪňȌĐñŪƯ΁ƛŵşğ΁ňŪ΁ƣłñƘňŪĺ΁Ưłğ΁ŨñƯğƛňñşňƯǖ΁ñƣƣğƣƣŨğŪƯ΁
ŵĹ΁ŵƷƛ΁®ƷƣƯñňŪñĎňşňƯǖ΁'ğƣňĺŪ΁ñŪė΁ƣƷĎƣƯñŪƯňǏğşǖ΁ňŪȍƷğŪĐğ΁Ưłğ΁ñƣƣğƣƣŨğŪƯƣ΁ñŪė΁ėğĐňƣňŵŪƣ͒

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2.6 Materiality 2.6.1 Materiality

Assessment (GRI 3) Assessment Process

Our rigorous materiality assessment process We follow a structured process to identify our
ğǕğŨƘşňȌğƣ΁ŵƷƛ΁ĐŵŨŨňƯŨğŪƯ΁Ưŵ΁ƯƛñŪƣƘñƛğŪĐǖ΁ñŪė΁ material sustainability priorities. These priorities
sustainability. This ongoing evaluation involves a are reviewed to determine whether they present
comprehensive analysis of environmental, social, a risk or an opportunity. We consider the needs
and governance (ESG) factors to identify the issues of the communities and the requirements of our
ƯłñƯ΁ƣňĺŪňȌĐñŪƯşǖ΁ňŨƘñĐƯ΁ŵƷƛ΁ĎƷƣňŪğƣƣ΁ñŪė΁ƣƯñśğ- customers across sectors. These inputs are
holders. We collaborate with key internal and evaluated using our company's business
external stakeholders, including customers, strategy and growth plans.
employees, investors, and community representa-
tives, to understand their perspectives and expecta- Based on our ongoing dialogue and engagement
tions. We ensure that our materiality assessment with our stakeholders, we may revise the list of
ƛğȍğĐƯƣ΁Ưłğ΁ŨŵƣƯ΁ƛğşğǏñŪƯ΁ňƣƣƷğƣ΁Ďǖ΁ĐŵŪƣňėğƛňŪĺ΁ material Economic, Environment, Social &
these insights alongside our business priorities, IŵǏğƛŪñŪĐğ΁ƯŵƘňĐƣ΁Ưŵ΁ğŪƣƷƛğ΁ǐğ΁ƛğȍğĐƯ΁ğŨğƛĺňŪĺ΁
regulatory requirements, and emerging global topics beyond the results of our formal
trends. This robust process enables us to prioritise materiality assessment process conducted
our focus areas strategically, align our sustainability earlier. The material Economic, Environment,
initiatives with the concerns that matter most, and ®ŵĐňñş΁π΁IŵǏğƛŪñŪĐğ΁ƯŵƘňĐƣ΁ňėğŪƯňȌğė΁ėƷƛňŪĺ΁Ưłňƣ΁
communicate transparently about the issues that process enable our organisation to set
drive long-term value for our business and the appropriate goals, prioritise our investments and
wider community. actions, and provide meaningful disclosures
throughout this report.
sñƯğƛňñş΁ƯŵƘňĐƣ΁ƛğȍğĐƯ΁ŵƷƛ΁ğĐŵŪŵŨňĐ͓΁ğŪǏňƛŵŪŨğŪƯñş͓΁
and social impacts and those that substantially
ňŪȍƷğŪĐğ΁Ưłğ΁ñƣƣğƣƣŨğŪƯƣ΁ñŪė΁ėğĐňƣňŵŪƣ΁ŵĹ΁Ưłğ΁
stakeholders. Our materiality assessments are
conducted based on our stakeholder survey and
input from our management, which is guided by the
GRI Standards 2021.

We conducted a materiality assessment to identify

and map the material issues based on outcomes of
stakeholders' consultations and business priorities
to provide directions on areas we need to focus on
in the future. Our materiality exercise aligns with
our risk management strategy, which prioritises
risks based on their relevance to Intellect and their
relevance to stakeholders. The outcome is a list of
15 material topics grouped into three categories:
Environment, Social, and Economic/Governance.
The materiality assessment process helps us
identify the issues requiring attention and effort.

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Materiality Matrix

Environment Social Governance Economic

Employee Development Economic Value

Systematic Risk
Engagement and Innovation Generated &
Mgmt from Tech Distributed
& Satisfaction Disruption
High Water Energy & Carbon
Management Mgmt
Partnership & Alliances Diversity & Corporate
Community Inclusion Waste Governance
Engagement Management
Employee Attraction
& Retention Privacy Protection
& Cyber Security Culture & Ethics
Relevance to stakeholders

Medium
Employee Development &
Career Growth

Low

Low Medium High

Relevance to Intellect Design Arena

Areas of Material Impact represented High-High quarter in the above diagram are prioritised for action.
Other areas taken up as part of the overall sustainability roadmap.

2.6.2 Intellect Management Approach

The key material topics, as represented in the Materiality

Matrix, are grouped under three key imperatives –
Environment, Social and Economic/Governance. These
represent our top 3 priorities, and we have taken a
comprehensive approach to address them. The relevance of
these material topics for long-term value creation is explained
below. Each section provides a detailed insight into our
management approach towards handling these material
topics for long-term value creation. Chapters on
Environmental Sustainability, Social Sustainability and
Economic/Governance Sustainability are included in this
document. There is no change in materiality issues for FY
23-24, hence we have focused on the listed issues as per the
undermentioned table (FY 22-23).

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Environment Social Economic & Governance

Water Management Community Engagement Corporate Governance

͢®ğĐ΁̓͒̑ͣ ͢®ğĐ΁̔͒̒ͣ and Compliance ͢®ğĐ΁͒̑ͣ̕

Waste Management Diversity & Inclusion Economic Value Generated

͢®ğĐ΁̓͒̒ͣ ͢®ğĐ΁̔͒̑͒̒ͣ and Distributed ͢®ğĐ΁͒̒ͣ̕

Energy and Carbon Employee Attraction Systematic Risk Management from

Management and Retention ͢®ğĐ΁̔͒̑͒̔ͣ Technology Disruption ͢®ğĐ΁͒̔͒ͣ̕̕
͢®ğĐ΁̓͒̓΁π΁̓͒̔ͣ

Culture and Ethics Privacy Protection and

͢®ğĐ΁̔͒̑͒ͣ̕ Cyber Security ͢®ğĐ΁͒ͣ̕̕

Employee Development
Partnership & Alliances
and Career Growth
͢®ğĐ΁̖͒ͣ̕
͢®ğĐ΁̔͒̑͒̑̐΁̖̔͒̑͒͒̓ͣ

Employee Engagement Development and Innovation

and Satisfaction ͢®ğĐ΁̘̔͒̑͒ͣ ͢΁ğs
P͒ñň͓΁®€'»ͣ

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2.6.3 Performance and Targets

Intellect ESG Goals and Targets 2023-2024

Fiscal year Fiscal year

Material Topic Goal Tasks Targets
2022-23 2023-24

Environmental Management

Physical Green building Explore Explore Green - IGBC & LEED

Infrastructure ĐğƛƯňȌĐñƯňŵŪ feasibility for Building ĐğƛƯňȌĐñƯňŵŪ΁
green building ĐğƛƯňȌĐñƯňŵŪ΁Ĺŵƛ΁ implementation is
ĐğƛƯňȌĐñƯňŵŪ΁ŵĹ΁ existing buildings in progress, for
large campuses by 2026. ŵĹȌĐğ΁ĎƷňşėňŪĺ΁ňŪ΁
by 2026 ŵƷƛ΁ȍñĺƣłňƘ΁
Adopting green Nxt Lvl campus
building at Chennai.
requirements for
new buildings

Waste Zero waste Reduction in Reduction of - 33% reduction in

Management Ưŵ΁şñŪėȌşş ƣƘğĐňȌĐ΁ǐñƣƯğ΁ ƣƘğĐňȌĐ΁ǐñƣƯğ΁ ƣƘğĐňȌĐ΁ǐñƣƯğ΁
generation generation generation (paper
(waste generated waste) achieved in
per employee) Chennai in FY
by 10% by 2025 23-24, while the
remaining waste* is
recycled.

For other locations,

Ưłğ΁ƣƘğĐňȌĐ΁ǐñƣƯğ΁
reduction data will
be reported in FY
24-25.
(For initiatives plan, pls ref
to 3.2.4- Waste reduction
measure)

Maximising 100% - Recycling 100% - Recycling 100%

recycling/ reuse of Paper waste of Paper waste at -paper waste is
to divert waste generated for all Chennai campus recycled in Chennai.
ƣğŪƯ΁Ưŵ΁şñŪėȌşş campuses by of Intellect In FY 23-24, 6.15
2025 MT of paper waste
generated has been
recycled by
ITC-WOW initiative.
For other locations,
the paper waste
recycling data will
be reported in FY
24-25.
(For initiatives plan,
pls ref to 3.2.4-
Waste reduction measure)

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Fiscal year Fiscal year

Material Topic Goal Tasks Targets
2022-23 2023-24

100% of Natural Achieved 100%

composting of decomposition composting of
biodegradable using Vermi biodegradable
waste by 2024 at Compost has waste
Chennai campus been selected (Since Sep 23)
and shall be
(For initiatives plan, pls
deployed ref to 3.2.4- Waste
by Sept 2023 reduction measure)

Elimination of 100% elimination 95% of Single 95% elimination of

single use of "Single Use use plastic "Single Use Plastic"
plastics Plastic" eliminated categories

(For initiatives plan, pls

ref to 3.2.4- Waste
reduction measure)

Zero Waste to 100% waste ̘̐λ΁ǐñƣƯğ΁ ̘̒λ΁ǐñƣƯğ΁

iñŪėȌşş diverted from diverted from diverted from
iñŪėȌşş΁ñƯ΁Ưłğ΁ iñŪėȌşş΁ñƯ΁Ưłğ΁ iñŪėȌşş΁ñƯ΁Ưłğ΁
Chennai campus Chennai campus Chennai campus of
of Intellect by of Intellect Intellect
2025
(For initiatives plan, pls
ref to 3.2.3- Waste
recycling)

Water "Net Zero Water" Reduction in Reduction in - We have initiated

Management ƣƘğĐňȌĐ΁ǐñƯğƛ΁ ƣƘğĐňȌĐ΁ǐñƯğƛ΁ reporting the water
consumption consumption consumption data
(water consumed ŵĹ΁ñşş΁Ưłğ΁̘΁şŵĐñƯňŵŪƣ΁
per employee) by from FY 23-24.
10% by 2025
(For initiatives plan, pls
ref to 3.1.3-Water
consumption)

... Continued to the next page

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Fiscal year Fiscal year

Material Topic Goal Tasks Targets
2022-23 2023-24

Zero Liquid Zero Liquid 10% Liquid Zero Liquid

Discharge Discharge to be Discharge at the Discharge achieved
achieved by 2024 largest campus of at the largest
at Chennai Intellect campus of Intellect
campus of (Chennai) (Chennai)
Intellect
(For initiatives plan, pls
ref to 3.1.4-Water
Discharge)

Rainwater 100% Rainwater 100% rainwater 100% rainwater

harvesting harvesting done harvesting at harvesting at
at Intellect Intellect owned Intellect owned
owned premises premises premises
(Chennai & (Chennai & maintained
Gurugram) Gurugram) (For initiatives plan, pls
ref to 3.1.5-Water
Conservation measure)

Achieve net Achieve net zero - Net-Zero water can

zero water water by 2027 be achieved by
reducing the
ƣƘğĐňȌĐ΁ǐñƯğƛ΁
consumption,
increasing the
recycling water
usage and through
ğĹȌĐňğŪƯ΁ǐñƯğƛ΁
harvesting
practices like
installation of
recharge pits,
retention ponds.

(For initiatives plan, pls

ref to 3.1.5-Water
Conservation measure)

... Continued to the next page

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Fiscal year Fiscal year

Material Topic Goal Tasks Targets
2022-23 2023-24

Energy & Carbon Increase energy Reduction in Reduction in Per Capita 1.46%
Management ğĹȌĐňğŪĐǖ΁ñŪė΁ ƣƘğĐňȌĐ΁Ƙŵǐğƛ΁ ƣƘğĐňȌĐ΁Ƙŵǐğƛ΁ Energy - increase from
promote Consumption consumption (per Consumption ̘̖̗̓͒̐̑΁se΁Ưŵ΁
conservation employee) by 2% ̘̖̗̓͒̐̑΁se΁͟΁ 3923.54 MJ in FY
by 2025 Employee 23-24. (attributed
higher energy
consumption due to
the resumption of
ŵĹȌĐğ΁Ďñƣğė΁
operations, and
organizing week
şŵŪĺ΁ŵĹȌĐňñş΁ğǏğŪƯƣ΁
at Chennai.)

For initiatives plan, pls

ref to 3.3.3- Energy
Conservation measure)

Increase Achieve 70% 61% renewable 65.6% - is the

renewable renewable energy for largest renewable share in
energy in the energy by 2025 campus FY 23-24.
overall energy for largest
consumption campus (For initiatives plan, pls
ref to 3.3.4- Share of
Renewable energy)

¦ğėƷĐğ΁ƣƘğĐňȌĐ΁ ¦ğėƷĐğ΁ƣƘğĐňȌĐ΁ - Achieved

GHG emission GHG emission by 1.79%reduction in
intensity 30% by 2027 ƣƘğĐňȌĐ΁IPI΁΁
Emission (Scope-1
and scope-2) due
to increased
purchase of
renewable energy.

(For initiatives plan, pls

ref to 3.4.4- Scope-2
emission)

... Continued to the next page

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Fiscal year Fiscal year

Material Topic Goal Tasks Targets
2022-23 2023-24

Achieve net Achieve 100% Achieve net zero To achieve Net zero
zero carbon renewable ĐñƛĎŵŪ΁Ďǖ΁̘̒̐̒΁ - carbon, we have
power at for Chennai initiated measures,
Chennai to utilise electricity
campus from renewable
sources through
purchase of wind
energy and
installation of solar
roof top plant at
the Nxt lvl, Chennai
campus

(For initiatives plan, pls

ref to 3.4.1 GHG
Emission reduction
Social strategy)

Community Engage in Introduction of 20% increase in Till 2022-23 In FY 23-24,

Engagement community Community the number of we have reached we have reached
initiatives Engagement students & 15% ñƘƘƛŵǕ΁̘̑͒̕΁ approx. 20.25 lacs
Plan increase in lakhs students students across
number of approx. 1500
schools by 2025 Till 2022-23 schools.
through our we have reached
initiatives such as 1500 schools For Initiatives plan, pls
refer to Ullas -
"Summit" and
Management Approach)
"Touch the Soil"
Programme

Diversity Promote Improve Overall Gender Current Overall Current Overall

and inclusion Diversity and Overall Gender Diversity to Gender (Women) Gender (Women)
inclusion within Diversity improve to 30% 'ňǏğƛƣňƯǖ΁ͨ΁̘̒λ΁΁ Diversity – 27%
the organisation by 2025
(For Initiatives plan, pls
refer to Sec 4.1.3
Diversity & Inclusion -
Management Approach)

Improve % of Ensuring 1.5% of Differently abled Differently abled

Differently the total Employees is 1% Employees is 1% of
abled workforce of total total Workforce
employees constitutes Workforce
differently-abled (For Initiatives plan, pls
refer to Sec 4.1.3
employees by
Diversity & Inclusion -
2025 Management Approach)

... Continued to the next page

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Fiscal year Fiscal year

Material Topic Goal Tasks Targets
2022-23 2023-24

Improve Increase the Women Women proportion

Gender proportion of proportion is is 11.11%
Diversity in women in 12%
Leadership leadership roles (For Initiatives plan, pls
refer to Sec 4.1.3
Ưŵ΁̒̐λ΁Ďǖ΁̘̒̐̒
Diversity & Inclusion -
Management Approach)

Promote Ensure Workplace Work on Increase ŵŪȌėğŪƯňñş΁ ŵŪȌėğŪƯňñş΁

employee safety and Mental and awareness and counselling counselling
well-being Occupational Physical Well coverage through through through
Health Being Employee professionals professionals
Assistance available available.
Programme 100% Medical
Insurance 100% Medical
coverage Insurance
coverage

Ensured ISO
45001
ĐğƛƯňȌĐñƯňŵŪ΁
during this year
FY 23-24
(for Chennai)

Governance

Conduct regular Conduct regular Adoption of Achieve Business
şƛğñėǖ΁ĐğƛƯňȌğė΁ Stage 1

sustainability sustainability Governance Continuity to ISO 27001 assessment on
assessments assessments and Standards Management (Information ISO 22301
and audits audits System standard Security), ISO (Business
ISO 22301 27017 (Cloud Continuity
ğƛƯňȌĐñƯňŵŪ΁Ĺŵƛ΁ňŪ΁ Security), ISO Management)
a phased manner ̗̘̒̐̑΁͢ şŵƷė΁ completed in April
starting with the Privacy) 24 & Stage 2
Largest Campus completed in
of Intellect by May’24
2024

* remaining waste include E-waste, Biodegradable, Battery waste and Used oil

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2.7 Economic
Performance (GRI 201)
We believe that economic performance and dynamics and external factors.
sustainability are intrinsically linked and must go
hand in hand. Our business's economic Úğ΁ñňŨ΁Ưŵ΁ğŪñĎşğ΁ƘƛŵȌƯñĎşğ΁ĺƛŵǐƯł΁ñŪė΁ĹŵĐƷƣ΁
sustainability is essential to all our stakeholders. on our sustainable trajectory while optimising
We continuously monitor our performance and our business and product portfolios through
objectives, conduct opportunity and risk targeted investments. Brief insights into our
ñƣƣğƣƣŨğŪƯƣ͓΁ñŪė΁ňŪƯğĺƛñƯğ΁Ưłğƣğ΁ȌŪėňŪĺƣ΁ňŪƯŵ΁ economic performance for FY23 and FY22 are
our economic strategy. We also regularly review provided below.
ñŪė΁ñėŘƷƣƯ΁ŵƷƛ΁ñĐƯňŵŪƣ΁Ưŵ΁ƛğȍğĐƯ΁ĐłñŪĺňŪĺ΁ňŪƯğƛŪñş΁

ŨŵƷŪƯƣ΁ñƛğ΁¦ƣ͒΁UŪ΁sňşşňŵŪƣ

Particulars FY 2023-24 FY 2022-23

Direct economic value generated ̗̑̓̒͒̓̕̕ ̖̑̑̔̔͒̕̕΁

Revenues from operations ̖̗̘̙̑͒̔̑ ̗̙̑̔̐̑͒̐΁

Other income ̖̓͒̑̒̕ ̗̔̔̓͒̔΁

Economic value distributed ̖̑̐̓̔͒̐̕ ̘̘̑̔̐͒̓̓͝

Other costs (Other expenses and

'ğƘƛğĐňñƯňŵŪ΁ñƣ΁Ƙğƛ΁®ƯñƯğŨğŪƯ΁ŵĹ΁£ƛŵȌƯ΁ñŪė΁iŵƣƣ͓΁ ̖̘̒̔͒̓̕ ̙̗̑̓͒̓̕΁
excluding community investments)

0ŨƘşŵǖğğƣͻ΁ǐñĺğƣ΁ñŪė΁ĎğŪğȌƯƣ ̘̙̓͒̔̓̕ ̗̑̓̔͒̓̕΁

Payments to providers of Capital ̖̓̔͒̒̓ ̗̓͒̐̓̕͝΁

Payments to governments ̙̙̘͒̐̕ ̖̘̓͒̐̔

͢»ñǕ΁ğǕƘğŪƣğƣ΁ñƣ΁Ƙğƛ΁®ƯñƯğŨğŪƯ΁ŵĹ΁£ƛŵȌƯ΁ñŪė΁iŵƣƣͣ

Community investments ̙̔͒̒̓ ̑͒̔̒̕΁

Economic Value retained ̘̑̓̑͒̐̓ ̖̑̐͒̒̓̕͝΁΁

* Included Dividends distributed related to FY 21-22 and accordingly changes in payments to

providers of capital, economic value distributed and economic value retained made in FY 22-23

For details, please refer to Annual Report 23-24.

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2.8 Tax Approach

& Transparency

Ư΁UŪƯğşşğĐƯ͓΁ǐğ΁ƛğĐŵĺŪňƣğ΁Ưłğ΁ňŨƘŵƛƯñŪĐğ΁ŵĹ΁ĹƷşȌşşňŪĺ΁ŵƷƛ΁ƯñǕ΁ŵĎşňĺñƯňŵŪƣ΁ƛğƣƘŵŪƣňĎşǖ΁ñŪė΁ƯƛñŪƣƘñƛğŪƯşǖ͒΁
Our tax approach is guided by our commitment to ethical conduct, compliance with applicable laws and
regulations, and contribution to the communities in which we operate.

PRINCIPLES AND OBJECTIVES GOVERNANCE AND OVERSIGHT

Integrity and Transparency are the core principles Tax Strategy and compliance are discussed
of the Company. Our tax strategy is aligned with with the Senior Management and periodically
our broader corporate values and business monitored and reviewed.
objectives. We aim to:
COMPLIANCE AND RISK MANAGEMENT
• Operate responsibly and comply with relevant Our tax risk management, governance and
tax laws and obligations in all jurisdictions controls encompass measures and tools
designed to identify, assess, manage and
• Maintain transparency in our tax practices, ŨňƯňĺñƯğ΁ŵƘğƛñƯňŵŪñş΁ƛğƘŵƛƯňŪĺ͓΁ȌŪñŪĐňñş΁
providing stakeholders with clear and reporting and tax risks in all countries in which
accurate information we operate.

• Minimise tax-related risks while ensuring tax TAX TRANSPARENCY

planning is conducted consistently We are committed to transparency in our tax
with ethical standards and business needs affairs and complying with all statutory
reporting requirements.
• Contribute to the economic development
STAKEHOLDER ENGAGEMENT
and well-being of the communities in which
We engage with stakeholders on tax matters
we operate through responsible tax payments
through various channels and investor
communication. We welcome feedback and
dialogue on our tax approach and strive to
address stakeholder concerns promptly and
transparently.

FUTURE DIRECTION
Looking ahead, we remain committed to
upholding high standards of tax governance,
transparency, and compliance.
We will continue to monitor developments in tax
laws and regulations, adapt our practices as
necessary, and engage with stakeholders to
ensure alignment with their expectations and
evolving best practices.

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ENVIRONMENT
 Organisation
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We are committed to environmental protection, compliance with regulations, and wholesome

sustainability through equitable resource sharing, both within and outside the organisation.
As partners with leading banks, we urge our customers to pursue “sustainable banking.”

3.1 Water
Management (GRI 303)
®ƷƣƯñňŪñĎşğ΁ǐñƯğƛ΁ŨñŪñĺğŨğŪƯ΁ňƣ΁ňŨƘŵƛƯñŪƯ΁Ưŵ΁΁ňŨƘƛŵǏğ΁ǐñƯğƛ΁ğĹȌĐňğŪĐǖ΁ňŪ΁ĎƷňşėňŪĺƣ΁ñƣ΁΁Ưłğ΁ƘşñŪğƯ΁
faces reduced groundwater and surface water levels, drought and changing climate patterns.
We have focussed our effort towards conserving water through 4-dimensional approach.

1 Reduce 2 Recycle 3 Reuse 4 Recharge

3.1.1 Water Conservation Approach

Our water management strategy, being These approaches and strategies enabled us to
implemented across the Intellect facilities will ŨňŪňŨňƣğ΁Ưłğ΁ĹƛğƣłǐñƯğƛ΁ǐňƯłėƛñǐñş΁ñŪė΁ƣƘğĐňȌĐ΁
help water consumption. Similarly, recycling and
reuse of greywater within our facility, has
• To minimise usage of freshwater minimised our water discharge to outside the
• To recycle the grey water with the help facility, thus enabling us to achieve the Zero
΁΁΁΁΁ŵĹ΁ğĹȌĐňğŪƯ΁ǐñƯğƛ΁ƯƛğñƯŨğŪƯ΁ƣǖƣƯğŨ Liquid Discharge status (Chennai facility). By
creating effective rainwater infrastructure,
• To promote the use of the recycled water
optimum rainwater harvested from roof and
for domestic consumption
surface runoff has then been recharged back to
• To harvest the rainwater with the ground. These measures will enable Intellect
΁΁΁΁΁ğĹȌĐňğŪƯ΁łñƛǏğƣƯňŪĺ΁ƣǖƣƯğŨ to achieve Net-Zero water status.
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3.1.2 Water as Shared Resource

Water withdrawal, consumption and discharge supplied by third-party sources, i.e., municipal
ñƛğ΁ğĹȌĐňğŪƯşǖ΁ŨñŪñĺğė΁ƯłƛŵƷĺł΁ǏñƛňŵƷƣ΁ǐñƯğƛ΁ authorities and 0.3% of the requirement was
conservation measures at Intellect. Water met from rain water harvested from the facility is
ƛğƣŵƷƛĐğƣ΁Ĺŵƛ΁Ưłğ΁ĹñĐňşňƯňğƣ΁ƣňƯƷñƯğė΁ñĐƛŵƣƣ΁̘΁ accounted as surface water. The table below
locations of Intellect are predominantly used provides the share of water from different
for domestic consumption. Out of the total sources.
ĹƛğƣłǐñƯğƛ΁ǐňƯłėƛñǐñş΁ňŪ΁͓̒̐̒̓ͨ̒̔΁̘͒̐̕λ΁ǐñƣ΁
from groundwater sources, 41.7% was

Sourcing of Water In FY 23-24

Description Surface Water Groundwater Third Party Total

Water

Quantity of water 153 31612 22766 54531

sourced in KL

Share of water 0.3% ̘͒̐̕λ 41.7% 100%

sourced in %

Intellect : Water as Shared Resource Surface Water

̐͒̓΁λ

Third Party Water

̗̔̑͒΁λ
Groundwater

̘͒̐̕λ

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3.1.3 Water Withdrawal and Water Consumption

Intellect has installed analog water meters across the Water data from these meters are recorded daily,
major water usage locations at the source point, to consolidated and validated by the location facility
measure the water consumption. Similarly in the head for reporting. In FY 23-24, UŪƯğşşğĐƯ͵ƣ΁ƣƘğĐňȌĐ΁
facilities that have sewage treatment plants, water water consumption based on Full Time Equivalent is
meters are installed at the treated water outlet to 7.11 KL which is considered as baseline to reduce
measure the recycled output. ƣƘğĐňȌĐ΁ǐñƯğƛ΁ĐŵŪƣƷŨƘƯňŵŪ΁Ĺŵƛ΁ƣƷĎƣğƚƷğŪƯ΁ǖğñƛƣ͒΁

Water Consumption & Water Intensity

Description FY 21-22 FY 22-23 FY 23-24

Total water withdrawal in KL 16009 25932 54531

Total water consumed in KL 16009 25932 ̙̘̔̑̓

Water Intensity (KL / Rs) 0.0000012 0.0000017 0.0000024

In FY 21-22 Water consumption only for Chennai location was reported

In FY 22-23, Water consumption for Chennai and Gurugram was reported
In FY 23-24, Water consumption for all 8 locations are being reported

Intellect : Total Water Consumption

50000
Water Consumption in KL

40000
41938

30000

20000 25932
16009
10000

0
FY 21-22 FY 22-23 FY 23-24

Financial Year

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'ƷƛňŪĺ΁Ưłğ΁Hà΁̒̐̒̓ͨ̒̔΁ǐñƯğƛ΁ĐŵŪƣƷŨƘƯňŵŪ΁ėñƯñ΁ňƣ΁ĐŵŪƣňėğƛğė΁Ĺŵƛ΁ñşş΁̘΁şŵĐñƯňŵŪƣ͓΁łğŪĐğ΁ǐñƯğƛ΁ňŪƯğŪƣňƯǖ΁
ňƣ΁ƛğȍğĐƯňŪĺ΁Ưłğ΁ňŪĐƛğñƣğė΁ǏñşƷğ͒

Intellect : Water Intensity

ÚñƯğƛ΁UŪƯğŪƣňƯǖ΁ňŪ΁gi΁¦ƣ͒΁»ƷƛŪŵǏğƛ

̐͒̐̐̐̐̐̒̕
̐͒̐̐̐̐̐̒̔
̐͒̐̐̐̐̐̒̐

̐͒̐̐̐̐̐̑̕ ̗̐͒̐̐̐̐̐̑

̐͒̐̐̐̐̐̑̐ ̐͒̐̐̐̐̐̑̒

̐͒̐̐̐̐̐̐̕

̐͒̐̐̐̐̐̐̐
21-22 22-23 23-24

Financial Year

3.1.4 Water Discharge

Sewage generated from NxT LvL-Chennai, Gurugram, and

Pune facilities was treated in sewage treatment plants. The
ƯƛğñƯğė΁ǐñƯğƛ΁ǐñƣ΁ƛğƷƣğė΁Ĺŵƛ΁ƯŵňşğƯ΁ȍƷƣłňŪĺ΁ñŪė΁ĺñƛėğŪňŪĺ΁
water needs, thus reducing freshwater usage in domestic
consumption and ensuring Zero liquid discharge (ZLD).
Also, the treated water output from the STPs is tested and
monitored against the limits set by the pollution control
board at regular intervals, ensuring compliance. 12593 KL
of sewage generated from other facilities is discharged to
the municipal sewer system. Water withdrawal,
consumption and discharge from water stress areas are
tabulated below. We are evaluating the water stress zones
in line with the WRI guidelines for all our locations in India
and will be reported next year in FY 24-25. Since Total
Dissolved Solids (TDS) of water tested is greater than
1,000 mg/L, the source of water withdrawal is considered
as “other water”.

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Intellect Water: Withdrawal and Discharge

Description FY 22-23 FY 23-24

Water withdrawal by source (in kilolitres)

(i) Surface water 110 153

(ii) Groundwater 21257 31612

(iii)Third party water 4565 22766

Total volume of water withdrawal (in kilolitres) 25932 54531

Total volume of water consumption (in kilolitres) 25932 ̙̘̔̑̓

Total volume of water discharge to third party 12593

without treatment (in kilolitres)

We are continuously preparing our campuses to be water sustainable by reducing freshwater intake
and implementing water conservation initiatives

3.1.5 Water Conservation Measures

΁ UŪƣƯñşşñƯňŵŪ΁ŵĹ΁ǐñƯğƛͨğĹȌĐňğŪƯ΁ƘşƷŨĎňŪĺ΁΁΁ Enhancing Retention pond capacity - One of the

΁ ȌǕƯƷƛğƣ΁ėƷñş΁ȍƷƣł΁ƯŵňşğƯƣ͓΁ǐñƯğƛşğƣƣ΁΁ ΁ ΁ ƣňĺŪňȌĐñŪƯ΁ňŪƯğƛǏğŪƯňŵŪƣ΁Ưŵ΁ñĐłňğǏğ΁uğƯ΁ëğƛŵ΁΁
urinals, and tap aerators have helped to water is through recharging the groundwater.
minimise freshwater withdrawal ΁ »ŵ΁ğŪñĎşğ΁΁Ưłňƣ͓΁ğǕĐğƣƣ΁ǐñƯğƛ΁ňŪȍŵǐ΁ĐŵşşğĐƯğė΁΁
΁ ėƷƛňŪĺ΁ŨŵŪƣŵŵŪ΁ƛñňŪƣ΁ñŪė΁ƣğñƣŵŪñş΁ȍŵŵėňŪĺ΁ňŪ΁΁
Water Harvesting - Intellect’s NxT LvL Chennai, is recharged with the help of a
΁ łğŪŪñň΁ĐñŨƘƷƣ΁łñƣ΁ñŪ΁ğĹȌĐňğŪƯ΁ƛñňŪǐñƯğƛ΁΁ retention pond. The existing retention pond
harvesting infrastructure. Rainwater from capacity is enhanced from 4.95 lakh litres to
the roof run-off is collected using down ΁ ̘̓̐͒̐΁şñśł΁şňƯƛğƣ
pipes and sent to recharge pits, which have
΁ ñ΁ėğƘƯł΁ŵĹ΁̘΁ĹƯ΁Ưŵ΁̑̐΁ĹƯ΁

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3.2 Waste
Management (GRI 306)
0ĹĹğĐƯňǏğ΁ǐñƣƯğ΁ŨñŪñĺğŨğŪƯ΁ñŪė΁ƯƛñŪƣňƯňŵŪňŪĺ΁Ưŵǐñƛėƣ΁ǡğƛŵ΁ǐñƣƯğ΁Ưŵ΁şñŪėȌşş΁ňƣ΁ĎğĐŵŨňŪĺ΁ñ΁ĎƷƣňŪğƣƣ΁
imperative. This goal can be achieved through a variety of waste reduction and waste diversion policies.
At the core of all these policies are the main principles of the zero-waste hierarchy: reduce, reuse, recycle and
dispose.

3.2.1 Waste 3.2.2 Waste Generation

Management Approach

Intellect’s waste management strategy is based on UŪ΁Hà΁͓̒̓ͨ̒̔΁Ưłğ΁ƯŵƯñş΁ǐñƣƯğ΁ĺğŪğƛñƯğė΁ǐñƣ΁̘̙̒̑͒΁

the type and quantity of waste that gets generated tonnes. The generated waste comprises 9.13
at its premises. tonnes of e-waste, 1.92 tonnes of battery waste,
6.15 tonnes of non-hazardous waste and 3.953
• Reduce & Reuse - optimal usage of the tonnes of plastic [Link] these, E-waste,
material will lead to less generation of waste used batteries, used oil and Non -Hazardous waste
΁ ñŪė΁ƯłƷƣ΁łğşƘƣ΁Ưŵ΁ƛğėƷĐğ΁Ưłğ΁ƣƘğĐňȌĐ΁ǐñƣƯğ΁΁ (paper waste) were recycled, while the remaining
generation per employee. Based on the ǐñƣƯğ΁ėňƛğĐƯğė΁Ưŵ΁şñŪėȌşş΁̘̑͢λͣ͒΁UŪ΁Hà΁͓̒̓ͨ̒̔΁
breakdown of waste, only paper accounts for E-waste generation was higher at 9.13 tonnes from
the major employee generated waste that can 0.91 tonnes due to the scrapping and recycling of
be reduced and recycled long-overdue e-waste in the Chennai Campus.
This led to the higher waste generation in the
• Recycle - Waste generated like e-waste, ĐƷƛƛğŪƯ΁ȌŪñŪĐňñş΁ǖğñƛ͓΁ĐŵŨƘñƛñƯňǏğ΁Ưŵ΁Ưłğ΁ǐñƣƯğ΁
lube oil waste and battery waste and plastics ĺğŪğƛñƯğė΁ňŪ΁Hà΁̒̑ͨ̒̒΁ñŪė΁Hà΁΁̒̒ͨ̒̓΁ǐğƛğ΁̘̔͒̒΁
are recycled through government-authorised ƯŵŪŪğƣ΁ñŪė΁̘̘̑͒̒΁ƯŵŪŪğƣ΁ƛğƣƘğĐƯňǏğşǖ͒΁
recyclers. Food waste and Biodegradable Consequently, intensity of waste generation
waste are decomposed through the vermi intensity has shown a mild increase from
composting process 0.0000000012 to 0.0000000013 MT/ Rs. turnover
in FY 23-24.
• Dispose- Waste that cannot be reused and
recycled are arranged for safe disposal, that »łğƛğ΁ǐñƣ΁ñ΁ƣňĺŪňȌĐñŪƯ΁ƛğėƷĐƯňŵŪ΁ňŪ΁ƘñƘğƛ΁ñŪė΁
goes outside our organisational boundaries. battery waste generation compared to last year.
However, various technologies are being Because of more employee awareness towards
explored for recycling, reuse, thus diverting limiting paper usage, in FY 23-24, paper waste
΁ ñŪė΁ƛğėƷĐňŪĺ΁şñŪėȌşş΁ǐñƣƯğ΁ ĺğŪğƛñƯňŵŪ΁ǐñƣ΁ƛğėƷĐğė΁Ưŵ΁̖͒̑̕΁ƯŵŪŪğƣ΁ĹƛŵŨ΁̘͒̒̔΁
tonnes in FY 22-23. Battery waste generation
decreased from 5.59 tonnes to 1.92 tonnes in FY
23-24 , as only fewer batteries have surpassed
Ưłğňƛ΁şňĹğ΁ňŪ΁Ưłğ΁ƣñňė΁ȌŪñŪĐňñş΁ǖğñƛ͒

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The below table provides the breakdown of the waste generated from all of the Intellect facilities:

Waste Generation (Metric Tonnes)

Type of Waste Generated FY 21-22 FY 22-23 FY 23-24

Used oil ̘̐͒̐ Nil 0.74

Battery waste 0.00 5.59 1.92

Plastic waste ̘̙̐͒ 3.54 3.95

Paper 1.69 ̘͒̒̔ 6.15

E-waste 0.91 0.91 9.13

Total waste ̘̔͒̒ ̘̘̑͒̒ ̘̙̒̑͒

Waste intensity
̐͒̐̐̐̐̐̐̐̐̐̓ ̐͒̐̐̐̐̐̐̐̐̑̒ ̐͒̐̐̐̐̐̐̐̐̑̓
in MT/[Link]

Intellect: Waste Generation

Waste Generated in Tonnes

̒͒̐̐̕
̘̙̒̑͒
̒̐͒̐̐
̘̘̑͒̒
̑͒̐̐̕

̑̐͒̐̐

͒̐̐̕
̘̔͒̒
0
FY 21-22 FY 22-23 FY 23-24
Financial Year

FY 23-24: Share of Waste Generated Âƣğė΁€ňş΁̓͒̔λ

Battery waste
E-waste ̘̘͒λ
̗̔̑͒λ
Plastic waste
̘̑͒̑λ

Paper
̘̒͒̑λ
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3.2.3 Waste Recycling

Total Waste Recycling Share

Description FY 21-22 FY 22-23 FY 23-24

Recycled quantity in tonnes 3.40 14.74 17.94

Total waste generated in tonnes ̘̔͒̒̑ ̘̗̘̑͒̒ ̘̙̒̑͒

Recycling share 79.3% ̘̖̐͒λ ̘̒λ

FY 23-24: Share of recycling waste

18.0%

ÚñƣƯğ΁Ưŵ΁iñŪėȌşş Recycled Waste

82.0%

Ư΁ƘƛğƣğŪƯ͓΁ŵŪşǖ΁̘̑λ΁ňƣ΁ėňƛğĐƯğė΁Ưŵ΁şñŪėȌşşƣ͓΁ǐłňşğ΁Ưłğ΁ƛğŨñňŪňŪĺ΁̘̒λ΁ƷŪėğƛĺŵğƣ΁ƛğĐǖĐşňŪĺ͒

şş΁Ưłğƣğ΁ŨğñƣƷƛğƣ΁ǐňşş΁şğñė΁Ưŵ΁ƛğėƷĐƯňŵŪ΁ňŪ΁΁ĺğŪğƛñƯğė΁ǐñƣƯğ΁ğŪėňŪĺ΁ƷƘ΁΁ňŪ΁şñŪėȌşş͒

3.2.4 Waste Reduction Measures

At present our waste generation per FTE has • Recycling of paper waste - 100% of paper
increased from 0.0033 MT to 0.0037 MT in FY waste generated at the Chennai facility has
̒̓ͨ̒̔͒΁®ňŨňşñƛ΁Ưŵ΁Ưłğ΁ƛğėƷĐƯňŵŪ΁ňŪ΁ƣƘğĐňȌĐ΁ƘñƘğƛ΁ been recycled
waste generation, measures to reduce other wastes
like food, Biodegradable are explored and • Vermicomposting - Vermicompost bins that
implemented at the facility. can decompose 1,500 Kg of biodegradable
waste, such as cut veggies, fruits, and dry
• Elimination of single-use plastics: More than leaves, were commissioned to generate
95% of single-use plastic usage categories manure since Sept 23. Through education and
΁ łñǏğ΁ĎğğŪ΁ğşňŨňŪñƯğė͒΁®ňĺŪňȌĐñŪƯ΁ňŪƯğƛǏğŪƯňŵŪƣ΁΁ awareness initiatives, employees can
include replacing wax-coated paper teacups understand the importance of
with ceramic cups and avoiding polythene vermicomposting and its positive
covers and plastic cutlery environmental impact

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We acknowledge the importance of continuously improving our waste management practices and remain
committed to increasing our recycling rates in the future

3.3 Energy
Management (GRI 302)
To ensure environmental sustainability by conserving natural resources and maintaining air quality,
we embarked on an ambitious project through leadership by adopting green energy. Our energy
ŨñŪñĺğŨğŪƯ΁ƘŵşňĐǖ΁ğƣƯñĎşňƣłğƣ΁ĺƷňėğşňŪğƣ΁ñŪė΁ƘƛñĐƯňĐğƣ΁Ĺŵƛ΁ğĹȌĐňğŪƯşǖ΁ƷƣňŪĺ΁ğŪğƛĺǖ΁ƛğƣŵƷƛĐğƣ΁Ưŵ΁ňŨƘƛŵǏğ΁ŵƷƛ΁
sustainability performance. Intellect is committed to energy conservation with persistent and focused efforts
towards improving energy management and implementing innovative technologies that will help us
conserve resources.

3.3.1 Energy Conservation Approach

Energy conservation plays a major role in Intellect's journey to become a

Net zero energy and carbon neutral organisation.
Our calibrated approach through

•΁ UŨƘƛŵǏňŪĺ΁Ưłğ΁ğĹȌĐňğŪĐǖ΁ŵĹ΁Ưłğ΁ğǕňƣƯňŪĺ΁PğñƯňŪĺ΁ÙğŪƯňşñƯňŵŪ΁
Air Conditioning system, Lighting and other utility systems
΁ ƯłƛŵƷĺł΁ƛğƯƛŵȌƯƯňŪĺ΁ñŪė΁ƛğƘşñĐňŪĺ΁ǐňƯł΁ğŪğƛĺǖ΁ğĹȌĐňğŪƯ΁ƣǖƣƯğŨƣ

• Increasing the share of renewable energy through renewable

power purchase and solar rooftop installation

•΁ UŨƘşğŨğŪƯňŪĺ΁ğŪğƛĺǖ΁ğĹȌĐňğŪƯ΁ƘƛñĐƯňĐğƣ΁ňŪ΁UŪƯğşşğĐƯ͵ƣ΁ŵĹȌĐğ΁΁ ΁
buildings thus enabling to achieve LEED and IGBC - Green
΁ ĎƷňşėňŪĺ΁ĐğƛƯňȌĐñƯňŵŪ

ĎŵǏğ΁ƣƯƛñƯğĺňğƣ΁ǐňşş΁şğñė΁Ưŵ΁ƛğėƷĐğ΁ŵƷƛ΁ƣƘğĐňȌĐ΁ğŪğƛĺǖ΁ĐŵŪƣƷŨƘƯňŵŪ͓΁
increase our renewable energy share and propel us transforming to
Netzero organisation.

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3.3.2 Energy Consumption and Energy Intensity

Our buildings are the primary consumers of energy. The energy consumption in comparison to last year
We are committed to building our new has been relatively higher. Notably, Chennai,
infrastructure in a sustainable manner and pursuing Gurugram and Goregaon had higher energy
ğŪğƛĺǖ΁ğĹȌĐňğŪĐǖ΁ƘƛŵŘğĐƯƣ΁ňŪ΁ğǕňƣƯňŪĺ΁ňŪĹƛñƣƯƛƷĐƯƷƛğ͒΁ ĐŵŪƣƷŨƘƯňŵŪ΁ƯłñŪ΁ŵƯłğƛ΁şŵĐñƯňŵŪƣ͒΁®ňŪĐğ΁Ưłğ΁ŵĹȌĐğ΁
spaces of the respective locations have higher
Within the organisation-In all of the eight locations headcounts and higher area footprints, there is
of Intellect, electricity from the utility grid is the consequently higher energy consumption. In
primary source of energy consumption. In NxT LvL ñėėňƯňŵŪ͓΁Ưłğ΁ǐŵƛśĹŵƛĐğͻƣ΁ƛğƯƷƛŪ΁Ưŵ΁ĹƷşşͨȍğėĺğė΁
Chennai facility, grid electricity is supplemented by ŵĹȌĐğͨĎñƣğė΁ŵƘğƛñƯňŵŪƣ΁ƣňŪĐğ΁Hà΁̒̒ͨ̒̓΁ñşƣŵ΁şğė΁Ưŵ΁
wind energy to reduce scope-2 emission and increased energy usage.
increase the renewable energy share.

Intellect Energy Consumption

Description FY 21-22 FY 22-23 FY 23-24

Renewable Sources

Electricity consumed from 6,679,336 6,192,299 6,926,216

renewable source in MJ
Total renewable energy 6,679,336 6,192,299 6,926,216
consumed in MJ

Non-Renewable Sources

Electricity consumption in MJ 6705702 ̗̘̖̗̑̓̔̕ 14056124

Fuel consumption in MJ ΁΁̘̘̗̑̒̑̔ 1206603 2162606

Total energy consumed from 7924549* 14991170* ̖̘̗̑̒̑̓̐

Non-renewable sources in MJ

Renewable & Non-Renewable Energy Consumption

Total energy consumed ̖̘̘̑̔̐̓̔͝ ̘̖̙̒̑̑̓̔͝ 23144946

( Renewable &
Non- Renewable sources) in MJ

Energy intensity 0.001131* 0.001399* 0.001334

(Total energy consumption in
MJ/Revenue in Rs turnover)

* Restated due to unit conversion errors in FY 21-22 & FY 22-23.

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For the largest facility of Intellect, Nxt Lvl, Chennai, total energy from renewable sources, mainly due
to the purchase of wind power, has been increased from 61% in FY 22-23 to 65.6% in FY 23-24. Non
- renewable source that includes the grid power and diesel fuel consumption, are the major source of
power towards operating the buildings.

Intellect: Energy Intensity

0Ūğƛĺǖ΁UŪƯğŪƣňƯǖ΁ňŪ΁se΁Ƙğƛ΁¦ƣ͒ƯƷƛŪŵǏğƛ

̐͒̐̐̑̐̐̕
̙̙̐͒̐̐̑̓ ̐͒̐̐̑̓̓̔
̐͒̐̐̑̐̐̐
̐͒̐̐̑̑̓̑

̐͒̐̐̐̐̐̕

̐͒̐̐̐̐̐̐

FY 21-22 FY 22-23 FY 23-24

Financial Year

Due to optimised energy utilisation by implementing various energy conservation measures

has led to decreased energy intensity. Consequently, energy intensity has reduced from
0.001399 MJ / [Link] in FY 22-23 to 0.001334 MJ/[Link] in FY 23-24.

Outside the organisation-Intellect is developing a methodology to track energy consumption outside the
organisation. Business travel and employee commuting are upstream activities associated with intellect
ŵƘğƛñƯňŵŪƣ͒΁ÂƘŵŪ΁ǏğƛňȌĐñƯňŵŪ΁ñŪė΁ǏñşňėñƯňŵŪ͓΁Ưłğƣğ΁ĐŵŪƣƷŨƘƯňŵŪ΁ėñƯñ΁ǐňşş΁Ďğ΁ƛğƘŵƛƯğė΁ňŪ΁Ưłğ΁ŪğǕƯ΁Hà΁
2024-2025

3.3.3 Energy Conservation Measure

In our relentless effort towards reducing energy conservation, we have stepped up our efforts to
constantly push our current benchmarks and evaluate emerging technologies and other initiatives which
ǐňşş΁łğşƘ΁Ʒƣ΁Ưŵ΁ƛğėƷĐğ΁ƣƘğĐňȌĐ΁ğŪğƛĺǖ΁ĐŵŪƣƷŨƘƯňŵŪ͒΁»łğ΁ĹŵĐƷƣ΁ñƛğñƣ΁Ĺŵƛ΁ğŪğƛĺǖ΁ğĹȌĐňğŪĐǖ΁ŨğñƣƷƛğƣ΁ňŪ΁
green buildings and existing buildings continue to be lighting, air-conditioning, automation, UPS, data
ĐğŪƯğƛƣ͓΁ñŪė΁ƣğƛǏğƛ΁ƛŵŵŨƣ͒΁UŪƯğşşğĐƯ͵ƣ΁ƣƘğĐňȌĐ΁ğŪğƛĺǖ΁ĐŵŪƣƷŨƘƯňŵŪ΁łñƣ΁ňŪĐƛğñƣğė΁ĹƛŵŨ΁̘̖̗̓͒̐̑΁se΁£ğƛ΁
H»0΁΁Ưŵ΁̙̓̒̓͒̔̕΁se΁Ƙğƛ΁H»0΁͓΁ňŪ΁Hà΁̒̓ͨ̒̔͒΁»łňƣ΁ňƣ΁ŨñňŪşǖ΁ėƷğ΁Ưŵ΁Ưłğ΁ƛğƣƷŨƘƯňŵŪ΁ŵĹ΁ŵĹȌĐğ΁Ďñƣğė΁
ŵƘğƛñƯňŵŪƣ΁ñŪė΁ŵƛĺñŪňǡňŪĺ΁ǐğğś΁şŵŪĺ΁ŵĹȌĐňñş΁ğǏğŪƯƣ΁ñƯ΁ łğŪŪñň͒

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®ŵŨğ΁ŵĹ΁Ưłğ΁ƣňĺŪňȌĐñŪƯ΁ğŪğƛĺǖ΁ĐŵŪƣğƛǏñƯňŵŪ΁ŨğñƣƷƛğƣ΁ňŪĐşƷėğ΁

• Optimal loading of Diesel Generators to attain fuel

΁ ğĹȌĐňğŪĐǖ

•΁ €ƘƯňŨñş΁Ƙŵǐğƛ΁ĹñĐƯŵƛ΁̙̘̐͒͢΁£Hͣ΁ŨñňŪƯñňŪğė΁ňŪ΁΁
Electrical System

• Operating the Air Conditioning system at 26

degrees Celsius, Usage fans along with AC for
better air movement and energy optimisation for
Air Handling Units / Chilled water pumps
΁ UŪƣƯñşşñƯňŵŪ΁ŵĹ΁̗̔̕΁»¦΁PňĺłͨğĹȌĐňğŪĐǖ΁΁ ΁
water-cooled chiller at NxT LvL Chennai facility in
FY 23-24

• Sleep mode enabled for computer systems during

off hours & weekends, Motion sensors for lighting
system in Cabins & Restrooms, Lighting
΁ »ƛñŪƣĹŵƛŨğƛƣ΁Ĺŵƛ΁iňĺłƯňŪĺ΁ƣǖƣƯğŨ΁ğĹȌĐňğŪĐǖ΁΁΁
improvementOptimisation of passenger lifts
(weekday – total capacity and
weekend partial)

• Conversion of Conventional CFL lights with LED

lights

•΁ €ƘğŪ΁ŵĹȌĐğ΁ƣğñƯňŪĺ΁ƘƛŵǏňėğƣ΁Ũŵƛğ΁ǐŵƛśƣƯñƯňŵŪƣ΁΁
with optimal lights, fans & air conditioning usage

•΁ UŪĐŵƛƘŵƛñƯňŪĺ΁ñŪ΁ğĹȌĐňğŪƯ΁ėñǖşňĺłƯňŪĺ΁ŵĹȌĐğ΁΁΁
΁ ŨňŪňŨňƣğƣ΁Ưłğ΁Ʒƣğ΁ŵĹ΁ñƛƯňȌĐňñş΁şňĺłƯƣ

• Open cafeteria and optimised use of

open space for recreation have improved
employee interactions in the natural environment

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3.3.4 Share of Renewable Energy

Increasing the renewable energy share, is the major rooftop installation in its Chennai facility to
intervention towards becoming Net-zero generate onsite renewable power. In FY 23-24,
organisation. Intellect will be augmenting their renewable energy share has increased f
renewable energy purchase (wind power) and solar rom 61% to 65.6%.

Renewable Energy Share - NxT LvL, Chennai

Description FY 21-22 FY 22-23 FY 23-24

Total Power consumption in kWh 1927655 ̘̖̖̒̑̔̓ ̙̘̒̓̒̐̐

Renewable power in kWh ̘̗̑̓̑̕̕ ̗̘̑̒̐̐̓ 1923949

% of renewable power share 96.25* 61.07 65.6

* FY 21-22 data corresponds to COVID phase

Renewable power share: NxT LvL Chennai

34.4%

Renewable power in kWh

Non-Renewable power in kWh

65.6%

With further increase in the wind power purchase and solar rooftop installation planned in FY
24-25, we will achieve 70% renewable energy share for the Chennai facility.

3.3.5 Energy Reduction - Intellect Operation

Businesses across organisations are looking for Upgrading existing technology

ways to reduce their carbon footprints and adopt ΁ ƷňşėňŪĺ΁ğŪğƛĺǖͨğĹȌĐňğŪƯ΁ėñƯñ΁ĐğŪƯƛğ΁
more sustainable practices in their operation. Agile working practices

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• Hyper-converged infrastructure and cold air, making it possible to cool higher heat
Using the Latest HCI (Hyper Converged Infrastruc- loads per rack. It increases the cooling capacity and
ture) Technology, we have replaced over 105 ğŪğƛĺǖ΁ğĹȌĐňğŪĐǖ΁ŵĹ΁Ưłğ΁ĐŵŵşňŪĺ΁ƷŪňƯ΁ñŪė΁łğşƘƣ΁
physical servers to 15 HCI based servers, which has ŨñŪñĺğ΁ñňƛȍŵǐ΁ňŪ΁ñ΁ǐñǖ΁ƯłñƯ΁ĐŵŪƣğƛǏğƣ΁ğŪğƛĺǖ΁ñŪė΁
gradually decreased 50% power consumption from lowers cooling costs
the actual power consumed on 105 servers and is
• Agile working and energy-saving
able to reduce the CO2 emission by around 100
¦ğƘşñĐňŪĺ΁̘̐Ú΁Ƙŵǐğƛ΁ĐŵŪƣƷŨňŪĺ΁ėğƣśƯŵƘ΁ǐňƯł΁
Tonnes in FY 23-24
ğŪğƛĺǖ΁ğĹȌĐňğŪƯ΁şñƘƯŵƘƣ΁ƯłñƯ΁ĐŵŪƣƷŨğ΁Ƙŵǐğƛ΁ňŪ΁Ưłğ΁
• 0Ūğƛĺǖ΁ğĹȌĐňğŪƯ΁'ñƯñ΁ ğŪƯğƛ΁ ƛñŪĺğ΁ŵĹ΁̔̐Úͨ΁̔̕Ú͒΁UŪ΁Hà΁͓̒̓ͨ̒̔΁̗̘̑΁şñƘƯŵƘƣ΁ǐňƯł΁

Ū΁ğŪğƛĺǖͨğĹȌĐňğŪƯ΁ėñƯñ΁ĐğŪƯƛğ΁ǐñƣ΁ĎƷňşƯ΁ƷƣňŪĺ΁ ŵşė΁ low energy consumption were bought
Aisle containment. This arrangement separated hot

3.4 GHG Emission Reduction

Management (GRI 305)
Aligning our emissions management strategy closer to this common decarbonisation goal.
with the global goals of minimising carbon Reducing GHG emissions is not only a business
footprint and mitigating climate change risks, imperative for us but also forms a vital part of
we have streamlined our processes to move our environmental stewardship.

3.4.1 GHG Emission Reduction Strategy

Our emission strategy for carbon neutrality and Net-zero organization includes:

Reducing Scope -1 emissions Reducing Scope -3 emissions

• ğƯƯğƛ΁ŵƘğƛñƯňŵŪñş΁ğĹȌĐňğŪĐǖ΁ŵĹ΁ŵƷƛ΁ • Optimize business travel / Promote EVs
Diesel Generator sets among employees

• Better management of fugitive • Optimizing emission from upstream and

emissions from HVAC units downstream activities

• Transition to Electric Vehicles (EVs) for The above strategy will help us to achieve
company-owned vehicles ƣňĺŪňȌĐñŪƯ΁ƛğėƷĐƯňŵŪƣ΁ňŪ΁®ĐŵƘğ΁̑΁ñŪė΁®ĐŵƘğ΁̒΁
emissions as well as Total (Scope-1+Scope-2)
Reducing Scope -2 emissions GHG intensity. In turn, this will lead to reduction
• Increasing the share of purchased power ňŪ΁ƣƘğĐňȌĐ΁IPI΁ğŨňƣƣňŵŪƣ͒΁®ňŨňşñƛşǖ͓΁ǐğ΁łñǏğ΁
from renewable sources. started to account value chain scope-3
emissions, which will be reported in FY 24-25.

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3.4.2 Emission Reduction

Emissions from direct sources (Scope-1) and are included in scope-1 emission calculation.
ňŪėňƛğĐƯ΁ƣŵƷƛĐğƣ΁͢®ĐŵƘğͨ̒ͣ΁ĹŵƛŨ΁ñ΁ƣňĺŪňȌĐñŪƯ΁ Diesel consumption data for vehicle and gensets,
share of Intellect GHG emissions across its are recorded daily and consolidated by location
facilities. Emissions from fuel consumption of ƣƘğĐňȌĐ΁łğñė͒΁΁Hà΁̒̓ͨ̒̔΁ėñƯñ΁΁ǐňşş΁Ďğ΁ĐŵŪƣňėğƛğė΁΁
Diesel gensets and vehicles, accounted for in as a baseline to plan for reporting of emission
direct Scope-1 emissions. In FY 23-24, diesel reduction in subsequent years.
consumption data for both vehicle and gensets

GHG Emission (Scope-1 & Scope-2)

Description FY 21-22 FY 22-23 FY 23-24

Scope-1 emission in mtco2e 91.66* 90.74* 162.64

Scope-2 emission in mtco2e ̘̗̘̑̐͒̕͝ 3101.53* 3213.39

Total (Scope-1+Scope-2) 0.00000012* 0.00000021* 0.00000019

Emission intensity in
(mtco2e/ Rs. turnover)

* Restated due to unit conversion errors in FY 21-22 & FY 22-23.

Other than CO2, gases like methane (CH4) and nitrous oxide (N2O), are accounted for in scope-1
ğŨňƣƣňŵŪ͒΁
ƣ΁ P̔΁ñŪė΁u̒€΁ĐŵŨƘƛňƣğ΁ŵŪşǖ΁̘̐͒̓λ΁ñŪė΁̐͒̒̑λ΁ŵĹ΁ƯŵƯñş΁®ĐŵƘğͨ̑΁IPI΁ğŨňƣƣňŵŪƣ͓΁
they are not reported separately.

3.4.3 Scope-1 Emission

Intellect: Scope - 1 Emission

̒̐̐͒̐̐
Scope-1 emission mtco2e

̑̐͒̐̐̕ ̖̖̑̒͒̔

̑̐̐͒̐̐
̙̖̖̑͒ ̙̗̐͒̔
̐͒̐̐̕

̐͒̐̐
FY 21-22 FY 22-23 FY 23-24
Financial Year
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Increase in diesel consumption for power power supply in all locations and power outage
generation and accounting of diesel consumption ėƷƛňŪĺ΁'ğĐğŨĎğƛ΁ȍŵŵėňŪĺ΁ñƯ΁uǕƯ΁iǏi΁ĐñŨƘƷƣ͓΁
in company owned vehicles, led to higher Chennai are the main causes for high diesel
scope-1 emissions in FY 23-24. Intermittent grid consumption by generators.

3.4.4 Scope-2 Emission

Emissions from indirect sources, i.e Purchased billed monthly, by the renewable service
electricity from the grid, have slightly increased provider. At present, 200kW solar rooftop
despite increasing the wind energy purchase in installation is planned in Nxt lvl Chennai facility
FY 23-24 from 61% to 65.6%. This electricity is for FY 24-25.

Intellect : Scope-2 Emission

Scope -2 Emission in mtco2e

̔̐̐̐͒̐̐

̓̐̐̐͒̐̐ ̙̓̒̑̓͒̓
̓̑̐̑͒̓̕
̒̐̐̐͒̐̐

̑̐̐̐͒̐̐ ̘̗̘̑̐͒̕

0
FY 21-22 FY 22-23 FY 23-24

Financial Year
Similarly feasibility study in other locations will be conducted to install onsite renewable energy systems.

3.4.5 Scope-3 Emission 3.4.6 GHG Emission Intensity

Scope 3 emission includes all other indirect
emissions that occur in a company’s value Total GHG (scope-1 & scope-2) emission
chain. The 15 categories in scope 3 are intensity, is based on direct emissions and
intended to provide companies with a energy indirect emission.
systematic framework to measure, manage, Emission intensity has decreased from
and reduce emissions across a corporate value 0.00000021 mtco2e/[Link] in FY 22-23 to
chain. Intellect will report emissions related to 0.00000019 mtCO2e/[Link] in FY 23-24
employee commuting and business travel in due to the increased share of renewable power.
FY 24-25. GHG intensity based on FTE is 0.57 mtCO2e.
This value shall be considered as baseline for
GHG emission intensity based on FTE.
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Intellect: Emission (Scope-1 + Scope-2) Intensity

0ŨňƣƣňŵŪ΁UŪƯğŪƣňƯǖ΁ňŪ΁ŨƯĐŵ̒ğ͟΁¦ƣ͒ƯƷƛŪŵǏğƛ
̐͒̐̐̐̐̐̐̒̕

̐͒̐̐̐̐̐̐̒̐
̐͒̐̐̐̐̐̐̒̑
̙̐͒̐̐̐̐̐̐̑
̐͒̐̐̐̐̐̐̑̕

̐͒̐̐̐̐̐̐̑̐ ̐͒̐̐̐̐̐̐̑̒

̐͒̐̐̐̐̐̐̐̕

̐͒̐̐̐̐̐̐̐̐
FY 21-22 FY 22-23 FY 23-24

Financial Year

3.4.7 Emission Minimizing Initiatives

EV Tractor for emission-free EV Sweeping machine for mechanised

şñŪėƣĐñƘğ΁ŨñňŪƯğŪñŪĐğ͒ emission-free cleaning of the facilities

EV Charging points to ΁
Ư΁UŪƯğşşğĐƯ͓΁̔̐λ΁ŵĹ΁Ưłğ΁ėňğƣğş΁

promote green commuting ǏğłňĐşğ΁ȍğğƯ΁łñƣ΁ĎğğŪ΁ƛğƘşñĐğė΁ǐňƯł΁0Ù΁Đñƛƣ

We have initiated monitoring ozone-depleting substances (ODS) and their consumption will be
reported in FY 24-25.
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4.1 Our
People
The organisation takes pride in the ability to design itself for necessary purposes. Looking at
sustainability as a purpose / objective, it is important to set sights on common destinations which
we call as foundational principles. The foundational principles of the organisation design are as
follows.

Power of Power of Power of Power of

Dreams Intellectual Teams Design
Property Thinking

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»łğ΁ƣƘňƛňƯ΁ĎğłňŪė΁ğşğŨğŪƯ΁͓̑΁ňƣ΁ƛğȍğĐƯğė΁ƛňĺłƯ΁ňŪ΁ complex, as one needs to bring together

our Logo & strapline, ‘Live your Dream’. multiple perspectives and multiple moving parts.
The company therefore chose Design Thinking
At this point, it’s pertinent to mention how this as the arrowhead for holistic problem solving for
'u
΁ňƣ΁ƛğȍğĐƯğė΁ňŪ΁Ưłğ΁Ǐğƛǖ΁ŪñŨğ΁ŵĹ΁Ưłğ΁ this unique genre. The company has invested in
company. ñ΁͓̓̐̐̐̐΁ƣƚ͒ĹƯ΁'ğƣňĺŪ΁ ğŪƯğƛ͓΁̘̐̑̒͢΁HňŪ»ğĐł΁
Design Center) to train, leverage and evangelise
The company is well respected across the globe Design thinking across stakeholders in its
as the treasure trove of Intellectual Property, ecosystem.
across Consumer banking, Transaction banking,
Central Banking, Treasury & Capital markets, In order to accelerate our journey towards
Wealth & Insurance. The company has also been exploring the market opportunities and market
a pioneer in building technologies leveraging leadership, the company has made every effort
Events, Microservices, APIs, Cloud, Headless to create an environment where curiosity,
architecture & AI. creativity and learning thrive. This was the
thinking behind naming our environment as an
Intellect Design Arena operates in the ‘Arena’.
challenging world of FinTech, a world
characterised by the highest benchmarks on This has enabled our organisation to approach
transaction volumes, accuracy, precision and people capital more around “talent” and not
speed. Furthermore, the biggest disruptions and “resources”.
innovations that happen in the global markets
ñƛğ΁ñƛĺƷñĎşǖ΁ňŪ΁Ưłğ΁ȌŪƯğĐł΁ĺğŪƛğ͒΁΁
Problem solving in this genre is extremely

4.1.1. Identity

Intellect has a unique way of representing its Sustainable employer brands are built around
brand identity in its logo with the three colours clarity and constancy of brand ethos. Our
depicting Knowledge, Leadership and Value ğŨƘşŵǖğƛ΁ĎƛñŪė΁ňƣ΁ňėğŪƯňȌğė΁Ďǖ΁Ưłğ΁̔ ͵ƣ΁
Brands. (Knowledge brand), the 4R’s (Leadership brand)
& PHIR Fun (Values Brand).

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4.1.2. Diversity & Inclusion

(GRI 405)

Right at the time of induction and at every In the context of the market opportunities and
company event the identity is articulated and the nature of problems we solve for the
reinforced. Every associate of the organisation customer, the company endeavours to bring
is required to not just be aware of the brand together a diverse set of talent and skill sets. An
identity but also to strive to stand up to the example to highlight is the diversity of talent
same. that serves one of our prestigious customers in
India, the Reserve Bank of India. We have
The other aspect of sustainable brands is technology designers, process designers,
holistic focus on the identity and all the product designers, project managers, business
ğşğŨğŪƯƣ΁ňŪ΁Ưłğ΁ňėğŪƯňƯǖ͕΁śŪŵǐşğėĺğ͓΁şğñėğƛƣłňƘ΁ analysts, solution specialists, UX designers and
and values, not one at the cost of the other. client success managers who come together to
build technology solutions that the entire
Every decision pertaining to talent in the organisation is proud of.
organisation is tested for consistency with the
brand identity. This identity has stayed The company creates an environment where
constant for the company’s journey since organisational values, global client
inception. engagements, systems, process and design
frameworks and organisational culture come
together to bond & unify associates across
cultural, demographic and social backgrounds.
We respect and nurture the aspirations of a
multi-generational workforce with the age
groups spanning early 20’s to late 60’s.

At the core of our culture is a rich and truly

diverse work environment that is bustling with
creative energies of individuals, technology
teams, business teams, product teams, cross
functional teams, and locational teams.

Organisation wide events such as

DESIGN-A-THON, Annual day, Lakshya and
festival celebrations are a visible testimony to
Intellect’s deep commitment to celebrating
diversity & inclusion, while creating an
environment that fosters creativity, can-do and
cohesion.

We are committed to providing equal

ğŨƘşŵǖŨğŪƯ΁ŵƘƘŵƛƯƷŪňƯňğƣ΁Ưŵ΁ƚƷñşňȌğė΁ƘğŵƘşğ΁
without regard to race, sex, colour, religion,
national origin, citizenship, marital status, sexual
orientation, age, disability, military, veteran
status or any other protected status or
ĐşñƣƣňȌĐñƯňŵŪ΁ƷŪėğƛ΁Ĺğėğƛñş͓΁ƣƯñƯğ΁ŵƛ΁şŵĐñş΁şñǐ͒

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Employee Population - Gender & Age Group

2500
2300

2000
1605
1500

1000 ̘̔̔
653

500
̘̖̑
23 4 0
0
<30 30-50 51-60 60+

Male Female

Leaders - Gender & Age Group

160
142
140

120

100

̘̐ 79

60

40

20 17 11 3
0
0
30-50 51-60 60+

Male Female

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Our Workforce Composition

Total Employees - Male Female Ratio Women as Board of Directors

Female Male Female Male

27.26% 72.74% 14% 86%

Male Female Male Female

Leader Population - Male Female Ratio

Female Male
11.11% 88.89%

Our policy is premised on its fundamental belief We have a multi-disciplinary and diverse
that diversity at the workplace creates an workforce involved in developing cutting-edge
environment conducive to engagement, alignment, solutions for our clients. Our constant endeavour is
innovation and high performance. We provide to promote diversity by creating an inclusive and
diversity and equal opportunities to all associates, collaborative work environment. We encourage
based on merit and ability. diversity in hiring and track associated metrics.
ÚňƯł΁̘̙̙̕΁ƯŵƯñş΁ǐŵƛśĹŵƛĐğ͓΁ǐğ΁łñǏğ΁ñ΁ėňǏğƛƣňƯǖ΁ŵĹ΁
͓̖̘̑̐΁ÚŵŨğŪ΁ñƣƣŵĐňñƯğƣ΁̗̒͢λͣ΁ñŪė΁̒̕΁ėňĹĹğƛğŪƯşǖ΁
abled associates (1%).

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4.1.3. Diversity & Inclusion 4.1.4. Employee Attraction

- Management Approach and Retention

Intellect Design Arena has been one of the The company has a strong philosophy of Grow from
pioneers in promoting diversity through the within. However, our growth journey also requires
hiring of differently abled individuals. In the FY scaling up talent capacity by developing talent from
͓̒̐̒̔ͨ̒̕΁ǐğ΁ǐňşş΁şŵŵś΁Ưŵ΁ƘñƛƯňĐňƘñƯğ΁ňŪ΁ƣƘğĐňȌĐ΁ within as well as to attracting talent from the
recruitment campaigns run by organisations to market. (Pl refer to the section on talent
promote differently abled students / individuals development & the section on hiring practices).
with relevant IT related skills. With the
increasing trend of women students joining iŵƣňŪĺ΁ƯƛñňŪğė΁ƯñşğŪƯ΁Ưŵ΁
ƯƯƛňƯňŵŪ΁ňƣ΁ñ΁ȌŪñŪĐňñş΁ñŪė΁
various STEM programs for their undergraduate ŪŵŪͨȌŪñŪĐňñş΁ĎƷƛėğŪ΁Ĺŵƛ΁Ưłğ΁ĐŵŨƘñŪǖ΁ĎğĐñƷƣğ΁
and postgraduate degrees, we will look to recruiting and training new hires is time, cost and
increase the diversity percentage through the effort-intensive.
targeted campus hiring we do from select
TSchools and BSchools of women colleges in It is said that the people join brands but leave
the country. Intellect Design Arena will also sñŪñĺğƛƣ͒΁΁Úğ΁łñǏğ΁ėğƣňĺŪğė΁ƣƘğĐňȌĐ΁ƘƛŵĺƛñŨƣ΁Ĺŵƛ΁
look to partner with external organisations to First Time Managers, so they imbibe the spirit and
understand Industry-wide best practices, tools for effective team management. Managers are
assimilate learnings from other organisations regularly educated to conduct effective team
and recognise the results of DEI meetings & interactions.
implementation.
To engage the associates, the company has
We treat everyone fairly and allow everyone to ėğƣňĺŪğė΁ňŪňƯňñƯňǏğƣ΁ñƛŵƷŪė΁ĹŵƷƛ΁ŨñŘŵƛ΁Ƙňşşñƛƣ͒
perform at their full potential. We respect and
also value differences to understand our • Talent development - to foster career growth
markets, create better ideas and drive (refer to section on talent development)
innovation.
• Employee engagement (refer to section
on employee engagement & initiatives)

• ŵŨƘğŪƣñƯňŵŪ΁π΁ĎğŪğȌƯƣ΁

• Talent mobility program, to ensure that most

of the opportunities that come up in the
company are offered to associates who meet
the prerequisite for such roles.
This gives variety to the career journey as well
as the opportunity to cross skill or up skill an
associate. The retention of associates for this
FY 23-24 has improved and the attrition rate
has decreased from 17.71% to 14.51% with
an exit count of 557 males associates and 231
female associates.

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4.1.5. Culture
and Ethics
'ğȌŪňŪĺ΁Ưłğ΁ǐŵƛė΁ʹĐƷşƯƷƛğ͵΁ňƣ΁ƚƷňƯğ΁ėňĹȌĐƷşƯ΁ĎğĐñƷƣğ΁ A feel of the Intellect culture is covered in the
ĐƷşƯƷƛğ΁ňƣ΁ƛğȍğĐƯğė΁ňŪ΁ŵƷƛ΁ƯłňŪśňŪĺ͓΁ĎğşňğĹ΁ƣǖƣƯğŨƣ͓΁ introductory section as well in other sections
ňėğŪƯňƯǖ͓΁ĎğłñǏňŵƷƛ΁ñŪė΁ñĐƯňŵŪ͒΁UƯ΁ňƣ΁ƛğȍğĐƯğė΁ňŪ΁ŵƷƛ΁ including identity, diversity & inclusion, talent
brand values and how we engage, develop, manage, management, performance management,
ñŪė΁ƛğǐñƛė΁ŵƷƛ΁ƯñşğŪƯ͒΁UƯ΁ňƣ΁ƛğȍğĐƯğė΁ňŪ΁Ưłğ΁ rewards & recognition and employee
foundational principles of the company and how we engagement.
respect and promote diversity & inclusion.
At the end of the day, culture is best
‘experienced’.

4.1.6. Talent Management/

Development (GRI 404)
Intellect takes a purpose centric approach in the Our investments in Talent development starts even
development of our associates and believes in before new hires are inducted into the Organisation
building an ecosystem of continuous learning. and extends through the lifecycle of the employee
UŪ΁ȌƣĐñş΁ǖğñƛ΁̒̐̒̔΁ǐğ΁łñǏğ΁ƣğğŪ΁ñŪ΁ňŪĐƛğñƣğ΁ňŪ΁Ưłğ΁ through two major initiatives – the foundation
learning consumption across all levels. program and the continuous education program.
The foundation program is to mould the campus hires
Our programs are designed to provide our workforce to business ready associates and the continuous
with future ready skills and offer a wide array of education program aims at upskilling, cross skilling
training programs, covering subjects on Technology and reskilling existing employees.
and Delivery, Banking and Insurance and Design and
Management. Our focus has been to offer programs
for all layers in the Organisation and this year we
łñǏğ΁ƣňĺŪňȌĐñŪƯşǖ΁ňŨƘƛŵǏğė΁Ưłğ΁şğñƛŪňŪĺ΁ğǕƘŵƣƷƛğ΁ŵĹ΁
employees across all layers.

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Continuous
On the Job
Education

Driving Continuous Foundation

Entry Level
Learning Culture Training

Industry Pre - Onboarding

Readiness Engagement

[Link]. Pre-onboarding [Link]. Continuous

Engagement Education Program

Campus hires are engaged as part of a Left shift Monthly Calendar Programs: The monthly training
training strategy before they are on boarded and calendar is a schedule of training programs offered
are trained on technology skills to strengthen their ğǏğƛǖ΁ŨŵŪƯł΁ŵŪ΁»ğĐłŪŵşŵĺǖ΁ñŪė΁'ğşňǏğƛǖ͕΁ñŪśňŪĺ΁
ĹŵƷŪėñƯňŵŪ͕΁ĎğłñǏňŵƷƛñş΁ƣğƣƣňŵŪƣ΁Ưŵ΁ƣğŪƣňƯňƣğ΁ƯłğŨ΁ and Insurance and Design and Management.
about the campus to corporate transition and It is aimed at providing learning opportunities
Leadership, connects to create the right for associates to ensure continuous employee
perspective to jumpstart their career. development and foster a culture of learning.

Managerial Development Programs: Our

[Link]. Foundation managers play a critical role in executing strategies,
leading teams, and delivering results. Preparing
Education Program managers to effectively lead is crucial to our
ƣƷĐĐğƣƣ͒΁€Ʒƛ΁ȍñĺƣłňƘ΁sñŪñĺğƛňñş΁'ğǏğşŵƘŨğŪƯ΁
FTE (FinTech Engineer Development Program): Program iOxford MDP has covered almost 100% of
Intellect Fintech Engineer Development Program the target Mid Managers. We have also launched
is a 21-day program to enable the entry level i€΁ƣƘğĐňȌĐ΁ňŪƯğƛǏğŪƯňŵŪƣ΁Ĺŵƛ΁ƘƛŵŨŵƯňŪĺ΁sñŪñĺğƛňñş΁
engineering and science graduates to transition excellence through programs like Pinnacle.
into the corporate world. This curated program
focuses on concepts-based hands-on learning on Talent Potential assessment and Development:
technology along with the required level of iGrow, is a development initiative to spot Talent
domain as well as behavioural skills training. early and develop them through 360-degree
Through an effective shift left strategy we have assessment and enablement.
been able to prepare our hires on foundational
ƣśňşşƣ΁ĎğĹŵƛğ΁Ưłğňƛ΁ŵŪĎŵñƛėňŪĺ͓΁ƣňĺŪňȌĐñŪƯşǖ΁ Technical Training for Skill Benchmarking: iSkill is
reducing the duration of the classroom training ñŪ΁i€΁ƣƘğĐňȌĐ΁ƷƘƣśňşşňŪĺ΁͟΁Đƛŵƣƣ΁ƣśňşşňŪĺ΁ƯƛñňŪňŪĺ΁
and time to deployment. intervention run in partnership with LOB HR.
The program strives to address the skill gaps in
associate vis-a-vis the skill benchmark set by the
LOB.

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[Link]. Mandatory Trainings

Corporate Induction: A two-day corporate

induction is mandated for all new employees to
familiarise them with the Organisation, policies,
procedures and code of conduct...etc.
This comprehensive induction ensures that new
employees understand the organisation’s direction,
the culture and values and provide them with the
basic information to align with the organisation's
expectations.

Information Security Training: Cyber security

ƯƛñňŪňŪĺ΁ñŪė΁ĐğƛƯňȌĐñƯňŵŪ΁ňƣ΁ŨñŪėñƯğė΁Ĺŵƛ΁ñşş΁
employees annually. This is implemented to ensure
continued vigilance and security awareness in
employees to mitigate cyber security risks.

[Link]. Driving Talent Development across all Levels

Average training hours per employee

20

̗̙̘̑͒
15

10
̗̑̐͒̑

0
FY 22-23 FY 23-24

Financial Year

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Increase in average training hours is attributed to a spike in learning consumption of technology and product
training. Safety training and new employee induction which were not reported in previous year has also
contributed in the uptick in training hours

Average training hours per Gender FY 22-23 FY 23-24

20

̘̖̙̑͒
15
̗̗̑͒̑

10 ̑̑͒̑̒
̑̐͒̔̕

0
Male Female

Average training hours per Employee Type FY 22-23 FY 23-24

20

̙̙̑͒̕
15 ̘̗̑͒̑

̑̔͒̔̔
10 13 ̗̑̓͒̒
̗̑̐͒̔
̗̙̖͒
5
̖̔͒̓

0
Executive Managerial Leadership Others Permanent
Employees

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[Link]. Training on OHS

4.1.7. Management
Our comprehensive Occupational Health and Safety Approach
(OHS) training program prioritises associate
well-being and workplace safety. We offer a diverse
Talent management is serious business and has
curriculum that equips participants with essential
multi-dimensional complexity of managing diverse
skills to respond effectively to emergencies and
skills, such as technical skills, domain skills, soft
ensure a secure work environment.
skills & leadership skills. Our talent pool spans
ğŪƯƛñş΁Ưŵ΁ŵƷƛ΁ƯƛñňŪňŪĺ΁ňƣ΁ȌƛƣƯ΁ñňė΁ƘƛŵȌĐňğŪĐǖ͓΁ multiple generations and backgrounds. One has to
encompassing techniques for addressing injuries and manage talent aspirations on one side and align it
medical crises. Associates learn to administer aid in to the management’s growth agenda. Right talent
situations ranging from minor cuts to cardiac arrests. has to be acquired at the right time and cost. One
Understanding how to handle upper airway has to develop and engage talent. Thus, the
obstructions is emphasised, enabling quick and programs have to be designed holistically so we
decisive action in critical moments. cover the entire employee lifecycle.

ėėňƯňŵŪñşşǖ͓΁ŵƷƛ΁ƘƛŵĺƛñŨ΁ĐŵǏğƛƣ΁ȍƷ΁ƣǖŨƘƯŵŨ΁
recognition and management, fostering awareness
and proactive measures to mitigate the spread of Our talent approach is around a portfolio of 9
illness within the workplace. Fire safety protocols are ĎşŵĐśƣ͒΁»łğǖ΁ňŪĐşƷėğ͔
thoroughly explored, including preventive measures,
extinguisher usage, and evacuation procedures.

ƣƣŵĐňñƯğƣ΁ĺñňŪ΁ňŪƣňĺłƯƣ΁ňŪƯŵ΁ňėğŪƯňĹǖňŪĺ΁ƘŵƯğŪƯňñş΁Ȍƛğ΁
łñǡñƛėƣ΁ñŪė΁ğǕğĐƷƯňŪĺ΁ğĹȌĐňğŪƯ΁ğǏñĐƷñƯňŵŪ΁ƣƯƛñƯğĺňğƣ΁
T0 - T1 -
to safeguard personnel and property. Organisation design & Talent acquisition
capacity planning
With our OHS training program, participants emerge
equipped with the skills and knowledge to promote
a culture of safety, proactively mitigate hazards, and
respond effectively to emergencies. Total 1494 hrs
spent on OHS training and awareness sessions T2 - T3 -
during the FY 2023-24. Talent development Performance
Management

T4 - T5 - T6 - T7 - T8 -
Compensation Associate Engagement Governance Culture
π΁ğŪğȌƯƣ Services & Values

Annual & Quarterly planning is done to ensure the right set of programs under these blocks are designed
and administered.

From a talent function structure perspective, a 3-tier approach in terms of Business HR, Corporate HR and
Geography HR ensure coverage and deployment of the talent functional programs in a seamless manner.

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4.1.8. Employee At Intellect Fest 2023, our diverse talents

Engagement converged to celebrate solidarity and unity in

style. From bay decorations to contests in
& Initiatives painting, poetry, and singing, and even
marathons, we witnessed an astounding number
of participants, embodying the spirit of
Although it is said that an organisational culture ƯŵĺğƯłğƛŪğƣƣ΁ƯłñƯ΁ėğȌŪğƣ΁Ʒƣ΁ñƣ΁ñ΁ƯğñŨ΁ñŪė΁ñŪ΁
is best ‘experienced’, we would like to showcase entity. The festival in 2023 was themed "New
a few unique employee initiatives that have Way to Think, New Way to Listen, and New Way
engaged almost every single associate, and these to Deliver," unfolded across different cities,
have been beautifully run year after year. In fact, starting in Chennai on August 19th, followed by
some of these initiatives have withstood the test Mumbai on August 20th, Hyderabad on August
of time as they were originally conceptualised in 26th, Delhi on September 2nd, and concluding in
Polaris Financial Technology (where Intellect was Pune on September 9th. Intellect Fest 2023 was
earlier the product division till subsequently it ŪŵƯ΁ŘƷƣƯ΁ñĎŵƷƯ΁ĐƷşƯƷƛñş΁ğǏğŪƯƣ͕΁ňƯ΁ñşƣŵ΁ĹğñƯƷƛğė΁
became a public listed company in 2014). These insightful tech sessions, all revolving around the
initiatives have two decades of rich history and ǐŵƛşėͻƣ΁şñƛĺğƣƯ΁ŵƘğŪ΁ȌŪñŪĐğ΁ƘşñƯĹŵƛŨ͓΁ğs
P͒ñň͒
engagement.
Arun Jain, CMD of Intellect, shared a story of a
determined entrepreneur Murari Lal, who
overcame obstacles in his life with the help of
[Link]. Intellect Fest
technology. Murari’s life journey was intertwined
(Annual Day)
with our products and solutions. This Intellect
Symphony session became a hit among the
The company’s Annual Day, Intellect Fest, is
associates, and it was repeated at the fest events
celebrated across all centers in India, such as
in Mumbai, Hyderabad, Delhi, and Pune after
Chennai, Hyderabad, Mumbai, Pune and
Chennai. An exclusive corporate session
Gurugram. The program is intended for all
highlighted the tasks accomplished by various
ñƣƣŵĐňñƯğƣ΁ňŪ΁UŪƯğşşğĐƯ͒΁»łğ΁ȌƛƣƯ΁łñşĹ΁ŵĹ΁Ưłğ΁
departments such as HR, Marketing, Quality,
program is a formal event that begins with a
Talent, iLD, Finance, Business, Legal, Risk, IT, and
keynote address from the Chairman, CEOs and
Admin.
Ưłğ΁ łňğĹ΁»ñşğŪƯ΁€ĹȌĐğƛ͒΁»łňƣ΁ňƣ΁Ĺŵşşŵǐğė΁Ďǖ΁Ưłğ΁
various business presentations on the year’s
There was also a session on School of Design
highlights and the plans for the future. Annual
Thinking, Mission Samriddhi, and Ullas Trust,
Excellence Awards and Long Service Awards
providing associates with detailed insights into
are the highlights. Thereafter a unique cultural
how these three human-centric programs
show with associates across the organisation
contribute to society's wellness and
presenting their other talents in the form of
development.
group dances, plays, music and dancing.
The program also stands testimony year on
year to the energy, imagination and talent of
our associates.

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[Link]. Konark [Link]. Connecting to the Associate

Families and the Larger
Community
The word and picture of the wheel from the
Sun Temple (Konark) is seen at Intellect as a
We believe passionately in creating multiple
symbol of energy and excellence. The Konarks
threads for the organisation to connect - be it
are expected to lead mission-critical programs
across teams, across locations, across the formal
for our clients as well as drive
hierarchy all the way to the family and society.
transformational initiatives in the organisation.
Here is a brief peek into such programs.
Above all, Konarks are seen as role models in
the company. As a long-standing program, the
Hum: is the brand of our family connect
Konark program has been pivotal in building
program. We involve associates’ families in
tremendous leadership competencies across
many of our company programs, including the
all levels in Organisation. Being a Konark is a
Konark felicitation, Diwali celebrations, Annual
status and obligation - a status because only a
Day and so on. The family bonds are respected
select few associates of the organisation get
and celebrated in multiple ways. One of the
Ưŵ΁Ďğ΁ňėğŪƯňȌğė΁ñŪė΁ĐğşğĎƛñƯğė΁ñƣ΁gŵŪñƛśƣ͒΁UƯ΁ňƣ΁
initiatives that have been running for over a
also an obligation as they take upon
decade is the ‘Hum’ initiative run by the
themselves the baton of values and leadership
Chairman & his wife. Thoughtfully curated gifts
in the organisation. They help to create the
are sent by the First Couple of Intellect to all
right & sustainable ecosystem in the
married couples in the company on their
organisation for value sustenance and also to
Wedding Anniversary. The company and
help in the transformation agenda of the
leadership almost always include gratitude to
organisation.
the family members during every major event.

Taare Intellect Par: Taare Intellect Par is a

program where children of associates are
[Link]. Lakshya ğŪĺñĺğė΁ƯłƛŵƷĺł΁ñ΁Ưǐŵͨėñǖ΁ǐŵƛśƣłŵƘ΁ñƯ΁ŵĹȌĐğ΁
premises during summer vacation. Children look
»łňƣ΁ňƣ΁ŵŪğ΁ŵĹ΁Ưłğ΁ȌŪğƣƯ΁ğǕñŨƘşğƣ΁ňŪ΁Ưłğ΁ forward to this day when they see their parent’s
industry for tapping organisation’s workplace and get to interact and learn, along
sub-conscious towards visualising the future with other Intellect children. Families are also
direction, destiny and caricature. Lakshya is ňŪǏňƯğė΁Ưŵ΁ŘŵňŪ΁ňŪ΁ñ΁ǐñşśƯłƛŵƷĺł΁ŵĹ΁Ưłğ΁̘̐̑̒΁
designed around involving every associate in FinTech Design Center. This is seen as a
the company to visualise Intellect in the future. wonderful opportunity for family members
The exercise is actually done across the length including children to get inspired towards
and breadth of the organisation and ground-up. applying Design Thinking in their day-to-day life
The culmination is the Lakshya program for the or profession.
leadership, usually the top 100-150 leaders in
the company where the assimilation of
organisational thinking happens and the vision
and course for the future is set. Earlier, Lakshya
was an annual program. Given the stage of the
company’s growth journey, the Lakshya exercise
is now conducted once in 2-4 years. The design
follows either a pan-Intellect format or a Large
Scale Intensive Format (LSIP).
The post-Lakshya town halls and leadership
communication, sets the tone for the next phase
in the growth journey and enables
organisational alignment.
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[Link]. Sustainability
4.1.9. Sustainability Week Celebrations
Annual
Events FY2023-24
Intellect celebrated Sustainability Week starting
from the 5th of February to 9th February 2024.
The core objective behind Sustainability Week
Annual sustainability initiatives conducted by celebration is to raise awareness, promote
Intellect Design Arena play a pivotal role in sustainable practices, drive cultural change,
fostering environmental stewardship, social engage stakeholders, inspire action, and
responsibility, and economic resilience within the promote a culture of sustainability within the
company and its broader community. organisation. The whole week was dedicated to
These initiatives serve as a proactive approach sustainability activities and to making the
towards addressing pressing sustainability associates understand the nuances of sustain-
challenges, aligning with global efforts to ability and its implications.
mitigate climate change, reduce carbon footprint,
and promote sustainable development. Sustainability Week helped associates to take
positive actions toward sustainability, both at
We constantly engage our associates in work and personal front. On the 1st day,
sustainability practices and encourage them to associates were engaged in practising
take an active role in adopting socially and sustainable habitat lifestyle through plantation
environmentally responsible practices. drive, distribution of seed balls and Hands-on
We initiate training programs, incentives for session on pottery making, creating sustainable
sustainable behaviour, and regular products. The 2nd day was focussed on the
communication about sustainability initiatives. wellbeing of associates as yoga sessions,
Health camps were organised through trainers
Initiatives conducted this year are:- and Health care professionals. On the 3rd day,
through events like “Be your own impact” ,
1. Sustainability Week Celebrations “Wealth out of waste" challenge, associates
2. ‘RRR - REPURPOSE-RECYCLE-RECREATE’ were engaged in upcycling and creation of
showpiece products. On the 4th day, a quiz on
sustainability tested the associates knowledge in
organisations sustainability and other ESG
ňŪňƯňñƯňǏğƣ͒΁€Ū΁Ưłğ΁̕Ưł΁ñŪė΁ȌŪñş΁ėñǖ͓΁Ũŵƛğ΁ƯłñŪ΁
4000 plus associates have pledged their
commitment to sustainability. Donation drive
was planned for the entire week.

The entire week encouraged associates to

embed a culture of sustainability not only within
the organisation but also with customers,
suppliers, and the local community. Sustainabili-
ty week stands as testimony for fostering open
communication and strong relationships with
stakeholders as more than 400+ sustainability
ideas have been received from associates.

Finally, sustainability week pushed associates

for continuous improvement, encouraging
innovation and the exploration of new ways to
enhance environmental, social, and economic
outcomes.
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We plan to make “Sustainability Week” as an annual event which shall be a

focused and impactful initiative that not only enhances the organisation’s
sustainability efforts but also contributes to a positive and responsible corporate
image. It shall be a collective effort to address pressing global challenges and
build a more sustainable and resilient future

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[Link]. RRR - Repurpose-Recycle-Recreate

With an aim to instil the importance of

Reusability (of typical waste products) and
unleash the power of collaborative innovation
to design new ways of putting waste products
ňŪƯŵ΁ŵĹȌĐğ͟ǐŵƛśƘşñĐğ͟ėŵŨğƣƯňĐ΁Ʒƣğ͓΁ñ΁
competition titled ‘RRR -
REPURPOSE-RECYCLE-RECREATE’ was
championed by the CDOO Team along with
the support of Admin & HR Teams from across
locations, as part of the 11th Anniversary
ĐğşğĎƛñƯňŵŪ΁ŵĹ΁Ưłğ΁̘̐̑̒΁HňŪ»ğĐł΁'ğƣňĺŪ΁ ğŪƯğƛ͒

A total of 26 teams participated to solve an

interesting challenge - create something
innovative and useful using cardboard boxes,
used markers, old dusters, e-waste cables, and
used old magazines etc. To make it more
exciting, teams adhered to some key Design
principles such as simplicity, intuitiveness,
complexity reduction along with ease of
operations while putting it to use.

The 1-day competition began with

demonstrations of Design principles followed
by brainstorming by teams & subsequently
incorporating insights into workable
prototypes. Senior Leaders from the
organisation acted as mentors throughout the
ĐŵŨƘğƯňƯňŵŪ΁Ưŵ΁ȌŪğƯƷŪğ΁ğñĐł΁ƯğñŨ͵ƣ΁ŵƷƯƘƷƯ͒

£ñƛƯňĐňƘñŪƯƣ΁ƘƛğƣğŪƯğė΁Ưłğňƛ΁ȌŪñş΁ƘƛŵƯŵƯǖƘğƣ΁Ưŵ΁
the jury. The Jury evaluated the participants by
their storytelling ability, effort invested, and
the clarity and passion they conveyed in
presenting their prototype's results. The Jury’s
decision was based on the emphasis placed on
the utility of the products and adherence to
Design principles.

The working prototypes of the teams were

appreciated by everyone. The outcomes
comprised multi-purpose multi-designed
carriers which can act as carry-bags, shred
paper collectors, brochure-holders which can
be put to workplace use, an Educative 3-D
sŵėğş͓΁ñ΁ĺƛñĹȌƯň΁ėğƘňĐƯňŵŪ΁ğƯĐ͒΁Ưŵ΁ŪñŨğ΁ñ΁Ĺğǐ͒΁΁΁

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Glimpses of the
Teams’ Output -

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4.1.10. Performance
Development Dialogue
At Intellect, we look at holistic development of At leadership levels, which is Vice President and
our talent talking about performance and above, Performance Dialogue becomes further
potential. For each role, a clear set of goals and important taking the shape of strategic talent
expectations are set. Each individual is enabled development and organisation alignment tool.
with the right skills and training to achieve them. We approach this with a discovery mindset to
There are clear metrics and measures for each genuinely understand the ‘person’ and ‘persona’.
goal enabling an objective dialogue around Besides an objective dialogue on performance
performance in a structured format. Each against goals, this provides an opportunity for
associate is invited for a Performance Dialogue, ®ğşĹͨ¦ğȍğĐƯňŵŪ΁ñĺñňŪƣƯ΁ƣňǕ΁ĐñƘňƯñşƣ͓΁0iU0H΁
where he/she presents self-appraisals as Framework - Brand, End Customer, Leadership,
objective assessment against goals and scoring IP, Execution and Finance along with Business
ŵƷƯ΁ŵĹ΁̑̐̐̐΁ƘŵňŪƯƣ͒΁
ėėňƯňŵŪñşşǖ͓΁ƣğşĹͨƛğȍğĐƯňŵŪ΁ Imagination. Each supervisor then documents a
to share his/her view on what went right and Discovery Note for every leader in the team
what could be areas of improvement. against four elements - Holistic Design,
Supervisors approach this with a genuine Imagination, Decision Making and Persuasion.
appreciation and appreciative inquiry mindset to This discovery note also details an assessment
objectively assess performance and explore of four leadership traits of each leader - Sense of
potential that could result in exploring Urgency, Fear & Courage, Ability to ask
opportunities for job rotation, taking additional Questions and Asking for help. It is through this
responsibilities, recommendation for promotion honest and open performance development
and knowledge sharing to bring in new ideas dialogues that every associate at Intellect gets
and practices that can be institutionalised. an opportunity for a sustainable, holistic
development and unleash full potential. In this
FY 2023-24, PDD was covered for 100% of the
ğşňĺňĎşğ΁̖̘̓̔΁ñƣƣŵĐňñƯğƣ͒

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4.1.11. Recognition
and Awards
The organisation recognises the need to of BELIEF (Brand, End Customer, Leadership, IP,
recognise talent wherever and whenever it is Execution, Finance). This ensures coverage of all
due. An elaborate policy on recognition has capitals and directs the energy of the
been framed with the aim of ensuring organisation on all key fronts. Then, there are
consistency across the organisation and the Annual Divisional Excellence awards that
ensuring coverage for all levels of associates. identify the best individual and team
contributors in various positions and teams. All
At the highest level is the Chairman’s Excellence these awards are given away during the annual
Award given at the discretion of Chairman for celebrations in Intellect called the Intellect Fest.
high performing teams that have contributed to The behaviours that led to wins are celebrated
the organisation's stated vision and objectives. across the company by publicly recognising
Then, there are the Annual Global Excellence teams and individuals.
awards that are categorised along the elements

During the course of the year, various people are put on the spotlight with “On the
spotlight” awards for displaying behaviours aligned with organisation objectives
such as zero-defect delivery, on time delivery, innovation, contribution to society,
colleagues, collaboration etc. This ensures continued celebration of right
behaviours.

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4.1.12. Hiring Practices

Hiring practices are constantly evolving with Some of the best practices we have deployed for
the times. From traditional interviews to use of talent acquisition are as follows.
psychometric instruments to online 1. ΁ Úğ΁şğǏğƛñĺğ΁ñ΁ƣƘğĐňȌĐ΁ƣğƯ΁ŵĹ΁Ưŵŵşƣ΁Ĺŵƛ΁΁
Hackathons, we draw the best of talent from sourcing the right mix of talent.
across the globe. In the last few years, For example, we leverage campuses and
automation has been experimented with for the hackathons for entry level, Naukri for
assessment of candidates and shortlisting. mid-level and a combination of recruitment
Ownership for hiring is placed not just with the partners and LinkedIn for leadership
Talent acquisition team but with the hiring positions
managers, leaders and the Human Resources
team. This ensures collective accountability on 2. The company has a well-oiled machinery
the quality of talent hired and their for the recruitment of those skills that may
engagement. need extra capacity during the growth
journey. One such program is the Future
Leaders program (FuEL)

Below is the data on New Hires for FY 23-24.

We have hired total of 1556 associates (Male: 1156 and Female: 400)

New Hire Data

Other than
Permanent - 236

Permanent - 1320

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• The company has a well-designed

employee referral program

• The company has an established process for

engaging the candidate in the time between
the interviews, offer and onboarding

• The Recruitment anchor serves as a bridge

between the candidate and the organisation,
till the actual onboarding

͜΁ UŪƯğşşğĐƯ΁łñƣ΁ñ΁ǐğşşͨėğȌŪğė΁ñŪė΁
well-designed process for the onboarding
and induction of new recruits and focuses on
creating the right experience for the
candidate. Once the said talent is onboarded
and the corporate induction process is
ĐŵŨƘşğƯğė͓΁ƣłğ͟łğ΁ŨŵǏğƣ΁Ưŵ΁Ưłğ΁ƣƘğĐňȌĐ΁
product or role or technology or business.
At this stage, the anchoring from a people
perspective moves from the talent
ŵŪĎŵñƛėňŪĺ΁ƯğñŨ΁Ưŵ΁Ưłğ΁ƣƘğĐňȌĐ΁P¦΁ñŪĐłŵƛ

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̔͒̑͒̑̓͒΁0ŨƘşŵǖğğ΁ğŪğȌƯƣ΁͢I¦U΁̔̐̑ͣ΁

ŵŨƘğŪƣñƯňŵŪ΁π΁ğŪğȌƯƣ Provident Fund

The remuneration policy of the Company has Our policies are aligned with labour law, statutory
been so structured as to match the market trends requirements in the countries of operation and we
of the IT industry. The compensation ratio of practice the payment of Provident Fund for our
Directors and Key Managerial Personnel is associates. All Permanent associates are covered
ƣƘğĐňȌğė΁ňŪ΁Ưłğ΁
ŪŪƷñş΁¦ğƘŵƛƯ΁̒̓ͨ̒̔͒΁Úğ΁Ƙñǖ΁Ĺŵƛ΁ under Provident Fund and 1.25% of the Permanent
performance - this is an absolute requirement associates covered under ESI.
ƷŪėğƛ΁ŵƷƛ΁ĐŵŨƘğŪƣñƯňŵŪ΁π΁ĎğŪğȌƯ΁ƘƛŵĺƛñŨ΁ñŪė΁ňƣ΁ Superannuation
ňŪłğƛğŪƯ΁ňŪ΁ŵƷƛ΁ĐƷşƯƷƛğ͒΁€Ʒƛ΁ĎğŪğȌƯƣ΁ňŪĐşƷėğ͔ »łğ΁ ŵŨƘñŪǖ΁ĐŵŪƯƛňĎƷƯğƣ΁ñ΁ƣƘğĐňȌğė΁ƘğƛĐğŪƯñĺğ΁
Gratuity of the eligible basic salary, if opted by associate in
We provide Gratuity in accordance with the pay structure, towards superannuation (the Plan)
£ñǖŨğŪƯ΁ŵĹ΁IƛñƯƷňƯǖ΁
ĐƯ͓΁̙̗͓̑̒΁ñ΁ėğȌŪğė΁ĎğŪğȌƯ΁ to a fund. A Trust has been created and approved
retirement plan (the Plan) covering all associates. by the Income-tax authorities for this purpose. This
A lump sum payment is given to eligible Plan provides for various options for payment of
associates at retirement, death, incapacitation or pension at retirement or termination of
termination of employment, of an amount based employment as per the Trust rules.
on the respective associate's salary and the Parental leave Return Rate
tenure of employment. A trust by name “Intellect All Women associates are entitled for maternity
Design Group Gratuity Trust” has been leave of which 74 women associates availed the
constituted to administer the gratuity fund. The entitlement in 2022-23 and 99% associates have
Company follows the gratuity plan as per returned from parental leave and have stayed for
statutory requirements. All Permanent associates the next one year in the organisation. In FY23-24,
are covered under Gratuity Act. 111 associates have availed the maternity leave
and Return to work rate is 59%.

No of employees who availed maternity leave

120
110
100 111

90
80
70
60 74
50
40 42
30
20
10
0
FY 21-22 FY 22-23 FY 23-24

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Exigency Fund Associate Welfare Trust

Our Exigency Fund policy is formed to provide The Company and Employees make equal
ȌŪñŪĐňñş΁ñƣƣňƣƯñŪĐğ΁Ưŵ΁ŵƷƛ΁
ƣƣŵĐňñƯğƣ΁ňŪ΁Đñƣğ΁ŵĹ΁ Contributions to this Trust, and it is used to help
medical exigencies, matters relating to associates' family members with immediate
unforeseen health conditions / demise of ŨŵŪğƯñƛǖ΁ĎğŪğȌƯƣ΁ňŪ΁Ưłğ΁ğǏğŪƯ΁ŵĹ΁Ưłğ΁ñƣƣŵĐňñƯğ͵ƣ΁
associates, demise of associates’ dear ones or to demise.
deal with natural calamities. A separate account
is being maintained as "Intellect Design Arena” Equal Pay and Living Wage
fund. We remain committed to being vigilant to ensure
that women and men who have the same roles
Employee Stock Option Scheme
and perform at the same level are paid equally.
Stock options are granted to the associates under
We are a meritocracy, and gender, ethnicity, age,
the stock option scheme; the costs of stock
disability, sexual orientation or any other protected
options granted to the associates (equity-settled
characteristic is not a factor in the way that we pay
awards) of the Group are measured at the fair
our people. We pay women and men in the same
value of the equity instruments granted. For each
way, using the same compensation criteria,
stock option, the measurement of fair value is
including the nature of their role and their
performed on the grant date.
performance.

Treasury Shares
We review regularly to ensure that we provide
»łğ΁ ŵŨƘñŪǖ΁łñƣ΁ñŪ΁
ƣƣŵĐňñƯğƣ΁ğŪğȌƯ΁»ƛƷƣƯ͓΁
competitive compensation to all levels that are
łñǏňŪĺ΁ ŵŨƘñŪǖ͵ƣ΁ƣłñƛğƣ͓΁Ĺŵƛ΁ƘƛŵǏňėňŪĺ΁ĎğŪğȌƯƣ΁
intended to exceed the legal minimum and living
to all its associates.
wages where we operate. 100% of associates are
Compensated absence paid more than the minimum wages.
The Company treats accumulated leave expected
to be carried forward beyond twelve months, as We analyse the market dynamics through internet,
şŵŪĺͨƯğƛŨ΁ğŨƘşŵǖğğ΁ĎğŪğȌƯ͒΁»łğƛğ΁ňƣ΁ñŪ΁ HR forums and discussions with the HR fraternity
ğŪĐñƣłŨğŪƯ΁ŵĹ΁Ưłňƣ΁ĎğŪğȌƯ΁ėƷƛňŪĺ΁ƛğƯňƛğŨğŪƯ͒ of similar organisations under the remuneration
benchmarks. We also evaluate candidates' current
compensation and map to our compensation grid
during the recruitment process.

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̔͒̑͒̑̔͒΁®ƷƘƘşňğƛ΁ ŵėğ΁ŵĹ΁ ŵŪėƷĐƯ΁͢I¦U΁̘̓̐ͣ

The Supplier Code of Conduct outlines the

principles and standards that all suppliers and
their employees, agents, and subcontractors
("Suppliers") must adhere to when conducting
business with Intellect.

In our ongoing commitment to sustainability

and responsible business practices, we proudly
uphold a robust Supplier Code of Conduct, a
cornerstone of our procurement strategy.
This document encapsulates our expectations
and standards for ethical conduct,
environmental stewardship, social
responsibility, and business integrity, not only
within our organisation but throughout our
supply chain.

Every supplier engaging in business with us is

ƛğƚƷňƛğė΁Ưŵ΁ñĹȌƛŨ΁Ưłğňƛ΁ĐŵŨŨňƯŨğŪƯ΁Ưŵ΁ŵƷƛ΁
Supplier Code of Conduct by signing an
agreement. By doing so, they pledge to adhere
to the principles and guidelines outlined
therein, aligning their operations with our
values and aspirations for a sustainable future.

Our Supplier Code of Conduct encompasses a

spectrum of critical areas, including Ethical
Business Practices, Environmental
Responsibility, Labor Standards, Human Rights,
Health and Safety and Diversity and Inclusion.

By integrating our Supplier Code of Conduct

into our procurement processes and supplier
relationships, we endeavour to catalyse
positive change, drive continuous improvement,
and mitigate risks associated with unethical or
unsustainable practices. Together with our
suppliers, we strive to build a supply chain
ecosystem grounded in integrity, responsibility,
and shared values, ultimately contributing to a
more sustainable and equitable world.

We also engage with our external stakeholders

like vendors and suppliers, with whom we sign
off the supplier code of conduct before
commencing any work at our premises.
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4.1.15. Women Safety - Prevention ̖̔͒̑͒̑͒΁IƛňğǏñŪĐğ΁ łñŪŪğşƣ

of Sexual Harassment
at workplace

The culture of the Company ensures that aspects At Intellect, we understand that addressing
of work-life balance for associates, especially for grievances is essential for maintaining a positive
women, are suitably addressed. Intellect has put work environment. Reporting grievances is
in place suitable processes and mechanisms to everyone's right, and we ensure that there are no
ensure issues such as sexual harassment, if any, negative consequences for doing so. We prioritise
are effectively addressed. Disclosure as required ĐŵŪȌėğŪƯňñşňƯǖ͓΁ñŪė΁ñşş΁ĐŵŪĐğƛŪƣ΁ñƛğ΁ƯƛğñƯğė΁ǐňƯł΁
under Section 22 of Sexual Harassment of the utmost discretion. Our grievance channels
Women at Workplace (Prevention, Prohibition provide a safe and supportive space for
and Redressal) Act, 2013, The Company has in associates to seek help and resolve issues.
place an Anti-Sexual Harassment Policy in line Whether it's through direct communication with
with the requirements of the Sexual Harassment supervisors, HR representatives, or anonymous
of Women at Workplace (Prevention, Prohibition reporting mechanisms, we encourage associates
and Redressal) Act, 2013. The Internal to voice their concerns without hesitation.
Complaints Committee (“ICC”) has been set up to
redress the complaints received regarding sexual Our grievance management tool has recorded a
łñƛñƣƣŨğŪƯ͒΁UŪ΁Ưłğ΁ȌƣĐñş΁ǖğñƛ΁͓̒̐̒̓ͨ̒̔΁Ưǐŵ΁ total of 189 grievances. Of these, 175 grievances
complaints concerning sexual harassment were pertain to working conditions, 12 to health and
reported. Following thorough inquiry proceedings safety, and 2 to Prevention of Sexual Harassment
by the committee, appropriate actions were taken (POSH) cases. Notably, there have been no
in response to these cases. While both cases grievances reported related to discrimination at
were fully resolved with disciplinary measures the workplace, child labour, wages, or human
ňŨƘşğŨğŪƯğė͓΁Ưłğ΁ȌŪñş΁ƛğƘŵƛƯ΁Ĺŵƛ΁ŵŪğ΁ŵĹ΁Ưłğ΁Đñƣğƣ΁ rights concerns. This data underscores the key
ǐňşş΁Ďğ΁ƘƷĎşňƣłğė΁ňŪ΁Ưłğ΁ƣƷĎƣğƚƷğŪƯ΁ȌŪñŪĐňñş΁ areas where associates have expressed concerns
year. All associates are covered under this policy. and highlights the need for ongoing attention and
Intellect demands, demonstrates and promotes ňŨƘƛŵǏğŨğŪƯ΁ňŪ΁Ưłğƣğ΁ƣƘğĐňȌĐ΁ñƛğñƣ͒
professional behaviour and treats all associates
with equal respect.

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Ombudsman@[Link]

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4.1.17. External Counselling

Blue Dot Counselling through Optum Services, Recognising the multifaceted nature of modern
offered by Intellect, serves as a vital pillar of challenges, our counselling services adopt a
support for our associates, constituting an comprehensive approach, addressing not only
indispensable facet of our Employee Assistance the symptoms but also the underlying factors
Program (EAP). Our commitment to the holistic contributing to associates' distress. Through a
well-being of our workforce extends beyond blend of cognitive-behavioural techniques,
professional realms, recognising the psychoeducation, and supportive counselling,
importance of addressing personal challenges we empower associates to cultivate resilience,
that may impact their lives. enhance coping mechanisms, and foster positive
change in their lives.
At the core of Blue Dot Counselling lies a
ĐŵŪȌėğŪƯňñş΁łğşƘşňŪğ͓΁ƘƛŵǏňėňŪĺ΁ňŨŨğėňñƯğ΁ sŵƛğŵǏğƛ͓΁Ưłğ΁ĐŵŪȌėğŪƯňñşňƯǖ΁ŵĹ΁ŵƷƛ΁ĐŵƷŪƣğşşňŪĺ΁
access to professional counsellors adept in services ensures a safe space for associates to
navigating a spectrum of issues. Associates can express themselves without fear of judgement
seek guidance on various facets of their lives, or repercussions. Upholding the highest
including family dynamics, lifestyle standards of privacy and professionalism, we
adjustments, stress management, substance prioritise the well-being and autonomy of each
abuse concerns, work-related stressors, and individual, fostering a culture of trust and
legal queries. Whether grappling with familial inclusivity within the Intellect community.
ĐŵŪȍňĐƯƣ͓΁ƣğğśňŪĺ΁ƣƯƛñƯğĺňğƣ΁Ưŵ΁ŨňƯňĺñƯğ΁ƣƯƛğƣƣ͓΁
or navigating complex legal matters, our
counsellors offer empathetic support and
practical solutions tailored to individual needs.

Location Presenting issue 2022 2023

India Anxious/Worry 1

Couple/Primary relationship 4 2

IğŪğƛñş΁0
£΁ğŪğȌƯ 1 2

Low Mood/Elevated Mood 1

Other - Work Related 1

Phobic/Fear 1

Total 9 4

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̘̔͒̑͒̑΁€ĐĐƷƘñƯňŵŪñş΁PğñşƯł
& Safety at Workplace ̘̔͒̑͒̑͒̑͒΁sñŪñĺğŨğŪƯ΁®ǖƣƯğŨ΁
΁΁΁΁΁΁΁΁΁΁΁I¦U΁̔̐̓ͣ
Intellect Design Arena Limited (“Intellect”) is Our commitment to excellence in occupational
committed to a business model through a health and safety is recognised through our ISO
value system that balances Sustainability, ̔̐̐̑̕΁ĐğƛƯňȌĐñƯňŵŪ͒΁Ĺŵƛ΁ŵƷƛ΁uǕ»΁iǏi΁ĹñĐňşňƯǖ΁ňŪ΁
Environment, Occupational Health and Safety łğŪŪñň͒΁»łňƣ΁ĐğƛƯňȌĐñƯňŵŪ΁ǏñşňėñƯğƣ΁Ưłğ΁
(OH&S). Safety and well-being at the documented procedure for all the required
workplace are an important consideration in a elements of international standards for Quality
responsible business and Intellect accords the and Integrated (EMS & OHSMS) Management
highest priority to this aspect. We consciously [Link] Integrated Management system
strive to ensure zero accidents, physical and Manual covering Environment management
emotional well-being, and safety of our system (EMS) and Occupational Health and
stakeholders. Safety system (OHSMS), is a policy level
document that explains the framework of the
Integrated Management Systems and provides
scope, policy, organisation structure and
reference to documented procedures.

̘̔͒̑͒̑͒̒͒΁¦ňƣś΁sñŪñĺğŨğŪƯ

Risk assessment is proactively conducted on a

yearly basis or at the beginning of a new process
or activity. Hazardous conditions present are
ňėğŪƯňȌğė΁ñŪė΁ƘƛňŵƛňƯňƣğė΁Ĺŵƛ΁ğşňŨňŪñƯňŵŪ΁ñŪė΁
control. A ranking is done based on the severity
and probability of the risk. The Occupational
Health and Safety (OH&S) hazards in the
workplace are communicated to all concerned
stakeholders who are consulted during
development and review of policies and
procedures to manage risks. Intellect being an IT
company, there are no product risks but there are
risks including those related to provision of
services like ergonomics, emotional well-being,
risks associated with operation of utilities,
commute. We have established numerous
initiatives, interventions, virtual sessions, and
process controls to address them. OH&S
committee ensures the establishment,
implementation, maintenance, and continual
improvement of processes needed for the
elimination of hazards and minimisation of risks.

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̘̔͒̑͒̑͒̓͒΁»ƛñňŪňŪĺ΁ñŪė΁
ǐñƛğŪğƣƣ΁

»ƛñňŪňŪĺ΁Ūğğėƣ΁ñƛğ΁ňėğŪƯňȌğė΁Ďñƣğė΁ŵŪ΁Ưłğ΁ŪñƯƷƛğ΁
ŵĹ΁ŘŵĎƣ͓΁ǐłňĐł΁Ũñǖ΁łñǏğ΁ñ΁ƣňĺŪňȌĐñŪƯ΁ňŨƘñĐƯ΁ŵŪ΁Ưłğ΁
environment or may pose occupational health and
ƣñĹğƯǖ΁ƛňƣśƣ͒΁»łğǖ΁ňŪĐşƷėğ΁Ȍƛğ΁ƣñĹğƯǖ΁ŨŵĐś΁ėƛňşşƣ͓΁
First Aid training, and Road Safety awareness.
Workstations and furniture are designed and
procured after considering their ergonomic
advantages. Well-equipped occupational health
centre is available in our facility.

̘̔͒̑͒̑͒̔͒΁£ñƛƯňĐňƘñƯňŵŪ΁ñŪė΁ ŵŪƣƷşƯñƯňŵŪ΁

The process includes: culture of transparency and accountability.

Furthermore, participation in OHS training
• Employee consultation in development programs equips associates with the
and review of policies and procedures to necessary skills and knowledge to adhere to
manage risks safety protocols and emergency procedures
effectively. Through incident reporting,
• Employees are required to report all associates contribute to timely intervention
ňŪĐňėğŪƯƣ΁ƯłƛŵƷĺł΁ñ΁ƷŪňȌğė΁ŵŪşňŪğ΁ƘŵƛƯñş΁΁ and prevention of future incidents,
to the HSE team to establish and imple promoting a proactive approach to safety
ment operational controls to avoid the
recurrence of the incidents and aid in • The OH&S hazards in the workplace are
elimination of unsafe behaviour and communicated to all concerned including
conditions contractors and visitors

• Representation of employees in health • During the reporting period, the company

and safety matters; the Safety Committee reported no safety related incidents of
includes employee and contract workmen employees whilst on duty. Also there have
representatives. Associates play a crucial ĎğğŪ΁Ūŵ΁ƣňĺŪňȌĐñŪƯ΁ƛňƣśƣ΁͟΁ĐŵŪĐğƛŪƣ΁ñƛňƣňŪĺ΁΁
role in Occupational Health and Safety from Facility Risk assessments of health
(OHS) participation and consultations and safety practices and working
across various aspects of workplace conditions during the reporting period. We
safety. Through active engagement in ŨñňŪƯñňŪ΁Ưłğ΁ĐŵŨƘşğƯğ΁ĐŵŪȌėğŪƯňñşňƯǖ΁΁
safety committees, associates collaborate of the health related information for the
with management and safety professionals employees during health checkups & well
to identify hazards, assess risks, and devise being events such as Yoga etc.
prevention strategies. Regular safety
meetings provide a platform for
associates to voice concerns, report
incidents, and contribute suggestions for
enhancing safety protocols, developing a

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4.2 Community
Engagement
CSR Strategy

Intellect’s corporate responsibility commitment Through our CSR initiatives we seek to actively
is governed by the CSR policy. While pursuing contribute to the Social, Economic and
its business, we operate in a manner that not Environmental Development of the community
just takes care of the interest of our in which we operate, ensuring participation
shareholders, but we also aim to minimise our from the community and thereby creating value
impact on the environment. Our activities and for the nation.
efforts help in replenishing the planet while
lending a helping hand to the communities in The Board of Directors have laid down the CSR
which we operate. This requires us to be Policy, covering the purpose, objectives, focus
innovative and conscious of what the areas, governance structure and monitoring &
ĎğŪğȌĐňñƛňğƣ΁Ūğğė͓΁ǐłğŪ΁Ưłğǖ΁Ūğğė΁ňƯ͓΁ñŪė΁Ưŵ΁ evaluation framework among others. The social
align their interests keeping in line with the investments of the Company are accordingly
CSR strategy of achieving impact-driven aligned with the attainment of this overall vision.
outcomes.

CSR Spend

The CSR expenditure for the current year is Rs. 49.23 million as on 31st March 2024
(refer Annual Report FY 23-24 for details)

Year FY 23-24 FY 22-23

CSR Expenditure (Rs. million) 49.23 51.42

For details refer Annual Report 23-24.

Composition of CSR Committee

Name of Director Designation No of Meetings No of Meetings of

of the CSR Committee CSR Committee Attended
Held During the Year During the Year

Mr. Anil Kumar Verma Chairman, 1 0

Whole
Time Director

Mr. Arun Jain Member, 1 1

Managing
Director

Mr. Abhay Anant Gupte Member, 1 1

Independent
Director

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4.2.1 Ullas
Trust
Objective

Ullas Trust was started in 1997 with the aim to

integrate our associates (Polaris and then
Intellect) with a larger community and enable
them to enjoy the bliss of working with young
minds in the country.

The primary motive of Ullas is to recognise

academic excellence in students from the
economically challenged sections of our society
and encourage the “Can Do” spirit in them to
chase their dreams and aspirations. Early in its
evolution, Ullas decided to focus its energies on
students during the most vulnerable stage in
Monitoring & Implementation
their journey i.e., adolescence! This included
students from Grades 9 to 12. With this
Intellect’s CSR activities are monitored by the
two-pronged criterion, students from
CSR department. It provides regular progress
Municipal/Corporation, Government, and
reports to the CSR Committee of the Board
Government-Aided schools were selected every
which also gets reported in the Annual Report on
year through an entrance examination and a
CSR projects. The CSR Committee monitors the
ǐğşşͨėğȌŪğė΁ƣğşğĐƯňŵŪ΁ƘƛŵĐğƣƣ͒΁
implementation of the CSR Policy and CSR Plan.
They were called “Young Achievers”.
For this purpose, it meets as and when required.

CSR activities

Through our CSR activities we commit to under-

take, support and enhance the lives of marginal-
ised sections of the society in one or more of the
following focus areas: namely education, medical
and healthcare facilities, livelihood and assis-
tance to people with disabilities.

We proudly uphold our Credo “Making a mean-

ingful difference in people’s lives by bringing
Design Thinking in our approach”.

We are contributing to social development

through the Initiatives undertaken for the youth
under the umbrella of the Ullas Trust, through
Mission Samriddhi’s Initiatives for Holistic and
Sustainable Development and through the
School of Design Thinking aimed at creating a
Design Thinking revolution in the country.

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Guiding Principles
̔͒̒͒̑͒̑΁UŪňƯňñƯňǏğƣ΁ÂŪėğƛƯñśğŪ΁
A holistic program was integrated to ΁΁΁΁΁΁΁΁΁΁΁΁΁Ďǖ΁Âşşñƣ
encourage the ‘Can Do’ spirit in young
students based on six guiding principles: Large-scale Annual Can-Do workshops

• Learning and broadening of vision Ullas Young Achievers Annual ‘Can do’
through observation Workshop is anchored by our Founder Arun Jain,
along with our volunteers. It is a large-scale
• Decoding success principle through annual workshop for over 2000 students.
aspirational role models

• Motivation through large

group recognition

• Inculcating positive mindset

during adolescence (esp. 13-16 years)

• Concretising personal commitments

to one dream by penning it down

• Accelerating toward one’s goals

through mentor support

Merit Scholarships

Ullas awards annual merit scholarships to the

students but the vision was to go beyond SUMMIT - Igniting the Best -
scholarships and give a head-start to the Weekend Enrichment Programs
Young Achievers by:
In order to give a head-start to the Ullas
• Encouraging them to dream big and students, we have created a unique
with conviction, through self-enrichment module called SUMMIT.
annual workshops The Summit program comprises Personality
Development modules, graded as Level 1 to
• Empowering students with Level 4, with Level 1 beginning for Class 9 and
self-enrichment programs ȌŪňƣłňŪĺ΁ǐňƯł΁iğǏğş΁̔΁Ĺŵƛ΁ şñƣƣ΁̑̒͒΁0ñĐł΁Âşşñƣ΁
during weekends student attends their respective Summit module
that comprises 5 sessions of Life skills
• Providing students with a workshops that are interactive and a lot of fun.
“touch and feel” of the
corporate environment

• Giving them a unique opportunity

to be mentored by successful IT
professionals

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Higher Education Scholarships Transformation from

and Mentoring Program Mentee to Mentor

After supporting the Ullas student for a We observed that the Higher Education
four-year period between grades 9-12, Ullas scholarship holders are indeed role models for
evolved along with the students and decided to Ullas students in classes 9th to 12th. We also
widen its scope to supporting Higher Education ĹğşƯ΁ƯłñƯ΁Ưłğ΁ƣğşĹͨĐŵŪȌėğŪĐğ΁ŵĹ΁ñ΁ƣğŪňŵƛ΁ƣƯƷėğŪƯ΁
for these students with Merit Scholarships and grows manifold, if he/she can actively
Mentoring Programs. After the 12th standard, participate in grooming junior students.
aspirants apply for the Higher Education Putting both the objectives together,
Scholarships and are screened by a formal Ullas trains students (pursuing higher
interview by panels of employee volunteers. education) to become facilitators for the
weekend enrichment sessions (that are being
The students are asked to build a case as to imparted to the younger students). This
why they should be awarded the scholarship. initiative has proved to be a great success and a
This gives them a head-start in facing great value-addition to the Higher Education
interviews. At the same time, the employees student to transform himself/herself into the
use this interaction to gauge the commitment role of a Mentor.
of the student in pursuing their dreams as well
as provide counselling to the student. The Expanding the Footprint – Touch the Soil
Higher Education Scholarships continue till the
student graduates. Through the “Touch the Soil “program, Ullas
gives an opportunity to associates to
“reconnect with their roots” along with their
teams and conduct the ‘Can Do’ workshops in
the Districts of rural India. This helps motivate
young minds in the rural canvas when they get
an opportunity to interact with role models
who have made it big from within their ranks.
The expansion of this rural footprint has seen
Ullas evolving into a movement apart from
symbolising the inclusivity of the social
initiatives of the organisation.

Students are trained and mentored on

programs encompassing presentation
techniques, preparing for interviews,
awareness of corporate etiquette and
unleashing their potential and teamwork,
which is demonstrated through the outbound
programs.

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Impact-Driven Outcomes through Ullas

Ecosystem Partnerships

At Ullas, we strongly believe in partnering

with like minds to be able to reach and ignite as
many bright young minds as possible. This
belief has helped us build an partnership
ecosystem with:

• Corporate Partner: Morgan Stanley

• NGO Partner: Vidyarambam Trust

• Youth Volunteer Movement: Talent

Quest for India Trust (TQI Trust),
National Service Scheme (NSS)

• Mission Samriddhi: Ullas has reached

into cluster schools and ignited young
minds in Tamil Nadu, Uttar Pradesh and Current Reach & Impact
Maharashtra.
The ‘joy of giving’ and the ‘responsibility to
These partnerships from various verticals give’ are ingrained in the very fabric of the
continue to grow the Ullas Movement, igniting organisation. Besides the corporate
young minds across the country! contribution, employees contribute as well
towards expanding this initiative. Ullas
New Addition to Ullas Program this year currently operates out of our campuses in
Chennai, Delhi, Hyderabad, Mumbai, Pune and
Ullas Trust is now igniting young minds in the Wardha; In its 26-year journey, Ullas ignited
deep clusters of Sonbhadra district of Uttar 20+ lakhs young minds across the country.
Pradesh. Ullas in partnership with Mission
Samriddhi Cluster Development Program
partner Banwasi Sewa Ashram (BSA)
conducted “Can Do Workshop” and “Summit 1” In the academic year (2023-24)
programs for Class 9 students from Barawe, Ullas has ignited 4,634 young
Manbasa and Rannu Gram Panchayat. minds from 366 schools in urban
metros through our SUMMIT
The program saw the involvement of Gram
(weekend enrichment program)
Panchayat representatives and it was
organised in collaboration with the Panchayat.
and 2,05,000 children from 1115
®
΁ňėğŪƯňȌğė΁ǏŵşƷŪƯğğƛƣ΁ǐğƛğ΁ƯƛñňŪğė΁Ưŵ΁Ưñśğ΁ schools in 112 districts across 6
the program forward and after the Can Do States through our Touch the Soil
workshop that was conducted by Ullas team, (reconnecting with our roots)
the trained volunteers conducted the Summit 1 program.
classes for the students.

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Ullas - Management Approach

4.2.2 Mission
Steps that will be taken to improve schools by
15% in the FY 24-25.
Samriddhi
Mission Samriddhi is a social impact platform
Reach out and include more schools this year dedicated to holistic development of Rural India,
under Summit and TTS program across the through the design and development of projects
chapters. that are sustainable and capable of scale to
positively impact the larger population.
Ensure repeated communication to Schools
especially those schools that missed last year We harness the energy of existing programmes,
as they showed their interest quite later. activate and extend self-initiated projects,
collaborate with Development Accelerators / CSOs
Reaching out to all the schools that dropped and participate in the change process
out of the Ullas program due to various reasons
last year (reasons like change of Headmaster,
change of Ullas coordinator Teacher, late ̔͒̒͒̒͒̑΁€ĎŘğĐƯňǏğ
communication etc)
As suggested by the name, ‘Samriddhi’, the unifying
Reach out to NSS coordinators in new colleges value is prosperity for all. Mission Samriddhi, believes
that have shown interests to take Ullas in the cumulative strength of Celebrate, Connect, and
forward. Catalyse - Celebrate what is working, Connect
people, process and technologies to drive scale &
Increase coverage of new schools through our Catalyse the change by providing competence,
existing social connect partners (NGOs) and ĐŵŪȌėğŪĐğ͓΁ğėƷĐñƯňŵŪ΁ñŪė΁ĹƷŪėňŪĺ͒
getting into new partnerships.
Mission Samriddhi empowers rural and marginalised
We continue to build an eco-system of communities to dream of change by enhancing their
self-worth, overcoming constraints, addressing
like-minded partners and youth volunteer
limiting beliefs and thereby becoming the agents of
movement to reach and shape young minds
their development.
across the country!
Design disciplines are known to offer well-integrated
solutions to challenges which are complex, uncertain
and contested by multiple stakeholders.
Development issues confronting any society are also
complex, multi-layered, and determined by deeply
held beliefs, stereotypes, norms and traditions. The
Design Thinking approach holds huge potential for
achieving the development goals and while principles
of good design are well established, there has been
limited integration of Design Thinking with
sustainability science.

Mission Samriddhi, believes Design Thinking is a

human-centred approach to problem-solving, thus
enabling ordinary people to do extraordinary things.
The Design Thinking process goes beyond the mere
use of Design Thinking Tools. It involves the rigour of
understanding requirements – stated and unstated,
observing and clustering patterns, connecting the
dots, and unearthing blind spots.

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̔͒̒͒̒͒̒΁ ŵŨŨƷŪňƯǖ΁'ğǏğşŵƘŨğŪƯ΁HƛñŨğǐŵƛś΁͢ 'Hͣ

Applying Design Thinking, Mission Samriddhi Keeping a cluster of Gram Panchayats as the basic
evolved the Community Development Framework unit of development, the CDF is implemented in
(CDF) in consultation with academicians, policymak- chosen clusters through the Cluster Development
ers and development professionals to address the Program (CDP).
complex development challenges. The Community
Development Framework (CDF) adopts an integrat-
ed approach to Personal, Social, Economic, Ecologi-
Đñş΁ñŪė΁UŪƣƯňƯƷƯňŵŪñş΁ėğǏğşŵƘŨğŪƯ͓΁ǐňƯł΁ñ΁ȌƛŨ΁ĎğşňğĹ΁
D51: Shared Vision &
in leveraging three levers- the Sensitivity of the Mission
grass-roots organisations/community, the Agility of D52: Schemes, OSR &
the Corporates and the Scale of the Government. Budget
D53: Gram Panchayat
Development Plan
D54: Stakeholder
D11: Growth Mindset D31: Agriculture & Allied management
D12: Personal Values D32: Non-Agri Livelihood D55: Social Security
D13: Behavioural change D33: Skilling D56: Plan Execution &
D14: Flok Art, Theatre & Culture D34: Self Help Groups Review
D57: Good Governance
D14: Constitutional Values D35: Farmer Producer
D58: Standing & Functional
D16: Volunteerism Organisations Committees
D17: Sports D36: Financing D59: Social Audit

D2 D4
Social Ecological
Development Sustainability

D1
Personal D3 D5
Development Economic Institutional
Development Developoment

D21: Integrated Education D41: Water conservation

D22: Health & Nutrition D42: Soil health
Security D43: Climate Change &
D23: Village Infrastructure Biodeliversity
& Basic Amenities D44: Plantation &
D24: Social Justice Forestry
D25: Child Friendly D45: Waste Management
D26: Gender Equality & D46: Disaster Risk
Women’s Reduction
Empowerment D47: Renewable Energy
D27: Wash
D28: Differently Abled
D29: Mental Health

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̔͒̒͒̒͒̓΁gğǖ΁UŪňƯňñƯňǏğƣ΁ňŪ΁̒̐̒̓ͨ̒̔

1. “Project Surakshya” CDP Odisha – a joint

initiative with Centre for Youth and
Social Development (CYSD), Bhubanesh-
war, is co-funded by EU & Intellect CSR

Project Surakshya - CDP Odisha, the holistic

Cluster Development Programme spread
across 5 districts of Odisha, is anchored on
Mission Samriddhi's Community Development
Framework (CDF) and covers interventions in
Personal, Social, Economic, Ecological and
Institutional Development.

Some of the key interventions of the

3-year programme are:
1. Strengthening grassroots institutions
including Panchayat Raj Institutions
(PRIs) across the 12 clusters of Gram
Panchayats of 5 Blocks in 5 Districts of
Odisha (KBK region)

2. Social security entitlements - ensuring

none are left out in these Gram Panchayats

3. Train and build a cadre of 500 Community

Leaders (1 per village) through a leadership
programme spread across 3 Phases that is
rooted in the concept of value-based
leadership, self-responsibility and personal
growth - to bring about positive change in
the community

4. Income enhancement of small and marginal

farmers with a focus on women

5. Skill development, enterprise

promotion with a focus on youth
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£ƛŵŘğĐƯ΁ñƯ΁ñ΁IşñŪĐğ

Districts Blocks GPs Village HHs Population

Koraput Boipariguda 12 100 8597 38009

Malkangiri Mathili 12 100 9062 60197

Rayagada Kolnara 12 100 9447 43118

Bolangir Titlagarh 12 100 14833 62578

Kalahandi Kesinga 12 100 11024 61823

5 5 60 500 52963 265725

2. Survey of 250 villages has been

completed which covers 27041 HHs,
creating a database of eligible
΁ ĎğŪğȌĐňñƛňğƣ΁ƷŪėğƛ΁ėňĹĹğƛğŪƯ΁ƣŵĐňñş΁΁΁
protection schemes

3. So far 15 entitlement camps have been

conducted across 12 Panchayats and
3446 number of eligible left out
΁ ĎğŪğȌĐňñƛňğƣ΁ǐğƛğ΁ĐŵŪŪğĐƯğė΁ǐňƯł΁΁ ΁
different social security schemes of the
government e.g. AADHAAR updating
(469), PDS linkage (367), Pension
(1518), Civil registration (210), ABPS
The key achievements in 2023-24 have largely ΁ ̖̑ͣ̕͢΁ñŪė΁'ňƣñĎňşňƯǖ΁ĐğƛƯňȌĐñƯğ΁̗̒ͣ̕͢
been in the following areas
4. 48 youth from families that would
1. 417 Community Leaders (CLs) have normally migrate, were trained on
undergone the 3-Phase leadership Mushroom cultivation via a 11- day RPL
training and mentoring program to (Recognition of Prior Learning) program in
address their village level issues partnership with World Skill Centre and
through community action. Of 417, Central Tool Room and Training Centre
147 have completed 2 phases of this (CTTC). 45 of them went through an
program. These CLs are bringing about ΁ ñƣƣğƣƣŨğŪƯ΁ñŪė΁ǐğƛğ΁ĺňǏğŪ΁ĐğƛƯňȌĐñƯňŵŪ΁΁
from Odisha Skill Development Authority
change in their communities by raising
their voice for better connectivity to
5. 8 producer groups linked to 560 HHs in
Anganwadis, leading entitlement
Boipariguda block, have been supported
drives and raising awareness regarding
for vegetable farming with input and
appropriate functioning of AWWs
technical support for Brinjal, Tomato,
(Anganwadi Workers) ΁ £ƷŨƘśňŪ͓΁ łňşşň͓΁ñŪė΁iñėňğƣ΁ȌŪĺğƛ΁΁ ΁
cultivation
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6. 10 SHGs were supported to avail rice 9. 64 Village mates and 08 Gram Rojgar
΁ ñŪė΁ȍŵƷƛ΁ƘƛŵĐğƣƣňŪĺ΁ƷŪňƯƣ΁ǐłňşğ΁΁ ΁ Sahayaks (GRS) in Mathili and Boipariguda
capacitating them for enhancing their blocks were trained on labour budgeting
entrepreneurial ability and its integration with GPDP by the
District Ombudsman of MGNREGS
7. Theme wise participatory micro plans
have been developed covering 195 10. 2190 households from 10 GPs of
villages. Palli sabhas were facilitated for Boipariguda were supported to set up
approval of these 195 micro plans. nutrition gardens, 378 HHs were provided
Following this, Gram Sabhas were with pigeon pea input support in Kolnara
facilitated for creating a consensus on the Block of Rayagada district in convergence
proposed plans from different villages with ICRISAT for enhancement in their
and getting them included in the Gram productivity and seed production, while 96
Sabha resolution for their inclusion into HHs from Kuspar and Bodaput Panchayats
GPDP of Boipariguda Block were provided with
input support for Bengal Gram cultivation
8. 280 PRI members including Sarpanch and further capacitated on its package of
and ward members have been oriented practice
on thematic planning and own source
fund mobilisation at their respective 11. 105 acres of land in 4 GPs of Boipariguda
panchayats. was covered by sapota plantation in
convergence with Integrated Tribal
Development Agency- ITDA Jeypore

2. TN-CDP (Tamil Nadu-Cluster Development Programme)

The Cluster Development Programme in Tamil

Project Coverage at a Glance
Nadu (TN-CDP), supported by Intellect CSR, is
being implemented in 43 Gram Panchayats
spread over 9 Clusters and 8 Districts/Blocks of
Tamil Nadu. TNCDP addresses the holistic
development needs of around 53347 House-
holds and 1.71 lakh population. Tamil Nadu

Initially the Elected Representatives were made

to undergo a Design Thinking driven leadership
development program to help them chart out
and implement their plans for the holistic and
sustainable development of their communities.

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District/ Clusters Blocks GPs HHs Population

Chengalpattu 1 Madhuranthakam 4 2536 9212

Chengalpattu 2 Madhuranthakam 5 3424 13536

Kanchipuram Kanchipuram 5 3068 14134

Villupuram Koliyanur 6 7807 25010

Cuddalore Arangur 5 6901 16410

Namakkal Erumapatti 5 6371 23824

Dharmapuri Harur 3 5111 17144

Karur Thanthoni 5 12034 34335

Erode Perundurai 5 6095 17414

Total 9 8 43 53347 171019

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The engagements in 2023-24 have largely

been in the following areas 4. In 2024, 2nd quarter onwards will actively
link the list of activities prepared in GPDP
1. Gram Panchayat Development Plan to various available Government schemes,
(GPDP) Convergence across 9 Clusters / further exploring outside opportunities like
8 Districts CSR, providing Catalytic funding etc. to
meet the stated & unstated needs
2. Students Holistic Development
Programme across 9 Clusters / 8 Districts Students Holistic Development Programme
3. Livelihood Initiative through Mushroom (D1 & D2)
Cultivation in Namakkal District
partnering with Rang De 1. Mission Samriddhi along with Talent Quest
4. Livelihood Initiative in Villupuram of India (TQI) are touching the lives of 2200
District in Partnership with Voluntary students across 8 districts (9
Association for People Service (VAPS) Clusters)through the Annual Students
Holistic Development Programme
5. Promoting Sexual and Reproductive
Health (SRHR) status through Capacity 2. The programme kick-started in July 2023,
Building in Chengalpattu & Kanchipuram and concluded by end February 2024
Districts partnering with Rural Women's
Social Education Centre [RUWSEC] 3. Started with Flagship Ullas Can Do
Summits for 6 weeks to ignite young minds
GPDP Convergence across 9 Clusters / 8 with passion for future, set their goals,
Districts (D1- D5) imbibing leadership skills etc.,

1. Annual Convergence across 8 districts ̔͒΁
ėėňƯňŵŪñşşǖ͓΁̕΁ǐğğśƣ΁ŵĹ΁ƣƘğĐňȌĐ΁ƯłğŨñƯňĐ΁΁

covered more than 300 Panchayati Raj interventions covering areas like Know Your
Institution (PRI) Members, starting with locality, Science through Fun, Activating
orientation programs covering themes on Village Library, understanding of Basic
strengthening Panchayat Raj, practical Constitution rights & culminating with “My
workshops & design thinking sessions. Dream Village Planning”
Completed by early 2023
5. Opportunity was given to students to
2. It was followed by special periodic exhibit skills through exhibitions and
training sessions on preparing GPDP, cheques were also distributed to the top
Importance of labour Budget for performers
MGNREGS, Imbibing 9 Localisation of
Sustainable Development Goals (LSDGs) 6. TQI team also conducted various online
themes etc. during the period Oct to tutorials to prepare for various exams that
December 2023 would provide educational scholarships by
the State Government
3. After that, the Mission Samriddhi Team of
Program Managers, Cluster Coordinators
and resource persons have started
personally hand holding every Panchayat
in preparing GPDP using D1 to D5
Design Thinking format and incorporating
LSDG guidelines. This was completed by
March 2024

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TQI MS TNCDP Ullas Summit 1 Summit 2 Thematic Session

Total No of Sessions 54 (9th std.) 45 (10th Std.) 45

No of Sessions Completed 54 45 45

Percentage Completed 100% 100% 100%

Total Percentage Completed 100 %

Livelihood through Mushroom Cultivation Tailoring to the needs of Marginalised

(D3, D4 & D5) Women (D1, D2, D3 & D4)

1. Mission Samriddhi along with 1. Mission Samriddhi & Voluntary

peer-to-peer NBFC platform Rang De Association for Peoples Service (VAPS)
and Mushroom Entrepreneurs joined partnered in Villupuram District to set up
hands to promote mushroom cultivation Cluster Based Producer Organisation
among farmers in Namakkal District (CBPO)

2. Funding to the tune of Rs.1.4 crore for 2. Women from poor & marginalised
Bed Manufacturing Unit & Shed sections will be chosen to provide
Construction followed by working capital professional training skills across
loan, mobilised from social investors tailoring, Jute Bag Making, Value add on
through an online campaign by Rang De. food processing etc.,
This was accomplished during the period
May to September 2023 3. During 2023-24, three batches of
training covering 100 women have been
3. For shed construction constituting 50% ΁ ĐŵŨƘşğƯğė΁ñŪė΁ĐğƛƯňȌğė͒
project outlay, close to 80% subsidy will
get reimbursed through the State 4. Women who have completed the training
Government under MGNREGS Scheme are closely handheld, to arrange loans,
identify market opportunities till they
4. First tranche of subsidy payment to the fully stabilise to reach sustainability
tune of Rs.39 Lakhs has been received
from the Government in March 2024 5. Will lead to additional income of Rs.5000
΁ Ƙğƛ΁ŨŵŪƯł΁Ĺŵƛ΁ğñĐł΁ĎğŪğȌĐňñƛǖ΁ñŪė΁ǐňşş΁΁
5. Once fully operational in May 2024, ΁ Ďğ΁ñŨƘşňȌğė΁ŵŪĐğ΁Ưłğ΁ £€΁ĐŵşşğĐƯňǏğ΁ňƣ΁΁
it will lead to additional income of fully functional by mid-2024
΁ ¦ƣ͒̐̐̐̕΢΁Ƙğƛ΁ŨŵŪƯł΁Ĺŵƛ΁ğñĐł΁ĎğŪğȌĐňñƛǖ͓΁΁
which will double once loans 6. Target date to complete the program is
are completely repaid December 2024

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4.3 School of
Design Thinking
Promoting Sexual and Reproductive Health The School of Design Thinking (SoDT) was
(SRHR) status through Capacity Building (D1 founded with an aim to bring a Design Thinking
& D2) revolution in the country. SoDT is committed to
create awareness about Design Thinking as a
1. Capacity building project with Rural “human centered future focused approach” to the
society at large. It strives to bring about the
Women’s Social Education Centre
culture of Design Thinking in all aspects of life by
(RUWSEC) aims to promote the gender,
focusing on ‘Preparing the Design Mind’.
sexual and reproductive health
The larger purpose of School of Design
2. Coverage of about 7000 households in
Thinking is to bring a change in the mindset
Chengalpattu & Kancheepuram districts amongst stakeholders of different walks of
life/society and thus impact the entire
3. To generate sustainable, innovative community. Design Thinking is a culture at
intervention with rights and gender Intellect Design Arena and has been
perspectives on SRHR at the community instrumental in reaching several successful
level to address the needs and issues of milestones of the organisation.
people
School of Design Thinking aims to share these
4. Outreach to target population through insights and best practices of Design Thinking to
trained PRIs, Volunteers to sensitise the community as a whole through meaningful
people on SRH through community collaboration.
based activities
̔͒̓͒̒΁΁®ŵ'»΁PňĺłşňĺłƯƣ΁ŵĹ΁Hà΁̒̐̒̓΁ͨ΁̒̔΁ǖğñƛ΁
SoDT partners with:
5. Baseline & endline assessment will be
done with the participants before/after • Educational institutions to develop
the training and will be documented Design Thinking orientation for the
Faculty & Students to enable innovative
thinking and impactful learning
6. Program initiated in the quarter Oct-Dec
2023 with orientation for Panchayat
• Corporations and businesses to nurture
leaders and Ward Sabha Members. the culture of Design Thinking within the
Training for Volunteers who will drive the organisations for innovation and
΁ ňŪňƯňñƯňǏğƣ΁ŵŪ΁Ưłğ΁Ȍğşė΁łñƣ΁ĎğğŪ΁śňĐś΁΁ cross-functional collaboration
started in March 2024. Target date to
complete this awareness initiative is • Budding startups and entrepreneurs to
December 2024 solve critical problems and arrive at
future focused solutions

• Various agencies, to lead social innovation

projects from the front, to bring social
innovation in the country

• Government agencies and institutes, key

stakeholders along with administrative
΁ ŵĹȌĐňñşƣ΁Ưŵ΁ƣŵşǏğ΁ĐƛňƯňĐñş΁ňƣƣƷğƣ΁ŵĹ΁ĐňǏňş΁΁
impact, leveraging Design Thinking as an
approach to problem solving

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Our collaborative work with the Academia

̔͒̓͒̑΁΁΁®ŵ'»΁€ƷƯƛğñĐł
SoDT’s specially curated and customised ΁΁΁΁΁΁΁΁΁΁΁Ĺŵƛ΁Hà΁̒̐̒̓΁ͪ΁̒̐̒̔΁
programs for the Academia include:

1) Faculty Development Program for the • Faculty Development Programs – 8

Professors/Faculty - The role of the (For colleges such as SRM, KL University,
Faculty is of paramount significance in RMK group etc.)
shaping the future generation of
students. This unique program focuses on • Awareness Sessions / Bootcamp sessions
enabling self-transformation and shifts
– 29 (For colleges such as IIM Calcutta,
the focus from “teaching” to “learning”,
IIT Madras, IIM Lucknow, Sairam group,
adopting a humanistic approach to
Design Thinking to understand students’ Tuck School of Business etc.)
psyche better. It also emphasises the
application of Design Thinking tools to • Credit Course – 4 (For colleges such as
enhance the Faculty-Student interaction IIM Calcutta, KREA University, BIM-Trichy,
to create an impactful learning Ethiraj College)
experience
• Industrial visits to our campus – 17
2) Master Trainer Program - An enhanced Industrial Visits (For colleges such as IIT
version of the FDP program, it enables Tirupathi, SSN Engineering, XIME Business
Faculty to teach/train Design Thinking as a
School, Loyola College etc.)
problem-solving approach to their
students and foster out-of-the-box
thinking & thereby spark innovation • Walkthrough of 8012 FinTech Design
resulting in a shift from an ‘order taking’ Center – 55 immersive walkthroughs for
to an ‘agenda setting’ mindset 1481 academicians and students, from
colleges across India
3) Credit Course - A full-fledged Credit
Course aimed at providing an immersive,
hands-on approach of using Design
thinking tools to solve complex problems,
identify the unstated requirements of the
stakeholders and develop a
human-centric oriented mindset required
for problem solving in an innovative way

4) Rural Community Engagement Course for

students - This course is conceived with an
objective of understanding rural
institutions, their economy, rural
development and rural upliftment
programs, by providing an immersive
learning environment through visits to
villages and meeting the stakeholders.
By utilising the Design Thinking approach to
problem solving, the students identify
opportunities for socio-economic growth
besides enhancing their course learning to
value the local knowledge and wisdom of
the rural community

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̔͒̓͒̒΁΁®ŵ'»΁PňĺłşňĺłƯƣ΁ŵĹ΁
΁΁΁΁΁΁΁΁΁΁΁Hà΁̒̐̒̓΁ͨ΁̒̔΁΁

1) 1st National Conclave on Design Thinking

for Academic Leaders to focus on ‘Talent
2040’

To envisage and reinforce a holistic

transformation in Academia, School of Design
Thinking (SoDT) and Intellect Design Arena
Ltd. hosted the ‘1st National Conclave on
Design Thinking for Academic Leaders’ at 8012
FinTech Design Center in Chennai on
Wednesday, March 27, 2024. The main agenda
of the Conclave centered on a pertinent theme
- ‘Talent 2040’, to prepare students to face the
challenges and opportunities that lie ahead.
AICTE Chairman, Prof. (Dr.) T G Sitharam
delivered a Keynote Address at the Conclave
and the event brought over 250 Academic
representatives of Management, Engineering,
Technology, Arts, Sciences, Architecture and
Humanities from different esteemed Academic
Universities across India. The Conclave aimed
to shape the mindset of students &
self-transformation for the Faculty fraternity to
shift their mental model and aim for Leadership
thinking. Arun Jain, CMD of Intellect and
Founder of the School of Design Thinking,
anchored a ‘Master-class’ on “Leveraging
Design Thinking® for Exponential Growth of
Academic Institutions”. The event also hosted a
Panel Discussion and Fireside Chat with
eminent speakers that helped the delegates to
garner insights which they could take back to
their respective institutions.

Glimpses of the conclave.

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2) Tripartite MoU with

IIM Calcutta (March 2024)

School of Design Thinking (SoDT) and

Mission Samriddhi entered into a strategic
and technological partnership with the Indian
Institute of Management-Calcutta (IIM-C).
This partnership aims to strengthen the focus
of Design Thinking in the academic
curriculum. Additionally, it facilitates the
institution to organise forums, seminars,
workshops, and other events to enhance
advocacy of Design Thinking as a mindset for
innovation. The signing ceremony was held
at the IIM-C campus on Sunday, 17th March
2024, in the presence of Mr Arun Jain, CMD
Intellect Design Arena and Founder-Trustee
Mission Samriddhi, [Link] Rathinavel, Head
- School of Design Thinking & Prof. Saibal
Picture Courtesy – Indian Express
Chattopadhyay, Director-in-Charge, IIM
Calcutta along with Prof. Bhaskar
Chakrabarti, Dean (Academics) of IIM-C.

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̔͒̓͒̓΁ ŵƷƘşğ΁ŵĹ΁€Ưłğƛ΁
UşşƷƣƯƛñƯňŵŪƣ΁ŵĹ΁®ŵ'»΁Úŵƛś΁

3) Milestone achievement - Training 165 1) Design Thinking for HUMTECH

faculties from SRM Institute of Science and (Humanitarian Technology) -
Technology (July-2023)
The National Conclave on Humanitarian
A key milestone of training more than 150 Technologies (facilitated by IEEE) organised a
Faculties across multiple departments (multiple conclave in Oct 2023 which was graced by
campuses) of the SRM Institute of Science & Dr. Palanivel Thiagarajan, Minister for Infor-
Technology (SRMIST) was celebrated and mation Technology and Digital Services,
cherished through a 'Faculty Convocation Government of Tamil Nadu & Dr. T.R.B. Rajaa,
Ceremony' at the college campus in July 2023. Minister for Industries, Investment Promotion
The ceremony was graced by Mr. Arun Jain, & Commerce, Government of Tamil Nadu
Chairman & Managing Director of Intellect Design along with Intellect's Chairman and Managing
Arena, Prof. C. Muthamizhchelvan, Vice Director [Link] Jain, Mr. Hari Balachandran,
Chancellor of SRMIST, Dr. Anbu Rathinavel, Head CEO, ICT Academy, and Mr. Marc Beebe -
of School of Design Thinking & other senior Senior Director, IEEE Strategic Research. This
ĹñĐƷşƯǖ΁ŨğŨĎğƛƣ͒΁΁»łğ΁ŨňşğƣƯŵŪğ΁Ũñƛśğė΁Ưłğ΁ȌƛƣƯ΁ event was a convergence of thought leaders
initiative of its kind in India, in implementing from government, technology, administration
Design Thinking across departments across and leaders from academia to exchange ideas
multiple campuses as a mandatory core course for of leveraging technology for the betterment of
students. The trained faculties were awarded the humanitarian goals. [Link] Jain delivered a
ĐğƛƯňȌĐñƯğ΁ŵĹ΁ʹsñƣƯğƛ΁»ƛñňŪğƛƣ͵΁͓΁ǐłŵ΁ǐŵƷşė΁ƯğñĐł΁ special address as part of the conclave
their students the subject of Design Thinking. focusing on mindset transformation & visual-
ising a bigger purpose leveraging Design
Thinking to connect the dots between tech-
nology and humanitarian issues.

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2) IEEE Program - Dr. Anbu Rathinavel

conducted a focused Master Class on Design
Thinking for Pre-University Students (Grade
10-12th) at the KRP University campus in
Coimbatore on 4th November 2023, as part of
the IEEE WIE Social Innovation Camp . The camp
is part of the bigger initiative of IEEE Women in
Engineering Student-Teacher and Research
Engineer/Scientist (STAR) to motivate
Pre-University students, especially girls, to step
ňŪƯŵ΁ƯğĐłŪňĐñş΁Ȍğşėƣ͒΁»łňƣ΁ğǏğŪƯ΁ǐñƣ΁ŵƛĺñŪňƣğė΁Ưŵ΁
motivate and give awareness about “Social
Innovation” and “Pre-University Education”
among Pre-University Students (Grade
10-12th), Teachers/Educators & IEEE Volunteers.

€Ʒƛ΁UŨƘñĐƯ΁͢®ƷĐĐğƣƣ΁®Ưŵƛňğƣͣ΁
Ưłňƣ΁ǖğñƛ΁ Indicative images.

Patterns and Anti-Patterns to redesign mask

for the Obstructive Sleep Apnea disorder
patients: [Link] - Associate Professor
(Biomedical Engineering) : SRMIST
[Link] took her learning to the next level
where she applied an important concept of
Design Thinking in her area of expertise.
She belonged to the biomedical domain where
one of her projects involved redesigning masks
for the elderly, suffering from Obstructive Sleep
Apnea (OSA) disorder. The team observed
patterns revolved around snoring, breathing
Prototype the team has proposed
movements, air pressure of the patient etc.
They also found insights from literature
surveys, which pointed towards some key
anti-patterns around the discontinued usage of
therapeutic devices (used by patients suffering
from OSA). These inferences helped the team
to focus on movements during the sleep, body
positions etc. They felt the problem will
become worse, if the patient is an elderly
person. The team began working on Existing solution: Mask with positive
redesigning the masks, making it hose-less etc. ƘƛğƣƣƷƛğ΁ñňƛȍŵǐ

and began to develop working prototypes of

the same. One of the key insights which they
ňėğŪƯňȌğė΁ňŪ΁Ưłňƣ΁Ƙłñƣğ΁ǐñƣ΁Ưłğ΁Ūğğė΁Ưŵ΁ňŪĐşƷėğ΁
ñ΁łƷŨňėňȌğƛ΁Ưŵ΁śğğƘ΁Ưłğ΁ñňƛǐñǖ΁ŨŵňƣƯğŪğė΁
during breathing. Thus, the team has
incorporated the inputs and has designed the
prototype of the Hose less mask which will
soon undergo clinical trials.
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Designing a Dining Experience Understanding the Persona of Gen-Z

(Ahmed Haris - 2nd Year - BIM Trichy) students to learn the ‘Art of Business’
One of the students Ahmed, took the course One of the Deans from a reputed Arts &
şğñƛŪňŪĺ΁ñŪė΁ĐŵƷƛƣğ΁Ưñśğñǐñǖƣ͓΁ƣƘğĐňȌĐñşşǖ΁ Science college took the workshop insights
some of the Design Tools’ application into his which helped her team to address the issue of
internship project. He had completed his ƣğşĹͨȌŪñŪĐňŪĺ΁Ĺŵƛ΁Ưłğ΁ƣƯƷėğŪƯƣ΁ñşŵŪĺ΁ǐňƯł΁
3-month internship with a start-up based out solving a typical academic canteen problem of
of Chennai which specialised in the food and breaking food menu’s monotony. Their
hospitality industry. It was a specialty coffee institution was brainstorming on different ways
shop that used an exotic single-sourced coffee to enhance campus-life of students. In one such
bean. As it goes without saying, good food is a dialogue, the student council team came up
stated requirement for any person who wishes with a request. Students wanted to introduce
to dine at a restaurant, but more importantly more variety in the food/snacks available at the
it’s the unstated requirements that have the college canteens. On the other hand, more than
tremendous potential to enhance the dining 40% of the college students work part-time to
experience. Application of insights of the above ƣƷƘƘşğŨğŪƯ΁Ưłğňƛ΁Đŵşşğĺğ΁ȌŪñŪĐňŪĺ͒΁»łğ΁Đŵşşğĺğ΁
helped him to re-engineer the core service understood that the need for variety has to be
design of the coffee shop. Reworking focused increased , but at a more affordable cost.
on even minute things such as the design of the Personas method was used to understand the
take-away cups also. His suggestions were students’ needs better. An idea of
appreciated by the management of the implementing food carts inside the campus that
restaurant who would execute the same in due will be run by students themselves emerged
course of time. subsequently in further Design Dialogues.
This idea allowed the college to identify
Design Thinking Tools for a students who prefer to be in business for
Business Case Study Competition themselves instead of working for someone
A student pursuing Marketing specialisation ğşƣğ΁͢ǐłňşğ΁ƣŵƷƛĐňŪĺ΁Ĺŵƛ΁ƣğşĹͨȌŪñŪĐğͣ͒΁UŪ΁ĹñĐƯ͓΁
from one of the relationship institutions applied ŨñŪǖ΁ƣƯƷėğŪƯƣ΁łñǏğ΁Ūŵǐ΁ňėğŪƯňȌğė΁Ưłňƣ΁Ưŵ΁Ďğ΁
our niche Design Thinking tools as part of a an excellent way to a “real world” business
business case study competition organised by a education. Most importantly, they are able to
reputed Health & Nutrition Brand. The brand is Ƙñǖ΁Ưłğňƛ΁ƯƷňƯňŵŪ΁ĐŵƣƯƣ΁ĹƛŵŨ΁Ưłğ΁ƘƛŵȌƯ΁Ưłğǖ΁Ũñśğ΁
a global conglomerate that has products across out of these businesses.
various categories revolving around health,
hygiene, medication, nutrition etc. The
organisation hosted a national level
competition with a focus on a market problem
centered on male-contraceptive methods
(condoms). Since the problem is centered on a
very intimate topic, the student applied tools
such as Persona, Journey-Mapping and
importantly the Design Thinking emphasis on
human-centric experience. These tools helped
his team to visualise the problem in-depth and
thus helped the solution to the problem to
become more comprehensive. The team’s
solution helped them to qualify for the national
şğǏğş΁ȌŪñşğ͒΁΁΁΁΁΁΁΁΁΁΁

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u 0
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Governance Sustainability consists of a set of

systems and practices to ensure that our
Board of
processes and operations are managed in a Directors
manner that ensures accountability,
transparency, and ethical behaviour and strives
Our Board of Directors play a vital role in
to be at the pinnacle of legal and regulatory
Governance Sustainability and overseeing
compliance. Sound corporate governance
sustainable practices within Intellect. Refer to
strengthens investors’ trust and enables us to
Chapter 1 on The Board of Directors of
ĹƷşȌş΁ŵƷƛ΁ĐŵŨŨňƯŨğŪƯƣ΁Ưŵǐñƛėƣ΁ĐƷƣƯŵŨğƛƣ͓΁
Intellect. As of March 31, 2024, our Board of
employees, and society.
Directors have two Executive Directors, four
Non-Executive Independent Directors and one
ƷƣňŪğƣƣ΁ňŪƯğĺƛňƯǖ΁ñŪė΁Ĺñňƛ΁ƘƛñĐƯňĐğƣ΁ñƛğ΁ȌƛŨşǖ΁
Non-Executive Non-Independent Director. In
embedded in our organisation. We are
the opinion of the Board, all the Independent
committed to upholding a high standard of
Directors are independent of the management
corporate governance and business integrity in
and satisfy the criteria of Independence as
all our activities, which is essential for the
envisaged under the Companies Act, 2013 and
long-term viability of our business. We have a
the SEBI (Listing Obligations and Disclosure
strong legacy of fair and ethical governance
¦ğƚƷňƛğŨğŪƯƣͣ΁¦ğĺƷşñƯňŵŪƣ͓΁̒̐̑͒̕΁»łğ΁ƣƘğĐňȌĐ΁
practices.
areas of expertise of individual Board members
are mentioned in the Corporate Governance
Intellect trusts in maintaining good corporate
Report, which forms part of the Annual Report
governance and establishing policies and
for FY 2023–2024.
control systems to navigate the organisation
towards creating a fair, healthy and inclusive
environment. The primary objective is to

Board Nomination
develop and adhere to a corporate culture of
conscience and consciousness, empowerment,
accountability and independent monitoring. The
Company’s philosophy is based on the key and Selection
elements of corporate governance:
Intellect considers various elements of
transparency, disclosure, supervision and
expertise and experience in board selection.
internal controls, risk management, internal
These factors, such as independence,
and external communications, accounting
alignment with the Company’s values, diversity
ȌėğşňƯǖ͓΁ñŪė΁ƘƛŵėƷĐƯ΁ƚƷñşňƯǖ͒
and complementarity in terms of age, skills and
knowledge, management experience, industry
We have always adopted a robust governance
background, perspectives, etc., ensure the
system, which ensures we remain true to our
selection of a Board which can act in the best
values and principles. We guarantee that
interests of the Company and its stakeholders.
business operations are executed with the
highest ethical standards. We strive to maintain
the highest ethical standards encompassed by
our business principles, code of conduct, and
other internal policies. We have implemented
employee training, protocols, and reporting
mechanisms to help prevent behaviour not
aligned with our business principles, code of
conduct, and other internal standards.

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Board
Evaluation
Annual Performance Evaluation was conducted The outcome of the Board Evaluation for the
for all Board Members, as well as the working ȌŪñŪĐňñş΁ǖğñƛ΁̒̐̒̓ͨ̒̔΁ǐñƣ΁ėňƣĐƷƣƣğė΁Ďǖ΁Ưłğ΁
of the Board and its Committees. This evalua- Nomination, Remuneration and Compensation
ƯňŵŪ΁ǐñƣ΁şğė΁Ďǖ΁ ŵŪƣƷşƯñŪƯ͓΁ǐňƯł΁ñ΁ƣƘğĐňȌĐ΁ Committee at their meeting held in March 2024.
focus on the performance and effective func- Areas requiring more focus in the future included
tioning of the Board. The Board evaluation was bringing in another Independent Director with
done according to the Companies Act 2013 Technology and Industry landscape exposure,
requirements, the SEBI (Listing Obligations and pushing down approach of decision making,
Disclosure Requirements) Regulations, 2015, bring more focus on the Risk management
and the Guidance Note on Board Evaluation aspects and creating more space for growth of
issued by the Securities and Exchange Board of leadership in the organisation.
India (SEBI) in January 2017. The Board
evaluation was conducted through a question-
naire designed with qualitative parameters and
feedback based on ratings. Board Committees
The Board was evaluated based on criteria
such as its composition and role,
The Board consists of various committees to
communication and relationships with the
monitor, analyse, and evaluate the company's
board, the functioning of Board Committees,
ƣƘğĐňȌĐ΁ŵƘğƛñƯňŵŪƣ͓΁ňŪĐşƷėňŪĺ΁Ưłğ΁uŵŨňŪñƯňŵŪ΁
review of the performance of Executive Direc-
Remuneration & Compensation Committee,
tors, overseeing management of sustainability
Audit Committee, Stakeholders Relationship
impacts, succession planning, strategic plan-
Committee, Corporate Social Responsibility
ning, etc.
(CSR) Committee, and Risk Management
Committee.
The evaluation of Committees was based on
criteria such as each committee's adequate
The role/functions of the aforementioned
independence, the frequency of meetings and
committees are mentioned in the Corporate
the time allocated for discussions at meetings,
Governance Report, which forms part of the
the functioning of Board Committees, and the
Annual Report for FY 2023 - 2024. The
effectiveness of its advice/recommendation to
Chairman and Managing Director, Mr. Arun Jain,
the Board.
reviews and approves the Sustainability
Report.
The evaluation of Directors was based on
criteria such as participation and contribution in
Board and Committee meetings, representation
of shareholder interest and enhancement of
shareholder value, experience and expertise to
provide feedback and guidance to top manage-
ment on business strategy, governance, risk,
and understanding of the organisation's
strategy.

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OUR BUSINESS RESPONSIBILITY

Ethics, Transparency and Accountability Businesses should conduct and govern themselves
with Ethics, Transparency and Accountability

Products Life Cycle Sustainability Products Life Cycle Sustainability

Employees' Well Being Businesses should promote the well-being of all

employees

Stakeholder Engagement Businesses should respect the interests of, and be

responsive towards all stakeholders, especially
those who are disadvantaged, vulnerable and
marginalised

Human Rights Businesses should respect and promote

human rights

Environment Businesses should respect, protect and make efforts

to restore the environment

Policy Advocacy ƷƣňŪğƣƣğƣ͓΁ǐłğŪ΁ğŪĺñĺğė΁ňŪ΁ňŪȍƷğŪĐňŪĺ΁ƘƷĎşňĐ΁ñŪė΁

regulatory policy, should do so in a responsible
manner

Inclusive Growth Businesses should support inclusive growth and

equitable development

Customer Value Businesses should engage with and provide value to

their customers in a responsible manner

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Intellect’s ESG & Sustainability

Governance Structure

BOARD OF DIRECTORS

BOARD CORPORATE SOCIAL RESPONSIBILITY COMMITTEE

SUSTAINABILITY EXECUTIVE COMMITTEE

SUSTAINABILITY WORKING COMMITTEE

ENVIRONMENT,
FINANCE & HEALTH & SAFETY HUMAN
ACCOUNTS (ADMINISTRATION) RESOURCES

INTERNAL LEGAL &

CORPORATE COMMUNITY
AUDIT AND RISK DEVELOPMENT
MANAGEMENT SECRETARIAL

INVESTOR CORPORATE
RELATIONS COMMUNICATION

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Board Corporate Social

Responsibility Committee
The Board of Directors are responsible for and Sustainability Executive Committee (SEC).
oversee the governance and management of The Sustainability Executive Committee is
CSR and have constituted the Corporate Social responsible for overlooking the Company’s ESG
Responsibility (CSR) Committee. The CSR policies, strategy, initiatives, priorities, and best
Committee also oversees Intellect's practices. It also ensures the effective
Sustainability programs and initiatives. The implementation and monitoring of these
Committee comprises Executive Directors and policies and sets strategic goals and targets for
an Independent Director. The Committee and ESG matters. Additionally, the Committee
the Chairman also discuss the Sustainability develops a road map to achieve these targets
initiatives and objectives and allocate budgets successfully. The Sustainability Executive
for sustainability initiatives at the beginning of Committee (SEC) was formed during the FY
ğñĐł΁ȌŪñŪĐňñş΁ǖğñƛ͒΁ 2023-2024.

Quarterly Sustainability reports are also being The Chairperson of the Sustainability Executive
shared with the Chairman of the CSR Committee (SEC) provides leadership and
Committee regarding the company's direction to the Sustainability Working
®ƷƣƯñňŪñĎňşňƯǖ΁UŪňƯňñƯňǏğƣ͓΁Ưłğ΁UėğŪƯňȌĐñƯňŵŪ΁ñŪė΁ Committee (SWC) and is responsible for
Implementation of best practices, Intellect’s guiding SWC members, convening the SEC
ESG Goals and Targets performance updates, Meetings, setting the agenda, and ensuring
and Critical concerns (if any) received from the effective communication with Senior
stakeholders. There were no critical concerns Management or the Board of Directors.
reported to the Board during the FY 23-24. The Chairperson is also responsible for
developing, approving, and updating the
Familiarisation programmes are carried out by organisation’s purpose, value or mission
way of exhaustive presentations on various statements, strategies, policies, and goals
topics/ areas such as updates on regulatory related to sustainable development in
changes of the Company, business operations, consensus with the members of the
strategy, governance, interactions with Sustainability Executive Committee (SEC).
institutional investors, and updates on
Sustainability Initiatives taken up by the A session on Corporate Sustainability was
Company and enhancing knowledge on made to the Board of Directors of the Company
sustainable development. in December 2023, where various topics such
as UN Sustainable Development Goals 2030,
The details of the familiarisation programme the Importance of ESG, GRI Standards,
imparted for Directors are available on the Emerging trends in sustainability reporting and
website of the Company at - Sustainability initiatives of the Company were
[Link] taken up during the session. A Corporate
ce/[Link] Sustainability Workshop was held in October
2023. The senior management was apprised of
various topics about UN Sustainable
Development Goals 2030, ESG, GRI Standards,
and the company's sustainability initiatives.

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The Sustainability Working Committee

(SWC) was constituted in October 2023 with
participation from various function leads to
primarily oversee the implementation of ESG
Initiatives across different functions, engage
with stakeholders and consider their
feedback, promote ESG awareness within the
organisation and monitor and report the
organisation's progress towards Intellect's
ESG Goals and Targets to the Sustainability
Executive Committee (SEC). The members of
the Sustainability Working Committee were
also trained on Sustainability and its
disclosures per GRI Standards.

5.1 Corporate
Governance and Compliance
Intellect is a product-based business, and it is
liable for Intellectual Property (IP) infringements ͒̑͒̑̕΁΁΁€Ʒƛ΁ ŵŨƘşňñŪĐğ΁
caused by the use of its products and any Framework
breaches of its contractual commitments.

The Company Secretarial team takes care of the The framework includes guidance on handling legal
Secretarial & Compliance-related activities. disputes, prescribing compliance norms, improving
ŵƷŪƯƛǖͨƣƘğĐňȌĐ΁ƣƯñƯƷƯŵƛǖ΁ĐŵŨƘşňñŪĐğ΁ dispute management practices and establishing
requirements are regularly monitored and regulations and risk prevention mechanisms.
ƛğƘŵƛƯğė͒΁»łğƛğ΁ǐğƛğ΁Ūŵ΁ȌŪğƣ΁ŵƛ΁ƘğŪñşƯňğƣ΁
imposed or show-cause notices issued by The Company is subjected to Statutory Audit,
Regulatory Authorities during the FY 2023–2024. Internal Audit and Secretarial Audit as mandated
The Compliance Management Framework by the provisions of the Companies Act, 2013. The
includes processes for recognising compliance Statutory Auditors examine the Financial
obligations, aligning with processes, ensuring Statements, verify compliance with accounting
implementation, communicating with relevant standards and ensure true and fair view of the
stakeholders, and regular monitoring and ȌŪñŪĐňñş΁ƘŵƣňƯňŵŪ͒
reporting. This robust framework helps us ensure
ĐŵŨƘşňñŪĐğ΁ǐňƯł΁ǏñƛňŵƷƣ΁ňėğŪƯňȌğė΁ŵĎşňĺñƯňŵŪƣ͒΁ The Audit Committee has appointed an external
Through the contract review procedures, agency to conduct the Internal Audit for the
Monetary risks and other risks that could Company in accordance with duly agreed internal
ňŪȍƷğŪĐğ΁Ưłğ΁ ŵŨƘñŪǖ͵ƣ΁ȌŪñŪĐňñş΁ƣƯñƯğ΁ñŪė΁ audit program. The Internal Audit is designed to
reputation, are balanced. The Company has a review the overall control frameworks, designs and
dedicated legal team that collaborates closely their operating effectiveness. The Internal audit
with the business and other stakeholders team follows a risk based audit approach wherein
(through business) to ascertain the scope and Ưłğ΁ñƷėňƯ΁ƘşñŪ΁Ĺŵƛ΁ñ΁ĺňǏğŪ΁ȌŪñŪĐňñş΁ǖğñƛ΁ňƣ΁
risks of the deal. determined taking into consideration the overall risk
ƘƛŵȌşğ΁ŵĹ΁Ưłğ΁ ŵŨƘñŪǖ΁ėƷşǖ΁ñĐśŪŵǐşğėĺğė΁Ďǖ΁Ưłğ΁
Risk Management Committee of the Board.

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The Secretarial Audit ensures that the Company prohibition of insider trading while possessing
complies with the applicable laws, rules, unpublished price-sensitive information (UPSI).
regulations and procedures. It primarily focuses
on the adherence to corporate governance norms, The processes of identifying and resolving
board processes and secretarial standards. complaints, issues and concerns received under
the Code of Conduct framework are clearly
The Board of Directors and the Audit Committee ėğȌŪğė΁ñŪė΁ĐŵŨŨƷŪňĐñƯğė΁ƯłƛŵƷĺłŵƷƯ΁Ưłğ΁
oversee Intellect's compliance processes, and an Company. Complaints, problems and concerns
effective framework for monitoring compliance received under the Code of Conduct framework
with applicable laws is in place. The Company are duly investigated by the Company's
Secretary periodically updates the Senior Ombudsman and regularly reviewed by the
Management and the Board on compliance with Chairman. Appropriate action is taken after the
applicable laws and regulations. The in-house review of the investigation. Through the Intellect
Legal and Compliance team regularly monitors Executive Council (IEC), the Chairman is
and oversees compliance with local business responsible for ensuring that the Code is
laws and regulatory compliance in each country understood and implemented throughout the
we operate. Company. The Company periodically cascades
the principles embodied under the Code across
The framework is aligned with the sustainability the organisation. It also encompasses
management approach to ensure compliance whistleblowing, which allows the associates to
issues related to initiatives are handled promptly and directly bring to the
appropriately to ensure minimal negative impact Management's attention any unethical
ŵŪ΁Ưłğ΁ ŵŨƘñŪǖ͒΁»łğ΁iğĺñş΁ėğƘñƛƯŨğŪƯ΁ėğȌŪğƣ΁ behaviour, suspected fraud or irregularity in the
general parameters internally; counsels review Company practices which is not in line with the
the contracts as and when the internal Code. Associates are encouraged to raise any
stakeholders raise a request for the legal review concerns by way of whistleblowing without any
process. fear or threat of being victimised.

In addition, we obtain and maintain permits and Intellect has a company-wide Code of Conduct
licenses to conduct our business in various (COC) that provides direction and guidelines to
jurisdictions. Our client’s business operations are the Board of Directors and Senior Management
also subject to numerous regulations in the for adhering to the standards of integrity, fair
jurisdictions in which they operate or that apply to dealing and good Corporate Governance. The
their industry. They may contractually require that 'ňƛğĐƯŵƛƣ΁ñŪė΁®ğŪňŵƛ΁sñŪñĺğŨğŪƯ΁łñǏğ΁ñĹȌƛŨğė΁
we perform our services in compliance with laws compliance with the COC as per Listing
applicable to them or in a manner that will enable Regulations. The COC covers critical aspects like
them to comply with such regulations. acting in good faith while performing duties,
ĐŵŪȍňĐƯ΁ŵĹ΁ňŪƯğƛğƣƯ͓΁ƛğƣƘŵŪƣňĎňşňƯǖ͓΁ĺŵŵė΁ĐŵŪėƷĐƯ͓΁
During the FY 2023-2024, there were no independence in judgement and actions,
ƣňĺŪňȌĐñŪƯ΁ňŪƣƯñŪĐğƣ΁ŵĹ΁ŪŵŪͨĐŵŨƘşňñŪĐğ΁ǐňƯł΁şñǐƣ΁ ĐŵŪȌėğŪƯňñşňƯǖ΁ñŪė΁ĐŵŨƘşňñŪĐğ΁ǐňƯł΁ñƘƘşňĐñĎşğ΁
and regulations. laws.

»łğ΁ ŵŨƘñŪǖ΁®ğĐƛğƯñƛǖ΁ňƣ΁Ưłğ΁ėğƣňĺŪñƯğė΁ŵĹȌĐğƛ΁
for effectively implementing the Code and
5.1.2 Code of Conduct handling complaints received under it.
΁΁΁΁΁΁΁΁΁΁ ñŪė΁ ŵŪȍňĐƯ΁ŵĹ΁UŪƯğƛğƣƯ
Board members are not prohibited from serving
The Code of Conduct describes the Company's on Boards and Committees of other
operational principles. All associates and organisations. However, they must comply with
suppliers who work with us must observe it. applicable regulatory requirements regarding
The Code provides mandatory requirements limits on the number of directorships.
covering, but not limited to, maintaining
accurate records, reporting, and accounting,

ŪƯňͨĎƛňĎğƛǖ͓΁ñǏŵňėňŪĺ΁ĐŵŪȍňĐƯƣ΁ŵĹ΁ňŪƯğƛğƣƯ΁ñŪė΁

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»łğ΁ŵñƛė΁£ƛŵȌşğ΁ƣğĐƯňŵŪ΁ňŪ΁ŵƷƛ΁
ŪŪƷñş΁¦ğƘŵƛƯ΁ and friendly environment at the workplace and

discloses other Board memberships held by our encouraged to work without fear of prejudice
Board of Directors. and gender bias. Sexual harassment at the
workplace is not tolerated especially since
During the reporting period, there were no Intellect values emphasise mutual respect and
instances of non-compliance with the Code of ėňĺŪňȌğė΁ĐŵŪėƷĐƯ΁ĹƛŵŨ΁ñƣƣŵĐňñƯğƣ΁ñƯ΁ñşş΁şğǏğşƣ͒΁
ŵŪėƷĐƯ΁ŵƛ΁ĐŵŪȍňĐƯƣ΁ŵĹ΁ňŪƯğƛğƣƯ͒ The policy on preventing sexual harassment in
the workplace has been established to protect
women associates and lay down the procedures
͒̑͒̓̕΁΁ÚłňƣƯşğĎşŵǐğƛ΁£ŵşňĐǖ͟΁ for redressing complaints about sexual
΁΁΁΁΁΁΁΁΁΁΁Ùňĺňş΁sğĐłñŪňƣŨ harassment.

The Company has in place an Anti-Sexual

We have an established mechanism for Harassment Policy in line with the requirements
employees to report concerns about unethical of the Sexual Harassment of Women at
behaviours, actual or suspected fraud, and Workplace (Prevention, Prohibition and
violations of the Code of Conduct of the Redressal) Act, 2013.
Company. The mechanism also provides
adequate safeguards against the victimisation The Internal Complaints Committee (“ICC”) has
of employees who avail of the whistleblower been set up to redress the complaints received
mechanism and the whistleblower is given regarding sexual harassment. All employees are
direct access to the chairperson of the Audit covered under this policy.
Committee in appropriate or exceptional cases.
Úğ΁ñĹȌƛŨ΁ƯłñƯ΁ėƷƛňŪĺ΁Ưłğ΁HňŪñŪĐňñş΁àğñƛ΁
2023-24, no employee has reported any such
concerns to the Audit Committee.
̖͒̑͒̕΁΁
ŪƯňͨƛňĎğƛǖ΁ñŪė΁
΁΁΁΁΁΁΁΁΁΁
ŪƯňͨ ŵƛƛƷƘƯňŵŪ΁͢I¦U΁̒̐ͣ̕
[Link]
eral/[Link] ®ƘğĐňȌĐ΁ƘŵşňĐňğƣ΁ñŪė΁ƘƛŵĐğėƷƛğƣ΁ƛğĺñƛėňŪĺ΁ǐŵƛś΁
practices, code of conduct, anti bribery,
anti-money laundering, data protection, and
ƘƛňǏñĐǖ΁ñƛğ΁ňŨƘşğŨğŪƯğė͒΁£ƛŵŨňŪğŪƯ΁ƯñǕ΁ȌƛŨƣ΁
͒̑͒̔̕΁€ŨĎƷėƣŨñŪ΁ also provide consultation support.

Conducting business ethically and competently

Ombudsman is our initiative to resolve is at the forefront of all Intellect interactions.
ǐŵƛśƘşñĐğ΁ĐŵŪȍňĐƯƣ͒΁UƯ΁ňƣ΁ñ΁ĹŵƛƷŨ΁Ĺŵƛ΁ñƣƣŵĐňñƯğƣ΁ We take a zero-tolerance approach to bribery
to report, discuss and resolve workplace issues. and corruption and are committed to always
»łğ΁ŵĹȌĐğ΁ŵĹ΁Ưłğ΁€ŨĎƷėƣŨñŪ΁ƘƛŵŨňƣğƣ΁ acting professionally, fairly and with integrity.
ĐŵŨƘşğƯğ΁ĐŵŪȌėğŪƯňñşňƯǖ΁ňŪ΁ñşş΁Ưłğ΁ŨñƯƯğƛƣ΁ We expect all employees to perform with
discussed. The Ombudsman also assures “No integrity daily across all divisions and locations.
Reprisal” to the complainant who brings to To reinforce this expectation, all employees,
light a problem or blows the whistle against regardless of job responsibility or location, must
someone. It works as an early warning system complete Intellect's Code of Conduct training,
for the organisation. ǐňƯł΁ñ΁ƣƘğĐňȌĐ΁ĹŵĐƷƣ΁ŵŪ΁ƛğĐŵĺŪňƣňŪĺ͓΁ñǏŵňėňŪĺ΁
and reporting any actual or suspected corruption
activities. All employees undergo awareness
͒̑͒̕̕΁΁£ƛğǏğŪƯňŵŪ΁€Ĺ΁®ğǕƷñş΁ programs on anti-corruption and anti-bribery.
΁΁΁΁΁΁΁΁΁΁PñƛñƣƣŨğŪƯ΁͢£€®Pͣ Incident handling is done via iPort, and these are
forwarded to respective process owners for their
action. There have been no instances related to
We are an equal opportunity employer and bribery or corruption in the reporting period.
promote gender diversity at work. Women
associates are provided with an adequate, safe

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Mechanisms to prevent or minimise ñŪƯňͨĐŵƛƛƷƘƯňŵŪ͓΁ñŪƯňͨĎƛňĎğƛǖ͓΁ñŪė΁ĐŵŪȍňĐƯƣ΁ŵĹ΁

inappropriate conduct such as fraud, sexual interest. All associates receive comprehensive
harassment, criminal attempts, bribery or training to ensure compliance and ethical
violation of Company policies such as Code of behaviour. Continuous awareness is maintained
Conduct, Insider trading or any other through various channels, including posters and
professional negligence, errors & omissions associate communication, to reinforce these
amongst others if not adequate, may jeopardise principles.
work culture / reputation / property damage or
business performance. The Company has
established various policies & processes,
conducted various training and awareness ̗͒̑͒̕΁IƛňğǏñŪĐğ΁sğĐłñŪňƣŨ΁
programmes on policies & procedures for its
associates along with regular monitoring.
We have a robust grievance mechanism in place
The Company has implemented the following to identify issues or incidents that do not comply
measures as a line of defence: with our principles. The grievance mechanism
applies to all of our stakeholders. Complaints,
a) All the payments to associates / vendors / issues, and concerns received under the Code of
3rd parties or investments are effected Conduct framework are duly investigated by the
through Banking channels and not in cash Company's Ombudsman and reviewed by the
or unregulated in-kind transactions Chairman regularly, as stated in section 5.1.2.

b) Similarly all the revenue receipts from Our Grievance Mechanism includes in its ambit,
clients / customers are duly supported by our channels of grievance resolution as stated in
Invoices raised in accordance with ®ğĐƯňŵŪ΁̖͓̔͒̑͒̑΁ ŵėğ΁ŵĹ΁ ŵŪėƷĐƯ΁ñŪė΁ ŵŪȍňĐƯ΁ŵĹ΁
contractual milestones / obligations and Interest as stated in Section 5.1.2,
accepted only via Banking channels Whistleblower Policy/ Vigil Mechanism as
without any cash or in kind interventions stated in Section 5.1.3, Ombudsman as stated in
Section 5.1.4 and POSH captured in Section
c) Role based access to Financial 5.1.5.
Receipts / Payment systems
Our business partners can raise their queries
d) Segregation of duties with maker / checker through the Contact Us page on our website.
for Payment initiation & authorisations We prohibit retaliation against anyone who
reports concerns or assists with an inquiry or
e) Approval Matrix based on monetary investigation.
limits is duly approved by the Intellect's
Board supported with Board resolution Besides the Grievance Redressal Mechanism,
the stakeholders can also share their concerns
f) Another line of defence is operational via mail on our website. In FY 23-24, there was
assessment by the Internal Audit team of no instance of ethical or unlawful activity which
΁ ǏñƛňŵƷƣ΁ȌŪñŪĐňñş΁ƣǖƣƯğŨƣ΁π΁ƘƛŵĐğƣƣğƣ΁΁ required seeking external advice or reporting to
΁ ǐłğƛğňŪ΁ñŪǖ΁ƛňƣśƣ΁ňĹ΁ňėğŪƯňȌğė΁ŵŪ΁ĹƛñƷė͓΁΁ external agencies.
bribery or corruption, gets highlighted.
Till date no such risks or incidents have
been highlighted by the Internal Audit
team basis the past reports

Intellect upholds high standards of integrity

through stringent policies and procedures on

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5.2 Economic Value Generated

and Distributed (GRI 201)
Economic performance is of prime importance for Intellect is focused on global product innovations
building a sustainable organisation and cascading ňŪ΁Ưłğ΁ȌŪñŪĐňñş΁ƣƘñĐğ͓΁łğşƘňŪĺ΁ŵƛĺñŪňƣñƯňŵŪƣ΁
Ưłğ΁ĎğŪğȌƯƣ΁Ưŵ΁ŵƷƛ΁ƣƯñśğłŵşėğƛƣ͓΁ňŪĐşƷėňŪĺ΁ increase sales and market share in their digital
investors, customers, employees, suppliers and transformation journey. Refer to Section 2.7 on
the community. We are a customer-centric Economic Performance.
organisation, and customer satisfaction is crucial
to our performance.

understand the core ethical values and priorities

5.3 Remuneration behind those policies and procedures and building
ñ΁Ũŵƛğ΁ƷŪňȌğė͓΁ƯƛƷƣƯňŪĺ΁ĐƷşƯƷƛğ͒΁
Policy Intellect follows a systematic approach to effec-
Intellect has a remuneration policy, which can be tively implement policy commitments across
accessed at different levels, encompassing the following
[Link] steps:
ral/[Link]. This policy covers
̑͒΁ şğñƛ͓΁ǐğşşͨėğȌŪğė΁ƘŵşňĐňğƣ΁ñƛğ΁ğƣƯñĎşňƣłğė͓΁
the determination of remuneration for the Board
aligning with its values, goals, and regulatory
of Directors and Senior Executives. Intellect requirements. These are maintained internally
provides long-term incentives by granting stock at the Intellect Intranet Site (“iPort”), and
options to its employees in senior leadership some policies are available on the website of
roles and critical positions. This is aimed at the Company at [Link]/
motivating and retaining key leaders. investor- relations/
2. These policies are communicated to all
The Nomination, Remuneration, and employees through all channels, such as
Compensation Committee oversees the process monthly newsletters and iPort. These are also
ŵĹ΁ėğƯğƛŨňŪňŪĺ΁ƛğŨƷŪğƛñƯňŵŪ͒΁®ƘğĐňȌĐ΁ the desktop screen savers for effective
communication and awareness to all
parameters, such as market practices and
associates
benchmarks to understand the prevailing
3. The senior leadership plays a crucial role in
remuneration trends within the industry and setting the tone and leading by example.
comparable organisations, job evaluation and They demonstrate commitment to the policies
position analysis, and internal advice from the and communicate their importance to the
łňğĹ΁»ñşğŪƯ΁€ĹȌĐğƛ͓΁ñƛğ΁ƣŵƷĺłƯ΁ǐłňşğ΁ organisation
determining remuneration. 4. Middle management is responsible for
cascading the policies to their respective
teams, ensuring understanding and compli-
£ŵşňĐňğƣ΁Ĺŵƛ΁»ƛñŪƣƘñƛğŪĐǖ΁͟΁ ance. They also provide guidance and answer
ÙñşƷğ΁
şňĺŪŨğŪƯ΁ñŪė΁ questions raised by associates

ĐĐŵƷŪƯñĎňşňƯǖ By following this comprehensive approach,
Intellect ensures that policy commitments are
Policies and established procedures in an effectively implemented at all levels, fostering a
organisation serve as platforms to sustain the culture of integrity, compliance, and responsible
organisation's cultural ethos. These policies help business practice.
build a strong work culture, assisting associates to

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5.4 Risk Management our capabilities obsolete due to changes in

technology and thus hamper our ability to serve
Strategy our customers and protect assets. These risks
could adversely affect customer projects,
employees, shareholders and other stakehold-
ers. Therefore, controlling these risks through a
5.4.1 Background formal process is necessary.

Our risk policy aims to minimise the adverse

The Company is committed to transparency, impact of these risks on the Company‘s growth,
integrity, and accountability in all its affairs with ƘƛŵȌƯ΁ŨñƛĺňŪƣ͓΁ğŪǏňƛŵŪŨğŪƯñş΁ňŨƘñĐƯ͓΁ƘğŵƘşğ΁
its clients, shareholders, associates, distribution engagement, and regulatory compliance. Risk
partners, and regulators. The Company is Management helps us to proactively manage
determined to expand business exponentially, uncertainties in the internal and external
provide high-quality designs & innovative environment, limit the negative impact and
solutions for its clients and maximise returns ĎğŪğȌƯ΁Ưłğ΁ŵƘƘŵƛƯƷŪňƯňğƣ͒
for the Company’s shareholders. We believe in
the fundamental economic principle of “higher
the risk - higher is the reward”, and therefore, ͒̔͒̒̕΁΁¦ňƣś΁sñŪñĺğŨğŪƯ΁
with an increase in the business's size, scale ΁΁΁΁΁΁΁΁΁΁IŵǏğƛŪñŪĐğ
and complexities, it is imperative for the
Company to take calculated risks to achieve We have robust, organised and effective Enter-
ŵĎŘğĐƯňǏğƣ΁ŵĹ΁ƣƷƘğƛňŵƛ΁ğñƛŪňŪĺƣ΁π΁ƘƛŵȌƯñĎňşňƯǖ͒΁ prise risk management systems, processes &
Thus, we need robust, organised and effective technologies under the leadership of the Chief
Enterprise risk management systems, process- ¦ňƣś΁€ĹȌĐğƛ΁͢ ¦€ͣ͒΁΁»łğ΁ŨğƯłŵė΁ňŪĐşƷėğƣ΁ƛňƣś΁
es & technologies. Risk management is a ňėğŪƯňȌĐñƯňŵŪ͓΁ƛňƣś΁ğǏñşƷñƯňŵŪ͓΁ƛňƣś΁ƘƛňŵƛňƯňƣñƯňŵŪ͓΁
continuous and developing process that runs risk mitigation, risk monitoring & review. The
throughout the organisation‘s strategy and the Risk Management Committee (RMC) oversees
implementation of that strategy. We are subject the Risk Management process under the overall
to certain risks that may affect our ability to direction of the Board of Directors.
operate, disrupt our business model due to
changes in the competitive landscape, render

Risk Management Committee

Name Designation No of No of
Meetings Held Meetings Attended

Mr. Andrew Ralph England Chairman 2 2

Mr. Arun Jain Member 2 1

Mr. Arun Shekhar Aran Member 2 2

Mr. Milind Ravindranath Kari Member 2 2

Mr. Venketeswarlu Saranu

(Ceased w.e.f. closing hours of Member 1 1
31.08.2023)

Ms. Vasudha Subramaniam

Member 1 1
(Inducted w.e.f 27.10.2023)

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The Risk Management Committee met two times

during the year 2023-24. The RMC is supported ͒̔͒̓̕΁΁¦ňƣś΁sñŪñĺğŨğŪƯ΁
by the Information and Cyber Security Sub Framework
committee, Cloud Risk Council and Enterprise
Risk Department to execute the overall risk Risk management is a continuous and
management plan and periodically update the developing process that runs throughout the
risk management committee. organisation’s strategy and the implementation
of that strategy. Risk management helps the
organisation proactively manage uncertainties in
the internal and external environment and limit
Ưłğ΁ŵƘƘŵƛƯƷŪňƯňğƣͻ΁ŪğĺñƯňǏğ΁ňŨƘñĐƯƣ΁ñŪė΁ĎğŪğȌƯƣ͒΁
»łğ΁ƘƛŵĐğƣƣ΁ňŪĐşƷėğƣ΁ƛňƣś΁ňėğŪƯňȌĐñƯňŵŪ͓΁ƛňƣś΁
evaluation, risk prioritisation, risk mitigation, risk
monitoring & review. Company follows the
BELIEF framework risk management table

ENTERPRISE RISK MANAGEMENT - BELIEF FRAMEWORK

INTELLECTUAL
BRAND END CUSTOMER LEADERSHIP EXECUTION FINANCIAL
PROPERTY

INFORMATION & GLOBAL OPERATIONS

REPUTATION RISK BUSINESS RISK PEOPLE RISK LIQUIDITY RISK
CYBER SECURITY RISK RISK

SOCIAL, ECONOMIC, TALENT MANAGEMENT DATA PROTECTION & CLOUD MARKET - CURRENCY
POLITICAL RISK RISK PRIVACY RISK INFRASTRUCTURE RISK FLUCTUATION RISK

ASSOCIATE PRODUCT
COMPETITION RISK IP INFRINGEMENT RISK GLOBAL TAX REGIMES
CONDUCT RISK IMPLEMENTATION RISK

3RD PARTY / OPEN DEFECTS & SECURITY FINANCIAL

BUSINESS MODEL RISK
SOURCE VULNERABILITIES REPORTING RISK
COMPONENTS
USAGE RISK
CONCENTRATION RISK COMPLIANCE RISK

CUSTOMER SERVICE
LITIGATION RISK
MANAGEMENT RISK

CONTRACT BUSINESS CONTINUITY

MANAGEMENT RISK
RISK

FRAUD RISK

NEW COUNTRY RISK

SUSTAINABILITY (ESG)
RISK

Note: Please refer to the Risk Management Framework in the Directors’ Report FY 23-24 for the
detailed description of various risks outlined in the BELIEF Framework in the table above.

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͒̔͒̔̕΁΁ şňŨñƯğ΁¦ňƣś΁ñŪė΁
΁΁΁΁΁΁΁΁΁΁€ƘƘŵƛƯƷŪňƯǖ΁

The Board has appointed the CSR Committee, perform assigned tasks/activities on
which oversees the implementation of the ĐşňŨñƯğͨƛğşñƯğė΁ňƣƣƷğƣ΁ƣƷĐł΁ñƣ΁ȍŵŵėƣ͓΁ĐǖĐşŵŪğƣ͓΁
Company's CSR initiatives, including projects and weather change, resulting in water scarcity,
related to climate change. The Committee meets carbon emission, and non-green energy
annually to discuss progress updates on such consumption. These issues affect the health and
initiatives, including, but not limited to, mitigation working environment of the social fabric overall.
and resilience building against the effects of »łğ΁ ŵŨƘñŪǖ΁łñƣ΁ñşƣŵ΁ƷŪėğƛƯñśğŪ΁ĐğƛƯňȌĐñƯňŵŪ΁ňŪ΁
climate change. the Occupational Health & Safety Management
Standard under the ISO 45001:2018 standard,
The functional SPOCs within HR / Administration providing a structured framework to ensure a
& Facilities / Business Continuity team / Finance Healthy and Safe working environment.

The risks and impacts, along with various mitigation measures

Type Risk/Impact on Intellect Mitigations/Measures

Non-Physical Risk

Intellect is exposed to the risk of The risk is mitigated by conducting an

Regulatory noncompliance with various laws & assessment with the support of a
regulations related to climate consulting and advisory team of
change across multiple regions. subject matter experts

Technology Intellect's products and Adequate investments in research and

applications may become obsolete development activities coupled with the
over time due to innovative, more Design Thinking framework-driven
environmentally savvy alternative approach ensures Intellect stays updated
offerings. on emerging technologies in the market
that are environmentally sustainable and
Technology plays a pivotal role in performs suitable changes to existing
managing climate-related risks products, bringing the paradigm shift to
emanating from an increase in meet customer preferences more
carbon footprint through traditional sustainably.
banking. These methods require
enormous resource consumption on Introducing cloud-native products with
data records, storage, and travel to suitable changes in the business model
meet society's requirements. from traditional on-premise product
deployment to cloud-based hosting
facilitates optimum need-based resource
utilisation and contributes to the
environmental goals.

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Type Risk/Impact on Intellect Mitigations/Measures

Client With increasing awareness of Intellect has and continues to offer a

climate change and other related complete digital transformation
socio-environmental issues, globally to Banks, Insurance
prospective clients may request or companies, and other Corporate
prefer climate-related disclosures businesses, enabling them and their
and commitments, failing which the ĐƷƣƯŵŨğƛƣ΁Ưŵ΁ƣňĺŪňȌĐñŪƯşǖ΁ƛğėƷĐğ΁Ưłğňƛ΁
Company may be unable to dependence on carbon footprints
participate in RFPs/Proposals, through the digitisation of their
which could result in business systems.
opportunity losses.
Intellect, as part of its own 3.0
Moreover, 3rd party assessment by journey, has also been instrumental in
the existing clients may include adopting various technologies in its
questions about Intellect's different operational spaces, such as
commitment to climate change. Wastewater Management and
recycling, Energy conservation &
Electric mobility, solar and wind
energy.

Physical Risk

An increase in CO2 emissions is • Investments in Cloud-based

Extreme weather leading to an increase in global solutions and hostings with robust
events such as warming, which in turn is resulting strategies around data backup and
Flood & Cyclone in sea level rise and an increased availability
ŪƷŨĎğƛ΁ŵĹ΁ȍŵŵėňŪĺ΁ñŪė΁ĐǖĐşŵŪğ΁
events. • Upgrade of IT Infrastructure
΁ ƘƛŵǏňėňŪĺ΁ňŪĐƛğñƣğė΁ƣĐñşğ΁ŵĹ΁ğĹȌĐňğŪĐǖ
UŪƯğşşğĐƯͻƣ΁Ĺğǐ΁ŵĹȌĐğƣ΁ñƛğ΁Ďñƣğė΁
around coastal regions and thereby • Building adequate redundancy with
ğǕƘŵƣğė΁Ưŵ΁ƣňĺŪňȌĐñŪƯ΁ƛňƣś΁ėƷğ΁Ưŵ΁ alternative green sources of energy
climate change. supply

»łğ΁ñĎŵǏğ΁ĹñĐƯŵƛƣ΁ĐñŪ΁ƣňĺŪňȌĐñŪƯşǖ΁ • Deployment of Work-from-home

Disrupt Operations through Power strategies to cater to contingent
and network outages/Data Losses situations
in conjunction with Infrastructure
damages to data centers. • Periodic BCP drills to overcome
operational disruption due to
natural calamities

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Type Risk/Impact on Intellect Mitigations/Measures

Resource Adverse climatic conditions • Water conservation through rainwater

Utilisation coupled with a disproportionate harvesting/ Implementation of sewage
population increase have led to treatment plants for recycling of
ƣňĺŪňȌĐñŪƯ΁ƣƯƛğƣƣ΁ŵŪ΁Ưłğ΁ñǏñňşñĎşğ΁ treated wastewater for gardening and
resources, including but not limited other requirements
to water and energy.
• Initiatives are underway to set up
There is a considerable increase in solar power plants which shall reduce
dependency on cooling machines energy consumption and
due to the increase in temperature GHG Emissions
ňŪ΁UŪƯğşşğĐƯ͵ƣ΁ŵĹȌĐğƣ͓΁şğñėňŪĺ΁Ưŵ΁ñ΁
rise in energy costs. • Substantial power requirements at
the Chennai facilities were met
through green energy sources,
i.e.,—wind energy

5.4.5 Systematic Risk Management

from Technology Disruption
The increased adoption of technology in the Therefore, controlling these risks through a
ȌŪñŪĐňñş΁ƣğƛǏňĐğƣ΁ƣğĐƯŵƛ͓΁ƣƷĐł΁ñƣ΁ñŪśňŪĺ΁π΁ formal Enterprise-wide risk management
Insurance, is giving rise to new sources of risk, programme becomes essential.
such as digital interdependencies, vendor
concentration offering critical services, lack of Intellect effectively contributes to mitigate the
common taxonomy and futuristic vision for ñĹȍƷğŪĐğ΁ŵĹ΁ƣǖƣƯğŨňĐ΁ƛňƣśƣ΁ĐƷşŨňŪñƯňŵŪ΁ƯłƛŵƷĺł΁
modelling applications representing shared its various initiatives such as digital
Ũŵėğş΁ǏƷşŪğƛñĎňşňƯňğƣ͓΁ƷŪėğȌŪğė΁ƛğĺƷşñƯŵƛǖ΁ transformation programme like [Link], cloud
boundaries for new entities/business models, ŪñƯňǏğ΁ƘƛŵėƷĐƯ΁ŵĹĹğƛňŪĺƣ͓΁Ʒƣñĺğ΁ŵĹ΁
ƛƯňȌĐňñş΁
operational challenges in technology Intelligence & Machine Learning capabilities as
implementations, increased data exposure with embedded features in few of its products,
usage of generative AI tools etc. which may adoption of Delivery Excellence frameworks
accumulate across the ecosystem to form across all product implementations, critical
ƣǖƣƯğŨňĐ΁ƛňƣśƣ΁ǐłňĐł΁ñƛğ΁ŵĹƯğŪ΁ėňĹȌĐƷşƯ΁Ưŵ΁ vendor decentralisation, continuous investments
interpret, anticipate and mitigate. So also, with in R&D, Innovation and Design of the products
ƣňĺŪňȌĐñŪƯ΁ĐłñŪĺğƣ΁ŵƛ΁ñėǏñŪĐğŨğŪƯƣ΁ňŪ΁Ưłğ΁ within regulated space, robust contractual
technologies in recent times, Intellect is subject arrangements involving interconnectivity or
to risks that may affect its ability to operate, dependencies of multiple vendor associations
disrupt its business model with changes in the with the customers, usage of shared taxonomy
competitive landscape, render its capabilities and framework based Design Thinking
obsolete and thus hamper its ability to serve principles, strengthening of information and
customers and protect its assets. These risks cyber security measures by embedding robust
could adversely affect customer projects, security architecture designs within Intellect’s
associates, shareholders and regulators. suite of Product offerings and also within its

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internal eco-system to combat with rise in milestone which creates a massive potential to
stochastic events such as cyber-attacks or climate connect the dots and thereby can promote
change, restricted & controlled usage of open multilateral information sharing, which can
source protocols, robust vulnerability assessment prove instrumental to successfully facilitate
& functional / nonfunctional testing of products ĐŵŨĎñƯ΁ğǏğŪ΁ȌŪñŪĐňñş΁ŵƛ΁ĐǖĎğƛͨĐƛňŨğƣ΁ňŪ΁Ưłğ΁
before its deployment into customer ecosystem to coming years. It shall also provide a common
mitigate risks against malicious hacking. The taxonomy for robust inter-connectivity amongst
introduction of [Link], which is an ǏñƛňŵƷƣ΁ȌŪñŪĐňñş΁ňŪƣƯňƯƷƯňŵŪƣ͓΁ƯłğƛğĎǖ΁ėğĐƛğñƣňŪĺ΁
event-based, microservices and API-driven, the culmination of risks that are systemic.
ĐşŵƷėͨŪñƯňǏğ΁łğñėşğƣƣ΁ƯğĐłŪŵşŵĺǖ͓΁ňƣ΁ñ΁ƣňĺŪňȌĐñŪƯ΁

5.5 Privacy Protection

and Cyber Security
(GRI 418)
In the BFSI world, hostile attempts to disrupt, UŪƯğşşğĐƯ΁łñƣ΁ėğȌŪğė΁ƛŵşğƣ΁ñŪė΁ƛğƣƘŵŪƣňĎňşňƯňğƣ΁
abuse or control critical systems remain a for information and cyber security needs. All
ƣňĺŪňȌĐñŪƯ΁ƯłƛğñƯ͒΁ associates undergo a mandatory refresher on
the security policies, processes and role
Internal and external cyber threats, if not expectations. Business enablement and
appropriately managed, can potentially result in assurance practices are cut across different key
data leakage, source code compromise, misuse activities of the organisation, such as product
of the system, etc. This may affect the engineering, product/solution implementation,
organisation and end customers at large. maintenance, and support activities.
Therefore, it becomes necessary to prevent,
detect and combat threats by having robust Data and Customer Privacy
control practices within and outside the system. In today's hyperscale digital world, data is the
Intellect has carved out a dedicated Central new oil that can create more value and
Security Group to address these needs. Senior positively change the business landscape,
management is actively providing the required communities, and nations. The exponential YoY
support for the security group activities. Security growth in structured and unstructured data
performance scorecards are shared with requires appropriate and responsible
interested parties, and feedback from key management. It is imperative that this data be
stakeholders is obtained continuously. safeguarded appropriately. With growing needs
for individual privacy, data protection and
Intellect Central Security Group has the privacy have become another important factor
following work packets to enable the business. for us to conduct business more responsibly in
alignment with various regulations and acts.
a. Governance, Risk and Compliance
b. Application Security Intellect has established policies, standards, and
c. Cloud Security procedures, including training for associates to
d. Data Protection and Privacy bring all stakeholders together to achieve this
e. Business Continuity common data protection and privacy objective.

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Intellect believes in and adopts data privacy data breaches cases during the FY 2023-24
principles across its products and platforms.
While the maturity levels of adoption vary, the Intellect as part of its management system has a
principles and work towards meeting the robust process to proactively identify and review
growing needs are taken as a continuous the security, privacy related performance of its
process. Intellect is committed to the information systems and practices. This includes reviews,
privacy of all individuals and ensures the audits, metrics, feedbacks etc.,
ƛğşğǏñŪƯ΁Ʒƣğƛƣ΁ñƛğ΁ƣƷĹȌĐňğŪƯşǖ΁ñǐñƛğ΁ŵĹ΁ŵƷƛ΁ Any deviations or non conformity noted
practices - for example; our digital platforms internally or through 3rd party assessments /
have online privacy terms and conditions. audits are tracked to closure by the Central
Security Group along with the respective
As a product organisation, Intellect will primarily stakeholders. For FY 2023-24, Intellect has
act as an enabler for the client regarding data received one minor non-conformity in its
collection, processing, storage, archival, etc. In operational control in the management system
the case of a fully managed solution on audit and the same has been reviewed and
cloud-hosted models, Intellect effectively plays closed by the external audit agency.
the role of a data processor or a sub-processor.
Intellect has the necessary design and With regards to the customer complaints on the
operational construct to address the following information and cyber security, Intellect received
essential elements of Data Privacy. one formal complaint around a transactional
event from a potential customer. The event was
• Fair, Lawful and Transparent Processing ĐşñƛňȌğė΁ƣƷĎƣğƚƷğŪƯşǖ΁ñŪė΁Đşŵƣğė΁ñƣ΁Ưłğ΁
customer mistakenly viewed the demo and proof
• Consent Management of concept sample delivery as a production
grade deliverable from Intellect.
• Limited data collection

• Supporting the individual needs and

preferences with a request (Subject
Access Request)

• Data Accuracy

• Retention of data

• Data breach management etc.,

Intellect has a central function that handles the

organisation's data protection and privacy needs
and ensures that product and delivery teams
take care of data privacy and related regulatory
needs. At least annually, all the applicable
projects undergo an assessment for data privacy
and protection-related compliance. Scoped
projects also undergo focussed data privacy
impact assessments and due diligence checks to
ensure the systems and operations remain
compliant. There were no customer privacy or

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5.6 Partnership
and Alliances
UŪƯğşşğĐƯ΁łñƣ΁ñ΁ǐğşşͨėğȌŪğė΁ñƘƘƛŵñĐł΁Ưŵ΁ Sales and Implementation Partnerships are
nurturing and managing the various kinds of led by the sales team operating out of the
Partnerships and alliances needed to create geography and having better connections
more value for its customers. We focus on within that country/region to identify the
ecosystem-based development and consider right partner
partners key players in helping us achieve our
goals and objectives. • Technology partnerships are led by the CTO
team, which seeks to identify opportunities
Intellect has approached Partnerships at various to establish partnerships with OEMs (for
levels: hardware and software) to ensure that
development-level support is available for
• Strategic Partnerships - These are the Intellect’s product development purposes.
partnerships that Intellect enters into to These partnerships also provide the
strategically position Intellect’s products necessary mechanism for Intellect to act as
ǐňƯł΁ėğȌŪğė΁ĎğŪğȌƯƣ΁Ĺŵƛ΁ĎŵƯł΁Ƙşñǖğƛƣ͒΁ a Reseller of some of these components and
Examples of these partnerships are those provide a wholesome solution to their
with Azure, AWS, etc Customer using the mix of Intellect’s and
Third-party softwares. This arrangement
• Sales and Implementation Partnerships - also ensures the right level of governance
These are the partners that Intellect enters and oversight when working with
into an arrangement with to help position international technology companies to resell
their partners across various countries the OEM licenses to Intellect’s customers. It
where it may need a direct presence or should also be noted that a typical customer
where the local regulations demand a implementation involves the following
locally registered company to handle the (apart from the mix of Intellect’s Products
same and platforms)

• Technology Partnership - These are the • Hardware that needs to be procured for the
partners with whom Intellect enters into customer. In the case of the cloud, this could
arrangements to integrate hardware and be the list of infrastructure services that may
software with its products to provide have to be taken for implementing Intellect’s
customers with a compelling proposition products for the customer
(technical and commercial)
• Software that needs to be procured for the
• We have separate teams that handle these Customer. This could involve a Customer
varieties of Partnerships. Strategic variants License in the name of customer
partnerships are led by a separate
enablement manager looking to identify
strategic opportunities with different
partners and establish a partnership with
them that connects across multiple levels

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Annexure - A
The key policies are enumerated under
“Annexure A – Links to Key Policies

Policy List Location

Code of Conduct Policy [Link]

Available in the Intellect Intranet Site (iPort) (Internal)

Supplier Code of [Link]

Conduct Policy -[Link]

Disciplinary Action Policy Available in the Intellect Intranet Site (iPort) (Internal)

Dress Code Policy Available in the Intellect Intranet Site (iPort) (Internal)

Whistle Blower Policy [Link]

[Link]

Attendance
Available in the Intellect Intranet Site (iPort) (Internal)
Monitoring Policy

Human Resource Available in the Intellect Intranet Site (iPort) (Internal)

Security Policy

Information and
Available in the Intellect Intranet Site (iPort) (Internal)
Cyber Security policy

IT Security Policy Available in the Intellect Intranet Site (iPort) (Internal)

Green Initiative Available in the Intellect Intranet Site (iPort) (Internal)

Procurement Policy Available in the Intellect Intranet Site (iPort) (Internal)

Retired IT Assets -
Available in the Intellect Intranet Site (iPort) (Internal)
Disposal and Donation Policy

[Link]
Sustainability Policy
[Link]
Environment, Health and [Link]
Safety Policy [Link]

Energy Management Policy [Link]

[Link]

Intellect Group Tax Policy Available in the Intellect Intranet Site (iPort) (Internal)

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Policy List Location

Retirement Policy Available in the Intellect Intranet Site (iPort) (Internal)

Prevention of Sexual
Available in the Intellect Intranet Site (iPort) (Internal)
Harassment Policy (POSH)

Equal Opportunity Policy Available in the Intellect Intranet Site (iPort) (Internal)

Exigency Fund Policy Available in the Intellect Intranet Site (iPort) (Internal)

Medical Insurance policy Available in the Intellect Intranet Site (iPort) (Internal)

Corporate Social
[Link]
Responsibility Policy

Modern Slavery Act Policy [Link]

-[Link]

Ombudsman Policy Available in the Intellect Intranet Site (iPort) (Internal)

Environmental Policy Available in the Intellect Intranet Site (iPort) (Internal)

Data Protection and

Available in the Intellect Intranet Site (iPort) (Internal)
Privacy Policy

Risk Management Policy [Link]

-[Link]

Emergency Response -
disruption in Intellect Available in the Intellect Intranet Site (iPort) (Internal)
Live System

Remuneration Policy [Link]

/[Link]

[Link]
Board Diversity Policy
[Link]

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Annexure - B
GRI CONTENT INDEX

STATEMENT OF USE:
Intellect Design Arena Limited has reported in accordance with the GRI Standards for the period from
1 April 2023 to 31 March 2024

General Standard Disclosure

GRI Standard Disclosure Source of Reference

GRI GRI – Foundation 2021

The organisation and its reporting practices

2-1 Organisational details [Link]

[Link]
Business Responsibility and Sustainability
Report: Section A: General Disclosure in
Annual Report FY 23-24 (Page 193)

2-2 Entities included in the About the Report - "Scope and Boundary"
organisation’s sustainability - (Page 11) Business Responsibility and
reporting Sustainability Report: Section A:
General Disclosure in Annual Report FY 23-24
(Page 193)

2-3 Reporting period, frequency About the Report (Page 11 & 12)
and contact point

2-4 Restatements of information 3.3.2 - For Energy (Page 57) and 3.4.2 -
For Emission (Page 62)

2-5 External assurance About the Report

"Assurance Statement" -(Page 12)

Activities & Employees

2-6 Activities, value chain Our Lines of Business – (Page 18 - 19) /

and other business relationships "Membership of Associations" – (Page 22)
2.3 Sustainable Value Chain – (Page 29)
Business Responsibility and Sustainability
Report: Section A: General Disclosure in
Annual Report FY 23-24 (Page 194)

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General Standard Disclosure

GRI Standard Disclosure Source of Reference

2-7 Employees 4.1 Our People – (Page 66)

Business Responsibility and
Sustainability Report: Section A:
General Disclosure in
Annual Report FY 23-24 (Page 194)

2-8 Workers who are not employees All the workers performing
work for the organisation are employees.
There is no separate “Worker” category

Governance

2-9 Governance structure Our Board of Directors -

and composition (Page 15-16 & Page 118)

2-10 Nomination and selection o Chapter 5 - Governance Sustainability

f the highest governance body "Board Nomination and Selection" -(Page 118)

2-11 Chair of the highest Our Board of Directors – (Page 15-16 &
governance body Page 118)

2-12 Role of the highest governance Our Board of Directors – (Page 15-16 &
body in overseeing the Page 118-119)
management of impacts

2-13 Delegation of responsibility Chapter 2 Design for Sustainability

for managing impacts 2.1 "Sustainability Program"(Page 26)

Chapter 5 Board Corporate

Social Responsibility Committee - (Page 122)

2-14 Role of the highest governance Chapter 2 Design for Sustainability

body in sustainability reporting 2.1 "Sustainability Program" – (Page 26)

Chapter 5: Board Committees - (Page 119,122)

2-15 ŵŪȍňĐƯƣ΁ŵĹ΁ňŪƯğƛğƣƯ 5.1.2 Code of Conduct and

ŵŪȍňĐƯ΁ŵĹ΁UŪƯğƛğƣƯ΁ͨ΁͢£ñĺğ΁̑̒̔ͣ

2-16 Communication of ͒̑͒̒̕΁ ŵėğ΁ŵĹ΁ ŵŪėƷĐƯ΁ñŪė΁ ŵŪȍňĐƯ΁

critical concerns of Interest – (Page 124)
5.1.3 Whistle Blower Policy/
Vigil Mechanism - (Page 125)
5.1.4 Ombudsman - (Page 125)
5.1.5 Prevention of Sexual Harassment (POSH)
- (Page 125)
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General Standard Disclosure

GRI Standard Disclosure Source of Reference

2-17 Collective knowledge Chapter 5: Governance Sustainability

of the highest governance Board Nomination and Selection – (Page 118)
bodyployees
Corporate Governance Report
in the Annual Report FY 23-24 - (Page 225)

2-18 Evaluation of the performance Chapter 5: Governance Sustainability

of the highest governance body Board Evaluation – (Page 119)

2-19 Remuneration policies Chapter 5: Governance Sustainability

5.3 Remuneration Policy- (Page 127)

2-20 Process to determine Chapter 5: Governance Sustainability

remuneration 5.3 Remuneration Policy- (Page 127)

[Link]
/general/[Link]

2-21 Annual total compensation ratio Annexure 4 of Directors’ Report in

Annual Report 2023-24 (Page 86)

Strategy, Policies and Practices

2-22 Statement on sustainable Message from the Chairman and

development strategy Managing Director - (Page 1-2)

2-23 Policy commitments Policies for Transparency / Value alignment

and Accountability - (Page 127)

2-24 Embedding policy commitments Policies for Transparency / Value alignment

and Accountability - (Page 127)

2-25 Processes to remediate 5.1.1 - Our Compliance Framework (Page 123),

negative impacts 2.3 - Sustainable Value Chain (Page 29),
5.4 - Risk Management Strategy and process
(Page 128)
5.1.7 Grievance Mechanism (Page 126)
5.1.4 Ombudsman (Page 125)

2-26 Mechanisms for seeking 5.1.3 Whistle Blower Policy / Vigil Mechanism
advice and raising concerns (Page 125)

2-27 Compliance with laws

and regulations 5.1.1 Our Compliance Framework (Page 123)

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2-28 Membership associations Membership of associations – (Page 22)

PRINCIPLE 7 of Business Responsibility
and Sustainability Report in
Annual Report FY 23-24 (Page 214)

Stakeholder Engagement

2-29 Approach to stakeholder 2.4 Stakeholder Engagement (Page 30)

engagement

2-30 Collective bargaining agreements Principle 3, Essential Indicator 7 of Business

Responsibility and Sustainability Report
in Annual Report FY 23-24 (Page 205)

GRI 3: Material Topics 2021

3-1 Process to determine 2.6 Materiality Assessment - 2.6.1

material topics Materiality Assessment Process (Page 35)

3-2 List of material topics 2.6 Materiality Assessment - 2.6.2

Intellect Management Approach (Page 36)

3-3 3-3 Management of 2.6 Materiality Assessment -

material topics 2.6.2 Intellect Management Approach
(Page 36)

2.6.3 Performance and Targets -

Initiatives covered for the material topics
(Page 38-43)

GRI 201: Economic Performance 2016

5.2 Economic Value Generated and Distributed

201-1 Direct economic value
(Page 127)
generated and distributed

201-2 5.4 Risk Management Strategy (Page 128)

Financial implications and
Business Responsibility and Sustainability
other risks and opportunities
Report: Section A: General Disclosure in
due to climate change
Annual Report FY 23-24 (Page 196-198)

'ğȌŪğė΁ĎğŪğȌƯ΁ƘşñŪ΁ 0ŨƘşŵǖğğ΁ğŪğȌƯƣ΁΁ͨ΁͢£ñĺğ΁̘̙ͣ
201-3 obligations and other Principle 3, Essential Indicator 1 of Business
retirement plans Responsibility and Sustainability Report in
Annual Report FY 23-24 (Page 203)
201-4 Financial assistance received uŵ΁ȌŪñŪĐňñş΁ñƣƣňƣƯñŪĐğ΁ƛğĐğňǏğė΁ĹƛŵŨ΁
from government the government during FY 23-24

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GRI 204: Procurement Practices 2016

204-1 Proportion of spending on local Principle 8, Essential Indicator 4 of Business

suppliers Responsibility and Sustainability Report in
Annual Report FY 23-24 (Page 215)
GRI 205: Anti-corruption 2016
205-1 Operations assessed for 5.1.6 Anti-Bribery and Anti-Corruption
risks related to corruption (Page 125)

205-2 Communication and training 5.1.6 Anti-Bribery and Anti-Corruption

about anti-corruptionpolicies (Page 125)
and procedures

205-3 ŵŪȌƛŨğė΁ňŪĐňėğŪƯƣ΁ŵĹ΁ 5.1.6 Anti-Bribery and Anti-Corruption

corruption and actions taken (Page 125)

GRI 207: Tax 2019

207-1 Approach to tax 2.8 Tax Approach & Transparency (Page 45)

207-2 Tax governance, control, and 2.8 Tax Approach & Transparency (Page 45)
risk management

207-3 Stakeholder engagement 2.8 Tax Approach & Transparency (Page 45)
and management of
concerns related to tax

GRI 300: Environmental Performance

GRI 302: Energy 2016

302-1 Energy consumption within 3.3 Energy Management / 3.3.2 Energy

the organisation consumption and energy intensity (Page 57)

302-2 Energy consumption outside 3.3 Energy Management / 3.3.2 Energy

of the organisation consumption and energy intensity (Page 57-58)

Energy Intensity 3.3 Energy Management / 3.3.2 Energy

302-3
consumption and energy intensity (Page 57)
302-4 Reduction of energy 3.3 Energy Management / 3.3.3 Energy
consumption conservation measure (Page 58-59)

302-5 Reductions in energy 3.3 Energy Management / 3.3.5 Energy

requirements of products reduction - Intellect operation (Page 60-61)
and services

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I¦U΁͔̓̐̓΁ÚñƯğƛ΁ñŪė΁0ĹȍƷğŪƯƣ΁̘̒̐̑

303-1 Interactions with water as a 3.1 Water management / 3.1.2 Water as shared
shared resource resource (Page 49)

3.1 Water management / 3.1.4 Water discharge

303-2 Management of water
(Page 51-52)
discharge-related impacts
3.1 Water management / 3.1.4 Water discharge
303-3 Water withdrawal (Page 51-52)

303-4 Water discharge 3.1 Water management / 3.1.4 Water discharge

(Page 51-52)

303-5 Water Consumption 3.1 Water management / 3.1.3 Water

withdrawal and water consumption
(Page 50-51)

GRI 304: Biodiversity 2016

304-1 Operational sites owned, leased, Not applicable - Intellect’s area of

managed in, or adjacent to, operations is not directly in areas
protected areas and areas of proximate to protected areas and areas of
high biodiversity value outside high biodiversity value
protected areas

304-2 ®ňĺŪňȌĐñŪƯ΁ňŨƘñĐƯƣ΁ŵĹ΁ñĐƯňǏňƯňğƣ͓΁ Not applicable - Intellect’s area of

products and services on operations is not directly in areas
biodiversity proximate to protected areas and areas of
high biodiversity value

304-3 Habitats protected or restored Not applicable - Intellect’s area of

operations is not directly in areas
proximate to protected areas and areas of
high biodiversity value

304-4 IUCN Red List species and Not applicable - Intellect’s area of
national conservation list species operations is not directly in areas
with habitats in areas affected by proximate to protected areas and areas of
operations high biodiversity value

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GRI 305: Emissions 2016

305-1 GHG emission Scope 1 3.4 GHG Emission reduction management /

3.4.3 Scope-1 emission (Page 62-63)

305-2 GHG emission scope 2 3.4 GHG Emission reduction management /

3.4.4 Scope-2 emission (Page 63)

305-3 Other indirect (Scope 3) GHG 3.4 GHG Emission reduction management /
emissions 3.4.5 Scope-3 emission (Page 63)

305-4 GHG emissions intensity 3.4 GHG Emission reduction management /

3.4.6 GHG Emission intensity (Page 63-64)

305-5 Reduction of GHG emissions 3.4 GHG Emission reduction management /

3.4.7 Emission reduction measures (Page 64)

305-6 Emissions of ozone-depleting 3.4 GHG Emission reduction management /

substances (ODS) 3.4.7 Emission reduction measures (Page 64)

305-7 Nitrogen oxides (NOx), sulfur 3.4 GHG Emission reduction management /
oxides (SOx), and other 3.4.2 Emission reduction (Page 62)
ƣňĺŪňȌĐñŪƯ΁ñňƛ΁ğŨňƣƣňŵŪƣ

GRI 306: Waste 2020

306-1 ÚñƣƯğ΁ĺğŪğƛñƯňŵŪ΁ñŪė΁ƣňĺŪňȌĐñŪƯ΁ 3.2 Waste management / 3.2.1 Waste

waste-related impact management approach (Page 53)

306-2 sñŪñĺğŨğŪƯ΁ŵĹ΁ƣňĺŪňȌĐñŪƯ΁ǐñƣƯğ΁ 3.2 Waste management / 3.2.1 Waste

related impacts management approach (Page 53)

306-3 Waste generated 3.2 Waste management / 3.2.2 Waste

generation (Page 53-54)

306-4 Waste diverted from disposal 3.2 Waste management / 3.2.3 Waste recycling
(Page 55)

306-5 Waste directed to disposal 3.2 Waste management / 3.2.3 Waste

recycling (Page 55)

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GRI 400: Social Performance

GRI 401: Employment 2016
401-1 New employee hires and 4.1 Our People - 4.1.12 Hiring Practices (Page
employee turnover 87-88) / 4.1.4 Employee attraction and
retention (Page 71)

401- 2 ğŪğȌƯƣ΁ƘƛŵǏňėğė΁Ưŵ΁ĹƷşş΁ƯňŨğ΁ ̔͒̑΁€Ʒƛ΁£ğŵƘşğ΁ͨ΁̔͒̑͒̑̓΁0ŨƘşŵǖğğ΁ğŪğȌƯƣ΁

employees (Page 89-90)
Principle 3, Essential Indicator 1 of Business
Responsibility and Sustainability Report in
Annual Report FY 23-24 (Page 203)

401-3 Parental leave ̔͒̑΁€Ʒƛ΁£ğŵƘşğ΁ͨ΁̔͒̑͒̑̓΁0ŨƘşŵǖğğ΁ğŪğȌƯƣ΁ͨ΁

Parental Leave Return Rate (Page 89)
Principle 3, Essential Indicator 5 of Business
Responsibility and Sustainability Report in
Annual Report FY 23-24 (Page 204)

GRI 403: Occupational Health and Safety 2018

403-1 Occupational health and safety 4.1.18 Occupational Health & Safety at
management system Workplace (GRI 403) - [Link] Management
System (Page 95)

403-2 Pñǡñƛė΁ňėğŪƯňȌĐñƯňŵŪ͓΁ƛňƣś΁ 4.1.18 Occupational Health & Safety at

assessment, and incident Workplace (GRI 403) - [Link] Risk
investigation Management (Page 95)

403-3 Occupational health services 4.1.18 Occupational Health & Safety at

Workplace- (GRI 403) - [Link] Participation
& Consultation (Safety Committee) (Page 96)
4.1.17. External Counselling (Page 94)

403-4 Worker participation, 4.1.18 Occupational Health & Safety at

consultation, and Workplace (GRI 403) - [Link] Participation &
communication on occupational Consultation (Safety Committee) (Page 96)
health and safety

403-5 Worker training on OHS 4.1.18 Occupational Health & Safety at

Workplace (GRI 403) - [Link] Training and
Awareness (Page 96)

403-6 Promotion of worker health 4.1.18 Occupational Health & Safety at

Workplace (GRI 403) - [Link] Management
System (Page 95)

403-7 Prevention and mitigation of

occupational health and safety Impacts directly linked by business
impacts directly linked by relationships shall be covered in FY 24-25
business relationships
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403-8 Workers covered by an 4.1.18 Occupational Health & Safety at

occupational health and safety Workplace (GRI 403) - [Link] Participation &
management system Consultation (Safety Committee) (Page 96)

4.1.18 Occupational Health & Safety at

Workplace (GRI 403) - [Link] Participation &
403- 9 Consultation (Safety Committee) (Page 96)
Work-related injuries
Principle 3, Essential Indicator 11 of Business
Responsibility and Sustainability Report in
Annual Report FY 23-24 (Page 206)

Work-related ill health 4.1.18 Occupational Health & Safety at

403-10
Workplace (GRI 403) - [Link] Participation &
Consultation (Safety Committee) (Page 96)

GRI 404: Training and Education 2016

404-1 Average hours of training per 4.1 Our People- 4.1.6 Talent
year per employee Management/Development (GRI 404) (Page
74-75)

404-2 Programs for upgrading 4.1 Our People- 4.1.6 Talent

employee skills Management/Development (GRI 404) (Page
73)

404-3 Percentage of employees 4.1 Our People - 4.1.10 Performance

receiving regular performance Development Dialogue (Page 85)
and career development
reviews

GRI 405: Diversity and Equal Opportunity 2016

405-1 Diversity of governance bodies 4.1 Our People -Diversity & Inclusion (Page 68)
and employees
Principle 5, Essential Indicator 3 of Business
405-2 Ratio of basic salary and Responsibility and Sustainability Report in
remuneration of women to men Annual Report FY 23-24 (Page 210)
GRI 406: Non-discrimination 2016

Incidents of discrimination and Principle 5, Essential Indicator 6 of Business

406-1 Responsibility and Sustainability Report in
corrective actions taken Annual Report FY 23-24 (Page 210)
GRI 407: Freedom of Association and Collective Bargaining 2016

407-1 Operations and suppliers in Principle 3, Essential Indicator 7 of Business

which the right to freedom of Responsibility and Sustainability Report in
association and collective Annual Report FY 23-24 (Page 205)
bargaining may be at risk

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GRI 410: Security Practices 2016

410-1 Security personnel trained in Human right policies for security personnel
human rights policies or trainings shall be covered in FY 24-25
procedures

GRI 411: Rights of Indigenous Peoples 2016

411-1 Incidents of violations involving Not Applicable - as our operations are in urban
rights of indigenous peoples areas under city administration limits.

GRI 413: Local Communities 2016

413-1 Operations with local 4.2 Community Engagement (Page 97)

community engagement,
impact assessments, and
development programs

413-2 €ƘğƛñƯňŵŪƣ΁ǐňƯł΁ƣňĺŪňȌĐñŪƯ΁ 4.2 Community Engagement (Page 97)

actual and potential negative
impacts on local communities

GRI 414: Supplier Social Assessment 2016

414-1 New suppliers that were 2.3 Sustainable Value Chain (Page 29)
screened using social criteria
GRI 415: Public Policy 2016

415-1 Political contributions Intellect has not made any Political

Contributions in the FY 2023-24

GRI 416: Customer Health and Safety 2016

416-1 Assessment of the health and Not applicable

safety impacts of product and
service categories

416-2 Incidents of non-compliance Not applicable

concerning the health and
safety impacts of products and
services

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GRI 417: Marketing and Labeling 2016

417-1 Requirements for product and Not applicable

service information and labeling

417-2 Incidents of non-compliance Not applicable

concerning product and service
information and labeling impacts
of products and services

417-3 Incidents of non-compliance Not applicable

concerning marketing
communications

GRI 418: Customer Privacy 2016

418-1 Substantiated complaints 5.5 Privacy Protection and Cyber Security -

concerning breaches of Data and Customer Privacy (Page 133-134)
customer privacy and losses of
customer data Principle 9, Essential Indicator 7 of Business
Responsibility and Sustainability Report in
Annual Report FY 23-24 (Page 216)

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Annexure - C
Assurance Statement

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Annexure - D
Acronyms

BoD Board of Directors

CSR Corporate Social Responsibility

ESG Environmental Social & Governance

EV Electric Vehicle

FY Financial Year

GHG Green House Gas

IGBC Indian Green Building Council

LEED Leadership in Energy and Environment Design

ODS Ozone Depleting Substances

PF Power Factor

R&D Research & Development

SDG Sustainable Development Goal

STP Sewage Treatment Plant

TDS Total Dissolved Solids

GRI Global Reporting Initiative

WOW Wealth Out of Waste Initiative by ITC

ZLD Zero Liquid Discharge

Standard Units of Measurement:

FTE Full Time Equivalent

KL Kilo litres

MT Metric tonnes

ft Feet

kWh Kilo watt hours

MJ Mega joule

TR Ton of Refrigeration

mtc02e metric tonnes co2 equivalent

W Watt

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